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  • The 2006 Zuckerberg Quote at the Center of Meta’s Antitrust Trial

    The 2006 Zuckerberg Quote at the Center of Meta’s Antitrust Trial


    In September 2006, Mark Zuckerberg, the chief executive of Facebook, described what made his social network special.

    “Facebook is about real connections to actual friends,” he wrote in a company post.

    Two decades later, that description is at the center of a landmark antitrust trial against Mr. Zuckerberg’s social networking empire, now called Meta, and whether it illegally stifled competition. In essence, the trial has raised the question of whether social networking is simply about connections to friends and family, or whether it is something more.

    The Federal Trade Commission, which is prosecuting the case, has tried to narrowly define social networking as a service that links friends and family. Under that definition, Meta would really compete only with Snap, the maker of Snapchat, which it dwarfs in size and users. But Meta has argued that all social media companies count as rivals, especially TikTok and YouTube, which would mean that competition was more abundant.

    “The friend part has gone down quite a bit,” Mr. Zuckerberg said in testimony at the trial last month, downplaying his words from 2006.

    The opposing definitions of social media in the case — Federal Trade Commission v. Meta Platforms — illustrate how much social networking has evolved over more than a decade and how slippery it has become to pin down. Meta has expanded far beyond Facebook’s roots as a bulletin board for college students, and scores of newer companies have developed similar products, emulating popular features such as the “like” button and news feed.

    In the first four weeks of the trial, a parade of social media executives from companies including Reddit, Pinterest and LinkedIn have done little to help clarify a social networking definition. They acknowledged that they all competed for the same users, but in many cases offered very different products.

    Defining where Meta fits into the social media landscape will be the first and most important decision for Judge James E. Boasberg of the U.S. District Court for the District of Columbia, who is presiding over the trial.

    It will be “no walk in the park,” Judge Boasberg wrote in an opinion late last year.

    The case examines whether Meta’s purchases of Instagram in 2012 for $1 billion and WhatsApp in 2014 for $19 billion illegally quashed competition. Judge Boasberg’s decision will have broad implications for the tech market as the industry faces a yearslong bipartisan push to curb Silicon Valley’s power and grip over speech, entertainment, commerce and computing.

    If he sides with the government, which has said it seeks to break up Meta, the decision could deter the voracious appetites of the biggest tech companies to buy smaller rivals. That would shake up the start-up economy, where many founders rely on bigger players to acquire their companies for huge sums of money, allowing investors to cash out.

    “It is a significant case because the world we’re in now has gotten a lot more complex, and so if the F.T.C. wins, there will likely be more aggressive antitrust enforcement,” said Daniel Rubinfeld, a former deputy assistant attorney general at the Justice Department who worked on the government’s antitrust case against Microsoft more than two decades ago.

    In most antitrust cases, the competitive market is easier to define, legal experts said. Prices are used as the foundation to evaluate a company’s power and effect on competition. That could include a merger or anticompetitive behavior that pushes up prices for airline tickets or home appliances, for example.

    But internet companies like Meta offer free services to consumers, turning its case into a novel legal debate.

    In his opening statements, Daniel Matheson, the government’s lead lawyer in the case, accused Meta of being “a monopolist of personal social networking services in the United States,” with two competitors: Snap and the tiny app MeWe.

    Mr. Matheson argued that Meta’s network of people who knew one another was key to the company’s growth and that it attracted advertisers that were interested in users promoting goods to their close connections.

    Meta fired back, saying that it now primarily competed for the attention of users who scrolled through short-form videos on YouTube and TikTok. Its top litigator, Mark Hansen, said the company went into “crisis” mode when TikTok became available in the United States in 2018.

    On Thursday, one of Meta’s lawyers asked Adam Mosseri, the head of Instagram, if the app was more like Facebook or TikTok.

    “I’d put Instagram between the two, but much closer to TikTok,” he said. Instagram began as an app to connect friends, he added, but users now turn to it much more for entertainment.

    Clouding the picture, the parade of executives from other social media companies have done little to define the industry’s market.

    “YouTube and Instagram are TikTok’s most important competitors,” according to an internal TikTok document from 2021 presented by Meta’s lawyers.

    When asked about the rivalry, Adam Presser, TikTok’s head of operations, undercut the idea by saying the apps function differently: “I don’t think of us as a social app.”

    YouTube is mainly used for entertainment, and people rarely use the platform to share content or follow other users they know, said Aaron Filner, a senior director at the company.

    When it comes to the social media site X, “I would guess that more people these days think of it as a place to see what’s new and what’s happening in the world versus thinking of it as a place to share pictures and whatnot with friends and family,” said Keith Coleman, the company’s vice president of product.

    Legal experts said it was typical to squabble over market definitions.

    In 1997, the F.T.C. successfully sued to block a merger of Staples and Office Depot, warning of concentration in the office supply store market. The companies had argued they competed against other retailers like Walmart.

    The next year, the government accused Microsoft of squeezing competition by tying its internet browser to its popular Windows operating system. The government persuaded the judge to narrowly define the market in the case as personal computers that run on Intel chips, excluding Apple computers and hand-held devices.

    “The F.T.C. in the Meta case is taking a traditional approach to defining markets narrowly, but the challenge here is that the market feels different because it is digital and it makes sense that the competition is for eyeballs and attention,” said John Newman, a professor of law at the University of Miami and a former F.T.C. official who worked on the agency’s case against Meta.

    Judge Boasberg has given little indication of his thinking. Still, he has noted that the various social media apps seem to have many of the same features, asking if the way they are used is “just a difference in degree.”

    He noted that texting had supplanted voice calls, something he described as “elderly communications.” Younger users are even more facile in switching up platforms and technologies.

    “Aren’t those norms changing all the time?” Judge Boasberg, who doesn’t use social media, asked an expert witness.



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  • Pinterest Agreed to Settle Christine Martinez Lawsuit for $34.7 Million

    Pinterest Agreed to Settle Christine Martinez Lawsuit for $34.7 Million


    Pinterest recently agreed to pay $34.7 million to settle a lawsuit from an early adviser who claimed she had co-created the platform without compensation.

    Christine Martinez, 44, who was a friend of Ben Silbermann and Paul Sciarra, two of Pinterest’s three co-founders, sued the company in 2021 for breach of implied contract, idea theft, unjust enrichment and unfair business practices. She said she came up with many ideas for the app — like organizing images on “boards” — but was never paid for her contributions, despite promises she would be.

    Pinterest, a virtual pinboard company that has many female users, disclosed the settlement with Ms. Martinez in a November 2024 financial filing.

    “No one wants to find themselves in the litigation process, and I’m just really, really excited and frankly just relieved to be past it,” Ms. Martinez said in an interview on Friday.

    “Ms. Martinez provided beneficial marketing and community growth input and strategies during the early phase of Pinterest’s founding,” according to a statement that was part of the settlement, which was provided by Ms. Martinez. “The parties are pleased to amicably resolve this legacy matter.”

    Pinterest declined to comment.

    The settlement follows a series of complaints and legal disputes against Pinterest by some of its female employees and executives.

    In 2020, Pinterest paid $22.5 million to settle a gender discrimination suit filed by Françoise Brougher, its former chief operating officer, who said she was fired after experiencing sexist treatment at the company. That same year, more than 200 employees signed a petition demanding the company change its policies after three former workers accused Pinterest of racial and sex discrimination and retaliation.

    Mr. Silbermann, who was Pinterest’s chief executive, left that role in 2022.

    Ms. Martinez, who had a background in e-commerce and interior design, claimed in her lawsuit that Mr. Silbermann and Mr. Sciarra sought her advice for the company that became Pinterest a year before it was founded in 2010.

    She said she came up with the idea for the picture boards and the platform’s signature “Pin it” phrase, and also helped persuade top design and lifestyle bloggers to use and promote the site. A portion of Pinterest’s programming code was named after her in homage, according to the lawsuit.

    She never signed a formal contract with Pinterest, but it was implied she would eventually be compensated, she said. Pinterest went public in 2019 and has a market capitalization of more than $18 billion.

    Ms. Martinez is now a board member and strategic adviser for Jingo, an online A.I. shopping platform that caters to women.



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  • ‘The Interview’: Can Whitney Wolfe Herd Make Us Love Dating Apps Again?

    ‘The Interview’: Can Whitney Wolfe Herd Make Us Love Dating Apps Again?


    That was Andrey Andreev, who was the head of Badoo and was a co-creator of Bumble. And then you faced another workplace scandal after Bumble started, involving him. In 2019 Forbes published an investigation, and he was accused of creating a toxic and sexist work environment at Badoo’s London headquarters. He denied these allegations but ended up selling his majority stake not long after the article was published. It’s striking that you had to deal with a second high-profile case of alleged male bad behavior in your professional life at the same time you were building a company whose brand was about empowering women. What do you make of that now? I mean, horrible. Absolutely the worst-case scenario. I obviously felt sick for anybody that felt the way they felt, and I did not know about any of these allegations, which to a lot of people, they’re like: “Whitney’s a liar. Of course she knew all these things, and she’s covering up for this guy.” The frank truth is I was in Austin running Bumble very much as a stand-alone business. It’s not like I was sitting in [Badoo’s London] office all day and intersecting with those people, and so it was gutting to me. When Forbes called me and told me this, I was speechless. I was shocked. It was really important to Andrey that I be honest about my personal interactions with him, which, the frank truth is, I had never seen anything to that degree. However, I would never question a woman or another person in their experience, and I said that. And I believe those allegations were stemming from several years prior. They were not active.

    There was a range of allegations from different times. Right. But I think the bulk of the article was covering things that had been earlier days. I’m not trying to recuse myself from anything. That’s not what I’m doing. I’m trying to say if you look at the early 2010s, we’ve all seen the movies. The WeWorks and the Ubers. When you close your eyes and think about a tech company in 2012, you see beer pong and all the men together. I don’t think you close your eyes and think back on a progressive office space. What do you take away from this? I don’t know. Maybe I just found myself in two of the only situations, or was this painting a bigger theme of what was pervasive in tech culture at the time?

    The other thing about that period is that it’s such a moment of tech optimism. All these apps were coming out, they were backed by incomprehensible amounts of money. They promised to solve so many of the world’s problems. Did you believe that back then? I did. To be able to get on an app, see who’s around you, instantly connect with them and all of a sudden end up on a date with someone that you never would have met if it had not been for this interface, that felt really transformational. So did being able to order a black car on Uber. We were just at this moment — gosh, if any Gen Z people are listening to us right now, they are going to be like: “These people, what? Did they live in the dark ages?” [Laughs]

    Hey, listen, I remember the time before cellphones. So you know where I’m going with this. That was a huge leap in terms of efficiency and ease. I couldn’t believe we were in the center of this, and then — and I don’t say this in a self-promotional way at all — it’s really hard to do it twice. So many people over the years have been like, “Gosh, she’s just lucky, she wore a lot of yellow, she’s blond.” I’m not entirely sure people realize just how hard it is to get critical mass on an app twice.

    The next era of Bumble, you had a lot of growth during the pandemic when everyone was stuck on their apps. It was a huge moment. You go public in 2021, ring the bell, baby on your hip, and the very next year user growth starts to slow down. What do you think was happening? My opinion is that I ran this company for the first several years as a quality over quantity approach. A telephone provider came to us early on. They said, “We love your brand, we want to put your app preprogrammed on all of our phones and when people buy our phones, your app will be on the home screen, and you’re going to get millions of free downloads.” I said, “Thank you so much but no thank you.” Nobody could understand what in the world I was doing, and I said it’s the wrong way to grow. This is not a social network, this is a double-sided marketplace. One person gets on and they have to see someone that is relevant to them. If you flood the system just endlessly — you’re not going to walk down the streets of New York City and want to meet every single person you pass. Why would you assume that someone would want to do that on an app? This is not a content platform where you can just scroll and scroll and scroll and scale drives results. What happened was, in the pandemic and throughout other chapters, growth was king. It was hailed as the end all be all.



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  • How Apple Created a Legal Mess When It Skirted Judge’s Ruling

    How Apple Created a Legal Mess When It Skirted Judge’s Ruling


    Several weeks after a federal appeals court said Apple would have to loosen its grip on its App Store, Tim Cook, the company’s chief executive, and his top lieutenants debated what to do.

    For more than a decade, Apple had required apps to use the App Store payment system and collected a commission of up to 30 percent on app sales. Now, in 2023, the courts were ordering it to allow apps to avoid Apple’s payments and go directly to online consumers. Mr. Cook wanted to know: Could Apple still charge a commission on those sales without violating a court order?

    Phil Schiller, who oversaw the App Store, worried that new fees could be illegal. He favored making online sales free of an Apple commission. Luca Maestri, who oversaw the company’s finances, disagreed. He favored charging a commission of 27 percent for online sales because it would protect the company’s business.

    Mr. Cook sided with Mr. Maestri, and Apple set out to justify that choice. It “manufactured” an independent economic study to legitimize its decision, a federal judge said in an angry ruling last week. It withheld thousands of documents under attorney-client privilege claims. And at least one of its executives lied on the witness stand.

    The judge’s ruling, as well as witness testimony this year and company documents released on Thursday, shows the extraordinary measures that Apple took to keep every penny it collected in the App Store. The decision by Judge Yvonne Gonzalez Rogers, who heard the initial lawsuit brought by the video game company Epic Games in 2020, could cast a shadow over Apple’s business for years, weakening its credibility as legal scrutiny of its operations intensifies.

    The company is also trying to fend off a half dozen other legal challenges, including a Justice Department antitrust lawsuit accusing it of maintaining an iPhone monopoly, class action lawsuits from app developers in the United States and anticompetitive investigations of its App Store by the European Union, Britain, Spain and potentially China.

    “If you burn your credibility with the courts, the next judge is going to be a lot less willing to forgive,” said Mark A. Lemley, a Stanford University professor of antitrust and technology law. In future cases for Apple, he said, “it’s going to be easier for a judge to jump to the conclusion that people are lying.”

    Google has shown that a company’s actions can cast a shadow over high-stakes legal proceedings. Last month, in an antitrust case over its advertising technology, a judge said the company’s efforts to conceal its communications had raised questions about whether it would follow the court’s remedies for its behavior.

    Apple is appealing Judge Gonzalez Rogers’s ruling, which held the company in civil contempt. In requesting a delay of the court’s order to loosen its grip on the App Store, Apple said on Wednesday that it would show the contempt finding was “unwarranted.” The company declined to comment further for this article.

    Epic, the developer of Fortnite, sued Apple in 2020, accusing it of violating antitrust laws by forcing developers to use its App Store payment system. Judge Gonzalez Rogers ruled largely in favor of Apple, finding it wasn’t a monopoly, as Epic had argued. But she said Apple had violated California competition law and ordered the company to allow apps to include links and buttons to buy software and services outside the App Store.

    Apple created a task force, code-named Project Wisconsin, to respond to the order. It considered two different solutions. The first would allow apps to include links for online purchases in restricted locations, free of a commission. The second would allow apps to offer those links where they wished but force them to pay a 27 percent commission on sales.

    With links and no commission, Apple estimated it could lose hundreds of millions of dollars, even more than $1 billion. With a 27 percent commission, it would lose almost nothing.

    Mr. Cook met with the team in June 2023. He reviewed a range of commission options, from 20 to 27 percent. He also evaluated analysis showing that few developers would leave Apple’s payment system for their own if there was a 27 percent commission, court records show. Eventually, he chose that rate while also approving a plan to restrict where apps put links for online purchases.

    Afterward, Apple hired an economic consultant, Analysis Group, to write a report that Apple could use to justify its fees. The report concluded that Apple’s developer tools and distribution services were worth more than 30 percent of an app’s revenue.

    Apple also created screens to discourage online purchases by making them seem scary and “dangerous,” court documents show. Mr. Cook weighed in, asking the team to revise a warning to emphasize Apple’s privacy and security. Rather than “You will no longer be transacting with Apple,” the company said: “Apple is not responsible for the privacy or security of purchases made on the web.”

    When Apple revealed its 27 percent commission in January 2024, Epic filed a claim in court that Apple wasn’t complying with the judge’s order. Judge Gonzalez Rogers brought Apple and Epic back to court. Alex Roman, a vice president of finance, testified that Apple had made its final decision on its commission on Jan. 16, 2024. Executives also testified that the Analysis Group report had helped them set the commission rate.

    Judge Gonzalez Rogers questioned whether Apple was telling the truth and asked the company to provide documents about its plans. It produced 89,000 documents but claimed a third of them were confidential. The court said those claims were “unsubstantiated” and forced Apple to turn over more than half of the documents.

    The documents made clear that Mr. Roman had lied under oath, that the Analysis Group report was a “sham” and that Apple had “willfully” disregarded a court order, Judge Gonzalez Rogers said. She called it a “cover-up.”

    Her ruling will give prosecutors, regulators and judges ammunition against Apple’s defense strategies in a half dozen similar cases around the world, several antitrust and tech law professors and lawyers said.

    When the company tries to redact or withhold documents, prosecutors and judges can point to how those strategies were found to be “tactics to delay the proceedings” in the Epic Games case, these experts said. When Apple executives testify, prosecutors and judges could question their credibility because the company was found to “hide the truth” and “outright lie.”

    In the Justice Department’s antitrust case and others against Apple, said Colin Kass, an antitrust lawyer at Proskauer Rose, courts and regulators seeking Apple documents “will start the process by saying, ‘Open your doors, and don’t you dare try those silly little games you used in the past.’”

    The company will face more skepticism about defenses, as well, in the Justice Department’s lawsuit, said Rebecca Haw Allensworth, a law professor at Vanderbilt University who studies antitrust. In the past, Apple has said it shows green bubbles for an Android owner’s messages because communicating across smartphone systems is less secure. But she said those claims might be considered less credible after the Epic ruling.

    Ms. Allensworth said the judge’s opinion also could stiffen the resolve of the European Union, Britain, Spain and others pressing Apple to change its App Store practices because regulators and courts often find safety in numbers.

    “Apple has been acting like they’re above the law,” she said. “This sends a signal Apple is not.”



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  • How iPhone Apps Are Changing After a Recent App Store Ruling

    How iPhone Apps Are Changing After a Recent App Store Ruling


    In recent days, iPhone apps have been changing. The Kindle app now lets people buy books directly from its site. Spotify is offering users free trials. And Patreon, a subscription service, is letting people pay creators more money.

    The changes are an early look at how a recent court ruling could transform the shopping experience on an iPhone. Last week, a federal judge ordered Apple to start allowing apps to offer promotions and collect payments directly from users. The decision makes it possible for apps to offer people new conveniences, like buying books directly from their website. The ruling also lets apps bypass a 30 percent commission that Apple collects on every app sale, which could lead to lower prices for consumers.

    For more than a decade, Apple required that apps use its payment system for purchases and collected commission on the sales.

    Now, all of that is open to change. Here’s what could be different in the future and why.

    Judge Yvonne Gonzalez Rogers, who began working on this case after Epic Games sued Apple in 2020, ruled that Apple could no longer take commissions from sales that link out from the app. She also restricted the company from writing rules that would prevent developers from creating buttons or links allowing people to pay apps directly for their goods and services, and said it could not create messages — known as warning screens — that discourage users from leaving the App Store.

    Amazon asked to update its Kindle app to allow people to buy books.Credit…Kindle

    For years, Kindle has not sold books on its app to avoid Apple’s 30 percent commission. Now, it has added a “Get Book” button that directs users to its website to buy books. Similarly, Apple prevented Spotify from offering free trials to new customers, but now Spotify has a button on its app for a three-month trial.

    Other apps could begin offering links for buying directly from stores online, which would allow the business to avoid having to pay Apple’s 30 percent commission. Without having to pay those fees, apps could offer users lower prices, reducing a $10 monthly subscription to $7.

    Apple makes $11 billion a year from app sales in the United States, according to estimates by Morgan Stanley. It won’t lose all of that, but the bank estimates that $2 billion of that is now at risk.

    How much Apple loses will come down to how willing people are to change their behavior. The decade-old process for buying software and services on apps is not only familiar but also quick. People trust Apple with their credit card information. And the company makes it easy for people to cancel their subscriptions — keeping them all in one place. Many people may be reluctant to leave the App Store to make their purchases, and apps may prefer to maintain the current system.

    Now that Apple is required to allow apps to collect payment directly, without paying the company a commission, in the United States, other countries are going to press for similar concessions. Regulators in Europe, Japan and South Korea, which have been asking Apple to loosen its grip on the App Store, would not want their own citizens or developers to have to pay more than Americans did.

    Apple said it planned to appeal the ruling, but it would be challenging for the company to have the decision overturned. In 2021, the judge wrote a less prescriptive ruling. Apple skirted the rule by introducing a 27 percent commission for app sales. The U.S. Court of Appeals for the Ninth Circuit sided with the judge’s initial ruling from 2021 and is unlikely to change its position, said Mark A. Lemley, a professor of antitrust and technology law at Stanford. “They should take their licks and let it be,” he said.



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  • Meta CEO Mark Zuckerberg Wants You to Make AI Friends

    Meta CEO Mark Zuckerberg Wants You to Make AI Friends


    Meta CEO Mark Zuckerberg predicts a future where AI will understand you so well that different AI personas will become your “friends.”

    In a new interview with podcaster Dwarkesh Patel, Zuckerberg said that he thinks “the average person wants more connectivity, more connection that they actually have,” and thinks AI chatbots trained to have different personalities could help fill that void.

    “The average American, I think, has fewer than three friends, three people they’d consider friends, and the average person has demand for meaningfully more, I think it’s like 15 friends,” Zuckerberg told Patel. (He was likely referring to a 2023 Pew Research Center survey, which found that 40% of Americans say they have three or fewer friends, while 38% have five or more.)

    Zuckerberg says AI has the opportunity to fill that gap.

    Related: Meta Is Building AI That Can Write Code Like a Mid-Level Engineer, According to Mark Zuckerberg

    Although he said that AI would “probably” not replace in-person or real-life connections, it could help people feel less alone. He added that users are already tapping into AI to prepare for difficult conversations with people in their lives, and other companies are already offering AI personas as virtual therapists and romantic partners.

    “For people who don’t have a therapist, I think everyone will have an AI,” Zuckerberg said in a separate podcast with analyst Ben Thompson last week.

    Related: Meta Is Testing AI That Can Catch Teenagers Trying to Get Around Age Rules on Instagram

    However, not everyone is on board with having AI “friends,” and social media users criticized Zuckerberg for his comments.

    The writer Neil Turkewitz wrote on X that Zuckerberg’s perspective “is what happens when you believe that humanity is reducible to binary data — you think of friendship through the lens of supply & demand.”

    Other users questioned if AI friends would tell humans how to vote and what to believe, while another tracked Meta’s evolution from a place to connect with friends in 2006 to a place to connect with “imaginary friends” in 2026.

    Some were more optimistic, writing that they “wanted an AI friend.”

    Carolyn Rogers, head of marketing at the agency Blokhaus, wrote on X that the next step would be for AI friends to start recommending products, enabling Meta to monetize that friendship.

    Zuckerberg’s comments arrive as Meta released a standalone Meta AI app last week to compete with OpenAI’s ChatGPT, Google’s Gemini, and xAI’s Grok.

    Zuckerberg revealed in an Instagram video about the app’s release that almost a billion people use Meta AI globally across the company’s apps like Facebook, Instagram, and WhatsApp.

    Related: Meta Takes on ChatGPT By Releasing a Standalone AI App: ‘A Long Journey’





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  • How I Built a 7-Figure Business With This Simple Strategy

    How I Built a 7-Figure Business With This Simple Strategy


    Opinions expressed by Entrepreneur contributors are their own.

    One of the biggest mistakes entrepreneurs make is thinking they need to do everything themselves, or, even worse, thinking that hiring one “rockstar” full-time employee will solve every problem in their business (and if they do find this diamond in the rough, which is highly unlikely, they’re usually not in a position to hire and manage that person effectively). In my experience, I’ve found that success comes from not how you do it but who helps you do it, and a team of experts is the most effective way to get there.

    Today’s small business owners and solopreneurs are under more pressure than ever. The market is rapidly shifting, consumers are cautious about spending, and there’s a constant demand to stay visible and relevant in an increasingly crowded market. Entrepreneurs are expected to wear every hat, from visionary to strategist and social media manager, and still find time to grow their business. It’s insanity, isn’t it?

    After starting my business, I quickly realized that the most effective way for it to be successful was to bring on outside help. Through strategic outsourcing, I was able to grow my first business, the Boutique COO, to seven figures in under eight months.

    So, how do you know when it’s time to bring in outside help or where to even start? Here are four main steps to guide you.

    Related: How to Outsource Your Way to a $10-Million Business

    1. Stop trying to find your unicorn

    When most business owners realize they need help, their first instinct is to look for one full-time hire who can help manage ops, run their marketing campaigns, handle admin tasks and maybe even update the website and post on social media.

    That, my friends, is what we call a unicorn. They just don’t exist. And if they do, they’re either incredibly expensive or burned out from being pulled in a thousand directions. Plus, as a busy business owner who may not be comfortable with effective performance management or trained in it, you might not be able to best leverage your unicorn even if you found them.

    Early on in my business, I tried to find someone who could take a lot of things off my plate. I thought that if I could just find the right person, I’d be set. But in reality, no single human (including you) will be amazing at everything your business needs, and expecting them to be amazing is unfair.

    The better and smarter approach is to build a dream team of specialists who each do what they’re great at. Hire a bookkeeper who has a penchant for numbers. Bring on a virtual assistant who gets giddy about organization. Add a marketing specialist who loves to write. When everyone is working in their zone of genius and gets in their flow state, the quality of work skyrockets. The natural result is authentic and much more sustainable business growth.

    It’s also more cost-effective and less risky. Instead of paying a full-time salary plus benefits for one person, you can outsource even just a few ad hoc hours at a time for highly skilled support in each important area of your business. This way, you aren’t betting your business on a single person — and you get better results, spend less money and free up your own time. It’s a win-win.

    2. Identify the workload, not the title

    Before you start outsourcing, you need to stop thinking in terms of job titles. You don’t need a COO or a marketing manager (not yet, at least). What you do need is clarity on what tasks are taking up most of your time.

    Related: What You Need to Know Before Hiring Independent Contractors

    When I talk to clients whose businesses are taking off, I do a quick audit. I look at where they spend the most time and what drains their energy. If something is time-consuming and doesn’t provide much impact, that is a big red flag that the task either needs to be discontinued entirely or outsourced. Think in terms of categories that don’t necessarily contribute to revenue growth, like admin, onboarding new clients, invoicing and bookkeeping or the ever-dreaded payroll.

    Here’s a general rule: If your plate is full and you’re spending more than three to five hours a week on something that doesn’t require your specific expertise, outsource it.

    Related: Your Time is Money, Start Saving It By Outsourcing

    3. Decide what to outsource first

    Think about the tasks that don’t directly generate revenue or that someone else could do better and faster than you can.

    For most entrepreneurs, this includes tasks like

    • Scheduling and calendar management

    • Invoicing and payments

    • Emailing newsletters and planning social media

    • Doing basic admin, such as organizing files and documents

    When I first started outsourcing, I handed off two things that took a big chunk of my time but didn’t actually need my time: scheduling and inbox management. It was a small change, but the impact was massive. Not only did I gain back time during the week, but I also felt mentally clear enough to focus on strategies to grow my business.

    4. Set your contractors up for success

    Hiring help is just the first step. Being a good leader is what makes a huge difference.

    My non-negotiables: Be specific about expectations, and make your onboarding process crystal clear. Give your contractors access to the shared tools you use so they have everything they need to get started. At the Boutique COO and our new sister company, Brick by Brick Collective, we’re big fans of Notion and Paymo, and we basically live in Slack.

    Set up regular check-ins, especially during onboarding. Plan time to train contractors and give them feedback early on. Set clear goals and expectations. Your best hire will still feel ineffective if you aren’t investing in getting them ramped up.

    Be prepared to accept that things will be done 80% to 90% of the way you’d do it. If you expect someone to do something exactly how you’d do it, you are not weighing the benefit of outsourcing with the small cost of things not being exactly “perfect.” Remember, if you hire someone to clean your house or mow your lawn, you wouldn’t be complaining if they folded your clothes slightly differently than you do or if they did yardwork in a slightly different order.

    These tips have been instrumental in my growing a seven-figure business in under eight months, starting two new businesses and bringing on almost 150 team members without sacrificing my sanity.

    Related: What Not to Do When Outsourcing

    Do more with less, and build bigger than you’d thought possible

    Ultimately, it’s about asking a better question:

    Not “How can I get this done?” but “Who can help me get it done?” and “Who do I need to be to enable those people best?”

    If you’re truly ready to grow, pick one task you’re doing regularly that doesn’t require you to do it, and find someone to take it off your plate this week. You’ll be surprised at how much that tiny shift opens up everything else for you.

    Outsourcing is a strategy that, when done with intention, can be one of the most powerful ways to do more for your business and keep your clients (and you!) happy.



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  • I Faced Burnout, Chaos and ADHD — Then My Leadership (and Startup) Took Off

    I Faced Burnout, Chaos and ADHD — Then My Leadership (and Startup) Took Off



    Turning inner obstacles into breakthroughs has been a pivotal part of my journey as a founder. These four key principles helped.



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  • Hegseth’s Use of Passwords Raises New Security Concerns

    Hegseth’s Use of Passwords Raises New Security Concerns


    Some of the passwords that Defense Secretary Pete Hegseth used to register for websites were exposed in cyberattacks on those sites and are available on the internet, raising new questions about his use of personal devices to communicate military information.

    Mr. Hegseth did not appear to use those passwords for sensitive accounts, like banking. But at least one password appears to have been used multiple times for different personal email accounts maintained by Mr. Hegseth. If hackers gain access to email accounts, they can often reset other passwords.

    Like many Americans, Mr. Hegseth appears to have reused passwords to remember them more easily. At least one of them is, or was, a simple, lowercase alphanumeric combination of letters followed by numbers, potentially representing initials and a date. The same password was leaked in two separate breaches of personal email accounts, one in 2017 and another in 2018.

    It is not clear whether he has updated the compromised passwords, or if he did so before he used his personal phone in March to share sensitive information about planned U.S. strikes on Houthi militia targets in Yemen.

    Mr. Hegseth’s digital practices and security have been under scrutiny since he discussed the precise timing of those airstrikes in at least two chats on Signal, a free, encrypted messaging app. At least one of the chats took place on his personal phone. That information could have endangered U.S. pilots if an adversarial power had intercepted it.

    In addition to those two Signal chats, Mr. Hegseth used the encrypted app for multiple other ongoing conversations and group messages, according to people briefed on his use of the platform. Some of the messages were posted by a military aide, Col. Ricky Buria, who had access to Mr. Hegseth’s personal phone. The use of the app for multiple ongoing conversations was earlier reported by The Wall Street Journal.

    Mr. Hegseth was initially added to a Signal group created by Michael Waltz, who was the national security adviser at the time, to discuss the Houthi strikes. Mr. Hegseth shared similar details about the strikes with a second Signal group that included his wife, Jennifer. That group was set up on Mr. Hegseth’s personal phone.

    Cybersecurity experts have said that because Mr. Hegseth’s phone number is easy to find on the web, it is a potential target for hackers and foreign intelligence agencies. Signal messages are sent across the internet securely, but messages typed into a phone could be intercepted if an adversarial intelligence agency has installed malware on the device.

    When two-factor authentication is enabled on the sites, hackers will need more than passwords to gain access to information.

    The chief Pentagon spokesman, Sean Parnell, did not respond to a request for comment.

    Experts say that finding exposed passwords is easier than ever.

    “If you know where to look, you can find them,” said Kristin Del Rosso, who monitors breach data at DevSec, a cybersecurity investigations firm.

    Ms. Del Rosso said some companies collect and sell stolen data. Because data breaches are now almost routine, there is a large amount of data that adversaries or criminals could use to get a deeper understanding of an individual and potentially guess other passwords or gain access to more information.

    “You can uncover more,” she said.

    Passwords belonging to Mr. Waltz, who was removed as national security adviser on Thursday, have also been exposed in internet breaches.

    Representatives of the National Security Council did not respond to a request for comment. But a person briefed on the situation said Mr. Waltz had changed his compromised passwords before joining Congress in 2019.

    In March, Der Spiegel, a German news publication, found phone numbers and email addresses associated with Mr. Waltz, Mr. Hegseth and Tulsi Gabbard, the director of national intelligence, who were all on the initial Signal chat.

    The phone numbers online for Ms. Gabbard are no longer associated with her.

    But like Mr. Hegseth, Ms. Gabbard has reused passwords. The New York Times found at least one leaked password linked to multiple personal accounts used by Ms. Gabbard.

    According to a spokeswoman, Ms. Gabbard’s passwords have been changed many times since a breach exposed a password nearly a decade ago. The Times uncovered more recent data breaches involving a similar reused password tied to her personal email account.

    John Ratcliffe, the C.I.A. director, has a disciplined public profile. A former prosecutor and member of the House Intelligence Committee, he does not have an easily identifiable phone number and email address and seems to have left a small digital footprint.

    Mr. Hegseth has repeatedly said he did nothing wrong in disclosing the Yemen strike details in Signal chat groups that included people who did not have a security clearance. But using his personal telephone, with a number — and password — that is available on the internet, will have undoubtedly left a senior Trump national security figure vulnerable to hacking efforts by foreign adversaries, intelligence analysts say.

    “You just have to assume that the bad guys are listening,” Michael C. Casey, the former director of the National Counterintelligence and Security Center, said in an interview. He said that senior national security government officials were supposed to enter their jobs from Day 1 with the assumption that their personal devices were being hacked, and act protectively.

    The use of phones by government officials has long been a security concern.

    President Barack Obama wanted to keep using his personal phone and BlackBerry when he first came into office, former officials in his administration have said.

    Intelligence officials said that using a personal phone presented too many risks. But officials at the National Security Agency eventually provided Mr. Obama with a BlackBerry that had been modified to enhance its security. (Mr. Obama routinely joked that his phone had so many security constraints that using it was “no fun.”)

    Technology has advanced rapidly since then, and national security officials are now more routinely issued government phones that come with security enhancements. Most phones have extra security protocols in place that prevent installing unapproved apps.

    But like Mr. Obama, officials routinely complain that the secured phones are awkward to use and limited in utility, and some continue to communicate with encrypted apps on their private phones.



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  • TikTok, Facing a U.S. Ban, Tells Advertisers: We’re Here and Confident

    TikTok, Facing a U.S. Ban, Tells Advertisers: We’re Here and Confident


    “TikTok is here — we are here,” Khartoon Weiss, the company’s vice president of global business solutions, told a packed warehouse of advertisers on Tuesday in Manhattan.

    “We are absolutely confident in our platform and confident in the future of this platform,” she declared.

    That statement was the closest TikTok advertising executives got to addressing the app’s uncertain fate in the United States in the company’s annual spring pitch to marketers. Under a federal law and executive order, the app is set to be banned in the country next month if the Chinese owner of the company, ByteDance, does not sell it.

    Hundreds of representatives from companies like L’Oreal and Unilever and various ad agencies scrambled to find seats for an event hosted by the comedian Hasan Minhaj that heavily emphasized TikTok’s role as a cultural juggernaut.

    TikTok was more than a video platform, Mr. Minhaj told the crowd. TikTok was “the cultural moments you talk about at work, the jokes you talk about in your group chat, the language you use in your everyday life,” he said.

    The tone of the event marked a departure from TikTok’s presentation a year ago, when the company was smarting from the federal law that promised to ban the app in the United States because of national security concerns related to the company’s Chinese ownership. Last year’s pitch started with one of TikTok’s top executives telling roughly 300 attendees that the company would fight the law in court and prevail and was “not backing down.”

    TikTok did not actually win in court — the Supreme Court unanimously upheld the law in January — but the company has earned an unusual reprieve from President Trump. He has essentially put a pause on the law, which was set to go into effect in January, most recently giving the company until June to find new owners. On Sunday, he suggested he would extend the reprieve again if ByteDance needed more time.

    The presentation on Tuesday was a reminder that beyond the battles in Washington, TikTok faces the same pressures as any other major social media company — winning ad dollars and promising major brands safe spaces for their messages to run. TikTok has a foothold among marketers hawking everything from clothing to beauty hacks despite competition from Meta’s Instagram Reels and Google’s YouTube. TikTok says it has 170 million users in the United States.

    At the event, the company promoted new tools that would let marketers run their messages alongside viral trends, and it pitched advertisers on the additional exposure they could get from running ads on TikTok during the Super Bowl. Ms. Weiss also told marketers that the company was eager to develop ways for advertisers to capitalize on search queries, as people increasingly use TikTok as an alternative to popular search engines like Google.

    Krishna Subramanian, chief executive and co-founder of the influencer marketing firm Captiv8, attended the advertiser presentation and said that the audience had benefited from the reassurance about TikTok’s future.

    “Hearing that TikTok is here to stay from TikTok leadership becomes really powerful, as we think about our strategies for 2025,” he said. “Seeing their investments within generative A.I., within product, within cultural moments — it’s where brands need to be.”

    The event also highlighted some of the turnover that has taken place at TikTok in its past year of turmoil. Blake Chandlee, TikTok’s former president of global business solutions, who kicked off the event in 2024, recently resigned from his role, following the departures of other prominent executives in ad sales.

    Mr. Minhaj’s appearance at TikTok’s presentation marks the start of a star-studded season of pitches from television networks and other tech companies to advertisers. YouTube’s annual advertiser pitch this month will feature a performance from Lady Gaga.

    “Ten years ago, I was just a struggling comedian performing at dive bars, doing the occasional keynote for Vine,” Mr. Minhaj said. “I would have loved to have TikTok when I was starting out as a comic — we have seen comedians build entire careers off of it.”



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