• A Swiss International Air Lines flight made an emergency landing last month.
• The Airbus A220's cabin was filled with smoke after encountering an engine problem.
• An autopsy said a flight attendant died due to hypoxic brain damage, Blick reported.

A 23-year-old Swiss International Air Lines flight attendant died due to a "severe lack of oxygen to the brain," according to an autopsy reported by Blick, Switzerland's largest newspaper.

It comes after an incident on December 23, when Swiss Flight 1885 encountered engine problems, and the cabin was filled with smoke.

The Airbus A220 was flying from Bucharest, Romania, to Zurich when it made an emergency landing in Graz, Austria.

All 74 passengers and five crew members were evacuated, 17 of whom required medical attention, the airline said.

A week later, Swiss announced that one of the flight's cabin crew members died in the hospital in Graz.

"We are devastated at our dear colleague's death," said CEO Jens Fehlinger. "His loss has left us all in the deepest shock and grief. Our thoughts are with his family, whose pain we cannot imagine."

Blick reported that the public prosecutor's office in Graz has launched an investigation into the flight attendant's death.

A spokesperson told the newspaper that a Friday autopsy found the provisional cause of death to be hypoxic brain damage and cerebral edema, meaning brain swelling.

"The brain was massively damaged by a severe lack of oxygen, and the young flight attendant died of it in the intensive care unit," the spokesperson told Blick.

"We are also looking into the role played by the respiratory mask that the flight attendant was wearing," he added.

The Graz public prosecutor's office did not immediately respond to a request for comment sent by Business Insider.

Swiss said the investigation's initial findings point to a problem in one of the plane's Pratt & Whitney engines.

"We have no indication that the safety of the aircraft type is in question," it added.

• Hertz is asking some people renting Teslas and other EVs if they want to buy their vehicles.
• The rental company said last year it would sell 30,000 EVs amid a slowdown in demand.
• Hertz is offering used Teslas for sale for as little as about $18,000.

Hertz is continuing to reduce the number of EVs in its fleet by offering customers renting an electric car the opportunity to buy it at a bargain price.

The rental company said last year it would sell 30,000 EVs including Tesla, Polestar, and Volvo cars, due to the cost of repairs and maintenance.

The fire sale means Teslas are being listed at discounted prices on Hertz's website, and now the company appears to be asking some renters if they'd like to buy their EV.

One Hertz customer was offered a 2023 Tesla Model 3 — which sells new for $35,000 after federal incentives — for $17,913, according to an email posted on Reddit that called the move an opportunity "to think of this rental as a test drive!"

Other renters said they'd been offered similar deals for Polestar and Chevy electric cars.

A Hertz spokesperson told Business Insider the emails were part of an effort to give all customers the chance to buy either an EV or combustion-engine car that will soon be put up for sale by the company. Rental companies usually sell cars after they have been driven a certain number of miles.

Hertz's decision to buy 100,000 Teslas for $4.2 billion in 2021 was hailed as a turning point for the EV industry, but the rental company's electric shift hasn't gone to plan.

Its EV fleet, which also includes cars from General Motors and Polestar, has been hit by higher-than-expected repair costs and low resale values as demand for EVs has slowed over the past year.

Hertz's EV fire sale means buyers can pick up a used Tesla Model 3 or Model Y for as little as $17,900 and $27,700.

• When my husband was diagnosed with cancer, I was shell-shocked.
• My routines were upended at the same time I became his caregiver.
• I reached out to family and other caregivers for support.

People often remark on how healthy my husband is. At 82, Barry scampers up and down hills like a mountain goat and out-paddles many members of his kayak group. So it came as a shock in September when we discovered he had stage 2 lymphoma. Cancer? Unbelievable.

I was amazed by Barry's reaction to his cancer diagnosis. He didn't ruminate endlessly over what he could have done to prevent it, as I might have. A science journalist, he has researched and written a great deal about cancer. "Some cells mutate when they divide," he said to me. "If they didn't, we wouldn't be here. It's part of evolution."

His diagnosis changed our plans — and our routines

Not only did we cancel an international trip when we found out, but in spectacularly bad timing, the routines that anchored my life also came to an abrupt stop. Both my yoga teachers stopped teaching, my weekly walking partner left town for the season, and as a freelance writer, I had few assignments.

In the Myers-Briggs personality assessment, I'm known as a "J," a person who needs structure. The prospect of several empty, shapeless months was deeply discouraging for me.

It took time to adapt to being a caregiver

Because Barry's treatment plan involved no radiation and only one chemo infusion every three weeks, we joked that he was experiencing 'cancer lite.' But his energy level dipped precipitously, and sometimes, I felt as though I had chemo fatigue, too. Our home situation reminded me of the beginning of the pandemic, except everything stopped for us while the rest of the world carried on.

The uncertainty was the worst part. After the oncologist and nurses repeated the mantra "only three chemo treatments" several times, we optimistically penciled in the date when we hoped to fly to Mexico, where we spend part of the year. Then one week, during an appointment, our oncologist offhandedly said, "Could be five, maybe six treatments."

What? I fumbled for Barry's hand under the table. "I thought you said three," I said, trying to sound neutral.

He shrugged. "We don't know for sure."

I was furious at him for messing with our plans. How dare he? Of course, I was ignoring the fact that despite all the advances in the field, cancer is still an unpredictable science.

I reached out to family and other caregivers for support

As Barry's caregiver, I felt a responsibility to be resilient, but didn't always feel that way. My sister helped. "Call me anytime," she said. She sent Barry homemade oatmeal cookies with a note that said, "The way I'm supporting you is by supporting Louisa."

Through the internet, I found an online support group for caregivers sponsored by the University of California San Francisco Medical Center. It was only once a month — not enough for me — but I appreciated hearing from other caregivers about their cancer situations. We shared stories about feeling overlooked and neglected at times. Listening to them, I felt grateful that Barry's case was relatively mild. We weren't living through grinding years of cancer, and he wasn't going to die (not yet, anyway!).

I also reached out to other family members. My brother-in-law, who lives with depression, told me that accompanying my sister to chemo appointments during her breast cancer a few years earlier had given him a sense of purpose and direction. Unlike me, he wasn't perturbed at not having much of an independent life.

Barry, on the other hand, thrived on his solo time at the infusion center, chatting with the other patients. He joked that it was like flying Business Class, with reclining seats and gracious nurses attending to his every whim. Although he enjoyed introducing me to his new-found friends, he didn't want me there all six hours, and I, too, enjoyed my "day off."

He's cancer-free now, but we're still getting through it

It's now been four months since Barry's diagnosis, and I am indeed writing this from sunny Mexico. Barry's latest scan showed him free of cancer, and his energy is gradually returning. And I'm back into yoga.

But I don't have the pillowy confidence I once had, and maybe that's a good thing. I used to brag about my health — how fit I was, how I'd live to 100 or more. Now, I'm more humble. I feel for people with cancer, and especially for their caregivers. I know cancer never happens in a vacuum. It's a family disease, where everyone is affected, and no one is spared.

• One of the most common job interview questions can also seem like one of the hardest to answer.
• The simply phrased "Tell me about yourself," can lead to sprawling answers.
• An ex-MBA admissions director shared a common mistake people make — and how they should answer instead.

For as common an interview question as it is, it can still trip up a lot of job candidates.

"Tell me about yourself."

One of recruiters' favorite questions, the simple prompt can be daunting because many candidates may try to squeeze too much of their professional experience and qualifications into their answers.

Thomas Caleel, former director of MBA admissions and financial aid at the Wharton School of the University of Pennsylvania, told Business Insider there is an effective approach to framing your answer to the question in both an academic or job interview context.

"Being able to clarify a question and re-frame it in a way that is respectful to the interviewer and shows that you can think and act under pressure, is, to me at least, a valuable skill in both the academic and corporate worlds," Caleel told BI.

Caleel talked more about the open-ended question on a recent episode of his "Admittedly" podcast.

"Most people when you ask them tell me about yourself, they will start to talk, and they will ramble and ramble and ramble," he said. "What happens is you lose your interviewer, like 30 seconds into that interview response, the interviewer's eyes glaze over, they kind of look at you and they're like, 'Oh my gosh.'"

So how exactly should you tackle the question?

Caleel recommends breaking your answer down into parts and posing a question back to the interviewer.

"What I say to do and what I think you should do instead is say 'Love to tell you about myself. There are three main areas that I'm involved in: academics, extracurricular activities, and sports (or volunteering.) Which one would you like to start with first?'" he told the podcast.

Compared to the common mistake candidates make of talking at their interviewer, this approach gets the interviewer's attention by making them "an active participant" in the conversation, Caleel said.

"By involving the interviewer in the conversation, you draw them in, you invest them in your answers instead of boring them with just a torrent of words," he added.

As a former admissions director, Caleel's advice is geared toward students applying to colleges — job candidates probably won't be talking much about academics or extracurriculars. However, for those applying to jobs, you might use as categories leadership, teamwork, and directly relevant experience, he told BI.

Regardless of the type of interview, his key point is "to try to engage the interviewer and set a more dynamic tone," he added.

Career experts also suggest highlighting some career accomplishments and focusing on the parallels and transferrable skills between your past experience and the position at stake when answering "Tell me about yourself." They say to try not to spend too long on this one question and aim to cap your response at around a minute.

"In my experience, candidates who can think on their feet, who are not cowed by the process and can remain genuine and engaged with the interviewer, usually fare well," Caleel told BI.

• Elon Musk's lawsuit against OpenAI will likely play out in 2025.
• Musk says OpenAI has lost sight of its mission to develop AI safety, prioritizing profits instead.
• Here's what you need to know about a battle that could impact the future of artificial intelligence.

Two of the most powerful forces in the AI industry are set to collide this year: xAI's Elon Musk and OpenAI's Sam Altman.

Musk was one of 11 cofounders, including Altman and President Greg Brockman, who established OpenAI as a nonprofit in 2015 with the mission to "advance digital intelligence in the way that is most likely to benefit humanity as a whole, unconstrained by a need to generate financial return."

Musk left in 2018 — a year before OpenAI added a for-profit arm — citing a conflict of interest with his work at Tesla, though his lawyers say that he contributed to the company until mid-2020.

Since then, he's become a vocal skeptic of OpenAI's commitment to prioritizing transparency and safety over profit.

The feud between the founders escalated in August when Musk filed a lawsuit against Altman, OpenAI, and Microsoft, the company's biggest investor. Musk accused them of deception, prioritizing profits despite its stated mission.

That lawsuit will likely play out this year — a major battle that could impact the future of artificial intelligence. Here's what to expect.

Musk's legal challenges against OpenAI

Musk first filed a lawsuit against OpenAI in a California state court in February 2024, accusing OpenAI of violating its nonprofit mission by partnering with Microsoft. Musk withdrew that suit in June.

He filed a new lawsuit in August 2024, this time in a federal court, accusing OpenAI of a bait-and-switch deception that violates RICO laws — anti-racketeering laws first designed to target organized crime families.

Musk's lawyers say in the lawsuit that Musk "lent his name to the venture, invested significant time and millions of dollars in seed capital, and recruited top AI scientists for the company," all with the understanding that OpenAI would remain a nonprofit and prioritize developing the technology safely.

Musk's lawyers say OpenAI "betrayed" its mission when it added a for-profit arm in 2019 and deepened its partnership with Microsoft in 2023.

"Musk and the nonprofit's namesake objective were betrayed by Altman and his accomplices," the lawsuit reads. "The perfidy and deceit are of Shakespearean proportions."

In mid-November, Musk's lawyers expanded their complaint to include accusations that OpenAI and Microsoft violated antitrust laws by asking the company's investors not to back competitors in the generative AI space, like Musk's own xAI, which he launched in 2023.

In his latest move, Musk — also in November — asked a federal judge to stop OpenAI from converting into a fully for-profit corporate entity.

OpenAI has denied the claims. A representative for the company directed Business Insider to a post it published on December 13 responding to Musk's allegations.

"Now that OpenAI is the leading AI research lab and Elon runs a competing AI company, he's asking the court to stop us from effectively pursuing our mission," OpenAI wrote. "You can't sue your way to AGI. We have great respect for Elon's accomplishments and gratitude for his early contributions to OpenAI, but he should be competing in the marketplace rather than the courtroom."

Resolving the lawsuit could take months or even years. US District Judge Yvonne Gonzalez Rogers, who is overseeing the case in the San Francisco federal court, hasn't yet set a trial date.

Rogers will begin hearing arguments on January 14 on whether she should issue the preliminary injunction to prevent OpenAI from converting into a nonprofit until the rest of the case is resolved.

In weighing whether to issue the injunction, Rogers is supposed to consider the "likelihood of success" that Musk will win the case. Her decision would strongly indicate how the rest of the case might play out.

Why OpenAI's corporate structure matters

In a blog entry posted to its website on December 27, OpenAI explained why it needed to evolve its corporate structure.

The company said it wants to transition its for-profit arm into a Delaware Public Benefit Corporation⁠ — which, unlike a traditional company, prioritizes social good alongside profit — to prepare for a more capital-intensive future.

OpenAI said the structural change would enable it to "raise the necessary capital" to pursue its mission of developing artificial general intelligence and to give it more leeway to consider the interests of its backers.

The company said it would still run a nonprofit on the side focused more narrowly on charitable initiatives in healthcare, education, and science.

Rose Chan Loui, a nonprofit legal expert at UCLA, said OpenAI's current nonprofit status grants it significant control over technological development.

"What we lose in this conversion is a nonprofit with the unique ability to control AI development activities — to be a watchdog from the inside, making sure that AI is being developed safely and for the benefit of humanity. From that perspective, it seems to me that the nonprofit's current control position is priceless," she wrote to Business Insider in an email.

If the conversion to a for-profit public benefit corporation goes through, OpenAI would need to ensure that the nonprofit retains assets worth as much as what it's giving up, including a significant premium for its control. That could be in the form of cash or stock that it can sell for cash.

Still, "what seems to be envisioned is a grant-making foundation that can do good but will have a very reduced, if any, impact on the development of AI," Chan Loui said.

Former employees have also raised concerns that the nonprofit would have a reduced role in public safety.

Miles Brundage, OpenAI's former head of AGI Readiness, who left in October, responded to OpenAI's December post, saying on X that "a well-capitalized nonprofit on the side is no substitute for PBC product decisions (e.g. on pricing + safety mitigations) being aligned to the original nonprofit's mission."

He added that much of OpenAI's rationale for conversion makes sense. However, there are still "red flags," including a lack of details about its new governance structure and guardrails around the technology.

Other individuals and organizations have filed amicus briefs to the federal court where Musk filed his suit. These briefs are meant to inform the court and help it make a decision.

Kathleen Jennings, the attorney general for Delaware, where OpenAI is incorporated, filed one last week. She detailed her role in protecting the public interest if OpenAI becomes a for-profit public benefit corporation.

Chan Loui said Jennings's brief is a hopeful sign that, no matter what happens, public interest will ultimately win.

"It is encouraging that the Delaware AG has stated her commitment to protecting the public interest, including seeking an injunction if she determines that the conversion is inconsistent with OpenAI's mission and its obligations to the public, that OpenAI's board members are not fulfilling their fiduciary duties, or if the value of the conversion or the process for arriving at it is not 'entirely fair.'"

Lawyers for Musk did not immediately respond to a request for comment from Business Insider.

• Storm Blair has caused travel disruption in several states.
• More than half of flights were canceled at Ronald Reagan Washington National Airport on Monday.
• 94% of flights were canceled in Kansas City, Missouri, on Sunday.

More than half of flights were canceled at Washington, DC's Reagan National Airport on Monday, according to data from FlightAware, as Storm Blair brought snow and ice to a large part of the country.

The National Weather Service warned that the DC area could face between 5 and 10 inches of snow, with a winter storm warning in effect until 1 a.m. ET Tuesday.

FlightAware data showed that, as of 5 a.m. ET, 227 flights had been canceled at Reagan National Airport, equivalent to 57% of all flights scheduled there for Monday.

Nearby Baltimore/Washington International Thurgood Marshall Airport was also heavily affected. A total of 106 flights, or 38% of those scheduled Monday, were canceled, per FlightAware.

Around a quarter of Monday's flights were canceled at Washington Dulles International Airpor, the data showed.

In Cincinnati, where the National Weather Service predicts up to four inches of snow, one-third of Monday's scheduled flights were canceled, the data showed.

Heavy snowfall was also seen in Kansas City, Missouri, where local media reported 10 inches of snow Sunday night. According to FlightAware, 94% of flights were canceled there on Sunday.

Airports in Indianapolis and Kentucky also saw rates of cancellation above 20%.

When Avenues: The World School opened in 2012 in Chelsea, it was supposed to revolutionize education. The for-profit school had a 215,000-square-foot, tech-heavy campus, and students partook in a dual-language curriculum with their choice of Spanish or Mandarin.

Founding families weighed in on everything from what language STEAM subjects should be taught in to whether the cafeteria pasta should be gluten-free. One mom who enrolled her 4-year-old that first year was floored when her son asked for water in Mandarin. And how many preschoolers could come back from a school visit to Chuck Close's gallery and talk about the artist's face blindness?

When one family rejected an admission offer, an Avenues cofounder, Alan Greenberg, wrote a letter urging them to reconsider. Greenberg wrote that Avenues would be "the most important new school ever opened."

"I don't in any way mean this to be demeaning," he added in an excerpt of the letter that was published in The New York Times. "But I would not be forthcoming or truthful if I did not say there is absolutely no comparison."

Thirteen years later, Avenues has had seven different heads of school, including one whose tenure lasted two months. After once talking of building 20 campuses around the world, it ended up with three. In November 2023, the school's two profitable campuses, Manhattan and São Paulo, were sold to Nord Anglia Education, a private-equity-backed chain of for-profit international boarding schools. It was the third time the school had been sold.

While some parents sang Avenues' praises, many told Business Insider they'd been disappointed by what they had come to view as essentially an educational experiment gone awry. They said the focus on dual-language learning came at the expense of core subjects. Parents of older students lamented what they viewed as a lack of structure and said kids weren't penalized for not doing their homework.

"Your kids are kind of like the guinea pigs for this growth model," said one mom who enrolled her 2-year-old son at Avenues before the pandemic. In 2023, after four years at the school, she pulled him out. Having him learn Mandarin without a native-speaking nanny or heavy tutoring was increasingly unfeasible, she said.

This year, close to 2,000 students are enrolled at Avenues' Chelsea campus, where tuition for nursery school starts at $68,850 — among the highest in the city.

Avenues' head of school, Todd Shy, told BI in a statement: "We have thousands of happy, satisfied families and thriving students. Avenues is an innovative school that achieves exceptional student outcomes using research-backed practices." An Avenues spokesperson added that in the school's annual "voice of the community" survey, 90% of parents "agreed that Avenues is an enjoyable school for their family" and more than 90% were happy with the college their child ultimately attended.

Chris Whittle, an Avenues cofounder and former CEO, told BI he was "really proud of how the school has done." But some people said Avenues had failed to achieve an impossible vision.

"A for-profit school with great tech support and dual-language programs seems pretty sexy," Wendy Levey, an admissions consultant, said. "But if people are going to spend that kind of money, they want faculty that have been in place for a long time, a curriculum that has been proven to work, alumni who are attached to the school. They want the whole nine yards."

In short, they want to be part of the "club" — the loosely affiliated network of girls, boys, and co-ed schools that make up the city's educational elite. "Even now," Levey added, "Avenues is not part of that club."

If you're a New York City parent in a certain income bracket who has deemed public school a nonstarter, chances are you're familiar with the hellscape that is trying to get your kid into private school. The search for a competitive preschool often starts when your child is just a year old. By the time you get to primary school, it seems as though all but one open spot is reserved for siblings and legacies.

If you do manage to land at Horace Mann, Spence, or one of the other elite nonprofit private schools that some admissions professionals call the "big 20," you're so grateful that you tolerate the incessant fundraising emails for the early-learning center that won't be built until your child is too old to use it. You tell yourself that the dingy basement where you deposit your toddler each morning is quaint, cozy, and traditional.

In an increasingly high-end city, private school remains a remarkably spartan affair. If there are elevators on campus, students are often forbidden to use them until senior year. Children served by macrobiotic chefs at their Hamptons summer homes push beat-up plastic trays down a poorly lit cafeteria line.

It was amid this landscape that Avenues burst onto the scene. Whittle, a former Esquire publisher who'd turned — somewhat controversially — to for-profit education, imagined a sleek, newfangled school with a global mindset. Graduates would be "artists no matter their field," "at ease beyond borders," and "architects of lives that ascend the ordinary," Avenues' mission statement said.

Whittle and his two cofounders — Benno Schmidt, a former Yale president, and Greenberg, who used to be the publisher of Esquire — spent a lot of time and money selling their idea. Avenues hired a marketing team that included an MTV animator and Ken Segall, who conceived of Apple's famous "Think Different" campaign. They sent a direct-mailer brick to 1,000 New York City parents and threw swanky cocktail parties at the Crosby Street Hotel.

Even parents who snickered at the school's tactics showed up to see what all the fuss was about. "The idea was, let's make it feel like we've been there forever and you just found out about us," the former Avenues global creative director Andy Clayman said.

Whittle had made a career commoditizing education. In the 1990s, he conceived of The Edison Project, a network of commercial private schools that eventually transitioned into managing low-income public schools in cities such as Baltimore and Philadelphia. In 2003, Liberty Partners bought The Edison Project for $174 million. A decade later, Liberty sold the company, reportedly taking an 85% loss.

Avenues embodied the same premise as Edison: namely, that innovative business people could educate students better than traditional nonprofit schools. At the time, this was a welcome philosophy in New York City. During Mike Bloomberg's 12 years as mayor, nearly 200 "low-performing" public schools were closed, replaced by 150 privately operated, publicly funded charter schools. As much as 40% of the city was rezoned to accommodate mixed-use development, paving the way for Avenues' flagship campus in a converted industrial building sandwiched between public housing and the High Line, the elevated park that runs through Manhattan's Chelsea neighborhood.

Avenues' for-profit status was appealing to what one Avenues parent, Euan Rellie, called a "certain kind of Bloombergian New Yorker." "You can imagine if you're an entrepreneur or private-equity guy, you might say, good, there's less bullshit," said Rellie, who cofounded the private-equity firm BDA Partners. "This is just a straightforward service provider."

Sejal Shah enrolled both her daughters after touring the school in 2012. "It seemed like a place to move and grow versus being stagnant in one way of thinking and one way of doing things," she said.

Avenues' timing couldn't have been better. From 2006 to 2011, the number of kids younger than 5 in Manhattan had increased by 32%, Whittle told The New York Times, while only about 400 spots at top independent schools had emerged over the past decade. According to the Times, by June 2011, 1,200 families had applied for early admission to Avenues, even though just eight of 180 teachers had been hired, the building was a construction site, and the curriculum was still a giant question mark.

Avenues hired academic heavy hitters like Nancy Schulman, the former director of the 92nd Street Y preschool, one of the city's most prestigious private-school feeders, as well as a former Dalton headmaster, Gardner P. Dunnan. Still, Whittle made clear that he had no interest in being another Dalton. "To me, the biggest risk is that we are just another fine school," he told The New York Observer in 2012. "If that's all we are, this was a waste of time."

Whittle's run at Avenues was relatively short-lived. In 2013, John Fisher — the conservative Gap Inc. heir whose family gave The Edison Project $25 million and who was an early minority investor in Avenues — bought out one of the school's two main backers. "It was a hostile takeover in that I fought it, and I lost," said Whittle, who also placed a bid at the time.

Fisher tapped Jeff Clark as the new president of Avenues in November 2013, the change briefly mentioned at the end of Whittle's annual newsletter. The Avenues spokesperson said the school didn't make a big deal about the appointment to parents because it "in no way impacted day-to-day operations."

That same year, the school's parent company, Avenues Global Holdings, loaned Whittle almost $11 million that a 2018 legal document said was meant to "ameliorate his dire personal financial situation so he could focus on his work for Avenues." (A person close to the company said the loans had nothing to do with purported financial struggles.) Whittle got an additional $1 million in 2014, but he ultimately failed to pay back the entirety of the loan.

In February 2015, Whittle left the school. Two years later, the parent company sued him and foreclosed on his Hamptons home. In 2018, Fisher bought out the last minority investor, gaining full control of Avenues.

The typical New York City private school grows incrementally. Nightingale, Spence, and Chapin began in Manhattan brownstones and expanded over decades, one capital campaign and Ivy League acceptance at a time. Whittle, on the other hand, raised $75 million to renovate Avenues' Chelsea campus in just three years.

The facility embodied Whittle's idea of education as a luxury good. The cafeteria is named "FOOD" after the SoHo restaurant founded by the artist Gordon Matta-Clark, and Avenues students in first through fifth grade receive iPads to do their schoolwork. There is no central library; Whittle told New York magazine in 2012 that his eventual goal was to have a paperless campus.

Many parents were drawn to Avenues' modern approach to elite academia. Instead of the pinafores and khakis favored by private institutions like Brearley or Collegiate, students wear a mix of gray, black, or white solids. There's an emphasis on boardroom-style presentations and group projects, rather than teacher-led lectures, essays, or written exams.

"If you attended the first year, you drank the Kool-Aid," said a mother who enrolled her 4-year-old son at Avenues in 2012. "Why would you choose an unknown entity for top dollar with no proven track record? You had to believe in something bigger." Another mother, who transferred her daughter out of Avenues in 2023 after her freshman year, called the early years there "magical," adding, "These kids would run with smiles into school."

The school's biggest academic selling point has always been its language immersion program. Originally, 2-year-olds at Avenues were taught in a combination of English, Spanish, and Mandarin. When students entered the threes program, they chose Mandarin or Spanish as their target language and spent half their time learning in that language. For instance, after a bilingual morning meeting, students might do a small-group reading in Mandarin, followed by another learning period in English. Science would then be in English, with music and art taught in Mandarin. (Beginning next year, based on parent feedback, kids will choose a target language at age 1, the Avenues spokesperson said.)

In first through fifth grades, subjects like language arts and math switch between English and Spanish or Mandarin on alternating days. By sixth grade, the dual-language component tapers off because, in theory, students are highly proficient.

For some, the bilingual program turned out to be more than they'd bargained for. One mother told BI that by the end of her son's first year in Avenues' twos program in 2019, she began receiving feedback from the school that he needed additional support to learn Mandarin. "They were telling us to get him a tutor and potentially a Mandarin-speaking babysitter," she said. "We started realizing that it's not practically possible."

At one point, the mother said, Avenues suggested that she take her son to occupational therapy for behavioral issues that she felt stemmed from the immersion program's rigor. "It just felt like we had to outsource everything," she said. Last year, she transferred her son to a traditional nonprofit school for first grade where she said he's thriving.

The Avenues spokesperson said that "while some families may choose additional support outside of school, this is not required nor expected at Avenues" and is discouraged in early years.

The mother who enrolled her 4-year-old son at Avenues the year it opened said she started noticing in elementary school that her son's basic reading and writing skills paled in comparison with his Mandarin. She also became exceedingly frustrated that he completed assignments mainly on his school-provided iPad.

For all the hype around Avenues, "I was just not impressed with it as an academic institution," the mom said. She decided to transfer her son out for eighth grade.

The Avenues spokesperson said that learning in two languages "does not detract from what children need developmentally" and that the school's language immersion program had "been designed to maintain literacy development." The spokesperson separately said that Avenues graduates were "thriving at leading colleges and universities." From 2016 to 2024, four went on to attend Harvard, four went to Yale, and one student attended Princeton, according to Avenues' website.

Not all parents or even teachers are convinced of the efficacy of Avenues' methods. One teacher who worked at the Chelsea school for a year prior to COVID said she noticed a skills gap between her Avenues lower-school students and those at the nonprofit private school where she now teaches. She believed Avenues students' writing suffered because they learned in English only half the time. The Avenues spokesperson said they did not recognize the teacher's characterization.

Multiple former Avenues parents also told BI that while they bought into the school's modernistic approach to education, they grew concerned that it was becoming too loose. One mother said that when her daughter entered middle school in 2019, Avenues "tried to teach math three different ways at one time," confusing her preteen, who didn't know which method to use.

The mother who transferred her daughter out of Avenues during high school expressed similar reservations. She told BI that in middle school, her daughter was surprised to learn from a friend at an uptown private school that they got in trouble for not doing their homework. There was so little communication between parents and teachers, the mother said, that one year she didn't learn her daughter was struggling academically until January. (The spokesperson said that if a student doesn't complete their homework, a teacher might pull them aside to "talk about the importance of personal accountability." The spokesperson added that "student progress is carefully monitored through regular formal and informal assessments" that are reported to and discussed with parents.)

No school, no matter how lauded, can be perfect for every student. One mother recently transferred her daughter from Avenues to a more traditional private school for sixth grade. While at Avenues, she'd suspected her daughter might be behind her peers at other private schools, but she was willing to make the trade-off for a kid who was fluent in Spanish, tech-savvy, and a confident public speaker. "Then I came here, and she was literally almost three years behind in math," the mom said. "In English, she was getting tested on adverbs and pronouns, and she knew none of them."

Avenues "really honed in on skills that you need for the future," the mother said, "but not the basics of education. But who knows if the basics of education are even necessary 10 years from now."

Avenues had always planned to build a global network of schools, a former administrator told BI, pointing to its robust research and development team, which totaled 30 full- and part-time staffers by 2019. But in the end, Avenues ended up with only three campuses: in Shenzhen, China; Sao Pãolo, Brazil; and New York City. A temporary Silicon Valley location served 70 students during the 2022-2023 school year.

When Fisher decided to sell the business, the goal was to find a buyer to purchase the whole thing. "And that didn't happen," the former administrator said. "Did they make mistakes? Hell yeah," and "their mistakes cost them their vision," she added.

While the former administrator called the dissolution of that vision "heartbreaking," she believes the new ownership will bring "real stability." A Nord Anglia spokesperson said the group chose to purchase Avenues' Chelsea and São Paulo campuses in part because of a "close cultural fit between us as educators." Plans to build a permanent Silicon Valley location were scrapped after the Nord Anglia acquisition, and Avenues Shenzhen is now independently owned and operated by a local partner in China, which licenses the Avenues brand.

"I did have some parents reach out to me after the sale," Whittle said. "And I think overall, it is going to be quite good for Avenues. They're a capable, thoughtful group. They have global reach, which I think is important to the student body."

In October, Nord Anglia itself was sold to a new ownership group, which could theoretically shift things at Avenues again. Avenues' spokesperson said that, despite the changes, "our focus has been — and always will be — on our students and providing a world-class education."

Meanwhile, the school has taken steps to appeal to a broader swath of families. In the early days, students hoping to transfer into Avenues from first to fifth grade had to pass a Spanish or Mandarin competency exam. But in 2017, Avenues launched a pilot English-only program for incoming fifth graders that gradually expanded to include the third and fourth grades. This past school year, 33 students enrolled at Avenues were non-immersion, the spokesperson said, adding that the school would be willing to add more English-only lower-school spots if parents asked.

Some parents see Avenues' flexibility as a plus. "If you don't like change, Avenues is not the right place for you," said Lynn Berney, who has two children in high school and one who recently graduated. "But I do think that they're constantly improving themselves."

Rellie's younger son, who's now a senior, is staying put. "Being the parent of a teenager is such an effing roller coaster," he said, that "you tend to muddle through until there's a crisis."

Avenues says its enrollment has remained consistent. The spokesperson told BI that applications to its New York campus increased by 50% from September 2018 to September 2023, while the acceptance rate fell by 18%. They added that 2024's admissions rate was about 5% lower than 2023's, "which indicates continued strong demand for limited seats."

Avenues may not have become exactly what Whittle imagined. Depending on whom you ask, it might not even be a particularly successful academic institution. "It's a consultant-created conceit," said the mother whose son struggled to keep up with the Mandarin component. "The shots are called at corporate."

But the school succeeded in at least one way. "We did the impossible thing: We were profitable," said Clayman, the former Avenues global creative director. "This is why we were bought."

• Sam Altman wrote a blog post about his experience running OpenAI on Sunday.
• Altman said OpenAI would have fallen apart in 2023 without Ron Conway's and Brian Chesky's help.
• That was the year Altman was briefly ousted and then reinstated as OpenAI's CEO.

OpenAI would have fallen apart back in 2023 without venture capitalist Ron Conway and Airbnb CEO Brian Chesky, Sam Altman wrote in a blog post on Sunday.

Altman expressed his gratitude to Conway and Chesky in a blog post titled "Reflections," which detailed his brief ouster from OpenAI. Altman said the post was inspired by a recent interview he gave to Bloomberg, which was published on Sunday as well.

"Ron Conway and Brian Chesky went so far above and beyond the call of duty that I'm not even sure how to describe it," Altman wrote.

Altman was fired as OpenAI's CEO on November 17, 2023. The company's board said in a statement that it was removing Altman because he "was not consistently candid in his communications with the board" but did not elaborate further.

Altman returned as CEO on November 22, 2023, after nearly all of OpenAI's staff threatened to quit if he wasn't reinstated.

In his blog post, Altman said "there were a lot of people who did incredible and gigantic amounts of work" to help him and OpenAI when he was ousted, but Conway and Chesky "stood out from all others."

"I've of course heard stories about Ron's ability and tenaciousness for years and I've spent a lot of time with Brian over the past couple of years getting a huge amount of help and advice," Altman wrote.

"But there's nothing quite like being in the foxhole with people to see what they can really do," he continued. "I am reasonably confident OpenAI would have fallen apart without their help; they worked around the clock for days until things were done."

Conway and Chesky, Altman wrote, gave him "great advice" and "stopped me from making several mistakes." The pair also tapped on their vast networks to assist him, Altman added.

"I thought I knew what it looked like to support a founder and a company, and in some small sense I did," Altman wrote. "But I have never before seen, or even heard of, anything like what these guys did, and now I get more fully why they have the legendary status they do."

Representatives for Conway and Chesky did not respond to Business Insider's request for comment.

Conway and Chesky are longtime friends of Altman and were one of the first people he called after OpenAI fired him.

Conway was also one of Altman's guest speakers when the latter taught a class on startups at Stanford University in 2014.

Altman and Chesky's friendship, meanwhile, goes back more than a decade. Altman mentored Chesky when Airbnb was a part of Y Combinator, a startup accelerator.

When Altman was fired from OpenAI, he briefly considered launching another AI startup but was discouraged by Conway and Chesky, The New York Times reported in December 2023.

"You should be willing to fight back at least a little more," Chesky told Altman, per The Times.

OpenAI's board, Conway later told Time magazine, had fired Altman for "nitpicky, unfireable, not even close to fireable offenses."

The billionaire venture capitalist had spoken to the magazine as part of a profile on Altman that was published in December 2023.

"It is reckless and irresponsible for a board to fire a founder over emotional reasons," Conway told the outlet.

• Manufacturing engineer Douglas Dorsey started working at Boeing in 1984 and retired in 2017.
• Dorsey worked on the Boeing 777 and 787 Dreamliner, where he said things began to unravel.
• He reflects on his time on the shop floor and how Boeing plans to repair its reputation.

This as-told-to essay is based on a transcribed conversation with Douglas Dorsey, from Washington, about his career as a manufacturing engineer at Boeing. The following has been edited for length and clarity.

I started my career at Boeing in 1984, and I worked there for over 30 years.

I was a manufacturing engineer. My responsibilities included writing instructions and coming up with assembly sequences for aircraft.

During my career, I worked on several aircraft projects for Boeing, including the Advanced Tactical Fighter program, the Boeing 777, and the 787 Dreamliner. It was always interesting and challenging. I worked with dedicated employees and on cutting-edge programs.

I retired in 2017 feeling proud to have worked there. I was a "lifer" with Boeing blue blood running through my veins.

However, while working on the Boeing 787 program in the 2000s, I noticed that outsourcing manufacturing tasks to suppliers became a really big problem for Boeing. When I worked on the shop floor, I saw the negative impacts of outsourcing to suppliers, such as slower production and delivering incomplete parts.

Even after retiring, I've stayed up to date with Boeing. I've followed the news on malfunctions and strikes, but I think management is taking baby steps in the right direction.

I saw chaos unfold at Boeing due to mismanagement and outsourcing

During the good old days, I had a positive opinion of Boeing. In my first decade at the company, the chain of command was clear. You knew what your job responsibilities were and could count on your line managers. Most importantly, there was no drama with executives, and we had confidence in those in command.

But in 1997, upper management was thrown into chaos when Boeing merged with McDonnell Douglas, with McDonnell Douglas executives taking top positions at Boeing. Harry Stonecipher, who was briefly Boeing's CEO, resigned in 2005 after he was found having an affair with an employee.

It was like a corporate soap opera played out in the media. As an employee, the news was distracting and felt like evidence of the level of disorder at the top of the company.

At the same time, the Boeing 787 program was underway. The 787 was launched as a complete departure from how Boeing airplanes had traditionally been constructed. To reduce the time from program launch to when the planes were in service, Boeing would have "risk-sharing partners" deliver complete aircraft sections to the final assembly site.

787 program managers and employees implicitly understood this new production method, and we cautiously believed it might work. But it began to unravel bit by bit and ended in a three-year delay.

I wondered why we were accepting substandard work on 787

I was a project manufacturing engineer for the 787, creating work instructions, and a liaison manufacturing engineer, working on the shop floor to resolve issues with existing work instructions.

At the beginning of each new airplane program, program leadership and supply chain management divided major sections of the aircraft among various subcontractors, suppliers, and risk-sharing "partners." When suppliers were late in delivering their components or delivered them incomplete, this became "traveled work," which had to be completed by Boeing employees during final assembly.

I spent much of my time on the program trying to accommodate parts that had a "non-conformance" tag on them and had to be reworked and installed into the build.

I wondered what was going on and why we were accepting substandard, incomplete work.

As an engineer, I wasn't privy to the decisions going on in the upper chambers of management, but I could see the chaos filtering down. It felt like the company wasn't listening to its mechanics about how to improve processes.

I remember group meetings where employees, including myself, questioned decisions by management and offered constructive criticism that was politely but bluntly blown off.

The 787 was sadly delayed three years.

Confusing supply chains seem to still cause problems

In 2024, there was an incident with a Boeing 737 Max plane, where a door plug blew out after take off.

Although I retired in 2017, I think this was caused by mismanagement of traveled repair work. The plug door was manufactured by Spirit AeroSystems, a Boeing subsidiary that was sold off in 2005.

An investigation found that because the part 737MAX9 fuselage is shipped in whole, mechanics at Boeing rarely work on the plug doors. When the plug door frame had to be repaired and the plug door replaced, two separate groups of mechanics working on the door made mistakes.

As a result, a plug door malfunctioned, and Boeing's reputation was damaged alongside it, causing the FAA to increase its oversight of 737MAX9 planes' production processes.

It's always disappointing when the company you worked for makes major news headlines for a mistake. However, it doesn't change my general opinion of Boeing. I know there are many dedicated employees who are committed to doing their jobs properly and safely.

Boeing is taking baby steps in the right direction

I still know some Boeing employees and followed the recent strike. I think employees have gotten a good package, but they didn't get a return to the legacy defined-benefit pension plan. When I retired, I still benefited from the traditional pension plan and also had a 401(k).

Back in 2014, Boeing promised employees that they'd build the 777-9 in Washington. Part of the strike package is also building the next new plane in Washington. These promises show that Boeing management is waking up to the matter of outsourcing.

Boeing is also bringing Spirit AeroSystems, which it sold in 2005, back in-house. All the workers will be merged back under one camp.

The lines of communication between two in-house teams are often simpler and more direct than with a supplier. When I was on the 777 program in the 1990s, I would call my counterparts at the Wichita site to resolve issues and exchange information. I couldn't do this with a supplier because all communication had to be through supply chain management.

I think this shows Boeing acknowledging it went down a bad path when it sold the supplier.

I see these actions as baby steps in the right direction. Kelly Ortberg, Boeing's CEO, is trying to steer the company on a new course, but I think it's going to take a long time.

Editor's note: In response to Business a request for comment from Business Insider, a Boeing spokesperson highlighted remarks by CEO Kelly Ortberg during the company's third quarter report:

"Much has been written about how we got to where we are, but most also recognize that Boeing was once a benchmark for what good culture looks like. And I believe we can return to that legacy. I know culture change starts at the top. Our leaders, from me on down, need to be closely integrated with our business and the people who are doing the design and production of our products. We need to be on the factory floors, in the back shops, and in our engineering labs. We need to know what's going on, not only with our products but with our people."

• Klarna CEO Sebastian Siemiatkowski says AI can perform his job as it has reasoning capabilities.
• The buy-now, pay-later firm's cofounder said the realization made him feel "gloomy."
• Siemiatkowski previously said Klarna stopped hiring because AI "can already do all the jobs."

Sebastian Siemiatkowski has said AI is capable of performing his job as CEO of Klarna — but he's not thrilled about the prospect.

The cofounder of the buy-now, pay-later firm said in an X post on Monday, "AI is capable of doing all our jobs, my own included," because it now has reasoning capabilities.

"I am not necessarily super excited about this," he added. "On the contrary my work to me is a super important part of who I am, and realizing it might become unnecessary is gloomy."

Siemiatkowski explained that AI can already routinely solve simple problems using basic reasoning. Because complex problems can be "divided into smaller and more basic reasoning tasks that are combined," the building blocks for AI solving advanced tasks already exist, he said.

"However, how exactly we will combine those building blocks of reason and knowledge to replicate the work we do today is not yet entirely solved," Siemiatkowski said.

This isn't the first time Siemiatkowski has voiced concerns about AI's potential to disrupt traditional roles. Siemiatkowski told Bloomberg in December that he believed AI could "already do all of the jobs that we as humans do."

Klarna itself has embraced AI. In February, the Swedish company said its AI assistant was "doing the equivalent work" of 700 full-time human agents.

The Klarna chief has also been outspoken about the firm's use of AI and how it's impacted the workforce. In August, he wrote in another X post, "AI allows us to be fewer in total."

In October, Siemiatkowski appeared on the "Grit" podcast and said that Klarna "stopped hiring due to AI, so we're shrinking because we have a natural attrition rate of 20%." He later clarified that Klarna continues to hire some engineers.

Meanwhile, the fintech company has been gearing up for an IPO in the US. In November, it announced it confidentially submitted draft registration documents to the Securities and Exchange Commission.

The following month the company told its employees it would start random drug testing for staff in Sweden from January. Its director of people and HR, Mikaela Mijatovic, told employees in a Slack post the move was "part of a larger effort to strengthen security across Klarna."

Klarna didn't immediately respond to Business Insider's request for comment.

Do you work for Klarna? Got a tip? Contact the reporter, Jyoti Mann, via the encrypted messaging app Signal at jyotimann.11 or via email at [email protected]. Reach out through a nonwork device.

• EY, Deloitte, PwC, and KPMG make up the world's largest accounting and consulting firms — known as the Big Four.
• The sector is tackling a slowdown in demand, new regulatory pressures, and the need to adapt to AI.
• These are the four leaders that have made it to the top of the firms.

EY, Deloitte, PwC, and KPMG make up the world's largest accounting and consulting firms, known as the Big Four.

They're billion-dollar companies with a collective 1.5 million staff and influence over hundreds of industries.

In recent years, the Big Four have faced a series of challenges, including a post-pandemic downturn in demand, shifting regulatory requirements, and the need to adapt their skills and services for the emerging AI future.

Two of the firms appointed new leaders in 2024. The process varies by firm but generally includes hustings, where contenders present their vision to voters, a partner vote, and global board ratification.

These are the four people who now sit at the helm of the world's biggest professional services firms.

PwC — Mohamed Kande

In July 2024, Mohamed Kande was elected as PwC's global chair for a four-year term, becoming the first Black leader of a Big Four firm.

Kande is also the first PwC head to come from the advisory division, as opposed to the audit wing.

Kande was born and raised in the West African country of Côte d'Ivoire. When he was 16, he moved to France alone to study. He worked at a PwC subsidiary called PRTM Management Consultants, before joining the firm in 2011. He became a global advisory leader in 2019.

Kande took over leading PwC's 370,000 employees at a time when it appears to be tightening pursestrings amid the consulting slowdown. Partner payouts dropped and more PwC partners took early retirement at the end of the year. In October, The Wall Street Journal reported that the firm would make its first major layoffs since 2009 and cut 1,800 jobs.

PwC is also working to rebuild trust in the Asia-Pacific region following scandals in Australia and China.

"The need for reinvention has never been more urgent," Kande said in the firm's 2024 annual review.

In 2021, he wrote a 1,000-word essay on LinkedIn about the impact his race had on his career in professional services.

"Often, I had to work hard to be included because I was different. I have felt slight but sharp jabs about my accent and my name, accompanied by quieter, larger unspokens about my skin color," Kande wrote.

"I try to give the opportunities that others gave me. I try to bring them into the room, knowing that their diversity, their unique perspective is a strength and something to be valued."

Deloitte — Joe Ucuzoglu

Joe Ucuzoglu has been Deloitte's global CEO since January 2023.

Ucuzolgu, who grew up in Los Angeles, was CEO of Deloitte US from 2019 to 2022 before ascending to the top job. He was a college intern in 1997. He rose to become a senior advisor at the SEC before rejoining Deloitte in 2015.

Deloitte is the largest of the Big Four by both revenues and number of employees with 460,000 staff.

In March 2024, Deloitte announced a major restructuring aimed at cutting costs and repositioning it for future success. It is "modernizing and simplifying" its core offering into four categories: audit and assurance, tax and legal strategy, risk and transactions, and technology and transformation.

Ucuzoglu told the firm's partners in an email that the reorganization would reduce the firm's "complexity" and "free up" more partners for client work instead of managing staff.

Under Ucuzoglu, Deloitte has taken steps to drive investment in green hydrogen, releasing a report in 2023 estimating that the energy source could become a $1.4 trillion global market by 2050 and arguing that it "is moving into prime position as a solution for hard-to-abate sectors."

The CEO continues to engage with clients. He is also a frequent speaker at the World Economic Forum, a member of the Business Roundtable, and regularly gives interviews on issues affecting the business community.

EY — Janet Truncale

Janet Truncale was elected as EY's global chair and CEO in July 2024, making her the first woman to lead a Big Four accounting firm. She joined EY as an intern in 1991.

Prior to her election, Truncale had spent almost four years as the vice chair and regional managing partner of the Americas Financial Services Organization.

The New Jersey native now heads EY's global workforce of more than 400,000 staff.

In her first public statement as global CEO, she launched a new strategy called "All in."

"All in is not just a business strategy, it captures an attitude and way of working," Truncale said. Her focus on unity comes after EY was rocked by a failed plan to break up its consultancy and audit divisions into two units, known as Project Everest.

Truncale was named as one of the "25 Most Influential Women" of 2023 by the Financial Times, which described her as "a trust builder" and "an advocate of being down to earth."

Outside EY, she serves as board chair for Women's World Banking and is on the board of UNICEF USA and the US-China Business Council.

Truncale has a BSE from the Wharton School of UPenn and an MBA from Columbia University.

KPMG — Bill Thomas

Bill Thomas became KPMG's global chairman and CEO in October 2017. Three years later, he was unanimously re-elected to a second term.

Thomas has over a decade in executive-level leadership, and was previously chairman of KPMG's Americas region between 2014 and 2017.

The Canadian leads KPMG's 275,000 employees. The firm is the smallest of the Big Four.

Over the past seven years, Thomas has focused on overseeing the development and implementation of KPMG's global strategy. Under Thomas, KPMG has launched $5 billion digital strategy investment plan.

"Over the coming years, my focus will be on continuing to enable and empower these talented teams to achieve their full potential," he said in a statement released on his reelection in 2020.

KPMG's global annual revenues have grown by 45% since the year Thomas was appointed CEO. In its latest annual earnings, it reported annual revenue of $38.4 billion.

Thomas stays largely out of the media spotlight, giving few interviews. Before entering the business world, he studied science, which he says is "extremely relevant today as technology infuses every part of our business and the businesses of clients."

Do you work at the Big Four and have a tip or story to share? Contact this reporter in confidence at [email protected] or on Signal.

• Microsoft launched its Xbox gaming console nearly 25 years ago.
• The brand has become beloved, owning popular gaming franchises like "Call of Duty" and "Minecraft."
• Read about the Xbox's history, and how it became a staple of the gaming industry.

Since its debut in 2001, Microsoft's Xbox has become a cornerstone in the gaming industry, quickly coming to rival and challenge the market dominance of the Sony PlayStation and Nintendo.

The Xbox brand has evolved through multiple console generations, introducing innovations that have not only influenced competitors but also helped cement Microsoft as a serious player in the entertainment sector.

The development and launch of Xbox

Starting in the late 1990s, Microsoft recognized the growing importance of the gaming industry and the potential of integrating personal computing into a home console.

Microsoft co-founder Bill Gates was intrigued by the idea of entering the console gaming market, but posed a major hurdle in the beginning. It took months to convince a skeptical Gates to agree to fund the Xbox project, Business Insider previously reported.

A team of engineers led by Seamus Blackley had already started work on the project before it was even presented to Gates. They envisioned a console that could leverage Microsoft's expertise in DirectX graphics technology — hence the code name "DirectX Box," which was later shortened to "Xbox."

The original Xbox was unveiled on November 15, 2001, in North America. It was the first gaming console produced by an American company since the Atari Jaguar ceased operations in 1996. With a built-in hard drive and Ethernet port, the Xbox was technologically advanced for its time. It introduced the world to franchises like "Halo: Combat Evolved," which became a flagship series for the brand.

From Xbox 360 to Xbox One

In 2005, Microsoft launched the Xbox 360 aimed at building online gaming. Xbox Live, initially introduced with the original Xbox console, was significantly expanded, allowing players to connect, compete, and share content globally. The console popularized achievements and "Gamerscore," incentivizing gameplay and fostering a competitive environment. It also introduced the concept of downloadable content (DLC) for consoles, changing how games could be monetized and extended post-release.

The Xbox 360 S was released in June 2010. Its slimmer design aimed to address the infamous "red ring of death" overheating problem that plagued the original Xbox 360 consoles.

The Xbox 360 consoles saw the rise of the best-selling video game series "Call Of Duty." The series is published by Activision Blizzard, which Microsoft acquired in 2023 for $68.7 billion. DLCs for "Call of Duty" games typically released earlier on the Xbox than the PlayStation, leading fans who wanted to experience newly released content as soon as possible to adopt the console.

After an 8 year run, Microsoft retired the Xbox 360 lineup in 2013 in favor of the Xbox One, which it marketed as an all-in-one entertainment system not just designed for gamers. Microsoft ceased producing the Xbox 360 in 2016.

Satya Nadella's strategic pivot

The Xbox One generation saw a stronger focus on exclusive titles and services like Xbox Game Pass, a subscription-based model offering a library of games for a flat monthly fee. This service-oriented approach was part of a larger monumental strategic pivot facilitated by current Microsoft CEO Satya Nadella. Under his leadership, the company has prioritized investment in cloud infrastructure, which caused Azure to surpass its Windows business and subscription versions of Microsoft Office to amass some 50 million monthly users by 2015.

In a 2018 E3 appearance, Microsoft introduced the Xbox Adaptive Controller, designed to make gaming more inclusive by making gaming accessible to those with various disabilities such as Cerebral Palsy.

The controller, designed to work with both Windows and Xbox One games, gives players with limited mobility large programmable buttons, a single joystick, and easy mounting options to wheelchairs or the player's legs. It also boasts compatibility with headphones and other accessories, including additional switches and buttons. Time magazine considered the Adaptive Controller among the best inventions of 2018.

Xbox Series X and Series S

The years 2016 and 2017 saw the release of the Xbox One S and Xbox One X, respectively. Both consoles introduced 4K resolution support for games, with the Xbox One X's implementation featuring a 31% graphics performance boost over the original Xbox One.

Building on the success of the Xbox One lineup, Microsoft released the latest two iterations of the console in 2020: the high-end Xbox Series X and the more affordable Xbox Series S. Both systems boasted faster load times, higher frame rates, and support for ray-tracing. With this console generation, Microsoft embraced backwards compatibility, allowing players to play games dating back to the original Xbox console.

Further illustrating Microsoft's heavy investment in cloud technologies, the company expanded the Xbox Game Pass and introduced the Xbox Cloud Gaming beta. Game Pass essentially works as a Netflix-like service for games, allowing players to pay a flat monthly fee to access a large library of games; Xbox Cloud Gaming allows players to play Xbox games on their computers, Smart TVs, or phones — even using a Sony DualShock 4 PlayStation controller if they so choose — through Game Pass' Ultimate tier, entirely removing the need for an Xbox console.

Microsoft layoffs hit Xbox and Activision Blizzard

However, despite its success, Microsoft's Xbox division has had layoffs and has not been immune to overall market forces. A major slowdown in video game sales following the end of the COVID-19 pandemic has resulted in job cuts across the gaming and tech industries.

In early 2024, Microsoft layoffs affected 1,900 workers between Activision, Xbox, and Bethesda Softworks' parent company ZeniMax.

Later that year, some Xbox employees took voluntary severance packages, and a further 650 employees were laid off from the Xbox division itself.

Narrativa is among a crop of startups seizing on the artificial intelligence boom to enthusiastically automate writing tasks that would once have fallen to humans. From penning regulatory documentation for Pfizer to zhuzhing up marketing copy for insurance and e-commerce firms and helping generate breaking news articles for The Wall Street Journal, the Los Angeles-based Narrativa boasts roughly 50 clients in various industries. But one of its core focus areas, comprising a quarter of its business, is a little more polarizing than the rest: gambling.

Working with major industry players like 888 and Betway, Narrativa uses large language models to pump out everything from automated summaries of sports games to SEO-friendly reviews of online casino games and promotional social media posts. With no humans required, the 20-person company's AI tools produce 10 million words a month for gambling clients — the effective output of 170-odd full-time writers producing a grueling 3,000 words a day. It's all in service of enticing gamblers to place more bets.

"You want to create a community, you want people coming back for more," Matthew Rector, Narrativa's vice president of content, says. "You want to foster that environment, and our content helps facilitate that."

Sam Altman, Elon Musk, Satya Nadella, and the tech industry's other top impresarios talk a big game about how AI may one day attain sentience, solve the climate crisis, and lead society to a post-scarcity economy. Today, though, the technology is being embraced by traditional industries for more prosaic — and mercenary — aims. Key among them is the gambling industry, which is rapidly adopting AI for everything from writing alluring online marketing copy to identifying and helping problem gamblers to tracking people and perfecting the physical layout of casinos.

The ultimate goal: to harvest ever more money from gamblers, by profiling them, feeding them content and games personalized to their whims, and cajoling them to stay longer and make bigger bets.

The gambling industry, much like AI, is in the middle of an unprecedented gold rush. In 2018, a US Supreme Court ruling allowed states to legalize sports betting; nearly 40 states since did exactly that. Major investments have since flooded in, with some gambling stocks hitting record highs and private-equity firms jumping into multibillion-dollar deals with gambling and casino companies.

Meanwhile, consumers' wallets have been emptying: Americans bet a record $120 billion in 2023, according to the American Gaming Association. A study by California researchers released in 2024 estimated that legalized gambling across America may result in as many as 30,000 bankruptcies and an additional $8 billion in debt collections each year. Another paper out of Kansas found that average household investments in the stock market dropped in states where gambling was legalized by roughly $50 per quarter. (In Brazil, which legalized online gambling in 2018, as much as one-fifth of welfare money is now spent directly on gambling, the AP reported in November.)

Under the hood, artificial intelligence is helping power this surge.

Several online betting platforms, for example, offer "micro bets," which allow gamblers to bet in real time throughout the game — who gets the next touchdown or makes the next tackle, whether the next play will be a run or a pass. AI companies like SimpleBet (recently acquired by DraftKings for $195 million) have automated processes that allow the maximum number of possible micro bets to increase by an order of magnitude. No longer bottlenecked by the capabilities of human sportsbook odds calculators, every moment of a sports game can be turned into a wager. Won your bet that Lamar Jackson would throw on 2nd and 10? Why not bet again that he'll scramble for the first down on 3rd and 3?

Physical casinos are also looking to harness AI for efficiency gains. nQube, a Canadian startup run by a physics professor, uses machine learning to optimize the placement of slot machines on casino floors, profiling players and the performance of one-armed bandits individually and collectively — replacing an older generation of floor-manager intuition and basic analysis. Some of nQube's findings have been counterintuitive: It turns out that removing the total number of slot machines can often increase the casino's "win," if the machines are arranged in a way that redirects players to games where they'll make larger bets.

Jason Feige, a cofounder of nQube, had been working on computational astrophysics when his partner, Stasi Baran, found a scientific paper about the problem of optimal casino floor planning. Though neither had any gaming experience, they both realized their work could be a fit. "I like math and I like hard problems, and she brought me just a monster of a problem and I just fell in love with it," Feige says. "I have never seen data as clean and as comprehensive as what you see in this industry, largely because it is so heavily regulated. But that combined with the kind of powerful AI systems that I've been building, it was just such a natural fit. I just absolutely fell in love with the industry."

The prospect of deeper AI integration is definitely in the air. At one of the gambling industry's biggest events, G2E, a glitzy conference held in Las Vegas in September, there were packed panels on AI in sports betting, women in AI, AI-powered behavioral analytics and "responsible gambling," and AI for customer relationships.

One of the most enticing, and controversial, uses of AI in gambling is customizing casinos — virtual and on the floor — to each gambler.

Just as Netflix uses machine learning and data science to tailor each user's feed to what they're most likely to binge, the startup Future Anthem uses similar tools to keep users hooked on casino websites. The UK-based software provider builds a personalized, dynamic homepage, presenting the exact right game — bingo, slots, poker — to cater to a player's desires at the exact right moment, offering bonuses if the player is getting dejected and keeping them betting for longer.

"We have machine-learning models that are understanding and humanizing that player, that player data," says Ian Tibot, Future Anthem's chief commercial officer. "We see every single spin of a slot, we see every single bet, and we actually understand the experience that the player is having by creating the concept of a session out of that data, and that allows us to understand changes in patterns of behavior."

Brick-and-mortar casinos are also digitally profiling their users. Some locations have RFID chips embedded in every gambling chip, tracking how each gambler is playing and building a profile that automatically directs human workers to intervene as needed — an extra free drink here, a bonus spin there. "Before it used to be like a pit boss maybe having their eyes on 40 players across five tables" to monitor bet sizes and manually assign perks and freebies, says Kasra Ghaharian, a researcher at the University of Nevada, Las Vegas, International Gaming Institute. "It wasn't very accurate," he says. AI allows casinos to "be much more precise in how you're tracking that activity."

Beyond using AI for efficiency gains and user profiling, the industry's ultimate vision for employing the technology is much more ambitious — and unsettling.

In a research paper published last May, the consultancy giant Deloitte's Global Lottery and Gambling Centre of Excellence predicted a future where every game could be personalized in real time to appeal to individual gamblers. Generative AI, the authors wrote, could "allow the games themselves to generate content based on the explicit or even implicit actions of players, from instantly generated new items and playing levels to in-game characters that can have lifelike discussions."

The technology, they continued, could create "individually themed online slot games that can respond to a player's voice and even generate novel content in response to a player's behavior and game history." Generative AI chatbots the players could talk to, games with themes automatically tailored to their preference — the ultimate filter bubble. Social media's endlessly personalized carousel of content is already notoriously addictive, and the damaging parasocial relationships that can be formed with AI chatbots are currently under a microscope following reports of suicide and self-harm linked to a popular provider. Adding these elements to the famously powerful money-extraction machine that is online gambling is a potent combination.

Gambling is historically a human-centric business — gamblers try their luck against the house, for better or worse. But Christina Thakor-Rankin, a veteran industry consultant based in the United Kingdom, dreams of an automatically managed brick-and-mortar casino in the years and decades ahead, akin to Amazon's automated Go convenience stores, with unnecessary human staff costs eating into the casino's margins.

"Look at the amount of operating expenditure required in terms of serving customers, monitoring customers, keeping them safe, people who work in the cage or the cashier pit bosses. What if you had a casino that was very similar to the new generation of self-service Amazon stores where you don't need cash and you don't need people?" she asked. "How would that kind of technology transform a world of sportsbooks, but also land-based casinos?"

At least one casino workers union, the Culinary Workers Union, has raised concerns about the risk of blue-collar jobs in Las Vegas being automated. In 2019, The Nevada Independent reported that between 38% and 65% of casino jobs (depending on the study cited) in the south of the state could be automated over the next decade and a half, calling the city "one of the most vulnerable to automation in the entire country."

But for many gamblers, a trip to Vegas isn't just a transaction — it's an experience, punctuated by banter with dealers, table service, shows, and the seedy glamour of the strip. It remains to be seen if they will accept a robot substitute.

Artificial intelligence may be a moneymaker for gambling companies, but the companies say it's also something else: a remedy for problem gambling.

Playtech, a European gambling software provider, is one of several firms using AI to try to suss out when a gambler is demonstrating signs of addiction or problematic play and intervene. Part of this is recognizing a player's patterns — larger-than-usual bets, or declined deposits, or playing at unexpected times — and interjecting with prompts suggesting they take a break. (Future Anthem says its systems can also detect aberrant behavior and automatically check in with target gamblers.)

"Online gambling companies have lots, tons of data about their players because every single bet or every spin on a slot, every single deposit, the time you spend online, there's lots of information," says Francesco Rodano, Playech's chief policy officer. "So we train an AI model to analyze this behavior and recognize possible harmful patterns."

Playtech and other gambling companies are also developing chatbots that gamblers can talk to about addiction — the logic being that because gambling addiction is stigmatized, addicts may actually be more comfortable talking to a nonhuman.

Rodano acknowledges that the same technology that could help problem gamblers could also be used to exacerbate their addictions. "If you use a tool like ours to identify vulnerable players, in theory, you could use that information to target them — which is the opposite of what the tool is intended for, which is totally unethical," he says. "If you operate in a regulated market, it's very unlikely to happen because the regulator would notice that and clamp down."

Amid frothy valuations and wild hype, there's a risk of overstating the technology's near-term promise — particularly the more giddy ideas, such as Thakor-Rankin's predictions of a Caesar's Palace augmented with robotic, voice-activated "Centurions." And some industry insiders say that what's now called AI might be considered statistics or big data, just rebranded.

"I like to say that we've been doing AI since before it was cool and this new age of AI hype — it's been very interesting to navigate because on the one hand, everyone wants to talk about AI, which is great for us," says Stasi Baran, nQube's cofounder.

"On the other hand, there's so much noise to sift through for our customers and for us as well to determine, everyone says that they've got an AI product, but what's actually real and what actually brings real value? I mean, that's difficult to determine. I think there's a lot of overnight AI experts out there, and that concerns us."

This AI frothiness isn't unique to the gambling industry, and the space has long had a nose for innovations that boost its bottom line — from the development of electromechanical slot machines in the 1960s to the creation of loyalty programs for high rollers in the '80s. As ever, the house always wins.

Rob Price is a senior correspondent for Business Insider and writes features and investigations about the technology industry. His Signal number is +1 650-636-6268, and his email is [email protected].

• Hekate Café & Elixir Lounge offers a sober experience in New York City.
• BI visited Hekate following the US Surgeon General's report linking alcohol to cancer.
• Though alcohol use soared amid the pandemic, there is a blossoming sober-curious movement.

Tucked away in Manhattan's East Village, a sober bar offers an alternative to the rest of the boozy scenes in New York City.

On a Saturday night, Eliott Edge, the bar manager at Hekate Café and Elixir Lounge, welcomed patrons, telling newcomers that: "Everything — with a capital E — is alcohol-free."

Business Insider revisited Hekate after US Surgeon General Dr. Vivek Murthy said alcohol is a leading cause of cancer and should have warning labels like those on cigarette boxes.

Edge, a career bartender, said he was drunk for five years straight before seeking rehab. Now, after being sober for two years and rebranding himself as a mocktail bartender, he wasn't surprised by the surgeon general's announcement.

"The news is not news, yet at the same time, whenever an authority figure shows up and makes a declaration, it enables people to reconsider their behavior," Edge told BI. "People are now going to think about their choices differently."

Alcohol consumption surged during the COVID-19 pandemic and deaths from excessive alcohol use jumped nearly 30% from 2016 to 2020, according to the Centers for Disease Control and Prevention. Heightened levels of excessive drinking continued into 2022, well after the pandemic first hit, according to the Annals of Internal Medicine.

Even so, Gen Z drinks less than previous generations, fueling a growing interest in sober socializing.

"It does seem that there is a slowing down of alcohol consumption enough for those of us in the industry who make it our job to notice," Edge said. "If there is a silver lining to the pandemic, it is that this whole new world of non-alcoholic options really exploded onto the scene."

Edge predicted that every bar will have to have non-alcoholic options to remain competitive "because they're going to realize that it's like vegetarians or vegans or gluten-free or dairy-free. It's just another type of customer profile to cater to — and the ones that don't cater to that are going to go the way of the dinosaur."

Though Hekate is a totally sober experience, Edge said the bar is a "shining example" of how to do it right.

Drinks at Hekate are about $13 for those paying cash — slightly less than your average cocktail at an NYC bar.

But Edge says people come to bars for fun, and with his bar's music, lighting, and mood, Hekate delivers. The cozy bar, which shares its name with the Greek goddess of sorcery and witchcraft, is decorated accordingly.

"You don't need alcohol," Edge said. "Very little is required to have a good time. Really what we need is permission to have a good time, which is what booze does for us. But how often does that good time end in a shit show?"

Not only is he happier as a sober mocktail bartender, Edge said his customers seem happier too, even if they're only stopping by for a mocktail or two before going out for boozey drinks later on.

"My regulars look fantastic, you know? They don't look like they're slowly sliding down the hill," he said. "I'm not watching fights break out amongst best friends. I'm not watching dates dissolve into, you know, puddles of misery."

Perhaps the best part?

"My bathrooms are much cleaner."

• Ukraine's new attack in Kursk is featuring some impressive drone jamming, Russian military bloggers said.
• The bloggers reported that Ukrainian forces were able to break through because of "powerful electronic warfare."
• it's made it difficult for Russian drone operators to work in the area, they wrote.

Ukraine launched a renewed offensive in Russia's Kursk region on Sunday, where Russian pro-war bloggers say Kyiv's drone jammers have been working exceptionally well.

The "Operation Z" channel, a collection of dispatches from Russian war correspondents, wrote that the attack had focused on the Bolshesoldatsky district, to the northeast of the Ukrainian-held pocket in Kursk.

"In order to break through, the Ukrainian Armed Forces covered the area with powerful electronic warfare systems, making it difficult for our UAVs to operate," wrote the Telegram channel, which has over 1.6 million subscribers.

Razvedos Advanced Gear & Equipment, a Russian military news Telegram channel with over 152,000 subscribers, echoed those comments in a post on Sunday.

"It cannot be said that they were not expected in this direction, but they managed to VERY effectively use electronic warfare," it wrote of the fighting in Bolshesoldatsky.

Roman Alekhine, a military blogger with about 218,000 subscribers, wrote on his channel: "The enemy has covered the attack area with electronic warfare, so many drones are useless."

Alekhine later posted that some Russian drone operators were still able to switch to unjammed frequencies.

Sergei Kolyasnikov, another military blogger with about 498,000 subscribers, reported that about 10 Ukrainian tanks and armored vehicles had entered the Bolshesoldatsky region.

"The area is covered with some powerful electronic warfare, nothing is flying at all," he wrote.

The specifics of Ukraine's new push this week into Russian territory are still unclear. Kyiv initially launched a surprise counteroffensive into Kursk in August, where it took an estimated 480 square miles of Russian land but has been slowly pushed back since.

Ukraine has stayed mostly silent on the matter. But Andriy Kovalenko, head of the Center for Countering Disinformation run by Ukraine's national security and defense council, alluded to an assault on Sunday by posting that Russian troops in Kursk "were attacked from several directions and it came as a surprise to them."

Andriy Yermak, chief of staff for Ukraine's president, also hinted at an attack by writing on his Telegram channel that Russia was "getting what it deserves" in Kursk.

Meanwhile, Russia has outright declared that Ukraine had attacked again.

"On January 5, at about 09:00 Moscow time, in order to stop the advance of Russian troops in the Kursk direction, the enemy launched a counterattack with an assault group consisting of two tanks, a barrier vehicle, and 12 combat armored vehicles with troops in the direction of the Berdin farm," its defense ministry told state media.

As reports of Ukraine's jamming efforts emerged, the defense ministry published a video of a Russian drone operator coordinating a tank strike on an unknown target in a forested area, saying he was working in Kursk.

The Ukrainian and Russian Defense Ministries did not respond to requests for comment sent outside regular business hours by Business Insider.

Electronic warfare has increasingly been key on the battlefield as both Russia and Ukraine turn to cheap drones for reconnaissance, loitering munitions, and close-range bombing runs.

One development has seen both sides deploy wired drones. These use long fiber optic cables unfurled from a spool as the aerial system takes flight, allowing it to bypass jamming systems.

Should they become mainstream, they may pose yet another challenge for militaries that are already spending big on preparing against drone threats. The US, for example, is paying some $250 million to Anduril, Palmer Luckey's defense startup, for 500 drones and an electronic warfare system called Pulsar.

• Russian President Vladimir Putin ordered his government and a big bank to work with China on AI.
• Russia has been seeking tech alternatives post-Ukraine invasion due to Western sanctions.
• A Russia-China AI partnership could raise concerns over censorship, among other issues.

Russian President Vladimir Putin continues seeking to expand his challenge of the West's order — this time in tech.

The Russian leader has ordered his government and Russian banking giant Sberbank to work with China on artificial intelligence, according to a December 30 post on the Kremlin's website.

Putin instructed his government and Sberbank to "ensure further cooperation with the People's Republic of China in conducting technological research and development in the field of artificial intelligence," according to the Kremlin's post. It was published three weeks after Putin announced a BRICS AI Alliance Network.

Putin delegated Prime Minister Mikhail Mishustin and Sberbank CEO German Gref to lead the AI effort. A progress report is expected by April.

Russia's building parallel systems to the West

Putin's instructions came 34 months after Russia's full-scale invasion of Ukraine, which triggered sweeping Western sanctions against his regime.

The trade restrictions have hit Russia's access to financial payments technologies, prompting the country to seek substitutes in the form of parallel imports and domestic substitutes.

Russia has also been setting up alternative systems to process payments transactions and ship sanctioned oil around the world.

However, finding tech alternatives to Western products has not been easy.

A former top Russian finance official told Reuters in September 2022 that Russia would be using second-grade tech for years and spending "huge resources" to recreate what already exists. Goods heavily impacted by Western sanctions include semiconductor chips, aviation parts, and medical products.

Sberbank CEO Gref said in April 2023 that graphics cards for AI and supercomputers were the hardest to substitute.

The US has restricted sales of advanced computer chips to Russia since 2022 and further tightened restrictions on third-party chip exports to Russia last year.

Alexander Vedyakhin, the first deputy CEO of Sberbank, told Reuters last month that Russia was six to nine months behind the US and China in AI in a range of parameters.

Vedyakhin told the news agency that Russia would focus on developing large language models rather than building massive data centers.

A potential Russia-China partnership in AI could cause concerns beyond sanctions skirting.

China's foray into AI is raising concerns about censorship in the country, where expression is tightly controlled.

Chinese officials have tested Chinese large language models to ensure they embody "core socialist values," according to a Financial Times report in July.

• Sam Altman says his researchers still push back in meetings — a positive for him.
• Altman previously wrote that he is against bureaucracy and supports fostering open communication.
• Experts emphasize the importance of polite disagreement to maintain a team's trust and efficiency.

Sam Altman said that being a well-known CEO has created distance with some of his friends and colleagues — with one key exception.

"I spend most of my time with the researchers, and man, I promise you, come with me to the research meeting right after this, and you will see nothing but disrespect. Which is great," Altman said in an interview with Bloomberg Businessweek published on Sunday.

His comments echo how the startup's CEO has previously talked about his leadership style.

In a 2023 blog post, he wrote: "Fight bullshit and bureaucracy every time you see it and get other people to fight it too." He added,"do not let the org chart get in the way of people working productively together."

In a 2019 post on his blog, months before he became OpenAI's CEO, Altman wrote: "One of the best ways to build a network is to develop a reputation for really taking care of the people who work with you." He said leaders should push employees to "accomplish more than they thought they could" without burning out.

In the far-ranging Bloomberg interview, Altman also talked about government bureaucracy hindering AI development, returning after he was briefly fired by the board in 2023, and his work schedule.

He said his executive team meets for three hours on Mondays. During the week he spoke with Bloomberg, he said he also had six one-on-ones with engineers over two days, a research meeting, and several meetings to discuss "building up compute" and to brainstorm products.

He said he communicated far more internally than with people outside the company.

"I'm not a big inspirational email writer, but lots of one-on-one, small-group meetings and then a lot of stuff over Slack," Altman said.

Power of polite disagreements

Workplace experts say polite disagreement with peers — and even top bosses — is essential to keep teams running smoothly.

CEOs across tech, including Amazon founder Jeff Bezos, former Google CEO Eric Schmidt, and LinkedIn cofounder Reid Hoffman, have all highlighted the importance of fostering a culture of disagreement from the top.

In his 2016 letter to shareholders, Bezos wrote about how employees should embrace his "disagree and commit" strategy, which is a way to say: "Look, I know we disagree on this but will you gamble with me on it? Disagree and commit?"

"This isn't one way," Bezos added. "If you're the boss, you should do this too. I disagree and commit all the time."

Joseph Grenny, a corporate trainer and the coauthor of the workplace strategy book "Crucial Conversations," said staying silent can carry its own pitfalls.

In a 2016 interview with the Harvard Business Review, he suggested considering "the risks of not speaking up" — which could be the project falling apart or losing the team's trust — and weighing those against the consequences of saying something.

One way to do it is to ask your manager for permission to disagree, Grenny said, by saying something like, "I know we seem to be moving toward a first-quarter commitment here. I have reasons to think that won't work. I'd like to lay out my reasoning. Would that be OK?"

Sabina Nawaz, a CEO coach who was a senior director of human resources at Microsoft for 15 years, wrote in a 2023 LinkedIn post that avoiding disagreement is more damaging to relationships than speaking up. She recommended finding allies for meetings and asking what others think.

"When co-workers realize you let them proceed with a faulty plan, or waited until the last minute to raise objections, they're likely to lose trust in you," Nawaz wrote.

• Sam Altman was ousted as OpenAI's CEO by the company's board in November 2023.
• Altman said he was left with a "complete mess" after he was reinstated as CEO.
• Altman said his ouster was "a crazy thing to have to go through" and that he had "no time to recover."

OpenAI CEO Sam Altman said the ChatGPT maker was like a house on fire following his brief ouster from the company.

Altman told Bloomberg in an interview published Sunday that he was left with a "complete mess on my hands" after being reinstated as CEO.

On November 17, 2023, OpenAI's board said in a statement it was removing Altman because he "was not consistently candid in his communications with the board."

The board, however, didn't give further details about Altman's firing. Altman was later reinstated as CEO just five days later, after OpenAI's employees protested the board's decision.

"And it got worse every day. It was like another government investigation, another old board member leaking fake news to the press," Altman told Bloomberg.

"And all those people that I feel like really fucked me and fucked the company were gone, and now I had to clean up their mess," he added.

Altman did not specify which board member he was referring to.

Back in November, OpenAI's board consisted of six people: Altman, fellow cofounders Greg Brockman and Ilya Sutskever, Quora CEO Adam D'Angelo, AI researcher Helen Toner, and Tasha McCauley, an entrepreneur and researcher at the RAND Corporation. Sutskever, D'Angelo, Toner, and McCauley had voted for Altman's removal.

D'Angelo was the only one of the four to remain on OpenAI's board following Altman's return as CEO. Sutskever left his position as OpenAI's chief scientist in May.

"It was just a crazy thing to have to go through and then have no time to recover, because the house was on fire," Altman told Bloomberg.

When approached for comment, OpenAI told Business Insider that it had nothing further to add to Altman's interview.

OpenAI saw multiple exits in its leadership ranks following Altman's return as CEO.

Sutskever's co-lead for OpenAI's superalignment team, Jan Leike, left his post at the same time Sutskever did, and joined the company's rival, Anthropic.

Then, in August, the company's cofounder and head of its alignment science efforts, John Schulman, left OpenAI to join Anthropic too.

In September, OpenAI's CTO Mira Murati announced her departure from the company as well.

OpenAI is in talks with California's attorney general's office about becoming a for-profit entity, Bloomberg separately reported. The company was launched as a non-profit research organization in 2015.

In October, OpenAI closed a $6.6 billion funding round, valuing it at $157 billion.

• A top analyst said Ukraine's decision to create new brigades instead of bolstering existing ones isn't working.
• Many of the new units are now being divided up and sent to existing brigades that need replenishment.
• It's turning out to be "one of the more puzzling force management choices" Kyiv has made, the analyst said.

Ukraine's 2024 strategy for solving a shortage of soldiers — its biggest challenge thus far — by forming new brigades instead of reinforcing old ones is performing poorly, said a top analyst on the war.

Michael Kofman, a senior fellow for the Russia and Eurasia Program at the Carnegie Endowment for International Peace, wrote in a social media thread on Saturday that Kyiv's decision was "one of the more puzzling force management choices" it has made.

"Expanding the force with new brigades, when men are desperately needed to replace losses among experienced formations deployed on the front lines, had visible tradeoffs," Kofman wrote.

With little experience, the new units have been "generally combat ineffective," he added.

'"As was seen in 2023, new formations perform poorly in offensive and defensive roles. Requiring considerable time to gain experience, cohesion, confidence, etc.," Kofman wrote.

The result is that the strategy has at least partially disintegrated, with battalions from the new brigades eventually sent to shore up losses in units that were already fighting, Kofman wrote.

Ukrainian leadership said in May that it aimed to create 10 new brigades, each of which typically consists of several thousand men. In doing so, its leaders hoped to provide fresh units that could rotate into combat or fill gaps on the front line.

"There is simply no other effective way to counteract the overwhelming enemy," a spokesperson for Ukraine's armed forces said in November. "After all, today we have a 1,300 km-long front with active combat clashes."

Some elements of these brigades were aided by training from Western forces, such as the 155th Mechanized Brigade. About half of its recruits drilled in France.

But the 155th's debut late last year created a crisis for Ukraine as reports emerged that it suffered from high rates of desertion and was being picked apart to siphon resources to other brigades.

Local journalist Yuriy Butusov reported just before the New Year that the new brigade, often finding itself whittled down, had to juggle specialists such as drone jamming operators into infantry roles. The backlash to the news was severe, with Ukrainian figures voicing questions about the new strategy as a whole.

"Perhaps it's sheer idiocy to create new brigades and equip them with new technology while existing ones are undermanned," wrote Lt. Col. Bohdan Krotevych, who serves as chief of staff in the Azov Brigade. The 155th is supplied with dozens of French-made armored vehicles, howitzers, and personnel carriers.

Kofman wrote that the 155th's scandal was "just the most egregious case" of Ukraine's force management problems.

Divvying up new units has led to a "steady fragmentation of the defensive effort and loss of cohesion," he said.

"This patchwork groupings of forces must hold the front," he added.

Ukraine has, over the last year, faced a slow but persistent Russian assault in the eastern regions of the Donbas, where Moscow has been throwing a steady supply of men and equipment at Kyiv's outnumbered and exhausted defensive lines. Russia's gains have been incremental and its reported losses are staggering, but it is advancing nonetheless.

Another pain point has been a lack of Western military aid to go around. Ukrainian President Volodymyr Zelenskyy said in September that Kyiv had sought to arm 14 of its brigades with Western weapons, but that arms packages in 2024 couldn't even supply four of them.

It's turned to domestic production to fill some of its needs, and Zelenskyy said on New Year's Eve that 30% of the weapons Ukraine used in 2024 were created locally.

Amid the manpower and equipment shortages, Ukrainian units have also been developing new drones at breakneck speed, often cobbled together from commercial parts.

Kofman said these drones have proven to be "force multipliers," letting troops lay mines safely and harassing Russian units before they can reach the front.

"However, tech innovation, tactical adaptation, and better integration are insufficient to compensate for failure to address the fundamentals," Kofman added. "Russian gains may appear unimpressive, but UA needs to address manpower, training, and force management issues to sustain this fight."

Kofman and the Ukrainian Defense Ministry did not respond to requests for comment sent outside regular business hours by Business Insider.

The last year has increasingly turned the war into a conflict of attrition, not just in manpower but also in resources. Russia is now entering a third year of sustaining its economy in the face of the West's sweeping sanctions, relying heavily on defense manufacturing and offering large bonuses to new recruits.

Some in Ukraine hope that if it can solve its manpower issues and maintain its defensive lines, it will eventually exhaust Russia's ability to funnel money and men into the war.

• Jane Fonda, 87, says her workout routine hasn't changed much over the years.
• "I essentially do everything I used to do, just slower," Fonda told People, adding that she loves walking.
• Research has shown that walking just 4,000 steps a day can lower a person's risk of dying early.

Jane Fonda may be 87, but she's still as fit as a fiddle.

In fact, her workout routine hasn't changed much over the years, the actor told People in an interview published over the weekend.

"I essentially do everything I used to do, just slower," Fonda said. "I used to be a runner, but now I love walking. I love being outdoors in the woods, especially up and down hills."

Regardless of her schedule, Fonda ensures that she gets a bit of exercise every day.

"I work out every day, so it is important to mix up the way I move. I alternate days doing upper body and lower body work for strength. I also find some way to get cardio in. Walking outside is one of my favorite ways to do so," she said.

The actor has long been passionate about fitness. In the '80s, she released a series of home workout videos, beginning with "Jane Fonda's Workout" in 1982.

Looking back at her home workout tapes, Fonda said she had "no idea" they would become so popular.

"When I was starting out, there weren't many rigorous forms of exercise available to women," Fonda said. "I learned the basic workout from a charismatic teacher named Leni Kasden in the '70s."

After the videos were released, she would receive "amazing letters from around the world" from fans about how the workouts impacted their lives, she added.

"One was from a young woman in the Peace Corps in Guatemala who did the exercises in her mud hut," Fonda said. "Another woman said she looked in the mirror as she was brushing her teeth and noticed new muscles in her arms. She wrote that it made her feel empowered, and that day she went to work and stood up to her handsy boss for the first time."

Walking can help you live longer

For those who lead sedentary lifestyles, the best thing they can do for their health is to start somewhere, Dr. Suzanne Steinbaum, a preventative cardiologist, told Business Insider previously.

"Doing something is better than doing nothing," she said. "If walking is the beginning stages of embracing a heart healthy life, then it is the initial stages that will create habits that will be sustainable and last for a lifetime."

A study published in the European Journal of Preventive Cardiology in 2023 found that walking just 4,000 steps a day can lower a person's risk of dying early.

Research shows that walking can help reduce stress and anxiety while improving heart health. Some studies also suggest that brisk walking — at about 2.7 to 3 miles an hour — can make a bigger difference in terms of health benefits.

A representative for Fonda did not immediately respond to a request for comment sent by BI outside regular hours.