• A new Pentagon report said its troops earn more than most of their full-time civilian counterparts.
• It said that after one year of service, the top 70th percentile of enlisted earners get about $1,000 a week.
• But that figure includes far more than base pay, which Congress recently voted to raise significantly.

A Pentagon report said its troops often earn more than their civilian counterparts and would stand to lose out if they were to leave the service.

"Our military compensation package is strongly competitive with the civilian labor market," it wrote in its review for military compensation, which is released every four years.

The report comes just a month after Congress voted to raise basic pay for US troops by 4.5% across the board, citing concerns about recruitment difficulties and food insecurity among soldiers. Junior enlisted troops, who hold rank equivalents of E-1 to E-4, received an even bigger raise of 14.5%.

Many of these troops were earning less than $30,000 a year in basic pay, and the bill passed in December aimed to raise their salaries to that level.

However, the Pentagon uses a different metric that extends beyond basic pay, which it calls regular military compensation. This includes benefits such as tax advantages and housing and food allowances.

By that measure, the Defense Department's new report found that "military pay among Junior Enlisted Personnel is higher than 90th percentile of earnings for civilians with similar education and experience."

"Basic pay is a blunt and costly instrument," the report said. "And should be used only when there are system-wide problems, such as widespread retention and recruiting shortfalls, which cannot be solved more efficiently with other policy instruments."

Its findings relied largely on a benchmark that compared two things: the 70th percentile of compensation for enlisted soldiers and the 70th percentile earnings for full-time civilian workers with the same education.

The report said that for enlisted soldiers with one year of service, the top 70th percentile received about $1,000 a week in regular military compensation.

Meanwhile, the report listed the 70th percentile of civilian earners as needing 10 years of work experience to get $1,000 a week.

The Pentagon said that for enlisted soldiers with 10 years of service, the top 70th percentile of earners gets $1,500 a week.

On the other hand, the 70th percentile of officer earnings stands at $1,500 a week for those with one year of service, going up to nearly $2,500 a week for those with 10 years of service.

It compared those earnings to the 70th percentile of civilians with college degrees, whom the report said consistently earn about $200 to $300 less a week.

Overall, the report said that enlisted personnel earn more than 83 out of 100 civilian workers with the same education and experience, and officers earn more than 76 out of 100 civilian workers with the same background.

The Pentagon mostly recommended "quality-of-life" improvements instead of a pay bump. It asked the military to look more into expanding its retirement savings programs, providing better childcare access for serving parents, and asking its personnel to move less often to avoid hurting the careers of soldiers' spouses.

In its budget overview for the 2025 financial year ending September 30, the Defense Department said troop pay and benefits make up about 30% of its total budget request for $850 billion.

In the new report, the Pentagon said its current pay structure is mostly working.

"Recent retention is strong, recruiting has significantly improved, and favorable comparisons between military and civilian pay suggests that levels of basic pay are more than adequate," it said.

We want to hear your thoughts on the potential TikTok ban. Take our brief survey.

For years, TikTok creators have been trying to migrate their audiences onto other platforms — but were relatively subtle about their efforts, both due to fears that TikTok’s algorithm suppresses attempts to move users off the app and because of TikTok users’ distaste toward manipulative content.

But now, as the U.S. forges ahead with its TikTok ban that’s approaching a Jan. 19 deadline, creators have gone mask-off, growing more proactive and more explicit with their attempts to divert fans off of TikTok as a ban or sale becomes a likely reality. Even though moving followers over onto another social network isn’t easy, it shouldn’t immediately disrupt many brand deals.

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Digiday’s events are getting a refresh under the leadership of Liz Pitonyak, who joined the company as general manager of events in December.

She joined Digiday Media with 15 years of experience in event strategy and partnership, after most recently directing event initiatives at Adweek and at Forbes. She will oversee events for Digiday, Glossy, Modern Retail and WorkLife.

“I have dedicated my career to creating transformative experiences that resonate with target audiences, amplify brand stories and deliver measurable business outcomes,” Pitonyak said.

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This story originally published on sister site, WorkLife.

WPP’s announcement requiring employees to return to the office four days a week has sent shockwaves through the advertising industry, spotlighting a deepening divide between corporate-owned and independent agencies on workplace flexibility. While some leaders argue in-person collaboration fuels creativity, critics view the move as outdated and morale-crushing.

Employees have voiced frustration over the abrupt policy from the agency holding group, citing poor communication and personal challenges, with some questioning whether “creative collaboration” outweighs childcare needs or two-hour commutes. Meanwhile, independents see an opportunity to attract disillusioned talent championing flexible models that balance productivity with personal well-being.

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Entire direct-to-consumer empires have been built on the back of paid social and search advertising. But empires have to think about the long term to last.

With platforms such as Facebook and Instagram becoming more expensive and quite possibly less brand safe, Comcast hopes to tempt away DTC advertisers from those performance-focused channels and lead them toward TV and CTV inventory. Its execs hope a new ad sales platform, Universal Ads, could help convert performance marketers into long-term brand builders.

It’s a move many DTC and SME brands would welcome, according to eight media buyers working with DTC clients that spoke with Digiday. That said, it doesn’t mean a shift in DTC spend to TV is a fait accompli.

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This week’s Media Briefing features an interview with Dotdash Meredith’s chief innovation officer, Jon Roberts. We discuss what the company has learned nearly nine months into its deal with OpenAI and what he wants to develop with AI technology at the company this year.

• Q&A with Dotdash Meredith on AI agenda in 2025
• Media companies prepare for legal battles with Trump administration, Fortune retracts bogus story and more

Q&A with Dotdash Meredith on AI agenda in 2025

Dotdash Meredith has ambitious plans for the development of its AI-powered technology in 2025. 

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In advertising circles, a quiet theory has been gaining traction: The Trade Desk, it’s said, isn’t exactly enamored with curation — a targeting strategy that could redirect valuable ad spend elsewhere. This week’s acquisition of Sincera added fuel to the narrative. But The Trade Desk has dismissed the rumors outright.

As vp of inventory development Will Doherty put it plainly: “We don’t think a lot about curation.”

Instead, the deal, according to Doherty, is aimed at something far more ambitious. 

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• Sephora is embarking on the largest capital project in its history — a complete redesign of its stores.
• Sephora CEO Artemis Patrick said the redesign would change how its North American shops look.
• She said the refresh aimed to provide a consistent consumer experience across all stores.

Sephora is betting big on its brick-and-mortar strategy by giving its entire fleet of North American stores a facelift.

The LVMH-owned beauty retailer, which operates over 2,700 stores in 35 countries, will revamp the design of all its North American stores in the next five years, CEO Artemis Patrick said at the National Retail Federation's Big Show on Monday.

Patrick said it will be the "largest capital project for Sephora in its history." She added that while some stores will only see minor changes, others can expect "major redesigns."

She said the company talked to "millions of consumers" and used heat maps to understand its customers' shopping habits.

One thing the retailer is rethinking is gondolas — stand-alone islands in its stores that display products from one particular brand. She said that the gondolas are "quite expensive."

"We're not a cheap date," Patrick said. "And we don't want our brands to be spending a ton of money on building these amazing fixtures, and then it's not productive and doesn't work out."

Instead, she said that Sephora was testing out a new layout format focused on Sephora's four key product categories — makeup, skincare, fragrance, and hair care — which would make updating stores easier.

Another change shoppers can expect to see is the location of the beauty studios, which will be moved to the sides of the stores.

"We talked to our millions of consumers, and the reality is, they didn't want their makeup being done in the window," she said. "Not shocking."

Patrick said that Sephora is also rethinking the section near the checkout counters where the mini sizes of products are placed.

She said that with Sephora's staff billing a fourth of customers via mobile devices around the stores, the minis section could be broken up and moved to the front of the stores instead of near the checkout counters.

She added that the redesign, as a whole, aimed to give Sephora customers in different regions a consistent experience.

"One of the things that was really, really important to us was ensuring that no matter what, where you are, whether you are in our Soho store, you're in Boise, Idaho, or you're in Vancouver Island, that experience is the same no matter where you go," she said.

She added, "Because we do believe we have that consistency with our beauty advisors, but maybe not necessarily in all our retail stores."

Sephora contributed heavily to LVMH's "selective retailing" division. In the first half of 2024, ending June 30, the division raked in $8.6 billion in revenues and saw a 7% increase in profits from recurring operations compared to the year before.

Its biggest competitors in the US include the cosmetics store chain Ulta Beauty and department store chains Nordstrom and Macy's. Macy's recently announced that it plans to shutter 150 stores by the end of 2026.

Representatives of Sephora declined to comment in response to a request from Business Insider.