• "Mission: Impossible - The Final Reckoning" sees Tom Cruise's hero fight an evil AI known as the Entity.
• The story is packed with intense action sequences and leaves the door open for more installments.
• Is this really Tom Cruise's last movie in the "M:I" franchise?

Warning: Major spoilers ahead for "Mission: Impossible - The Final Reckoning."

"Mission: Impossible - The Final Reckoning" leaves the door open for future movies despite being a worthy sendoff for Tom Cruise's Ethan Hunt.

The sequel follows the agent as he races to save the world from the Entity, an evil AI that has taken control of every nuclear missile on the planet. He also has to fend off Gabriel (Esai Morales), an assassin from his past who wants to control the Entity for himself.

Ethan focuses on trying to disable the AI, and he's forced to retrieve its source code from the Sevastapol, the Russian submarine that sank at the start of 2023's "Mission: Impossible - Dead Reckoning."

Here's how it all plays out. Cue the theme music.

Ethan Hunt saves the world with seconds to spare in "Mission: Impossible - The Final Reckoning."

For audiences who are claustrophobic, a certain scene in "The Final Reckoning" will be a nightmare. Ethan's team discovers that the Sevastopol submarine wreck, which holds the Entity's source code, is at the bottom of the North Pacific, and transmits the location to Ethan, who is in a submarine with Captain Bledsoe (Tramell Tillman).

Ethan dives down to the wreck and eventually retrieves the source code after a painstakingly long sequence in which he has to navigate falling missiles and debris while the sub slowly floods.

The most intense moment sees him escape through a tiny missile tube and float to the surface. He actually drowns in his ascent, but luckily, Grace (Hayley Atwell) is waiting with the inflatable hyperbaric chamber that stops him from dying from decompression sickness.

After that, the gang heads to a secure digital bunker in South Africa, where the Entity is planning to wait out the impending nuclear apocalypse by combining its source code with a piece of tech called the "Poison Pill." This would isolate the AI into a single hard drive and avert the end of the world.

But before they can do so, Gabriel shows up to try to take the Entity for himself. He reveals a smaller nuclear bomb will go off if Ethan doesn't give him the Poison Pill. Predictably, the deal goes south, and Ethan chases Gabriel — even when the villain takes to the sky in a biplane.

Ethan climbs aboard a second plane piloted by Gabriel's henchman, and a jaw-dropping feat of aerial stuntwork ensues, as Ethan moves between the two planes in midair to retrieve the hard drive.

The film cranks up the tension during the climax because while the aerial chase is happening, Benji (Simon Pegg) gets shot and has to talk Grace through rebooting the digital bunker while their enemy-turned-ally Paris (Pom Klementieff) performs an emergency tracheotomy on him.

In true "Mission: Impossible" style, Ethan retrieves the Poison Pill at the last moment as Gabriel falls out of the plane and dies. To make matters worse, the plane catches fire, and Ethan has to leap out of the vehicle and put the source code into the Poison Pill while falling through the air, because nothing is ever easy in this franchise.

Obviously, he manages to pull it off, and Grace uses her quick reflexes to yank a glorified USB stick out of the console in the bunker to permanently trap the Entity. In the film's final moments, the IMF team meets up again in London as Grace gives Ethan the stick containing the Entity for safekeeping. They all share an emotional look at one another before going their separate ways.

That shot doesn't definitively end the franchise, and leaves the door open for the cast to return (should they choose to accept) for another mission.

But that's a little weird, since the film was billed to be an ending to the franchise. Here are the lingering questions we have about "The Final Reckoning" ending.

Was Ethan Hunt supposed to die at the end of "Mission: Impossible - The Final Reckoning?"

Our most pressing question is whether Ethan was originally supposed to die at the end of the film. During the climax on the burning biplane, Gabriel makes a point of telling the hero that he's wearing the only parachute before he falls out and is killed by the plane's fin.

The film perfectly sets up that Ethan might have to sacrifice himself in order to save the world. But no, there's a second parachute tucked away inside the plane that Ethan conveniently finds.

Considering "The Final Reckoning" has been billed as Cruise's swan song and the end of the franchise, it would have made sense for the hero to go out in a blaze of glory. But no, Hunt just puts the two together while falling through the sky and then lands on the ground as if it's just a normal day.

It's a shame, because killing him off would've given the story and its ending more weight.

Why was Luther Stickell hooked up to medical equipment in "The Final Reckoning"?

Tech genius Luther Stickell (Ving Rhames) has helped Ethan as part of his team in every "Mission: Impossible" movie. During "The Final Reckoning," Ethan finds Luther in a base underneath King's Cross train station in London, where he develops the Poison Pill.

But during those scenes, it's heavily suggested that Luther may be dying of some kind of disease. He's hooked up to medical equipment, there's a hospital bed, and an IV drip — yet the film strangely never addresses this at all.

Instead, Stickell dies while defusing a bomb left by Gabriel.

Why does "The Final Reckoning" completely ignore Ilsa Faust's death in the previous film?

One of the most devastating moments in "Dead Reckoning" is when Gabriel murders Ilsa Faust (Rebecca Ferguson) in Venice. Isla was a mysterious MI6 agent with whom Ethan had a "will-they-won't-they" relationship.

Many fans assumed her death was a fakeout as part of a plan to trick the Entity, but Isla does not return in the final installment.

Even without bringing Ferguson's character back, it feels like a bizarre choice that the film does not even mention that Gabriel murdered someone Ethan was close with.

Did "The Final Reckoning" need to be that long?

One of the most obvious questions is: Why did "The Final Reckoning" need to be two hours and 50 minutes long?

The first hour of the sequel is crammed with exposition about where the team is after the previous film, how the Entity has taken hold of the world's nuclear weapons, and why the authorities think Ethan might be working for the opposing side (he isn't).

It could have focused instead on setting up the concept of the Poison Pill and isolating the Entity in the South African bunker. It's understandable though; the early scenes put a variety of different locations from around the world on display and give "The Final Reckoning" the feel of a globe-trotting adventure. If only traveling all that way had led to a more a definitive ending.

• My in-laws asked to stay with us for over a month during a recent vacation.
• They've helped us out financially in the past, so I felt like I couldn't say no.
• I learned that communication and boundaries are crucial for successfully sharing a small space.

When my in-laws needed a place to stay for 38 days during their yearly trip to America from the Netherlands, it felt like we were backed into a corner. They'd been our financial safety net multiple times over the past year, covering our rent and some bills.

We weren't reckless with our finances, but I only made $12.25 an hour, and my husband hadn't been able to work for years due to limitations on his visa that had only recently been lifted. That's why, when they shared the good news they'd save over $1000 if they crashed our one-bedroom, one-bathroom apartment for over a month, it felt impossible to turn them down.

Their visit got off to a rocky start

They landed on March 25. Their air mattress was sandwiched between our couch and TV, and we added two folding chairs to the dining table. I was embarrassed that I couldn't offer more.

"It's just like camping!" my mother-in-law remarked, recalling their RV trip in Germany. I wanted to say, "But this isn't a camping ground in Germany; it's our apartment!" but I didn't.

Every morning thereafter began with my mother-in-law's chipper, "Good morning!" as we shared coffee. After that, my husband got ready for his part-time job, and my in-laws made plans to grocery shop or spend the entire day watching reality TV or YouTube. Sometimes, they'd even just tag along and watch me and my husband as we went about our day, because they wanted to maximize our time together.

Sharing space started to affect my work and sleep

I work from home as a freelance writer and typically work from the living room to avoid working in the same room where I sleep. As we entered week two of their vacation, I had to start working from my armchair in the bedroom, as they were staying in the living room, and we all needed our space. My sleep started to suffer; the bedroom became associated with frustration instead of peace.

It also felt exhausting to wake up and immediately have to infuse myself with energy to talk with the family, then try to get into a mindset to work.

I had my breakthrough the day I decided to work out of the apartment's complimentary business center. While I was there, I was extremely productive, and my mind was clear. I thought of my office nook in the living room, overloaded with clutter, dishes, and laundry, and knew something had to change.

Being clearer about boundaries was helpful for everyone

I realized I had to get over my fear of being a rude hostess or ungrateful daughter-in-law. Articulating my needs and boundaries didn't mean I was spurning their love or generosity. In fact, it was more cruel to be passive because it left us all confused.

I learned it's OK to say, "I will have coffee with you this morning — but then, I have to work." By being clearer about what I needed to get my work done instead of just hinting at what I wanted, I ended up more productive and happier. When I worked, I really worked. When I had time to hang out with the family, I was able to be fully present. Gone were the moments where I would be with them but not really with them, silently growing anxious that I was neither truly working nor really relaxing.

In the third week, I also started to ask for help with laundry and dishes. This request became key to our peace, as my in-laws helped with gusto. As soon as I'd set a dish down, they'd wash, dry, and put it away. They delighted in doing the laundry, too. Turns out, they were looking for a way to contribute but didn't know how. So much of the housework got done, I even had time to date my husband and organize family brunches with my parents.

I realized my feelings about money were all in my head

I had told myself I couldn't say no when they asked about staying with us because they had helped us with rent and groceries. I had felt powerless in our dynamic and hadn't allowed myself the grace of remembering our financial situation.

I thought that if my in-laws were going to help us financially, they probably felt entitled to the space. However, they hadn't felt that way at all. They had helped us in earnest; they'd received help themselves when they were just married. The shame was all mine.

By articulating my needs and expectations, their 38-day visit became a memorable and collaborative one. We respected each other's space — even if that space was a one-bedroom, one-bathroom apartment.

• This post originally appeared in the BI Today newsletter.
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Welcome back to our Saturday edition! Are you headed to the movie theater this weekend to see Tom Cruise's next big flick, "Mission: Impossible — The Final Reckoning"? Find out why he's had such staying power. Hint: It rhymes with punts.

On the agenda:

• Living in the forest for four years shaved a decade off a researcher's biological age.
• Rich Americans are booking fancy vacations. Everyone else is cutting back.
• Morgan Wallen is the man of the moment because of his controversies, not in spite of them.
• A week on Mexico's "Happy Coast," the hidden getaway of the wealthy.

But first: It's cookout time.

If this was forwarded to you, sign up here. Download Business Insider's app here.

This week's dispatch

It's time to sizzle and serve

Summer, is that you? :squints:

With Memorial Day on Monday serving as the unofficial kick-off for summer, it's my favorite time of the year — grilling season. Get out the burgers. Get out the hot dogs. And if you'd rather not eat meat, get out the vegetables.

Luckily for you, BI's Lifestyle team has been speaking with various chefs for tips on how to ensure people will be coming back to your grill asking for more.

Chef Alissa Fitzgerald tells BI that a good burger starts with the kind of beef you buy. Try to aim for beef with "80% meat and 20% fat," allow them to thaw completely, and don't season them too early.

"Right before placing it on the grill, take a large pinch of kosher salt and gently cover the outside of the patty with a thin layer," she suggests. "Add the burger salt-side down on the grill and sprinkle some on the other side."

If you're putting other types of meat on the grill, however, like steaks, you'll want to season them "a few hours before you plan on cooking it and let it sit in the fridge," Chef Marcus Jacobs tells BI.

Meanwhile, when grilling chicken, Jacobs suggests creating a "blend of salt, white and black pepper, paprika, coriander, and several different types of chilies."

No matter how you season or what you're throwing on the grill, check out the chefs' other tips to make sure you're not the talk of the neighborhood for the wrong reason.

Touching grass

When David Furman discovered his body was prematurely aging because of stress, he and his family moved to a one-room cabin in the woods to reset. Furman changed what they ate and how he exercised, and scaled back use of electronics.

To his delight, the experiment worked: It dramatically improved his longevity and energy. He continues to reap the benefits now, even after leaving the forest.

Plus, his family loved the lifestyle.

Travel is for the rich now

Almost half of summer travelers this year make over $100,000, according to a Deloitte survey. The wealth gap is growing, and middle-income vacationers are either staying home or opting for more budget-friendly trips.

Even as demand wavers, luxury travel is booming. New accommodations are under construction, and "luxury" short-term rentals are increasing in price faster than other listings.

But the stark divide may not last forever.

Morgan Wallen's country

There's nothing sonically special about Morgan Wallen's music, and he has a habit of attracting controversy. Still, in the wake of scandals involving slurs and disorderly conduct, Wallen is more popular than ever.

That's because Wallen's messiness is a key part of his brand, writes BI's Callie Ahlgrim. Fans see his scandals as proof of his authenticity, and he embodies an idea of freedom.

Why it pays to be the problem.

A Happy Coast hideaway

A 155-mile stretch of Mexico's Pacific coast is a quiet vacation hot spot for the ultrawealthy. Costalegre, Spanish for "Happy Coast," is practically impossible to reach — for those without a private jet, at least.

BI's Monica Humphries spent a week resort-hopping in Costalegre. Each had a different appeal, from the neighborhood feel and star-studded history at Careyes to the ATVs and private beaches at Las Alamandas.

Meet luxury and nature.

What we're watching this weekend

• "Sirens": Julianne Moore, "The White Lotus" actor Meghann Fahy, and "House of the Dragon" standout Milly Alcock all star in Netflix's new dark comedy set in a beachside town.
• "The Last of Us": Season two of HBO's TV show adaptation of the popular video game series ends this weekend.
• "Nine Perfect Strangers": Nicole Kidman returns as a wellness guru in season two of the Hulu series, this time set in the Austrian Alps.

See the full list

Deals we love

• Memorial Day savings: Mattresses are almost always on sale, but our deal experts know that Memorial Day is when we see the steepest discounts. Here are the best mattress deals for the holiday weekend.
• Business (Insider) casual: Our men's style editors are here to help you look sharp at the office without feeling stiff. Check out our brand-new guide to the best men's business casual clothes for work.
• Le Creuset vs. Staub: Our kitchen experts hate to break it to you, but there's a reason the more expensive option is better. Here's why we recommend Le Creuset.

More of this week's top reads:

• I stayed at a luxurious resort in Barbados with my young daughter. From the private pool to the stunning beach, our stay was nearly perfect.
• Keke Palmer said she didn't feel adequately paid in Hollywood until Jordan Peele's 'Nope' — two decades into her career.
• Four sandal trends that are in this summer and four that are out, according to stylists and designers.
• The patent behind a $182 cult-favorite skincare product recently expired. So where are all the dupes?
• I visited the most expensive city in Utah and spotted five signs of over-the-top wealth and luxury.
• Beyoncé and Sabrina Carpenter's choreographer shares how she gets her clients so fit they can sing and dance — in just 12 weeks.
• Five style mistakes a menswear designer wishes you would stop making.
• A 56-year-old personal trainer on how to build muscle after 40 — with rucking, body weight exercises, and short workouts.
• I visited Universal's new theme park, Epic Universe. I see why some people wouldn't like it, but I'd happily go back.

The BI Today team: Dan DeFrancesco, deputy editor and anchor, in New York City. Grace Lett, editor, in New York. Lisa Ryan, executive editor, in New York. Amanda Yen, associate editor, in New York. Elizabeth Casolo, fellow, in Chicago.

• Americans are getting requests for tips in more and more places, a Morning Consult survey found.
• Some customers are fighting back by avoiding businesses that request tips— or tipping less.
• Many consumers are still willing to tip for good service, the survey found.

Customers say they feel like they are being asked to leave a tip at more places, and some are fighting back.

About 33% of people surveyed by Morning Consult said that they're expected to tip more, either more often or a greater amount, than they were five years ago.

They're not imagining it. From self-checkout kiosks to paying for service on your car at a mechanic's shop, customers are seeing businesses ask for tips in situations where gratuity wasn't previously expected.

Consumers are feeling pressure to tip more from that phenomenon, which a report on the survey from Morning Consult calls "tip creep."

"The biggest change is that the prompt to tip is showing up in places that we didn't expect it," Lindsey Roeschke, a travel and hospitality analyst for Morning Consult, told Business Insider.

Morning Consult surveyed 2,200 adults online in the US between March 14 and 16.

Some customers told Morning Consult that they're fighting back.

More than 25% of respondents said that they use services that require tips less frequently than they previously did. Almost as big a share — 23% — said that they focus on visiting businesses that don't pressure them to tip more than they have historically.

And 16% had another response: Their individual tips are smaller because of all the requests they are getting.

"Perhaps due to the perceived pressure related to growing gratuity expectations, a majority of U.S. adults say they've changed their behaviors in some way to account for tip creep," Morning Consult's report states.

Expectations around tips could change again if an idea that President Donald Trump floated in his last campaign becomes reality.

On Tuesday, the US Senate passed the No Tax on Tips Act, which would create a federal income tax deduction of up to $25,000 a year for workers who receive cash tips. Another version of the proposal is part of Trump's larger budget and immigration bill. The Act would need to pass both houses of Congress and get a sign-off from Trump to become law.

If enacted, a tax-free status for tips could create an incentive for more employers and workers to prompt customers for gratuities, one tax expert told CNBC.

Despite feeling pressure, Americans are still willing to tip in the right moments.

In several situations, from getting a haircut to picking up your car from a valet, more Morning Consult survey respondents said that it was "necessary or expected" to tip than said they felt pressured to tip.

Being brought or served food was a major point of agreement: Sixty-nine percent of respondents said it was necessary to tip when dining out at a local restaurant, while 64% said it was the norm when getting food and drinks delivered to their home.

Pizza chain Domino's has also seen a lift in tips at many of the new locations that the chain has opened in recent quarters, CEO Russell Weiner said on the company's earnings call last month.

Many of the new stores are splitting the service area with existing locations, cutting the time that it takes to get pizzas to customers, he said.

"You get hot, predictable deliveries," which, in turn, make customers more likely to order again and leave a bigger tip, Weiner said.

Morning Consult's survey also showed that many people support paying service workers a fair wage. Forty-four percent of respondents said that service workers should not have to rely on tips for their income.

When asked about whether they would support additional mandatory costs that could support workers, such as businesses adding a fixed service charge between 15% and 20% to their bill, most consumers said that they were opposed.

Instead, a majority — 53% — said that tipping should be optional and depend on the service they receive. At the same time, "they also think that service workers need to be paid a fair living wage," Roeschke told BI.

"It just reflects this overall tension" around tipping, she said.

• Women renting their clothing on the app Pickle told BI they can make thousands of dollars each month.
• The lenders use the money for everything from paying bills to reinvesting in their own businesses.
• Keeping up a closet is an "enterprise" for some, who track viral pieces and buy clothes just to rent.

Lane Creatore realized she was sitting on an untapped gold mine: her closet.

Her closet was full of viral pieces, many of them hardly worn and taking up space in her tiny New York City apartment. Instead of letting those clothes collect dust, Creatore turned to renting them out online.

The 31-year-old fashion blogger is one of the thousands of women who rent their clothes on the app Pickle to the city's fashionably desperate — maybe they need a dress for a wedding, or are just itching to wear an item but don't want to pay the full price. In good months, Creatore can make five figures.

"Pickle is honestly the ultimate girl math," Creatore told Business Insider. "Instead of thinking in terms of wears, I think, 'I'm going to make this investment in terms of rentals.'"

Pickle was founded by former Blackstone employees Brian McMahon and Julia O'Mara. After launching its app in 2022, Pickle tapped New York City influencers for growth. In 2023, it opened its first brick-and-mortar store in New York and has since expanded to markets like Los Angeles and Miami. The startup has also raised $20 million to date.

Pickle's top 10 "lenders" earned an average of $3,200 a month in 2024, according to the company, which takes a 20% cut of transactions in the app (and 35% of transactions from their in-person shop).

BI spoke with five women about how much money they've made renting out their clothes on Pickle, how they've built bustling side-hustles, and their strategies for getting the most out of their unworn clothes.

Some are earning thousands

Creatore started renting on Pickle in July and listed only a few items. Less than a year later, she made $12,797 in April alone. She now typically earns between $7,000 and $12,000 each busy month.

BI verified Creatore's and the four other Pickle lenders' earnings with documentation.

Isabella De Murguia, 26 and based in New York City, works in consulting and devotes around four hours a week to her Pickle side-hustle, not including laundry. She opened her closet in 2023 after seeing ads for the app on TikTok, and now makes between $3,000 and $4,000 a month during peak rental seasons.

Jess Work, 26, works full-time in fashion while balancing a part-time job as a content creator. On average, she earns between $3,000 and $4,000 from her rentals. Some months, like around the holidays, she can make about $6,000 from the app, Work told BI.

Work has a total of 229 listings on Pickle, which range from $15 to $215 — the most expensive item being a limited edition silver dress from an H&M collaboration. Work said the dress has been rented a handful of times since she listed it six months ago, dubbing it the "sisterhood of the sparkly dress."

Even those who aren't hitting four and five figures can earn a sizable chunk of change. Andrea Duffield, a 31-year-old entrepreneur in Miami, makes between $600 and $800 each month, which is helpful "especially in this economy."

In Los Angeles, photographer and bartender Kana Kozlowski, 26, has been renting for around a year. She earns between $200 and $500 most months, but saw a bump during Coachella. Across the platform, Pickle has had spikes in rentals around holidays like Halloween, or seasonal categories like skiing gear.

Pickle also helps its lenders price their rentals, which are typically listed at 10% to 20% of the original retail price, McMahon said.

Rentals are paying the bills

For some, Pickle earnings go toward everyday expenses and bills. De Murguia said the app helps her hit savings goals and afford social outings.

"It's really tough to get joy from being a full-time creative when you're worried about money," Creatore said. "This has really given me that peace of mind again to fall back in love with blogging and photography."

Duffield recently founded her own company and said everything she makes from Pickle goes back into the business.

Keeping up a Pickle closet takes work

Unlike most New Yorkers, De Murguia has a lot of storage space — four closets go to herself and her Pickle inventory, and one goes to her boyfriend.

Pickle has changed the way lenders shop. Four of the women BI spoke said they now buy items with the intent of renting them out.

"I can buy something maybe that I wouldn't have bought previously," Work said. "I know that I'll be able to hopefully make more or at least cover the cost of the item."

Creatore said she has a spreadsheet to map out purchase, rental, and maintenance costs, and De Murguia returns anything that doesn't rent within a week.

Keeping inventory flowing also comes at a cost. Work estimated that she spends between $1,000 and $2,000 each month on new items.

Certain items are pretty much guaranteed to do well, the lenders told BI: pieces that are sold out, were seen on a celebrity, or come from certain brands, like Rat & Boa and Frankies Bikinis. Part of being successful is about knowing what's likely to go viral, they said.

"If something starts to get really popular in a particular market or on social media, it's typically on Pickle right away," McMahon said.

As De Murguia put it, the potential success for those with closet savvy is huge: "You could probably call it an enterprise."

About 10 years ago, David Furman realized something had to change.

As a postdoc at Stanford University in 2016, he studied how inflammation and aging are tightly wound together. His life was "pretty stressful," he said, and he feared his body might be aging in hyperdrive.

He could feel it, too. Furman had migraines several times a week and often took ibuprofen to dampen the pain. Mostly, he said, he felt run-down.

One day, he decided to test his hypothesis using a novel blood test he was developing. The lab test, which has since been peer-reviewed, measured inflammatory markers linked to immune dysfunction in his blood and compared it to hundreds of other samples from roughly 1,000 people young and old. The results showed that his 39-year-old body had the "inflammatory age" of a 42-year-old.

"I freaked out," he told Business Insider.

Furman knew, professionally, that these results could be a harbinger of premature aging, chronic disease, and decline — what researchers call "inflammaging." He had an inkling that by changing certain aspects of his lifestyle, ridding it of many of the modern conveniences that our ancestors never had, he might be able to turn the trend around.

"Any species that you put in a new environment will develop inflammation as a response to something foreign; we do not escape that reality," he said.

So he decided to overhaul his life. He and his wife and two young children moved to a two-bedroom cabin in the woods, nestled near a creek in the San Gregorio area of Northern California, about a half-hour drive from Stanford. The move meant they'd be giving up lots of everyday items and modern conveniences.

Our world modernized quickly, and it's constantly assaulting our biology, Furman said. "We haven't evolved looking at a screen and having an electrical light and sitting in a chair."

In their little cabin, there were no chairs, no plastics, and no industrial cleaning products — conveniences that researchers suspect could contribute to muscle degradation, immune dysfunction, and hormonal imbalances.

After his forest-living experiment, Furman said he felt dramatically better, and his blood test suggested that three years of cabin life significantly lowered stress and inflammation in his body — as he'd hoped.

The experiment triggered a cascade of other changes, too, he said. It had long-lasting effects on his daily routine and the products he uses nearly a decade later, even as he's living back in the city.

Life in the forest: pull-ups, fishing, foraging, and bonfires

Furman remembers waking up in the tiny cabin in San Gregorio, where he and his wife slept in a small lofted room above the living room and kitchen. He'd rise, hang from the cabin's rafters, and complete his workout of 10 to 15 pull-ups for the day.

Then, it was off to work at Stanford. On his days off, he played in the dirt with his kids, fished for salmon in the creek, and foraged for berries. His family also kept a garden.

He usually packed lunch, which might include a salmon lettuce wrap with a side of blueberries. It was a veritable nutrient buffet: plenty of magnesium in the lettuce, omega-3s in the salmon, and antioxidants in the berries, all foods consistently linked to better brain health.

He still went grocery shopping sometimes, and if he went out to lunch or dinner with colleagues, he ate whatever was offered.

"I prefer to blend in and not be stressed because I'm the weirdo," he said. "I think that causes more inflammation than the effect of what you're eating that may not fully align with your principles."

Still, he made little changes here and there.

When he did make the occasional trip to the grocery store to pick up items like artichokes or broccoli, he'd park his car at the farthest parking spot he could find to force himself to walk further with the heavy grocery bags.

"All species tend to do the minimum effort for the maximum gain as a way of conserving energy," Furman said. "And I said, 'No, we have to do the opposite! We have to do the maximum effort.'"

He said those small changes weren't time-consuming but made a big impact on his fitness.

"I was looking so good and I was so energetic. I had my six-pack," he said.

Instead of taking supplements, he said he relied on fresh, organic foods like raspberries and broccoli to "feed the microbiome," that diverse constellation of bacteria in the gut thought to have wide-ranging effects across the body.

After 7:30 p.m., he'd turn off all electronics — no more computer or bright overhead lights. He would light candles and start winding down for the night, preparing his body for bed with some gentle stretching.

Forest life lowered his 'age' by 10 years, Furman said

After three years in the woods, Furman did another test. The results were stunning, he said.

His inflammatory age was down to 32 — a reduction of a full decade from his first test, and a full 10 years below his actual age at the time.

This was remarkable to him. In his clinical trials, Furman typically saw people's inflammation age results fluctuate by three to five years after taking supplements or making lifestyle changes. Furman said he felt a sense of accomplishment and agency, and his results suggested he might be changing the way he was aging for the better.

"Also, I was feeling great, very energetic, and no more headaches," he said.

Why would Furman experience such a dramatic change in his biological age score? It's hard to pinpoint.

Without headaches, he wasn't taking ibuprofen, which can have a negative impact on a person's microbiome over time.

He suspects that being in the forest also had a positive effect on his body.

He was exposed to more microbes and fewer plastic chemicals. That might've changed his gut and his mood. Seeing green and sitting around a bonfire could've helped, too — studies suggest that being in touch with nature can curb inflammation.

The forest life was also great for Furman's career. "I was sharp, better than ever," he said. "Just a lot of productivity." He published three papers in a year, tripling his typical output.

What the simple life taught Furman about genetics and environment

In his lab, Furman studies "the exposome."

That's the scientific term for each person's unique combination of genes, environment, diet, metabolism, mood, social life, stressors — everything that influences how you feel and how your body functions.

Research indicates that genetics accounts for only about 10% to 20% of a person's health outcomes. What we eat, the air we breathe, the dirt and chemicals we're exposed to, and the stress we experience day after day also influence our overall health.

This picture — the whole picture — is what Furman wanted to clean up when he headed to the forest. What would happen when he swapped late nights at the office for evening bonfires?

Furman was so fired up by what he learned in the forest, he's eager to share the lessons widely. He wants to write a book with 10 principles for combating "inflammaging" — the inflammatory processes that can creep up on us as we age.

He's also trying to develop a tool that anyone can use to help assess how well their body is aging, for free. There are a lot of tests out there promising to help you calculate your biological age, and many different ways to measure it (some more dubious than others). Furman is interested in using photos of a person's face as an accessible way to gauge their rate of aging, a technique that medical researchers at Mass General Brigham are also trying out for informing cancer treatment.

Blending the forest and the city

Furman doesn't suggest that he's cracked the code to the perfect life. After three years in the forest, it was time to move on. He got a new job in Qatar and then a position in Argentina, where he enjoyed pastries, pizza, and ice cream again.

In fact, by the time he turned 45 in 2021, his inflammation test put his biological age at 54. The headaches were back, and he'd gained weight.

It was time to head home to California, which he considers his "place on Earth." He's back at Stanford, directing the "1,000 immunomes project," a long-term study of immune aging. He also directs the AI platform at the Buck Institute for Research on Aging nearby.

There's no cabin. Furman lives in a quiet neighborhood of San Francisco near the beach and the Golden Gate Bridge, but he tries to incorporate what he learned in the forest into his everyday life.

He still doesn't use plastic, and his mattress is wool. He opts for natural fibers for his clothes and organic food from the farmers market. He uses a wood-burning stove to heat his house, and surfs every week to keep his stress in check.

Keeping electronics off at night is not easy for him or his family. His daughter, who was 3 years old when they went to the forest, is 13 now and texts with friends after dark. Furman, who runs several companies and research projects, including a startup studying how astronauts age in space and a now-commercialized "iAge" inflammation test for clinicians, can't always promise to put his device away in the evening, either.

"I found my way to adjust to this reality and yet continue to have a healthy life and continue to respect those learnings from evolution and from my times in San Gregorio," he said.

Now, at 49, he said his iAge is 43, and he's happy with that result.

"It's not perfect, and nothing will be perfect," he said. "We are in a world that's largely polluted, but within this reality, I think I've managed to do my best to keep inflammation at bay."

• TJ Maxx parent company TJX operates on a different playbook from most retailers.
• In particular, the CEO says it wants to give shoppers a "wow" factor from finding incredible value.
• It's part of a larger strategy that could help the company do well — even in chaotic times.

It's an experience that almost anyone shopping at TJ Maxx, Marshalls, Sierra, or Home Goods eventually has: you're browsing items, see a price tag, and think, "that can't be right."

Before you know it, you're a full-blown Maxxinista.

As it happens, TJX CEO Ernie Herrman said the company wants you to feel a little suspicious when you encounter a sharp deal.

"We want a customer to actually say, 'That almost feels too cheap,'" he said in a quarterly earnings call Wednesday. "One out of every 10 hangers I want a customer saying, 'Boy, that that almost feels too inexpensive,' strangely enough."

The playbook has been working for the company, which reported strong sales and traffic gains at its family of brands despite a broader slowdown in apparel and housewares categories in recent years.

Apart from a bad-weather month in February, monthly visits to TJ Maxx and Marshalls were up roughly 6% to 8% in January, March, and April of this year versus last year, according to foot traffic data from Placer.ai. Visits to traditional apparel stores have been basically flat or down for the period.

Placer.ai also found that not only do shoppers visit more often, they spend more time in the stores as they hunt for those surprising deals.

"A significant part of this success may stem from the segment's inherent 'treasure-hunt' experience — off-price shopping cultivates a browsing mentality, encouraging visitors to linger and explore the constantly changing inventory," Placer.ai's Bracha Arnold wrote.

This year so far, Placer.ai found TJ Maxx shoppers spent an average of 40.3 minutes in the store, while shoppers at traditional apparel chains averaged 33.3 minutes — a difference of about 20% more time spent trying to find that suspiciously good deal.

Of course, there's a lot more to the equation than simply offering low prices.

"Value isn't just a function of competitive prices," Global Data retail analyst Neil Saunders said in a note. "It also comes from buying well and meeting customer needs. In our view, TJX merchants are excellent at doing at that and they are one of the key assets that will propel the company forward."

On the earnings call, Herrman said TJX has a team of over 1,300 buyers who have relationships with more than 21,000 vendors across more than 100 countries around the world.

And while the company is not immune from tariff impacts (Herrman said TJX directly imports about 10% of its goods), much of its sourcing is downstream from other brands and retailers that will likely bear a fair amount of the costs, rather than TJX itself.

Global trade chaos now represents a key opportunity for TJX to load up on interesting merchandise, since unexpected inventory surpluses are where off-price retail shines.

Jefferies retail analyst Corey Tarlowe found that retail inventories are on the rise for the first time in two years, reversing a trend of leaner, more disciplined inventory strategies in the post-COVID era.

"Given these trends, the availability for TJX should remain robust. TJX management noted inventory availability in the marketplace is better than usual," Tarlowe wrote.

On the earnings call, Herrman said his buyers aren't tasked with a complex set of price sheets or profit margin targets. Their primary task is finding exciting products they can offer at a compelling discount to the full-price store around the corner.

"Our only contract to the customer is that we will have great value on the goods that we put out there, and it'll be below the out-the-door price of traditional retailers," he said.

• Google DeepMind CEO Demis Hassabis urged teens to lean into learning about AI.
• Hassabis said learning AI tools and maintaining STEM skills can help them in future jobs.
• He predicts that AI advancements will disrupt some jobs and create "more valuable" ones.

Teens should consider learning AI tools now or risk falling behind, Google DeepMind CEO Demis Hassabis says.

Just as millennials had the internet and personal computers and Gen Z had smartphones and tablets, generative AI is the transformative technology of Gen Alpha's time — and they should embrace it, the AI leader said on a recent episode of "Hard Fork," a podcast about the future of technology.

"Over the next 5 to 10 years, I think we're going to find what normally happens with big new technology shifts, which is that some jobs get disrupted," he told co-hosts Kevin Roose and Casey Newton.

However, he said, "new, more valuable, usually more interesting jobs get created" in the wake of that kind of disruption.

The generative AI arms race began in earnest with the release of OpenAI's ChatGPT in 2022. The technology has advanced rapidly ever since, sparking both excitement and concern for how it will revolutionize the workplace and the world at large.

Google DeepMind is the research lab behind Google's AI projects, including Gemini, the company's chatbot. Hassabis is leading Google's charge toward the AI race's ultimate prize — artificial general intelligence.

There is little agreement on a definition for AGI, but generally, it is considered an AI model that can reason in the same way a human does. Hassabis said Tuesday during a live interview at the Google I/O developer conference that DeepMind is less than 10 years away from creating its own.

"Whatever happens with these AI tools, you'll be better off understanding how they work, and how they function, and what you can do with them," Hassabis said, referring to young people.

He advised those headed to college to "immerse yourself now" and strive to "become a sort of ninja using the latest tools." Hassabis said they should spend time "learning to learn" — the same advice he gave to students at the University of Cambridge.

Other AI leaders have also encouraged teenagers anxious about AI to learn about it. Microsoft AI CEO Mustafa Suleyman told young people to play with the new technology and learn its weaknesses. In higher education, Rice University announced Tuesday that it will join a growing number of colleges offering AI degrees.

That doesn't mean they should abandon the building blocks that make for a good STEM student, Hassabis said. He still recommends getting good at coding and building up fundamental skills for success.

"Creativity skills, adaptability, resilience. I think all of these, sort of meta skills, are what will be important for the next generation," he said on the podcast.

• Blythe Graham-Jones left a career in advertising to renovate and sell homes in the Hamptons full-time.
• Her first project was a home she purchased for $635,000 that Zillow now values at $1.8 million.
• She partners with brands, promoting their products to her Instagram followers, to help defray renovation costs.

This is an as-told-to essay based on a conversation with Blythe Graham-Jones, 39, a former advertising executive who now flips and rents out homes in the Hamptons, documenting her projects for 10,200 Instagram followers @Via_Norfolk. Graham-Jones makes money from renovating Hamptons homes, renting them out on Airbnb, consulting on design projects, and various social media revenue streams, including brand partnerships. The conversation has been edited for length and clarity.

I used to work in advertising. I worked with some of the most amazing creative minds, but didn't really consider myself a creative. I was the organized, left-brained person for these amazing talents.

My husband Cody was a real estate agent when we started dating back in 2008. Now, he works in tech sales, but we have both always loved real estate. We used to be the ones who'd organize a Montauk share house for our friends. We loved driving around looking at rentals together.

We never believed that your first purchase had to be your primary home. In 2017, we were still renting in Brooklyn and expecting our first child when we bought a three-bedroom home in East Hampton for $635,000.

It wasn't a hot property. The previous owners were in the middle of a divorce, and it was a bit neglected. People just didn't want to deal with the hassle.

There were boxes everywhere. They hadn't even cleaned out the medicine cabinets. It was a weird layout, too: The refrigerator was in the hallway, the living room was in the back of the house, and there was no primary bedroom.

Renovating my first Hamptons home inspired me to change careers

We had renters that first summer. By September, I was on a mission to fix up the house for cheap. I got white paint and Ikea rattan furniture.

For two years, we continued to rent it out on Airbnb and reinvested every penny back into the house. We started out charging $1,000 per night during peak season.

In 2019, we refinanced and pulled out a home equity line of credit, or HELOC, for $250,000. With that money, I finally got to do a big renovation. I ended up opening up one bedroom to make a living room and an open kitchen. I added a bathroom to make a primary bedroom.

Now, the home is valued at $1.8 million, according to Zillow.

I realized that doing this was my thing. I could see the potential in homes. Managing through the chaos was natural for me from my previous role. At the time, I also wanted to spend more time with my kids, who were 1 and 3. I left my corporate role in 2021 to pursue renovations full-time.

I grew my social-media brand early, and it helped make renovations cheaper

One of the first steps I took was hiring a freelance designer on UpWork to build a brand identity. For $2,000, she created my website, brand identity, logos, colors, and official fonts. I think it really helped me land deals with brands.

For instance, I work with home and kitchen fixtures company Kingston Brass. For three properties, they've gifted me an entire house's worth of products — probably $20,000 worth — for showing them off during my renovation videos on Instagram. It definitely helps for the ROI of the eventual sale.

Now, the goal is to sell one house each year while renting out the other two on Airbnb. Last year, our two properties in the Hamptons brought in $360,000 in Airbnb revenue. Both have five bedrooms and pools.

I only invest in homes in East Hampton because I like its rules regarding short-term rentals. There are minimum two-week stays, but with four exceptions you can use them throughout the year, which I usually time around holidays like Thanksgiving.

There's the profit from flipping, our Airbnb rental income, and the brand partnerships I bring in through Instagram. I also offer design consulting that starts around $1,000 or $5,000 a month to work on retainer. I also generate income from my LTK page, where people can shop the products I use in my renovations.

Instead of one job, I have multiple streams of income now.

I arrived at Mexico's Happy Coast stressed, anxious, and, frankly, unhappy.

Within minutes of arriving in Puerto Vallarta, I was standing at the rental car company, utterly confused. Three hundred unplanned dollars later, I was driving three hours on a pothole-filled road to my first resort in Costalegre.

As I crawled behind slow mopeds and put my rental car's suspension to the test on countless speed bumps, I couldn't help but wonder if the nausea from the winding roads and the scratch in my throat from nearby wildfires would be worth it.

I also questioned how a place earned a name like the Happy Coast if it feels impossible to reach.

Situated on the Pacific Coast of Mexico, Costalegre is a roughly 200-mile stretch of coastline between Puerto Vallarta and Manzanillo. It's a region of extremes — small seaside towns sit near multimillion-dollar resorts.

For years, it's been a quiet retreat enticing the elite, where everyone from Mick Jagger to Bill Gates has vacationed. The properties — and the thousands of acres surrounding them — are mostly privately owned and developed by families who have promised to keep the ecosystems largely untouched.

I spent a week driving dirt roads, sipping margaritas with strangers, and resort hopping across Costalegre. Before landing in Mexico, luxury vacation destinations were synonymous with extravagance. Costalegre challenged those beliefs.

By the time I said goodbye to the rocky coastline, I was captivated by a remote region that prioritized nature and weaved luxury into every aspect of the stay.

If you know, you know

When I told friends and family I was heading to Mexico, they assumed I was setting off for Cancún or Tulum; maybe Mexico City. Not a single person I spoke to had heard of Costalegre.

"It's still unknown," said Alba Garcia, the director of rooms at the Four Seasons Tamarindo, a luxury hot spot in Costalegre. "It's an 'if you know, you know' kind of vibe."

Maria Campos, the director of client services at Las Rosadas, a collection of private villas and residences along Costalegre, grew up in the small town of Chamela, where she said the coast was typically called Costa Sur. In 1990, the state of Jalisco officially deemed the region a priority tourism area and named it the Costalegre Ecological Tourism Corridor.

Unlike Finland, which has data to support its designation as the happiest country in the world, Costalegre, which translates to "coast of joy," taunts its title casually and confidently.

When asked how guests wind up in the region, I was rarely told it was because they wanted to visit Costalegre. Some people stumbled on a property while researching Puerto Vallarta; most received a rave review from a friend.

Likely, if you've heard of Costalegre, it's because of the private community of Careyes.

In 1968, Italian banker Gian Franco Brignone flew over Mexico's Pacific Coast. Impressed by what he saw from the small Cessna plane, he purchased 13,000 acres of the coastline to build a colorful retreat. (Careyes declined to share how much Brignone paid for the land.)

"There was not anything when my father first started," Emanuela Brignone Cattaneo, Brignone's daughter, told me over dinner one evening. "My father would show friends, and then those friends would buy land."

Careyes now sits on 35,000 acres with a 25,000-acre biosphere, 46 multimillion-dollar villas, 40 casitas, 55 suites, and three bungalows. It's a colorful neighborhood with villas in cobalt blues, highlighter yellows, and dusty pinks. A few dozen permanent residents call it home, but most properties cater to vacationers throughout the year.

"It's Mediterranean meets Mexico," Kim Kessler, a Careyes resident and the founder of KIPR Global, the public relations agency that represents Careyes, explained.

While Careyes' architecture and color palette leave an impression, its visitors are what put it on the map.

It's where Heidi Klum and Seal married and Cindy Crawford posed for Playboy. It's known for its annual Lunar New Year party, and celebrities like Tom Ford, Naomi Campbell, and Uma Thurman have vacationed there.

Careyes might've been the first luxury development, but it certainly wasn't the last.

Two decades later, French-British financier and politician James Goldsmith started building an estate nearby. Today, it's the luxury resort Cuixmala. Following Cuixmala's construction, the 18-suite Las Alamandas opened in 1990. More recently, in 2002, the Four Seasons Tamarindo opened its doors, and the smaller operation Las Rosadas popped up along the coastline in 2005.

For now, there are just a handful of luxury resorts on the rocky coastline. (Xala, a billion-dollar development, is set to open a Six Senses resort in 2026.)

With limited properties, the vacation experience is far from a Cabo, Cancún, or Tulum. Once you arrive at a resort, you won't see other buildings stretching into the sky. There are no middle-tier resorts with crowded pools or clubs bumping the bass late into the night. Souvenir shops are limited to small resort boutiques with local art instead of shot glasses and T-shirts.

Instead, Costalegre is quiet and private.

Multiple times throughout my trip, it was just me and my travel partner on a beach in complete solitude, something that feels impossible to discover in today's world.

This seclusion is exactly what appeals to the residents and vacationers enamored by the Happy Coast.

"I don't think there are too many places in the world where you can walk three kilometers down the coast and there's no one there," Viviana Dean, who lives full-time in Careyes, told me while sipping a margarita overlooking the ocean. "Even after 30 years, I can't believe I'm alone in this beautiful place."

While plenty love Costalegre, Kessler said that's not the case for everyone.

"For people that want Chanel and Gucci and all of that, you won't find that here," Kessler said. "I think it has far more of a refined but understated clientele that appreciates luxury and nature."

A rich realization

By the end of the trip, I realized what makes Costalegre rare is an equation of simplicity, seclusion, and splendor.

Yes, the remote seashell-filled beaches at Las Rosadas were impressive, but having that paired with a private infinity pool made the entire experience luxe.

Sure, the pristine jungle at the Four Seasons Tamarindo was memorable, but fresh pastries and a concierge just a text message away created a five-star experience.

When Kessler invited me to a morning yoga class at Careyes, the setup was simple. We lowered into Warrior 2 and listened as waves crashed nearby.

After class, I overheard a group chatting.

"There are three brands everyone, everyone around the world knows. Versace, Gucci, and Armani," one woman said.

As the debate turned into a story about partying with Gianni Versace, I laughed to myself. This is the quintessential conversation I pictured having on a vacation in this wealthy hot spot.

The group dispersed. Some headed to their private villas, where chefs had breakfast waiting for them. Visitors, on the other hand, might pop between the area's five pools or walk along the coastline to take in the rugged scenery.

For vacationers, itineraries tend to be light. There aren't museums to check off or popular archaeological sites to explore. Unsurprisingly, the focus is on the outdoors.

At Las Alamandas, for instance, afternoons can be spent on horseback navigating the property's 2,000 acres, and evenings picnicking during sunset.

It's a slightly different scene when you reach towns like Barra de Navidad and Melaque, which cater to locals, snowbirds, and regional tourists. Here, you'll find streets lined with colorful beach supplies, buses shuttling in people for day trips, karaoke nights, and beach vendors slinging mangos, pineapples, and coconuts.

There's much more action in these seaside towns, but the wealthy travelers I spoke to rarely had plans to head that far south.

Leaving happy

I ended my trip back at the Puerto Vallarta International Airport, overwhelmed by crowds, noises, and intercom announcements.

It was a harsh welcome back to reality, but I was calm, relaxed, and — you guessed it — happy.

Sitting at my gate waiting for economy class to board, I thought about why Costalegre felt remarkable.

Yes, it was the stunning resorts, but it was also pristine nature and the welcoming people I met.

Families like the Brignones and resort owners like Isabel Goldsmith, who owns Las Alamandas, light up when discussing their properties and the ecosystems that surround them. They said they plan to keep Costalegre's habitats largely undeveloped.

The hope is for it to remain a hidden gem, although each property I visited also shared plans to grow.

Kessler said Careyes would max out at developing 7%. Meanwhile, the Four Seasons, which sits on 3,000 acres, has only developed 2% of the land with plans to cap the number at 3%. A small percentage of Las Alamandas is developed, but Goldsmith said she plans to add residences to the property in the coming years.

Campos said she hopes the area where she grew up will largely remain untouched.

"I pray it will never get overbuilt the way the other places have," Campos said. "I go to Cabo, and it's just exploded."

These moments of solitude, bookended by down duvets, meals by award-winning chefs, and the most breathtaking pools, made me pray, too.

And I'm not a religious person.

• JPMorgan is scaling AI tools across various business lines.
• At its Investor Day, the bank's leaders shared how AI is changing workflows across its main businesses.
• JPMorgan's tech spending is $18 billion, focusing on AI, machine learning, and cloud.

When JPMorgan CFO Jeremy Barnum recently took some time to experiment with "vibe coding," he was amazed.

Computer scientists at the firm told him that using plain-language prompts to generate code with AI — known as vibe coding — has improved their efficiency, too. Barnum told investors and analysts at JPMorgan's 2025 Investor Day on Monday. "We have high hopes for the efficiency gains we might get," he added.

Barnum's remarks on how artificial intelligence is reengineering workflows were far from the only mention of how technology is reshaping America's largest bank. From fraud detection and call center automation to portfolio management and wealth advice, AI is no longer something the bank is just experimenting with through pilot projects; it's now scaling its tools and seeing measurable results.

The first step in adopting AI technology across the firm was rolling out its proprietary, in-house generative AI platform to over 200,000 employees. It has about 100 genAI tools in the pipeline, too, according to Barnum's presentation.

"Certain key subsets of the users tell us they are gaining several hours a week of productivity, and almost by definition, the time savings is coming from less valuable tasks," Barnum said.

The firm's spending outlook for technology is $18 billion, up by $1 billion year over year — the highest among Wall Street banks. As AI, machine learning, and cloud innovation lower the barrier to new features and tools, speed is critical to staying competitive, Barnum said. It's also a way to keep costs down going forward, especially on the hiring front.

"We were early movers in AI," the CFO said. "But we're still in the early stages of the journey."

Here's how that journey is taking shape—business line by business line.

Consumer & Community Banking

Before turning it over to Marianne Lake, CEO of JPMorgan's consumer and community bank, Barnum talked about how AI was being used by the unit's call centers, helping agents service customers more efficiently by anticipating customers' needs or quickly responding to questions.

Lake, the next speaker of the day, followed by saying that the bank reduced servicing costs by nearly 30% in part because of AI, but also because of "good old-fashioned" process automation and organizational efficiency.

"The operations team is at the tip of the spear on using and leveraging new AI tools and capabilities," she said.

She predicted a 10% head count reduction in operations with the help of AI, a division focused on fraud, statement, payment processing, and account services.

"I would take the over on this projection, and I'll bet we will deliver even more as the tools and capabilities just keep getting better and better."

The technology has also played a "very significant" part in reducing fraud, even as hackers and cyberattacks become more sophisticated.

The bank is now looking at ways to use technology to continue personalizing what people see when they open their mobile phone apps in hopes of better promoting relevant products and services. Personalizing for to people's interests and behaviors has helped increase engagement rates by 25% so far, she said.

Asset & Wealth Management

In wealth and asset management, AI is not just a tool, Mary Callahan Erdoes, the unit's CEO, told the audience. "It's reimagining workflows and it's changing the loading capacities for thousands of people on the front line and in the back," she said.

Portfolio managers and analysts at JPMorgan are using Smart Monitor, which the firm has estimated helps reduce time researching a topic by 83% by pulling in data from earnings calls, market moves, and filings, generating tailored alerts and analysis.

"I thought that you would be the last people to use this stuff because you think 'I'm too smart for AI, and I have to do it my way,'" she said, speaking to the investors in the room. "It saves so much time."

She said the tool that's caught the most attention is Connect Coach. The program, which prompts suggestions or recommendations to a wealth manager in real time, was rolled out to private bankers last year, Business Insider reported, and in the last week, it was launched to the banks' 7,600 wealth management advisors.

If a JPMorgan private banker hears from the bank's top researcher about European stocks in a meeting, the tool automatically pulls up who in the banker's client book does not have exposure, Erdoes explained. It'll bring up fund fact sheets, sample emails, or talking points to call clients with.

Advisory productivity is up 3.4 times, thanks to the firm's investments in technology, she said.

Commercial & Investment Bank

AI is being deployed across the workflow in JPMorgan's investment bank, from onboarding new clients — where costs to verify clients are down 40% — to client insights and portfolio optimization, Doug Petno, co-CEO of the commercial and investment bank, said.

He added that the bank now has over 175 AI use cases in production, focusing on predictive analytics and operational efficiency, including helping its bankers with risk—based decision-making.

In its payments business, the firm has used AI and machine learning models to reduce friction in payment transactions. Umar Farooq, cohead of JPMorgan's payments business, said that in the past few years, transaction volumes have gone up by more than 50%. Part of that is down to AI models cutting down on transactions that require human intervention to be resolved, often caused by things like account number mismatches or failed fraud detection checks.

"This is just a small example of how our dataset will be to the future of our business as we expand and lean ever more so into technologies like Generative AI," Umar Farooq, cohead of JPMorgan Payments, said.

• Google's announcements at its I/O developer conference this week had analysts bullish on its AI.
• AI features could be a "Trojan horse" for Google's Android products, Bank of America analysts wrote.
• Apple's AI mess has given Google a major mobile opportunity.

Google's phones, tablets, and, yes, XR glasses are all about to be supercharged by AI.

Google needs to seize this moment. Bank of America analysts this week even called Google's slew of new AI announcements a "Trojan horse" for its device business.

For years, Apple's iOS and Google's Android have battled it out. Apple leads in the US in phone sales, though it still trails Android globally. The two have also gradually converged; iOS has become more customizable, while Android has become cleaner and easier to use. As hardware upgrades have slowed in recent years, the focus has shifted to the smarts inside the device.

That could be a big problem for Apple. Its AI rollouts have proven lackluster with users, while more enticing promised features have been delayed. The company is reportedly trying to rebuild Siri entirely using large language models. Right now, it's still behind Google and OpenAI, and that gap continues to widen.

During Google's I/O conference this week, the search giant bombarded us with new AI features. Perhaps the best example was a particularly grabby demo of Google's "Project Astra" assistant helping someone fix their bike by searching through the bike manual, pulling up a YouTube video, and calling a bike shop to see if certain supplies were in stock.

It was, of course, a highly polished promotional video, but it made Siri look generations behind.

"It has long been the case that the best way to bring products to the consumer market is via devices, and that seems truer than ever," wrote Ben Thompson, analyst and Stratechery author, in an I/O dispatch this week.

"Android is probably going to be the most important canvas for shipping a lot of these capabilities," he added.

Google's golden opportunity

Apple has done a good job of locking users into its ecosystem with iMessage blue bubbles, features like FaceTime, and peripherals like the Apple Watch that require an iPhone to use.

Google's Pixel phone line, meanwhile, remains a rounding error when compared to global smartphone shipments. That's less of a problem when Google has huge partners like Samsung that bring all of its AI features to billions of Android users globally.

While iPhone users will get some of these new features through Google's iOS apps, it's clear that the "universal assistant" the company is building will only see its full potential on Android. Perhaps this could finally get iOS users to make the switch.

"We're seeing diminishing returns on a hardware upgrade cycle, which means we're now really focused on the software upgrade cycle," Bernstein senior analyst Mark Shmulik told Business Insider.

Without major changes by Apple, Shmulik said he sees the gap in capabilities between Android and iOS only widening.

"If it widens to the point where someone with an iPhone says, 'Well my phone can't do that,' does it finally cause that switching event from what everyone has always considered this incredible lock-in from Apple?" Shmulik said.

Beyond smartphones

Internally, Google has been preparing for this moment.

The company merged its Pixel, Chrome, and Android teams last year to capitalize on the AI opportunity.

"We are going to be very fast-moving to not miss this opportunity," Google's Android chief Sameer Samat told BI at last year's I/O. "It's a once-in-a-generation moment to reinvent what phones can do. We are going to seize that moment."

A year on, Google appears to be doing just that. Much of what the company demoed this week is either rolling out to devices imminently or in the coming weeks.

Google still faces the challenge that its relationships with partners like Samsung have come with the express promise that Google won't give its home-grown devices preferential treatment. So, if Google decides to double down on its Pixel phones at the expense of its partners, it could step into a business land mine.

Of course, Google needs to think about more than smartphones. Its renewed bet on XR glasses is a bet on what might be the next-generation computing platform. Meta is already selling its own augmented reality glasses, and Apple is now doubling down on its efforts to get its own smart glasses out by the end of 2026, Bloomberg reported.

Google this week demoed glasses that have a visual overlay to instantly provide information to wearers, which Meta's glasses lack and Apple's first version will reportedly also not have.

The success of Meta's glasses so far is no doubt encouraging news for Google, as a new era of AI devices is ushered in. Now it's poised to get ahead by leveraging its AI chops, and Apple might give it the exact opening it's waited more than a decade for.

"I don't know about an open goal," said Shmulik of Apple, "but it does feel like they've earned themselves a penalty kick."

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• Sabrina Soto made her name transforming homes. Now she wants to transform lives.
• Our homes are closely linked to our mental health, well-being, and success.
• To set ourselves up, she believes our kitchens, offices, and bedrooms should be clutter-free.

Growing up as a "latchkey kid," home became incredibly important to Sabrina Soto.

"Home sort of became my best friend," she told Business Insider. "I had this unspoken agreement with the house: If I'm going to be home alone with you, I'll take care of you if you take care of me."

Soto believes our home environment profoundly impacts mental health and well-being and that little adjustments can make a big difference in our self-development.

She said we should ensure three clutter-free spaces in our homes to set us up for success: our kitchen, bedroom, and office.

"If you are overwhelmed, but you look around and there's constant visual clutter, just start there," Soto said. "The old junk papers, the junk mail, just the piles of stuff that are getting in the way — clearing your desk space up will free up your mind a lot."

Soto told BI it sounds "woo-woo," but homes hold energy.

"Our homes hold our lives and our memories. You should be proud of that space and look forward to being in that space. So whether that means a spring cleaning, decluttering, or moving furniture to refresh, it's a mutual relationship. Those small changes can go a long way."

Soto said cleaning windows and mirrors is another small but effective way of improving our environment.

"I notice in people's bathrooms, if they have a full-length mirror, there's toothpaste on there," Soto said. "When you're getting ready in the morning, having a clear vision of yourself is key."

Her secret, she said, is 70% rubbing alcohol in a spray bottle: "It's streak-free, every single time." It also works on windows, which we "look through every day."

"Natural light brings joy into your life," Soto said. "People who are in a dark mental space usually have their curtains closed, and it's darker in the house. But opening up your curtains, letting the sunlight in could bring a little bit more joy into your life."

Get rid of that stuff

The next thing you can tackle is getting rid of the stuff you don't need, such as clothes you've never worn, because it's all "holding space and holding dust, too," Soto said.

"The more stuff you have, the harder it is for your space to be clean," she said.

Soto built her career by helping people curate a home they loved on HGTV. She's now presenting "The Sabrina Soto Show" on The Design Network, where she digs deeper and helps people find new routines and habits.

On her new show, which premiered in March, Soto speaks with experts to merge home improvement and wellness.

She saw on her previous shows how people's lives and mental health would improve when she helped them transform their physical spaces, and wanted to go further than just fixing a room's aesthetics.

Light at end of the tunnel

Soto finds it ironic that she makes people's homes beautiful because her parents went through a tough financial time when she was younger and were evicted from their house.

"It just goes to show that even when you think you're in a rut or a breakup or loss of a job or whatever the case may be, there's always a light at the end of the tunnel," she said.

Soto, 48, is also divorced and now in what she describes as her first "really healthy relationship."

"Because of my background and having gone through a lot of different changes in my life, I wanted to hold people's hands who are going through the same," she said. "And realize that no matter where you are in your life, the smallest little shifts can impact the much bigger picture."

• United, Delta, American, and Southwest operate the world's largest airline fleets.
• Business Insider compared the age, size, and makeup of the Big Four's planes.
• United and Southwest prefer Boeing planes, while the other two have an even split with Airbus.

US airlines dominate the world's rankings, operating the four largest fleets.

Delta Air Lines, United Airlines, and American Airlines also lead the world in revenue, while Southwest isn't far behind, either.

The last of those is a budget airline, and this is evident in its fleet, which consists entirely of Boeing 737s.

While the big three mainline carriers may seem pretty similar, there are some key differences. For example, United Airlines heavily favors Boeing planes, while only Delta operates wide-body Airbus jets.

United also operates the world's largest fleet with more than 1,000 planes. However, it is also has the oldest in the US on average.

Delta, meanwhile, operates the oldest jet that's still flying.

Business Insider has compiled charts and data to show how the Big Four airlines' fleets compare.

United Airlines

With 1,023 planes, United Airlines has the largest fleet in the world, according to data from Ch-aviation.

More than half of those are Boeing 737s, which is unsurprising given that United is the planemaker's biggest customer.

Unlike its legacy competitors, United shows a clear preference for Boeing planes. Airbus jets make up less than a fifth of its fleet.

United's oldest plane that's still flying is a 34-year-old Boeing 767. Registered as N641UA, it was delivered in April 1991.

While this is nearly two years younger than the oldest plane operated by a US airline, United has the oldest fleet with an average age of 15.8 years.

It also has the highest proportion of wide-body planes at 22% of its fleet, showing how its extensive network offers numerous long-haul flights.

Delta Air Lines

Delta Air Lines has the oldest plane still flying in the US — a Boeing 757 that was delivered just over 35 years ago. It's registered as N649DL and appears to typically operate charter flights.

In fact, Delta also owns the next 21 oldest aircraft, which are a mix of 757s and 767s delivered between 1989 and 1991.

However, the average age of its fleet is still slightly younger than United's, at 15.2 years.

About half its 979 planes were made by Boeing, and half by Airbus, per Ch-aviation data.

Boeing jets make up the bulk of its narrow-body aircraft, but if you're flying long-haul with Delta, it's more likely you'll find yourself on an Airbus.

In fact, Delta is the only carrier on this list to operate wide-body Airbus planes, namely the A330 and the A350.

Tariffs have complicated its orders from the European planemaker. Earlier this month, Airbus sent an A350 from its delivery center in Toulouse, France, to Tokyo, so Delta avoided paying tariffs.

A similar tactic was used five years ago, when the World Trade Organisation permitted tariffs on aircraft as high as 15%, as the US and European Union accused one another of unfair subsidies for Airbus and Boeing.

American Airlines

American Airlines also has a roughly even split between Airbus and Boeing planes.

Although the carrier only uses narrow-body Airbus planes, it has both short and long-haul Boeing jets.

Still, American uses more narrow-body planes than its competitors, representing 87% of its fleet.

Its average jet is also more than a year younger than its two rivals, at 14.1 years old. It has the smallest fleet of the three mainline carriers, totaling 988, per Ch-aviation data.

However, when its regional subsidiaries are included, the American Airlines Group carries the most passengers in the world, totaling 226.4 million last year.

Southwest Airlines

The Dallas-based carrier was the progenitor of the budget airline business model, so its fleet makeup is quite different from that of the mainline carriers.

Southwest's fleet is made up entirely of Boeing 737 jets, numbering 802, according to data from Ch-aviation.

So while it has the smallest fleet of the big four, they all have a similar number of narrow-body planes.

Budget airlines typically only operate one type of aircraft because it saves on maintenance and training costs.

However, its traditional business model has come under threat in recent years. Budget airlines have had to contend with changing consumer habits, increased fuel and labor costs, and domestic overcapacity that has made it harder to fill planes.

So, Southwest has announced an array of changes, scrapping signature policies such as "two bags fly free" and bringing in assigned seating.

• TikTok is laying off staff and instituting cost-saving measures as part of an efficiency push.
• Many of the cuts have focused on its US e-commerce team.
• TikTok Shop sales have slumped in the US this year amid tariffs and other uncertainty.

Belt-tightening is underway at TikTok.

After spending big over the last two years to get its e-commerce business off the ground, TikTok is taking new steps to squeeze out a return.

Since February, TikTok Shop has pushed out staffers based on performance, added stricter return-to-office rules, and had two rounds of layoffs, all while tacking on new measures to keep costs at bay, seven staffers told Business Insider. TikTok has also introduced cost-cutting measures to the broader company, including new budget caps for travel.

On Wednesday, the company began its latest layoffs, targeting e-commerce operations staff and some employees who work with global brands. In emails this week to laid-off workers, the company said it was reducing complexity "to create a more efficient operating model for the team's long-term growth."

TikTok's CEO Shou Chew hinted at a spending crackdown in the pursuit of efficiency in February. He told staff he wanted to review each of the company's teams and remove unnecessary layers, The Information reported.

Chew's directive mirrors similar efforts by executives at Meta, Microsoft, and Google, which have recently stripped away employee perks, trimmed head count, and shifted performance standards in pursuit of cost savings.

TikTok's cost cuts come at a tenuous moment for the company, which could face a US ban if it fails to reach an agreement with the Trump administration over a 2024 divestment law. The company has made broad changes to its US team in recent months, including consolidating control under Chinese leadership, employees previously told BI. And while TikTok videos are as popular as ever, the Shop business has failed to meet expectations. TikTok did not respond to a request for comment.

The workplace changes and broader uncertainty have weighed on some.

"For the past six months, it's been very up and down as far as morale and people's sense of security at work," a laid off staffer said.

How TikTok is cutting costs

In addition to cutting costs through layoffs, some teams have refocused performance goals this quarter around costs, profit, and revenue metrics like gross merchandise value, two staffers said.

The company also plans to stop subsidizing free shipping for TikTok Shop sellers later this month after previous reductions.

The move would bring TikTok's free shipping subsidies more in line with competitors like Amazon, but could irk some seller partners, one staffer said.

There have been signs of broader cost cutting, too. Last week, TikTok told staffers across the company it was instituting a stricter approval process for work travel. The company is asking for more information about travel arrangements to better understand the impact on the budget, and setting spend limits for hotels and airfare.

TikTok spent big on e-commerce in the US

TikTok's e-commerce division was an easy target for cost cutting. The company spent hundreds of millions of dollars getting the business off the ground.

The shopping platform is a big focus for owner ByteDance, which is trying to replicate the e-commerce success of its Chinese sister app, Douyin.

ByteDance's leadership has been disappointed with the progress of its US business, which failed to hit many of its goals in 2024. US sales on the platform have taken a hit this year, due partly to global tariffs. Weekly US order volume on TikTok Shop dropped by around 20% in mid-May compared to mid-April after tariffs went into effect, for example, according to internal data viewed by BI.

In an effort to turn things around, the company has shaken up its e-commerce leadership. The changes gave greater power to executives who have experience working on Douyin.

After several layoff rounds, a string of performance-related cuts and team reorgs, and other unrelated worker attrition, the US TikTok Shop is looking trimmer. BI was unable to determine the extent of the recent cuts, but the impacted teams were consolidated, per a memo sent on Wednesday evening and viewed by BI.

In the wake of organizational changes, the teams would "move faster, operate leaner, and be more efficient," e-commerce leader Mu Qing wrote.

Sitting at her sewing machine, Bernita Clark, 82, guides a piece of blue fabric as the needle bobs up and down. To her side sit scissors, measuring tape, thread, and a skull.

It's for a costume she's designing for a 12-foot-tall skeleton. The labor is painstaking, attaching the fabric such that the soon-to-be well-clad lawn fixture becomes the talk of the town.

But, she said, the work has been one of the most fulfilling parts of retirement.

In her late 40s, Clark didn't think she could ever retire. A divorce at 40 meant she would be on her own, raising her two daughters with little savings and no retirement plan.

At age 46, she said she "set about finding a job that offered good retirement above all else and supplemented it as much as I could."

Clark returned to school and worked as a computer systems analyst for a railroad company with a defined-benefit pension plan, rather than the increasingly common defined-contribution retirement plans offered by many employers.

After developing congestive heart failure, she retired at 64, pursuing travel to national parks, painting, and costume-making. She worked part-time, training railroad dispatchers and working in university admissions. Nowadays, she coordinates neighborhood meetups and maintains a strong social calendar.

"Financially, I'm not wealthy, but I'm not poor either," Clark said. "I own my home and don't have a mortgage. I have more expendable income now than I've ever had in my life, and I'm debt-free."

Over the past few months, hundreds of older Americans told Business Insider that they've struggled to figure out what they really wanted to do in retirement. Some new to retirement said they weren't sure how to spend their time, while others hinted at returning to work. To learn from those with more experience navigating retirement, Business Insider spoke to over a dozen older Americans who have been retired for 15 or more years to pinpoint some common practices that have made retirement fulfilling long-term.

Though not all have had smooth retirements, most agreed that what made retirement worthwhile included maintaining strong social ties, staying physically active, working side gigs, and staying positive amid twists and turns.

For those worried about recent stock market volatility, Rob Williams, a managing director at Charles Schwab, said these kinds of concerns will come and go throughout a lifetime. "Having a financial plan helps, and those who do are more confident than those who don't."

'I've stayed on top of things'

Some of the longtime retirees BI spoke with still do some work to stay active and supplement their finances.

Leslie Giles, 83, didn't expect to return to work in his 80s after retiring 24 years ago. Giles, who lives in Ohio, worked as a statistician and personnel testing specialist, investing and keeping expenses low. He retired in 2001 after his job of three decades was cut.

He and his wife traveled to national parks in the Southwest, and he lived off savings, a state pension, and the one-year buyout he got from his job. To pass the time, he volunteered part-time as a school library assistant. Once his wife was diagnosed with Alzheimer's, he became her primary caregiver before she entered a rehabilitation facility.

When she died in 2020, Giles said he was desperate to get back to work to give himself purpose, so he held shifts as a security guard until recently, sometimes working 10-hour shifts.

For Donald Kimmel, 78, retirement meant slowing down instead of stopping work entirely.

Kimmel, who lives in Florida, retired at 62 after taking a buyout from his full-time position in osteoporosis research. He stayed as a freelance consultant for the next five to six years, flying to conferences and working in areas with less-developed bone research facilities. The morning after he took his buyout, he said he got a call from an attorney asking him to do expert testimony about a patent challenge for a drug company.

"The moment I became a free agent, companies like them were happy to have me," Kimmel said.

Kimmel moved from Pennsylvania to Florida with his wife so they could retire in a calmer and warmer community, though he continued freelancing and managing vacation properties until 2017.

"More than 15 years after retirement, I've stayed on top of things," Kimmel said. "I like to pass down ideas on career moves that students should make. You don't get any pay for that, but you get the joy of helping people get themselves going."

'It's never over until it's over'

Most retirees BI spoke to said they knew retirement would eventually stop being the golden years and would take time to adjust.

When Richard Adelmann, 82, retired early at 52 after a career in accounting, he expected to spend much of his retirement with his wife of over three decades. Just a few years into retirement, she died suddenly at 55.

Adelmann returned to his post-retirement job building affordable housing and married an educator who lost her husband.

He and his second wife worked in their retirement with children at a residential treatment center for endangered youth, although neither had kids of their own. Adelmann navigated health issues, including cancer, over the last two decades, and his home faced severe damage from Hurricane Sandy. He's made the most of rough times, keeping his mind fresh by reading and still remaining active.

"It's never over until it's over," said Adelmann, who lives in New Jersey.

For Elayne Schulman, 82, some of the joys of retirement have evaporated, though there are still silver linings. Schulman retired at 62, a few years after her husband, after a decade supervising educational software development at IBM.

"My husband wanted to jump to retirement as fast as he could," Schulman said. "We didn't think we needed to be in the upper-middle class. We just wanted to do better than our fathers, who both died very young."

Schulman and her husband moved to a waterfront town in Florida, but while on a trip, her husband fell and became partly paralyzed. In January, her husband was diagnosed with terminal bone cancer. She had a stroke in February that temporarily hurt her vision. Their years of financial planning prepared them for emergencies like these, and Schulman said she's learned to cherish the small moments of peace and family times.

"I expect this to be better in a couple of months, but who knows?" Schulman said. "This is the tail end of a very long retirement that has had its ups and downs."

Staying fit, even amid health challenges

Rich Colorado, 87, used to be the youngest in his senior bowling league. Now, he's the second oldest.

Colorado, who was born in El Salvador and lives in California, held two long-term jobs his whole life: 17 years at a bowling alley and 27 years as a scale technician. He retired in 2002 on his 65th birthday despite never having a specific savings plan.

Colorado said the key to his retirement has been staying active. He bowls three times a week, teaches chess, and used to take guitar lessons. He said staying fit and having a routine, coupled with a healthy diet, have gotten him to this age with few health problems.

Staying fit has helped Bill Bengel, 84, endure health challenges. Bengel retired from General Motors over 24 years ago, spent two decades living at his lake house in northern Michigan, and took up woodworking. He put aside 10% of his salary increases toward his retirement and lived frugally without sacrificing travel.

Two years ago, a complication from his vascular disease led to a partial leg amputation. He couldn't spend his winters in Florida or enjoy his lake house, so he and his wife moved back to central Michigan, closer to family.

He walks with a cane and goes to the gym to improve his mobility, and he spends much of his time with his eight grandkids and 14 great-grandkids. While he can't run like he did before the amputation, he said he's still got plenty of years left to improve physically while keeping his mind fresh through reading.

"We still do pretty much what we want," Bengel said.

• Aerobavovna, a Ukrainian startup, is making helium-filled balloons to aid Ukraine's drone attacks.
• Its balloons help to keep drones on the grid when they're on the ground or flying low.
• Aerobavovna's CEO told BI that 50 aerostats are deployed along the frontline.

Against the backdrop of Ukraine's drone-packed skies, one startup is offering a surprisingly low-tech solution to a modern problem.

Aerobavovna, which was founded in 2023, is supplying Ukraine's military with tethered, helium-filled balloons equipped with airborne radio repeaters, extending the range and effectiveness of the country's drones.

The Russia-Ukraine conflict has been defined by drone warfare, but drone operators have faced a number of challenges, including line-of-sight obstacles, which can cause drones to lose contact if radio signals are disrupted, and electronic warfare systems, which can jam communications.

That's where Aerobavovna comes in.

The company's aerostats are designed for surveillance, communication, and first-person-view (FPV) drone signal transmission, and help establish stable communication signals in the battlefield's tricky conditions.

Fitted with antennas and radio repeaters, Aerobavovna's aerostats anchor high over the battlefield to help Ukrainian drones continue operating in spite of obstacles and to maintain comms over much greater distances.

You need "some kind of airborne radio repeater that allows drones to fly closer to the ground," Yuriy Vysoven, Aerobavovna's CEO, told Business Insider.

"For ground drones, it's crucial because their ground-to-ground signal would only reach the first hill; beyond that, you lose direct line of sight and, consequently, the connection," he said, adding that about 50 balloons were deployed "all around the front line" in Ukraine.

While aerostats aren't new technology, Aerobavovna's products have been designed to meet the demands of the modern battlefield, allowing for rapid deployment times.

Aerobavovna's balloons, which the firm says can be deployed in five to 25 minutes, are made with lightweight polymers and can remain airborne for up to seven days. They can lift repeater systems up to a height of 1 km (about 0.6 miles) and carry a payload of up to 25 kg (around 55 lbs), the company said.

The company, which says it produces around 10 to 20 balloons per month, recently announced that it had developed a new aerostat capable of carrying more advanced equipment.

In an interview with the Ukrainian outlet Militarnyi, engineers from Aerobavovna said they had created a new model that can hold a payload of up to 66 lbs, enabling it to carry more powerful equipment such as electronic warfare systems.

While the company has found success supplying tethered aerostats to the Ukrainian military, it continues to grapple with technical and structural hurdles as it scales.

One persistent challenge is maintaining stability and precision in airborne conditions, especially critical for payloads like FPV drone radio repeaters, which require highly accurate antenna positioning.

"Stability is a big problem," Vysoven said. "For FPV drone radio repeaters, you need to position the antennas really, really precisely," but wind and turbulence make that very hard.

Funding also remains a major constraint.

Despite strong demand and a battlefield-proven product, capital is scarce for Ukrainian hardware startups.

Vysoven said the company has received investment offers in the range of $40 million, but considers that far below what's needed and called that figure "a shame."

"In California, you can raise that with just a pitch deck and a latte. I have a real product, 30 engineers building it, and it's already deployed," he said.

"And we still struggle to raise enough to scale," he added.

• The US Army designated Bell's V-280 Valor as its next-generation air assault vehicle, the MV-75.
• The tiltrotor is part of the Army's plan to modernize its aging fleet of military helicopters.
• The Army plans to replace the Sikorsky UH-60 Black Hawk with the MV-75 by the 2030s.

It flies like a helicopter, cruises like a plane, and could redefine how the US Army fights wars within the next decade.

The Army chose the Bell V-280 Valor as its next-generation assault aircraft, designed to fly longer and faster than current rotorcraft. Officially designated the MV-75, the Army is betting on the Bell tiltrotor to modernize its aging fleet of military helicopters.

For nearly 50 years, the UH-60 Black Hawk has been the Army's airborne workhorse. The Army plans to continue flying the Black Hawk for the next several years as it fast-tracks the rollout of the new tiltrotor replacement fleet in the 2030s.

Bell V-280 Valor

Developed by Bell Textron, a Texas-based aerospace company, the V-280 was designed with "transformational increases in speed, range, and maneuverability," the Army said in a 2020 release.

Propelled by two Rolls-Royce turboshaft engines, the V-280's tiltrotor design allows the aircraft to take off and land vertically like a helicopter and fly like an airplane, like the Bell Boeing MV-22 Osprey.

In order to be a contender for the Army's Future Long-Range Assault Aircraft, the competing aircraft were required to cruise at speeds of up to 322 miles per hour — nearly twice as fast as the Black Hawk's cruising speed of 174 mph.

The aircraft was expected to carry up to 14 fully equipped passengers or accommodate external payloads of up to 10,000 pounds.

The FLRAA also had to be able to operate at 6,000 feet in temperatures up to 95 degrees Fahrenheit and fly at least 1,700 nautical miles without refueling.

A 'leap ahead'

Gen. James Mingus, the Army's vice chief of staff, described the MV-75 as a "leap ahead in technology and capability."

"It delivers operational reach that alters how we close with the enemy," Mingus said at the Army Aviation Association of America conference on May 14. "It brings the right combination of speed, payload, and survivability we've never had in one aircraft."

The concept is that each MV-75 can rush over a dozen heavily loaded troopers onto assault missions that can catch an enemy off guard.

Next-generation military helicopters

Bell's V-280 Valor was selected in 2022 as the Army's Future Long-Range Assault Aircraft, chosen over the Sikorsky-Boeing Defiant X. The FLRAA is part of the Army's broader effort to modernize its aerial fleet, known as Future Vertical Lift.

The Army also planned to develop a new armed scout helicopter known as the Future Attack Reconnaissance Aircraft, but the program was canceled earlier this year to prioritize the fielding of the MV-75.

The Army is "not just committed to the programme, but how we do it faster as well," Mingus said.

Multimission Vertical Takeoff

The "M" in the aircraft's designation refers to its multimission purpose, and the "V" represents its vertical takeoff and landing (VTOL) capability.

While the MV-75 design has yet to be finalized, the future tiltrotor is expected to have a baseline variant that will incorporate features to adapt it to special operations.

After entering the engineering and manufacturing stage last year, Bell is under contract to build six prototypes of the MV-75. The Texas-based aerospace company projects to complete its first flight in 2026 and low-rate initial production in 2028. The aircraft is slated to be delivered to the Army around 2030.

'Rapid response and enhanced maneuverability'

The next-generation aircraft is expected to serve on missions involving vertical lift, air assault, maritime interdiction, medical evacuation, combat search and rescue, humanitarian relief, and tactical resupply.

101st Airborne Division

The 101st Airborne Division, the only Army division specializing in air assault operations, is set to be the first frontline unit to field the MV-75.

For nearly six decades, the unit's Combat Aviation Brigade has been operating assault helicopters, such as AH-64D Apache Longbow attack helicopters, UH-60M Black Hawk utility helicopters, and CH-47F Chinook heavy-lift helicopters.

"The 101st flies into real-world contested environments, across wide terrain, often without the luxury of fixed support infrastructure," Mingus said. "They need speed, endurance, and reliability."

Preparing for a fight in the Pacific

The modernization of the Army's aerial fleet comes as the US military prepares for a potential conflict with China.

The long-range mobility of the Army's future aircraft fleet is essential for the vast Pacific theater, consisting of island chains separated by long distances and limited Army infrastructure in the region.

The Future Vertical Lift initiative is also focused on enhancing survivability against Chinese and Russian air defenses by equipping future aircraft with high-speed capabilities and reduced radar signatures.

Autonomous and semi-autonomous flight

Amid the Pentagon's push for AI use within its ranks, the Army is also looking to integrate autonomous and semi-autonomous flight technology into its systems, including the MV-75.

"The Army wants to make sure that aircraft can be unmanned," Textron CEO Scott Donnelly said during an earnings call in April.

In December 2019, the V-280 Valor successfully completed an autonomous test flight at the company's research center in Arlington, Texas, though two pilots remained onboard to intervene if necessary.

• The first woman officially ran the Boston Marathon in 1967, despite an official trying to stop her.
• Kathrine Switzer has dedicated her life to making running more accessible to women.
• She thinks anyone can get fit at any age and shared her tips for doing just that.

Kathrine Switzer was the first woman to run the Boston Marathon as an official competitor, despite a race official trying to physically stop her. Since that day in 1967, she has dedicated her life to other women experiencing the same feeling of empowerment from running, regardless of their age or ability.

In the run-up to the race, Switzer, at the time a 20-year-old journalism student at Syracuse University, trained with her college's cross-country team for a year (it was against collegiate rules for a woman to compete in the sport). She couldn't keep up with most of the men on the team, so the assistant coach, Arnie Briggs, began training with her separately as he recovered from a knee injury.

"We got better and stronger," Switzer told Business Insider. "We got up to five miles and then seven and then 11. The guys on the cross country team wouldn't come out with us after 20 kilometers, but that's when I could keep up with them because they didn't have the endurance I had."

On their runs, Switzer and Briggs discussed marathons — Briggs had run the Boston Marathon 15 times but didn't believe that a woman could run that far.

"But then he said, 'Look, if any woman could, I would believe it was you. But you would have to prove it to me, and then I'd take you to Boston.' I said, 'Hot damn, you're on,'" Switzer said.

They did a trial marathon and ended up running an extra five miles at the end because Switzer suspected the course was shorter than the required 26.2 miles and still had energy.

She and Briggs paid the $2 entry fee and signed up for the 1967 Boston Marathon. (The entry fee was $250 for the 2025 race.)

About two miles into the race, things went awry.

The race manager pulled up in a bus and ran after Switzer. "He grabbed me by the shoulders and threw me back. He tried to pull off my number bib and screamed, 'Get the hell out of my race and give me those numbers,'" she said.

When the official grabbed Switzer by the shirt, her boyfriend at the time, who was training to compete in hammer throw at the Olympics, charged at him and sent him flying off to the side of the road, she said.

As she kept running, the press hounded her, asking if she was a suffragette and what she was trying to prove.

"I wasn't trying to prove anything, I was just trying to run," she said. "But they stayed with me a long time and really hassled me, asking me, 'When are you going to quit?' Finally, I said, 'I'm going to finish this race on my hands and my knees if I have to.'"

She did finish (and stayed upright).

She said she felt empowered, and in 1972 organized the first women-only road race, which was 10-kilometer-long, and lobbied for the inclusion of a women's marathon event in the Olympics, which eventually happened in 1984.

In 2024, she worked with Every Woman's Marathon to hold a women's-only marathon, which had 7,000 participants.

Now 78, Switzer still runs six times a week, including one day where she focuses on 800-meter sprints and a day for a longer run that takes at least 1.5 hours. She ramps up her training when she's approaching a marathon.

Switzer set her personal best at the 1975 Boston Marathon with a time of two hours and fifty-one minutes. It now takes her four to five hours, but it isn't about the time, she said. She's happy that she can run a marathon alongside other women, of every age, size, ethnicity, and religion, thanks to her efforts and those of other women who paved the way.

"I believe you can start a fitness program at any age," she said, giving the example of a woman she knows who took up running at 72 and ran her first marathon at 81.

Switzer shared her tips for getting fit, whether you can run for one minute or three hours.

Start slow, but be consistent

"Consistency is everything. You just need to keep running every day and build it up," she said.

She started by running a mile a day around her garden at age 12 and gradually increased the number of laps over time. But it wasn't easy, she said.

"I struggled through that summer, running that mile every single day. Pretty soon, this amazing sense of empowerment came over me," she said. "For some people, this process is going to be faster; for other people, it's going to be slower."

Have a goal

Having a goal provides focus and will motivate you to "put the work in," Switzer said.

Her motivation was to prove Briggs wrong and show that women could run marathons, but your goal doesn't have to be as big, she said.

"There's going to be plenty of days when you don't want to go out," she said.

She still has days when she doesn't want to run after almost 60 years of doing the sport. But having something to aim for means you're less likely to skip a workout.

Accountability is key

Switzer's final tip is to find a way to hold yourself accountable. You could get a training partner or keep a diary of your workouts, she said.

"People should write their workout down every day because when you write it down, it keeps you honest," she said.

"But a buddy is really a nice thing to have. I don't think I ever would have been a runner if it hadn't been for Arnie, my coach," she added.

"And for a lot of women, safety is a really big factor. So run with other women — it also creates a really good community."

• Four top Paul Weiss partners announced Friday that they've resigned to start their own firm.
• Paul Weiss is one of the firms that made a deal with Trump to reverse an EO against the firm.
• The Big Law firms that have negotiated with Trump have faced criticism from others in the profession.

Four partners at Paul Weiss announced Friday that they are leaving the white-shoe firm, which two months ago struck a deal with the Trump administration.

Karen Dunn, a star litigator who has helped Democratic candidates prepare for presidential debates, her longtime partners Bill Isaacson and Jessica Phillips, and the former prosecutor Jeannie Rhee said in an email addressed to "partners and friends" that they are starting their own firm.

The high-profile departures underscore the ongoing turmoil at Big Law firms surrounding the firms' handling of punitive executive actions from President Donald Trump's administration. The departing lawyers did not give a reason for leaving in their statement.

Several major firms — including Perkins Coie and Jenner & Block — chose to challenge the legality of the orders in court, and have so far been successful after two judges declared two different orders unconstitutional. Other firms, including Paul Weiss, chose to make deals with the administration, prompting concern among associates and partners over their willingness to cooperate rather than fight.

The new firm's name isn't clear. Since April, several domain names containing Dunn's name and those of other lawyers have been registered anonymously. None of the websites contains any details, and it's not clear who registered them.

The lawyers have represented prominent clients like Google, Amazon, and Apple over the years. Isaacson is one of the country's top antitrust litigators. Antitrust issues have been a focus for both former President Joe Biden and Trump, who have criticized the power of large tech companies. Rhee managed the firm's Washington, DC, office, and Dunn co-chaired its litigation department.

"It has been an honor to work alongside such talented lawyers and to call so many of you our friends," their departing email said. "We hope to continue to collaborate with all of you in the years to come and are incredibly grateful for your warm and generous partnership."

Paul Weiss's chair, Brad Karp, said in a statement, "We are grateful to Bill, Jeannie, Jessica, and Karen for their many contributions to the firm. We wish them well in their future endeavors."

The departures come several months after the Trump administration began targeting Big Law firms with punitive executive actions. Among them was Paul Weiss, which faced an executive order that revoked the security clearances of the firm's attorneys and ordered a review of its government contracts.

On March 20, Trump announced on Truth Social that he would drop the executive order against Paul Weiss after negotiating a deal that would require the firm to end any diversity, equity, and inclusion initiatives in its hiring practices and contribute $40 million of pro bono legal services to causes aligned with the administration's priorities, such as veterans affairs issues and the administration's antisemitism task force.

Business Insider previously reported that the copy of the deal shared internally among Paul Weiss partners omitted language regarding DEI that was present in the president's announcement.

Other firms that chose to negotiate with Trump also saw high-profile departures from partners and associates concerned with their firms' decisions not to challenge the administration.

Wilkie Farr lost its longest-serving lawyer in April after Joseph Baio, a partner who'd worked there for 47 years, resigned over the firm's preemptive deal with Trump, The New York Times reported.

Another firm, Skadden, Arps, Slate, Meagher & Flom, made a preemptive deal with the Trump administration in late March to avoid a similar executive order against it. The decision led to a series of public resignations from several Skadden associates, including Rachel Cohen and Brenna Frey.

Cohen told Business Insider she had not been in touch with the attorneys who had resigned from Paul Weiss on Friday.