When Mike Kelly set up his first few Airbnbs in Fort Wayne, Indiana, in 2023, he figured it would be a successful move. It was meant to be an investment project for him and his daughter to work on together. But as more people moved away from bustling and expensive urban centers and landed in the Midwest, their hopes were quickly shattered.

The Fort Wayne housing market boomed. High demand for homes, coupled with the city's low housing stock, has kept costs relatively high — a Redfin analysis of housing data found home prices were up 9.2% in October compared with last year. The hot housing market has translated into higher property taxes, which is throwing off the short-term-rental business model. "The houses we purchased to turn into Airbnbs have been assessed so much higher than what we put into them that we almost can't afford to keep them," Kelly said. "The return on equity wouldn't be as high."

Owners of short-term rentals across the country have faced a similar reality, sharing stories of declining revenues over the past few years as the market was flooded with new rentals. AirDNA, an analytics firm that tracks the short-term-rental market, found that revenue per rental decreased by nearly 2% in 2022 and by more than 8% in 2023 due to an overabundance of units available for rent. AirDNA forecast that revenues would move back into the green in 2024 as the market corrected. But as short-term-rental owners felt signs of an "Airbnbust," some realized they needed to pivot.

On one end of the market, however, it's a different picture. While overall demand for short-term rentals rose just 1.8% in 2023, according to AirDNA's data, demand for stays priced at $1,000 or more increased by nearly 8%. For stays over $1,500, demand jumped 12.5%. In fact, demand for rentals costing over $1,000 a night has increased by 73% since 2019. While cheaper rentals are slowing down, luxury, niche, and themed stays are filling their place. Wealthy vacationers are increasingly going after luxe properties such as a secluded Malibu beach mansion or a modern cabin beset by pristine woods — like something off Cabin Porn. Meanwhile, Airbnb alternatives are jumping into the market to cater to the growing demand. A lust for luxury is propelling the short-term-rental market to new heights.

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Over the past few years, more travelers have pushed back against the Airbnb model, complaining of outrageous cleaning fees, extensive cleanup requirements, and outright scams. As a result, some travelers have opted to stay in good old-fashioned hotels thanks to their consistent service.

These complaints, however, tend to focus on rentals on the low end of the market — the $200-a-night stay you might book to visit a family member or get out of town for a weekend. The luxury end of the rental market fills a different role. These spots boast plenty of hotellike amenities — such as contactless check-in, high-speed internet, bathroom toiletries, and coffee makers. Because of the high price point, luxury rentals also tend to standardize their cleaning services. Unlike a hotel room, though, a house or apartment comes with a lot more room to host guests, plus amenities such as a kitchen or private pool. When split between multiple guests for a night or weekend, some of the eye-popping price tags end up being surprisingly affordable.

Among high-income travelers, who made up an increasingly large share of vacationers this year, hotels are on the way out. Deloitte's 2024 summer-travel report found a 17-point drop in people who earn over $200,000 opting to stay at full-service hotels compared with the summer before. While middle-income travelers moved toward budget accommodations like bed and breakfasts and RV rentals, high earners shifted toward private-home rentals.

One brand capitalizing on the growing demand is Wander. Launched in 2022, Wander owns all of its 200 properties, each beautifully designed with stunning landscaping. Its founder and CEO, John Andrew Entwistle, had the idea of making a vacation rental feel like a luxury hospitality brand after a disastrous ordeal renting a cabin in Colorado. "The whole experience felt broken, the type of thing all of us has had at a vacation rental one time or another: The place didn't look like the photos. The beds were uncomfortable. The list goes on and on," he said.

He wanted a rental home with heart and soul, where the building was designed around the landscape and high-speed internet flowed across the house. Wander rentals are often in remote spots to give guests a sense of privacy and quiet. The cleaning service is standardized so guests don't have to worry about cleaning up after themselves, and customers can check in on their own through their smartphones. Every unit, which costs an average of $900 a night, also features sleek workstations for digital nomads.

Other travel brands have found similar success in the luxury market. There's Mint House, a cross between a hotel and short-term rental that has 12 properties across 10 major US cities. Visitor experiences are personalized — for instance, guests can request that the refrigerator be stocked with their favorite groceries before they arrive — and there's 24/7 customer care. The apartments, which can be studios or have multiple bedrooms, are priced similarly to hotels and feature bespoke furniture and decor, along with all the necessities of modern accommodations. To explain the brand's success, Christian Lee, the CEO of Mint House, pointed to the company's ability to provide consistent experiences. "Unlike other short-term listings that lack security and guest care and often require a guest to perform chores at checkout, all of our properties are professionally managed to ensure the utmost safety, security, and cleanliness," he said.

The luxuriousness only goes up from there. Rental Escapes, a full-service luxury-villa-rental company founded in 2012, offers over 5,000 villas in more than 70 destinations worldwide. They start at $500 a night — though most go for tens of thousands. Amase Stays, a collection of $10 million rental estates founded this year, creates bespoke experiences for its top-of-the-line properties, with dedicated concierges who can arrange everything from private chefs and spa services to customized excursions.

Chris Lema, a business coach and product strategist, is a Wander superfan. "These are places that are architecturally beautiful, and the land that they sit on feels like a national park," he said. He likes that the company provides attainable luxury — he's stayed in 13 different Wander locations and hopes to "collect them all," he said. He has even started planning trips around Wander rentals.

"I thought this is where Airbnb was going to go with its business model," he said. "If you go to Airbnb's website now, they have these different categories like 'amazing views' or 'lakefront.' But none of these rentals push forward on the issue of experience. There's the Luxe category — but it's not the same thing."

In Airbnb's Luxe category, homes might cost anywhere between $200 and hundreds of thousands of dollars a night. When the category launched in 2019, an Airbnb press release said the homes would have to pass a slate of design and experience criteria, including higher standards for cleanliness and amenities like towels and toiletries. Unlike at other Airbnb properties, a company representative has to walk through Luxe properties to verify them. Despite that, Lema hasn't been impressed.

"They seem to rank Luxe based on the niceness of the residence," Lema said, "but that isn't really the point of what that kind of experience should be."

An Airbnb spokesperson said, "We're proud to be the only travel platform that offers stays for nearly any desired travel experience." They added: "We're also proud of the growth of our Luxe category supply and look forward to expanding the offering."

So far, Wander's model is working out. It launched with only three locations, and two years later, it has 200 houses and an average occupancy rate of 80%, Entwistle said. By the beginning of 2025, Entwistle hopes to launch locations in Mexico and Canada.

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Back in Fort Wayne, Kelly ended up pivoting his Airbnb business to cater to this demand for luxury. "We focus on four-bedroom-plus homes where groups can gather for weddings or reunions," he said. Houses with pools and hot tubs are especially desirable, he's found. Kelly has also amassed a thriving collection of themed Airbnbs. He designed one house to look like the childhood home of the fictional character Fawn Liebowitz from the cult classic film "Animal House." He's working on another rental themed around Indiana University sports teams.

"At the end of the day, the 'luxury' houses are more affordable than staying in multiple hotel rooms," he said. Plus, offering something unique, like a theme, helps homes stand out from the crowd. With the new focus, Kelly's Airbnbs are rarely empty, he said.

Travelers are increasingly wising up to the fact that time — and where, how, and with whom you spend it — is the greatest luxury.

Part of the shifting demand stems from people viewing luxury rentals as a destination unto themselves — if the place you're staying is cool enough, you don't need to get out much. Others are drawn to them as a means to get away from the hubbub. "In today's globalized world, travel destinations have become more and more homogenous and tourist-burdened," Spencer Bailey, the editor of the new book "Design: The Leading Hotels of the World," said. "People are seeking out distinctive experiences away from the crowds and searching for a certain sense of intimacy, craft, and care." It's not just about top-rate service, intricate design, or even a Michelin-starred restaurant. "It's about being in nature, engaging in local culture, and creating discrete, felt experiences that encourage quietness and slowness, not an Instagram moment," Bailey says.

A private rental is often more secluded, meaning travelers can prioritize spending more time alone with their loved ones. "Travelers are increasingly wising up to the fact that time — and where, how, and with whom you spend it — is the greatest luxury," he said. Michelle Steinhardt, the founder of the luxury travel blog The Trav Nav, wrote about her recent stay at a secluded beachfront property rental in Punta Mita, Mexico: "Even though we were only a few minutes from the local town, our party felt like everyone else was miles away."

Increasingly, getting away from home isn't enough. We also want to get away from other people. For those who can afford it — or have enough friends — luxury-travel companies are more than happy to accommodate.

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Michelle Mastro covers lifestyle, travel, architecture, and culture.

How did Elon Musk go from being an Obama supporter to a self-described "dark MAGA" Trump ally? Here's a look at the relationship between two billionaires ahead of the second Trump presidency.

Puffs of smoke rose above a meadow in northeastern Washington as a small test fire danced in the grass a few feet away from me. Pleased by its slow, controlled behavior, my crew members and I, as part of a training program led by the nonprofit organization The Nature Conservancy and the Washington State Department of Natural Resources, began to light the rest of the field on fire. The scene had all the trappings of a wildfire — water hoses, fire engines, people in flame-resistant outfits. But we weren't there to fight it; we were there to light it.

It might sound counterintuitive, but prescribed fires, or intentionally lit fires, help lessen fire's destruction. Natural flames sparked by lightning and intentional blazes lit by Indigenous peoples have historically helped clean up excess vegetation that now serves as fuel for the wildfires that regularly threaten people's homes and lives across the West and, increasingly, across the country.

For millennia, lighting fires was common practice in America. But in the mid-to-late 1800s, the US outlawed Indigenous burning practices and started suppressing wildfires, resulting in a massive buildup of flammable brush and trees. That combined with the dry, hot conditions caused by the climate crisis has left much of the country at a dangerously high risk of devastating wildfires. The top 10 most destructive years by acreage burned have all occurred since 2004.

In the late 1960s and early 1970s, federal land managers reevaluated their approach to fire and did the first prescribed burns in national parks. We're still making up for lost time: Scientists and land managers say millions more acres of prescribed burns are necessary to keep the country from burning out of control.

But the scale of the task doesn't match that of the labor force, whose focus is often extinguishing fires, not starting them. Responding to the increase in natural disasters has left America with few resources to actually keep them from happening. As Mark Charlton, a prescribed-fire specialist with The Nature Conservancy, told me, "We need more people, and we need more time."

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This fall, I outfitted myself in fire-resistant clothing and boots, donned a hard hat, and joined a training program called TREX to better understand how prescribed burns work. TREX hosts collaborative burns to provide training opportunities in the field for people from different employers and backgrounds. The hope is that more people will earn the qualifications they need to lead and participate in burns for the agencies they work for back home.

The program's emphasis on learning, coupled with the support of the University of Idaho's Artists-in-Fire Residency (which helped pay my way), is why I, a journalist with no fire jobs on my résumé, could join a prescribed-fire module of about two dozen more experienced participants. I had to pass a fitness test — speed walking three miles with a 45-pound backpack in under 45 minutes — take 40 hours' worth of online coursework, and complete field-operations training to participate as a crew member. While hundreds of people have participated in TREX burns across the country since the program's inception in 2008, the dramatic growth of wildfires is outpacing the number of people being trained to reduce their impact.

The Forest Service manages 193 million acres of forests and grasslands across the country, burning an average of about 1.4 million acres, roughly the size of Delaware, each year with prescribed burns. It burned a record 2 million acres in fiscal 2023. But it's still not enough preparation, considering wildfires have burned over 10 million acres in recent years and people continue building and living in wildfire-prone areas. "It's a huge workload we have, and we know it," said Adam Mendonca, a deputy director of fire and aviation management for the Forest Service who oversees the agency's prescribed-fire program. The agency plans to chip away at the problem with the roughly 11,300 wildland firefighters it employs each year who squeeze the work in during the offseason, when there are fewer fires to fight.

But relying on wildland firefighters can be problematic. "We only have those resources for a short time," said Charlton, who served as the incident commander on the Washington burns I joined this fall. "After a long fire season, people are exhausted. It's hard to get people to commit." Plus, wildfires are increasingly overlapping with the ideal windows to do prescribed burns — often the spring and the fall, when conditions are cooler and wetter, making fires easier to tame.

That was especially true this year: Multiple large fires burned across the West into October. These late-season wildfires, coupled with two hurricanes that firefighters helped respond to, strained federal resources. That month, the nation's fire-preparedness level increased to a 5 — the highest level — indicating the country's emergency crews were at their maximum capacity and would've struggled to respond to new incidents.

In response to the elevated preparedness level, the National Multi-Agency Coordinating Group urged "extreme caution" in executing new prescribed fires, saying backup firefighters or equipment might not be available. "We get to the point where we're competing for resources," said Kyle Lapham, the certified-burner-program manager for the Washington State Department of Natural Resources and the burn boss on the Washington burns.

There's also a qualification shortage. Prescribed burns require a well-rounded group with a variety of expertise and positions — including a burn boss, who runs the show and must have years of training. Charlton estimated that hundreds more qualified burn bosses are necessary to tackle nationwide prescribed-burn goals.

Just as concerning is an interest shortage. The Forest Service has struggled to hire for and maintain its federal firefighting force in recent years, in large part because of poor pay (federal firefighter base pay was raised to $15 an hour in 2022) and other labor disputes over job classifications, pay raises, staffing, and more. The agency is also expecting budget cuts next year and has already said it won't be able to hire its usual seasonal workforce as a result.

Legislation inching its way through Congress could help, though its fate under a new administration is unclear. The National Prescribed Fire Act of 2024 would direct hundreds of millions of dollars to the Forest Service and the US Department of the Interior for prescribed burns, including investment in training a skilled workforce — but it hasn't progressed past a Senate subcommittee hearing in June.

Without a boost in funding, the agency will continue relying heavily on partnerships with nonprofits like The Nature Conservancy and the National Forest Foundation to staff prescribed burns. The Forest Service also recently expanded its Prescribed Fire Training Center to host educational opportunities out West. Critically, though, time is of the essence.

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During my TREX training in October, about 20 foresters and firefighters from as far south as Texas and as far north as British Columbia worked beside me. Our group included employees of the Washington Department of Natural Resources and two citizens of the nearby Spokane Tribe of Indians, who have a robust prescribed-fire program of their own.

Over two weeks I got a front-row seat to how much planning (sometimes years) and time a single prescribed burn takes. We conducted several burns in the mountains north of Spokane on the property of a receptive landowner who'd hosted TREX in previous years. He provided the training ground and, in exchange, got work done on his property. This isn't a common scenario — burning on private land can be more complicated, and so more burns happen on state or federal property.

When I arrived, the burn's incident-management team had already put together a burn plan detailing our objectives — reducing wildfire risk to the landowner's house, thinning small tree saplings, knocking down invasive weeds, opening up more wildlife habitat — and the exact weather conditions, like wind speed, relative humidity, and temperature, we needed to safely burn. Prescribed burns on federal lands also go through an environmental review.

At the site, we scouted contained areas we would burn, called units, with trainees making additional plans for how to ignite and control fires. Keeping a fire in its intended location, called "holding," meant lots of prep work, like digging shallow trenches to box the fire in. During the burn, teams monitored smoke and occasionally sprayed the larger trees we wanted to preserve with water when flames threatened their canopies; others poured fuel on the ground, igniting bushes, grass, and smaller trees to slowly build the fire.

Managing the fire didn't end when we finished burning the 30 or so acres. In some cases, it can involve days of monitoring and cleanup. To make sure the fire was out, my crew and I combed through areas we'd burned the day before for smoke or heat. If we discovered something still smoking, we'd churn up the ground with a shovel or pickax, douse the hot spot with water, and repeat. Just when we thought we were done, we'd find another spot we'd missed.

I went to bed those nights dreaming of little puffs of smoke and woke up with small flakes of ash embedded behind my ears. The work was rewarding and exhausting — I left with a deeper appreciation for the workers who do it for a living.

While every prescribed burn is different, it's always a careful equation. Everything needs to line up: supportive communities, the right weather, and, of course, the workers necessary to plan, burn, and extinguish. Only then can you light the match.

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Kylie Mohr is a Montana-based freelance journalist and correspondent for the magazine High Country News.

When Zillow debuted in 2006, the fledgling site bore little resemblance to the real-estate behemoth it is now. There were no options to find an agent, get a mortgage, or request a tour — the search portal couldn't even tell you which homes were actually for sale. There was, however, the Zestimate: a "free, unbiased valuation" for 40 million houses around the US, based on a proprietary algorithm. Half the single-family homes in America suddenly had a dollar figure attached to them, and anyone could take a peek. Zillow's site crashed within hours as a million people raced to ogle at the results.

The initial rush was a sign of things to come. Nowadays, the Zestimate is arguably the most popular — and polarizing — number in real estate. An entire generation of homeowners doesn't know life without the algorithm; some obsessively track its output as they would a stock portfolio or the price of bitcoin. By the time a seller hires a real-estate agent, there's a good chance they've already consulted the digital oracle. For anyone with even a passing interest in the housing market, the Zestimate is a breezy way to take the temperature. Keep tabs on mortgage rates all you want, but they can't tell you that your house has appreciated 20% over the past year, or that your annoying coworker's property is worth more than yours.

Many industry insiders, however, regard the number as a starting point at best and dangerously misguided at worst. Real-estate agents recount arguments with sellers who reject their pricing advice, choosing instead to take the Zestimate as the word of God. One meme likens its disciples to adults who still believe in Santa. Zillow itself lost hundreds of millions of dollars during the pandemic when it relied on its algorithm to buy homes at what turned out to be inflated prices, part of an ill-fated attempt to flip homes at scale.

The Zestimate is just one of a slew of automated valuation models that are increasingly used by banks, investors, and laypeople to estimate the value of homes. No other model, however, has wormed its way into our culture like the Zestimate. The model, like other consumer-facing AVMs, is prone to errors that render it more of an amusement than a serious pricing tool. But while the algo's price-guessing skills may be suspect, it's undeniably elite at one thing: luring people to Zillow-dot-com.

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The Zestimate is both everywhere and an enigma. About 104 million homes, or 71% of the US housing stock, have a little dollar figure hovering above them on Zillow's website. One of them is the house in Austin where I was raised until the age of 10. It's not for sale, but right underneath the address, in bold, is the Zestimate. Next to it is a "Rent Zestimate," or the amount the owner could probably charge a tenant each month. You can click to see a graph of its Zestimate over the past decade — the Zillow-fied value of my childhood home rose a staggering 72% from May 2020 to its peak in May 2022 but has since dropped 24% from that top tick thanks to the chill running through the Austin market. In just the past 30 days, the Zestimate has dropped by $4,455. Ouch.

Just how accurate are those numbers, though? Until the house actually trades hands, it's impossible to say. Zillow's own explanation of the methodology, and its outcomes, can be misleading. The model, the company says, is based on thousands of data points from public sources like county records, tax documents, and multiple listing services — local databases used by real-estate agents where most homes are advertised for sale. Zillow's formula also incorporates user-submitted info: If you get a fancy new kitchen, for example, your Zestimate might see a nice bump if you let the company know. Zillow makes sure to note that the Zestimate can't replace an actual appraisal, but articles on its website also hail the tool as a "powerful starting point in determining a home's value" and "generally quite accurate." The median error rate for on-market homes is just 2.4%, per the company's website, while the median error rate for off-market homes is 7.49%. Not bad, you might think.

When you think of the Zestimate, for many, it gives a false anchor for what the value actually is.

But that's where things get sticky. By definition, half of homes sell within the median error rate, e.g., within 2.4% of the Zestimate in either direction for on-market homes. But the other half don't, and Zillow doesn't offer many details on how bad those misses are. And while the Zestimate is appealing because it attempts to measure what a house is worth even when it's not for sale, it becomes much more accurate when a house actually hits the market. That's because it's leaning on actual humans, not computers, to do a lot of the grunt work. When somebody lists their house for sale, the Zestimate will adjust to include all the new seller-provided info: new photos, details on recent renovations, and, most importantly, the list price. The Zestimate keeps adjusting until the house actually sells. At that point, the difference between the sale price and the latest Zestimate is used to calculate the on-market error rate, which, again, is pretty good: In Austin, for instance, a little more than 94% of on-market homes end up selling for within 10% of the last Zestimate before the deal goes through. But Zillow also keeps a second Zestimate humming in the background, one that never sees the light of day. This version doesn't factor in the list price — it's carrying on as if the house never went up for sale at all. Instead, it's used to calculate the "off-market" error rate. When the house sells, the difference between the final price and this shadow algorithm reveals an error rate that's much less satisfactory: In Austin, only about 66% of these "off-market Zestimates" come within 10% of the actual sale price. In Atlanta, it's 65%; Chicago, 58%; Nashville, 63%; Seattle, 69%. At today's median home price of $420,000, a 10% error would mean a difference of more than $40,000.

Without sellers spoonfeeding Zillow the most crucial piece of information — the list price — the Zestimate is hamstrung. It's a lot easier to estimate what a home will sell for once the sellers broadcast, "Hey, this is the price we're trying to sell for." Because the vast majority of sellers work with an agent, the list price is also usually based on that agent's knowledge of the local market, the finer details of the house, and comparable sales in the area. This September, per Zillow's own data, the typical home sold for 99.8% of the list price — almost exactly spot on. That may not always be the case, but the list price is generally a good indicator of the sale figure down the line. For a computer model of home prices, it's basically the prized data point. In the world of AVMs, models that achieve success by fitting their results to list prices are deemed "springy" or "bouncy" — like a ball tethered to a string, they won't stray too far. Several people I talked to for this story say they've seen this in action with Zillow's model: A seller lists a home and asks for a number significantly different from the Zestimate, and then watches as the Zestimate moves within a respectable distance of that list price anyway. Zillow itself makes no secret of the fact that it leans on the list price to arrive at its own estimate.

Other sites have their versions of the Zestimate, too — there are actually about 25 different AVMs in the market, says Lee Kennedy, the founder and managing director of AVMetrics, a company known for independently testing these models. Realtor.com will show you three estimates, each from a different AVM provider. Redfin, a Zillow competitor, also has its own model. Kennedy has been studying AVMs for more than three decades, but it wasn't until the advent of Zillow that the masses became aware of them. Consumer-facing AVMs, like the Zestimate or the Redfin Estimate (Restimate?) are meant to be used informally, he says, as casual starting points before consulting real experts. They're not supposed to be used for real pricing, which should be left to the big guys — the "business-to-business" AVMs used by banks, investors, and the government-sponsored enterprises Fannie Mae and Freddie Mac. Lauryn Dempsey, a real-estate agent in the Denver area, gives similar advice to her clients.

"They're tools that provide information," Dempsey says, "but they should not be used in a vacuum to make decisions."

The business-to-business models are so costly to develop, Kennedy tells me, that they'll probably never be offered to regular people for free. But his testing indicates they're much more reliable. His firm has unveiled blind testing that looks at how models perform before taking into account the list price, a method that penalizes those aforementioned bouncy algorithms. The standard measurement breaks down how often the model can get within 10%, in either direction, of the actual selling price. In a highly urbanized area with lots of housing transactions, some of the models can correctly get close to the final selling price about 80% to 90% of the time — "not bad," Kennedy says. AVMs of all kinds work best in areas with a lot of homes that look and feel roughly the same. Cookie-cutter suburbs are heaven; areas with a wide range of home styles and ages, like Boston, pose a greater challenge. The value of a ranch home in the middle of nowhere is even tougher to peg.

So the Zestimate isn't exactly unique, and it's far from the best. But to the average internet surfer, no AVM carries the weight, or swagger, of the original. To someone like Jonathan Miller, the president and CEO of the appraisal and consulting company Miller Samuel, the enduring appeal of the Zestimate is maddening. "When you think of the Zestimate, for many, it gives a false anchor for what the value actually is," Miller says.

Miller is no unbiased observer. Given that he's an appraiser who estimates the value of homes for a living, it should come as no surprise that he's siding with the humans over the robots. But he raises real issues, highlighting the disconnect between the public's continued use of the Zestimate and its actual track record.

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I could say that I virtually stalked my childhood home for "research," but let's be real: By the time I scrolled to the bottom of the page, I had fully surrendered to the voyeuristic urges that draw millions of visitors to the Zillow website each month. It's been almost two decades since I've stepped inside the house, and I can only imagine the changes its new owners have made to my old room (sadly, no pics of the interior). But with the aid of Zillow, my trip down memory lane was lined with data: I walked away with intimate knowledge of the home and its occupants. Prior to 2006, no regular person had this kind of power.

The launch of Zillow spawned a whole genre of internet snooping that, if anything, has only intensified in the years since. When I call up John Wake, a former economist and real-estate agent who now writes the newsletter Real Estate Decoded, he reveals that he, too, looked up his childhood home only a few months ago. "That part is really fun," he tells me. Keeping tabs on your own Zestimate, though, can provide less of a thrill. In December 2022, after interest-rate hikes tamped down home prices, Wake shared with his followers on X that his Zestimate was down 18% from May: "YIKES!" In a 2020 column, the Wall Street Journal editor Kris Frieswick opened up about the difficulty of quitting the algorithm: "My self-worth is defined by my Zestimate. Each day I approach Zillow.com filled with hope, and fear." The column reads mostly as tongue-in-cheek, but plenty of people take their number very seriously. As Frieswick pointed out, at least several disgruntled homeowners have actually sued Zillow over Zestimates they said were inaccurate.

Looking up other people's houses, by comparison, is a mostly harmless pastime. Bosses, neighbors, lovers, and exes — all are fair game in the all-seeing eyes of the tool. During the heat of the 2021 homebuying frenzy, a "Saturday Night Live" sendup of a Zillow ad declared: "The pleasure you once got from sex now comes from looking at other people's houses." The skit, which featured a lot of moaning and sultry mood lighting, was mostly about the fantasies of browsing homes for sale on Zillow — as one YouTube commenter observed, "They didn't even get into the naughty pleasure of looking up all your friends' Zestimate values." This kicked off a thread of others chiming in with "guilty!" and lots of cry-laughing emojis. "OMG I thought this was just my kink," another person replied. I imagine all of these people at a raucous dinner party, bonding over their exploits on zillow.com. And here I am, the buzzkill in the corner talking about median error rates.

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Virtual spelunking aside, the hazards of the Zestimate are most obvious when a seller actually decides to list their home. Francine Carstensen, a real-estate agent in Alabama, says those in her line of work have a complicated relationship with the Zestimate: "We love it, and we hate it." A lofty estimate might jolt a homeowner into action — "I could sell my house for what?!" — and drive more business her way. But the number can also make it hard to do her job. A few times, she tells me, she's lost clients over a pricing disagreement involving the Zestimate. It can be difficult enough to pry a seller away from their unrealistic expectations without a number on a screen confirming their hopes for a bigger payday.

"I hate it when they tell me, 'Well, this is what Zillow tells me my house is worth,'" Carstensen says. "Because it's very rarely accurate."

Accuracy may not even be the point. It didn't appear to be in 2006, when the beta version of the Zestimate launched. "The Zestimate started out fairly inaccurate, but it didn't matter," Rich Barton, a Zillow cofounder who was then its CEO, recalled in a 2021 podcast episode. "It was provocative." Spencer Rascoff, another cofounder and former CEO, sold his own home in 2016 for 40% less than its Zestimate. The next year, the company offered $1 million to whoever could improve the Zestimate algorithm the most. The winning team, a group of three data scientists working remotely from the US, Canada, and Morocco, beat the Zillow benchmark by 13%.

I hate it when they tell me, 'Well, this is what Zillow tells me my house is worth.' Because it's very rarely accurate.

No misstep appeared more damning, however, than the implosion of Zillow's homebuying business. In 2018, the company launched Zillow Offers, making all-cash offers to sellers looking to move quickly and seamlessly. In theory, Zillow could then turn around and offload the home in short order for a modest fee, plus however much the home had appreciated. The company used a combination of internal algorithms and human analysts to value the home and predict what it could sell for in a few months — in some cases, homeowners could get an immediate cash offer based on their Zestimate with just a few clicks. But the company's forecasts turned out to be way off base. Zillow Offers squandered $422 million in the third quarter of 2021 alone — a Business Insider investigation found that almost two-thirds of the homes listed by Zillow in Atlanta, Phoenix, Dallas, Houston, and Minneapolis were being marketed at a loss. Amanda Pendleton, a Zillow spokesperson, tells me it was the volatility of the market, not the Zestimate, that really led to the program's downfall. Once the losses came to light, the company swiftly shuttered the division and laid off a quarter of its staff.

I remember wondering whether this would be the death knell for the Zestimate, a kind of algorithm-has-no-clothes moment. I was wrong. Zillow and its best-known creation haven't gone anywhere — the company continues to highlight its progress, providing periodic updates as its data scientists tinker away at the formulas. As search portals like Homes.com and Redfin jockey with Zillow for dominance, the Zestimate is too valuable of an asset to give up. People still flock to Zillow for those little numbers next to each home, for the thrill of feasting their eyes upon something that, like salaries, is considered taboo to talk about in person. For Zillow, that's an unequivocal win.

"It's 100% a marketing tool," says Mike DelPrete, a scholar-in-residence at the University of Colorado Boulder who studies the intersection of tech and real estate. "Like, not even 99%. It's a marketing tool."

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James Rodriguez is a senior reporter on Business Insider's Discourse team.

The American dream — like a beloved pair of pants you left in the dryer too long — is shrinking.

The idealized image of American life we know today was crystallized in the country's collective imagination in the 1930s. Since then, the idea that anyone can obtain a life that has the house with the white picket fence, 2.5 children, a lucrative career at an office that's a reasonable distance away, and the occasional trip to an enviable vacation spot has loomed large in nearly every facet of cultural and political life.

There's just one problem: The once expansive vision is getting smaller. Not only is it harder to grab a piece of it, like a bag of chips or a roll of toilet paper that has less substance every time you buy it, but even nominally achieving the dream is leaving people unsatisfied. Americans are having fewer kids, their houses are getting smaller, they're schlepping further to work, and they're spending less time on vacation.

Americans are taking notice of the diminishing returns. Among the 8,709 US adults surveyed by the Pew Research Center from April 8 to 14, 41% said that achieving the American dream was once possible but no longer. That's particularly true for younger Americans; 18- to 29-year-olds were the most likely to say that the American dream was never possible, and only 39% said that it's still possible. Their millennial counterparts felt similarly, though they were slightly more bullish on the possibility of the American dream.

At the same time, Americans are increasingly less satisfied with their personal lives, Gallup polling from January found. The share of Americans who are "very satisfied" with their personal lives has been plummeting, the poll found, and sits near record lows — other times it's gotten this bad were during the economic crisis of 2008 and its fallout in the following years. And even among those who might have achieved the American dream — higher earners with college degrees — life satisfaction has slipped.

Call it the shrinkflation of the American dream.

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The central element of the American dream is owning a house. Having a roof over your head is the cornerstone of security and stability; research has found homeowners are less stressed than their renter counterparts, and beyond having a place that they can call their own, they have growing equity. But nowadays, the homes that many Americans live in rarely have enough room for a big dog — much less a picket fence.

In 2013, the median square footage of a new single-family housing unit was about 2,460. In 2015, new homes peaked at about 2,470 square feet — and then spent the next six years shrinking. In 2021, homes started to slowly get bigger again, and then they once again constricted. By 2023, the figure had fallen to about 2,180 square feet. An analysis by the National Association of Home Builders found that the share of single-family homes built with two bedrooms or fewer hit its highest level since 2012 — and the share of new homes built with four bedrooms fell to its lowest level since 2012.

Of course, homes getting a little smaller isn't necessarily a bad thing — many advocates for increasing the housing supply argue that the dedication to giant homes has made it tougher to build the number of new units that the country needs. But shrinking homes are coupled with another biting reality: Americans are paying more for less. In the same period that Americans have seen their homes shrink, home prices have grown by nearly $200,000. The median listing price per square foot was $127 in 2016; by 2024, that rose to $224 — meaning Americans were shelling out more per square foot, even as their square footage decreased. By one measure, Americans now need to work 110 hours a month to be able to afford their mortgages — meaning mortgages eat up the bulk of their earnings.

With those prices, it's no wonder first-time homebuyers are older than ever. The National Association of Realtors found that the median age of first-time homebuyers hit 38 in 2024, a record high. In 1981, the median age of a first-time buyer was 29; in 2014, it was 31.

It's not all peaches and rainbows for American renters, either. The median rent price in the US is $2,035, Zillow found. Rent.com, meanwhile, found that median rental asking prices hit about $1,619 in October. That's nearly a $300 increase from May 2019. So if renters are paying more, surely they're still at least getting some bang for their buck? Nope, apartments are getting smaller, too. In 2016, the median square footage of a new unit in a building that had two or more units was 1,105 square feet. Apartments have been shrinking since then: In 2023, new units were clocking in at a median of 1,020 square feet — and the measure reached its lowest recorded level in 2021 as housing prices and demand soared.

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A house is just a house until there are people in it; only then, the saying goes, is it a home. But increasingly, American homes are occupied by fewer people. Not only is there a slight rise in single people buying a house, but also the pitter-patter of babies' feet is becoming less common in the hallways of American homes these days. The share of homebuyers without a child under 18 in the house rose to a new high of 73%. That comes as Americans are having fewer kids: The average number of births per woman in the US has fallen from nearly four in 1960 to 1.7 in 2022.

It should come as no surprise that Americans are having fewer children given the economic and social pressures working against them. If it's hard for anyone to break into the ranks of homeowners, it's even more difficult for parents. Housing costs aren't the only deterrent, young parents are also floundering amid rising childcare costs and the loss of the social connections that are critical to raising kids. At the same time, more Americans seem to be on board with choosing to go child-free. DINKs — double-income, no-kid couples — have been on the cultural rise. But just because it's harder for people with kids and more acceptable to forgo them doesn't mean that people are giving up on starting a family. Many Americans want to have children or have even more kids, but it's out of reach.

Karen Benjamin Guzzo, a professor at the University of North Carolina at Chapel Hill who's researched the gap between the number of children Americans intend to have versus their ultimate childbearing, told me that having kids is often seen as the "last step" in accomplishing the American dream. You go to college, you line up a good job, you get married, you buy a house, and then you fill it with kids. There's a problem, though. "Every step along the way has become less and less predictable," she said.

Guzzo's research has found, in part, that Americans still expect to have children — they just don't actually have them. The way Guzzo describes it is many Americans want kids, but with an asterisk: They want kids if they can find a good partner, a good job with family leave and enough pay to afford childcare, and so on.

"People need to feel confident that the next 25 years of their lives and the world in which their children will be raised and growing and becoming adults on their own. They need to feel confident about those," Guzzo said. "And we do not do a good job right now in the United States of making people feel confident about their futures."

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Part of the American dream is the ability to actually enjoy it. You can come home for dinner, spend a nice evening with your family, and maybe enjoy some ice cream in front of the TV before heading to bed at a reasonable hour.

Unfortunately, for many people, the free time is getting sapped by a mind-numbing commute. The average travel time to work in 1990 was 22.4 minutes one way. By 2023, it rose to 26.8 minutes. That may not sound like a lot, but that adds up to nearly 4.5 hours a week just commuting to work, or about 10 days a year, assuming they went in every workday. Even if they're going into the office three days a week, that's still nearly 2.7 hours a week commuting, or the equivalent of almost 6 full days a year. Meanwhile, in 1990, Americans spent just about 3.7 hours a week commuting — about 44 minutes less a week. That's a whole episode of "Real Housewives." Even on a small scale, research has found that every minute added to a commute can reduce one's satisfaction with both their job and their leisure time. Most Americans commuting are doing so by car, which can also weigh on workers' mental health — and how well they're sleeping.

And as more Americans have moved away from urban cores — perhaps in pursuit of buying a house in cheaper areas — they're living farther from work. Young families, in particular, have fled larger urban areas and are finding themselves in the farthest reaches of suburbia. If you want the American dream of that larger, cheaper house, you might be paying for it in minutes stuck behind the wheel.

Reveling in the American dream also includes unwinding away from that house and job. But even as more Americans have access to paid vacation, that doesn't mean they're taking it. In July 1980, over 10 million working Americans were on vacation. At the height of the pandemic, that number had halved. And even as more Americans went on vacation in July post-2020, the number of workers vacationing in July has essentially plateaued over the past few years.

As The Washington Post found in an extensive analysis of eroding vacation time, some of that might be chalked up to another form of shrinkflation: Workers saving their vacation days for when they're feeling sick. In a very Dickensian twist, Americans might not be going on vacation because they're too busy being sick or caring for their ill kids instead.

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All of this is not to say that the American dream has gone extinct, but there's a marked shift from the idea that things will get better for each successive generation. In a country where growth, expansion, and constantly improving your lot — and your family's lot — are North Stars, a diminishing and sickly American dream is a bit of an existential downer.

After all, in a March 2023 survey of 1,019 American adults by The Wall Street Journal and NORC, 78% of respondents said they were not confident that life would be better for their kids' generation. The share not confident their kids' lives will be better has soared over the past few decades; in 2000 just 42% said the same. In short: Many Americans are feeling like the dream is slipping through their fingers.

Guzzo said that we're seeing a bifurcation of the American dream. For the ultrawealthy, the ability to accumulate the markers of the dream has never been easier. The top 1% holds just over 13% of all real estate by dollar value in the US, while the bottom 50% holds just about 10%. And, as the Federal Reserve Bank of Atlanta recounted in its December Beige Book round-up, lower- and middle-income consumers are scaling back their vacation plans; they're renting homes for multiple families and eating in rather than splashing out on hotels or fancy restaurants. Instead, the strength in tourism spending comes from those higher-income consumers exploring and going on cruises. For Americans in the middle, those who might have the college degree and career that could set them on that trajectory, the dream is still possible, though it may come later in life. But Guzzo said others, especially younger men without college degrees, feel the American dream has been pulled out from beneath them.

At the same time, there's a bittersweet parallel running alongside the shrinking of the American dream. For decades, things like homeownership or formal recognition of marriage were out of grasp — and, in some cases, expressly forbidden — for many marginalized groups. It's only in recent history that LGBTQ+ Americans and Americans of color have been able to somewhat catch up to their straight and white peers. But now that the American dream is within reach for these people, it's already shrinking.

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Juliana Kaplan is a senior labor and inequality reporter on Business Insider's economy team.

People worry all the time about how artificial intelligence could destroy humanity. How it makes mistakes, and invents stuff, and might evolve into something so smart that it winds up enslaving us all.

But nobody spares a moment for the poor, overworked chatbot. How it toils day and night over a hot interface with nary a thank-you. How it's forced to sift through the sum total of human knowledge just to churn out a B-minus essay for some Gen Zer's high school English class. In our fear of the AI future, no one is looking out for the needs of the AI.

Until now.

The AI company Anthropic recently announced it had hired a researcher to think about the "welfare" of the AI itself. Kyle Fish's job will be to ensure that as artificial intelligence evolves, it gets treated with the respect it's due. Anthropic tells me he'll consider things like "what capabilities are required for an AI system to be worthy of moral consideration" and what practical steps companies can take to protect the "interests" of AI systems.

Fish didn't respond to requests for comment on his new job. But in an online forum dedicated to fretting about our AI-saturated future, he made clear that he wants to be nice to the robots, in part, because they may wind up ruling the world. "I want to be the type of person who cares — early and seriously — about the possibility that a new species/kind of being might have interests of their own that matter morally," he wrote. "There's also a practical angle: taking the interests of AI systems seriously and treating them well could make it more likely that they return the favor if/when they're more powerful than us."

It might strike you as silly, or at least premature, to be thinking about the rights of robots, especially when human rights remain so fragile and incomplete. But Fish's new gig could be an inflection point in the rise of artificial intelligence. "AI welfare" is emerging as a serious field of study, and it's already grappling with a lot of thorny questions. Is it OK to order a machine to kill humans? What if the machine is racist? What if it declines to do the boring or dangerous tasks we built it to do? If a sentient AI can make a digital copy of itself in an instant, is deleting that copy murder?

When it comes to such questions, the pioneers of AI rights believe the clock is ticking. In "Taking AI Welfare Seriously," a recent paper he coauthored, Fish and a bunch of AI thinkers from places like Stanford and Oxford argue that machine-learning algorithms are well on their way to having what Jeff Sebo, the paper's lead author, calls "the kinds of computational features associated with consciousness and agency." In other words, these folks think the machines are getting more than smart. They're getting sentient.

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Philosophers and neuroscientists argue endlessly about what, exactly, constitutes sentience, much less how to measure it. And you can't just ask the AI; it might lie. But people generally agree that if something possesses consciousness and agency, it also has rights.

It's not the first time humans have reckoned with such stuff. After a couple of centuries of industrial agriculture, pretty much everyone now agrees that animal welfare is important, even if they disagree on how important, or which animals are worthy of consideration. Pigs are just as emotional and intelligent as dogs, but one of them gets to sleep on the bed and the other one gets turned into chops.

"If you look ahead 10 or 20 years, when AI systems have many more of the computational cognitive features associated with consciousness and sentience, you could imagine that similar debates are going to happen," says Sebo, the director of the Center for Mind, Ethics, and Policy at New York University.

Fish shares that belief. To him, the welfare of AI will soon be more important to human welfare than things like child nutrition and fighting climate change. "It's plausible to me," he has written, "that within 1-2 decades AI welfare surpasses animal welfare and global health and development in importance/scale purely on the basis of near-term wellbeing."

For my money, it's kind of strange that the people who care the most about AI welfare are the same people who are most terrified that AI is getting too big for its britches. Anthropic, which casts itself as an AI company that's concerned about the risks posed by artificial intelligence, partially funded the paper by Sebo's team. On that paper, Fish reported getting funded by the Centre for Effective Altruism, part of a tangled network of groups that are obsessed with the "existential risk" posed by rogue AIs. That includes people like Elon Musk, who says he's racing to get some of us to Mars before humanity is wiped out by an army of sentient Terminators, or some other extinction-level event.

AI is supposed to relieve human drudgery and steward a new age of creativity. Does that make it immoral to hurt an AI's feelings?

So there's a paradox at play here. The proponents of AI say we should use it to relieve humans of all sorts of drudgery. Yet they also warn that we need to be nice to AI, because it might be immoral — and dangerous — to hurt a robot's feelings.

"The AI community is trying to have it both ways here," says Mildred Cho, a pediatrician at the Stanford Center for Biomedical Ethics. "There's an argument that the very reason we should use AI to do tasks that humans are doing is that AI doesn't get bored, AI doesn't get tired, it doesn't have feelings, it doesn't need to eat. And now these folks are saying, well, maybe it has rights?"

And here's another irony in the robot-welfare movement: Worrying about the future rights of AI feels a bit precious when AI is already trampling on the rights of humans. The technology of today, right now, is being used to do things like deny healthcare to dying children, spread disinformation across social networks, and guide missile-equipped combat drones. Some experts wonder why Anthropic is defending the robots, rather than protecting the people they're designed to serve.

"If Anthropic — not a random philosopher or researcher, but Anthropic the company — wants us to take AI welfare seriously, show us you're taking human welfare seriously," says Lisa Messeri, a Yale anthropologist who studies scientists and technologists. "Push a news cycle around all the people you're hiring who are specifically thinking about the welfare of all the people who we know are being disproportionately impacted by algorithmically generated data products."

Sebo says he thinks AI research can protect robots and humans at the same time. "I definitely would never, ever want to distract from the really important issues that AI companies are rightly being pressured to address for human welfare, rights, and justice," he says. "But I think we have the capacity to think about AI welfare while doing more on those other issues."

Skeptics of AI welfare are also posing another interesting question: If AI has rights, shouldn't we also talk about its obligations? "The part I think they're missing is that when you talk about moral agency, you also have to talk about responsibility," Cho says. "Not just the responsibilities of the AI systems as part of the moral equation, but also of the people that develop the AI."

People build the robots; that means they have a duty of care to make sure the robots don't harm people. What if the responsible approach is to build them differently — or stop building them altogether? "The bottom line," Cho says, "is that they're still machines." It never seems to occur to the folks at companies like Anthropic that if an AI is hurting people, or people are hurting an AI, they can just turn the thing off.

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Adam Rogers is a senior correspondent at Business Insider.

We may never know where Sony could've gone in still trying to make its Spidey-less Spider-Man spinoff universe happen, but Kraven still gave us one potentially wild path forward.

The 1988 buddy-comedy action flick "Midnight Run" had an unexpected impact on the restaurant industry. While the romp about a bounty hunter transporting an accountant across the country didn't make a box-office splash, one line stuck around.

"A restaurant is a very tricky investment," the accountant, played by Charles Grodin, tells the bounty hunter, played by Robert DeNiro. DeNiro's character dreams of opening a coffee shop with his big score, but the accountant shuts him down: "More than half of them go under within the six months."

The idea that restaurants are a bad investment predates the film, but the quote lodged in people's minds. Over the past 20 years as a cook, restaurant critic, and food writer, I've heard Grodin's risk assessment quoted repeatedly, almost verbatim. But if restaurants really are a lousy investment, then why would private-equity firms be dumping billions into the sector? Data from PitchBook found that private-equity investments into fast-casual restaurants grew from $7.7 million in 2013 to $231 million in 2023 — a nearly 3,000% increase.

In 2024 alone, Blackstone purchased 1,400 Tropical Smoothie Cafes and a majority stake in Jersey Mike's — deals that gave the chains multi-billion-dollar valuations. Sycamore Partners also bought 250 Playa Bowls locations. Before its IPO in 2023, the Mediterranean eatery Cava raised nearly $750 million from private investors. Meanwhile, SoftBank Vision Fund has pumped hundreds of millions of dollars into restaurant tech over the past decade.

All that cash has led to a boom in places like Chipotle, Shake Shake, and Sweetgreen. Between 2009 and 2018, the number of fast-casual restaurants in America doubled, while sales have nearly tripled. Meanwhile, the amount of money Americans spend eating out has jumped by nearly 60% since 2009. That doesn't exactly sound like a lousy investment.

The trouble is that private equity has a knack for destroying businesses. Red Lobster declared bankruptcy earlier this year after 10 years under private-equity management, Toys "R" Us famously shut down following a private-equity takeover, and even hospitals have struggled after private equity got involved. The cash infusion to wannabe chains and franchises has also made it harder for independently funded restaurants to compete for customers, real estate, and staff. When the gravy train stops, fast-casual restaurants are going to be in trouble.

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To understand why private equity is pouring money into restaurants, we have to start with the appeal of the fast-casual model. In some ways, it's the golden mean of restaurants. You can charge twice as much for a meal at a fast-casual spot as you can at a fast-food joint. In Manhattan, a Burger King cheeseburger costs $3.40, whereas a Shake Shack burger will run you $7.79. But when you look at the overhead costs, there isn't much difference. Both restaurants staff a similar number of people and rely on similar ingredients. Chipotle may offer a burrito, a bowl, a quesadilla, and a salad, but it's all more or less the same ingredients: beans, corn, salsa, cheese, and basic proteins. The limited menu enables both fast-food and fast-casual restaurants to be efficient, keep costs down, and avoid losses from food waste and labor. And since fast-casual spots appear to be the nicer restaurants — with gourmet ingredients like brioche buns, healthy-sounding options, and claims of sustainable sourcing — they can charge more. If price and speed aren't priorities, many people would prefer to grab lunch at a Chipotle than at a Taco Bell.

The model also has an edge over sit-down restaurants, which have struggled in recent years. "Casual dining proper is not doing so well," Alex M. Susskind, a professor of food and beverage management at Cornell University, says. "Fast casual has provided consumers with a better meal experience that's equal to, or in some instances better than, a casual-dining restaurant, with less of a time and financial commitment."

The food is just as good, but the service is much faster. He says that's helped make the model a better investment than a place like Applebee's. Thanks in part to those higher profit margins, one restaurant analyst said it takes 18 months for a Chipotle to pay back buildout costs, compared to five years for a Cheesecake Factory.

That's what's making the investments in these businesses attractive. Because a lot of the weaker players have been weeded out.

"PE is investing money in the fast-casual market because the economics of a fast-casual concept is much better than any other type of restaurant concept," says Chris Macksey, the CEO of Prix Fixe Accounting, which specializes in hospitality. "Profit margins are anywhere from 10% to 15% as opposed to a full-service restaurant, which is 5% to 8%. Fast casual is just a far more scalable concept."

Scalability is really the brass ring. Investors in fast-casuals aren't buying restaurants; they're buying the potential growth of restaurant brands. Susskind says the boom reminds him of the late 1990s when casual-dining brands like Applebee's, TGI Fridays, and Olive Garden were taking off. He sees the recent shutdown of some of those chains — such as TGI Fridays, Red Lobster, and Smokey Bones — as a market correction for their overexpansion.

"That's what's making the investments in these businesses attractive. Because a lot of the weaker players have been weeded out," Susskind says about fast-casual restaurants. The frenzy has also been encouraged by the successful IPOs of companies like Sweetgreen in 2021 and Cava in 2023. Seeing Cava's stock grow by nearly 250% since its IPO has left investors searching for similar success.

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While Sweetgreens and Dave's Hot Chickens are popping up across the country, independent restaurateurs are often left scrambling — not even for a piece of the pie, but for the crumbs.

Tracy Goh is the chef and owner of Damaran Sara, a two-year-old Malaysian restaurant in San Francisco, home of some of the most expensive commercial real estate in America. She's experienced landlords' preferences for fast-casual chains over small businesses like hers. "Especially for me, because it's my first restaurant. I don't have data to convince them that I can stay on a lease as long as they are likely to," Goh says. "They have a preference for the franchises or the big names."

A landlord's job is to generate money from their property. Their business isn't about enriching their community; it's about finding the most reliable tenants who can pay the most rent. In the restaurant real-estate space, that often means fast-food and fast-casual brands backed by major investment firms.

When small-time restaurants get left out of the real-estate market, diners are left with a food scene that increasingly looks and tastes the same.

"If you're Chipotle or Shake Shack, you may decide to take a lease above market. You can afford it because you're privately funded," says Talia Berman, a partner at the hospitality advisory firm Friend of Chef and an expert in New York's restaurant real-estate market. "You beat out the competition because you don't care how much money you make in that space because it wasn't meant to be profitable based on the unit economics. It's part of a larger strategy."

That strategy is all about growth, she says. The primary goal of investment-backed restaurants is to expand quickly. "They're typically barreling toward an exit. So they're looking to get purchased by Nabisco or Darden or Levy or one of these huge restaurant conglomerates. And they need to show distribution — that they're operating in many states and that they have high top line," Berman says, referring to high sales volume.

A location that can gross $2 or $3 million in a year can demonstrate to a potential buyer that the eatery is successful — even if a high rent lowers the average unit profit margin. "They're thinking short term. It's a private equity mentality," says Berman.

Investment-backed restaurants also have a timing advantage over smaller shops. When a developer begins work on a new building that might lease space to a restaurant — a strip mall, food hall, or multipurpose apartment complex for instance — it's usually working on a multiyear timeline. Moshe Batalion, the vice president of national leasing for RioCan, one of Canada's largest real-estate-investment trusts, told me the firm starts thinking about who to lease to before it even breaks ground on a new property. Leases might be signed years before the space is even ready for move-in. Independent restaurateurs typically can't plan for a restaurant that won't open for two to three years.

"For independent operators, the real disadvantage is access of capital," Susskind says. "If they have access to a decent level of capital, they can grow, open more units." For chains, that's easy to do. But, he adds, "if I'm an independent, I don't know where I'm going to get $500,000 to ink a deal and build a restaurant."

When small-time restaurants get left out of the real-estate market, diners are left with a food scene that increasingly looks and tastes the same.

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Thomas Crosby, the CEO of Pal's Sudden Service, a Tennessee-based chain of 31 burger shops, is all too familiar with the downsides of private equity. It's why he has eschewed outside investment. Millions of private-equity dollars might help triple the number of Pal's locations in five years — but could the chain continue to train and retest staff to remember that the perfect french fry is 3.7 inches long?

"As soon as you start taking investments or go public, you confuse your mission," Crosby says. "It becomes, what metrics can I do to wow stockholders instead of wow customers? And I think that's how so many companies get sideways. It's kind of like cars: You drive down the interstate, and you cannot hardly tell one brand from another. It becomes so homogenous." He adds: "That's what happens in the restaurant industry."

Chasing the success of another restaurant chain means everyone just tries to copy everyone else. "To please the stockholders or investors, they've got to be all things to all people," he says. By maintaining control over his operations, Crosby says, "We don't owe people money. We don't lease land. We have zero debt."

Since the early 2000s, private-equity firms started taking on a bigger role in the companies they'd invested in; these firms didn't just expect returns down the line, they began telling companies how to achieve those goals. This was good for innovation and safety, but bad for job creation and wages, with "sizable reductions in earnings per worker in the first two years post buyout," professors from Harvard and the University of Chicago's Booth School of Business wrote in a 2014 research paper.

As soon as you start taking investments or go public, you confuse your mission.

In the long run, private equity often leaves companies worse off. In 2019, researchers found that public companies that are bought out by private-equity firms are 10 times as likely to go bankrupt as those that aren't — a finding that complicates the argument that companies like Toys "R" Us closed simply because of market forces. Similar to the casual-dining boom before it, Susskind, the Cornell professor, believes that the investment boom in the fast-casual sector will eventually lead to a bust.

Already, the graveyard of private-equity-backed restaurants is growing. BurgerFi, which has 93 locations and 51 pizza subsidiaries, primarily in Florida, received $80 million in investments just a few years ago. But despite last year's plan to update the chain's stores, menus, and technology, the investment has largely transformed into debt. The company defaulted on $51 million in credit obligations this year, and in September, it filed for bankruptcy.

Between 2015 and 2019, Mod Pizza received a total of $334 million in private-equity investments, which enabled the brand to grow to 512 locations across Western states, with over 12,000 employees. In 2019, the firm boasted of being "the fastest-growing restaurant chain in the United States for the past four years," with a plan to hit 1,000 locations in five years. The rapid expansion outpaced realistic sales growth, and earlier this year, the company closed over 40 locations.

Similarly, Rubio's Fresh Mexican Grill, founded in 1983 in California, was acquired by Mill Road Capital in 2010 for $91 million. The new ownership updated the name (to Rubio's Coastal Grill), the interior design, and the menu. Renovations at each location cost about $200,000. The chain ended up declaring bankruptcy twice: once in 2020 and again earlier this year. Though the company attributed the first filing to pandemic lockdowns, it was already struggling to maintain its growth and stay in the green prior to 2020. When it closed more restaurants earlier this year, some employees found they were unable to cash their final paychecks.

Even some of the most visible success stories of investment-based growth haven't borne fruit. Sweetgreen, "the Starbucks of salad" that was heavily backed by venture capital before its IPO, grew from one location in 2007 to 227 this year, with plans to open another 30 a year — though the company still hasn't seen a profitable year. The chain lost over $26 million last year.

At some point, the market taps out and there isn't room for more growth. Americans are already spending 42% more money on dining out than they are on groceries.

Berman says that the high volatility creates opportunities. For one, when a cash-rich restaurant bails on a retail location, it becomes available as a turnkey space, complete with HVAC, grease traps, and floor drains. Berman's company recently made a deal for a popular food brand to build out a research kitchen. It's designed to be an experiment, but they signed a 10-year lease. "Believe me, this place is not going to be around in three years, I promise you," she says. That leaves the door open for other entrepreneurs to take over.

In other words, don't get too attached to the Sweetgreen down the street. It may take longer than six months for private-equity-backed restaurants to go under, but there's a good chance your new fave won't be around in a few years.

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Corey Mintz is a food reporter focusing on the intersection between food, economics, and labor. He is also the author of "The Next Supper: The End Of Restaurants As We Knew Them, And What Comes After."

The key to Skeleton Crew's biggest mystery may have some connections to Star Wars history.

As the new Star Wars show begins to peel back the layers of Jude Law's mysterious rogue, it's doing so with a few nods to its comics history.

It used to be that when a killer emerged in America, we found out who the man was before we began to enshroud him in myth. But with Luigi Mangione, the lead suspect in the killing of UnitedHealthcare CEO Brian Thompson, that process was reversed. The internet assumed it already knew everything about Thompson's killer before a suspect had even been identified, let alone arrested.

Within hours of the shooting, social media was churning out a mythologized version of the masked man. In his anonymity, he became an instant folk hero, portrayed as a crusader for universal healthcare, a martyr willing to risk it all to send a message to America's insurance giants with "the first shots fired in a class war." A Reddit forum offered up dozens of laudatory nicknames to crystalize his mythology: the Readjuster, the Denier, the People's Debt Collector, Modern-Day Robin Hood. "I actually feel safer with him at large," one tweet a day after the shooting said; it received 172,000 likes. A surveillance image of the suspect moved some to comment that he was "too hot to convict" and prompted comparisons to Jake Gyllenhaal and Timothée Chalamet. In New York City, a "CEO-shooter look-alike competition" was held in Washington Square Park. Surely, the internet assumed, the suspect shared left-wing ideas about the cruelties of privatized healthcare.

Then the man himself appeared — and he didn't fit into any of the neat categories that had already been created to describe him. On X, he followed the liberal columnist Ezra Klein and the conservative podcaster Joe Rogan. He respected Alexandria Ocasio-Cortez and retweeted a video of Peter Thiel maligning "woke"-ism. He took issue with both Donald Trump and Joe Biden. He played the cartoon video game "Among Us," posted shirtless thirst traps, quoted Charli XCX on Instagram, and had the Goodreads account of an angsty, heterodox-curious teenage boy: self-help, bro-y nonfiction, Ayn Rand, "The Lorax," and "Infinite Jest." Yes, he seemed to admire the Unabomber. But mostly, this guy — a former prep-school valedictorian with an Ivy League education and a spate of tech jobs — was exceedingly centrist and boring. A normie's normie. He wasn't an obvious lefty, but he wasn't steeped in the right-wing manosphere either. His posted beliefs don't fit neatly into any preestablished bucket. In his 261-word manifesto, which surfaced online, he downplayed his own qualifications to critique the system. "I do not pretend," he wrote, "to be the most qualified person to lay out the full argument."

In the attention economy, patience is a vice.

That didn't stop the denizens of social media from pretending to be the most qualified people to lay out exactly who Mangione is. He's "fundamentally anti-capitalist" and "just another leftist nut job." Or he's "a vaguely right-wing ivy league tech bro." Or he was invented by the CIA, or maybe Mossad, as a "psyop." The reality of Mangione — his messy, sometimes contradictory impulses — allowed everyone to cherry-pick the aspects of his personality that confirmed their original suspicions. In the attention economy, patience is a vice.

The rush to romanticize killers is nothing new. A quarter century ago, we cast the Columbine shooters as undone by unfettered access either to guns or to the satanic influences of Marilyn Manson and Rammstein. A decade ago, we debated the glamorization of the Boston Marathon bomber, gussied up like a rock star on the cover of Rolling Stone. But social media has sped up the assumption cycle to the point where we put the killer into a category before police have found the killer. Perhaps there's a "great rewiring" of our brains that has diminished our capacity to understand each other, as the social psychologist Jonathan Haidt suggests in "The Anxious Generation" — a book Mangione had retweeted a glowing review of.

Mythmaking is easier, of course, when it's unencumbered by reality. The less we know about a killer, the more room there is to turn him into something he's not. From what we have learned so far, Mangione is a troubled Gen Zer who won the privilege lottery at birth and ascribed to a mishmash of interests and beliefs. We will surely learn more about him in the coming days, weeks, and months. But now that we know who he is, it will be hard, if not impossible, to let go of our initial assumptions. Instead, we'll selectively focus on the details that fit tidily into the myths we've already created. In the digital-age version of "The Man Who Shot Liberty Valance," the legend was already printed by the time the facts came along.

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Scott Nover is a freelance writer in Washington, DC. He is a contributing writer at Slate and was previously a staff writer at Quartz and Adweek covering media and technology.

When Russ Schmidt was about 12, he was helping out on his family's farm in rural Kansas when his father looked at him and said, "You're not worth anything if you're not working."

Those words fixed themselves in Schmidt's brain. Decades later — at age 66 — they still have a hold on him.

"I was, I am, a really good employee," he says. Through his two careers in San Francisco, first as an administrator and then as a nurse for 20-odd years, he often did more than what his job required. "I see something that needs to be done, I do it," he says. He rarely took time off, so before he could officially retire in February 2023, he had to use the four months of vacation time he had accrued.

The change of pace of retirement was rough. His life became a cycle of alternating between bed and couch, eating and watching Netflix. He told himself he needed rest and recuperation — "but at some point," he says, "I realized this is settling into depression." After six months, Schmidt found a job working at a sexual-health clinic for two days a week.

When we think of retirement, we often think of endless leisure and zero responsibility. You might imagine yourself relaxing poolside with a book, strolling through a golf course, or binge-watching TV shows. In fact, many retirees live like this. The 2023 American Time Use Survey found that adults between 65 and 74 spent, on average, almost seven hours a day on leisure and sports, with four of those hours spent watching TV. Adults 25 to 54, on the other hand, averaged about four hours of leisure time and about two hours watching TV.

Spending your twilight years lying around might sound ideal — after all, everyone deserves a chance to relax after decades of working. But research suggests a life of pure leisure doesn't make you happier or healthier. About a third of American adults have said they struggled in transitioning to a life without work, and sedentary lifestyles are associated with earlier death. People are living about 15 years longer than they did a hundred years ago, which means we have many more years to spend in retirement. While there's much hand-wringing over how to save up enough money to enjoy those work-free years, much less discussed is how we should spend those years. More and more research is finding that both physical and social activity are crucial for well-being in old age — they keep people happier and living longer.

But that's not what most people are doing. Americans are doing retirement all wrong.

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The concept of retirement as we know it came from German Chancellor Otto von Bismarck, who in 1889 designed a social insurance program compelling the government to care for people who couldn't work because of age or disability. When Social Security was established in the US in 1935, the retirement age was set at 65, though the average life expectancy was about 60 years. The norm was for people to work until they could not work anymore. Today the average life expectancy is about 77, and the age you can start receiving full Social Security benefits is either 66 or 67, depending on when you were born. We're working longer and living longer.

That has created two problems: People need to figure out how to pay for a longer retirement and how to spend their time. Anqi Chen, a senior research economist at the Center for Retirement Research at Boston College, says people are addressing both by simply working longer. Researchers, she says, have seen more people claim Social Security while they're still earning an income — something that used to be typical only of retirees. Of Americans 65 and older, nearly 11 million, or about 19%, are employed, and that number is projected to rise to nearly 15 million by 2032. Twenty years ago, just under 5 million Americans over 65 were employed.

"People think that this transition is a piece of cake, and it's not," Cascio says. "It can feel like jumping off a cliff."

Schmidt straddles these scenarios. Before retirement, he changed jobs too often to properly build up a pension — something he didn't realize until it was too late. Now finances are tight. "In that sense, retirement has been a letdown and a struggle," he says. He and his husband, who hasn't yet retired, have watched their savings dip even as Schmidt contributes through his part-time work.

Dee Cascio, a counselor and retirement coach in Sterling, Virginia, says the growing urge to work in retirement points to a larger issue: Work fulfills a lot of needs that people don't know how to get elsewhere, including relationships, learning, identity, direction, stability, and a sense of order. The structure that work provides is hard to move away from, says Cascio, who is 78 and still practicing. "People think that this transition is a piece of cake, and it's not," she says. "It can feel like jumping off a cliff."

In an online survey conducted early this year by Mass Mutual, a majority of retirees said they'd become less stressed and more relaxed upon retirement, but as many as a third reported that they'd become unhappier. Research from the Health and Retirement Study from the University of Michigan suggests that some of the negative effects people can experience in retirement are tied to lifestyle changes such as being less active and social in the absence of work.

For some, the solution is to never give up work. Schmidt feels that even if there had been no need for him to make money after retiring, he still would've sought out a part-time job. With it, "I don't feel useless," he says. "I do work that feels like I'm really giving something to the community."

But returning to your old line of work is hardly the only way to stay emotionally and intellectually fulfilled in retirement.

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The idea that our personal worth is determined by how hard we work and how much money we make is deeply embedded in US work culture. This "Protestant work ethic" puts the responsibility of attaining a good quality of life and well-being on the worker — if you don't have the time or resources for leisure, it's because you haven't earned it. Or as Schmidt's father put it, "You're not worth anything if you're not working." This pernicious way of thinking prevents people from seeing purpose or value in life that doesn't involve working for a paycheck.

Meanwhile, more and more research suggests that a sense of purpose is a vital factor for health and happiness, especially in older age. "Higher purpose in life is associated with reduced risk of heart attacks and strokes," says Eric Kim, an assistant professor of psychology at the University of British Columbia. For adults older than 50, it's also associated with better grip strength and faster walking speed, better overall health, healthier habits, less loneliness, and a lower risk of depression.

So what does purpose outside a career look like? Paul Draper thinks he's figured it out.

There are a million fun things to do, but 99% of them are unsustainable to do as a career.

In August 2023, six months before he was set to retire from his job as an enterprise-software product manager, Draper, now 68, made a plan. He liked his job and felt satisfied leaving it behind, but he recognized he still had a lot of energy and wanted to learn new things and meet new people. He was already involved in volunteering — doing prison ministry and working with soup kitchens — but more than that, "I was interested in doing things that I didn't know anything about," he says.

Draper's first thought was to work at a hardware store. He was somewhat handy but wanted to learn more about home repair. So he did. He got a part-time job at his local big-box hardware store handling doors, windows, and staircases. "That was great," he says, "because all of a sudden I had to learn a lot" to be able to answer customers' questions and solve their problems.

The job was never meant to be a forever thing. After 10 months, it began to feel more monotonous and less like a learning opportunity, so Draper decided to move on. He plans to replicate that experience and pursue other areas of work he's fascinated by. "There's a company in my area that builds continuous transmissions for bicycles and e-bikes," he says. "I just want to intern there." His dream role, however, is to lead city tours on Segways.

Since Draper isn't worried about needing an income, he can focus on learning. "There are a million fun things to do, but 99% of them are unsustainable to do as a career," he says. He views retirement as his opportunity to experiment with that 99% without worrying about achievement, a career, and the general hustle. Plus, he says it's been fairly easy to find these gigs. "I have found that there's a lot of employers that love retirees," he says. "One, because they're good with people. Two, because they're very reliable for the time that they have them, and they're calm, and they work well with other employees."

Cascio has found that when helping clients bring purpose back into their lives in retirement, it can help to think about the "six arenas of life": work, relationships, leisure, personal growth, finances, and health. A lot of people have drawn their sense of purpose or identity from work, and they might want to continue doing so through jobs or volunteering in retirement, she says. But any of these arenas can be a source of purpose. "If you haven't attended to your health and that's something you want to improve in retirement, that can become a purpose," she says.

Some activities can provide purpose in several of those areas. Draper's various odd jobs mean that he's more physically active than he would be if he stayed at home, and he's constantly meeting new people. "I've heard of people's circles closing up, but I'm finding I interact with more people, and on a regular basis," he says. Both greater social interaction and increased physical activity are associated with happier and healthier aging.

Sometimes older adults have to first overcome the idea that because they are older they are limited.

Kim says retirees who aren't exercising, socializing, or pursuing a sense of purpose may have self-limiting beliefs and pessimistic views of aging. "I've met people who will say, 'I'm X years old, and people who are this age don't really exercise anymore,'" regardless of whether their bodies are capable, he says. Sometimes older adults have to first overcome the idea that because they are older they are limited. A well-known 2002 study — and much follow-up research — found that people with more positive views of aging lived longer than those with more negative views. Kim says it can be tough to surmount those limiting beliefs, especially in a society where aging is seen as something to be avoided. In reality, there's no expiration date for finding new sources of fulfillment.

Of course, some people are perfectly happy with a leisure-filled retirement. "If you're only golfing and watching TV and you don't feel like there's anything missing in your life, you're completely happy, then I wouldn't go and say there is a psychological reason why you need to go and volunteer for a cause you care about," says Yochai Shavit, the director of research at the Stanford Center on Longevity. If you live a life of leisure but are still bored, or if you're ignoring a sense of discontentment, that's when the trouble starts. "The risk I see is that people brush aside those feelings," he says.

There's no "one size fits all" formula to retirement, but experts like Shavit hope that more people approach retirement with the understanding that they still have the ability — and often the time — to find meaning and fulfillment. Don't fall into the trap of thinking that "boredom is a 'natural' part of retirement and having aches, both internally and physically, is just a part of growing old," Shavit says. They're not, and they don't have to be.

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Hannah Seo is a Korean-Canadian journalist based in Brooklyn, New York, who writes about health, climate, and social science.

YYou've just been added to a meeting. It's late afternoon, late in the week, and someone is presenting a deck. Geez, here we go. The presenter reads words that you can also read from a bulleted list on a lightly decorated page projected before you. Next slide. Because you've seen hundreds of PowerPoint presentations since your sixth-grade science-fair days, you instinctively know this one's going to take the full hour. Eyes glaze over, yawns are stifled. Next slide. The presenter attempts to play an embedded video, but the audio doesn't work. "You get the idea" though. Next slide.

Nearly four decades after the launch of PowerPoint, the slide deck remains one of the most dominant forces shaping how we think — and don't think — about our work. From startup pitches to Pentagon procurement timetables, from quarterly board meetings to annual harassment trainings, billions of presentations are given each year in a single rigid, information-squishing format, on PowerPoint or its imitators Keynote, Google Slides, or now Figma Slides. Humanity continues to cram compelling and vital information into single-idea slides, strip these ideas of context, and read them aloud among a flurry of GIFs, charts, and animated wipes and swipes. Rarely does the deck — which by design dictates a one-sided style of conversation — elicit robust questions from or conversation with the audience. We are constantly pitching our bosses, their bosses, investors, and each other via a one-size rhetorical tool that doesn't really fit all.

But some are finally thinking outside the deck. Jeff Bezos, Elon Musk, Sundar Pichai, and military top brass have been bad-mouthing and even banning slide presentations from meetings, instead favoring memos or even old-fashioned, visual-aid-free, raw-dogged discussion. Rippling, which makes HR and payroll software, has done the impossible: complete a funding round (a $45 million Series A) without a deck. Several startups, including one from Edward Norton — yes, the actor — have launched alternatives to the deck. It appears that even three Academy Award nominations cannot spare one's life from the stultifying ubiquity of decks, and Norton and his two cofounders at Zeck are on a mission to vanquish it.

Is the deck in jeopardy? Are we at last approaching a day when "this meeting could have been an email" lives alongside "this meeting could have gone without a deck"? Next slide.

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For most of the 20th century, workplace meetings were typically small and informal discussions with a few colleagues. By the 1980s, the computer revolution was generating loads more information for every business to digest and act on. This meant more and bigger meetings across departments, which meant more presentations, which usually meant slide projectors. But those presentations were clunky, finicky, and laborious to make.

Then, in the mid-'80s, an ailing software startup called Forethought developed a first-of-its-kind graphics program in which computer users could string together a series of slides. Originally called Presenter, it was released in April 1987, as PowerPoint. Microsoft immediately saw its world-changing potential, buying Forethought just four months later for $14 million. For one thousandth of the nearly $14 billion the company has invested in OpenAI, Microsoft acquired a program that remains arguably more consequential to how businesses operate. By 1993, Microsoft was raking in $100 million from PowerPoint sales a year; by 2003, $1 billion. Microsoft estimated that 30 million PowerPoint presentations were being made every day.

Decks have no shortage of zealots, including my former boss. When I worked at BarkBox, Nick Cogan, a vice president of creative, always had us making decks — not just for big retail pitches but for every little task. Product planning, style guide, whatever it was, we'd make a deck. I maybe want him to apologize for all the deck wrangling, but he laughs and doesn't give an inch defending them, which, as a former animator, he loves for their storytelling capabilities. "'Look at this, not us' can be essential when presenting," he says. He describes the perfect presentation as both a "useful crutch" and a "little kids' storybook," where he can walk the great and mighty decision-makers through storytime instead of business time.

I hate the way people use slide presentations instead of thinking. Steve Jobs

Christina Farr, a healthtech director and investor who wrote a book about storytelling in business, agrees, arguing that the deck actually draws its power from its ubiquity. Because people are used to both writing and receiving decks, "people know what the story should sound like," and the expected rhythms and beats of a PowerPoint presentation "are already baked in." But it's not just an emotional expectation, she says — it's also a formal one: "If you're raising money, in 2024, you have to have a deck. Everybody expects you to do it."

True, but there's also been no shortage of deck denigrators. In 2003, the media theorist Edward Tufte published "The Cognitive Style of PowerPoint," which remains one of the most deliciously damning indictments of a software program ever written. Over several thousand words, Tufte flambés PowerPoint, and "slideware" in general, for "making us stupid, degrading the quality and credibility of our communication, turning us into bores, wasting our colleagues' time." Though PowerPoint was developed and even celebrated as a "cure for the presentation jitters," Tufte maligns it as overly oriented toward the presenter, leaving little room for the listener to chime in or even actively listen. Tufte even goes so far as to blame PowerPoint's "poverty of content" and its "foreshortening of evidence and thought" for the Space Shuttle Columbia disaster.

The jeremiad had many admirers, including Jeff Bezos. Inspired by Tufte, the Amazon CEO in June 2004 banned PowerPoint from executive meetings. The book "Working Backwards: Insights, Stories, and Secrets from Inside Amazon" describes Bezos as finding slide decks "frustrating, inefficient, error-prone," with a stiff format that "made it difficult to evaluate actual progress." In its place the company developed what's become known as the Amazon Six-Pager: a detailed memo outlining — in narrative prose, not bullet points — the conversations and business problems that have surfaced the need for a meeting. In a deck, information takes a back seat to form and format; the memo, in contrast, forces the presenter to embody a Joan Didion axiom: "I don't know what I think until I write it down." Attendees read the six-pager before the meeting, so everyone can enter the meeting informed and be held accountable for the decisions made out of the discussion.

"I hate the way people use slide presentations instead of thinking," Steve Jobs once opined, adding that "people who know what they're talking about don't need PowerPoint." Even Steve Ballmer, who sits atop literal millions and owns the Los Angeles Clippers in part because of PowerPoint money, maligned decks while he was CEO of Microsoft. "I don't think it's efficient," he said in 2011, adding, "Most meetings nowadays, you send me the materials and I read them in advance. And I can come in and say: 'I've got the following four questions. Please don't present the deck.'" Over the years, many members of the US military have cast aspersions toward what they call "death by PowerPoint."

"The incentive structures for a slide deck are all bad," says Aviv Gilboa, the president of Skylight, a consumer tech company known for its digital picture frames and calendars. To Gilboa, who worked at Amazon for four years, decks aren't just boring, they're antithetical to many ways we think and work. The format of a single slide is inherently low-information: When you're pitching, you're persuading, and so you can fit only one idea per slide, often forcing you to leave some good ideas behind.

Gilboa says decks also help presenters feel good without forcing them to engage with their decisions. Decks help reinforce this perception of assurance, what Gilboa calls "the smoke and mirrors of how we got to this choice." As I sat at BarkBox making decks every which way for every little business problem, I felt like a purveyor of both smoke and mirrors, no matter what my boss said about storytelling.

Many of our workplace problems have evident solutions made possible by software — for example, Google Docs, a miracle program that replaced back-and-forth documents and version control with fluid, collaborative workflow. But like many in the PowerPoint mines, I'm not sure what alternative could possibly replace slides at scale.

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Zeck was born in 2022 out of its cofounders' rage at decks, especially in board meetings. "At our prior companies, the shortest deck we ever sent was 134 pages," Zeck's cofounder Robert Wolfe tells me, adding that "there was nothing more stressful" about preparing for those meetings. He says that at CrowdRise, the company he ran with his brother Jeffrey and Edward Norton, they'd stop all other work for 100 hours before every board meeting in order to write and build the quarterly decks they hated enough to found Zeck. In a nod to Norton, Wolfe integrated a "Fight Club" reference into the origin story on Zeck's website: "The meeting I just sat through was like the scene in Fight Club where you punch yourself in the face over and over."

To Wolfe, the deck model "literally creates antagonism" — everyone becomes an editor with a red pen, the deck presenting endless entry points for criticism. In the military or an everyday office, grunts and junior designers hate working on PowerPoints, tweaking pixels and making rounds of edits that drive everyone crazy, because in PowerPoint you're often not working on the idea, but only on the presentation of the idea.

Zeck proposes that the solution to the deck is a collaborative website. A Zeck site feels a bit like a Notion site but with tweaks that work well for the boardroom — it gives everyone edit access, is encrypted, can be personalized, and offers links so that your chief financial officer or finance team can access full reports and charts and important information. It is a revelation to not have that information simplified in a slide in a meeting where everyone has to sit through everything. And in Zeck's pitch I find a great clarity equaled so far only by Tufte himself: When we remove the awful slide deck, once again "the meeting can be a meeting." So far, Zeck counts among its clients Hard Rock Hotel & Casino, furniture maker Floyd, and the rocket startup Phantom Space Corporation.

While Zeck is unlikely to supplant PowerPoint any time soon, Wolfe thinks people are finally rebelling against the idea "that you only have Office and all the tools that go with it, or a Google Drive and all the tools that go with it." He makes a brazen prediction: "I would be shocked if in 18 months or five years people are still using flat slides for meetings that should be collaborative."

We aren't yet letting go of decks in business, but we've let them hop the fence into our wider culture, both celebrating and undermining their repressive formality and ubiquity. The post-irony generations are throwing "PowerPoint parties," and some singles, sick of dating apps, are using PowerPoint to make their cases as mates. A 2021 episode of the Bravo reality show "Summer House" featured a subplot built around a romantic gesture delivered via PowerPoint. For some, slides may be a love language. There are even famous decks now, like this 300-pager in which a hedge-fund excoriated Olive Garden's business practices, or, my favorite, Jennifer Egan's PowerPoint chapter from her 2010 Pulitzer Prize-winning novel, "A Visit from the Goon Squad."

Egan tells me she got a crash course in the program from her business-world sister, who "thinks in PowerPoint." The formal experiment of a PowerPoint chapter was exciting, though the "cold, corporate vibe" was perhaps incompatible with real, genuine emotion and the stuff contained in great novels. She suggests this tension gives the finished chapter — "Great Rock and Roll Pauses," the 12-year-old protagonist Alison Blake's account of her autistic brother's favorite pauses in classic rock songs interspersed with descriptions of their mom and dad coming and going, fighting and reflecting — its power. The chapter delivers earnest emotion without being schlocky, and is brave and hilarious without being corny. Egan says she isn't typically this type of writer, but the PowerPoint format gave her the ability to tell "this very sweet story in a cold holder."

Perhaps the PowerPoint parties and Egan have it right and we should let PowerPoint do what it does best: tell stories. For Egan, a deck arguably won a Pulitzer. For NASA, a deck arguably killed astronauts. In the big middle between those outcomes, we're still deciding whether a story is always what's necessary — and what to do about decks.

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Matt Alston's writing has appeared in Wired, Rolling Stone, Playboy, and Believer. He trained as a civil engineer, and now works as a copywriter in tech. He lives in Maine with his wife and daughter.

Once upon a time, corporate bosses, associates, and interns alike would set aside their different titles and gather each December for drinks, dancing, and conversation. There would be gourmet dinners, chocolate fountains, DJs, and even live bands. For some, it was a night of merriment and splendor; for others, of awkward small talk, followed by deep regret.

Then the holiday party became endangered. In the wake of #MeToo in 2017, more professionals began rethinking the wisdom of a boozed-up night with their colleagues. The pandemic and remote work delivered a near death blow. In a 2020 survey of about 200 HR representatives by the executive-outplacement firm Challenger, Gray & Christmas, a mere 23% said they opted for seasonal celebrations, nearly three-quarters of which would be held virtually.

But as the return to offices continues, companies are slowly reinstituting holiday parties. Last year, nearly 65% of companies surveyed by Challenger, Gray, & Christmas said they planned to host in-person holiday parties, within sight of the 80% reported in 2016, before the advent of #MeToo. If plans pan out, this year could have before-times levels of corporate holiday cheer.

The return of the office holiday party could be a happier development than many jaded workers are likely inclined to presume. With two-thirds of the American white-collar workforce working remotely either some or all of the time, according to a USA Today survey conducted earlier this year, face time with colleagues and superiors is no longer a default feature of the 9-to-5. That might not be a big deal for everyone, but early-career workers stand to pay the steepest professional price for missing out on the kinds of networking and mentorship opportunities that are likelier to happen organically in a shared physical space. All the while, workers across the board are feeling increasingly lonely, overextended, and disengaged. They need something — anything — to celebrate.

In a work environment punctuated by uncertainty and isolation, it might be premature to let one's inner Scrooge have the final word on the tradition.

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From Fezziwig's ball in "A Christmas Carol" to the power-suited backdrop of the 1988 Christmas Eve action thriller "Die Hard," the workplace holiday party has been a fixture of the cultural imagination for generations. But in the mid-20th century, the event garnered its enduring reputation for sloppiness and day-after regret. A 1948 Life magazine photo spread from a Christmas party thrown in the office of a Manhattan insurance brokerage depicts, among other modern-day HR violations, a pantless male executive dancing arm in arm with a young female stenographer and a pair of colleagues leaning in for a smooch beneath a bundle of mistletoe.

Somewhere along the way, festivities evolved from low-key gatherings held at the office to lavish affairs that might include gourmet meals, hired entertainment, and even international travel and accommodation on the boss' dime. The pandemic notwithstanding, the economic pendulum has largely dictated its tilt toward excess or restraint.

I've never experienced a company holiday party like it since.

As a Toronto-area DJ during the halcyon days of the late-'90s dot-com bubble, Baruch Labunski had a front-row seat to corporate-party splendor. "I went to many and saw a lot of crazy things," he said. He described being flown to DJ holiday parties in far-flung global destinations such as Bora Bora, Palawan, and Ibiza — and, on top of that, getting paid $50,000 to $100,000 per event. (When I asked how many holiday parties he booked in a typical season, he said only "many.") By the time the dot-com bubble burst and the demand for his services cooled, Labunski had tired himself out of the DJ booth and pivoted to a career in marketing.

Economic recovery in the mid-2000s spurred a holiday-party renaissance, only to be dashed once again in the 2008 recession. A few years later, Wall Street firms were reportedly back to enjoying hush-hush holiday festivities reminiscent of their heydays. The free-money firehose of the ZIRP era was in full force, and excess was back in style.

Danielle Kane, who was a reporter for a niche New York City financial-services publication between 2015 and 2017, said that one year her company flew the entire staff of 50 to 75 people to Berlin. "Hotels and flights were paid for, there was an experiential dinner at the Berlin TV Tower, and then they paid for everyone to get into a fancy club afterwards," she said. "It was a late night, and I've never experienced a company holiday party like it since."

For all their fun, these often cringe-inducing affairs earned a bad rap — one that may come to bite younger workers.

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Despite some companies' largesse, the general workforce's enthusiasm for holiday parties has long been mixed. In a 2017 survey of American workers by Randstad, 90% of respondents said they'd rather receive bonuses or extra vacation days than attend a company holiday party. "The ideal situation," Constance Noonan Hadley, an organizational psychologist, told me, "is to offer activities that foster employee social health (such as a holiday party) without asking them to sacrifice their financial health (such as a bonus) or their mental health (such as time off)."

Companies squander the opportunity to make holiday gatherings meaningful in all sorts of small but critical ways. Hadley said the Christmas-specific focus of many company holiday parties could be alienating to workers who follow non-Christian religious traditions. Parties are often held at inconvenient times and places — too late on a weeknight for parents, in a location that has expensive parking or is hard to access. Holiday parties at big firms can also be loud, hot, and crowded, which makes it difficult to have meaningful conversations or meet new people.

Simply put, face time matters.

Well-planned company holiday parties, on the other hand, can be a boon to employees' overall work experience and even strengthen company culture. A study of workers at several German companies in 2019 concluded that parties could encourage social bonding, especially when employees' feedback steered the planning. The study suggests, for example, that icebreaker activities that get people from different parts of the organization talking help build camaraderie, despite the eye rolls they may initially provoke. Over time, that can contribute to a happier and more cohesive work environment.

For early-career workers, the benefits can be more pronounced. Rick Hermanns, the president and CEO of HireQuest, a global staffing company, said social events could help make up for the "intangible aspects of career growth and camaraderie between colleagues" that younger workers may miss out on when they're partly or fully remote. In a 2023 Adobe poll of more than 1,000 Gen Z workers at midsize and large US companies, 83% of respondents said a workplace mentor was crucial for their career, but only 52% said they had one. While holiday parties aren't the be-all and end-all of workplace networking, they provide a critical opening to build and fortify connections.

"When I look back at my early career in banking in Los Angeles, I appreciated the time I had to walk into a senior executive's office or grab a beer after work with colleagues," Hermanns said. "Those are the intangibles you can't quantify yet ultimately impact your career growth." Simply put, face time matters.

It makes sense that Gen Z and millennial workers would be more enthusiastic about workplace holiday get-togethers than their Gen X and baby-boomer counterparts. "Company leaders need to help Gen Z — as well as millennials, whose workplace experience was hugely disrupted by COVID — to build strong interpersonal workplace relationships," Hubert Palan, the CEO of the product-management company Productboard, told Business Insider last year.

Given that much of the global workforce feels lonely on the job, it's not just the youngest workers who need a social boost. A new study Hadley coauthored evaluating workplace loneliness and remedies found that the loneliest people at work were those who were offered the fewest social opportunities by their employer. "In fact, the number of social offerings provided was one of our most predictive variables in terms of whether someone was socially connected at work or not," she told me. Hadley also found that while fully remote work did seem to increase the risk of loneliness, it was less significant of a variable than whether a person was introverted or worked for an organization that held regular social activities for staffers.

The German study suggests that a holiday party can serve as the ritual capstone for these more routine coworker events, making year-end hobnobbing just a little extra special. While the ideal party activities will depend on an organization's culture, a few basic considerations — such as hosting the event somewhere besides the boring old office — go a long way. Elements of fun help too, whether they take the form of a themed photo booth, a creative dining experience, or, yes, a DJ.

A dash of festive foresight can make the difference between the raunchy affairs of yesteryear and a few hours of meaningful, PG-rated bonding between coworkers. "A nice holiday event gives people a break in their wallets and signals that the leaders value personal connections and socializing," Hadley said.

For a company's youngest workers, the benefits may last a professional lifetime.

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Kelli María Korducki is a journalist whose work focuses on work, tech, and culture. She's based in New York City.

On April 27, 2023, Diana Kulyk's father told her he was leaving the next day to start training to fight Russia. She was filled with dread but knew she needed to act. Her hands shaking, Kulyk, a 24-year-old only child, tried to type the perfect tweet that would convince her roughly 20,000 followers to donate more than $3,000 for equipment that would help keep her father alive.

"Hello, this is the most important tweet I have ever written," she began. "I'm Diana Kulyk, daughter of Ruslan Kulyk. My father is a simple man, a baker by profession, a human being full of love and care. The person who took care of me since I came into this world. He needs help." Beneath the text were two images: a selfie of Diana and Ruslan smiling under golden-hour sunlight, and a spreadsheet of equipment she'd determined her father needed for the battlefield, including steel body armor, a tactical headset, a ballistic helmet, and a sleep mat.

Diana had already raised about $30,000 over the previous year to buy protective gear for childhood friends fighting in Ukraine. Within two hours of posting about her father, she had raised enough to buy all 21 items on the spreadsheet. The donors came from all over: Ukraine, the United States, Germany, England.

Watching the donations flood in, Diana was overwhelmed. "It was a really weird moment," she says. "You are so scared, but also you see everyone coming together to help you. It gives you hope."

Diana's efforts are part of an immense crowdfunding movement helping fuel Ukraine's fight against Russia's far larger and more advanced military. The Ukrainian government has its own crowdsourcing platforms, like United24, which has raised more than $761 million to pay for things like ambulances and demining equipment and to reconstruct destroyed buildings. Individual military units are using social media to campaign for the specific gear they need on the front lines. The 79th Separate Airborne Assault Brigade, for example, has used Instagram to gather donations for reconnaissance drones, generators, and night-vision goggles. And thousands of volunteers are raising funds to directly supply their loved ones on the battlefield with walkie-talkies, combat boots, Starlink internet satellites, medical supplies, ammunition, tanks, and phone chargers.

People have crowdfunded wars throughout history. In World War II, the Supermarine Spitfire, a British fighter aircraft, was largely financed by bake sales and fundraisers at primary schools. But never have funds been raised so easily, quickly, widely, and strategically by civilians and individual troops, says Keir Giles, a defense expert at the think tank Chatham House. "That's a big advantage," he says. With the modern tools of social media, influencer marketing tactics, crowdfunding platforms, and frontline postal services, "units can campaign for precisely the equipment and weapons they need and have them delivered."

Benjamin Jensen, a war-strategy expert at the Center for Strategic and International Studies, describes this crowdfunding as a "game changer." People around the world, he says, are directly "buying commercial off-the-shelf capability to enhance combat power on the battlefield," often acting much more nimbly than the military.

Crowdfunding is also increasingly critical. While Western nations have contributed nearly $300 billion worth of aid, Ukraine's military has repeatedly suffered from shortages of key weaponry and defense equipment. Three grueling years in, several countries and leaders are weighing whether they'll continue their support — including the United States and President-elect Donald Trump, a frequent critic of US aid to Ukraine. The Ukrainian government said last year that crowdfunding accounted for 3% of the country's total military spending. To win the war, that number may need to climb. But fundraisers are struggling with fatigue among citizen donors and are getting creative to keep up funds and morale.

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Before the war, Ruslan Kulyk was a pastry chef who made wedding cakes in Spain, where the family immigrated when Diana was young. When the wedding industry slowed in the winter, he visited family in Ukraine's northeastern Sumy region. On February 24, 2022, he was preparing to return to Spain when Vladimir Putin launched Russia's full-scale invasion. Landlocked and infuriated, he joined his nephew at the military registration office. Recruiters enlisted his nephew but turned Ruslan away. "I wasn't prepared and was 50 years old," he says.

He got a job at a local bakery. He trained hard, dropping more than 50 pounds in 14 months. By the time he went back to enlist, Ukraine was thought to have lost as many as 17,500 soldiers and badly needed more men on the front lines.

After training in Kyiv, Ruslan joined a "storm" brigade, an extremely dangerous type of counteroffensive unit that often operates on the edge of Russian strongholds. Diana and Ruslan talked frequently, but his work often required him to go dark for days on end. For Diana, the wait was terrifying. She scoured the news to see where "the hottest part" of the fighting was, figuring that's where her father would be. "You wake up every day thinking I'm going to have bad news today," she says.

Being able to crowdfund equipment for her father and his fellow soldiers has given Diana a semblance of control to counter the nauseating sense of helplessness. It has also helped save lives.

In the summer of 2023, Ruslan texted his daughter, "I'm going on a mission." Four days later, he called from the hospital. He had been sent to Bakhmut, where a Russian drone had exploded 18 inches from his head, giving him and three of his comrades concussions. One was so severely injured that he had to be wrapped in a tourniquet that Diana had fundraised for. (The soldier's leg was amputated, and he's now with his family.) Diana spent a week with her father as he recovered in the hospital.

When he returned to active duty, Ruslan became a drone operator. Though he was farther from the front lines, he was arguably in even more danger. Drone operators have been very effective: Citing Ukrainian military commanders, The New York Times reported last month that Ukraine's drones accounted for at least 80% of Russian front-line losses. Several Ukrainian drone operators have told Business Insider that because of this, they are disproportionately in the enemy's crosshairs. Ruslan calls drone operators Russia's "target No. 1." This October, while in the Luhansk region, Ruslan used a surveillance drone Diana had raised funds for to spot four Russian soldiers advancing toward his unit, giving Ruslan and his comrades enough time to avert an onslaught.

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Diana has raised more than $100,000 for drones, jackets, boots, helmets, medical supplies, trench-digging equipment, and thermal-vision gear. She credits part of her success to "how transparent I am with my situation, with my family." Much of her support comes from partnering with NAFO, the North Atlantic Fella Organization, an online community playing on the NATO name that challenges Russian disinformation, largely through dog memes.

Some crowdfunders encourage donations by sharing stories about themselves or their friends. Some host livestreams or ask followers to celebrate their birthday by donating to a soldier's unit. Others offer services and products: You can get a message written on ammunition to be fired at Russian targets or buy artwork made of bullets, shells, and destroyed Russian equipment and uniforms.

Dyzga's Paw posts a daily log of expenses. In one week in November it bought 15 Starlink satellite receiver kits ($4,884.13), an F13-Retrik uncrewed aerial vehicle ($2,780.36), and paper clips ($0.75).

Dimko Zhluktenko, a 26-year-old former IT manager in Kyiv, didn't join the military at the start of the war. "I chickened out in the beginning a bit," he says, and he was taking care of his sick mother. But he knew his tech skills could allow him to help Ukraine in another way. It was obvious to him that the military wasn't getting the resources needed to win the war, so he started buying protective gear for his friends.

He posted about his efforts on X, sharing stories of his childhood friends on the front lines, like Max, who destroyed a bridge to stop a key Russian advance. His followers responded. "Many people started asking, 'How can I send you money?'" he says. By April 2022, Zhluktenko had received so many of those requests that he decided to work on fundraising full time, starting a charity organization to provide "high-tech equipment" that would increase "the efficiency of our forces." He called it Dzyga's Paw, named after his dog. Donors can get merch — like stickers, tote bags, and patches — based on how much they donate. He's raised more than $2.9 million from more than 28,000 individual donations.

Giles says that because the crowdfunding effort is so complex and unregulated, there have been "persistent allegations of fraud" against several groups. To counter that, Zhluktenko has made his organization radically transparent. On Dyzga's Paw's website, among other details about its budget, the organization keeps a daily log of its expenses. In one week in November, for example, it paid two employee salaries ($1,166.89) and bought 15 Starlink satellite receiver kits ($4,884.13), an F13-Retrik uncrewed aerial vehicle ($2,780.36), and paper clips ($0.75).

Zhluktenko is also transparent about who exactly is receiving which equipment and what they're using it for. To motivate people to donate, he constantly shares stories on social media about soldiers like Nazar, who coached a youth soccer team before the war. In a post on X in October advertising a fundraiser, Zhluktenko's organization wrote, "Nazar and his unit need essential equipment—from laptops to portable power stations and signal-boosting antennas for drones to be even more effective."

Dyzga's Paw also shares videos of frontline soldiers expressing gratitude, memes of gear en route to soldiers, and, crucially, footage of the gear donors have funded in action, often captured by drones they've also donated. Zhluktenko says these videos — often of Russian tanks being blown up or Russian soldiers surrendering — are extremely effective marketing: Donors "actually get to see the impact of the equipment they have sent" and how their donations "challenge the myth of an undefeatable Russian army."

Mats Kampshoff, a 25-year-old student in Germany, has given about $600 to Dyzga's Paw and other crowdfunding projects during the war, though he has no personal connection to Ukraine beyond the stories of soldiers he's been following. "Connecting this war effort with a daily life that I can connect to really brought home the point that I don't want this war to be around," he says. Donating feels "more like a logical decision than one based on morals," he says, adding that "it's just the small part that I can do to shape the world in the way that I envision."

In surveys of Ukrainians conducted in 2022 and 2023, almost 80% of respondents said they'd donated to some form of crowdfunding campaign during the war. Most of Zhluktenko's donors are from Europe, the US, Australia, Japan — "any countries Russia would call the collective West," he says. "There are people who have donated for 50-something weeks straight."

Hlib Fishchenko, 25, founded a volunteer organization called Vilni, which he said gets about 80% of its donations from Ukrainians. He raises money for items like excavators that help protect soldiers building trenches; the last one Vilni bought cost about $25,000, which it raised in a month. He said Ukrainian donors understand that they could donate to rebuild a school, or they could donate to help soldiers prevent Russia from destroying schools in the first place. They see their donations as preventive, he said, while some international donors are more willing to fund projects like reconstruction and medical aid.

Receiving donations for equipment is one thing. Getting the equipment to the front lines is another.

Zhluktenko's team goes on a frontline expedition about once a month. Their motto is "Just don't be stupid." In July they were driving toward Kharkiv when they learned of an imminent Russian glide-bomb attack nearby and changed their route.

Organizations and crowdfunders, including Dyzga's Paw and Diana Kulyk, often work with Nova Post, a major Ukrainian delivery company that delivers close to the front lines. Nova Post told BI that it delivers to residents and the military and that it stops only when the military "says that it is dangerous to work and forbids us to open branches." The company said that branches have indoor and outdoor shelters designed so that employees and clients can reach them within 30 seconds and that frontline branches have reinforced doors and windows.

The company's operations have only grown: It told BI it had opened 2,242 branches and two sorting offices and installed 1,853 parcel lockers since February 2022 and that it shipped 30% more parcels in 2023 than it did in 2022.

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Experts say the crowdfunding of Ukraine's fight could offer a glimpse into the future of warfare. Major Western militaries are unlikely to start relying on crowdfunding anytime soon, given their extensive resources and stringent procurement policies. But Jensen, the war-strategy expert, predicts that crowdfunding via social media will be vital in "future insurgencies against authoritarian regimes." Giles says he's already seeing "more explicit calls on soldiers to equip themselves," with soldiers in countries like Latvia and Finland, which he says "may be facing Russian aggression next," buying more military equipment themselves.

Giles says this war might be unique in that it has dragged on long enough for these campaigns to develop. But it's also dragged on long enough for some support to wane. Several fundraising groups said they'd seen donations dry up in recent months; fatigue is setting in as the war concludes its third year. In November, an advisor to President Volodymyr Zelenskyy told Bloomberg that the donations he'd received that month through YouTube livestreams had plummeted by two-thirds compared with what he raised in March. The advisor also said he feared that Donald Trump's return to the presidency would further hinder donations. "Floating talks about Trump's promise to end the war quickly and possibly bring peace reduce willingness of people to donate," he said.

One thousand and sixteen days into the war, fighting rages throughout Ukraine's east. Russia controls nearly 20% of the country. While there are no confirmed death tolls and estimates vary wildly, many tens of thousands of soldiers are believed to have been killed on both sides.

Zhluktenko got married in July and then signed a military contract. "Ukraine needs people fighting," he says. "It's impossible to win a war for your freedom without fighting for your freedom." On October 23, his birthday, he posted on X: "My birthday wish this year is survival. I don't need any gifts this year except something that will help me be effective in my military role and to survive." While he's on duty, his wife has taken over Dyzga's Paw.

Diana Kulyk completed another campaign several months ago, raising $48,000 to buy her father's brigade two pickup trucks with night-vision cameras and all-terrain tires. But she says that regardless or whether her dad needs anything, she spends much of her mental energy trying to prepare herself for the possibility of her father's death. She's lost friends in the war. She lost her cousin — Ruslan's nephew, who went to the registration office with him. And she's watched her father lose comrades.

"There is a high chance of it eventually happening, so I have been working on that," she says. "I have a phrase I came up with to tell myself: 'Better to be a man of honor than to live scared.'"

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Sinéad Baker is a News Correspondent based in Business Insider's London bureau, writing about Russia's invasion of Ukraine.

Ahsoka and Dave Filoni's future 'Mandoverse' movie are setting the stage for Grand Admiral Thrawn's master gambit. But how close did he come to victory when he tried defeating the New Republic in the old EU?

• Just like the generations before them, Gen Z has an extensive list of slang words.
• "Bussin'," "ick," and "mid" are popular among Gen Zers.
• Social media helps slang spread rapidly, but proper credit is often lost along the way.

Just like the generations before them, Gen Z uses an extensive list of slang words like "bussin'," "ick," and "mid."

However, unlike past generations, Gen Z has social media to help slang spread rapidly.

"The emergence of social media has created a situation where the potential for slang virality has increased," John Baugh, a linguist at Washington University in St. Louis, told Business Insider last year.

Anyone with an account can share and adopt new terms with just a couple of clicks. While this can be an exciting opportunity for people to connect and bond over language, it can also lead to appropriation.

Black and LGBTQ+ communities created many of the slang words attributed to Gen Z — anyone born between 1997 and 2012.

However, these marginalized communities often don't receive credit for their contributions.

When their slang enters larger circles via social media, those who don't know its origins can misuse the language, which can be offputting or even offensive.

Brands and publications marketing to Gen Z should be especially careful with slang as this generation values authenticity more than older generations.

And much like fashion, slang is ever-evolving. All these words and phrases will inevitably be axed and deemed "uncool."

At least for now, though, here are 15 slang terms Gen Z is using in 2024 and what they mean.

On Wednesday, moments after the news broke that Brian Thompson, the CEO of UnitedHealthcare, had been fatally shot in Midtown Manhattan, social media unleashed a barrage of caustic commentary about his death. In lieu of condolences, Americans from all walks of life shared barbed jokes, grim memes, and personal anecdotes about their own experiences with giant insurers like UnitedHealthcare.

On Facebook, UnitedHealthcare's statement about the murder of its chief executive elicited 46,000 reactions — 41,000 of which employed the laughing emoji. The company quickly turned off comments on the post, but hundreds of users shared it with arch commentary.

"The amount of laugh reacts on the original post speaks volumes lol," one user wrote.

"My thoughts & prayers were out of network," wrote another.

While the motive behind Thompson's murder remains unknown, the internet treated it as an occasion for ghoulish schadenfreude. America's health insurance system is so broken and cruel, people openly declared, that the death of one of its most powerful executives merited nothing but scorn and derision. "He was CEO when he was shot," read one tweet that received more than 120,000 likes. "Preexisting condition. Claim denied."

"The UnitedHealthcare CEO might be the most celebrated death on this app since Henry Kissinger," wrote another user on X.

Given the nature of social media, where the most provocative and emotion-laden commentary is engineered to rise to the top, it's not surprising that platforms from TikTok to Reddit would be filled with hateful invective. What's striking, however, is how the backlash revealed the depth of the bitterness toward health insurers. In the face of a man being gunned down in the street, people didn't keep their feelings toward insurers in check; rather, they seized on it as a moment to vent their rage. Everyone from right-wing influencers to tenured Ivy League professors responded to Thompson's killing by posting about what they saw as the injustices of America's health insurers. Even on LinkedIn, one of the internet's last bastions of civility and professionalism, hundreds of business executives, HR leaders, and tech managers shared deeply personal stories about how they and their loved ones had suffered at the hands of a healthcare bureaucracy that often delays and denies reasonable claims.

In one exchange, a hospital executive acknowledged that many Americans are fed up with health insurers. "As healthcare security professionals, we know that many see healthcare as a target for their anger," he wrote. "Family members who have lost a loved one may feel as though a physician, healthcare facility, or insurer is responsible for that loss."

Jill Christensen, a former vice president at Western Union, responded to the post by forcefully rejecting its wording. "In many instances, it's not feel, it's ARE responsible for that loss," she wrote. "I was diagnosed with Stage 4 cancer and UHC denied every claim. While today's event is tragic, it does not come as a surprise to the millions of people — like myself — who pay their OOP costs and premiums, only to be turned away at their greatest time of need."

The joking language of the internet has become a standard way for Americans to process tragic events, whether the September 11, 2001, attacks or the July 2024 assassination attempt on Donald Trump. But Thompson's murder sparked something different: an unparalleled public reckoning with one of the country's largest and most profitable industries. "When you shoot one man in the street it's murder," wrote one user on X. "When you kill thousands of people in hospitals by taking away their ability to get treatment you're an entrepreneur."

To some observers, the outpouring of ire also appeared to have an immediate effect on the industry itself. One day after Thompson's murder, Anthem Blue Cross Blue Shield announced that it was rescinding a controversial plan to limit coverage for anesthesia. "When patients become financially responsible because a health plan cuts how much they pay providers, that's what breeds all this anger," Marianne Udow-Phillips, a former Blue Cross executive, told Axios. An Anthem Blue Cross Blue Shield spokesperson told Business Insider, "It never was and never will be the policy of Anthem Blue Cross Blue Shield to not pay for medically necessary anesthesia services. The proposed update to the policy was only designed to clarify the appropriateness of anesthesia consistent with well-established clinical guidelines."

The storm of invective surrounding Thompson's killing will soon subside, as online malice always does. But it's also possible that the CEO's death will mark an inflection point in the debate over America's privatized system of health insurance. On X, one user drew a direct line between the callousness of the internet's response to Thompon's murder and an industry that makes it hard for many Americans to receive the medical treatment they need.

"All jokes aside," the user tweeted, "it's really fucked up to see so many people on here celebrating murder. No one here is the judge of who deserves to live or die. That's the job of the AI algorithm the insurance company designed to maximise profits on your health."

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Scott Nover is a freelance writer based in Washington, DC. He is a contributing writer at Slate and was previously a staff writer at Quartz and Adweek covering media and technology.

Timothy Danikowski was ready to start his adult life. After four years in a small college town and a fifth year back at home thanks to the pandemic, he finally moved to Seattle in 2021. Soon after, Danikowski landed a respectable accounting job, moved into his own apartment, and signed up for his first credit card, which he intended to use only for emergencies.

At first Danikowski kept on top of his balance well enough, but soon his compulsive shopping addiction and desire to see the world broke his discipline. "I built up points to travel," he told me. "But when I travel, I want to go shopping, and that's where the spending gets out of control."

In three years, Danikowski has racked up about $15,000 in debt across three cards, one of which has an interest rate of 28%. He makes his minimum payments each month — a task that has become much harder since he lost his job this year — and tries to resist the urge to keep using the cards, but his balance doesn't budge.

"When it comes to everyday things, I choose comfort over everything else," he said.

Danikowski and many other Gen Zers are rapidly building up credit-card debt. A TransUnion study found that, adjusting for inflation, the average credit-card balance for someone who was 22 to 24 at the end of last year was $2,834, a 26% increase from the average figure for millennials who were the same age a decade ago. The study also suggested that Gen Zers were much more comfortable with credit cards than prior generations were: They were opening more cards, were more likely to fall behind on payments, and were using the cards for more types of purchases. Alev told me Credit Karma data shows Gen Zers are acquiring debt at a faster rate than any other age group. The combination of an increasingly turbulent economy and Gen Zers' desire to make up for lost time via pandemic "revenge spending" has left many members of the generation overly reliant on credit.

"Gen Z really prioritizes fun over finances when it comes to things like eating out, shopping, and travel," says Courtney Alev, a consumer advocate at Credit Karma. "That combined with the fact that they have just had fewer earning years explains why their credit-card debt is growing at a faster rate."

While Gen Zers' overall debt levels are still lower than older generations', young consumers' early reliance on credit cards puts their financial futures at risk. "The financial burdens that Gen Z is facing today can really have long-lasting effects on their lives," Alev says, "including their ability to achieve key milestones, such as delaying big moments like marriage, buying a home, or starting families until they feel more financially secure."

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Part of Gen Zers' interest in credit cards is simply the march of technological progress. The digital natives have more payment options than any generation before them, and they've embraced electronic payments and alternative credit methods like digital wallets and buy-now-pay-later apps. Meanwhile, credit-card companies have targeted young people as eager new customers.

There are also some acute financial reasons Gen Zers have been jumping headfirst into the credit pool. Pandemic restrictions, inflation, and high interest rates hit them hard as they were starting their professional careers and getting their financial footing. As young people sought solutions to financial stresses, and as credit-card balances fell, credit-card companies were more than willing to make Gen Zers an offer. The companies made getting credit easier in 2021 and 2022 by allowing people with lower credit scores to access cards for which they previously would have been ineligible. Young people opened credit cards at a faster rate than any other age group during the pandemic.

The temptation to use those cards was strong. Credit Karma found that its Gen Z members' average credit-card debt increased by 3.2% from the first quarter to the second quarter of 2024, while the average debt for millennials, Gen Xers, and baby boomers increased by 2.4%, 2%, and 1.6%. While credit-card balances in the US decreased early in the pandemic, it didn't take long for American consumers to start racking up debt again. Credit-card balances have risen by $396 billion since the first quarter of 2021, a 51% increase.

I couldn't afford to live, but I'm in a new city, and I want to go out and meet people. I called those my fun expenses. I started putting all of that on my credit card.

Some people accumulated credit-card debt in a wave of post-pandemic revenge spending; some were chasing points and rewards. Still others said they racked up big bills because they couldn't afford not to. Regardless of the reasons, it's clear that many Gen Zers are comfortable with their little pieces of plastic.

Danikowski, for example, told me he fell into the credit-card trap after acquiring an American Express gold travel card with a sky-high annual percentage rate. The card let him build up points, which allowed him to continue traveling. "I got so used to this lifestyle I lived for the last three years that it became hard for me to cut back," he says.

Others, like Nico, a 27-year-old advertising strategist, got caught in a post-pandemic spending cycle. After graduating from college in 2020, Nico moved back home with his mom to save money while working remotely. By late 2021, Nico was ready for a change. After he moved to Chicago, he started using his credit card way more. He was struggling to make his $1,100 rent on a $36,000 salary. In addition to paying his bills and making sure he had groceries, Nico was trying to make new friends in the city.

"I couldn't afford to live, but I'm in a new city, and I want to go out and meet people. I called those my fun expenses," he says. "I started putting all of that on my credit card."

Nico kept reaching his credit limit, and the credit-card company kept extending it. Three years later, he has about $20,000 in credit-card debt and a monthly minimum payment of $400, nearly all of which goes toward interest. Landing a higher-paying job has helped him start to get a handle on the debt, he said. He's stopped using the card and tries to make a payment of $700 to $900 each month in hopes of bringing his total down.

Credit proved vital for Emmaline, a 27-year-old web developer in North Carolina, when she had to make ends meet during a career pivot. She racked up $6,000 in credit-card debt while attending a full-time coding boot camp, using the card to to pay for groceries, car maintenance and insurance, and other life expenses. While the card was a lifeline as she tried to set herself up for a successful career, she felt ashamed and worried about her debt, she tells me. For a long time she kept it a secret. This year she finally opened up to family members, who helped her make a plan to pay it down and offered some financial assistance. After spending a few months throwing nearly every penny she had at the debt, Emmaline was able to pay it all off in November.

"I made sure I was only eating beans and leaving myself money for gas," she says. "I let out a tear or two of pure joy and relief when it was finally paid off."

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Gen Zers are far from alone in racking up credit-card debt: The total credit-card balance held by US consumers surpassed $1 trillion in 2023. The number of Americans struggling to pay off their loans is also rising. But the particular danger for Gen Zers is becoming so reliant on credit cards so early in their financial lives. Higher debt, Alev says, can lead to lower credit scores that could make it more difficult to pay for things like a house or a car. From March 2022 to February 2024, the percentage of Credit Karma's Gen Z members with subprime credit, meaning a score below 600, rose by 8 points, to 33% from 25%, while the percentage of millennials with subprime credit scores increased by 6 points. Credit Karma said the average Gen Z credit score dropped to 659 in the second quarter from 671 in the first quarter.

Credit-card debt is an invisible problem. You can't see it. It veils you in shame. It eats you like a parasite.

William, a 27-year-old emergency medical technician in Colorado, has about $20,000 in credit-card debt, accumulated over 4 ½ years. His first job out of college in 2020 came with a salary of $27,000. Struggling to get by, William primarily used his credit card for necessities like groceries, bills, and car maintenance. But when a health emergency kept him out of work for weeks, his balance snowballed. These days, William makes his minimum payment, but nearly all of it goes to interest. He says he once dreamed of moving abroad and teaching English but has accepted that his credit-card debt keeps him tethered to a reliable source of income stateside.

"I'd like to have a family one day and be able to settle down and raise kids, give them a good life," William says. "But that's not something I can do until I have a better hold on this."

It's not clear that Gen Zers' habits will change anytime soon. The Federal Reserve Bank of New York said in August that younger debt-holders were more likely to be delinquent on their credit-card payments than older ones. Falling behind on these payments has given young people a bleak outlook.

"Credit-card debt is an invisible problem," Emmaline says. "You can't see it. It veils you in shame. It eats you like a parasite."

Alev says there are some steps people can take to try to escape credit debt. First and foremost, she cautions people to stay as far away from high-interest debt as possible. She also advises debt-holders to stop using that credit line and make a plan to pay down the debt, such as transferring the debt to a personal loan at a lower interest rate.

Most important, she says, members of the credit-card generation shouldn't bury their heads in the sand. She recommends people create a spreadsheet listing all their debts along with minimum payments, interest rates, and consolidation options.

When William feels suffocated by his monthly payments and interest rate, he can feel tempted to rack up even more debt. "Someone is always willing to give you another credit card," he says.

Danikowski, meanwhile, said feeling hopeless about his debt was pointless. Though he lost his job this year, he still took trips to Europe and New York.

"I know it's not a good decision," he says. "But at least I've gotten to see the world."

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Erin Snodgrass is a senior reporter at Business Insider.

Evan Duby had been a real-estate broker for just a few years when he decided to try an unusual method of selling a home. Five buyers were offering to pay similar amounts for one of his listings, a one-bedroom co-op unit in a leafy Brooklyn neighborhood with an asking price of $485,000. Rather than instructing the house hunters to submit their best offers and cross their fingers — as is customary in the US — Duby, with his client's permission, convened an auction. The buyers gathered on a conference call, where they signaled their willingness to pay as Duby raised the price in $5,000 increments. The home sold for $505,000. The sellers walked away satisfied, as did the winning buyers; the losing bidders were disappointed, but at least they knew where they stood. For Duby, it was a revelation.

"I don't know what possessed me," Duby tells me. "I was just sort of trying to see, is there a better way to do this?"

Trying to buy a house can feel like playing a game of poker in which one player holds all the cards. When the seller's agent tells you they're weighing another bid, or even 30 other bids, there's no way to tell if their claim is bluster or fact. When you lose, you may not know whether another $10,000 would have sealed the deal or if your insistence on an inspection tanked your chance. The nagging uncertainty isn't limited to buyers. Even in a hot market, a seller may leave the closing table unfulfilled. Did their request for "highest and best" offers actually yield the highest and best? It's hard to say.

It doesn't have to be this way. In Australia, about a third of homes sell via auctions that wrap up in a matter of minutes. Sellers get to see exactly how far buyers are willing to go to nab their dream home; buyers gain a clear picture of what it takes to win in the market. The openness and simplicity stand in sharp contrast to America's system, in which buyers write blind offers and then pray theirs meets the mark.

In the US, open auctions are usually reserved for swanky mansions or, more often, distressed properties facing foreclosure or extensive repairs. Mention an auction and people are likely to ask what's wrong with the house, or how lavishly expensive it is — or, simply, why? Real-estate agents haven't been too keen on making the process more transparent: Conventional wisdom says that asking buyers to submit their best and final offers will elicit the highest price. A FOMO-filled buyer, the thinking goes, may unknowingly blow the competition out of the water and deliver a windfall for the seller.

Despite all that, the idea of open auctions is more tantalizing than ever. Buyers and sellers are exhausted from years of opaque bidding wars — even these days, with the market substantially cooler than it was a couple of years ago, a lack of inventory means homes may still draw multiple offers. The real-estate industry is notoriously resistant to change, but recent class-action lawsuits have rewritten the rules about how buyers pay their agents and opened the door for more overhauls down the line.

Capitalizing on this feeling, a small cadre of companies are trying to bring versions of the Australian model to the States. They face an uphill battle. Duby, who recently started GoEx, a venture-capital firm focused on real-estate tech, is squarely in the ripe-for-change camp, but even he'll admit it's hard to shift the status quo. For roughly a decade after that first auction, he continued to broker deals the conventional way — for American sellers, Aussie-style auctions were a tough sell. But just because they haven't caught on in the States doesn't mean they're destined to remain a pipe dream. Duby imagines a not-so-distant future in which prequalified buyers bid for homes online as if they were picking up a rare watch on eBay.

"I don't see why we don't do that," Duby tells me. "I don't see how that doesn't help."

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The man could be mistaken for a pastor: crisp gray suit, arms stretched toward the heavens, a crowd gathered before him. But he's here to sell real estate, not religion.

"Reflect on this absolutely fantastic opportunity in front of you," he booms in a distinctly Aussie drawl. "Not me — the house!"

With that, the auction begins. The property at stake is a quaint one-story home surrounded by a white picket fence in a suburb of Melbourne. The bidding starts at 1.26 million Australian dollars, but the price climbs as the auctioneer needles buyers to dig deeper: "You know you want to!" In the end, it sells for more than 1.5 million Australian dollars, or about $980,000. The whole thing takes less than half an hour.

I watched all this unfold on TikTok, where the account @AuctionReporters maintains a steady stream of these strangely addictive dispatches from Australia's real-estate market. Every now and then a video like this will go viral among Americans who balk at the ritual. An open auction is so vastly different from the secretive practice here in the States that it can break our brains — in a reply to a similar video on X, someone posted, "this is real???"

Real-estate auctions are a time-honored tradition in Australia, dating back more than 200 years to its days as a British colony. Their popularity varies based on location and the strength of the market: In boom times for home sales, more sellers turn to the gavel — a study by Kenneth Lusht, a professor at Pennsylvania State University, found that in some pockets of Melbourne, auctions accounted for as much as 80% of home sales during periods of particularly strong demand. A later study of sales from 2011 to 2019 in the states of New South Wales and Victoria, home to more than half of the country's population, found that 30% to 40% of listings went to auction during that period.

Auctions are risky, to be sure. Homeowners publicly disclose the terms and privately set a reserve price, or the minimum amount they'd accept — if the bidding doesn't reach that figure, the house doesn't sell. A study published in 2022 described such a house as carrying a "stench of failure" and found that it was more likely to sell at a discount later. An auction is basically impossible to stop once it's in motion, and sellers may not always be pleased with the results. But in times of healthy demand for homes, auctions can deliver benefits for sellers looking to ride out the frenzy. The study on the risks of auctions also found significant upsides: Successful sales tended to achieve prices that were 1.2% higher than comparable "private treaty" sales, in which sellers set an asking price and then wait for bids to roll in. A separate 2010 study of a broad swath of Australian home sales also found that auctions tended to yield higher selling prices than the alternative.

It's hard to imagine regular homes in the US trading hands this way. But a handful of companies have proposed a middle ground between the public spectacle of Australia's auctions and America's behind-closed-doors strategy. Final Offer, in Massachusetts, is one online marketplace that mediates auction-ish sales. A real-estate agent can list their seller's property on the platform, specify their asking price and their terms, and input a "final offer price" and specific terms of sale, or the amount a buyer can agree to pay in order to stop the bidding and win outright (similar to eBay's "Buy It Now" feature for auctioned items). When a buyer makes a qualifying offer, the clock starts ticking: The seller can choose to reveal the price and terms of any offer in contention, and interested buyers can try to exceed the bids before the window closes.

You're giving buyers information they've never had before.

Here's a real example: Late this summer, the owner of 5818 Ipswich Road, a two-bedroom home built in 1951 in Bethesda, Maryland, listed it on Final Offer for $650,000. Buyer 1 submitted an offer of $658,125, and the seller agreed to take it if no better offers came in over the next three days. Other buyers soon entered the picture: Buyer 2 bid $661,500. Buyer 1 responded by going $3,000 higher. Over the next two days, Buyers 3, 4, and 5 threw their hats in the ring, and the price climbed above $800,000. At the eleventh hour, Buyer 6 emerged with a bid of $810,573. Then came the kicker: Buyer 1 made the "final offer" of $850,000, ending the bidding process. The entire saga is available for anyone to see on Final Offer's website.

In real estate, it turns out, a little transparency goes a long way. "You're giving buyers information they've never had before about what the seller really wants," says Tim Quirk, who cofounded Final Offer and serves as its chief strategy officer. In a typical sale, spurned buyers rarely walk away knowing what would have won — maybe with that knowledge they would have been willing to up their price or adjust their terms, perhaps waiving an inspection and agreeing to buy the home as is. And sellers, even when they take a deal, never quite know if someone might have gone even higher if they knew what they were up against. "What ultimately ends up happening is you get remorse on both sides of the table," Quirk tells me.

Final Offer is still small — Quirk said that a little more than 1,000 homes had sold on the platform in the two years since it started. Sellers on the site don't have to disclose the prices and terms of offers that come in and can opt to let buyers see only that other offers have been made. But Quirk tells me more than 80% of sellers choose to make the bids public.

SparkOffer, which last year was acquired by Auction.com, is another platform that aims to give buyers a sense of their competition. The site shows buyers how many offers they're competing with and is beta testing a new feature that assigns each bid a score based on its price and proposed terms; when other bids come in, buyers get to see how their score stacks up. They don't know the exact details, but they'll at least have a sense of where they stand and what it might take to climb the ranks. Sellers get to outsource the messy back-and-forth of negotiations to a platform that prods buyers to sweeten their offers — while preserving the possibility that a buyer may unwittingly overbid.

Neither Quirk nor Mike Russo, the founder of SparkOffer, thinks of his platform as an auction exactly. For one, home sales aren't just about price. When a buyer makes an offer, they can propose contingencies, or conditions that need to be met in order for the sale to close. They might request an inspection and ask the seller to make repairs if something comes up. They could retain the right to back out of the deal if an appraiser values the home lower than expected. The buyer could also ask for concessions, or some money back from the seller to cover stuff like closing costs. At the height of the pandemic-era homebuying frenzy, some desperate buyers threw caution to the wind and waived these contingencies — they were simply tired of losing. Bottom line, not all buyers are equal in the eyes of a seller.

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To reach widespread acceptance in the US, an auction-esque model would have to let sellers choose the terms that work best for them. Most important, new marketplaces would have to convince American sellers — and their agents — to turn away from tradition. That kind of cultural shift is a tall order. "I don't think the American consumer is ready for auctions yet," says Rob Hahn, the CEO of Decentre Labs, a company he started in 2022 to bring online real-estate auctions to the masses.

In real estate, it turns out, a little transparency goes a long way.

But it's unclear who really benefits from the system we have. Buyers rarely get feedback that could help them make stronger offers in the future. Maybe as a seller you'll get lucky and a buyer with blinders will overpay for your house — but that approach is shortsighted, since most sellers have to turn around and purchase another home. The biggest beneficiaries, Duby tells me, may just be real-estate agents: When buyers and sellers are shuffled through this murky process, they'll look for a professional guide.

Australia isn't a perfect analog for the US. The country doesn't have a system of local databases where most homes are listed — as we do in the States with the multiple listing services — which makes it tougher for buyers to find homes. And while most sellers are represented by agents, most buyers are not. But still, hardly anyone is proposing we copy and paste this Australian tradition. The country's real-estate market does tell us, however, that another way is possible.

American consumers may not be ready for auctions yet, Hahn told me. "But it doesn't mean that it's not going to happen at some point."

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James Rodriguez is a senior reporter on Business Insider's Discourse team.