• Apple is developing smart home locks with face recognition tech.
• This move aligns with Apple's growing interest in the home devices market.
• Apple's device would compete with Google's Nest and Amazon's Ring in home security.

Apple is reportedly working on bringing its facial recognition technology to home security.

The tech giant is developing a smart lock and doorbell that would allow residents to automatically open their home doors by scanning their faces, Bloomberg reported on Sunday.

The report said that Apple's doorbell system could work with existing third-party locks or the company could partner with one lock provider to sell a complete product. The technology is still in the early stages and could be released at the end of 2025 at the earliest, the report said.

Apple did not respond to a request for comment sent outside regular business hours.

The smart lock adds to Apple's growing interest in the home devices market. Last month, Bloomberg reported that Apple is working on an artificial intelligence-powered, wall-mounted tablet. The iPad-like device could be voice-operated, serve as an intercom, and control home appliances. Earlier this year, Bloomberg also reported that the company is working on building home robots.

Not all these developments may come to life. This year, Apple scrapped its car project and stopped efforts to develop a subscription model for the iPhone.

The door device could give the company an opportunity for more cross-selling with its other home products and its existing lineup of devices, like the iPhone and Apple Watch.

It could also allow the iPhone maker to compete with Google's Nest and Amazon's Ring. These devices have doorbells with a motion sensor that activates the camera and records a video of the surrounding area.

Such a product could draw the company into new debates about balancing users' privacy rights and working with law enforcement. Through emergency requests, police departments have received videos from Ring without receiving consent from the owner.

Apple and its CEO, Tim Cook, are known for prioritizing user privacy. In 2016, Cook refused to cooperate with the US government to unlock an iPhone used by a shooter in a mass shooting and attempted bombing in San Bernardino, California.

• The smart ring market is exploding, with options available at Costco and Walmart.
• Rings aren't perfect health monitoring tools, but they can help detect patterns and some illnesses.
• Healthcare companies and the US military are increasingly interested in harnessing the tech.

The rich and famous have been wearing them for years, and competing for the very best sleep scores. Longevity doctors swear by them too. But 2025 may just be the year that smart rings become the "it" tracker for the masses.

"We call it a 'check engine' light for your body," Oura CEO Tom Hale told Business Insider. "It's a tool for you to become literate in the dynamics of your biometrics as they relate to your behaviors."

Oura has been the longtime leader in smart rings — the Finnish company debuted its first ring in a Kickstarter campaign 10 years ago. The undeniable giant in the smart ring space (for now), Oura recently debuted a slimmer and smoother 4th generation ring model, priced from $349 to $399.

Oura says it has been profitable for 14 months after many years in the red. On Thursday, the company announced a $200 million series D funding round, bringing its valuation to $5.2 billion.

There's also been an explosion of competitor rings, including the $349 Ultrahuman Ring Air, which debuted in 2022. In 2024, we've seen Samsung's $399 Galaxy ring enter the market as well as smaller devices like the longevity-focused and David Sinclair-backed $200 Virtusan ring.

It all heralds the beginning of a new wearables category that may eventually help people eat, exercise, sleep, and avoid illness a little better than we do now.

"I welcome all the competition," Oura's Hale said. "It makes us better, it's good for the market."

Every smart ring has a different competitive claim

Each smart ring company seems to have its own differentiator, the thing that they say makes them better than the rest, whether it's the thinnest ring band, the best battery life, or the biggest dataset.

They each generally track steps, monitor temperature, and log heart rate.

Dr. Daniel Kraft, a Bay Area-based physician-scientist and founder, says that's probably enough for the general consumer. We don't all need FDA-approved medical devices on our fingers. Instead, there's value in the consistency of the data a ring provides, monitoring trends day after day, learning about our bodies.

"We're all quite different and it's often the change from baseline that is most important," Kraft told BI.

Longitudinal trend lines can be useful for tracking things like how exercise, supplements, or stress are impacting a person's overall health. In Kraft's case, he watched his resting heart rate drop eight points over a roughly three-month period of daily exercise sessions.

"That gets people engaged, like, 'Wow, I make these small incremental changes and I'm going to see changes that show up in weeks and months and years,'" he said.

Until now, interest in Oura rings has largely been driven by word-of-mouth recommendations from friends, colleagues, and some longevity-focused physicians. Oura's friend referrals (a 10% discount) drive a lot of the business; almost half of Oura members were referred by a friend or family member, according to the company.

A smart ring is also "considered a little premium," Jeffrey Kim, Samsung America's senior product lead for the Galaxy smart ring, told BI.

2025 is shaping up to be the year that smart rings could go mainstream in a big way.

Multiple projections show the market for smart rings taking off, growing more than 20% year over year, until 2030. Over the past six months, Ultrahuman has started stocking its ring at major brick-and-mortar retailers in the US, including Best Buy, Verizon, Costco, and Walmart, and the company says more than 15,000 people in the US are picking up a new Ultrahuman ring each month.

Smart rings are about more than fitness tracking — they're being used for period tracking and to predict illnesses

Already, studies have shown smart rings are good at picking up when someone is about to get sick with a viral illness like COVID or the flu, by combining metrics like heart rate variability with temperature and breathing rate while asleep.

Some brands have also been carving out a niche among women, playing up their potential impact on women's health. In the US, women were not required to be included in medical research until 1993.

"We need more data," Dr. Umbereen Nehal, a fem-tech founder and pediatrician, told BI. "I would like to have accurate, personalized care. I would like to prevent bad things happening to me."

Women now make up the majority of Oura and Ultrahuman users (55% and 60%, respectively). Beyond sleep and fitness, a ring can use temperature to track a period — not a failsafe technique, but it's a non-invasive option to help people better plan when to have sex to conceive or avoid a pregnancy.

Nehal hasn't bought into the ring hype yet. In part, she says it's because the current rings are too "ugly" for her. But she also cautions consumers to maintain a "healthy skepticism" toward their wearables, and not take the data insights or recommendations as health gospel.

"Try to understand: who was this tested on? Who was this built for? How do you want to use it? Do you think this is a good way for what you want to know?" she said. "Recognize that when you buy a product, you are still in the driver's seat of deciding what to do with that information."

Having more at-home data on everyday health may prove useful, but it doesn't have to come from our fingers or wrists. Kraft said we can also harness health insights from cameras, voice recorders, and other easily accessible tech.

Ultrahuman founder and CEO Mohit Kumar imagines that his customers will use the Ring Air as an entry point into what can be a whole body and house health monitoring system, complete with a CGM for tracking blood sugar and a CO2 scrubber for cleaning the air.

Oura has recently partnered with CGM-maker Dexcom and inked a $96 million deal with the Department of Defense. Some US Army airmen have been trying out Oura rings in an attempt to optimize performance by helping make decisions about when they might need more rest, or a caffeine boost.

Medicare Advantage plan Essence Healthcare says it will start offering free Oura rings to seniors in 2025, in the hopes of reducing healthcare costs.

"If I see Mrs. Jones's resting heart rate went from 65 to 95 over the last month, and it's not just because she's been climbing stairs, it's when she's sleeping, boy, I might want to call and figure out what's going on cardiopulmonary-wise," Kraft said. "A lot of our healthcare issues, they show up in subtle ways weeks, months, or years early, and they're just not picked up on, they can't be picked on that short clinical visit — if you're lucky enough to have primary care doctor at all."

Smart ring vs smartwatch

Smart ring pros

• Small, inconspicuous, and unobtrusive
• Great for sleep tracking
• Long-lasting battery (~1 week)

Smart ring cons

• Not as ideal for sports like weightlifting or running; you can't track your pace, and it gets in the way when you're lifting weights
• Can't pick up a phone call or respond to a text
• Expensive

• 2025 is expected to be a robust year for mergers and acquisitions, and IPOs.
• Consequently, some investment banks are bulking up on hiring, industry recruiters say.
• Here's a look at which firms are staffing up and what sectors are seeing the most action.

When John Weinberg, the chairman and CEO of the elite boutique investment bank Evercore, sat down for a fireside chat in December at an annual Goldman Sachs conference, he revealed that his firm has been ramping up hiring.

"Most of the time, you don't really do much recruiting in November or December," he told listeners — but this year has been different. "If you could see my schedule, you'd see that virtually every day I am speaking with and recruiting" new talent, he said. "You could probably anticipate that our recruiting efforts will increase, not decrease."

Weinberg isn't the only Wall Street dealmaker for whom recruiting is top of mind. According to industry headhunters, hiring across the Street is expected to gain steam as 2025 gets underway. One headhunter said he's been so flooded with mandates as the end of the year approaches that his pipeline of work is up by as much as 70% over normal levels at this point in the year.

"We're probably up 60% to 70%," Kevin Mahoney, managing partner in the global financial-services practice at Christoph Zeiss Partners, told Business Insider. Next year is going to be "bonkers" in terms of hiring volumes, he said, adding: "We haven't been this busy in a long time."

After several years of lackluster deal activity, Wall Street is finally starting to see signs of a thaw in mergers and public offerings. A cocktail of lower interest rates, pent-up demand, and expectations for a friendlier landscape under Trump has left many dealmakers across the Street feeling bullish about the 2025 prospects for 2025. Robert Stowe, head of Americas equity capital markets at Barclays, told BI that he predicts some $50 billion in IPO volumes in the US next year. That would be a roughly 20% increase from 2024's just over $41 billion worth of IPO volumes in the Americas, as recorded by the deal-tracking firm Dealogic.

BI got an update on the latest investment-banking hiring trends from three top Wall Street headhunters: Mahoney; Meridith Dennes, managing director of recruiting at the firm Prospect Rock; and Brianne Sterling, head of the investment-banking recruiting practice at Selby Jennings.

Dennes said the industry's "musical chairs" will start to spike around January or February after bankers have received their bonuses. Many, she said, have gotten early hints about their bonus numbers this year and are privately grumbling.

"Bonuses are not coming out as strong as we expected them to be, and I think the reason is because there's been so much hiring at the senior level and at the MD level," she explained. "A lot of that compensation pool may be spoken for."

So, with moves on the way, which sectors will see the most activity? Here are a few key trends the headhunters say are worth watching in 2025.

The hot sectors

Banks big and small are already dialing up recruiting for their technology, media, and telecommunications teams, known as TMT in Wall Street parlance.

One reason, Mahoney said, is that those sectors are popular acquisition targets for financial sponsors. Indeed, private-equity firms are itching to deploy the billions they've raised from limited partners, but have been waiting for interest rates to decline.

"Something that I think will be interesting within the tech space, as well, is how teams are looking at staffing and positioning" for AI deals, as well as deals for cryptocurrency and digital-assets companies that may consolidate over the next year, Sterling of Selby Jennings said.

Tech has been a major area for banker movement, said Dennes, who also named healthcare, restructuring, industrials, consumer retail, and financial institutions (FIG) as hot. According to some of the early findings of her firm Prospect Rock's annual compensation survey, bankers in tech and restructuring displayed the highest levels of dissatisfaction with pay.

"Now, if they're not really paid," Dennes said, "they're going to want to jump — and there's opportunity for those folks to jump."

Tech dealmakers on the move

Union Square Advisors, a boutique technology-focused investment bank based in San Francisco, has onboarded a series of dealmakers recently, including tapping managing director Terry Jackson who previously worked at JPMorgan and Bank of America Securities. The firm also hired Todd Meadow to pitch in with sponsor coverage and brought on the banker Chris Appaneal to focus on software for governance, risk, and compliance.

Houlihan Lokey, a midsize firm long respected for its prowess in restructuring and distressed deals, has also been growing its wallet share in tech to win competitive M&A mandates.

This spring, the bank appointed Ryan Lund as co-head of US technology. It's been deepening the granularity of its software coverage with subsequent hires, as well — like Nana Kyei, a managing director who joined from Jefferies this fall and focuses on education tech. Geoff Rhizor joined the tech team in San Francisco in late summer; his coverage, in part, intersects with the fintech group's.

Barclays has also emphasized hiring managing directors focused on tech and healthcare deals, a company spokesperson told BI. Rob Patterson, who serves as head of data and information platforms coverage within tech investment banking, came over from Morgan Stanley. And the bank appointed David King, a former top-level banker at Bank of America, as global head of technology mergers and acquisitions this summer.

Big banks are staffing up

Some banks have already initiated widespread recruiting plans for juniors.

JPMorgan Chase, for instance, was engaged in a vigorous off-cycle recruiting spree for junior investment bankers as deal flow picked up speed this fall, according to industry sources and postings on its job board, as BI previously reported.

Goldman Sachs' careers portal recently displayed roughly a dozen openings for junior bankers in New York, San Francisco, and London. Vacancies included analyst and associate positions in coverage groups like financial institutions, entertainment banking, TMT, and industrials, as well as product-focused functions like equity capital markets.

Bankers need fresh blood: 'Send them our way'

The last time there was an M&A boom during the pandemic, many banks were caught unprepared and understaffed, resulting in complaints from overworked junior bankers.

This time, Wall Street employers say they won't make the same mistake twice — and many are eyeing boosting their junior ranks in preparation, the recruiters said.

Dennes expects an emphasis on associates and mid-level vice presidents to help juggle the ins and outs of executing the manifold deals coming down the pike. "Experienced bankers are always in demand," she said. "Anyone who has closed a couple of deals and is able to train junior staff is very valuable."

Dennes' firm, Prospect Rock, is currently working on filling four analyst roles, six associate roles, and two VP roles, postings on its website showed. Still, she doesn't see 2025 hiring following the same frenetic pattern it did during the pandemic-era M&A boom.

"In 2021, you just needed bodies — more horsepower. This is very different," she said. Now, banks are markedly more vigilant in emphasizing quality over quantity. "Nobody wants a 2021, 2022 redo," she added. "A lot of those hires were not strong."

Some senior dealmakers are already worried about short-staffing. A managing director at a Wall Street bank told BI he was confident that 2025 would deliver a volume of work comparable with 2021 levels, if perhaps not the same soaring valuations.

"Part of the conversation that we're going to have to think through is augmenting the team at the mid-level" to handle execution, he said. In this hiring market, though, "it's almost impossible" to find impressive associates or VPs, he cautioned. "Send them our way — because it's hard."

Are you an investment-banking insider or do you have knowledge of industry moves on Wall Street? Get in touch with these reporters. Reed Alexander can be reached via email at [email protected] or via the encrypted messaging app Signal at 561-247-5758. Emmalyse Brownstein can be reached at [email protected] or via Signal at 305-857-5516.

• VCs are increasingly looking for candidates with deep technical expertise, especially in AI.
• Increasingly, VCs square off with the hottest AI companies to secure top talent.
• VC firms can't compete with companies like OpenAI on compensation.

Matt Hoffman, head of talent at M13, an early-stage venture firm, is preparing to hire a new junior investor sometime next year. As recently as a year ago, he would have sought out someone from a top business school or consulting firm. Now, he wants someone with deep technical expertise.

"The technology is just getting really sophisticated," Hoffman said. "You need to have enough sophistication to be able to understand the tech you are assessing."

As venture firms struggle to raise new funds, they have been hiring fewer roles and even shedding staff. On rarer occasions when they are hiring, they are increasingly seeking out candidates with deep domain expertise, especially in artificial intelligence.

"We certainly noticed it in the past 3 to 6 months, and like a lot of VC, once it kind of takes momentum, it snowballs, and all the other VCs are doing it," Hoffman said. "The traditional MBA background will not be sufficient for the best investors going forward."

Evaluating previous generations of startups required less sophistication, according to Deedy Das, who this year was hired as a principal at Menlo Ventures, which backs OpenAI rival Anthropic. He previously worked for nearly a decade in senior engineering roles at Facebook, Google, and Glean, a buzzy AI-powered search startup valued at $4.6 billion.

"To understand Facebook, you don't need to be technical to get it," Das said. "You know people go online to use an app and connect with their friends. You can see how it can make money. For AI, if I tell you I have the best model in the world, how are you, as a non-technical person, going to call my BS on that?"

Ben Lerer, managing partner at Lerer Hippeau, says he wants to hire "younger people who are more natively growing up with AI and think about AI as less of a novelty and more of just a sort of inevitability."

Hiring for the investing theme du jour

Mark Suster, a partner at Upfront Ventures, says he used to recruit from blue-chip consulting firms like McKinsey & Company and Bain & Company, whereas recent hires have all brought specific expertise in areas the firm wants to focus on.

"I don't think generalist works anymore because venture capital is too competitive now," said Suster.

"We're going much deeper in our industries, and so when we went to invest in healthcare, we hired a healthcare expert. Now that we're doing more semiconductors, we're trying to get somebody with semiconductor experience. We're doing more with satellites, so we want someone from day one who understands the customer and the technology."

Upfront is currently hiring for an investment associate focused on machine learning and AI.

Last year, Khosla Ventures hired John Chu as a partner, who held senior engineering roles at Meta and Opendoor. This fall, Katie Jacobs Stanton, a longtime Twitter insider turned venture capitalist, hired a former engineering leader to her firm, Moxxie Ventures.

Ashwin Lalendran worked on drones at the Air Force Research Laboratory, shipped 3D vision software for Apple's mapping and self-driving-car projects, and led a team of engineers to scale the world's largest private-owned network of ocean sensors at Sofar Ocean.

He joins Moxxie's deep bench of operators to assist with sourcing, evaluating, and closing deals in deep tech, hardware, and national security, areas where Moxxie has deepened its focus over the past year.

Firms have long hired from certain networks based on the investment theme du jour, according to Yoni Rechtman, a principal at Slow Ventures, an early investor in Robinhood and PillPack.

During the fintech boom, Stripe was the hot ticket, and investors rushed to hire from the fintech giant.

Today, firms are chasing after ex-Palantir and OpenAI employees to fill out their ranks — some of them are restaffing after years of hiring slowdowns or job cuts, though such moves remain rare in the venture industry — and to add expertise and networks in their fields of interest.

Slow Ventures is looking to add as many as four associates over the next year based on the quality of talent on the market, Rechtman said. Being technical as an associate is a plus but not a requirement, though. "Being credible with founders because you worked at OpenAI is great," Rechtman said, "but doesn't necessarily mean much for your ability to pick stocks well."

VC firms can't compete with startups on compensation

Increasingly, venture firms find themselves squaring off with the hottest AI companies to secure top talent, according to Dan Miller, a recruiter and partner at True Search. "For a lot of VC firms, the stiffest competition for talent over the last year has been OpenAI," said Miller.

He's worked with several venture firms on partner and principal searches that lost candidates to the ChatGPT-maker. That is largely because OpenAI offers salaries above market rate and a chance to contribute to cutting-edge research and development. Those candidates, in turn, gain experience that opens doors to top-tier venture firms down the line, Miller added.

The average salary for a VC with 1-3 years of experience is $264,000, according to Glassdoor, an anonymous job review site. By contrast, OpenAI's median yearly total compensation is $534,197, according to Levels.fyi, which tracks compensation data at tech firms and startups.

"No VC will pay what a good AI engineer can make a company," said M13's Hoffman. "So our job is to find people who get excited about working in venture and helping to build a number of companies rather than just one."

Das said he did take a step down in pay when he joined Menlo Ventures after Glean, "but I wasn't concerned because if this worked, it would be a long-term bet where the comp would be fine," Das said.

He explained that he was excited to try venture because he was ready for a new challenge and also thought his technical chops would give him an edge over generalist investors evaluating AI infrastructure and machine learning deals.

"I thought a lot of venture capitalists were actually pretty terrible doing diligence on companies that were technical because they weren't technical."

Das was recently on a call with co-investors, and they needed his expertise. They were stumped and needed help understanding some of the jargon the founder of an AI startup was using.

"I chuckled because every second pitch I see is some version of fancy technical lingo, which actually doesn't mean much if you dig into it," Das said. "That's something a traditional investor has a really hard time seeing through."

• One of the biggest parts of preparing for a job interview is running through practice questions.
• We asked recruiting pros for their top interview questions and how a candidate should answer them.
• Here's what they told us.

When you're preparing for a job interview, one of the first things you can do is research what previous candidates have shared about their own interviews with that employer. Some of the most helpful information to glean, if you can find it, is what interview questions you might expect to be asked.

To help job seekers who might not be able to find common questions asked by a specific company, we asked five recruiting professionals for their favorite questions to ask in job interviews.

They also broke down how candidates should answer and what the answers can reveal about them. Of course, the slate of questions asked in an interview can vary based on the recruiter's personal preferences, the role, and other factors — but these go-to questions from recruiters are a good place to start.

Here's a look at questions recruiters love to ask that they say can be particularly telling about a candidate.

'Tell me a time when you found a way to improve a process, made something more efficient, or otherwise introduced an improvement when you weren't asked to do so.'

Kyle Samuels, who spent 20 years in senior-level executive recruiting and is now CEO of executive search agency Creative Talent Endeavors, said he likes this question because it helps identify "proactive leaders who are willing to answer difficult questions and drive business results."

He recommends candidates use the STAR method — focusing on the situation, task, action, and result — to answer this question and really highlight their "initiative and drive."

"I'm also looking for candidates who can stand up to additional questioning well and describe specifics within each example or story they share when responding," he said.

He shared with us one example of how a STAR-formatted answer to this question might look:

• Situation: "Our SaaS solution isn't cutting it."
• Task: "I was assigned to fix the problem."
• Action: "I spoke to other CTOs to get recommendations, found a final list of five, and then evaluated them against the incumbent so we could make the right hiring decision."
• Result: Explain the end result and what happened after taking the actions described.

'Tell me about a time when something went terribly wrong with a project.'

This question shows a candidate's "ability to take responsibility for mistakes, solve problems, communicate effectively, and collaborate with others," said Lauren Monroe, who leads the creative practice group at Aquent, a staffing agency for creative, marketing, and design roles.

An ideal answer would "name the specific challenge faced, acknowledge the mistakes made, and identify the actions taken, lessons learned, and solutions implemented to solve the problem," she added.

'What key elements need to be in your next role, and what would be a dealbreaker for you?'

Amri Celeste, a recruitment manager and interview coach, likes this question because it gets at "what a candidate is really looking for in a role and whether the role we're discussing matches what they expect in their next role."

"It's also an opportunity to open up a more honest dialogue about their values, work style, and career goals, which helps me learn about not only how well they suit the role, but also how well they might suit the team and management style of the manager," she said.

'Tell me about yourself.'

It's a tried-and-true interview question, and Andrew Fennell, a former corporate recruiter and the founder of the résumé-builder website StandOut CV, leans on it to set the tone in interviews.

"After introducing myself and explaining how I've arrived to the point of this interview, I ask the candidate to do the same," he said.

"It relaxes the atmosphere a bit, makes it a bit more conversational, and allows the candidate to give a well-rounded summary of their experience and skills," he added.

'Tell me about the greatest impact you made at a company and what helped you achieve that impact.'

Tessa White, a former head of HR, is the CEO of The Job Doctor and the author of "The Unspoken Truths for Career Success."

Besides asking about a candidate's achievements, White also tries to gauge their ability to problem-solve by asking questions about challenges they've encountered in the past.

She'll ask, for example, "Tell me about a time you were at odds with someone or a department and you were able to successfully move through it."

Other times, she might say, "Tell me about a time when an initiative or project you were leading wasn't going the way you hoped. How did you handle it and what is your philosophy for addressing obstacles?"

For all of these questions, she said the ideal answer should be "authentic and real." If it's not, a recruiter can "sniff it a mile away," she said.

"I'm not looking for the answer you think I want to hear," she said. "I'm looking to see an imperfect person that has insight into their strengths as well as someone who understands how to learn from previous mistakes."

• Samantha Shih sold her custom clothing company 9Tailors to join LookSky as chief brand officer.
• Shih founded 9Tailors in 2008, growing it through challenges like the financial crisis and pandemic.
• Her C-suite role both doubled her salary and allowed her to balance her work and family life.

This as-told-to essay is based on a conversation with Samantha Shih, a 43-year-old chief brand officer from Boston. It's been edited for length and clarity.

After graduating from Brown University in 2003, I worked as a consultant at Deloitte for three years before spending a year in China. There, I started making custom clothing, which inspired me to open a custom suiting and shirting company. I founded 9Tailors in Boston in 2008.

Launching a business was challenging because I had little experience in retail and fashion and had to learn everything from scratch. I had some business strategy knowledge from working at Deloitte but didn't have operational knowledge.

I learned and grew the company for 14 years. In 2022, I sold 9Tailors and jumped ship to work for a startup.

Launching a company in 2008 was tough

I had a lot of friends who were getting laid off, but I was optimistic. You can only go up from the bottom, so I thought it was an excellent time to start a business.

The company started online, keeping no inventory and making everything to order. This allowed us to identify our target customer — young professional males looking to dress up for work or weddings.

We've been profitable since year two, winning awards and garnering press until the pandemic threw everything off track. Running a high-touch custom clothing company that needed in-person contact and relationships was stressful. We pivoted toward making masks and sold out immediately.

Around this time, my brother called me one day out of the blue

My brother told me his former boss was advising LookSky — an Asian direct-to-consumer fashion brand looking to enter the US market — and they wanted to speak to a fashion industry expert. I had no set expectations for these calls — I enjoy helping people and sharing industry and fashion insights.

What started as one call turned into three or four calls. I met with the chairman, CEO, and the rest of the C-suite team. The company's chairman asked if I was interested in joining them.

I had to think about it. 9Tailors was never busier after the pandemic; there was so much pent-up demand for suits, shirts, and dressing up, and our revenue kept growing.

Two things made the decision easy for me

LookSky allowed me six months to transition out of my business and design my dream job description from scratch. Although I suggested the position of creative director, they offered to hire me as the chief brand officer. I was pleasantly surprised they wanted me at the C-suite level.

I loved running my own business but wanted to make more impact, so the opportunity arose at the optimal time. At LookSky, I would have the opportunity to scale a personalized experience to potentially millions of users.

Also, I had my first child in 2017 and wanted to spend more time with him instead of working crazy retail hours. I had started feeling worn down.

I accepted their offer and nearly doubled my salary at 9Tailors.

Balancing both jobs for a while was tough

During the six-month transition, I worked about eight hours daily, six days a week on 9Tailors. Then, after my son went to bed, I dedicated time to LookSky, often for team meetings or marketing and branding projects. I thrive on being busy, so it was manageable.

LookSky asked me to sell my business, but I couldn't talk about it until we signed the papers and closed because it could destabilize my clients and team if it didn't go through.

The final sale was to my CMO. Even though several businesses expressed interest in buying, I preferred to sell to someone who knew the company, our clients, and how we operate.

My last day at 9Tailors was the same day I announced my departure and the sale of the business to the team. To help transition, my husband, who worked at the company for a good chunk of the 14 years that I did, stayed on for another six months.

I work remotely for LookSky, as most of my team is in Asia

Working remotely was initially a shock because I'm an extrovert who loves being around people, but one of the biggest advantages is having more control over my schedule.

Mornings and evenings are typically dedicated to team calls. Afternoons provide a window for productive personal time — I might work out, dive into a business book (I'm reading "Good to Great" by James C. Collins), or listen to a startup or tech podcast like Lenny's Podcast, Hard Fork, or How I Built This. Best of all, I can attend my son's events and activities.

Last summer, I was diagnosed with breast cancer, which was a shock

After hearing of my diagnosis, my team could not have been more supportive, telling me to take as much time as needed. I like being busy and productive, and work actually allowed me some reprieve.

I've found a company that nurtures my strengths and encourages and supports me in learning new skills. I'm surrounded by bright people who motivate me to do my best work. I've grown and developed tremendously.

I don't miss running 9Tailors, though I'm incredibly grateful for the experience. While I might consider running another startup in the distant future, I'm genuinely happy with where I've landed.

Have you been poached and want to share your story? Email Lauryn Haas at [email protected].

• Ongoing drone interest has led Ring users to use the "Neighbors" forum to discuss possible sightings.
• Some users shared frustration on Reddit about the influx of posts on the app unrelated to home security.
• The unidentified sightings have been reported since mid-November across the East Coast.

The "mystery drones" over the East Coast have sparked concern from local residents, some of whom are flocking to neighborhood surveillance apps to post about the topic.

Owners of Amazon-owned Ring video doorbells have taken to the accompanying app, which sends motion alerts, to discuss the possible drone activity in the app's "Neighbors" section.

Typically, Ring's forum is used to share information about lost pets, wildlife sightings, or stolen packages — activities happening on the ground. However, some are now using the forum to discuss what's happening in the sky above their homes.

The posts have ranged from written reports of drone sightings to shared videos showing light movements in the sky and footage of plane-like objects.

"Multiple drones spotted flying over Mount Laurel in Countryside Farms just off Church road," wrote one Ring user in New Jersey earlier this month, posting footage showing an aircraft with blinking lights.

Another Ring user in Union City, New Jersey, posted footage over the weekend of lights seeming to streak across the clouds. "Looks like the old club days when they used to put lights in the sky, but these are different," the person wrote.

Other Ring users have also posted video footage online captured by their doorbell cameras, though it wasn't clear if the footage showed unidentified aircraft or simply time-lapses of the moon.

"It has become something that pops up everywhere — on my Ring sightings, on the Neighbor's function, constantly, constantly, constantly, people saying that they are seeing drones out there," said "Squawk Box" co-anchor Becky Quick on Monday.

Ring declined to comment on the forum discussions.

People on Citizen, a neighborhood safety app, joined the conversation and posted footage of suspected drones on the platform. The company behind the app encouraged its users to livestream drone-related footage "to alert the community and protect the world."

Not everyone is eager to join the discussions. Some have taken to Reddit to complain about the amount of drone talk taking place in Ring's community forum.

One Reddit user questioned if the Ring App was "the new Facebook for useless posts," and complained about the amount of drone speculation. Others echoed similar sentiments, expressing annoyance at the free-wheeling nature of the discussions and an increase in their app notifications.

"I had over 100 ring neighbor notifications last night because people thought it would be funny to troll about a (fake) helicopter flying in our area. Like over 100 troll posts… about helicopters," one user commented on the Reddit post. "I officially turned off the notifications when I woke up."

Many of the forum posts aren't showing videos captured by Ring's video doorbells but rather videos users uploaded that were captured elsewhere, such as from smartphones. And in the age of generative AI video tools and editing software, it can be difficult to tell what's real — and what the footage is actually showing.

The White House has said many of the drone sightings are likely crewed aircraft that are operating lawfully. It has also said that it doesn't believe the drone sightings are a public safety threat.

However, the FBI and Homeland Security have both said they want more authority to deal with drones. An FBI official said that the drone investigation is "limited in scope" and that pending counter-UAS legislation could expand their legal power in implementing counter methods.

Reports of the drone sightings have been ongoing across the East Coast since mid-November. The mystery has mostly been centered on New Jersey sightings, where drones have reportedly been seen above military facilities and critical infrastructure sites.

Klarna CEO Sebastian Siemiatkowski recently told Bloomberg TV that his company essentially stopped hiring a year ago and credited generative AI for enabling this massive workforce reduction. However, despite Siemiatkowski’s bullishness on AI, the company is not relying entirely on AI to replace human workers who leave, as open job listings — for more humans […]

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• Shutterstock added gen AI to its stock-content library to generate $104 million in revenue.
• The company has partnered with tech giants including Meta, Amazon, Apple, OpenAI, and Nvidia.
• This article is part of "CXO AI Playbook" — straight talk from business leaders on how they're testing and using AI.

Shutterstock, founded in 2003 and based in New York, is a global leader in licensed digital content. It offers stock photos, videos, and music to creative professionals and enterprises.

In late 2022, Shutterstock made a strategic decision to embrace generative AI, becoming one of the first stock-content providers to integrate the tech into its platform.

Dade Orgeron, the vice president of innovation at Shutterstock, leads the company's artificial-intelligence initiatives. During his tenure, Shutterstock has transitioned from a traditional stock-content provider into one that provides several generative-AI services.

While Shutterstock's generative-AI offerings are focused on images, the company has an application programming interface for generating 3D models and plans to offer video generation.

Situation analysis: What problem was the company trying to solve?

When the first mainstream image-generation models, such as Dall-E, Stable Diffusion, and Midjourney, were released in late 2022, Shutterstock recognized generative AI's potential to disrupt its business.

"It would be silly for me to say that we didn't see generative AI as a potential threat," Orgeron said. "I think we were fortunate at the beginning to realize that it was more of an opportunity."

He said Shutterstock embraced the technology ahead of many of its customers. He recalled attending CES in 2023 and said that many creative professionals there were unaware of generative AI and the impact it could have on the industry.

Orgeron said that many industry leaders he encountered had the misconception that generative AI would "come in and take everything from everyone." But that perspective felt pessimistic, he added. But Shutterstock recognized early that AI-powered prompting "was design," Orgeron told Business Insider.

Key staff and stakeholders

Orgeron's position as vice president of innovation made him responsible for guiding the company's generative-AI strategy and development.

However, the move toward generative AI was preceded by earlier acquisitions. Orgeron himself joined the company in 2021 as part of its acquisition of TurboSquid, a company focused on 3D assets.

Shutterstock also acquired three AI companies that same year: Pattern89, Datasine, and Shotzr. While they primarily used AI for data analytics, Orgeron said the expertise Shutterstock gained from these acquisitions helped it move aggressively on generative AI.

Externally, Shutterstock established partnerships with major tech companies including Meta, Alphabet, Amazon, Apple, OpenAI, Nvidia, and Reka. For example, Shutterstock's partnership with Nvidia enabled its generative 3D service.

AI in action

Shutterstock's approach to AI integration focused on the user experience.

Orgeron said the company's debut in image generation was "probably the easiest-to-use solution at that time," with a simple web interface that made AI image generation accessible to creative professionals unfamiliar with the technology.

That stood in contrast to competitors such as Midjourney and Stable Diffusion, which, at the time Shutterstock launched its service in January 2023, had a basic user interface. Midjourney, for instance, was initially available only through Discord, an online chat service more often used to communicate in multiplayer games.

This focus on accessibility set the stage for Shutterstock.AI, the company's dedicated AI-powered image-generation platform. While Shutterstock designed the tool's front end and integrated it into its online offerings, the images it generates rely on a combination of internally trained AI models and solutions from external partners.

Shutterstock.AI, like other image generators, lets customers request their desired image with a text prompt and then choose a specific image style, such as a watercolor painting or a photo taken with a fish-eye lens.

However, unlike many competitors, Shutterstock uses information about user interactions to decide on the most appropriate model to meet the prompt and style request. Orgeron said Shutterstock's various models provide an edge over other prominent image-generation services, which often rely on a single model.

But generative AI posed risks to Shutterstock's core business and to the photographers who contribute to the company's library. To curb this, Orgeron said, all of its AI models, whether internal or from partners, are trained exclusively on Shutterstock's legally owned data. The company also established a contributor fund to compensate content creators whose work was used in the models' training.

Orgeron said initial interest in Shutterstock.AI came from individual creators and small businesses. Enterprise customers followed more cautiously, taking time to address legal concerns and establish internal AI policies before adopting the tech. However, Orgeron said, enterprise interest has accelerated as companies recognize AI's competitive advantages.

Did it work, and how did leaders know?

Paul Hennessy, the CEO of Shutterstock, said in June the company earned $104 million in annual revenue from AI licensing agreements in 2023. He also projected that this revenue could reach up to $250 million annually by 2027.

Looking ahead, Shutterstock hopes to expand AI into its video and 3D offerings. The company's generative 3D API is in beta. While it doesn't offer an AI video-generation service yet, Orgeron said Shutterstock plans to launch a service soon. "The video front is where everyone is excited right now, and we are as well," he said. "For example, we see tremendous opportunity in being able to convert imagery into videos."

The company also sees value in AI beyond revenue figures. Orgeron said Shutterstock is expanding its partnerships, which now include many of the biggest names in Silicon Valley. In some cases, partners allow Shutterstock to use their tech to build new services; in others, they license data from Shutterstock to train AI.

"We're partnered with Nvidia, with Meta, with HP. These are great companies, and we're working closely with them," he said. "It's another measure to let us know we're on the right track."

When SlideShare, the presentation-sharing service acquired by Scribd, launched in 2006, generative AI technology was significantly less advanced than it is today, and social networking platforms were just beginning to take off. Recognizing the evolution of AI and the increasing desire for innovative ways to share documents, the founders of SlideShare — Amit Ranjan (COO), […]

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• My husband and I have opposite organizational styles.
• I learned the hard way that pressuring him to change wouldn't work.
• A home remodel forced us to face the clutter, and now, we communicate much better.

I consider myself a pseudo-minimalist. I don't buy knickknacks when traveling, fill my home with extra furniture, or stock up on pantry, beauty, or toiletry supplies. I like having dresser drawers that close easily and bookshelves I can pull a novel from without four others toppling onto my head.

Now imagine the opposite of my personality in the clutter department, and you have my husband.

He's a collector. He's a saver of the socks I would throw out because they're starting to get a small hole, of the hockey gear that goes unused, of extra dinnerware we don't have room for.

So what are these two personalities doing living under one roof? Well, we love each other. And people do crazy things for love.

The difference between how we dealt with clutter took a toll

When we married and moved in together, the problem revealed itself in full. We had very different ways of organizing and even thinking about the items we bring — and keep — in our home.

I felt suffocated and panicked at the stacks, bags, and boxes of his things.

My attempts to purge items didn't go well. I didn't know how to be kind in my panic, and he didn't want things to change.

Living with so much clutter affected my mental health. I felt the pressure of organizing so many things. It seemed impossible to make stuffed spaces look nice. Rooms felt cramped, every storage area overflowed, and our fights over the subject became caustic.

I knew it was time for a different approach. He had emotional attachments to things that I didn't understand, but it didn't mean I was right in demanding that they go.

Health and wellness consultant Michelle Porter told Business Insider, "Studies show that cluttered spaces elevate cortisol levels, the body's stress hormone. For all household members, this can mean heightened irritability, difficulty focusing, and a reduced ability to relax." In short, our stuff affects our health, and I needed to reduce our load.

Biopsychologist Mary Poffenroth explains why organizing shared spaces can be so difficult. "What one partner thinks is necessary organization, the other partner may see as a threat to their emotional safety and well-being."

A remodel meant it was time for a new approach

During our recent kitchen remodel, I saw that even with the additional space provided by the new cabinetry, it still wasn't enough for all the appliances and dishes he owned. I suggested we only keep what would fit into the new space. To my surprise and delight, he agreed. This made the getting-rid-of-things talks that followed easier because we'd both consented beforehand.

At the end of the remodel, we donated several boxes.

I felt empowered. High on the win, we implemented this same tactic in other areas by creating a "one in, one out" rule. If a new shirt comes into the house, he donates one. The same goes for other clothing items. And now, when he wants to buy a new appliance, he considers first if we have a space for it.

We now have a new way of talking about clutter

For items going unused, it takes a little more patience. I'll bring up the item I'd like to discuss and the fact that it seems we don't really need it. I use the word "seem" specifically so he can correct me if he is using it and I'm wrong. He usually replies with how he's hoping to use the item soon and we agree to a timeline. Then, if it's not used at least an agreed-upon number of times over the next year, we'll sell or donate it.

Nowadays, our space is much more comfortable for me than when we first married. Decluttering our space will be an ongoing process as life and needs change, but we've learned how to talk through the "stuff" in a way that works for us both, and that's the real success story.

• Job seekers with prestigious schools or employers on their résumés can benefit from a "halo" effect.
• Yet education and experience are not reliable indicators of job performance, an expert told BI.
• Some employers are shifting focus to skills and behaviors to improve hiring outcomes.

Job seekers who are attractive, who went to the right school, or who worked at the right company can enjoy a so-called "halo effect" that outweighs other factors that often are better predictors of how well someone will perform in a role.

While they look good on paper, that's a problem for employers and many job seekers, executives told Business Insider.

Shiran Danoch saw firsthand how bias can affect hiring. Early in her career, she thought she'd found the perfect candidate for a role she was trying to fill.

Yet after Danoch's boss interviewed the woman, he called Danoch into his office.

"He said, 'Why did you bring her here? She isn't one of us,'" Danoch told BI.

It slowly occurred to Danoch that her boss's problem was with the candidate's ethnicity despite what Danoch saw as her obvious fit for the role.

There's a lot of work to do to reduce bias that unfairly hurts — and helps — candidates, said Danoch, an organizational psychologist who's the CEO and founder of Informed Decisions, an artificial intelligence startup that aims to help organizations reduce bias and improve their interviewing processes.

Danoch estimates that perhaps as many as nine in 10 hires either suffer or benefit from a bias that shapes the interviewer's perceptions of the candidate's aptitude for the role.

She said this means people who aren't a great fit could end up landing the role, and candidates who would do the job better might be sidelined.

Education and experience aren't sure bets

Danoch said analysis of thousands of interviews on the Informed Decisions interview platform, combined with findings from broader academic research, highlights that "dominant-skill" bias is a prominent risk.

"When you're interviewing a candidate, there might be one specific skill that paints your overall impression," she said. Often, Danoch said, that is "effective communication." That can mean job seekers who are strong communicators can talk their way past their weaknesses.

Another risk is being wowed by grads from top schools or those who worked at high-profile companies. Substantial bodies of research have shown that education and experience aren't good predictors of how successful someone will be in a job, she said.

Meantime, it's easy to see why a hiring manager might assume someone who'd worked at one big-name tech firm might be a good fit for another. That's not always the case, according to Alan Price, the global head of talent acquisition at Deel, a global HR company that helps employers hire abroad.

He told BI that in past roles at other companies, there was often a push to focus on Ivy League grads or people who'd worked at certain tech firms. That made it hard for candidates coming from small startups, for example, to get hired, he said.

"You'd work at Facebook. You'd work at Google. You'd go to LinkedIn. There's a merry-go-round," Price said.

Yet he said those in sales, for example, who had halo résumés by virtue of having been at top companies, weren't always the strongest contributors when it came to basic metrics like how much revenue they brought in.

"The top people weren't only coming from the big, established organizations," Price said.

Hiring for skills

To improve the quality of its hires, Price said, Deel reformatted its interviewing process to focus on behaviors and less on factors like education and experience. That's led managers to report being more satisfied with the work they were getting from new hires, he said.

Price said it's not that experience doesn't count. Instead, it's evaluated alongside factors like functional skills for doing the job, behaviors, and motivation. To gain insight into skills, Deel will often have job seekers complete assessments.

That can help root out candidates who might toss around industry buzzwords, though they might lack some abilities.

"Because you've worked here and you've worked on this problem type, my assumption is, from a halo CV perspective, you're going to be really good," he said.

Price said that because some job seekers might stay at an organization for two to three years, hiring managers could take that to mean the candidates are good at what they do.

Yet "that is a big assumption," he said.

Some employers have announced efforts to look more at abilities rather than pedigree. In some cases, this can mean waiving degree requirements.

However, David Deming, a professor of political economy at Harvard's Kennedy School, previously told BI that even as some employers do away with prerequisites that candidates for some roles have a bachelor's degree, those doing the hiring might still consider whether a candidate has one.

"Firms are wanting credit for removing a requirement, but that doesn't necessarily mean they're changing their hiring at the end of the day," he said.

Strong communicators can win out

Danoch, from Informed Decisions, said one reason strong communicators can benefit from a halo effect in interviews relates to those doing the hiring.

"Because a lot of interviewers are inexperienced in interviewing, that's what grabs them," she said, referring to a candidate's communication chops.

While such abilities are often among the soft skills many employers say they value, Danoch said being able to communicate well isn't likely to be the only attribute needed for a role. Even if communication is important, she said, it shouldn't be the sole factor for hiring.

Danoch said the halo effect can be problematic if it leads employers to hire candidates who might not be the best fit. Conversely, she said, a "shadow effect" can result in capable job seekers being discounted.

"The candidate is either all good or either all bad," Danoch said.

Do you have something to share about what you're seeing in your job search? Business Insider would like to hear from you. Email our workplace team from a nonwork device at [email protected] with your story, or ask for one of our reporter's Signal numbers.

• A Spirit executive blamed mainline carriers for some of its financial woes during a Senate hearing.
• He said some airlines "manufactured" a pilot shortage and that others want Spirit "out of business."
• Spirit recently filed for Chapter 11 bankruptcy and is revamping its business to earn more revenue.

A Spirit Airlines executive blamed competitors for some of its financial and operational woes during a congressional hearing on Wednesday, pointing to factors including pilot staffing and limited airport access.

Chief commercial officer Matthew Klein told a Senate subcommittee that Spirit hasn't been able to grow because the mainline airlines "manufactured" a pilot shortage during the pandemic and "poached" Spirit's pilots.

When flying came to a halt during the COVID-19 pandemic, carriers trimmed pilot headcounts to cut costs.

"Some of our legacy carrier competitors basically paid the most senior pilots to retire early," he said. "That, in fact, caused a pilot shortage in the industry, and then they turned around and hired a lot of our pilots."

When flying ramped back up after the pandemic, airlines found themselves without enough pilots. This prompted large pay raises across the industry to fill the gaps.

Executives from Delta Air Lines, American Airlines, United Airlines, and Frontier Airlines also appeared at the hearing to answer questions about a November report covering what the committee said are excessive charges for seats and bags.

Spirit pilots are not paid as much as mainline pilots and could have left the company for better working conditions. Spirit's published pay scale shows that its Airbus A319 and A320 first officers and captains make between $97 and $312 per hour, depending on seniority.

Pay rates seen by Business Insider for American, Delta, and United show pilots flying the same Airbus aircraft make between $116 and about $360 per hour, depending on seniority and not including bonuses.

A Spirit spokesperson said they did not have anything to add about pay differences between airlines.

Klein also said pilots left partly because other airlines publicly said they were "gunning" for Spirit and" trying to put us out of business."

United CEO Scott Kirby said in a June podcast that carriers like Spirit and Frontier are "going out of business" because of their "fundamentally flawed" business models and poor customer service.

Spirit slams mainline 'dominance'

In his opening remarks, Klein encouraged the subcommittee to focus on the issues that he said are "by far the most impactful to consumers." He said this included mainline hub and slot and pricing "dominance" and mainline loyalty and credit card programs.

Klein pointed to how the mainline dominance has impacted Spirit.

He said Spirit struggles to secure gates at major airports, suggesting this blocks Spirit's access to routes and markets. He said when Spirit does get gates, they are often at the far end of terminals.

"This makes it difficult to provide a good guest experience and makes it difficult to operate efficiently and effectively," Klein said. "It raises our costs, which then, of course, makes it harder for us to be profitable, and without being profitable, we certainly can't grow."

Klein's subcommittee comments come after Spirit filed for Chapter 11 bankruptcy in November. The airline saved cash by furloughing pilots and selling $500 million worth of aircraft.

Budget airlines have been facing tough competition from mainline carriers amid rising costs across the industry.

Along with offering more premium seats and more inclusive fare bundles, Spirit and Frontier launched programs in 2022 that incentivized employees with bonuses for selling upgraded seats and catching oversized personal items.

Klein told the subcommittee that Spirit suspended the program on September 30. Instead, it has added more employees around the gate area to ensure customers comply with bag rules.

Frontier's SVP and CCO Robert Schroeder would not commit to ending its incentive program during the hearing.

Epidermal electronics attached to the skin via temporary tattoos (e-tattoos) have been around for more than a decade, but they have their limitations, most notably that they don't function well on curved and/or hairy surfaces. Scientists have now developed special conductive inks that can be printed right onto a person's scalp to measure brain waves, even if they have hair. According to a new paper published in the journal Cell Biomaterials, this could one day enable mobile EEG monitoring outside a clinical setting, among other potential applications.

EEGs are a well-established, non-invasive method for recording the electrical activity of the brain, a crucial diagnostic tool for monitoring such conditions as epilepsy, sleep disorders, and brain injuries. It's also an important tool in many aspects of neuroscience research, including the ongoing development of brain-computer interfaces (BCIs). But there are issues. Subjects must wear uncomfortable caps that aren't designed to handle the variation in people's' head shapes, so a clinician must painstakingly map out the electrode positions on a given patient's head—a time-consuming process. And the gel used to apply the electrodes dries out and loses conductivity within a couple of hours, limiting how long one can make recordings.

By contrast, e-tattoos connect to skin without adhesives, are practically unnoticeable, and are typically attached via temporary tattoo, allowing electrical measurements (and other measurements, such as temperature and strain) using ultra-thin polymers with embedded circuit elements. They can measure heartbeats on the chest (ECG), muscle contractions in the leg (EMG), stress levels, and alpha waves through the forehead (EEG), for example.

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• A small house can feel cluttered easily with my big family.
• That's why it's important to follow a decluttering routine, including a nightly family clean-up.
• We also do seasonal closet purges and keep surfaces clear to avoid visual clutter.

My spouse and I have three children, ages 1, 7, and 12. With a family of five, our mid-century house often feels cramped and cluttered. But the prices of homes are astronomical where we live, and I refuse to take on a higher mortgage.

Over the years, I've noticed the more closely I follow a decluttering regimen, our home feels roomier and more presentable. Although I don't have a natural gift for organizing, following these simple steps keeps our house from becoming an untidy wasteland.

We're constantly going through what we own

The first decluttering rule I follow is to donate or toss items regularly. Ideally, once a month, I comb through my children's rooms looking for broken or unused toys, miscellaneous cheap party favors, and trinkets.

I then designate a box for a local thrift shop and throw out the rest. Typically, I ask my children's permission first, but sometimes, if things are out of control, I remove toys and ask for forgiveness later. Mostly, my children never even notice the missing objects.

Reorganizing spaces can help give a different perspective

Sometimes, the most straightforward step to decluttering is reorganizing a space that has received too much love lately.

One such place that often needs attention is our craft closet. Even 15-20 minutes of reorganizing craft supplies rejuvenates and tidies this space.

Commit to seasonal closet purges

Each new season presents an opportunity to sort through my children's clothes and eliminate what no longer fits them.

Once I've made a pile, I separate it into three bins: what I can consign at local shops, donate to other families, or turn into rags for outdoor cleaning or chores.

This allows me to keep the appropriate-size clothing in my children's closets and feel good that their discards stay out of landfills. The same method can be implemented with toys or adult closets, too.

Tidying up as a family each night helps keep common-use spaces tidy

When children don't know how to take initiative for their things, the responsibility of cleaning is solely on the caretakers.

This ritual can use a little structure and focus, so last year, I started setting a timer for 15 minutes each night and asked my two older children to use their eyes to look for things out of place and put them away. Sometimes, I assign them certain spaces to clean, such as the kitchen counter, living room rug, or entryway.

One of the most important rules is that they help pick up others' things, not just their own, because we are a family, and it's our job to care for one another. With practice, they've gotten more helpful.

Get rid of something whenever you buy something new

Try what we call "the Amazon box trick." Consider trading out something else whenever you buy something new for your family. This is the mindset: something comes in, something goes out.

I've heard some people do this with every Amazon box arriving at their doorstep, hence the name.

I talked to a few organizing pros for extra tips

While my organizing routine has worked well for my family over the last decade, I always want to make the process easier. I chatted with a few organizing experts to find additional decluttering tips to incorporate into my regimen.

Assign everyone their own laundry day

Matt Paxton, a featured cleaner on "Hoarders" for 15 seasons, shared a few of his key decluttering strategies.

Paxton, who is also the author of "Keep the Memories, Lose the Stuff: Declutter, Downsize, and Move Forward with Your Life," has a big family, too. He said, "We stop doing our kids' laundry at age 12, and they are each assigned a day." He believes kids need to learn how to do their own laundry and told Business Insider that having a scheduled day eliminates traffic in the laundry room.

Use storage to clear off cluttered surfaces

"Tinier spaces are apt to feel cluttered if tabletop surfaces are filled with papers, dishes, magazines, electronic gear, etc.," Barbara Brock, founder of Barbara Brock Inc., a professional organizing and staging company based in New York City, said. She explained having too many items left out can be visually distracting.

For example, my kitchen island is often the dumping ground for miscellaneous things. When it's cleaned off, our whole house feels fresher. Brock suggested using drawers, cubbies, and under-the-bed storage to find a place for everything. This will help achieve a tidier, more streamlined feel.

And don't overlook your walls. Vertical shelves hung on the wall have untapped storage potential, Brock said. They can hold cubbies that otherwise consume floor space and help create not only a place to stow things like toys, shoes, and backpacks but also a sense of visual order in the home.

Although I don't have the "organizing gene," it's possible to thrive in small spaces with practice if we set aside time regularly to declutter and clean following these tips.

China has immediately retaliated against the US following new export curbs that the Biden administration announced Monday, which restrict a wider range of Chinese businesses from accessing any foreign products that include even a single US-made chip.

On Tuesday, China's Ministry of Commerce punched back, announcing a ban that takes effect immediately on "exports of 'dual-use items' related to gallium, germanium, antimony, and superhard materials to the US," Reuters reported. Such "dual-use items" cover goods and technologies used for civil or military purposes, while the rare-earth metals are critical to tech manufacturing.

"In principle, the export of gallium, germanium, antimony, and superhard materials to the United States shall not be permitted," China's ministry said.

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