Eventbrite eyes a comeback with new features and Gen Z focus

Eventbrite has quite a point to prove right now. After reporting a net loss of $15.6 million in its 2024 annual earnings and continued sales declines, the company is working to turn things around with a refreshed image aimed at attracting a younger, event-focused audience. Eventbrite made the challenging decision to lay off 11% of its staff last year and has since focused on a major rebuilding initiative in recent months. With the season of renewal approaching, the company is now unveiling a suite of new features designed to breathe new life into its service. 

First off, Eventbrite has rolled out the “discover” tab, offering users a fresh approach to personalized event recommendations based on past bookings, preferences and reviews. This new feature also introduces “It-Lists”: insider guides for over 22 markets, offering event-goers a sneak peek into the best-kept secrets of cities’ entertainment scenes. Curated by “local tastemakers,” these lists feature everything from late-night operas to off-the-beaten-path art walks. 

Younger generations are turning away from traditional entertainment hubs like movie theaters, malls and concert arenas, in favor of public spaces, nature and more intimate social gatherings. These new features are designed to support that cultural shift, making it easier to discover and organize unique real-world experiences that cost less and offer more. 

Exploring subcultures: How Eventbrite is supporting the rise of ‘Fourth Spaces’

With a clear focus on Gen Z and younger demographics, Eventbrite’s strategy leaves little to the imagination. This change in direction was informed by an internal January report, which highlighted the growing trend of “Fourth Spaces”—social gatherings that bring together online communities and interests in real-world settings. The study found that 95% of young adults are eager to explore their online interests through in-person events, while 79% prefer events that combine multiple passions. Eventbrite dubs this an “experience renaissance” where new-age subcultures are carving out distinct spaces for personal development and entertainment in young adults. 

After publishing that research in January, Eventbrite now seems to be pivoting to focus entirely on the next generation. The redesigned app now places social connections at the forefront, enabling users to follow event-goers with similar interests, track the events they’re attending and plan together with shared saves. The service now feels more like a social media app than your traditional ticketing platform. 

“We’ve reimagined our app to become a destination where culture and community naturally come together, helping people turn their passions into incredible experiences that bring them closer,” CEO Julia Hartz said in a press release this week, highlighting how Eventbrite’s evolution into a two-sided marketplace is the logical next growth push. 

Use Eventbrite’s new ad tools to make your pitch one-of-a-kind

Eventbrite Ads, launched in 2022, quickly became a game-changing tool for event hosts, offering them visibility similar to Spotify’s Discovery Mode. With a highly engaged audience on the Eventbrite platform, the launch made it easier than ever to sell and promote events. When supported by ads, events can reach hundreds of people almost instantly. As Eventbrite continues to create new ways to amplify events, you can now target specific locations, define campaign objectives and track every engagement in detail.

According to the app, ad-supported events can boost reach by 14x and yield 30% higher click-through rates compared to Facebook Ads or other similar platforms. Eventbrite users aren’t just casual browsers—they’re actively looking to get involved and make plans, so every post you invest in is sure to attract attention. The process is simple: define your budget and schedule, and Eventbrite will ensure your ad reaches people within a 50-mile radius who are actively searching for similar events. Equipped with multiple tools, the app helps perfect event pitches with options for tailored titles, messaging and creatives.

Along with these refreshes comes an enhanced way to book and view events too. With improved access to check-in times, parking details, FAQs and ticket procedures, the process is more streamlined than ever so that when you arrive for the event, your experience is as stress-free as possible.

Eventbrite’s focus on social connection is a crucial investment, providing both event planners and attendees with new opportunities for exploration and entertainment. With an added emphasis on user preferences and accessibility, it’s a smart move at a time when growth is critical. After a challenging financial period, Eventbrite hopes this revitalized approach to real-world connection will reinvigorate the platform as the go-to spot to discover events and experiences.

Photo from investor.eventbrite.com

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Layoff wave hits Kohl’s, Forever 21, Chevron and others

Retail companies often lay off staff as a strategy to reduce costs and boost profitability. This typically occurs when businesses face rising operational expenses or declining sales, prompting them to streamline and downsize operations. In other cases, layoffs may be part of a strategic shift, where companies focus on a core area with long-term growth potential. While businesses routinely restructure, such moves can often indicate trouble.

Kohl’s was one of the first major retailers this year to announce significant layoffs and store closures, cutting 10% of its corporate workforce and planning to shut down 27 underperforming stores by April. According to the company, more than half of the layoffs were from unfilled positions, while the rest involved current employees. Affected locations include Arizona and California, with 10 stores closing, as well as Texas and Ohio. 

Over 15,000 U.S. stores could close in 2025—double last year’s total

The retail sector is bracing for a wave of closures in the months ahead, with Coresight forecasting that 15,000 stores will shut down in 2025—twice the number seen last year. Joann Inc. revealed on Feb. 12 that it would be closing 500 of its 800 stores nationwide, but followed that announcement up just a couple weeks later announcing all stores would close. Meanwhile, Chevron is preparing for a large-scale global downsizing, aiming to cut 15% to 20% of its workforce over the next two years—a move that could eliminate around 8,000 jobs.

Estée Lauder has now joined the growing list, announcing that it will shed 5,800 to 7,000 jobs over the next two years as part of a similar restructuring effort. Meanwhile, Starbucks, which recently took steps to stave off a large-scale frontline staff strike, has instead turned its focus to corporate layoffs, with 1,100 employees set to be let go. Forever 21 is the most recent company to announce layoffs, just this week confirming it will close its Los Angeles headquarters, with hundreds of job cuts expected to begin by the end of April.

Inflation and online discounts are hammering physical stores, with consumers flocking to fast retail platforms like Temu and Amazon Haul for easier shopping and endless sales. This shift, which has been evolving ever since post-COVID reopenings, is putting immense pressure on traditional retailers that rely on foot traffic. The rise of food delivery and self-service technology means even major food chains can struggle to keep everyone on board in the modern age. 

Despite concerns over the obvious decline of physical retail, brick-and-mortar stores continue to play a crucial role for certain brands looking to engage with customers beyond the digital sphere. These spaces offer not just products, but a sense of connection, trust and immediate service. 

“2025 is shaping up to be the worst year for store closures in recent history,” Coresight Research CEO Deborah Weinswig told USA TODAY. “We believe there is a significant place for physical retail, but it needs to adapt to today’s consumer. They don’t want to have any friction. They don’t want to wait in lines, they don’t want to have challenges with returns, they don’t want it to be hard to find product information,” she added.

The battle to keep physical stores alive is driving a complete reinvention of their design and purpose to attract modern shoppers. These spaces are becoming increasingly experience-driven, with companies striving to create unique in-person engagements that differentiate them from online shopping. As a result, employees now have the opportunity to explore new in-person roles that emphasize marketing and customer service qualities. 

Moving up or moving on: Smart career moves for retail workers and independent retailers

For those facing job uncertainty in the ever-changing retail industry, finding a starting point may feel overwhelming. Yet, the first step is understanding how retail businesses around you are evolving. Are stores closing rapidly, or are employees being integrated with technology to enhance efficiency? If your position remains secure for now, take the opportunity to familiarize yourself with emerging tools that could reshape your role. By staying informed and adaptable, you can carve out a unique place for yourself. 

For others, now might be the time to make a bold move into industries where retail experience can thrive. Fields like e-commerce operations, merchandising strategy or brand consulting offer strong career paths as traditional retail shifts. Stepping into management or strategic roles can also provide stability, as leadership positions are famously less vulnerable to automation and cutbacks. 

The retail apocalypse hasn’t fully arrived, but the industry is pushing hard with technological progression. Store closures and automation are reshaping the job market, prompting workers to reconsider the stability of their roles. Some are moving up into management, taking on positions that offer more stability and influence. Others are shifting into logistics and fulfillment, where e-commerce growth has created an urgent need for skilled employees. 

Today’s customers expect engagement, not just a storefront. Independent retailers who have no choice but to stay on location can harness social media and online marketing to draw in new shoppers and keep their business relevant. By maintaining a promotional focus, you reinforce your store’s value, showing consumers you’re not just surviving the digital shift, you’re thriving with it. Flexibility always wins, and knowing where your skills translate keeps new career paths within reach if change is inevitable. 

Photo by BreizhAtao/Shutterstock

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In addition to publishing several books, including her cookbook The Quick Fix Kitchen, Mowry also hosts a YouTube channel that she launched seven years ago, Tia Mowry’s Quick Fix. More than 957,000 subscribers have tuned in to watch her quickly answer life’s little questions. And then there is her new reality show, Tia Mowry: My Next Act, which premiered in October 2024 on WEtv and has been nominated for an NAACP Image Award for Outstanding Reality Program. On top of all of that, Mowry is the mother of two children: a 13-year-old son and a 6-year-old daughter.

Though she continues to enjoy immense success in her three-decade career, there is one thing that Mowry has longed to be since she was a teenager: an entrepreneur.

“I’ve always wanted to be one, ever since I knew what the word meant,” she says. “I remember I discovered the word when I was in high school. I didn’t even know how to pronounce it.”

Hair care with community in mind

Not only did Mowry learn how to pronounce entrepreneur, but she also found success right out of the gate. She launched 4U by Tia, a high-performance natural hair care brand for curly and textured hair, in 2023. The brand is available at Walmart, Amazon, select CVS stores and on the brand’s website.

To Mowry, though, success as an entrepreneur is not just about the products she launches.

“I feel that when one is an entrepreneur, they connect with community,” she says. “It’s about leadership. It’s about development and offering a need that seems to have some sort of void in place. And I feel like those qualities, when it comes to the definition of an entrepreneurship or attributes [of an entrepreneur], remind me of myself.

“I absolutely love community,” she continues. “I love building, I love growing, I love inspiring, I love creating and I love leadership. And I love the process, meaning I realized at a young age that I loved what happens between coming up with an idea and then seeing it to fruition…. I enjoy the process. I enjoy finding the manifesto. I enjoy finding the purpose all for a greater cause. I think that’s what excites me about being an entrepreneur.”

When asked what inspired her to create 4U, Mowry first points to her passions in life, which she refers to as pillars: wellness, community, accessibility and family.

“I felt like there was—and is—a void when it comes to textured hair and our community,” she says. “Growing up as someone who has curly hair, as a young girl, I was always… forced to choose something that wasn’t necessarily right for me [or] out of my price range. And that didn’t really work for my hair because there just weren’t many options out there…. So I wanted to fill a need in the curly hair texture community by creating some products.

“When I mentioned wellness, I’m very passionate about what I put in my body [and] what I put on my body,” she adds. “And I just felt like when I was doing some research about what was a great option for me and my family when it came to our textured hair, there weren’t any products out there that really catered to or that were honest when it came to natural ingredients at an affordable price.”

After that, Mowry got to work. She collaborated with a team of scientists to create a clean, plant-based formula that includes ingredients consumers recognize at an affordable price so that 4U is more widely accessible.

“It’s science-backed [and] there’s efficacy with all-natural ingredients that are at an affordable price,” she says of her products.

Fewer bottles means greater sustainability

In addition to making a natural and affordable line of products, another of Mowry’s intentions with 4U was to create simple routines for people with curly and textured hair.

“I have different curl textures and patterns than my daughter and my son… [and] I would have all of these different products in the household,” she says. “What I love about 4U is we were able to come up with a formula that works on hair textures from 2A to 4C. So instead of getting all of these different products coming in and out of the house, we can simplify the whole thing. And basically, the whole family can use the products—it works on their hair textures as well as mine.

“[It’s] not only that the ingredients are clean—I trust that I can use it on my children and myself,” she adds.

Because the products in the 4U line work on different hair types, families need fewer bottles of product in their homes, which speaks to Mowry’s mission of keeping the hair care line sustainable. Not only are the products’ ingredients clean, plant-based and sourced from suppliers who prioritize ethical and sustainable harvesting practices, but the bottles and packaging are sustainable too.

“My goal with 4U is to think about the consumer [and] their needs,” she says. “I know that, including myself, we’re wanting to be more conscious about what we buy from all different angles, from our wallet[s] to the ingredients that we’re using. And then also, how is this making an impact?

“When it comes to our environment and waste,” she continues, “I think this is what… makes 4U just stand out from a lot of other products that are out there. And there’s a community of people that think this way, and I felt like there was a void, and I wanted to meet that need.”

Accessibility 4U

Another of Mowry’s passion pillars is accessibility, which played a big part in the development of 4U by Tia.

“It is and was definitely a reason and a goal of mine to have clean, natural, high-quality ingredients that are accessible to everyone,” she says. “I feel like great products shouldn’t just be catered to one socioeconomic group, and I feel like [for] women and diverse communities, it’s time that they don’t have to be forced again to choose products that are toxic just because it reaches their price point. So that was definitely a goal of mine….

“I think the accessibility… [was] one of the main reasons why I was excited about our partnership with Walmart,” she adds. “Walmart is known, of course, for their great prices.”

The full-size cleansing, conditioning, nourishing and treatment products in the 4U hair care line are priced at $11.99 and $12.99 each.

Success requires a community mindset

Even with the success Mowry has enjoyed with the launch of 4U, she is quick to point out that it did not happen overnight. In fact, it took about two years to take her concept from ideation to reality.

“I say that 4U is like my third baby,” Mowry says. “It takes a while for your ideas to evolve, and that is the approach that I am taking with this brand. People forget that the [tortoise] won the race. For me, it’s more about quality, it’s more about building community, it’s more about authenticity, and that takes time.”

Mowry is fortunate to have surrounded herself with like-minded people to help her not only launch 4U but grow it too. After she shared her idea with her agent, she was introduced to people who were interested in partnering with her—and from there, she built her team.

“We all came together, and we just started to talk about our ideas and flesh things out like what is needed,” she says. “There was a lot of work that was put into it.

“That’s what I was saying I love about being an entrepreneur,” Mowry continues. “This is the part of the process that I enjoy, and… a lot of people, they don’t know that’s the process—they just see the end product or the launch. But there’s just so much that goes into it.” 

She also says that reaching out to others guided 4U’s development.

“[What] was also extremely beneficial, when it came to having my ideas come to life, was not being afraid to reach out to other people… [and] to the community,” she says. “This is a community-based brand, and I think that… what has been so amazing about the whole process is really understanding the audience, really understanding the community, really understanding the void and what [the needs are]. We’re constantly asking those questions.

“We have some cool new products that we will be launching soon, and what I’m most excited about is [that] these are products that the community has wanted and has been asking for,” she continues. “So for us to give back in this way—I just can’t wait.”

Barnes is a Florida-based independent journalist and entrepreneur with a passion for travel, wellness and the environment.

This article originally appeared in the March 2025 issue of SUCCESS+ magazine. Photo of Tia Mowry courtesy of ©Adam Rindy.

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Bouchareb’s strategy demonstrates a powerful truth: Sustainability is not a niche concept or trendy buzzword but a comprehensive approach that can revolutionize any industry.

“The good news is that sustainability is moving from a separate strategy and function to really becoming part of how to do ‘better business,’” explains Susan Kenniston, a top sustainability consultant, both on a global scale and specifically within the Asia-Pacific region. “So just extending your strategic goals and initiatives is a good way to go. It is important for organization leadership to be aware of how the dots connect and help the company, the employees, suppliers and communities.”

By deliberately choosing materials and processes that balance environmental responsibility, social equity and economic viability, businesses can create value that extends far beyond traditional bottom-line thinking.

Sustainability defined

The UCLA Sustainability Committee captures this holistic vision perfectly— it defines sustainability as “the integration of environmental health, social equity and economic vitality in order to create thriving, healthy, diverse and resilient communities for this generation and generations to come.”

This framework, known as the “three E’s” of sustainability, breaks down into three critical components:

1. Environment: Enforcing responsible resource management that goes beyond energy reduction to reimagine how businesses interact with natural resources
2. Equity: Addressing the human element through fair labor practices, diversity, inclusion and understanding broader community impacts
3. Economy: Challenging the notion that profitability and social responsibility are mutually exclusive by creating economic value that generates positive societal outcomes

“The argument was, you didn’t just look at the bottom line, which is the profitability in the economics—you had to look at the triple bottom line,” explains Gregory Unruh, a leading sustainability expert. “You also had to look at the cost to the community and the environment.” As the Arison professor of values leadership at George Mason University and author of Strategy on the Sustainability Frontier, Unruh literally wrote the book on how businesses can develop effective sustainability strategies that create value.

Practical strategies for implementation

For businesses that are looking to integrate sustainability, several practical approaches can make a significant difference:

Resource efficiency

Unruh advises looking for low-cost sustainability practices that produce positive returns and ensuring that your production processes are as energy efficient as possible to save costs and reduce environmental impact. Simple changes like LED lighting, smart power management and comprehensive recycling programs can dramatically reduce operational costs and environmental footprint.

“Focus on how to reduce your use of natural resources. Following water, for example, is a great place to lean into,” advises Kenniston. “If you are a manufacturing business, you [or] your suppliers, by reducing water, can reduce energy, emissions [and] bad chemistry and help improve the lives of people and communities. Follow the water!”

Sustainable sourcing

Developing community partnerships and prioritizing local suppliers not only reduces your carbon footprint but also supports local economies. The key is designing products with their entire life cycle in mind and emphasizing durability, recyclability and waste reduction.

For instance, Bouchareb prioritizes renewable resources, like bioplastics, sugarcane and wood, which offer sustainable alternatives to traditional plastics while maintaining high performance.

Diversity and inclusion

Creating an inclusive workplace culture goes beyond moral imperatives. Diverse teams drive innovation, improve problem-solving and reflect the complex global marketplace that businesses now navigate.

According to Bouchareb, “By empowering employees with the knowledge and tools to act as sustainability stewards, businesses can ensure their teams provide customers with personalized guidance and practical suggestions.”

The business case for sustainability

Sustainability offers multifaceted benefits that extend far beyond traditional business metrics. And as Unruh points out, these metrics are both tangible and intangible:

• Brand reputation: Consumers increasingly gravitate toward companies that demonstrate genuine environmental and social responsibility.
• Employee engagement: Unruh notes that employees prefer to work for companies with a positive social and environmental impact. Plus, employees who believe in their company are more loyal, take less sick time and are more productive. This increases retention and lowers HR costs over time.
• Competitive differentiation: From a financial perspective, sustainable practices drive long-term efficiency, unlock innovative potential and provide critical differentiation in increasingly crowded markets.

Kenniston emphasizes that “companies that [really think] about how their employees, suppliers and communities are impacted will win.”

By strategically integrating sustainability, companies aren’t just reducing their environmental footprint. They’re also creating a comprehensive value proposition that resonates with employees, customers and investors alike to transform what was once seen as a peripheral concern into a core strategic advantage.

Overcoming implementation challenges

The path to sustainability isn’t without obstacles. The key is recognizing it as an opportunity rather than a burden.

For instance, Unruh emphasizes the interconnected nature of sustainability in business, recognizing that no company on its own can be sustainable. “Every company is part of a larger economic system…. For your company to be sustainable, you need sustainable suppliers, you need sustainable energy production, etc.,” he points out. “There [are] lots of opportunities, then, for small [businesses] and startup companies to help established companies become more sustainable by becoming their sustainable supplier.”

Kenniston says that general awareness and capabilities in the organization both pose challenges as well. “The good news is that many folks are beginners,” she says. ”[It’s] just good to get after it together and not feel bad about being a beginner.”

But don’t get hung up on the data, she advises. “Systems are just catching up in capturing good data about the footprint of your businesses…. Just keep driving improvements while the data quality improves.”

Many of these benefits are not immediately measurable. As Unruh points out, “[Unlike getting] a receipt for your electric bill, you don’t get a receipt for things like customer loyalty or employee loyalty—and that’s always been a barrier.”

A strategic imperative

Sustainability is no longer optional—it’s a business imperative. By embracing a holistic approach that balances environmental stewardship, social responsibility and economic innovation, businesses can create value that transcends quarterly reports.

“The founding entrepreneur… has sort of an outsized role in creating what will be the organizational purpose,” Unruh says. “Building a socially, environmentally responsible organizational culture and a purpose that goes beyond just making money… creates an organization that will be far more sustainable in social, community and environmental dimensions.”

Kenniston emphasizes that sustainability is not a separate, nice-to-have element that you simply tack onto your business. “Don’t let all of the jargon and frameworks give you pause—sustainability is becoming part of how we do business. [It’s] operationalized, which makes it easier to think about and incorporate,” she says. “Thinking about your natural and social capital is really better business in the end.”

The decisions that businesses make today will shape the world of tomorrow. Sustainability offers more than a compliance checklist—it presents an inspiring vision of a business’s potential to create meaningful, lasting change.

Photo courtesy of Restaurantware

This article originally appeared in the March 2025 issue of SUCCESS+ digital magazine.

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Apple unveils record-breaking investment, creating 20,000 new jobs

This week, following the highly anticipated debut of the iPhone 16e, Apple has unveiled its most significant spending commitment to date and plans to reshore a portion of its manufacturing operations back to the United States.

This commitment is set to generate 20,000 jobs and includes the construction of a state-of-the-art facility in Houston, Texas, as part of a major new AI push. This location will become the future hub for Apple’s Intelligence software development while also taking over key server operations previously managed overseas. Additionally, Apple plans to expand its existing data centers in North Carolina, Iowa, Oregon, Arizona and Nevada, with most new positions tailored for specialized and expert roles.

Apple tightens grip on global supply chain operations

The tech giant, which has long benefited from the lower costs and fewer regulations of overseas manufacturing, is making this move amid growing concerns over global supply chain risks. Apple’s extensive manufacturing network, which stretches across both Asia and Europe, employs hundreds of thousands of workers who contribute to the production, assembly and distribution of its globally used devices. 

In 2023, the company surveyed more than 516,000 workers across over 300 supplier facilities as part of an initiative to “address employee needs and concerns” and spot supply chain issues. Historically, global supply chain networks have been hard to trace and manage, leading to delays in identifying and resolving issues. 

With this shift in direction, Apple will strengthen its oversight of operations, reducing exposure to potential malpractice or controversy while enhancing its reputation for reliability and ethical practice. For decades, Apple has faced allegations of labor exploitation and a lack of transparency within its supply chain—issues that have occasionally escalated into legal disputes. By gaining greater control over its processes, Apple can enhance its domestic independence, ensuring stable production that remains unaffected by international policy shifts and, most importantly, spiraling disruptions.

Apple TV+, AI, and manufacturing: Where the $500 billion is going

The $500 billion won’t only go toward research and new openings; it will also boost all Apple’s major divisions, from enhancing the Apple TV+ network to establishing an academy in Detroit to train the next generation of U.S. manufacturers. 

Apple TV+ has been a standout endeavor for the tech giant, and its investment in original content is only now starting to demonstrate real financial promise. Since its 2021 launch, the service has more than doubled its share of Apple’s global services revenue and has welcomed an estimated 25 million monthly members to date. As part of Apple’s new investment, film and television productions across 20 states will receive additional funding. Revenue estimates from Parrot Analytics indicate that, since launching in 2019, the streaming platform has doubled its share of Apple’s overall global revenue, helping to drive consumer engagement across the company’s entire hardware, software and AI portfolio. For this reason, streaming is deeply integrated into Apple’s agenda, as it is an essential and profitable offering for any major tech firm today. 

Could Apple’s new investment spark a U.S. manufacturing revival?

Apple’s vision for the future extends to a substantial expansion of its Advanced Manufacturing Fund, now set to reach $10 billion. The drive to bolster domestic chip manufacturing took a major step forward last month with the announcement of large-scale production at a Taiwan Semiconductor Manufacturing Company (TSMC) facility in Arizona. While these initiatives will mostly attract the finest minds in technology and science, they will also create a ripple effect of employment across various industries.

The demand for skilled labor, including factory workers, machine operators and semiconductor technicians, is expected to rise sharply. This industrial resurgence could play a key role in rebuilding America’s manufacturing foundation, particularly in states like Arizona, which are experiencing rapid industrial growth amid surges in tech development. Beyond the factory floor, these investments are also likely to drive substantial job creation in transportation, operational strategy and workforce development in surrounding areas. Since Apple outsources much of its production, even those already employed nationwide stand to benefit. 

Will Apple’s $500 billion investment drive a new era of growth in research and development? All signs point to yes. Along the way, the company is poised to strengthen its supply chain, manage AI expansion more effectively and create a surge of new job opportunities in the U.S. market. As geopolitical fragmentation continues to disrupt the global tech and manufacturing landscape, the advantages of keeping production closer to home are clear. 

Photo by View Apart/Shutterstock

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Bringing an influencer in-house can be a powerful strategy to tap into new audiences and create a deeper connection with existing customers. But it takes the right strategy to do correctly—and it’s not necessarily the best move for every business. Going in-house also can have benefits for influencers, so it needs to be a win-win all around.

Let’s take a closer look at why bringing on a corporate influencer may be a good choice for your business. 

What is a corporate influencer?

Unlike traditional social media managers who focus on analytics and scheduling, corporate influencers create content while working as full-time employees. 

According to Kaelyn Grace Apple, YouTube content creator and head of product development for Ali Abdaal, by engaging with corporate influencers, consumers are “putting their trust and their money into an individual rather than seeing the organization that’s behind the individual.” This additional trust can be beneficial for boosting sales, and it also allows companies to leverage social media to reach new engaged audiences.

How does a company benefit from a corporate influencer?

Mike Peditto, who joined AI job search platform Teal as an in-house creator after building his own following on TikTok, says that companies need to focus on the benefits of corporate influencers rather than potential risks. “When most companies consider going down this path, they think about everything that could go wrong… and not all of the benefits that can come from it.” 

While influencers could potentially offend a company’s audience or create misaligned content, if a company finds the right influencer who understands its brand voice, the benefits can be significant.

For Teal, one of the primary benefits has been recruitment. “There are people who want to work at Teal because of bringing someone like me on,” Peditto says. In fact, the thought leadership influencer strategy has worked so well for Teal that it’s expanded its in-house talent roster.

Aphra Kennedy Fletcher, a former Netflix producer and the founder of Modem Studios, also suggests that businesses should consider how the strategy aligns with their product type. “If you have a product that’s got very specific functionality, [an influencer’s role will be] more about showcasing [that] functionality in a relatable way,” she says. “You’ve got to really put yourself in the shoes of the consumer.” 

Ultimately, putting the consumer first will help companies make the right influencer choice for them. 

How to find a corporate influencer

Companies’ selection process should focus on finding creators who understand corporate environments.

Apple recommends looking for influencers who have “actual experience with bigger businesses.… A lot of content and brand deals… at the moment [are] for smaller businesses. We want to make sure that the person has experience working with a brand that is… bigger in size.” A larger corporation has different needs than a small startup, so an influencer needs to be able to work within the bureaucracy of a large organization.

Peditto also emphasizes authenticity in the selection process. “You have to find someone who is making content that you can feel proud of and stand behind, but you also have to be willing to let them [do so],” he says. ”Don’t control that content.” It’s important to give the influencer autonomy over content creation since they have a direct relationship with the audience, so they know what content will resonate and will be more aware of social trends.

Experience with various content types is crucial as well. Because of this, Apple advises bringing on an in-house influencer who has strategy in mind, “has a regular cadence of posting and has experienced creating a variety of types of content that reacts to the market.” That way, the influencer can be a one-stop shop for creation.

Finally, bringing creators in-house requires careful consideration of contracts and rights. “These kinds of employment contracts are going to… be somewhat of a hybrid,” Kennedy Fletcher says. As employees, these influencers would be entitled to traditional benefits, but because they have an outsized influence over the audience, they’d also fall under a talent contract with image rights and other caveats to be worked into the deal. 

What to know as an influencer signing with a company

For creators who are considering this path, Apple emphasizes protecting current and future opportunities. “You need to… remain autonomous in the ability to create content for yourself and monetize your own content,” she advises. This could be dicey with larger corporations, but especially if an influencer is considering working five days a week in the office, they need to be able to pursue deals outside their corporate audience.

Additionally, Apple suggests negotiating compensation beyond base salary. “I would also consider requesting an affiliate rate for the content that you are directly responsible for producing [as an influencer],” she adds.

Because their faces will be helping a company make money, Kennedy Fletcher advises that these influencers consult “with people like talent managers who would be able to… advocate for really clear boundaries around… their employment.”

She adds that influencers should consider laying out the terms of their image rights and usage terms. “How many years is the company going to be allowed to use that image? [Under what] parameters… would [an influencer] be allowed to withdraw the use of their image?” It’s important for an influencer to protect their image if a company’s reputation should take a nosedive. “If the company was to be found doing something criminal,” Kennedy Fletcher says, then the influencer’s public reputation could be at risk if they don’t have a clear out and are bound by a contract.

The future of corporate influencers

The trend toward hiring corporate influencers will likely accelerate, and new infrastructure will likely develop to support it. “There’s going to be a lot of movement in the industry and the creator economy over the next 18 months,” Apple predicts. “We’re going to see less individual creators and… more by way of agencies that are responsible for numerous creators.”

For companies considering this strategy, Peditto offers some straightforward advice. “Don’t bring [influencers] in with the idea that you’ll be policing them and determining what they’re going to post about,” he says. Influencers’ connection with their audience must be the guiding light in order for corporate initiatives to succeed.

Photo by Marissa Bastarache/Dupe Photos

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These changes have raised alarm bells for businesses relying solely on social media to drive sales. If a social platform goes down, so does any business heavily reliant on that platform. With the shifting reality of social media, developing a marketing strategy that doesn’t rely on social media is the safe option.

The risk of social-only marketing

Dillon Hill, the founder of marketing and fractional agency Cosmoforge, saw the writing on the wall a decade ago. His marketing journey began with a personal crisis. “A childhood best friend of mine was diagnosed with terminal cancer, and I dropped out of college… We put together a documentary series… Ironically, it went very viral on social media,” he says.

The documentary was a smash success that garnered press attention and led to a bone marrow donation drive through social media. “We actually ended up breaking a world record for the largest bone marrow donation drive,” he adds. 

But repeating that success wasn’t so easy. “We thought… ‘Hey, we have a lot of attention on us. Let’s try to help other people with cancer,’” Hill explains. “It didn’t really work out too well.” The second campaign didn’t have the same momentum as the initial burst of excitement.

This experience taught Hill a valuable lesson. “Social media is a very fickle beast. It’s not something you should build a company… on because trends change [and] people’s expectations change.” While social media can be a good strategy for reaching leads for free, it’s not the right model for every business. 

Breaking your reliance on social media

Most of Hill’s clients don’t rely on social media—and neither does his agency. “Our clients are in a position where if someone submits a form [inquiring about their services or purchases their products] on their website… that is usually worth about $500 for them. Their target audience is not typically people who are ready to buy or engage on social media,” he says. Hill’s clients are lawn care professionals, power washers or e-commerce businesses that sell highly specialized products like the car port covers for an RV. “So very often we recommend they don’t do social media, certainly not organic, but more than likely also not paid social media.”

The timeline for converting social media attention into revenue poses another challenge. “If you get some sort of awareness, let’s say you’re running a Facebook page like a normal business might,” Hill explains, the return on investment isn’t immediate. “Someone… stumbling across your business might not pay off until six months or a year down the road.” This delayed conversion creates measurement challenges. “It’s very difficult to attribute your efforts to revenue in that case.”

High-value marketing channels to consider

Instead of relying solely on social media, there are some other avenues to explore. Pay-per-click (PPC) advertising offers immediate access to interested customers. “The intent is there,” Hill says. “You can typically get right in front of people who are looking for a service.” If you’ve ever seen a sponsored ad at the top of Google, this is a PPC ad. 

This approach can speed up the sales cycle significantly. “We know their intent right off the bat,” Hill explains, as PPC ads can be hyper-targeted to a specific audience ready to purchase or seriously considering an investment. “It’s much easier to capture that.” Hill’s clients typically spend about $15,000 per month on a mix of PPC and Meta advertising, he says, with the majority of that budget going to PPC ads.

Email marketing is another reliable channel. Hill emphasizes its importance even when using social platforms: “Even if we do something on social media, the idea is… to get their email because that’s really where the growth is going to happen.” Unlike social media, where an algorithm can de-prioritize a video or an account can get shut down, a business’s email list is theirs for the company’s life. 

If you’re a small business without the ability to run paid ads, then driving your social followers to your newsletter is a great way to make the most of the free traffic. Hill recommends this strategic pivot for businesses heavily invested in social media. “If your budget allocation on social media is 100 percent around the idea of generating revenue, pivot… over time,” he says. 

Transitioning to a different strategy

The transition should be gradual. “Over the next six months, [your social strategy should] no longer be 100 percent [about] driving revenue.” Instead, Hill recommends 75% driving newsletter subscriptions or any other first-party data with the remainder of a company’s social efforts focused on sales. First-party data is directly owned by a business, meaning it can’t be subject to the whims of changing platforms, political upheaval or other sudden shifts.

This type of strategy enables more sustainable customer relationships. Hill suggests implementing a referral system. “Share this [newsletter] with your friends, and you get $5 off,” he says, noting that many email newsletter platforms have built-in referral systems that allow for easy attribution of which customer referred which new client. This drives new customers to the business without having to spend a lot of extra money.

According to Hill, a non-social strategy can also increase customer lifetime value (CLV). “Focus your newsletters around… maximiz[ing] reoccurring revenue,” he explains. When businesses focus on email as a channel for increasing lifetime value, the additional revenue can be significant. 

“Whereas in the past, maybe a social media campaign generated an average [CLV] of $5… because you’re focusing on email, you can [raise] an average customer value from $5 to $10,” he says. Email makes it easier to do hyper-targeted marketing that incentivizes a return customer.

Marketing a new business without social media

New businesses face different considerations. “Regardless of the ban, I would encourage them to be hesitant about social media,” Hill advises. He particularly cautions against a social-only approach because the results can be unpredictable. “Just posting every day on TikTok… takes so long to see results.”

Instead, Hill advocates for direct customer acquisition. “Get in front of the customer as soon as [you] can,” he says. Efficiency matters for new ventures. New businesses “don’t have the time to post and get a follower who may or may not be [their] target audience.” They’re often cash-poor and can’t afford the risk of running out of money, but with traffic sources focused on conversion, Hill says that a business can build an audience of the right people.

However, he emphasizes the importance of self-sustaining systems. “We also want to make sure that our growth can exist by itself, and we don’t have to keep putting money into the [paid ads] machine for the rest of the business’s life.”

As social media faces increasing regulation worldwide, businesses new and old must adapt. Building a marketing strategy that doesn’t depend on social platforms is necessary. Through a mix of proven channels like email marketing and paid search, companies can create sustainable growth without risking their future on any single platform’s success.

Remember Hill’s hard-learned lesson: “It’s not a very detailed, in-depth relationship you have with people on social media, as we’re seeing now with the TikTok ban.” Many influencers and their audiences moved from the ByteDance-owned platform to competitor RedNote. 

But with every move, a certain portion of the audience will be lost, leading to lost income and opportunity. A diversified approach to lead generation ensures that shifting social strategy will have a minimal impact on a business.

Photo by Ground Picture/shutterstock.com

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Airbnb CEO and cofounder Brian Chesky has garnered attention in his 17 years running the company. In a recent interview with Fortune magazine, Chesky says he ignores commonly accepted leadership advice and thinks it’s OK for leaders to have favorites within their team. 

Chesky argues that employee favoritism can spotlight high performers as an example to follow, utilize skill sets more efficiently and use favored employees in strategic planning decisions. 

For leaders, the question becomes, are there merits to this leadership style, and does having favorites help or hurt workplace culture? Here’s what experts have to say about a favoritism leadership philosophy—and how to identify what makes sense for team-building and workplace culture.

Favoritism can create unrealistic expectations

In the same interview, Chesky says, “The favorites have to be [picked] on fair criteria.” Chesky invites up to 100 employees to biannual meetings where business decisions are made—and sometimes, the same people are invited repeatedly. But Chesky says that identifying who can provide valuable insight isn’t political.

Brian Chesky’s leadership style involves having favorites, but you have to figure out what style works for you as a leader. When choosing a leadership style, you’ll need to consider your own expectations as well as the expectations of your team. 

Unrealistic expectations and perceived favoritism can create dissension in your team, jaded employees and a standard of excellence that can’t be achieved. Being clear about what’s expected for career growth and giving every team member the same opportunity to achieve success builds a strong team.

“I do believe that it can cause some dissension within the workforce when you do put it out publicly like that,” says Karen Hills Pruden, DM, CDE, SPHR, a leadership strategist and global business solutions consultant who has worked with high-performing leaders for the past 15 years.

Pruden continues, “I think it’s a morale issue that can be impacted. You may have some people jumping ship because they may think, ‘Why am I working here?'”

Each team member should feel valued 

Today’s workforce includes multiple generations, with Gen Z making their presence known. According to a survey from Intuit, the entrepreneurial mindset is strong among Gen Z (and millennials). Your team is interested in more than just having a full-time job. 

Effective leadership is ensuring each team member feels valued. It’s important to ensure employees can earn a good income, do meaningful work and be led by supportive leaders so they won’t want to look elsewhere for work.

Playing favorites may not be the best way to make each member of your team feel appreciated and integral. When employees are competing to be one of the favorites, it can create a tense work environment where those who don’t make the cut feel left out.

Sylvia Baffour, an emotional intelligence consultant who has worked with organizations like Whirlpool, Lockheed Martin and Capital One, says favoritism is a recipe for a toxic work culture because it gives employees the impression that some individuals matter more than others.

“Even if it’s what he [Chesky] was angling at, which is the idea of ‘I want to choose the star people and favor them, and everyone else can model them,’ what it’s saying to your people is that you care about people differently. Thriving, healthy cultures within organizations are ones where everyone feels that true sense of belonging, that psychological safety,’ says Baffour. 

There are other ways to reward excellence

Strong teams create business growth; people are a company’s greatest asset—and there are numerous ways to reward productivity, performance and excellence. For example, you can create clear incentive-based programs and standards for what leads to career advancement that are available to all employees.

“The advance of HR…[has] done a really great job at bringing insights to…people’s talents. And we know so much about…how employees get motivated,” says Katie Parker, CEO of Startup Your HR. 

Parker says she assumes every employee shows up to work wanting to make an impact. “When you start with that assumption instead, you are looking for opportunities to develop everyone on the team. There’s a difference between analyzing your team for strengths and opportunities than playing favorites,” says Parker. 

Treat your team well, and growth will follow

Elizabeth Hioe, chief people officer at Mercer Advisors, says the spirit behind favoritism, at least as Chesky defines it, may not be wrong, but its branding is off.

Hioe elaborates, “Chesky…describes favoritism as a way to highlight and reward top performance—that’s a good instinct. It’s important to recognize exceptional performance. And, as other studies suggest, great performance raises the bar for others. The idea of overt favoritism, and where I think it’s problematic, is that others feel left behind when you kind of stagnantly choose favorites and then highlight them visibly. It can drive disengagement and a perception of mistreatment, or it can create an overly competitive environment and drive really cutthroat behavior, both of which have risks in an organization.” 

Saying some people are better than others limits the possibility of great ideas coming from any employee. Treat your team well, and they will build your company. 

Photo courtesy of Airbnb

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Chris Anderson steps down as TED seeks fresh leadership for growth

TED’s roots trace back to the 1980s, but the real momentum came in the 1990s when it launched its annual conference in Monterey, California. Visionaries, professionals and curious minds from all walks of life attended, seeking transformative insights to shape their next moves. A turning point came in 2001 when Anderson’s nonprofit, the Sapling Foundation, acquired TED. Under his leadership, TED evolved into a nonprofit venture with a singular mission: to make world-changing ideas accessible to everyone. 

Anderson feels the moment has come to move on. He embraces change upon his exit, pointing to key moments when bold decisions at TED defined its core identity. He highlights the brand’s early leap into the digital space and the introduction of free TEDx licenses as proof that TED has always been about evolution. While TED’s journey is ever-changing, Anderson emphasizes that its core values are immovable, and its next leader must have both the drive and the resources to steer it forward. 

Who will guide TED into its next era of digital expansion?

Anderson himself is still unsure who should step into his shoes. While several candidates—from AI tech moguls to philanthropists—have been suggested, the nonprofit remains open to all possibilities. He says TED is also open to entirely new directions, suggesting the organization might benefit from a visionary board overseeing it, instead of depending on one leader. 

Whoever takes the reins, the future of TED will inevitably depend on its digital expansion, broadening its reach to more nations and languages. The brand’s extensive catalog is a valuable asset, offering a wealth of insights, guidance and expertise accumulated over decades. TED now boasts a variety of divisions, including a dedicated selection of podcasts, TED-Ed—its educational branch providing explainer videos and lessons—TED Books and more. Despite past dips, TED remains in a strong financial position, with total reported revenue in 2023 around $100 million and $25 million in reserves. Anderson insists that TED must continue providing free content, remain dedicated to the public good and never be swayed by the commercial interests of any new owner. 

AI is poised to be a major factor in TED’s next phase, a priority for both Anderson and its next leader. “For TED to realize its full potential, it’ll need new funding for the future growth of new programs and products and to allow the smart leverage of new technologies such as AI. The willingness to commit significant capital for the long term will be an important deciding factor,” Anderson wrote in a public memo following his exit announcement.

Much of TED’s progress in AI will build on its existing infrastructure. In May 2024, TED unveiled its first AI-adapted TED Talks, using generative AI technologies like voice cloning and lip-syncing in collaboration with Panjaya.ai and TED’s global translators community. TED’s focus is on “one-time AI adaptation” that minimizes its environmental footprint while making educational content accessible across languages, cultures and dialects. 

TED looks forward with optimism and a commitment to knowledge

Anderson isn’t completely leaving TED behind, as he views it as a part of who he is. Yet, after 25 years, he recognizes that stepping back to make space for new leadership is a wise and healthy decision. “I want to be connected to TED as long as I live, and I’m willing to continue to serve as adviser, cheerleader or co-host if the new leadership wishes. It’ll be their call,” he says on the TED Blog. 

Will TED be forever changed? Not exactly. While the behind-the-scenes landscape of TED continues to evolve, the organization’s core focus on knowledge and innovation remains unchanged. Looking ahead, TED is positioning itself to become more agile and tech-driven, ready to meet the demands of a global audience seeking deeper avenues of growth. The future promises a broader reach, smarter technology and above all, a sustained commitment to educating the world. As it goes, there’s always another lesson waiting. 

Photo courtesy Gilberto Tadday / TED

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With small children at home, Groberg was limited in where she could work as the family had no child care options. Groberg needed to earn money remotely at a time when remote work wasn’t yet common. 

She turned to consulting small businesses since she had a background in finance and accounting. What started as a few clients grew into BookSmarts Accounting & Bookkeeping, which is now a seven-figure, all-women business. 

Then, Groberg suffered a traumatic brain injury in 2018. Her doctor said she had to give up running her business. Devastated, Groberg stepped away from her company. 

But after years of enduring a profoundly challenging quality of life, Groberg ultimately re-emerged as the CEO of her company.

Here’s how.

Solving her own problem

Groberg’s business stemmed from solving her own problem—a task that has catalyzed many other successful companies. In Groberg’s case, the problem was her lack of child care. 

“I needed to work. I didn’t have any child care options…. I was constrained by the fact that I had… little kids… and so I had to do something remotely,” Groberg says. “And so I used my skills as a CFO and my background in finance and accounting, and started consulting with small businesses on improving their accounting systems…. Oftentimes, the business owners would just say, ‘Jen, this is just so much more efficient if you do this for me.’”

Groberg knew she needed a way to acquire new clients consistently, so she turned to QuickBooks’ ProAdvisor platform, which allows advisors to connect with new clients. “I didn’t even have $500 to pay for it,” Groberg says, “but I called another pro advisor and said, ‘Hey, is this worth the money?’ And he said, ‘Absolutely, you’ll get a lot of good referrals from it.’”

Groberg signed up, leveraged the platform and received 100 five-star reviews. Her advantage was that she was among the few women on the platform. “I could see that I stood out in the industry and I was different,” she says. “So I think that really was an advantage.”

The first year, her business brought in $30,000, which helped her family, as her husband hadn’t started making money yet. 

Growing pains

A few years into the business, Groberg had three kids, stayed up until 2 a.m. every night and had more work than she could handle, which all felt overwhelming.

“I was drowning, and I just said, ‘I cannot sustain this; I have to sell,’” Groberg says. “I had somebody that I thought might work, and then that fell through, and then I pivoted to hiring my first employee…. That was kind of the first real catalyst for growth.”

The employee eventually came on full time, and still, the work was more than they both could handle between them. Her business continued to grow, and Groberg hired more full-time employees.

By 2017, she had 13 employees and was feeling more comfortable. “That was a lot to manage: all the clientele, all the people, all the things—and then I got hurt.”

Pushing through the pain

Groberg’s injury happened by chance. She was grabbing something on her bathroom counter, and when she went to step down, she slipped on some water. She fell and hit her head on their travertine floor.

“I didn’t really realize how catastrophic that fall was…. When I went to get up the next morning… I couldn’t even stand up,” Groberg says. “I couldn’t blow-dry my hair, and it really felt like I was in a coma for months—years, honestly.”

Groberg says she was surrounded by medical professionals who didn’t think the injury was that bad, but also notes that you can’t see a brain injury. After months, Groberg was not getting better. She spent hundreds of thousands of dollars on various therapies, including brain rehab, but none of them worked. 

“After I got hurt, I couldn’t even do my hair. I [couldn’t] take my kids to run an errand…. The basic tasks, I was unable to do,” Groberg says. “I would try to invoice my clients… and it would take me hours to try to key in an invoice, and then the others, I would just put off.” 

Seeking help after injury

After two years, a doctor and a neurochiropractor told Groberg she’d never get better because the more stress she had, the more taxed her brain was. Her business was a stressful activity. She tried to sell her business to an employee, but got a lowball offer of $300,000—her business was valued closer to $700,000. 

Groberg decided instead to keep her business, and made the employee her manager, offering her a profit-sharing arrangement—the business grew 400% over three years. Groberg took this time to give her brain a rest.

“My headaches were 10 out of 10. My vision was blurry. I was nauseated all day, so I would go from my couch to my sofa to my bed, and then, if I had to do something, I would just be like, ‘OK, I’m going to push through this and do it because of guilt,” Groberg says. “My husband just kept saying, ‘Hey, Jenny, this is fine. This is why we have a family, we can do this, I can step in.’”

At the four-year mark after the accident, Groberg learned about an eye doctor in Chicago who makes special eyewear for people with brain injuries. Groberg went to see the doctor, who told her each of her eyes was working independently and that that was why she was so nauseated, dizzy and getting bad headaches.

“She made me these eyeglasses, and that was the turning point,” Groberg says. “I had to go back every quarter to get an updated prescription. I still am wearing them, and I feel so much better. So after the first year, my headaches started to stop.”

Delegation and trust are Groberg’s best tips for managing a business when you have health issues. She says every entrepreneur tries to do everything, and delegating is the best way to avoid burnout—especially when you have health issues. “The key is to have checks and balances in place so that your time is freed up so that you can actually grow your business,” she says. 

Paying it forward

Groberg’s initial decision to hire only women was intentional—it’s one of her business’s core values. “I feel a [sense of] stewardship to offer work to women,” she says. “I know how hard it is to be a mom. I know how hard it is to not have any money, and so that’s kind of what the business model is built upon.”

Her instincts and personal development work have paid off. BookSmarts Accounting & Bookkeeping has been featured in the media multiple times, and the firm has been recognized as one of Utah’s top 100 companies championing women in business.

Photo courtesy of Jenny Groberg

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