By now, if you’re even the slightest bit online, you’ve seen the mega-viral Coldplay concert kiss-cam fiasco that led to an endless supply of memes and the resignation of at least one top tech executive.

After former Astronomer CEO Andy Byron and the company’s Chief People Officer, Kristin Cabot, were publicly caught on camera in a compromising position together last week, the company’s new interim CEO is speaking out.

Pete DeJoy, who is also a co-founder of the software company, wrote on LinkedIn on Monday that the last week has been “unusual and surreal” for the team at the private data infrastructure startup that reached “unicorn” status in 2022. He wrote that he’s “proudly poured my entire professional life into helping build” the company and stressed that despite the attention this past week, everything remains on track.

“The events of the past few days have received a level of media attention that few companies—let alone startups in our small corner of the data and AI world—ever encounter,” DeJoy wrote. “The spotlight has been unusual and surreal for our team and, while I would never have wished for it to happen like this, Astronomer is now a household name.”

Related: The CEO of the World’s Most Valuable Company Says This Would Be His College Major in 2025

“From starting a software company in Cincinnati, Ohio, to keeping the lights on through the collapse of the bank that held all our cash, to scaling from 30 to 300 people during a global pandemic that demanded we do it all without ever being in the same room,” the post continues. “Our opportunity to build a DataOps platform for the age of AI remains massive. And our story is very much still being written.”

Coldplay, meanwhile, addressed the situation with a bit more comic relief. In the first concert following the scandal, lead singer Chris Martin made a point to warn the already laughing audience that they could be “put on camera, on the big screen.”

On Saturday, the company also addressed the scandal, posting on X that Byron had resigned.

“Before this week, we were known as a pioneer in the DataOps space, helping data teams power everything from modern analytics to production AI,” the company wrote. “While awareness of our company may have changed overnight, our product and our work for our customers have not.”

As stated previously, Astronomer is committed to the values and culture that have guided us since our founding. Our leaders are expected to set the standard in both conduct and accountability, and recently, that standard was not met.

Andy Byron has tendered his resignation, and… pic.twitter.com/aTTUhnnyVz

— Astronomer (@astronomerio) July 19, 2025

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Startups are often eager to invest in building trust — until it comes to public relations. Then the budget tightens, the strategy gets fuzzy, and someone decides to “just handle it in-house.”

It’s understandable. PR doesn’t come with neat analytics like click-through rates or ROI dashboards. But that doesn’t mean it isn’t powerful. When done right, PR becomes one of the most effective brand-building tools a firm can use — especially in a credibility-driven space like startups, financial services or other professional services.

The problem is, most firms don’t know how to use PR to their advantage. Here’s how to change that and get meaningful results from your efforts.

Related: Does PR Actually Help Increase Sales? Yes — Just Do It Right and Be Patient

Get clear on your message before seeking attention

Before you pitch a story or hire a PR team, ask yourself: What do I want to be known for?

The best PR campaigns start with a sharp, confident point of view. One client I worked with — a wealth manager with a loyal client base — started using a simple, memorable line: “Know what you own and why you own it.” That phrase became his filter for all communications. It anchored his website, social media posts and media appearances, and it made him a go-to expert for outlets like Barron’s and InvestmentNews.

If your messaging is fuzzy or generic, PR won’t help. A quote in a national publication is only as powerful as the clarity behind it.

Don’t treat visibility as a one-time event

Getting quoted once isn’t the goal — building consistent credibility is. Yet many entrepreneurs think of PR as a one-and-done effort. You can’t expect a single article or interview to change perception or attract clients overnight.

Instead, think of PR as a series of small wins that add up. Develop a rhythm of showing up: Contribute expert insights when market news breaks, offer commentary on recurring financial topics like retirement planning or estate strategy, and pitch fresh angles that tie back to your niche.

Amplify your media coverage across every channel

Here’s where many firms fall short: They get great press … and then fail to share it.

When you land a media win, that’s not the end of the story. It’s the beginning of your amplification strategy. Link to it in your newsletter. Share it on LinkedIn with context and insight. Reference it in conversations with prospective clients or partners. One firm I worked with turned a single quote in Barron’s into a month-long campaign across social media and email — and landed two new high-value referrals.

If you’re not leveraging your press hits, you’re leaving value on the table.

Related: The PR Playbook Every Emerging Brand Needs — But No One Talks About

Use LinkedIn like a newsroom, not a bulletin board

Most advisors and founders use LinkedIn to post firm updates or occasional thought pieces. That’s a missed opportunity. In the world of financial PR, LinkedIn is one of the best platforms for visibility and relationship-building.

Don’t just repost articles — offer commentary. Add personal insight. Tag journalists whose work you admire and engage with their content thoughtfully. One of my clients built a long-term relationship with a reporter at InvestmentNews simply by showing up consistently in the comments. When the journalist needed a last-minute quote, he reached out because my client was top of mind.

Prepare for interviews like you would a client pitch

Landing a media opportunity is only half the job. The other half is showing up ready.

That doesn’t mean you need a script, but you do need a plan. I always tell clients: Know your top three messages, bridge back to them confidently and don’t be afraid to repeat them. Repetition builds authority. And just as important — know when to stop talking. Brevity and clarity go hand in hand in media interviews.

The best communicators don’t fill every silence; they create space for follow-up, reflection and dialogue. That’s where the connection (and the quote) happens.

Related: 6 Things Every Brand Should Understand About PR

Smart PR isn’t promotional — it’s purposeful

Public relations isn’t about talking louder. It’s about speaking with purpose.

Done well, it gives entrepreneurs and advisors a platform to share what they know, build trust and grow their brand in a sustainable way. But to get there, you have to think strategically — sharpen your message, show up consistently, and make your visibility work harder for you.

If you’re ready to invest in PR, make sure you’re also investing in the clarity and consistency it requires. That’s where the true return lies.

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There’s a misconception in business that you can be either people or performance-driven, but not both. That thinking isn’t just flawed; it’s dangerous. When you sacrifice humanity for short-term wins, you risk alienating the people who made your business worth something to begin with.

I’ve seen this tension firsthand in industries like healthcare and veterinary medicine, where performance pressure is surging, leading to a sharp focus on optimizing profit margins. To get there, many leaders default to ruthless management styles, prioritizing growth or efficiency, often to the detriment of the people who followed their passion – and compassion – into those lines of work.

As a seasoned healthcare CEO who has successfully scaled multiple companies, I know there’s a better way. I’ve long practiced heart-led leadership, an approach that centers empathy, trust and service without sacrificing business performance. It is possible to meet aggressive business goals without taking a ‘command-and-control’ approach, and studies concur: companies with leaders who put their people first so they can better care for customers are 4.2 times more likely to outperform their peers, and achieve an average 30% higher revenue growth.

The path to stronger financial performance and more sustainable business growth begins with people. Here’s how.

Take the time to understand those doing the work

It’s all too easy to view growth as numbers on a spreadsheet, but understanding the people behind the profits gives leaders an edge. After all, people don’t tend to leave companies; they leave toxic cultures or bad managers.

When I join a business as CEO, I’m often working alongside a passionate founder who is shifting into a new role. More often than not, I’m also restructuring teams and welcoming new people into the fold. At one healthcare company where I was brought in to rapidly consolidate new practices, we completed 17 transactions in 2.5 years. It was an enormous amount of change, and it could have been disastrous.

Fortunately, taking a heart-led approach allowed me to connect with them quickly. I listened first. I asked questions. I showed up with curiosity, clarity and even vulnerability. That gave people the confidence that I had their best interests at heart, and allowed me to move team members into new roles with far less friction.

Trust is the real accelerant. In high-credibility organizations, employees are 250% more motivated, have a 41% lower absence rate and are 50% less likely to quit. That leads to higher engagement, creativity and productivity across the board.

And retention follows trust. People are more likely to remain in a role when they feel connected to their team and valued by their leaders. When work becomes overly transactional, the motivation to stay fades.

Related: Why Nobody’s Reading Your Company Blog — and How to Fix It

Build a culture where people can thrive

Before I got into healthcare, I worked as an investment banker. I only spent a year in the role, but it felt more like a decade thanks to a culture of 24/7 availability and the expectation to work 100-hour weeks churning out pitch decks and Excel models. To make matters worse, new hires were simply thrown into the deep end and expected to swim — or sink.

The role had a significant impact on my leadership approach and reinforced my inclination to develop nurturing work cultures — even in profit-driven industries. Culture isn’t just a feel-good concept; it’s the infrastructure that keeps a business standing, especially in high-growth, high-pressure workplaces. When leaders create environments where people feel supported, respected and empowered to grow, performance naturally follows, and service businesses thrive as a result.

Related: 4 Ways to Help Your Entry-Level Hires Thrive in the Workplace

Get to know yourself, too

Strong leadership starts from within. I’m sure I’m not the only CEO who’s opted to keep board and investor-related challenges to themselves. In one instance, there were hurdles affecting how I showed up at work, but my colleagues didn’t know why until I eventually opened up about it. When I finally shared, their response surprised me: they were eager to help. That support reminded me that vulnerability isn’t weakness, it’s trust in action.

Self-awareness is a powerful tool. My own process involves a long-standing habit of journaling, writing reflective letters and asking for feedback. These habits have helped me recognize patterns, regulate emotions and connect more meaningfully. You don’t have to do it my way, but every leader benefits from building emotional fluency.

In the high-pressure environments of healthcare and veterinary services (along with many other sectors), sincere engagement with others is simply not optional. It’s how you keep teams aligned, motivated and resilient. And knowing yourself helps you adjust in moments of crisis, critical decision-making or strategic execution.

The best leaders know when to step forward decisively and when to pull back to listen. They carry humanity with them, even under pressure, and create environments where people do their best work. They understand that profits have to be there, too, and that when you prioritize people, performance ultimately follows.

So ask yourself: what would change if you treated empathy as a strategy, not a soft skill? Chances are, your team — and your bottom line — would thank you for it.

Sustainability has transcended its roots in academia, and verbal commitment has become a core strategic priority. In today’s market, companies that treat sustainability as an afterthought risk being left behind.

Consumer expectations have undergone a seismic shift over the last decade. According to PwC’s Voice of the Consumer 2025: Climate Commitments, more than 80 percent of consumers worldwide are concerned about climate change.

But awareness alone is not enough. True leadership requires closing the gap between knowing and doing. That demands innovation, operational clarity and a deep understanding of human behavior. Companies that act on this imperative today will be the ones that define tomorrow’s standards.

Related: What Are the 3 Ps of Sustainability

Embedding sustainability into everyday behavior

Sustainability is not about choosing between doing good and doing well. McKinsey’s research on packaging makes one thing clear. Recyclability is now the gold standard that consumers expect. Big companies are moving beyond check-the-box compliance and hollow marketing slogans, integrating sustainability into their operational DNA.

A growing trend is the rise of refillable products and stations, which reshape daily habits by empowering consumers to reuse containers and reduce single-use plastic, turning sustainability into an easy, convenient lifestyle choice.

Rooted in the growing trend of eco-friendly living, ATRenew’s long-term program, REVIVE initiative, embeds recycling into daily life through partnerships with brands like L’Oréal Paris. These campaigns offer real incentives like cashback or exclusive rewards, making sustainable action both simple and rewarding. While these events are limited in time, they fit into a bigger vision. This proves that long-term commitment combined with smart activation moves the needle.

What stands out to me is a shift in mindset among leaders. We are no longer trying to fix isolated problems. We must solve for entire systems. Sustainable innovation now taps into behavioral science, urban planning and social equity. That raises the bar for leadership. It is not enough to build a better product. We need to build better ecosystems.

Trust through transparency and shared action

As sustainability becomes embedded in strategy, trust emerges as the next frontier. In an era where promises are no longer enough, transparency has become the foundation of trust. The most credible brands understand this and are choosing to show their workings, not just their results.

Apple publishes detailed supplier responsibility reports, opening its operations to public scrutiny. And Nike maps out every factory it works with and shares key data on workforce and product lines. These actions emphasize accountability over perfection. The goal is simple: make sustainability verifiable, not just aspirational.

What links these leaders is not industry or size, but intent. They see transparency as a shared contract with the world, a way to turn silent processes into visible progress. Deloitte’s 2024 report confirms that nearly half of consumers prioritize sustainable purchases despite economic headwinds. This is not a marketing trend. It is a shift in how trust is built. Companies that are willing to be seen clearly are the ones most likely to lead with confidence.

Related: Why Nobody’s Reading Your Company Blog — and How to Fix It

Infrastructure for a sustainable future

Scaling sustainability is not just about good intentions. It requires solid infrastructure. In complex industries like electronics, where waste is massive and supply chains intricate, solutions must focus on consumer convenience and operational efficiency.

In China, ATRenew has built a national system that connects over 1,800 offline stores with eight regional operation centers. In 2024 alone, this infrastructure enabled the circulation of more than 35 million pre-owned devices, offering consumers a practical path to reuse.

Back Market‘s growth across Europe confirms this model’s strength. By building a network of certified refurbishers and assuring quality, they have helped normalize circular consumption. Similarly, Gazelle established early trust in U.S. device recommerce. IKEA has also invested in a circular infrastructure through its Circular Hubs, which operate in stores across Europe and North America. These spaces collect, repair and resell used furniture, giving products a second life while reducing landfill pressure. IKEA plans to expand these hubs globally by 2030 as part of its commitment to becoming fully circular.

These examples reflect a broader truth: sustainability can only scale when supported by systems designed for it.

A new paradigm for growth

Today, growth is no longer just about chasing profits. Real leadership means putting sustainability at the heart of everything we do. Around the world, people expect businesses to be more open and responsible. The companies that succeed will be those that connect purpose with profit, making sustainability an integral part of their business rather than a side project.

Success in the future won’t be measured solely by money on a balance sheet, but by how strong, impactful and meaningful a business truly is. Leaders must make tough decisions today to prepare their companies for what lies ahead, innovating not just for growth but for the benefit of people and the planet. Sustainability is no longer optional. It’s the driving force behind real progress and lasting success in today’s world. The future belongs to those bold enough to lead it.

When you think of a great leader, it’s easy to imagine someone standing in front of a whiteboard, pitching the next big idea. Founders are often celebrated for their creativity and their ability to see what others can’t. And yes, vision matters. It inspires people to follow you, attracts customers and opens doors that didn’t exist before.

But there’s a trap in over-indexing on vision: the belief that more ideas equal more progress. In reality, constantly introducing new directions can leave teams overwhelmed, distracted and unclear about where to focus. Without structure and clarity, vision becomes noise.

In my time at ButterflyMX, I’ve learned that the best leaders know when to step back, not to dream up something new, but to make what already exists better. That’s where editing comes in.

Related: How to Pick Your Best Idea and Leave FOMO Behind

What it means to lead like an editor

Editing is about sharpening the signal, not about cutting for the sake of it. Just as a great editor refines a story to make its core message stand out, great leaders filter ideas, focus priorities and remove friction to help their teams move forward with confidence.

Leading like an editor means asking:

• What matters most right now?

• What’s getting in the way?

• How do we make this simpler, faster or clearer?

It’s not always glamorous, and it rarely comes with applause. But this quiet discipline — the ability to clarify, distill and align — is what turns a good idea into an executable strategy. It’s how leaders move from inspiration to impact.

Simplification drives momentum

A team can only chase so many things at once. When everything feels important, nothing gets done. That’s why simplification is a growth strategy.

Simplification creates focus. It makes goals easier to understand, communicate and act on. It allows teams to say “no” with confidence and “yes” with full commitment. Most importantly, it clears space for progress.

Consider the difference between a leader who says, “Let’s try five different approaches and see what sticks,” versus one who says, “Here’s the one thing we’re going to get right this quarter.” The second approach is sharper. And sharper cuts through faster.

When leaders take the time to edit down their priorities, their teams speed up.

Related: How to Find and Refine Valuable Ideas for Your Organization

Editing the organization itself

Editing doesn’t just apply to ideas; it applies to the organization as a whole. Great leaders are constantly scanning for what’s slowing things down: unnecessary meetings, bloated processes, duplicated efforts or unclear ownership.

A well-edited organization is one where people know what they’re responsible for, communication flows efficiently, and decisions don’t get stuck in endless loops of approval. It’s about cutting friction, not corners.

That could mean replacing a weekly all-hands with a tighter, monthly format. It could mean reworking your onboarding process to focus only on what new hires truly need in their first 30 days. Or it could even mean sunsetting an initiative that no longer serves the mission. Leaders who view their company as a living document, something to constantly refine, create environments that are lean, focused and built to scale.

Knowing what to cut and when

The hardest part of editing? Letting go of something you once believed in. Whether it’s a product idea, a team structure or a long-standing tradition, cutting can feel personal. But great leaders develop the courage to walk away from things that no longer serve the team, even if they were once core to the vision.

That doesn’t mean being ruthless. It means being clear-eyed.

Ask yourself:

• Is this idea helping us move forward or holding us back?

• Are we maintaining this because it works or because it’s familiar?

• If we started fresh today, would we still choose this?

The answers aren’t always easy, but they’re necessary. Editing is about being intentional. It’s how you protect your team’s time, energy and focus.

Related: How Real Leaders Focus on What Really Matters

Editing yourself: The most overlooked leadership skill

Great leadership starts with self-awareness. Before you can edit your company or your strategy, you have to edit yourself, your calendar, your communication and even your instincts.

Ask:

• Am I jumping in when I should be stepping back?

• Am I adding complexity when my team needs clarity?

• Am I solving for urgency instead of importance?

Editing yourself might mean saying less in meetings so others can step up. It might mean blocking off thinking time instead of reacting to every notification. Or it might mean dropping an idea you love because your team isn’t ready for it or because it’s just not the right time.

Vision gets people in the room, and editing keeps them aligned. The best leaders aren’t just idea generators; they’re curators of clarity. They don’t overwhelm their teams with more; they empower them by refining what already exists.

When you lead like an editor, you give your team the greatest advantage: focus. You eliminate noise, double down on what matters and create the conditions for real progress.

Join top CEOs, founders and operators at the Level Up conference to unlock strategies for scaling your business, boosting revenue and building sustainable success.

Entrepreneurs are often regarded as risk-takers, visionaries and masters of opportunity. Despite the bold moves and business victories, many struggle with something more mundane but equally crucial: their finances.

Many people are surprised by this irony. If you can build a business, shouldn’t managing your own money be easy? In truth, entrepreneurship requires a mindset different from good financial habits. The reason? The traits that help you succeed in business, like risk tolerance, optimism and reinvesting aggressively, can undermine your finances.

Here’s why many entrepreneurs fail at personal finance, and how to avoid their mistakes.

Related: Improve Your Money Skills in 8 Minutes a Day

Blurring the lines between personal and business finances

A common financial blunder entrepreneurs make? Not separating business and personal accounts.

In fairness, you shouldn’t be too harsh on yourself if you made this mistake. During the early stages of your business, it may seem harmless to dip into your savings to cover a marketing campaign or use your business credit card to buy groceries. Over time, though, this blurs accountability. It becomes more difficult to track income, expenses, taxes and profits. It can lead to the illusion that your business is doing better than it is — or that you have more money than you actually do.

How to win: Make sure your business has its own bank account and credit card. It’s also important to pay yourself a consistent income, even if it’s modest initially. In terms of compensation, you should treat yourself as an employee of your company. Doing this creates a sense of discipline and clarity in your finances.

Gaps in financial literacy and knowledge

Although some entrepreneurs may be able to launch and grow businesses with limited financial knowledge, a strong understanding of personal and business finance is crucial for long-term success. Most people bootstrap their businesses, use personal savings or borrow from friends and family without understanding the financial implications.

To succeed as an entrepreneur, you need to understand the basics of personal finance.

• Cash flow management. Entrepreneurs need to keep track of how money enters and leaves their businesses. According to a Wilbur Labs survey, over one-third of founders believe running out of money contributed to their failure.
• Budgeting and forecasting. Entrepreneurs can manage debt, control costs and launch new products confidently if they can create a budget and stick to it.
• Investment decisions. Entrepreneurs must assess the risks and returns when investing profits or growing personal savings to make strategic decisions.
• Securing funding. A solid financial plan and understanding of your numbers will give lenders or investors confidence. It will help articulate your vision and demonstrate your responsibility.

How to win. Become familiar with financial concepts while building your business. Take advantage of entrepreneurship courses, books, podcasts, and communities. If you are not sure about something, consult a financial expert. You don’t have to become a CPA. However, you must speak the language of money well enough to guide your business effectively.

Having inconsistent income results in irregular savings

Unlike salaried employees, entrepreneurs aren’t paid on a regular schedule. Because of this volatility, saving only when times are good and overspending when times are bad can be tempting.

Eventually, this feast-or-famine cycle leaves you unprepared for emergencies, tax season or retirement.

How to win. Based on your lowest income months, create a baseline monthly budget. Using that conservative figure, automate savings. Also, ensure an emergency fund covers your expenses for at least 6–12 months. And, once a windfall occurs, allocate a percentage to long-term savings and investments.

The overreliance on business for wealth

Entrepreneurs often assume that their business is their retirement plan. In other words, they expect to either sell it for a large sum or continue to earn income from it for the foreseeable future.

However, businesses, like markets, are unpredictable. Specifically, burnout, health issues or economic downturns can disrupt your exit strategy. As such, if all your wealth is invested in your company, your future is at risk.

How to win. Make sure you diversify your wealth. Early on, start investing outside of your business. It could be an IRA, brokerage account, real estate, or annuity. Remember, while your business can be your primary source of wealth, it shouldn’t be your only one.

Unexpected tax surprises and mismanagement.

Taxes can be highly complex for self-employed people. When quarterly payments are missed, deductions are misunderstood, or liability is calculated at the last minute, penalties, stress and cash flow problems can result.

How to win. Consult an accountant who understands the industry and business structure of your company. Ideally, you should also set aside taxes monthly in a separate account. You may even consider using a software program that tracks income and deductible expenses in real time. Remember, tax planning is not something you should do once a year; it should be something you do throughout the year.

Neglecting retirement planning

Retirement is rarely at the top of entrepreneurs’ minds. We’re constantly launching new products and winning new contracts. In the absence of an employer-sponsored 401(k), doing nothing is often the default option.

Retirement, however, doesn’t wait. The earlier you start, the more your money can grow.

How to win. Learn about the retirement accounts available to entrepreneurs, including Solo 401(k), SEP IRAs, and SIMPLE IRAs. Investing in these accounts can be tax-efficient and offers high contribution limits. Further, as your business grows, automate small monthly contributions and increase them.

Related: Hidden Gems: 15 Unexpected Ways to Grow Your Retirement Nest Egg

During growth spurts, lifestyle inflation occurs

Whenever your business takes off, it’s tempting to upgrade your lifestyle. You’ve earned it, whether it’s a nicer car, a bigger house, or more travel.

Lifestyle inflation, however, can eat away at your profits and prevent you from accumulating lasting wealth. Even worse, if your income dips later, you may be overextended.

How to win. Rather than focusing on your best year, set lifestyle boundaries based on your average income. Using the 50/30/20 rule, spend 50% on needs, 30% on wants, and 20% on savings and debt repayment. It is also a good idea to save more during times of high income. As a result, you won’t be financially squeezed during leaner times.

Not seeking professional financial advice

Entrepreneurs often pride themselves on being DIYers. While that’s admirable when building a product, managing finances is risky.

Unless you have professional advice, you may overlook tax strategies, investment opportunities, or risk mitigation tactics that could save or earn you thousands of dollars.

How to win. A financial advisor should be part of your entrepreneurial team. Business owners should seek out fiduciary advisors who specialize in their needs. In addition to helping you plan your cash flow and manage risk, they can help you create long-term investment strategies and plan for retirement. In addition to managing your money, a good advisor will help you protect your freedom.

Related: Smart Guide to Interviewing Financial Advisors

Think like a CFO

As entrepreneurs, we are used to thinking like CEOs — visionary, risk-tolerant, growth-oriented. However, your personal finances need a CFO’s mindset: cautious, strategic and detail-oriented.

Separating business and personal finances, saving consistently, diversifying income streams and planning for taxes and retirement can provide financial stability and peace of mind.

You’ve worked hard to build your business. So, ensure you’re also creating a financial future that will last long after the hustle dies down.

Apple is reportedly working on its first foldable iPhone, putting the company head-to-head with Samsung, a rival that has pioneered foldable phones since 2019, and Google, which unveiled the Pixel Fold in 2023.

Bloomberg managing editor Mark Gurman, who has an 86.5% accuracy rate when it comes to Apple rumors, reported on Sunday that Apple will enter the foldable phone market in the latter half of 2026.

With products like the iPhone and Apple Watch, Apple entered each market early and helped shape what the mainstream version of the product would look like.

With the foldable iPhone, Apple will take a different approach, using what works for Samsung instead of creating a dramatically new interface or developing innovative hardware. Gurman reported that Apple’s device will look similar to the Samsung Galaxy Z Fold line and incorporate many of the same parts, including foldable OLED screens.

Related: ‘Powerful, More Affordable Option’: Apple Reveals Its New Budget iPhone 16e, the iPhone SE’s Successor

Apple will still aim to improve parts of Samsung’s design, tackling the weaknesses of foldable devices like the visible inner display crease and the inner hinge mechanism. The iPhone maker will also introduce new software features next year, specifically designed for foldable phones.

The price point of an Apple foldable phone will be at least $2,000, Gurman reports, which is similar to offerings from Samsung and Google. Samsung’s latest Z Fold 7 is priced at $1,999, while the Google Pixel 9 Pro Fold is $1,799.

^{Samsung Galaxy Z Fold 7 smartphone. Photographer: Michael Nagle/Bloomberg via Getty Images}

Sales of the Samsung Z Fold 7 are higher than the previous generation, per Bloomberg, and it’s received positive reviews from tech sites. Windows Central called it “a winner,” while Mashable praised the phone’s “almost unbelievably sleek form factor.” Samsung announced the phone earlier this month, and it will be available for purchase starting this Friday.

Though Apple’s foldable iPhone may look similar to Samsung’s, it could still benefit from Apple’s reach. Apple holds 57% of the U.S. smartphone market as of the first quarter of the year, compared to Samsung’s 25%, per Counterpoint Research.

However, Samsung has historically dominated the global foldable smartphone market, selling over 66% of the 15.9 million foldable phones sold in 2023, per TrendForce.

Related: Apple Is Reportedly Creating New Foldable iPads and iPhones. Here Are the Details.

Foldable phones are a niche category, having never accounted for more than 2% of the smartphone market as a whole, per Counterpoint Research. Gurman suggests that Apple could make it mainstream when it enters the category next year.

Apple is the third most valuable company in the world, at the time of writing, with a market capitalization of $3.2 trillion.

Join top CEOs, founders and operators at the Level Up conference to unlock strategies for scaling your business, boosting revenue and building sustainable success.

Let’s be clear: delegation is not optional if you want to grow your company. It’s the only way to move from being the operator to becoming the true leader your team needs.

The problem is that most leaders don’t actually know how to delegate. They either hand over tasks without context or hover so closely that their team can’t breathe. True delegation requires structure and clarity:

• Context: Before anything else, your team must understand why this task matters. What’s the bigger picture? How does it connect to the strategy? Without this, they’re just checking boxes.
• Priority/KPI: Be specific. What does success look like? Which numbers will we use to measure it? What’s the timeline?
• Meeting cadence: Delegation without follow-up is abdication. Set a rhythm to review progress and coach your team — weekly, biweekly or monthly.

If you want people to own their responsibilities, you need to give them direction and frameworks, not just tasks. That’s how you develop a team of thinkers, not just doers.

The 4 degrees of delegation

According to the Value Builder System, the key to effective delegation is recognizing that it’s not binary — it’s not simply “delegate or don’t.” Instead, there are four levels of delegation, each offering different degrees of autonomy and control.

Related: Why Emotional Branding is Out and Functional Loyalty Is In

1. Follow my lead

This is the most basic form of delegation. You provide your team members with a clear Standard Operating Procedure and ask them to follow it step by step. There is no room for improvisation; the task is repeatable and requires no decision-making.

This level is ideal for junior team members or routine tasks like entering data into your CRM. It ensures consistency and frees you from micro-managing simple processes.

2. Research and report

At this level, you don’t have a clear solution, so ask your employees to explore the options. Their job is to analyze and return with a shortlist of intelligent recommendations — but you retain the final decision.

Use this when you face a challenge with multiple solutions, such as selecting a new software tool or vendor. You’re leveraging your team’s thinking but still guiding the final outcome.

Related: Learn How to Delegate Now — or Risk Losing Your Business

3. Do it and report

Here, you trust the team member to make the decision, but ask them to keep you informed. This is useful when you want to give your team autonomy but also ensure that you’re aware of progress or potential risks.

For example, you may assign the task of managing receivables to someone and ask them to update you weekly. You’re not dictating every move, but you stay close enough to guide if needed.

4. Do it

This is full empowerment. You trust your team members to handle the task independently from start to finish, without reporting back unless there’s a major issue. You’ve given them clear goals, a budget and complete authority.

This is ideal when the risk is low or when your team member is far more knowledgeable about the task than you are. For instance, you might fully delegate the selection of a carpet cleaning vendor or allow a customer service rep to resolve client complaints within a set budget.

Related: You Can’t Do Everything. So Do the Best With What You Have.

The missing piece in most delegation

Delegation without boundaries can lead to confusion or costly mistakes. That’s why every degree of delegation should come with a budget, either in money or time.

Take the Ritz-Carlton, for example. Every employee is empowered to solve customer problems on the spot with a $2,000 discretionary budget. Why? Because they understand the lifetime value of a happy guest far exceeds the cost of a quick fix.

You can apply the same principle. If you’re asking a team member to research options for improving event logistics, set a 10-hour time budget. This avoids either an overly superficial or excessively exhaustive approach and helps them prioritize appropriately.

What to do when team members get stuck

Even with clear delegation and budgets, team members can hit roadblocks. In those moments, they often fall back into the habit of asking: “What should I do?”

The goal is not to take the problem back — it’s to train your team to think like owners. Encourage them to use “yes-able questions.” That means presenting you with a recommendation you can approve or reject quickly.

Instead of dumping the issue on your lap, they might say:

“Mr. Jones hasn’t paid his invoice. I considered three options: write off the debt, send it to collections, or offer a payment plan. I recommend offering the payment plan in three installments. Are you okay with that?”

This simple change keeps you from being the bottleneck and develops your team’s decision-making skills.

The day I delegated my inbox

For years, I handled every email myself. After back-to-back consulting sessions, I’d get home and face hundreds of unread messages. I was overwhelmed. So I made a decision that changed everything: I gave my assistant full access to my inbox.

Not partial access. Not just scheduling emails. I handed over six email accounts, gave her the green light to answer on my behalf and walked away.

People told me I was crazy. “How can someone else answer your emails?” they said.

But here’s the truth: it was crazier to go two weeks without replying to a client than to have someone I trust to handle it. In 15 years, she’s probably made 10 serious mistakes—but she’s sent over 30,000 solid responses. The cost of holding on was far greater than the cost of letting go.

That day, my company started growing without me.

Delegation as a strategy for freedom

Delegation is more than a time management tactic; it’s a growth strategy. Every time you delegate with clarity and intent, you build a business that depends on systems, not superheroes. That’s how you shift from being your company’s engine to its guide.

The ultimate test? Take a two-week vacation without checking in. If your business can thrive in your absence, you’ve successfully delegated. If not, you know where to focus your efforts next.

Many entrepreneurs wear their business like a badge of honor. But the real mark of success is freedom — freedom to choose, to think, and to grow.

To achieve that, start by identifying which tasks you’re clinging to and the degree of delegation each requires. Clarify your expectations, set time or financial limits, provide context and coach your team to own their outcomes.

When you do, you’ll not only build a more valuable business, you’ll regain the space to lead it.

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