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I’ve eaten caviar almost daily for 15 years, so I built a brand to bring prices down

This as-told-to essay is based on a conversation with Sony Mordechai, the founder of Imperia Caviar and entrepreneur behind companies including Sport Couture Group and Alesonor Real Estate Development. It has been edited for length and clarity.

About 15 years ago, a friend of mine who works in the alcohol space organized a week of tastings in Bordeaux. That’s when I first discovered the world of caviar.

I became fascinated with it. I started tasting different types, visiting farms, and really trying to understand the industry. What I saw surprised me: the margins were very high, and the system felt outdated. It was very exclusive.

About six or seven years ago, I saw an opportunity. I wanted to create a global brand that could offer the highest-quality product at the best possible price, with great customer service. That’s how Imperia Caviar started.

From the beginning, the idea was simple: democratize caviar.

In other parts of the world, people eat caviar much more regularly. So we saw an opportunity not just to sell a product, but to educate people and expand the market.

I’ve personally been eating caviar almost every day for the past 15 years. I love it so much that I combine it with almost anything.

That includes traditional caviar pairings, as well as very unconventional ones. I’ve had it with potato chips, fried chicken, and even ice cream. My sister says I eat it like ketchup.

Early on, part of our marketing strategy was to shock people — to show them you don’t have to follow rules to enjoy caviar.

At the time, industry insiders told us to stop “defaming” caviar. It was seen as something you could only eat in a formal, luxury setting. But I believe that if you enjoy something, you should experience it however you like.

Now, that mindset is becoming more mainstream.

You see people putting caviar on chicken nuggets, on pizza, on all kinds of foods. What was once taboo is now part of a larger trend. It’s less about status and more about experience.

Younger generations, in particular, are very focused on sharing experiences. They’re less interested in owning things and more interested in moments they can enjoy and share — often on social media. Caviar fits very well into that.

At the same time, lowering the price point has been critical.

A lot of people assume caviar is only for the ultra-rich. That’s a misconception. Yes, it’s a premium product, but it doesn’t have to be out of reach. You can spend $50 or $100 and have a meaningful experience.

In many ways, I think of what we’re doing as similar to what happened with sushi. Years ago, sushi wasn’t widely consumed in the US. Now, a large percentage of the population eats it regularly. We believe caviar can follow a similar path.

An important piece to making that happen is quality. For many of our customers, trying our brand is their first time trying caviar, and you only get one chance at a first impression. If that experience isn’t great, they may decide they don’t like caviar at all.

That’s why we’ve always focused on offering the highest-quality product possible. And that approach has helped us grow.

We started as a direct-to-consumer brand, but many of our customers own restaurants, hotels, and even airlines. They began introducing our caviar into their businesses, and our enterprise side has grown quickly as well.

More restaurants are now offering caviar — not as a stand-alone luxury item, but as an upgrade. Similar to how you might add truffles to a dish, you can now add caviar to pasta, pizza, or other foods.

I think that’s a big shift. It’s moving from something reserved for special occasions to something that can elevate everyday moments.

In the past, demand was concentrated around holidays like New Year’s or Christmas. Now, we’re seeing people enjoy caviar for many special occasions — Mother’s Day, brunches, parties, and even regular weekends. We even have a caviar subscription, like a wine club, for people who want to enjoy it more frequently.

Personally, I also see a wellness angle.

Caviar naturally contains omega-3s, vitamin B12, iron, and other nutrients. It’s something that makes you feel good while you’re eating it and afterward. I’m very focused on how food impacts energy and overall well-being, and caviar fits into that.

I don’t think the industry is fully there yet in terms of positioning it as a wellness product, but I believe that in the future, for something to be considered truly luxurious, it will also have to be healthy and produced the right way.

Ultimately, our goal is to make caviar an everyday delight.

We believe the timing is right. In some parts of the world, it’s already part of the culture. Now, we’re seeing that shift happen more globally.

Caviar doesn’t have to be about exclusivity anymore. It can be about celebration — big or small — and about sharing experiences with others.




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He didn’t want to move away from his friends, so he built them an apartment building. Now, they all own it.

Nearly a decade ago, real estate developer Chad Dale made a purchase that changed the way he thought about how people live together.

Dale and a small group of his friends had decided to pool their money to purchase a vacation home on Whidbey Island, about an hour from Seattle. With five families with young children cycling in and out of the four-bedroom, one-bath farmhouse sharing meals, splitting chores, and weathering the inevitable frictions of living in close quarters, Dale realized that sharing property was a great idea in theory, but not sustainable in practice.

“There were a lot of people sharing an intimate space — it was a little too intimate,” Dale told Business Insider. “There were lots [of things] about that place that were great, and lots that weren’t great.”

The vacation home experiment’s shortcomings sparked an idea for something bigger and more permanent.

For years, Dale turned over the same question: What would communal living look like if it were designed to last?

He found his answer in co-housing, an arrangement where people have private homes but share amenities and collectively manage common spaces. Not to be confused with co-living, which is when people have private rooms in shared homes, co-housing is unlike a typical rental setup in that residents also often have an ownership stake or governance role in the housing community. It’s a housing model that is gaining traction as people seek more sustainable, community-oriented housing.

An ‘adult version’ of a co-op community


A rooftop of a residential building with people sitting on furniture.

The rooftop of Shared Roof.

Andrew Storey



Dale is the developer behind Shared Roof, a 35-unit community that opened in 2023 in Seattle’s Phinney Ridge neighborhood.

Dale financed the project with the help of 13 other friends and family members, each of whom invested in the building. Contributions ranged from $50,000 to $5 million, and ownership stakes in the building’s LLC are proportional to each person’s investment. At Shared Roof, there are no HOA fees; residents still pay monthly rent, but it goes directly to the LLC rather than a traditional landlord.

“It’s a business model that you see sometimes in office buildings, but I’d never seen one done in a mixed-use building,” said Ray Johnston, who helped lead the project as a founding partner of Johnston Architects. “The things that Chad and his friends came to the table with were exciting.”

Designing the building took careful planning


Side-by-side images of the interior of a residential building and inside its greenhouse.

The building was designed to promote community interaction.

Andrew Storey



Shared Roof is meant to feel more like a European block than a typical new build in Seattle. Dale points to places like Amsterdam, where design encourages neighborly interaction and sustainability, as sources of architectural inspiration.

The five-story building wraps around an interior courtyard, with underground parking below. No two units are alike; residences range from about 2,000 to 5,000 square feet.

“One of the more interesting challenges in the project came on the fourth and fifth floors, where many of the long-term investors live, and the units were highly customized to serve the needs of different families,” Johnston said. “It required thoughtful, more detailed spatial planning than in typical multifamily projects to make those individualized layouts fit together under one roof, but it also presented an opportunity to create spaces that reflected how the residents wanted to live.”

While residents have private homes, they share a suite of amenities, including a library, an art room, and a rooftop greenhouse. Street-level retail — such as a café, a brewery, and several restaurants — help keep the community connected to the surrounding neighborhood.


A top view of Shared Roof, featuring its solar panels and greenhouse.

The building has solar panels on the roof, electric heat pumps, and energy-recovery ventilators.

Andrew Storey



For Dale, co-housing was a way to get the community and amenities he and his friends craved without paying peak city prices or having to move away entirely.

Still, living at Shared Roof isn’t cheap. Some larger units in the building have a monthly rent of $8,000. To ensure affordability, Shared Roof participates in Seattle’s Multifamily Tax Exemption program (MFTE) and has set aside about 20% of units for moderate-income renters.

“It was incredibly important for us to have as much diversity — including income diversity — in the building as we could,” Dale said. “We’re huge supporters of infill diversity, rather than separate diversity. In my opinion, that’s not the correct approach.”

It’s a multi-generational building


A man and a woman smile on a balcony.

Chad Dale and his wife.

Courtesy of Chad Dale



Nine of Shared Roof’s investors live in the building, including Dale, who lives with his wife and their three kids in a 1,800-square-foot, three-bedroom unit.

Dale views being surrounded by a mix of younger couples and older residents as a unique plus to their living arrangement.

“There are groups of people that benefit from being together, and our model was really about a generational, family-oriented approach,” he said.

“My folks and my wife’s folks are all in Michigan, so my kids didn’t get a lot of interaction with older people. To see my neighbor with Parkinson’s interacting with my 7-year-old — they’re both winning.”


Side-by-side images of a gym and a library room with people in both spaces.

The building’s gym and library room.

Andrew Storey



The kids also have plenty of other children their age in the building, and with so much to do there, from hanging out on the rooftop trampoline to playing on the 5,000-square-foot turf soccer field, hangouts are often — sometimes more than parents would prefer.

“They come home, crack the door, toss their school bag inside, and then leave because all their friends are around,” Dale said. He added that “while that’s really cool, and exactly what I was hoping for, it’s an unintended consequence.”

‘I love our life here’


A couple smiles in a selfie.

John Ware and his partner, Liesl Langley.

Courtesy of John Ware



John Ware, a technical program manager, and his partner, Liesl Langley, had been living in a large home in Phinney Ridge, but were looking to downsize as they entered the empty-nest years. After hearing about Shared Roof through word of mouth and touring the building, they were sold.

Ware and Langley are investors in the building and were among the first couples to move in. They’re in a 2,000-square-foot apartment with three bedrooms and 2.5 baths. Inside, it’s finished with hardwood floors, walnut custom cabinetry, and high-end appliances, including a Liebherr refrigerator.


A living room in an apartment, with a massive record collection and art on the walls.

Ware’s apartment.

Courtesy of John Ware



Fancy finishes aside, Ware said one of the biggest draws to living at Shared Roof is the community he and Langley have become a part of.

“I used to live in a building that had about 90 units, and I probably knew a third of folks, but we know every single person who lives in this building. We have a group chat on WhatsApp, so that folks can stay in touch with what’s happening,” Ware, 54, told Business Insider.

He and his partner have become the building’s unofficial — and, in practice, official — social directors. Every year, they host an Oscars party, and in the weeks leading up to it this month, they’ve been holding a movie night every week.

Ware said it’s little things like this that make co-housing worthwhile.

“We travel here and there, but after we’ve traveled for a while, I just want to be home, because of where we live — not just Seattle, but our neighborhood and community,” he added. “I love our life here and love this place.”

For some residents, co-housing is a lifeline in a pricey city


A woman poses next to her son, they smile in front of a greenhouse.

Mary Jo Wagner and her son.

Courtesy of Mary Jo Wagner



Mary Jo Wagner, a spa owner, fell in love with Shared Roof after visiting a client who lived there.

“I had just come to visit her one day for dinner, downstairs at one of the restaurants, and I was just thinking to myself how amazing it would be to live in a community like this,” Wagner, 53, told Business Insider.

Wagner moved in with her adult son in 2024, but he has since moved out. Over the past year, she downsized from a two-bedroom to a one-bedroom unit with her dog. Her apartment is among the roughly 20% of units set aside in the building for moderate-income earners.

“The median income in the city is so incredibly high, so it drives up all the prices of the regular rental units that are available,” Wagner said. “The fact that Shared Roof participates in this MFTE program is absolutely amazing because it is more affordable.”


A woman walks a dog, and a man and a woman sit down at a table.

People sitting outside the wine bar.

Andrew Storey



Wagner said the building’s amenities, along with its retail stores, including a wine shop and a bakery, also helped seal the deal. She especially loves the building’s library and the rooftop garden.

“I live in a small one-bedroom unit, but if I want to have my friends or family over for a larger gathering, there are spaces in the building to do that, which is just amazing.”

For Wagner, Shared Roof doesn’t feel like a typical apartment complex. Beyond the extra amenities, the connections she’s made there feel genuine.

“Everybody kind of looks out for one another,” she said. “It feels a little bit like being a part of a large family.”




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Chong Ming Lee, Junior News Reporter at Business Insider's Singapore bureau.

I’ve been a product manager at one of China’s biggest tech firms. Here’s how Chinese AI products are built differently.

This as-told-to essay is based on a conversation with Yilin Zhang, an AI product manager at AI startup Kuse who worked at Meituan for more than three years. It has been edited for length and clarity. Business Insider has verified his employment and academic history.

I graduated from Tsinghua University with a master’s degree in computer science in 2021 and then joined Meituan — one of China’s biggest tech firms — as a product manager.

At Meituan, China’s platform for local services, especially known for food delivery, I worked on two AI projects. One was a consumer-facing AI assistant that helps users complete various tasks, including ordering food. The other was a merchant-facing AI agent designed to help businesses manage their daily operations, including handling reservations, managing orders, and supporting routine operational tasks.

The main difference between how products are built in China and in the US comes down to the market.

Why Chinese tech companies are so cost-efficient

Across most large Chinese tech companies, AI product development accelerated more aggressively around 2025.

The AI initiatives I worked on at Meituan started around April or May of that year. It coincided with the surge of interest around DeepSeek, when attention around AI agents took off.

Large companies began racing to build AI projects, and almost every business unit launched its AI initiative.

For a long time, especially before 2021 or 2022, Chinese tech companies were primarily focused on domestic competition rather than overseas expansion. Because competition in China is intense, tech companies were forced to become extremely efficient. Their execution methods have been sharpened to an almost frightening degree.

Constraints have also pushed Chinese AI companies to pursue different paths, with a strong focus on open-source models and cost efficiency. These limitations forced exploration in new directions, and those paths have proven valuable in their own way.

DeepSeek is a good example. Because of international restrictions, it couldn’t access large numbers of GPUs and was forced to innovate around efficiency instead.

Why Chinese AI products differ from the West

Chinese and overseas markets are fundamentally different, leading to distinct user bases, expectations, and product designs.

Chinese users have a much lower willingness to pay for software; hence, many mass-market AI products, such as Doubao, tend to be free. The core objective is often to scale active usage.

Many capabilities are packaged into a single prompt you can ask, essentially a chatbox interface with a low barrier to entry.

International AI products target users doing high-value tasks. They are more often designed for desktops than for mobile devices, with interfaces better suited to work contexts. These products explore how AI and humans can collaborate and intersect across different work scenarios, helping users complete tasks more effectively and efficiently.

In China, that user group is relatively small. That makes it harder for its mainstream AI products to move beyond chat-based forms into more advanced products.

China’s internet success over the past decade has also largely come from consumer-facing apps. That environment forces product managers to obsess over user feedback and relentlessly polish even the smallest features.

Teams may spend enormous effort refining a tiny feature just to win over a small group of users. In markets with less competition, that level of detail isn’t always necessary.

The AI startup scene is growing in China

After three to four years at Meituan, I felt I had learned most of what I could from that environment. I left to join the AI startup Kuse in October.

AI is evolving extremely fast. In large companies, iteration speed can be slower. Many of my friends across different Big Tech companies share this same frustration. Smaller, more agile companies can adapt faster.

In the past, top graduates had basically two paths: becoming a civil servant or joining a Big Tech company.

That’s changing. Especially over the past year, many AI startups have emerged, and more young people are choosing entrepreneurship. AI has created a new path outside Big Tech.

By 2025, not being involved in AI at all will feel like staying in the PC internet era of 2010 instead of joining the mobile internet wave.

Do you have a story to share about working in a Chinese tech company? Contact this reporter at cmlee@insider.com.




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A 26-year-old built a $260,000 ADU on her family’s property. Now, she lives in the 748-square-foot space with her sister.

Corippo’s parents had purchased a small piece of land near the national park in California when real estate prices were low, unsure what to do with it.

When they started toying with the idea of building a cabin on the land, Corippo, her brother, and her sister decided to pool their resources and invest in the build with her parents.

“When we were little, my parents invested in Apple stock, which they bought for nothing,” Corippo said. “We used those Apple stocks in our savings to invest in this first home.”

The 650-square-foot house became a family project. It had one bedroom, a separate lofted sleeping area, and one bathroom. Corippo and her father told Business Insider the build cost around $300,000, which included creating a well, septic tank, and driveway on the property. Corippo moved into the finished space in 2024.

“It was definitely a family collaboration of making it somewhere I could live, but also something that would be an investment once I moved out,” Corippo said.




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A family built a multigenerational home in Oregon that’s basically 2 houses connected by a hallway

Ochoa thinks of her parents’ side of the house as a distinct home.

“Once you hit that door, you basically walk into a whole separate house,” Ochoa said. “They also have the open concept, and I feel like their side feels a lot bigger than it is because of that.”

Their space has a living room, kitchen, an office, and a half bathroom in addition to their primary suite. They don’t have a separate dining area, but they have a table big enough for four people to eat.

The entire home is also mostly ADA accessible, which may come in handy as everyone ages.

“All of our doorways throughout the entire house are wider than standard doorways,” Ochoa said. Their showers are also wheelchair accessible. No one in their family needs the accessibility at the moment, but they wanted the home to suit their needs, no matter what.

“We’re not planning on moving,” Ochoa said. “I didn’t build this house for nothing.”




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