Ive-always-looked-younger-than-I-am-Its-caused-challenges.jpeg

I’ve always looked younger than I am. It’s caused challenges at work, but embracing it beats trying to seem older.

When I went to meet the department chair as a freshly hired adjunct last April, the front-desk staff said, “A student is here to see you.”

I froze and wondered whether I should correct him.

I’ve always looked younger than my age, and people often assume I’m a student. When I became an adjunct professor at age 30, I realized I had a choice: try to look older, or embrace it.

If you look young in a professional setting, people don’t always say it outright — but you can feel it in the assumptions.

I’ve been waved toward the student check-in line while judging a business-school competition and asked “What are you studying?” at college events when I’m there to guest speak on personal branding.

People kindly explain things to me as if I’m new to the room until I say what I do. Even then, they raise an eyebrow and double-check: “Wait … you’re a professor?”

I smile through it in the moment, but the assumptions still trigger my inner critic. Unspoken advice hangs in the air: Be more serious. Look more professional. Blend in.

Despite the pressure to seem more mature, I chose to embrace my youthful look


Woman standing in classroom

I did make a few changes when I joined the faculty. Just not in the way you might think. 

Julie Zhu



Although there are easy ways to look older and signal authority on the surface — matte foundation, black suits, a more serious personality — the idea of shrinking myself to look the part seemed exhausting.

I own precisely one oversized black linen blazer I never wear. My energy drops whenever I throw it on, like I’ve trapped myself in a costume.

It makes me hyper-aware of myself, which is the last thing you want in a classroom stuffed with students ready and waiting to size you up.

So instead of dulling myself down (or adding that blazer to my regular wardrobe rotation), I decided to get more intentional about how I showed up.

I wanted my look to reflect how I teach: warm, creative, and engaging. I spend a probably unhealthy amount of time keeping up with cultural and marketing trends. I crack a joke here and there, even when I’m the only one who can’t stop laughing.

So I leaned into color and vibrance with purpose — bold blue sweaters, cherry-print dresses, a soft camel cape, and floral prints with a pop of pink — plus a dewy glow on my cheekbones.

These choices weren’t about making a fashion statement. I just wanted to feel comfortable and like myself, even if that meant appearing youthful.

My first class proved that the way you you show up matters more than how old you look


Woman in colorful dress smiling with arms outstretched

A bright, windy day when my hair had its own opinions and I felt fully like myself. 

Julie Zhu



I didn’t realize how much showing up as myself would calm my nerves until I stepped into the classroom.

On my first day teaching as an adjunct professor, I walked in with a red floral dress, burgundy Mary Janes, and a plan.

Sixteen new faces stared back as I asked them to pick a brand, jot down three words associated with it, and turn to a partner to compare notes.

Then it was time to share. Students explained the “why” behind their impressions — a Super Bowl commercial, the smell of a product, a friend’s comment, something their parents used to buy, or a meme they’d seen online.

No longer watching me, they were building on each other’s ideas. That was the point: Marketing lives in what people remember.

In that moment, I stopped worrying about whether I looked like a professor. When I stopped second-guessing my look, I stopped second-guessing myself, which freed me up to focus on the work.

Now, when people ask, “Are you a student?” I smile. Yes, I’m always a student of the world.

Because what really matters isn’t whether I look like a student or a professor. It’s showing up prepared, teaching with clarity, and helping students think more creatively and strategically — so they can do the same when they’re in my shoes one day, burgundy Mary Janes or otherwise.




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12 companies that are embracing remote work amid the RTO push

Updated

  • Some companies are keeping remote work policies even as other firms call people back to the office.
  • Companies like Atlassian, Dropbox, and Deel report increased job applicants and retention rates.
  • Some firms also credit work flexibility with boosting employee satisfaction.

You might not be destined for a cubicle after all.

As a number of big-name companies increase their requirements for how often workers spend time in the office, some firms are sticking with remote work arrangements.

Those leading the RTO charge have argued that face-to-face collaboration breeds a stronger culture of teamwork and creative problem-solving. However, remote companies say they are reaping their own set of distinct benefits.

The doubling down on flexibility has been a boon to recruiting at some companies, allowing firms like Dropbox and Crowstrike to tap into a wider pool of talent.

“A lot of the companies going back to the office are leaking talent to us, whether or not they want to admit it,” Alex Bouaziz, cofounder and CEO of the HR and payroll platform Deel, previously told Business Insider.

Here are 12 companies that still offer remote work — and why:

Atlassian

Mike Cannon-Brookes is the cofounder and CEO of Atlassian.

Renee Nowytarger/The Sydney Morning Herald via Getty Images

The software maker Atlassian has 13,000 employees in more than a dozen countries. Nine in 10 of its workers report that flexibility is both an important reason they stay and that it allows them to do their best work, Avani Prabhakar, the company’s chief people officer, previously told Business Insider.

Since the company introduced its work-from-anywhere policy in 2020, it has seen the number of applicants per job opening double, Prabhakar said.

Coinbase


Brian Armstrong, cofounder and CEO of Coinbase speaks onstage during 'Tales from the Crypto: What the Currency of the Future Means for You' at Vanity Fair's 6th Annual New Establishment Summit at Wallis Annenberg Center for the Performing Arts on October 23, 2019 in Beverly Hills, California.

Brian Armstrong is the cofounder and CEO of Coinbase.

Matt Winkelmeyer/Getty Images for Vanity Fair

Cryptocurrency exchange Coinbase has been remote-first since May 2020. L.J. Brock, chief people officer at Coinbase, told Business Insider via email that the company is not “remote-only,” but instead has hubs all over the world and no central headquarters.

Teams also gather in-person once a quarter for what Coinbase calls “Surges,” Brock said. Brock added that the firm is constantly iterating on its in-person meetings to make sure that the company’s remote structure evolves.

The company has taken a remote-first approach for a couple of reasons, Brock said, including the fact that Coinbase operates in a decentralized industry and that remote work allows the company to tap into a global network of talent.

“We’ve unlocked a caliber of talent that simply cannot be reached without the flexibility of remote work,” Brock wrote. “Our teams don’t have to choose between their personal lifestyle and the opportunity to build the future of global finance.”

CrowdStrike


CrowdStrike founder and CEO George Kurtz sits in dark lighting, wearing a suit and with a microphone attached to his shirt.

George Kurtz is the founder and CEO of CrowdStrike.

Bloomberg/Getty Images

Cybersecurity company CrowdStrike has a remote-first work culture. From its inception over a decade ago, the company has placed an emphasis on hiring talent from a diverse pool.

“Being a remote-first company ensures CrowdStrike can hire the best people — regardless of their geographic location,” the company wrote in 2022.

The company added that its remote structure enables employees with family or caregiving obligations to contribute to its mission.

Deel


Alex Bouaziz

Alex Bouaziz is the cofounder and CEO of Deel.

Vaughn Ridley/Sportsfile for Collision via Getty Images

Deel’s Bouaziz said the most in-demand workers are often most willing to push back — or leave — when employers introduce rigid RTO policies. He said that the strict approach by some companies has benefited Deel.

Deel has a global workforce and hired more than 2,000 employees in 2024 — out of a pool of 1.5 million applicants, the company said.

DoorDash


Tony Xu, co-founder and CEO of DoorDash speaks at the WSJTECH live conference in Laguna Beach, California, U.S. October 22, 2019.

Tony Xu is the cofounder and CEO of DoorDash.

Mike Blake/Reuters

In 2022, DoorDash committed to a “flexible workplace model” and continues to offer that structure to employees. The policy allows teams to decide how and where they want to work.

“Rather than requiring employees to work in an office for a set number of days, we recognize that elements of both in-person and remote work will differ depending on how distributed each team is, and the nature of each team’s work,” the company wrote in a blog post on the subject.

A company spokesperson told Business Insider it also offers “meaningful in-person collaboration where it makes sense.”

We’ve found that trust and clarity around outcomes matter more than rigid location policies,” the spokesperson said.

Dropbox


Drew Houston

Drew Houston is the cofounder and CEO of Dropbox.

Rodin Eckenroth/Getty Images

Dropbox implemented a “virtual-first” policy in 2021. The cloud storage company has redesigned its workforce to focus on flexibility, and this approach has paid off in both hiring and retention, Melanie Rosenwasser, the company’s chief people officer, previously told Business Insider in an email.

The average number of applicants per job is nearly sevenfold higher than it was prior to the company adopting its virtual-first model, Rosenwasser said. She added that more than eight in 10 applicants accepted Dropbox’s employment offers, and attrition is the lowest in the company’s history.

HubSpot


Yamini Rangan of Hubspot

Yamini Rangan is HubSpot’s CEO.

Courtesy of HubSpot

The software company says more than 70% of its employees work remotely. HubSpot requires its employees to work from the location where they were hired, but allows them to log on from elsewhere for up to 90 days.

Remote workers can visit an office twice a quarter. The company also offers a stipend each month to go toward expenses related to working remotely.

HubSpot also provides funds so that workers in a geographic area can meet up with their colleagues. There are also monthly virtual chats, where the company pairs someone with another employee elsewhere in the company to facilitate a sense of belonging.

Mozilla


Anthony Enzor-DeMeo

Anthony Enzor-DeMeo is the CEO of Mozilla.

Eugene Gologursky/Getty Images for Fast Company

Mozilla embraces a remote-first approach while offering in-person options.

“Employees have the flexibility to choose the type of workspace that best supports their productivity and wellbeing — whether that’s a home office, a Mozilla office, or a co-working space,” a spokesperson told Business Insider in an email.

The open-source software company has offices or coworking spaces in several locations, including San Francisco, New York, Berlin, Toronto, Paris, and London. For those who prefer an office setting but are based elsewhere, the company may cover the cost of a coworking space, Mozilla said.

“By accepting the imperfect reality of a hybrid environment, we enable ourselves to take full advantage of the opportunity of this moment,” the company wrote in a 2022 blog post.

Olipop


Ben Goodwin sitting on couch withn Olipop wall behind him

Ben Goodwin is the CEO of Olipop.

Ben Goodwin

Olipop has been remote since its founding, but the prebiotic soda brand, which has roughly 220 staff members, hosts cohorts of new hires for off-sites throughout the year and also holds regular leadership and individual team off-sites.

In a previous interview with Business Insider, CEO Ben Goodwin said that instead of investing in office facilities, Olipop pays significant costs in employee benefits and perks. The company pays for employees to have a gold PPO plan and covers 95% of insurance costs, Goodwin said.

Olipop also offers department off-sites, a party at the end of the year with a DJ and a hotel stay, new hire orientations, and a program for leadership called Olipop Leadership University.

Spotify


Daniel Ek

Daniel Ek is the CEO of Spotify.

Kevin Dietsch/Getty Images

Since early 2021, when the music streaming service introduced a policy allowing employees to work from anywhere, Spotify has seen about half of its employees working remotely — from home or elsewhere — and the remainder going into an office.

Spotify states that roles are often associated with specific regions or time zones; most employees have the option to work from a country where the company has an established entity.

The annual attrition rate at Spotify has fallen to 3%, about half of what it was before it began the policy, according to the company. At the same time, the average time to hire workers has dropped to 37 days from 48, Spotify said.

Toptal


Taso Du Val

Taso Du Val is the CEO of Toptal.

Shauna Clinton/Sportsfile for Web Summit via Getty Images

Toptal, a company with about 700 employees, has operated remotely since its inception. Taso Du Val, CEO of the talent sourcing company, previously told Business Insider that he thinks of the structure as hybrid, because teams meet typically for three-day off-sites once a quarter.

He said the ideal work structure is an “80/20 mix,” which he describes as working remotely 80% of the time and meeting in person the other 20%.

Zapier


Zapier cofounders

Zapier cofounders are Wade Foster, Bryan Helmig, and Mike Knoop.

Zapier

For a week each year, the software company Zapier brings together its workers and customers to focus on various projects, Brandon Sammut, the company’s chief people officer, previously told Business Insider.

By working with customers and problem-solving with teammates, he said, “you naturally build connection and belonging.”

Some of Zapier’s 800 workers, who are spread across 42 countries, also gather periodically to focus on a particular topic or challenge.

An earlier version of this story appeared on November 14, 2025.

Have a tip? We want to hear from you. Reach out to the reporters via email at aaltchek@insider.com and tparadis@insider.com, or via the secure messaging app Signal at aalt.19 or tparadis.70.




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A Facebook veteran took a big career risk that resulted in a ‘giant failure’ — but embracing a ‘J-curve’ career path paid off

At 25 years old, Molly Graham was thriving in Facebook’s HR department when a senior executive urged her to transfer out of her stable role and help build a mobile phone instead.

She took the risk — and it could have derailed her career.

But Graham, who later became a C-suite executive at some of America’s biggest companies and philanthropies, now views that risky bet as one of the most important moves she ever made.

“It just felt like falling off a cliff,” Graham, now the founder of Glue Club, said in a recent interview on Lenny Rachitsky’s podcast. “Taking risks, accepting the terrible fall and that experience of falling has been more than worth it.”

Graham described the experience as part of what she calls the “J-curve” — a career trajectory where a risky move leads to an initial drop before eventually producing outsized gains. Visually, she describes it as standing on a ledge, stepping off, sinking briefly, and then rising far higher than where you started — just like the shape of the letter J.

The concept, which she has also written about in her Lessons Substack, challenges the idea of a steady career ladder that steadily moves up and to the right.

Instead of climbing rung by rung with promotions every two to five years, Graham argues that some of the most valuable professional growth comes from jumping into roles you aren’t ready for and surviving any setbacks.

Graham’s own J-curve began when billionaire investor and “All-in” podcast host Chamath Palihapitiya, then Facebook’s vice president of growth, recruited her to help develop a smartphone, encouraging her to make the move by sketching out the J-shaped trajectory on a whiteboard.

He brought her on despite her having no experience in product development, dropping her into rooms filled with engineers and phone specialists with deep subject matter expertise. She recalled feeling like an “idiot” for much of her first six months.


Headshot of Molly Graham, the former Facebook and Google executive, and writer of the Lessons Substack

Molly Graham, the former Facebook and Google executive and writer of the Lessons Substack.

Molly Graham



At her midyear review, Palihapitiya delivered what Graham called the worst performance evaluation she had ever received. But the new experience eventually expanded her expertise.

“Slowly, I remember I had been doing all these trips to Taiwan because we were actually working on hardware and I, at some point, came back from Taiwan and I like drew on a whiteboard for him the layout of a mobile phone, trying to explain to him kind of like why something he wanted to do was not possible,” Graham said. “And I so vividly remember walking out of that meeting being like, ‘Oh like I actually know things.’ And slowly then over the following three years I became an expert in mobile.”

Palihapitiya did not respond to Business Insider’s request for comment.

“The phone itself was a giant failure — a massive, costly failure for Facebook,” Graham told Rachitsky on the podcast. “But it was not a failure for me.”

She credits the experience with teaching her that she could operate far outside her comfort zone — a lesson that later helped her take on senior leadership roles, including serving as COO of Quip, which Salesforce acquired for $750 million, and overseeing operations at the $7.4 billion Chan Zuckerberg Initiative.

The J-curve, Graham said, is especially common at fast-moving companies like Meta, Alphabet, Nvidia, and SpaceX, where leaders value employees who are willing to take big risks early and learn quickly. In those environments, proving adaptability can matter more than checking every qualification box.

Not everyone supported Graham’s decision at the time. She said Facebook COO Sheryl Sandberg, then the number two at the tech giant, advised against the move — as did her father.

“When wiser, more experienced people questioned the job offer, it definitely made me pause,” Graham told Business Insider in a follow-up email. “But my gut felt really strongly that I needed to take the risk.”

That instinct, she said, ultimately helped her discover what kind of work she didn’t want to do, and where her strengths lay. She didn’t want to sift through mock ups of hardware design and argue about a button’s placement. Instead, she sharpened her management skills and prepared to help lead large organizations.

“The much more fun careers are like jumping off cliffs,” Graham told Rachitsky. “They can take you to places that you never could have imagined.”




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As my teens get older, they’re fiercely embracing our holiday traditions again. I love it.

As a mom of three teens, ages 14 to 18, I’ve had my share of years as the bringer of holiday magic. While I never welcomed the Elf on the Shelf into our home (no regrets), I did pretty much every other holiday tradition, including festive train rides and mall photos with Santa.

In the years when my kids were young, the weekends between Thanksgiving and New Year’s were packed with holiday activities, leaving me exhausted and counting the days until they went back to school in January. The elation of Santa’s arrival was paired with too-early wakeups and too many presents to assemble late at night. I loved seeing the joy in their eyes when they opened that LEGO set or butterfly-growing kit, but man, it was exhausting.

Then came the tween years, which had me begging for someone — anyone — to join me on our annual drive through the neighborhood to look for the best holiday lights. These were the years when everything seemed like forced family fun, and I had to resort to heavy bribery (or light threats) to get anyone to come along.


The author poses next to a Christmas tree with her husband and their three children.

The author said her kids stopped enjoying holiday traditions they once loved when they became tweens. Now that they’re older, they’re starting to enjoy them in new ways.

Courtesy of Kate Loweth



My teens have come back around

It was only in the last year or so that I’ve seen a change in my kids. It started with my 18-year-old daughter planning a trip to the pumpkin patch with her high school friends. I had resigned myself to grocery-store pumpkins the last few years, as nobody seemed excited to make the effort to visit the pumpkin patch (and I wasn’t paying pumpkin-patch prices for grumpy kids). When my daughter mentioned that she and a few friends were going to the pumpkin patch on a Friday night, I was surprised but secretly excited, because who doesn’t love wholesome teen activities?

Then, when I wasn’t immediately busy decorating our house for Christmas after Thanksgiving, my 14-year-old son took it upon himself to hang the stockings and decorate the tree. My middle kid put up the outdoor Christmas lights without any adult prompting or assistance. Then, after skipping the nearby drive-thru lights experience for many years, the kids asked if we’d be going this year. Immediate yes.


The author's son stands on a ladder while hanging holiday lights on the family home.

The author said her middle child took it upon himself to hang holiday lights on the family home.

Courtesy of Kate Loweth



Passing on the holiday magic

These festive activities, which once felt optional and even embarrassing to my kids, now seem to matter to them once again. While there’s nothing like those early years with kids who are all in on Santa and his holiday magic, I’m finding a different kind of joy in this stage. I love watching my teenagers take it upon themselves to fill our house with the holiday spirit, not because I asked them to, but because they wanted to.

For years, I carried the responsibility of creating holiday magic. Now I see that letting go made room for something better. As my kids inch closer to leaving the nest, I love seeing them bring new life to our family traditions.




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