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Losing one of my students led me to reshape my priorities at home

It was an ordinary day. Until it wasn’t. The school day hadn’t even started yet.

Students were gathered in the auditorium the way they did every morning — the early arrivals waiting for the first bell. Some were half-asleep. Others were talking with friends, scrolling their phones, or finishing homework. It was the quiet, in-between time before the day officially began.

Then suddenly, everything changed. One of my students collapsed right in front of me.

For a moment, there was confusion. I was the first to reach her. Other teachers and staff rushed forward while the room filled with that strange, suspended silence that happens when people realize something is terribly wrong but don’t yet understand what’s happening.

Emergency responders arrived. Students were ushered out. Adults moved quickly, trying to manage the situation while shielding hundreds of teenagers from a moment no one should have to witness.

But eventually, the school day started anyway.

That’s one of the unspoken expectations of teaching: the day keeps moving. Classes begin. Lessons continue. Students still need structure, routine, and stability — even when the adults in the room are struggling to process what just happened.

In the days that followed, I stood in front of my classroom and did what teachers do. I taught lessons. I answered questions. I graded assignments.

From the outside, it probably looked like things had returned to normal. Inside, something had shifted.

Everything changed for me that day

Before that day, I carried the quiet assumption that many adults do — the belief that if you work hard, plan carefully, and follow the rules, life will mostly stay within the lines you’ve drawn.

Losing a student shattered that belief.

It forced me to confront a difficult truth, especially for parents, that’s hard to sit with: control is mostly an illusion. You can supervise, plan, protect, and prepare. You can do everything right. And still, life can change in an instant.


The author, Nicole Schildt, poses with her daughter.

The author, shown with one of her children, said that the experience of losing a student instantly shifted how she approached parenting her own children. 

Courtesy of Nicole Schildt.



When I went home to my own children after that experience, I noticed the shift almost immediately. The ordinary moments felt different. Bedtime routines lasted a little longer. I lingered a little more when my kids wrapped their arms around me before running off to school. Conversations in the car suddenly felt more important than finishing one more chore when we got home.

Achievement started to look different

As teachers, we spend much of our professional lives measuring progress — grades, test scores, benchmarks, performance data. As parents, it’s easy to carry that same mindset home. We worry about whether our kids are ahead, behind, or doing enough to keep up.

But standing in a school auditorium after losing a student has a way of rearranging your priorities. I realized, rather suddenly, that the most important things aren’t measurable at all.

It’s the way your child tells you a long, rambling story about their day. The quick hug before they run out the door to play. The moments that feel small enough to rush past. Those are the moments that matter, and I’m paying more attention to them now.

The ordinary moments matter more

What many people don’t realize about teaching is that experiences like this don’t stay at school. Teachers carry them home. They sit quietly in the background of everyday life, shaping the way we see our own families.

For me, losing a student didn’t just change the way I see the classroom. It changed the way I see time, the way I parent, and the way I move through the world.

It reminded me that the ordinary moments we assume we’ll always have are often the most fragile — and the most important.




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Lloyd Lee

Uber’s new plan to deploy 25,000 robotaxis will come from an autonomous trucking company led by ex-Uber alum

Uber has a new plan to get 25,000 robotaxis on the road — and it will come with the aid of some Uber alums and an autonomous trucking company.

On Wednesday, the ride-hailing giant announced a partnership with Waabi, a Canadian self-driving trucking startup founded by Raquel Urtasun. The partnership will include a $250 million investment from Uber, dependent on a set of milestones Waabi will have to achieve. The companies did not disclose what those were.

There are a few familiar faces here. Urtasun was the chief scientist at Uber’s self-driving car division, Advanced Technologies Group. That division was sold in 2020 to Aurora Innovation, another autonomous trucking company and Waabi’s competitor.

Waabi’s chief operating officer, Lior Ron, is also an Uber alum who founded and led the ride-hailing company’s trucking business, Uber Freight.

“Uber has always been great in building marketplaces, in matching supply and demand, and in pricing,” Ron told Business Insider. “That’s what created Uber, that what’s created Uber Eats, and that’s what I created with Uber Freight.”

Alphabet’s Waymo and Amazon’s Zoox are already on the ground providing unsupervised rides. Even in its core business, that is, autonomous trucking, Waabi has yet to deploy a fully driverless truck without safety drivers on commercial routes.

The startup didn’t disclose a timeline or announce a partnership with an automaker that can deliver that many cars.

However, Ron dismissed the first-mover advantage narrative.

“I think it’s really about: Can the system scale? Can the system be mass-deployed?” he said. “It’s not about getting the first driver out of the car or truck. It’s not about the first lane. It’s not about the first neighborhood.”

How will an autonomous trucking startup cater to robotaxis?

Trucking and ride-hailing are two different beasts. One has set routes and long stretches of highway driving; the other sees dense neighborhoods and unpredictable pedestrians.

Ron told Business Insider that Waabi has been building a generalizable AI “brain” that can be transferred to different vehicle platforms since “day one.”

“Nothing needs to be rebuilt,” Ron said.

In addition, Ron said Waabi has built a sophisticated simulator that allows the AI driver to learn from an infinite number of scenarios that can’t easily be replicated in the real world.

The simulation allows for “mixed reality testing”: An AI driver steering a truck or car is deployed on a closed course but responds to simulated events like a traffic jam or a lane-changing car that isn’t really there.

Video from Waabi shows how a truck driving on a closed-course environment can slow down, reacting to a virtual traffic jam.

“Now we can test anything you can imagine — every permutation of traffic jam under the sun, every millions of different scenarios of construction zone,” Ron said. “A motorbike cutting you off — you can never do that because you’ll be endangering the tester.”




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kelly burch

While I led my company through a $150 million acquisition, my husband handled the parenting. Here’s how we make it work in our house.

This as-told-to essay is based on a conversation with Tiffany Haynes, host of the Between Builds podcast and Substack. It has been edited for length and clarity.

I was entirely on my own when I was 19. While I was enrolled in college, I worked full-time at night in the call center of a fintech company, Jack Henry & Associates. It was a gritty, hands-on role, but an exciting time to be with the company, which was growing quickly.

I didn’t have a typical college experience. I worked a lot so I could pay for my car and home. At work, I put my hand up any chance I could. I was never the smartest person, but I worked really hard and was always willing to figure out problems. Even if I’d never done something, I would figure it out. I couldn’t afford to fail, personally or professionally.

That served me well. I gained a reputation as someone who could execute tasks with a high degree of excellence, while also operating with empathy. By the time I left Jack Henry in 2022, after 20 years, I had become a vice president.

My husband handled childcare while I worked in NYC

At that point, I was a wife, mom of five, and had been a foster mother to seven children. I live in Missouri, but my reputation was so strong that the team at Fingercheck, a New York-based HR platform, approached me about scaling the company with a goal of acquisition.

I started traveling a lot, and spending two weeks in Brooklyn at a time, with a week at home in between. My husband handled childcare, loading up the kids and bringing them to the school that they attended, where he was the superintendent.

Over three years, I helped scale Fingercheck. In October 2024, it was acquired for $150 million.


Tiffany Haynes wearing a white zip-up sweater and standing in a field.

Tiffany Haynes wants her kids to know the value of hard work.



Photo credit: Teresa’s PHOTOWORKS



After the acquisition, my husband and I founded a school

I stayed at Fingercheck until this July to help with the transition. After that, the plan was to take time to reorient myself and rest.

Yet, life had other plans. The school my husband led was affiliated with a local church. It grew so much that the church could no longer handle it, and this summer, we had a choice to make: let 100 kids find a new school community, or open our own.

It was a whirlwind four months, but we did it. I call myself the quiet cofounder of the school, and I’m not involved in day-to-day operations. Now, I’m doing some advising work and have a podcast called Between Builds. I’m also taking some time for myself to be whole, rather than hurried.


Tiffany Haynes and her husband

Tiffany Haynes and her husband connect every day over coffee.



Photo credit: Teresa’s PHOTOWORKS



We connect almost daily over coffee

My husband doesn’t take a salary — his work is our way of giving back. When he left his paying job 13 years ago to enter education, I became the breadwinner. We’ve had a lot of practice respecting one another’s domains.

The work I did with Fingercheck in New York was very fast-paced, urban, and growth-focused. The work he does here in Missouri is rural, quiet, and focused on community. It’s two different ends of the spectrum.

We appreciate each other’s different skill sets. I support the school, because he loves the school and I love him. He handled the family when I needed to travel for work, even if he didn’t fully understand the fintech world. We connect almost every morning over coffee, before the kids are up, and talk about how we can support each other. We aimed to do that even when I was working full-time, but it’s easier in the months since I left Fingercheck.

I want my kids to understand the joy that comes from hard work

I grew up poor, and I understand how privileged my family is today. We have more than enough, so we aim to give not only money but time. I try to be the advocate I never had growing up, both to my own kids and the children we foster. I’ve done a lot of work to process my own trauma from a difficult childhood, and I want my children to have a foundation of emotional intelligence and health.

I also want them to understand that it takes a lot of hard work and consistency to be excellent. They see YouTube influencers talking about making millions, and I worry that creates a short-sighted view of worth ethic and personal meaning.

I hope my kids understand the joy you get from doing hard things. I want a space where they can sit with frustrations and build resilience; I know that will serve them well in life.




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Burnout led me to build Bala — and caught up with me again as we grew. Here’s how I manage now.

This as-told-to essay is based on a conversation with Natalie Holloway, a 37-year-old cofounder of Bala, based in Los Angeles. The following has been edited for length and clarity.

The first time I recognized I was experiencing burnout, my husband and I left our advertising jobs and traveled without any set plans. This trip got me out of the nonstop grind mindset I’d functioned in for too long.

I came back to corporate work refreshed and inspired in October 2016. Our company, Bala, was supposed to be a side hustle, creating cute wrist and ankle weights inspired by our travels. We never imagined it would take off the way it did. I went full-time on Bala in 2019, and my husband joined in 2020.

After building the business for five years, we had to lay off our entire team due to the post-COVID-19 fitness industry downturn. I felt immediate burnout knowing the work that was ahead of me, but this time, I couldn’t take a year off to recover.

Having experienced burnout in multiple stages of my career, I now understand what it looks like, and I can navigate it effectively with the right tools and tactics.

I fell into advertising and burned out quickly without realizing it

After college, I landed a job in advertising and fell in love with that career path. As my career progressed, I would often stay at the office late into the night and miss 9 p.m. dinner reservations. I felt creatively inspired by what I was doing, but the hours were so long that I began to wonder what the point was.

My husband, whom I had met at work and just started dating, suggested that we quit our jobs to recover and travel, and I said yes. We were both experiencing burnout, and I didn’t even realize how bad it was until that moment.

We spent several months saving money and planning before leaving our jobs in March 2016.

We came up with the idea for Bala Bangles on our recovery trip

It was so freeing to leave with no real plan, but also scary. We didn’t have jobs, we didn’t have an income, and our résumés were not being built. But we did finally have the mental space to slow down, look around, and feel inspired.

One day, we were taking a yoga class in Indonesia, and the class was too easy; we wanted to work up a sweat. After the class, my husband, Max, had the idea for wrist and ankle weights that look like cute bracelets. We decided to try creating them when we returned.

This trip taught me that detachment is what helps the most when I’m feeling burned out, and that’s the easiest to achieve through time away from the source of my stress.

We came back and our side hustle became our full-time jobs, but then we had to rebuild again

We got back and both got new jobs in advertising, but started working on Bala on the side. We never thought it would be our full-time jobs, but it started growing.

Once we were carried in stores and had enough orders coming in, we felt we couldn’t keep up with both our corporate jobs and Bala. I left my advertising job first, and my husband followed a few months later.


Two people packing items at tables in a room with scattered boxes and a dog lying on the floor.

Shipping out Bala orders.

Courtesy of Natalie Holloway



Then the COVID-19 pandemic happened, and the fitness industry experienced a surge in demand. However, after the pandemic, the fitness industry experienced a decline, and we had to lay off our entire staff.

I was pregnant and felt like I didn’t have enough stamina to take on the work of 30 people. It was a really demoralizing time, and the burnout hit me immediately because all of our hopes and dreams were on the line.

The second time I experienced burnout, I had to confront my mindset

I was determined not to let burnout destroy my health during my pregnancy. This time, I focused on and learned the value of how I speak to myself.

During my second experience with burnout, I learned that giving myself a mantra helps ground my anxiety. Sometimes it’s something like ‘I’m calm, present, and have an abundance of time.’ Repeating this helps when I’m feeling overwhelmed and burned out.

I can’t control when stress creeps in, but I can control how I talk myself through it because my head is my reality, and I’m trying to create a positive one.


A woman stands holding baby in Bala store.

Natalie Holloway in the Bala store in Los Angeles.

Courtesy of Natalie Holloway



When we started rebuilding the business, my husband and I decided that no matter how long it took for the company to recover, we were determined to see it through to the end. We had to prepare for a marathon, not a sprint.

We’ve started regrowing our team back to its original size.

These small changes have made all the difference

I started working with a life coach, and that’s really helped. They’re helping me understand what’s on my to-do list that aligns with my values, which will give me energy, and what doesn’t align with my values, which will deplete my energy.

Although we can’t travel to cure burnout as we once did, I now take mini recovery trips, either for a weekend, a week, or a month, when I can. We sometimes visit Joshua Tree as a family to escape from LA, unwind, and mentally reset.

We also spend every July in Lakeside, Ohio. We don’t make any plans. It’s just our kids and us. We still do some work, but we’re able to meaningfully downshift our lives in a way that recharges us.

I always have my mantras going now, and I’ve learned how to feel comfortable being kind to myself. I realized that burnout is inevitable, but it’s about how I handle it. I try to prevent it by reminding myself that I’m working toward the long game.




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The US is taking a stake in a chip startup led by Intel’s ousted CEO

The US government is poised to become a shareholder in a semiconductor startup chaired by Pat Gelsinger, who ran Intel until his resignation last year.

The Commerce Department said on Monday that the Trump administration signed a nonbinding letter of intent to invest up to $150 million in xLight, a startup trying to build a more advanced and cost-effective way to manufacture chips.

The investment would come from the CHIPS and Science Act and would be structured as equity, giving the federal government direct ownership in the company.

The deal — a first from the Trump administration’s CHIPS Research and Development Office — signals Washington’s effort to regain leadership in chipmaking. Most advanced semiconductors are manufactured outside the US, led by TSMC in Taiwan and Samsung in South Korea — areas where China’s influence looms large.

Intel warned in July that it may halt development of its next-generation chip, 14A, due to financial reasons. If Intel gives up on 14A, this could be a death blow to US chip manufacturing, Business Insider’s Alistair Barr wrote in a July report.

“For far too long, America ceded the frontier of advanced lithography to others. Under President Trump, those days are over,” said Commerce Secretary Howard Lutnick in Monday’s press release.

“This partnership would back a technology that can fundamentally rewrite the limits of chipmaking. Best of all, we would be doing it here at home,” Lutnick added.

The Palo Alto-based startup, founded in 2021, is developing free-electron laser technology, “an alternative light source” for extreme ultraviolet (EUV) lithography machines that power cutting-edge chip production, the press release said.

xLight said on its website that its systems would enhance Dutch firm ASML’s machines, “the undisputed global leader in EUV lithography systems.” EUV systems are only produced by ASML. xLight’s technology will “transform semiconductor fab capabilities and dramatically reduce capital and operating expenses,” it added.

Pat Gelsinger, who was pushed out as Intel CEO late last year after the company struggled with weak earnings and fell behind in the AI chip race, became xLight’s executive chairman in March. He is also a general partner at Playground Global, the venture firm that led xLight’s $40 million Series B round in July.

Gelsinger, who was CEO of Intel from 2021 to 2024, said in an interview with CNBC’s “Squawk Box” in October that Intel “made a set of bad decisions over 15 years” and that technical leadership wasn’t “led by technologists for many years.”

“We were late on AI as well,” he added.

Gelsinger spent decades rising through the ranks at Intel and became one of the most influential voices behind the 2022 CHIPS Act, a landmark manufacturing legislation that reshaped America’s chip strategy.

xLight has the potential to “drive the next era of Moore’s Law, accelerating fab productivity, while developing a critical domestic capability,” said Gelsinger in a Monday press release.




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