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I’m a third-generation cafeteria owner who loves the work, but I won’t push my kids into this business

This as-told-to essay is based on a conversation with Michael Greene, 53, third-generation owner and operator of the 70-year-old Matthews Cafeteria in Tucker, Georgia. It has been edited for length and clarity.

My family has run Matthews Cafeteria for three generations. A fourth would be rare and special, but I don’t expect it.

I have four kids, ages 12, 10, 8, and 4. They’re all boys, and people often assume that at least one of them will take over one day, but I’m not going to push them into this business if they don’t want it.

I was one of four, and my parents didn’t pressure my siblings or me to run the family business. They gave us the chance to be anything we wanted. So when I think about my sons, I want them to have that same freedom.

I don’t expect they’ll want this type of work. I was the only one in my generation who wanted anything to do with the business, and it’s a tough job. It’s also extremely rewarding.

I didn’t enjoy the cafeteria when I was growing up

At age 12, my parents required me to start working in the cafeteria during the summer. I started out washing dishes. I only spent about three hours a day at the job, but it felt like 12.


Sign on side of building that reads

Matthews Cafeteria was established in 1955. 

Business Insider



Meanwhile, my friends, who didn’t have jobs, were at the pool. So, the cafeteria was by no means my favorite place to be as a kid because it felt like I was missing out.

That said, I plan for each of my sons to work the same job I did as a kid. My eldest will start this summer.

I don’t expect him to like it, but it’s important to see what his Dad does, to see where the money comes from, and what it takes to make a dollar.

I eventually found my way back to the family business


Michael Greene preparing food in Matthew's kitchen.

Greene prepares food in Matthew’s kitchen. 

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I can’t remember exactly when I decided to go into the family business. Looking back, I think it was my destiny to end up here because cooking is my passion.

As a kid, I would watch chefs like Nathalie Dupree and Julia Childs on TV and try to recreate what they made. When I went to college, I majored in communications, but never found it rewarding.

Nothing else turned me on the way cooking did. Cooking was my only passion back then, and I’m lucky to say it still is today. Sometimes, when you have to make a living out of what you love, it takes the fun out of it. I’m grateful that the bottom line hasn’t spoiled my joy.

I run the production side of things at Matthews, watching the food transform from raw products into what you see on your plate. That’ll never get old.

The work is harder than it looks, though. You’re on your feet all day — lifting, moving, cooking, solving problems. It’s not a desk job.

Up until recently, I was here at 5 a.m. to open and stayed until about 3:30 in the afternoon. Now we open at 6 a.m., and I don’t work quite as much as I used to because life is busy with four kids. I also have an incredible staff who, along with my wife, are really what keep this place running smoothly.

During COVID, my wife took on the business side — handling payroll, taxes, catering, everything — after our managers quit.

So, we really don’t get to turn off ever — there’s always something that needs to be done. That’s why I don’t take it lightly when people assume my kids will step into this business.

This business has given me a good life


Plaque that reads

Plaque commemorating the table at Matthews where Michael met and proposed to his wife. 

Business Insider



If one of my boys wants to do this and has a passion for it, then I’ll support that. But I don’t want them to have it as a crutch. Instead, I want them to study hard, get an education, and forge their own path.

This business has given me a good life. It’s supported my family and about 30 employees. It’s where I met my wife. We got engaged at the same table where I first laid eyes on her. It means a lot to me now in a way it didn’t when I was younger.

If one or more of my kids choose the same path, it will be because they want it — the same way I did.


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Box CEO says it won’t just be engineers running up AI token bills

Box CEO Aaron Levie says tech companies won’t be the last to see AI budget balloon.

“This will of course start in engineering, where we already know developers can run multiple agents in parallel, or have projects going over night,” Levie wrote on X. “But this eventually hit the rest of knowledge work as well.”

As examples, Levie cited legal and sales as two areas that could become big token users.

Tokens determine how AI is measured and how its consumption is priced. They are units of text, a word or part of a word — essentially the building blocks of Large Language Models, which power popular chatbots like OpenAI’s ChatGPT, Anthropic’s Claude, or xAI’s Grok. Importantly, tokens are not a flat fee, and AI companies tend to charge more for using the most advanced models and asking more complicated questions.

Levie’s post was in response to Nvidia CEO Jensen Huang’s view that he would be “deeply alarmed” if an engineer being paid $500,000 didn’t use AI tokens equivalent to at least half of that salary.

“That $500,000 engineer at the end of the year, I’m going to ask them how much did you spend in tokens? If that person said $5,000, I will go ape something else,” Huang said during an episode of the “All-In Podcast” published on Thursday.

Levie said, “This underlying concept and trend is going to be very real, because workers who properly leverage AI are only going to consume more of it.

“Their compute budgets are just going to monotonically go up over time,” he wrote.

It won’t just be workers either, Levie said. Agents, which can run during all hours, are likely to be the biggest token consumers.

“These aren’t chatbot workflows answering a simple question, but agents that are running and processing through incredible amounts of data at scale, and generating all new forms of information,” he wrote.

Not everyone will be thrilled with their AI compute budgets. Venture capitalist Chamath Palihapitiya said he had to tell 8090, his startup software company, to stop using Cursor, a popular AI coding tool, after seeing just how much the firm was spending on tokens.

“Our costs have more than tripled since November of 25,” Palihapitiya said a previous episode of the “All-In Podcast.” “Between the inference cost that we pay AWS, which is ginormous, between our cost with Cursor, between Anthropic, we are just spending millions.”

Levie said companies “will have to figure out how they budget for this.”

“It likely won’t be an IT budget item over time, but ultimately owned and allocated by the business,” he wrote. “Maybe the CFO is ultimately the head of AI :-).”




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The oil price spike won’t fix Russia’s strained finances, an analyst says

Oil prices have surged after fresh conflict in the Middle East raised fears of supply disruptions through the Strait of Hormuz — a move that would normally be a windfall for Russia.

But this time, it may not be enough, according to an analyst.

“The current temporary spike, filtered through sanctions discounts and an unfavorable exchange rate, is unlikely to change the fundamental arithmetic,” wrote Alexander Kolyandr, a senior fellow at the Center for European Policy Analysis, in a Wednesday post.

International benchmark Brent crude and US West Texas Intermediate were more than 3% higher, trading around $84 and $77.50 per barrel respectively late on Wednesday. Both grades are around 35% higher this year.

Russia is one of the world’s largest energy exporters, and its federal budget — and by extension President Vladimir Putin’s war in Ukraine — relies heavily on oil and gas revenue.

Yet Moscow does not receive international benchmark prices for its crude. Its Urals oil trades at a sanctions-driven discount, and the strong ruble means each dollar of oil revenue converts into fewer rubles for the budget.

As a result, Brent above $80 does not automatically deliver the revenue Russia needs.

Oil and gas revenues plunged 50% in January from a year earlier, falling to levels last seen during the pandemic shock in 2020. Meanwhile, the federal budget ran a deficit of 1.72 trillion rubles — about 0.7% of GDP, according to Russian Finance Ministry data.

“Unless oil prices stay higher for longer and the ruble weakens significantly, the Kremlin’s budget problems are here to stay,” Kolyandr wrote.

Kolyandr’s analysis comes as investors weigh whether the latest Middle East escalation will trigger a sustained oil shock, particularly for Asian countries that are reliant on heavily reliant on Middle Eastern energy.

China and India — now two of the biggest buyers of Russian crude — still source a large share of their oil from the Middle East, leaving both exposed to disruptions in the Strait of Hormuz.

Any prolonged disruption in the Strait of Hormuz could shift trade flows, potentially increasing scrutiny on whether Asian importers turn further to discounted Russian oil.

Markets have been volatile following the US and Israeli attacks on Iran over the weekend. On Wednesday, stocks in Asia slumped on energy security fears before rebounding on Thursday.




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Safety advocates say GOP effort won’t mandate needed cockpit alarm

Lawmakers appear to be at an impasse after the failure of a bipartisan bill that would have mandated something most airline cockpits still lack: a real-time view of other aircraft.

The ROTOR Act failed in the House by a single vote. It had passed with bipartisan support in the Senate and backing from families of crash victims of the January 2025 collision involving an American Airlines jet. It also had the support of pilot and flight attendant unions, airlines, and the National Transportation Safety Board.

Advocates say they will oppose a new GOP bill that does not mandate cockpit monitors.

Families were unhappy with the bill’s failure to garner the two-thirds majority needed to pass a procedural measure on Tuesday: “It was defeated by eleventh-hour objections built on misleading technical claims the NTSB’s own investigators have publicly refuted,” they said in a joint statement.


Rep. Don Beyer, D-Va., speaks during a news conference to discuss aviation safety reform legislation

Rep. Don Beyer, a Virginia Democrat who supported the ROTOR Act, speaks during a news conference to discuss aviation safety legislation. He’s surrounded by families of the victims.

AP Photo/Mariam Zuhaib



The bill split House Republicans, with some of the 132 opponents saying the additional monitoring systems would be expensive and were unproven; some are advocating for an alternate bill, the ALERT Act, that leaves air traffic controllers primarily responsible for collision alerts and allows some military flights to opt out of transmitting their positions.

At the heart of the debate was a proposed requirement to equip commercial aircraft with GPS-based “ADS-B In,” which would display nearby air traffic on the flight deck screen — potentially closing the gap revealed by last year’s AA crash with an Army helicopter near Ronald Reagan National Airport that killed 67 people. Overstretched air traffic controllers had struggled to track the mix of commercial and military flights in DC’s crowded airspace that day.

Commercial aircraft have been required to carry the sister technology, “ADS-B Out,” since 2020, which feeds their position to air traffic control. Think of it like ADS-B Out is talking and ADS-B In is listening. ADS-B Out has drastically improved safety by being more precise than radar and enhancing pilot situational awareness.


Example of ADS-B

Example of a generic Garmin ADS-B traffic monitor in an aircraft.

Garmin



Supporters of the ROTOR Act — which would also require certain military planes to broadcast their position in civilian airspace — argued that adding these monitors would allow pilots, as the last line of defense, to react to hazards when seconds count.

In comments shared with Business Insider, Syracuse University professor and aviation safety expert Kivanc Avrenli said the use of ADS-B In on the American jet would have given its pilots 59 more seconds to react before impact. In reality, the traffic-avoidance collision alert came only 19 seconds before, he said, and maneuver instructions weren’t possible due to altitude limits.

“In dense airspace, that extra 40 seconds can be the difference between having time to sort out a conflict and having no real options left,” he said. “Delaying these upgrades means continuing to rely on systems that simply were not built for this kind of scenario.”

ADS-B In would not only help in flight but also on the ground, where a series of runway incursions has exposed the limits of what controllers can handle in real time. In the months after the January accident, two separate military aircraft had close calls with US passenger jets.

The Pentagon initially supported the original bill. On Monday, it changed its position and said the technology risks “significant unresolved budgetary burdens and operational security risks affecting national defense activities.” Some Republicans came out against the bill and threw their weight behind a different effort.

House Republicans Mike Rogers and Sam Graves, who voted no to ROTOR, have instead pushed a revised version of the bill.


Families of the victims at sante hearing.

Families of the victims supported the ROTOR Act.

Heather Diehl/Getty Images



During a Senate hearing on Monday, Graves said ALERT would be a “comprehensive package” that would enhance military coordination and pilot training and address all 50 NTSB recommendations. He said the ROTOR Act only addresses two of the recommendations.

ALERT would not require ADS-B use — essentially maintaining the current system that relies on air traffic controllers to detect potential conflicts in and around airports and communicate with pilots. It would also absolve military aircraft of having to use the anti-collision technology in certain airspaces, citing security risks.

Graves added that ADS-B In would be a burden to implement on the 5,500 planes in the sky, would “unintentionally lead to an operational crisis in 2031,” and be an “unworkable” mandate.

NTSB Chair Jennifer Homendy — who oversees the research and writing of the agency’s recommendations — said on Thursday that the House’s ALERT bill is “watered down” and won’t do enough to prevent future accidents, adding that the bill doesn’t address all of the NTSB’s recommendations because it takes out the ADS-B In requirement.

The NTSB has recommended ADS-B In on cockpit displays since 2008. The Federal Aviation Administration has never mandated it, partly because it lacks a clear funding mechanism. Regulators have argued that the system, which provides visual and audio alerts, would impose a cost burden on airlines and on private plane owners who may not operate in congested airspace.

Homendy told a Senate Committee in February that American Airlines paid less than $50,000 per plane to retrofit roughly 300 Airbus A321s, as an industry example. That adds up fast across hundreds of aircraft. She said general aviation planes could carry portable receivers that cost as little as $400.

Some airlines, including American and JetBlue, have voluntarily added ADS-B In to their planes.




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After weeks of getting bashed, two software giants can make the case for why AI won’t kill them

After being marked for dead, software companies have a chance to tell their side of the story.

Excluding Canada’s Olympic hockey teams, no one has had a tougher go recently than software companies. Everyone faces some fear over AI, but software’s diagnosis has been more dire than most. (Author Nassim Taleb was the latest to write software’s eulogy, although he’s not known for his optimism.)

Two software giants — Salesforce and Snowflake — get to make the case for why they’re still very much alive. Both companies report earnings after the bell and will be interested in changing a narrative that’s helped push their stocks down 27% (Salesforce) and 26% (Snowflake) this year.

(Workday, another software company that’s been getting hammered, made the case yesterday why AI is friend, not foe.)

A major problem for software companies is that their opponent is largely hypothetical. Even if both companies report blockbuster earnings, there’s still the counterargument that AI will eventually eat their lunch.

Anthropic has played this game masterfully. The startup has strategically rolled out product announcements for its AI chatbot, Claude. The news has devastated entire industries despite there being no evidence of widespread adoption yet.

Here’s what to look out for from Salesforce and Snowflake when they report:

Salesforce: Marc Benioff’s company is the prototypical enterprise software company. Customer relationship management systems are all about workflow and rely heavily on seat-based subscriptions. That makes Salesforce a prime target for AI automation and a bellwether for other software companies.

Benioff has sought to address competitors head-on with Salesforce’s own AI agents and even contemplated a name change to acknowledge the shift. But Agentforce has had its share of challenges. An internal survey showed that most employees feel AI is increasing their productivity, but Salesforce will want the same positivity coming from outside its walls.

These days, AI might not even be Salesforce’s biggest headache. An off-color joke from Benioff at a recent employee event has outraged many workers and even prompted fellow Salesforce executives to speak out.

Snowflake: The data-warehousing giant might seem like a major beneficiary of AI. Models need tons of data to function. Snowflake helps companies organize and analyze massive amounts of data. Everybody wins!

The potential future isn’t as rosy. Snowflake’s business might not face the direct risk that other software companies struggle with, but it could slide down the totem pole of customers’ tool set. Instead of being considered a crucial software, it could become just another piece of back-end infrastructure.

Snowflake’s own CEO warned of this future, saying models’ desire to have easy access to all types of data means “everything else, the world, is just a dumb data pipe that feeds into that big brain.”

And unfortunately for Snowflake, the value you provide to customers as a “dumb data pipe” is a lot lower, meaning you can’t charge as much.




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Katherine Li, West Coast breaking news reporter at the Business Insider.

The author of a viral AI report warns that blue-collar jobs won’t be safe from an AI-driven recession

The coauthor of an AI research paper is speaking out after his work triggered a global stock sell-off.

Citrini, a firm focused on thematic equity investing, alongside Alap Shah, CEO of Littlebird.ai, theorized a future where, instead of transforming the economy in a positive way, the AI boom erases white-collar jobs and severely reduces the spending power of those workers, and eventually stunts economic growth.

On Monday, Shah told “TBPN” podcast hosts John Coogan and Jordi Hays that despite how well it seems to be going for blue-collar jobs at the moment in terms of growth and the lack of mass layoffs, these jobs won’t be safe if white collar jobs go away because ultimately, there is only “one labor market.”

“Let’s say in our scenario, we talk about 5% of folks might get fired in a couple of years,” said Shah. “Those 5%, if there aren’t white collar jobs for them to relocate into, then they’re going to have to move into the gig economy and the blue collar labor force.”

“And so that puts pressure on the entire labor market, not just the white collar one,” Shah added.

Shah and Citrini published a report on Sunday, written from a futuristic point of view set in 2028, that predicts a negative domino scenario triggered by the AI boom. The research theorizes that AI will kick off a mass white-collar layoff too quickly, which will then deal a blow to the metro housing and mortgage market, and eventually lead to a global stock sell-off and a widespread recession in all sectors. In this scenario, the paper said, AI growth could also lose momentum due to a lack of funding.

“The system turned out to be one long daisy chain of correlated bets on white-collar productivity growth,” the paper theorizes. “The November 2027 crash only served to accelerate all of the negative feedback loops already in place.”

Shah elaborated on these concerns on “TBPN.” When asked what he thinks of the current growth in the health and education sectors, Shah said most of it could be spurred by government spending, which would go away if personal income declines.

“Those sectors continue to grow because government spending grows,” said Shah. “But again, gets very circular if government spending is coming primarily from taxes and primarily payroll taxes because the average worker pays a lot more in taxes per dollar than the average corporate does.”




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I live between New York and Puerto Vallarta. There are burned-out cars in my neighborhood — but I won’t leave.

This as-told-to essay is based on a conversation with Steven Polito, 49, a drag performer from New York with the stage name Hedda Lettuce. The following has been edited for length and clarity.

I am a native New Yorker who lives in Puerto Vallarta during the winter.

As a drag performer, it’s a great place to be — it’s a very LGBTQ+ friendly community here. There’s a lot of theater, a lot of cabaret, and great restaurants. It’s also walkable, which I love.

The moment you leave the house here, it’s like one big “hello.” That’s what’s really special about this place.

It’s why I come here — and why I’m still going to come back. Being part of a community means staying when things are tough.

There was burned-out car after burned-out car

I went to the gym at 8:30 a.m. and I was struck by how unusually quiet it was. Then, my friend at the gym told me the city is under attack by a cartel and I had to stay put.

When I left around 10:00 a.m., it was a very different scene.

Everyday life was juxtaposed against horrendous property damage. There was an older woman sweeping leaves in the street, while burned-out car after burned-out car was in flames.

My neighborhood was particularly hard-hit. One neighbor pointed out a burned out car that belonged to another neighbor who’s an Uber driver with two young children. That was the bulk of his income.

My nerves are shot a bit from the sensory overload of all of it. I’ve had some tough experiences, but never anything like this.

The strong community keeps Puerto Vallarta going

As I walked home from the gym, I saw a restaurant that I go to three, four times a week. They offered me coffee. Despite everything, they were trying to be good neighbors.

I saw people were cleaning up the burnt out cars: it’s neighbors taking care of neighbors.

I could go back to New York City, but we have to think in a less cavalier way. People who live here don’t have the luxury of getting up and going.

During COVID, I stayed in Puerto Vallarta the entire time instead of going back to the States. We all thought it was going to just crumble around us. But somehow, everyone found their way and part of that was through the community.

The strength of the community, that’s what’s so great about Puerto Vallarta.

I’ve experienced it firsthand and that’s what keeps it going. People persevere here.




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Meta says it won’t chop the bottom 5% performers this year

  • Meta denies plans for new performance-based layoffs amid online speculation.
  • Meta previously considered annual job cuts based on performance to manage low performers.
  • Meta recently cut 10% of its Reality Labs division, affecting over 1,000 employees.

Meta says it will not have a fresh round of performance-based layoffs, even as a smattering of online chatter has raised questions about whether the social media giant will quietly restart its performance-driven purge.

“These are individual cases not related to any company wide initiatives,” a Meta spokesperson told Business Insider when asked about a recent restructuring. “For example we are not doing any 5% low performers like we did last year.”

That’s a notable shift in tone from early 2025, when Business Insider reported that an internal FAQ circulating at Meta suggested performance-based job cuts could become an annual practice, with the company saying it “may use future performance cycles” to move out its lowest performers. Early last year, Meta cut 5% of its workforce, saying it was focusing on its lowest performers.

The clarification also comes as Meta continues to reshape other parts of the business. Last month, the company cut about 10% of its Reality Labs division, a move that affected over 1,000 employees.

Have a tip? Contact Pranav Dixit via email at pranavdixit@protonmail.com or Signal at 1-408-905-9124. Use a personal email address and a nonwork device; here’s our guide to sharing information securely.




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Peter Kafka

Billionaires like Jeff Bezos can save The Washington Post until they decide they won’t. We need a better model.

The cuts at The Washington Post are brutal.

They are brutal for the paper’s readers, who lose crucial coverage like sports and international reporting. And they are brutal for hundreds of Post employees, including lots of people whose work I pay to read with my Post subscription.

The Post’s cuts have also led lots of people to point out the obvious — that Post owner Jeff Bezos, who is currently the world’s fourth-richest man, worth an estimated $261 billion, could easily fund the paper’s losses … forever, without ever noticing the tab.

For the record: I also wish that Bezos would take his loose change and spend it on journalism.

Note that I didn’t say “journalism instead of” because when you are talking about Bezos-level wealth, you don’t have to choose: You can pay for journalism and rockets and superyachts and Venetian weddings and parties in St. Barts. (And yes, I realize that Bezos’ Amazon expenditures on things like the “Melania” doc are different from Bezos’ personal spending. The point is, he can afford it. In the same way that I can afford to buy a fancy coffee now and then.)

I’m also not weighing in on how much of the Post’s problems are the same problems facing every news organization, versus ones Bezos exacerbated by pivoting toward Trump. Or whether the new Post plan — focus on a handful of topics it thinks will resonate with a national audience, like politics and wellness — makes sense or is simply a too-late move already made by many Post competitors.

But the focus on Bezos underscores the problem the Post has been facing for years: It was a money-losing operation that relied on a billionaire’s goodwill. First, to buy it from its previous owners, who let it go for the price of a Joe Rogan podcast deal, and then to fund its losses for years.

Maybe Bezos really is sick of paying for the Post’s losses. Maybe funding the Post no longer syncs with a turns out, Donald Trump is actually good now, worldview. The point is that the Post has been in the can’t-win position of hoping Jeff Bezos would continue to fund those losses for years. Now he doesn’t want to. (Bezos has yet to comment publicly on the cuts; Matt Murray, the Post’s top editor, told his staff that the cuts are meant to help “reinvent The Washington Post for this new era. This work is difficult, but is essential.”)

Which, again, points out how precarious a position just about every news organization in the US is in right now.

There are a handful of really excellent publications, which are controlled by billionaires or very wealthy families — The New York Times, The Wall Street Journal, and Bloomberg News — that are aimed at an upscale, national audience, and they are doing well. There are some thriving startups and niche publications that tend to focus on topics that rich people — or their employers — will pay to learn more about. (Several of them, it turns out, are focused on power and Washington, DC — a sector the Post should have owned.) And there are various forms of aggregators that make a living by repackaging news other people generate, like newsletter publisher 1440.

And that’s … kind of it. The local news market is so bad we routinely use the word “desert” to describe it. There have been many attempts to solve that, and people keep trying new ways to tackle the problem. I wish all of them well because we really, really need local news. TV news is contracting because TV is contracting. Magazines are now frequently “brands attached to hotels or travel agencies.”

Faced with this grim reality, it’s natural to look at Bezos and think: Just pay for it. And again — I wish he would. But relying on billionaire goodwill is a hope, not a plan.

Journalism — no matter how much we right-size, automate, and innovate — is expensive. And up until the internet, journalism usually existed in the US in spite of those costs because it was bundled with other things people (subscribers, advertisers) were willing to pay for.

Now that bundle has been torn apart, so we need both new models that support what we have today — and ownership structures that will be satisfied with self-sustaining businesses, not ones with huge profit expectations. If I knew how to do that, I’d be doing it. I just know that hoping a billionaire will fix it isn’t the answer.




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