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<ul><li>Sony has launched the <keyword id="13976629" type="General" weightage="100" keywordseo="ps5-pro" source="Orion">PS5 Pro</keyword></li><li>The new PlayStatoin will be available from November 7</li><li>The console promises major performance boost</li></ul> Sony had a special surprise in store for console gamers across the globe during its recent "technical presentation". The presentation kicked off at 8:30 pm IST and was streamed live on PlayStation's YouTube channel. During the showcase, Sony unveiled something that we all had been waiting for for a long time - <a href="https://www.businessinsider.in/tech/news/ps5-pro-could-make-lesser-noise-expected-to-have-2tb-storage-all-we-know/articleshow/113010985.cms" data-type="tilCustomLink" target="_blank">the PlayStation 5 Pro.</a> Equipped with performance upgrades, the PS5 Pro packs quite a punch on paper. Read on to know all we know about the upcoming console and when can you expect to lay your hands on it. <h2><keyword id="23116123" type="General" weightage="20" keywordseo="sony-launches-ps5-pro" source="Orion">Sony launches PS5 Pro</keyword>: Specifications and features </h2> The PS5 Pro is expected to come with significant performance upgrades. Sony announced during the event that the console will come with 28 percent faster RAM and a larger GPU. The console will also come with advanced ray tracing and AI-driven upscaling. The PS5 Pro promises to provide amazing graphics at higher frame rates, as per a blog by Sony. During the PS5 Pro showcase, Mark Cerny, lead architect for PS5 Pro, discussed the key innovations that can be expected from the console. One of the standout features is the Game Boost technology, which enhances over 8,500 backward-compatible PS4 games, providing smoother frame rates and better performance. Select PS4 titles will also benefit from Enhanced Image Quality, improving resolution and visual clarity. The PS5 Pro also introduces Wi-Fi 7, offering faster, more stable internet connections in supported regions. This, alongside 8K gaming and Variable Refresh Rate (VRR) support, ensures gamers can enjoy ultra-high-definition visuals with fluid gameplay. Several top-tier titles, including Alan Wake 2, Assassin’s Creed: Shadows, and Marvel’s Spider-Man 2, will receive free updates to optimize their performance on the PS5 Pro. These games will carry the PS5 Pro Enhanced label, making it easy for players to identify optimized versions. The console maintains the familiar design of the PS5 and is compatible with existing PS5 accessories, including the PlayStation VR2 and DualSense Edge controller. The PS5 Pro will launch as a disc-less console, with the option to purchase an Ultra HD Blu-ray Disc Drive separately. <h2><keyword id="18102448" type="General" weightage="20" keywordseo="sony-ps5-pro" source="Orion">Sony PS5 Pro</keyword> availability and price </h2> Rumours were circulating earlier that players might have to wait until 2025 for the PS5 Pro. However, that isn't the case. The console will be available from as soon as November 7 this year. Pre-orders will start from September 26. The console is priced at USD 699. India price is yet to be out. <div type="Article" hostid="261" msid="112223221" title="PlayStation Portal launched in India at a price of Rs 18,990, all details" mstype="2" mssubtype="0"></div><h2> </h2><h2>PS5 Pro rumours during Gamescom 2024</h2>Earlier, developers at the Gamescom 2024 that was held last month in Cologne were reportedly dropping hints about the console that suggested that the PS5 Pro launch could be near. <div type="Article" hostid="261" msid="112797993" title="PlayStation 5 Pro might launch soon, developers reportedly delaying their games to wait for the console" mstype="2" mssubtype="0"></div> The first clues surfaced during a live stream by the Italian website Multiplayer, where a developer revealed that their game had been delayed due to the upcoming launch of the PS5 Pro. This revelation quickly caught the attention of industry insiders, who began piecing together information that points towards an imminent release. A reporter from WCCFtech also supported this story, adding that they had also spoken with developers who had received the specifications for the PS5 Pro. These developers expressed confidence that the new hardware would significantly improve the performance of games built using Unreal Engine 5, a powerful game engine that has become increasingly popular among developers. <h2>Astro Bot limited edition controller</h2>Recently, Sony launched a new Astro Bot-themed limited edition controller in India. The controller features an all-new design with a glossy finish. The launch of the controller coincided with the launch of the Astro Bot game for PlayStation 5. We, at Business Insider India, got a hands-on experience of the game.

Sony reveals PS5 Pro, available from November 7, 2024: Price, specifications and all other details

<ul class="summary-list"><li>Investment firms want to offer private-credit ETFs to ordinary investors, the WSJ reported. </li><li>It would give retail investors access to a $1.7 trillion market. </li></ul>A booming corner of the financial markets that has only been available to institutions might soon be open to everyday investors. <a target="_blank" class="" href="https://www.wsj.com/finance/investing/wall-street-races-to-bring-private-credit-to-the-masses-8a25b624?mod=finance_lead_story">According to The Wall Street Journal,</a> some of the biggest private equity and investment management giants want to offer retail investors access to exchange-traded funds backed by private credit. The term broadly refers to loans made to companies and consumers by nonbank lenders. Historically, fund managers have sold "alternative assets" like private debt to institutional investors at a high cost, generating returns of around 10% in recent years — more than they would have seen from investing in the stock or bond markets.Now, as those institutions slow allocations to private credit, the biggest players in the space want to target a new class of investors. According to the Journal, firms like State Street, Apollo Global Management, and BlackRock are working to roll out private credit ETFs to regular investors. The challenge, though, is building a highly liquid ETF out of illiquid private loans. That hurdle is also what will likely draw the eye of regulators as they ensure the ETFs are appropriate for retail investors. But if these ETFs get approved, they will enable regular investors to tap into a booming market, one that BlackRock expects will more than double to $3.5 trillion by 2028. The race to launch private credit ETFs has heated up in recent months.In May, Capital Group and KKR teamed up to start offering funds investing in both public and private assets—including in private credit—starting next year.Last month, State Street proposed a private debt ETF to the Securities and Exchange Commission. The ETF would blend public debt with private debt on mortgage, corporate, and consumer loans purchased from Apollo Global Management. Anna Paglia, State Street's chief business officer, <a target="_blank" class="" href="https://investors.statestreet.com/investor-news-events/press-releases/news-details/2024/State-Street-Global-Advisors-and-Apollo-Global-Management-Join-Forces-to-Increase-and-Broaden-Investor-Access-to-Private-Markets/default.aspx">said in a statement</a> the ETF would "democratize access to private asset exposures," and make them "more accessible to a wider swathe of investors.""It is our goal to bring these investments to scale and help facilitate the process of making private assets more accessible and liquid over time. We see this as only the beginning of a new wave of innovation as public and private markets increasingly converge," Paglia said. Alternative assets make up a small share—less than 3%—of individual investors' global investments, KKR's head of Global Client Solutions Eric Mogelof, told the <a target="_blank" href="https://www.wsj.com/finance/investing/wall-street-races-to-bring-private-credit-to-the-masses-8a25b624">Wall Street Journal</a>.But he says there is huge potential for that share to grow by over three times. "We anticipate these allocations to rise to 10% or greater in the future," he told the Journal.

Investing giants want to offer retail traders access to a booming sector of financial markets

India has become a global leader in <keyword id="6358577" type="General" weightage="20" keywordseo="digital-payments" source="Orion">digital payments</keyword>, with millions of citizens now opting for online transactions instead of cash. In the initial days of India’s digital payments revolution, most fintechs focused on empowering consumers, while merchants remained reluctant to accept payments online. This is where <keyword id="6357120" type="General" weightage="20" keywordseo="paytm" source="Orion">Paytm</keyword>, India’s leading digital payments and financial services company, played a crucial role and created a two-sided ecosystem that paved the way for merchants to seamlessly adopt digital payments system. Paytm has empowered nearly 3 crore merchants in the country, enabling them to grow their businesses with innovative payment solutions and devices. With nearly 50 lakh device deployments, Paytm is further strengthening its hold in the offline payments landscape and continues to be the leader in peer-to-merchant (P2M) transactions. Here are <keyword id="15369397" type="General" weightage="20" keywordseo="5-innovative-offerings" source="Orion">5 innovative offerings</keyword> that have made Paytm the top choice for merchants in the country: The revolutionary QR code Paytm pioneered the QR code revolution in India, having introduced the iconic payments solution in 2015. The QR code revolutionized the way merchants accepted payments from customers and has been instrumental to India’s digital payments leadership; it was also the first solution that enabled online transactions at scale. It has empowered millions of small and medium businesses to seamlessly accept payments from consumers within seconds. As far as Paytm’s role in popularising the use of QR code in India is concerned, the iconic blue and white Paytm QR code scanner stationed at shops in every alley, street and major market across the country speaks volumes. The iconic Soundbox Paytm founder and CEO Vijay Shekhar Sharma recently shared the story behind what led to the inception of the Paytm Soundbox, a device that provides instant sound alerts to merchants on receiving payments successfully from customers. The company’s Soundbox has proved to be a revolutionary innovation for merchants in the country and is playing a vital role in empowering small and micro-businesses in India. The Soundbox helps merchants to easily keep track of all payments received, with support for multiple payment methods such as Paytm Wallet, Postpaid, Paytm UPI and other BHIM UPI apps, net banking and cards. It also supports multiple languages such as English, Hindi, Tamil, Telugu, Kannada, Marathi, Malayalam, Bengali, Gujarati, Punjabi and Odia. Merchant loans Paytm also offers easy credit access to millions of merchants on its network as part of its loan distribution business in partnership with top financial institutions. With this, Paytm has empowered millions of merchants by allowing them to meet working capital needs quickly to grow their businesses. The volume and value of merchant loans availed by small businesses through Paytm are witnessing a sharp uptick, aided by the strong growth in its devices business. Paytm Payment Gateway Paytm Payment Gateway is one of the leading payment aggregators in India, powering some of the country's largest brands. It has empowered merchants with a wide variety of payment solutions under one platform. Paytm Payment Gateway allows online and omni-channel merchants to reliably accept payments across all channels. Paytm offers merchants over 100+ payment sources, a powerful dashboard for data-driven insights, and industry-best success rates. It also enables unique features like instant activation for quick onboarding (new merchants), access to all major payment instruments (Paytm Wallet, Paytm Postpaid, credit/debit cards, UPI etc.), next-day settlements, secure card tokenization, and more. Enabling commerce for merchants Paytm also allows merchants to advertise or host their businesses on its platform, enabling them better visibility through its vast consumer base. Leveraging Paytm’s wide reach, many brands have been able to maximize their growth. Merchants use the Paytm app to enable commerce, such as selling tickets and deals and enabling advertisements. Paytm’s commerce and cloud services continue to witness a steady rise in demand among various brands, indicating that it is growing in popularity among merchants who want to expand their reach. Disclaimer: This article is generated and published by the Insider Studios team. You can get in touch with them on insiderstudios@businessinsider.in

5 innovative offerings that have made Paytm a pioneer and the top choice for merchants

In the ever-evolving landscape of <keyword id="6354241" type="General" weightage="20" keywordseo="financial-services" source="Orion">financial services</keyword>, technology has become the cornerstone of innovation, efficiency, and customer service. Indian financial services company, <keyword id="6377963" type="General" weightage="20" keywordseo="freecharge" source="Orion">Freecharge</keyword>, offers over 100 million users a whole range of services, from purchasing gold and investing in mutual funds to paying utility bills and recharging their phones - all from the comfort of their digital devices. And this fast-moving company leverages <keyword id="1815769" type="General" weightage="20" keywordseo="slack" source="Orion">Slack</keyword> as its AI-powered platform for work, ensuring its team stays aligned, engaged, and productive, as it seeks to continue its growth in a competitive market. Consumers now have more alternatives for managing and investing their money. Gone are the days of choosing one major bank and paying a slew of fees. It is now a buyer's market and the success of financial technology (or fintech) is determined by which institutions can best adapt their services to specific consumers. For most businesses, embracing the “tech” in fintech has become imperative, be it altering internal operations with new digital tools and processes or launching new products powered by machine learning to meet longer-term, bigger-picture goals. Fintech executives can now better serve their staff and customers by implementing company-wide digital changes and innovations. In a recent conversation with Sanjay Jain, Freecharge's Chief Technology and Product Officer- DBAT, we discovered how the company has transformed its operations by leveraging the many functionalities of Slack. The conversation covered a variety of topics, including faster product development, increased cooperation, better issue resolution, and a favourable impact on compliance and <keyword id="145060" type="General" weightage="20" keywordseo="data-security" source="Orion">data security</keyword>. <div type="image" title="13" msid="110069505" hostid="261" sizebytes="20066" caption="&amp;lt;p&amp;gt;Sanjay Jain&amp;lt;/p&amp;gt;"></div> <cmsannotation type="cmsannotation" annotationid="Accelerated product development" comment="subhead" text="Accelerated product development">Accelerated product development</cmsannotation> According to Sanjay, you need best-in-class technologies if you want your DevSecOps teams to ship code swiftly and resolve issues promptly. However, development teams now deal with more tools, data, and geographically dispersed colleagues than ever before; this means that time is spent more on establishing context for each issue when it should rather be spent adding value. To achieve the objective of creating a lean, mean development machine, you need to create an environment in which the relevant team members have access to the data and resources they require at precisely the right time. Before integrating Slack into their workflows, Freecharge faced challenges with a prolonged product release lifecycle, taking 6 to 7 months. "With Slack, this timeline drastically reduced, allowing us to launch 3 to 5 products every quarter, marking a significant leap in our go-to-market strategy," says Sanjay. <cmsannotation type="cmsannotation" annotationid="Efficient collaboration and compliance" comment="subhead" text="Efficient collaboration and compliance">Efficient collaboration and compliance</cmsannotation> A star quality that made the case for Freecharge adopting Slack is its cross-functional collaboration, especially when managing multiple products across multiple teams. “It was just seamless,” quipped Sanjay. When Freecharge switched to using Slack in 2020, it became easier for the company to align with members across different teams, due to its ease of integration and user experience. Prior to Slack, Sanjay mentioned that getting all the team members along on daily standups was a nightmare but Slack’s workflow feature sends auto reminders and notifications on specific channels and that led to a simpler process and more effective time management. The other major challenge that Freecharge faced was documentation. When simultaneous discussions take place between product and business teams, a lack of proper documentation can create hurdles. But with Slack channels providing conversation histories, discussion points, and shared documents, it drastically improved the experience. Additionally, Slack’s canvas feature enhances collaboration, allowing teams to create, organise and share essential information. Instead of being buried deep in a sea of disparate email threads, all the information for each topic is centrally located and easily accessible. Additionally, app integrations such as calendars and emails, made it easier for teammates at Freecharge to access what they needed within Slack instead of having multiple tabs open. Sanjay says "Slack emerged as a catalyst for seamless collaboration within Freecharge, streamlining internal workflows and processes." When asked about data sharing and privacy, Sanjay explained that: "The platform not only facilitated communication, but also contributed significantly to maintaining regulatory compliance and data security, crucial aspects in the highly regulated industry of fintech." <cmsannotation type="cmsannotation" annotationid="Issue resolution and customer satisfaction" comment="subhead" text="Issue resolution and customer satisfaction">Issue resolution and customer satisfaction</cmsannotation> Rapid response is essential for financial customer support at Freecharge. Customers want help right away, and money is an emotional commodity. Freecharge can elevate support tickets to the relevant channels using Slack; this technique is crucial for VIP support requests from significant clients. Through Slack, Freecharge’s customer support teams are also able to obtain information from the appropriate sources in no time. If a customer support person cannot find the answer in a knowledge base, they can quickly connect via Slack with the relevant professional. Previously, alerts from customer support were sent by email, and as a result notifications were easy to miss, and every problem was a complex maze of searching for the appropriate individuals and looping them into different email threads. Today, Freecharge has integrated everything together in Slack. “Slack's quick response capabilities played a crucial role during high traffic events like big billion days and festive seasons. By swiftly addressing customer complaints and resolving issues, Freecharge achieved a notable boost in customer satisfaction, positively impacting overall metrics,” adds Sanjay. One of the biggest differentiators for Slack is the platform it provides for developers to create a sound <keyword id="6354778" type="General" weightage="20" keywordseo="banking" source="Orion">banking</keyword> experience by digitally transforming critical operations through custom apps. Sanjay emphasises: “Slack's impact has extended beyond operational efficiency. It has catalysed a culture of innovation at Freecharge, allowing us to test and implement new concepts rapidly.” Freecharge uses Slack as its digital headquarters, enabling its workers to automate procedures and find quicker solutions to problems. Developers can boost SLA performance and speed up time to resolution by coordinating their tools and communication on Slack. An added bonus would be that new responders have instant access to the historical context of an issue without interrupting ongoing investigations. Increasingly in fintech, where customer demands drive innovation and collaboration among teams, the role of workplace tools becomes paramount. And at Freecharge, Sanjay is gung-ho on Slack’s integration, primarily due to the vast impact that it has brought about – in the pace of product development, issue resolution, and the scale of innovation. Since integrating Slack into their operations over the past few years, Freecharge can attest to the positive impact it has had on their business. It has helped them deliver and thrive in an increasingly competitive environment. Freecharge is now able to launch products every quarter and that has provided them a boost in go-to-market strategies. The improved speed in issue resolution has led to stronger metrics and, most importantly, the collaborative environment fostered by Slack has allowed teams across the board to stay aligned and work together to map a stronger blueprint. As Freecharge continues to pave an innovative way forward in modern banking, Slack provides a solid platform to build both a cutting-edge product and culture. Disclaimer: This article is generated and published by the Insider Studios team. You can get in touch with them on <a href="mailto:insiderstudios@businessinsider.in">insiderstudios@businessinsider.in</a>

Beyond banking: How Slack is reshaping financial services for the digital age

<keyword id="20253141" type="General" weightage="20" keywordseo="Bharti-Global" source="keywords" meta.keywordsubtype="org" meta.entityname="Bharti Global" meta.hostid="268" meta.entityid="Bharti Global">Bharti Global</keyword>, the international <keyword id="19895437" type="General" weightage="20" keywordseo="investment" source="keywords">investment</keyword> arm of Bharti Enterprises, will acquire about 24.5 per cent stake in <keyword id="20115879" type="General" weightage="20" keywordseo="BT-Group" source="keywords" meta.keywordsubtype="org" meta.entityname="BT Group" meta.hostid="268" meta.entityid="BT Group">BT Group</keyword>, Britain's largest broadband and mobile company, from <keyword id="22756191" type="General" weightage="20" keywordseo="Altice-UK" source="keywords" meta.keywordsubtype="org" meta.entityname="Altice UK" meta.hostid="268" meta.entityid="Altice UK">Altice UK</keyword>, a release said on Monday. Although it did not divulge the size of the deal, market watchers say that at BT's valuation of roughly USD 15 billion dollars, the deal could be in the ballpark of USD 4 billion. The shares will be purchased through Bharti Televentures UK, which is wholly-owned by Bharti Global. Bharti Televentures UK has inked an agreement with Altice UK to acquire about 9.99 per cent stake of BT Group's issued capital imminently with the rest about 14.51 per cent of BT's share capital is to be acquired post regulatory clearances. Telecom billionaire Patrick Drahi's Altice UK, the largest shareholder in BT, has been struggling with high debt. "Bharti Global, the international investment arm of Bharti Enterprises, a leading Indian business group with world-class companies in telecoms, digital infrastructure and space communications, has reached an agreement to acquire an interest in 24.5 per cent of the issued share capital of BT Group plc from Altice UK," Bharti said in a release. Bharti hopes the investment will further help create new synergies in the telecom sector between India and UK in the areas of AI and <keyword id="19916120" type="General" weightage="20" keywordseo="5G" source="keywords">5G</keyword> R&amp;D and core engineering among others, "offering great potential to collaborate on industry best practices and emerging technologies". It is pertinent to mention here that Bharti and BT have a relationship going back more than two decades. In 1997, BT acquired a 21 per cent stake in Bharti Airtel, and hence Bharti's latest move to acquire a 24.5 per cent chunk in the iconic British company marks a defining moment for the Indian telecom conglomerate. Sunil Bharti Mittal, Chairman of Bharti Enterprises said: "Bharti and British Telecom (BT) have an enduring relationship going back more than two decades wherein BT owned 21 per cent stake along with two board seats in Bharti Airtel Limited from 1997-2001. Today marks a significant milestone in Bharti Group's history as we invest in BT - an iconic British company". Bharti's investment in BT aims to support the commitment of Prime Minister Narendra Modi towards his vision in elevating and broadening the India-UK ties, the release said. It noted that during the recently concluded visit of UK Foreign Secretary, David Lammy to India, the UK-India Technology Security Initiative was announced to expand collaboration in critical and emerging technologies across priority sectors including telecom. Sunil Mittal said: "This investment in BT aims to support the commitment of our Prime Minister towards his vision in elevating and broadening the India-UK ties. Bharti's own record of owning and operating telecom and broadband networks around the world is underpinned by placing customers, digital innovation and operational efficiency at the heart of its business". Shravin Bharti Mittal, Managing Director of Bharti Global said: "We review global investment opportunities in the world of technology from digital infrastructure to software. BT is well known to us from the long association with Bharti, so we are pleased to have this opportunity to acquire a significant stake in the company." Bharti believes that BT is poised for leadership in the telecom arena, especially home broadband services, he added. Meanwhile, BT Group, in a separate statement said the investment from Bharti is a strong vote of confidence in the future of the British telecom carrier and its strategy. Allison Kirkby, Chief Executive of BT said: "We welcome investors who recognise the long-term value of our business, and this scale of investment from Bharti Global is a great vote of confidence in the future of BT Group and our strategy". "BT has enjoyed a long association with Bharti Enterprises, and I'm pleased that they share our ambition and vision for the future of our business. They have a strong track record of success in the sector, and I look forward to ongoing and positive engagement with them in the months and years to come," Kirkby said. Barclays Bank PLC, acting through its Investment Bank served as the sole financial advisor and Linklaters LLP served as legal advisor to Bharti Global in connection with the transaction. SEE ALSO:<a href="https://www.businessinsider.in/stock-market/webstories/saraswati-saree-depot-ipo-price-band-to-risk-factors-all-you-need-to-know/slidelist/112457330.cms" target="_blank"></a> <a href="https://www.businessinsider.in/stock-market/webstories/saraswati-saree-depot-ipo-price-band-to-risk-factors-all-you-need-to-know/slidelist/112457330.cms" target="_blank">Saraswati Saree Depot IPO – Price band to risk factors, all you need to know</a><a href="https://www.businessinsider.in/tech/news/indias-wearables-market-decline-for-the-first-time-as-smartwatch-shipments-fall/articleshow/112397246.cms" target="_blank"></a> <a href="https://www.businessinsider.in/tech/news/indias-wearables-market-decline-for-the-first-time-as-smartwatch-shipments-fall/articleshow/112397246.cms" target="_blank">India’s wearables market decline for the first time as smartwatch shipments fall</a><a href="https://www.businessinsider.in/business/news/ola-wants-to-re-enter-the-quick-commerce-business-to-take-on-blinkit-and-swiggy-instamart/articleshow/112364583.cms" target="_blank"></a> <a href="https://www.businessinsider.in/business/news/ola-wants-to-re-enter-the-quick-commerce-business-to-take-on-blinkit-and-swiggy-instamart/articleshow/112364583.cms" target="_blank">Ola wants to re-enter the quick commerce business to take on Blinkit and Swiggy Instamart</a>

Bharti to acquire about 24.5% stake in BT Group from Altice UK; deal estimated at $4 bn

<ul class="summary-list"><li>In February, Jean Kang left a $300,000 Big Tech job to become a solopreneur.</li><li>Kang leveraged her LinkedIn brand and coaching to cross $100,000 in revenue within five months.</li></ul>This as-told-to essay is based on a conversation with <a target="_blank" href="https://www.linkedin.com/in/jeanhkang/">Jean Kang</a>, a 31-year-old former senior program manager in San Francisco. It's been edited for length and clarity.I fell into <a target="_blank" class="" href="https://www.businessinsider.com/donald-trump-presidency-affect-big-tech-2024-11">Big Tech</a> because I wanted to be surrounded by innovation and see Silicon Valley's rise firsthand. Over the past decade, I've had <a target="_blank" href="https://www.businessinsider.com/quadrupled-salary-big-tech-job-hopping-negotiating-2024-8">seven roles</a> at startups and dream companies like Meta, Pinterest, Intuit, and LinkedIn.I didn't know what I wanted to do for the first five years of my career, so I pivoted from sales to account management, customer success, and <a target="_blank" class="" href="https://www.businessinsider.com/how-google-technical-program-manager-uses-ai-gemini-2024-8">program management</a>.When I had an opportunity to leave with three months' pay, I decided to give up my last salary of over <a target="_blank" href="https://www.businessinsider.com/quit-big-tech-dream-job-pay-perks-not-worth-it-2024-5">$300,000 a year</a>. I took it as a sign to bet on myself as a full-time <a target="_blank" class="" href="https://www.businessinsider.com/financial-planning-tips-solopreneurs-small-business-owners-2024-3">solopreneur</a>; it was the best decision I ever made.<h2 id="47ab7e7b-215b-4fab-9109-1e467b945f99">I was extremely nervous to leave behind the stability and comfort of Big Tech</h2>In addition to the salary, I left behind a lot of <a target="_blank" class="" href="https://www.businessinsider.com/big-tech-workers-pushed-limits-of-perks-benefits-pampering-over-2024-10">great perks and tech benefits</a> that I'd had in every role, from free food to gym memberships and massages.Luckily, I had a wonderful husband who supported me unconditionally — emotionally and financially with bills and health insurance — and I had over six figures in savings built up over the past 10 years. I quit in February.I'm now a program manager career coach, founder, and creator. I help program managers land fulfilling roles and share actionable tips on careers, business, and life <a target="_blank" href="https://www.linkedin.com/in/jeanhkang">on LinkedIn</a>, <a target="_blank" href="https://pathtopm.beehiiv.com/subscribe">in my newsletter</a>, and <a target="_blank" href="https://www.instagram.com/jeanhkang/">on Instagram</a>.<h2 id="d3f8a3ea-3e20-4086-8ee3-eb3128b7a213">I exceeded six figures in revenue by July</h2>I had a loose benchmark of hitting $100,000 by the end of the year, but now, nine months in, I've more than replaced my tech salary.Three key strategies helped me cross six figures in revenue in less than six months.<ol><li>I launched a six-week cohort to help 10 aspiring and current program managers land their next roles, scaling from 1:1 to group, which brings in a third of my current income.</li><li>I monetized my LinkedIn brand to lock in multiple four-figure brand deals with companies like Notion, Gamma, and Glassdoor.</li><li>I received several thousands of dollars from affiliates — promoted through my LinkedIn posts by brand sponsors — and royalties from my <a target="_blank" class="" href="https://www.businessinsider.com/guides/learning/linkedin-learning-popular-online-courses">LinkedIn Learning courses</a>.</li></ol><h2 id="0341b40a-b174-4784-b5b9-311861b3a972">My first month out of the gate was one of my biggest</h2>I prepared for my cohort launch several weeks in advance while still working my 9-to-5, nurturing my leads, and generating a warm pipeline of over 150 people on a waitlist.My first launch was successful because of my personal brand. By posting five days a week for two years on LinkedIn, I grew my LinkedIn following to over 70,000 and my newsletter subscribers to over 10,000.My most viral posts revolved around tackling <a target="_blank" class="" href="https://www.businessinsider.com/how-to-tell-imposter-syndrome-versus-bad-at-job-2024-9">imposter syndrome</a>, the differences between project, program, and product managers, and workplace experiences.<h2 id="c2871c4f-cb38-4908-9eb0-0afef31ed6bb">The next two months weren't as lucrative, comparatively</h2>My cohort was my highest-ticket offer at $4,000, so after I launched it, my only means of generating income were sponsored posts and 1:1 coaching.Seeing such huge growth in my first month and starting over again was a big adjustment. I felt motivated to pursue different avenues of income by leveraging my skills and experiences, so I wasn't worried.I became an entrepreneur to learn, grow, and see what I could do. Making more than I expected initially was just a bonus.<h2 id="e83aa236-ca17-4e18-be8a-902830164b6c">Over the past two months, my business income has risen again</h2>I landed a few entirely inbound one-on-one clients for career coaching, and I had my biggest month in landing brand sponsorships.Brand deals alone have generated more than 50% of my total income. By the end of this year, I'm forecasting to hit six figures just from brand deals.<h2 id="24ae0117-8bbb-45ab-9689-49092cf9c1f3">The future feels incredibly promising</h2>The money is great, but the best part is living the life I always dreamed of — making a living on my terms.There are days when I work more than I used to in Big Tech — not because I have to but because I want to. The difference is that I get to design my ideal life, which includes not working after hours, spending weekends with my husband, and taking vacations whenever I want without the guilt. I've never been more productive and had such a flexible schedule.While I grew a ton in Big Tech, my internal satisfaction is greater now as a solopreneur. I'll never close the door on returning to Big Tech, but for now, I'm intentional about living in the present and seizing every opportunity.Have you quit a job in Big Tech and want to share your story? Email Lauryn Haas at lhaas@businessinsider.com.

I gave up my Big Tech salary and perks to bet on myself. Within 5 months, I made $100,000 in revenue.

<ul class="summary-list"><li>US military and defense leaders talked about connectivity hurdles and solutions at MWC Las Vegas.</li><li><a target="_blank" class="" href="https://www.businessinsider.com/5g-and-connectivity-playbook">5G</a> and Open RAN are some networking technologies they highlighted.</li></ul>5G networks are opening up new possibilities for many industries, and <a target="_blank" class="" href="https://www.businessinsider.com/photographer-nikita-teryoshin-offers-look-into-global-defense-industry-2024-5">military and defense</a> are no exception.US military and defense leaders spoke at the <a target="_blank" class="" href="https://www.businessinsider.com/mwc-las-vegas-2024-5g-ai-mobile-communications-conference-2024-10">mobile communications trade show MWC Las Vegas 2024</a> last week about how technologies like 5G and Open Radio Access Network, or Open RAN as it's more commonly known, offer critical support for their operations."It's not just what we consider critical infrastructure — your water, power, fuel, gas," said Venice Goodwine, the chief information officer for the Department of the Air Force. "We're now expanding that definition to mean critical infrastructure is the network as well because no planes take off from any installation to do any mission without IT.""That is why 5G is important to us, because it's global," she added."It allows me to move throughout the enterprise, whether that's at home, whether that's in the office, whether that's in a hotel, whether that's 'barracks to the battlefield' is what we like to say. We need multimodal transport wherever, and that is what this gives us.Goodwine also talked about the significance of secure, resilient connectivity for the Air Force's 180 installations."Resiliency for me is, under attack in a contested environment, do I have the ability to still operate my mission?" she said. "And what 5G gives me and these different capabilities is I no longer have to think about just one type of mode. I now have diversity in my transport mechanisms so it doesn't matter to me what the signal looks like. If it allows me to transmit 1s and 0s and get data from point A to point B and to allow command and control for my combatant commanders, mission done."According to Juan Ramirez, the director of the 5G cross-functional team for the Department of Defense, the agency aims to deploy 5G at all of its installations by the end of 2028 and sees many use cases for the technology."5G networks will enable automated guided vehicles, port and airfield operations, and cutting-edge telemedicine such as remote access to specialists and rapid creation of field hospitals," Ramirez said.Tom Rondeau, the Department of Defense's principal director for FutureG, also spoke of the department's investments in Open RAN, an industry initiative to create greater flexibility and interoperability than traditional RAN architecture."We need to be part of that edge compute. We need to be part of the integration of the network and the application," said Rondeau. "So looking at this from the perspective of how do we actually manipulate these systems internally, we've gone 100% in on Open RAN as our solution. We have a perspective of how Open RAN is the basis for taking advantage of these technologies and pushing us into the 6G era."The Department of Defense is working with academic and industry leaders on Open RAN to bring its communications systems into a new era, he said."When we look at the wireless networks and how important communication is to this ability to fight wars and to be relevant and to advance our capabilities and concepts, we have to be more innovative," said Rondeau. "We have to be more adaptive."

Military and defense leaders explain how 5G and Open RAN are helping solve networking challenges

Received wisdom in the tech world is that big, legacy companies are bound by inertia. The more established they are, the more they get set in their ways — and the more vulnerable they are to <a target="_blank" href="https://www.businessinsider.com/google-ai-how-big-tech-will-win-again-2023-5">disruption by a nimble startup</a>. Silicon Valley was founded on the principle that newcomers can move fast and break things — leading to world-transforming innovations.For the most part, though, that's not how it works anymore. Last year, a couple of economists found that <a target="_blank" href="https://www.businessinsider.com/venture-capital-funding-crunch-will-continue-2024-2023-12">venture-capital-backed startups</a> almost never lead to a new company listing on a <a target="_blank" href="https://ssrn.com/abstract=4322834">public stock exchange</a>. They don't replace the tech giants — they just get bought by the tech giants. That's been true in Silicon Valley for at least a decade. And the vast majority of startups have been acquired by <a target="_blank" href="https://www.nber.org/system/files/working_papers/w29642/w29642.pdf">the same five companies</a>: Alphabet, Amazon, Apple, Meta, and Microsoft.Ever since Joe Biden was elected, the Federal Trade Commission and the Justice Department have been <a target="_blank" href="https://www.businessinsider.com/tech-merger-deals-harder-adobe-figma-antitrust-startups-exit-options-2023-3">looking into tech mergers and acquisitions</a> for evidence of antitrust behavior. Have the tech giants been illegally short-circuiting competition by buying up their rivals? It's a really good question — but it may be the wrong one to ask. A new paper by two leading scholars suggests that these days, Big Tech doesn't have to resort to buyouts to crush aspiring startups. Instead, they're using their considerable cash and soft power to defang potential rivals from within — a process the scholars call "<a target="_blank" href="https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4713845">co-opting disruption</a>."According to the new paper — by longtime tech observers Mark Lemley at Stanford University and Matt Wansley at Cardozo School of Law — the tech giants are deploying a bunch of sneaky corporate judo moves to undercut their competitors. When an innovative threat to their business model comes along — everything from <a target="_blank" href="https://www.businessinsider.com/missy-cummings-robot-taxis-tesla-elon-musk-autonomous-cruise-waymo-2023-10">self-driving cars</a> to <a target="_blank" href="https://www.businessinsider.com/apple-vision-pro-experiment-brain-virtual-reality-side-effect-2024-2">virtual reality</a> to <a target="_blank" href="https://www.businessinsider.com/ted-underwood-ai-optimist-humanities-language-literature-research-bill-gates-2023-12">artificial intelligence</a> — they make a point of helping the promising little startups. They take a seat on their board of directors. They give them huge infusions of cash and access to selected data. They even lobby the government on their behalf. But all the while, the scholars found, Big Tech is actually using its seemingly benevolent show of support to protect its own interests — subtly steering the startups away from innovation, and into projects that reinforce the status quo. By working from within, they're turning the baying wolves of ambitious startups into harmless, well-trained lap dogs.This problem isn't academic. Co-opting startups not only quashes competition — it kills off meaningful innovation. Nearly all of the self-driving-car companies have shifted away from their big-vision plans for robot taxis to small-bore stuff like adaptive cruise control. Virtual-reality companies are working on virtual meeting software for the metaverse. AI companies that might have revolutionized drug discovery or engineering optimization are instead fiddling around with search, or customer service, or college-essay writing. With fewer rivals rising to challenge the incumbents, the pace of innovation slows. Some economists even think other startups in the same lanes as the co-opted ones stop trying as hard, for fear of <a target="_blank" href="https://www.businessinsider.com/silicon-valley-broken-out-of-truly-transformative-tech-ideas-2021-7">getting bought up and killed off</a> by Big Tech.This new theory of anticompetitive behavior could be a game changer when it comes to curbing the unprecedented power of the tech giants. It offers regulators a way to crack down on monopoly-minded companies before they try to buy up innovative young guns. "The traditional way of thinking about the threat to innovation from reduced competition has to do with market concentration," Wansley says. "Now we're taking it a little further. We're saying, by the time you get to an acquisition stage, that might be too late."Lemley and Wansley start their inquiry with a question: Why have two decades elapsed since the rise of the last massive, world-dominating <a target="_blank" href="https://www.businessinsider.com/rise-of-ai-artificial-intelligence-how-to-prepare-history-productivity-2023-7">disruptive company</a> in tech? Apple and Microsoft were founded in the mid-1970s; Amazon and Google in the 1990s. Facebook, the baby of the bunch, was founded in 2004. The iPhone came out in 2007. What do we have to show for the past 20 years of venture capital?The answer appears to be: just another industry that's terrified of competition. At this point, Big Tech looks at promising startups the way evil alien empires in science fiction look at helpless planets. Sometimes they act like the Borg from Star Trek, assimilating the "biological and technological distinctiveness" of competitors to make themselves more badass. Here on Earth, <a target="_blank" href="https://scholarship.law.duke.edu/dlj/vol63/iss2/1/">buying up little guys to gain access to their technology or personnel</a> is called an "acqui-hire," like when <a target="_blank" href="https://www.businessinsider.com/facebook-meta-rebrand-kills-oculus-brand-vr-headset-quest-2021-10">Facebook bought Oculus and turned it into Quest</a>. And if the smaller company doesn't want to be acqui-hired? Well, resistance is futile.Or sometimes, like the genocidal, xenophobic Daleks from "Doctor Who," powerful companies just straight-up exterminate their competition. In 2021 a team of researchers from Yale and the London Business School found that somewhere between 5.3% and 7.4% of mergers and acquisitions in the pharmaceutical industry were "<a target="_blank" href="https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3241707">killer acquisitions</a>." The smaller company had a drug that might have someday threatened the big guy's category-busting pill, and: pew pew. No more little guy.In a sense, a dominant company has no choice but to act this way. It can't really innovate anymore — not with thousands of middle managers defending fiefdoms, clients and customers bought into a product and marketing cycle, and hundreds of millions of dollars invested in technical infrastructure. Real disruption would be, well, disruptive. "This is not something that people write about or talk about, not something that surfaces regularly," Lemley says. "But it's in the air if you're in Silicon Valley and talking to venture capitalists. It's a problem."And the bigger the company, the greater the financial risk of any disruption, no matter how small. Like an evil king facing a prophecy that he will one day be overthrown by a firstborn child from the forest realm, the company has to kill all the children, just to be sure.<div type="image" title="Two men on a stage — Sam Altman of OpenAI and Satya Nadella of Microsoft — with their corporate logos in the background, the OpenAI knott and MSFT's quad-colored squares" height="2400" width="3600" msid="108942652" hostid="261"></div>The thing is, mass murders of forest-realm firstborns tend to attract the attention of regulators. So what if the evil king just adopted all the babies? Raise them rich and spoiled in the castle, distract them with nubile romantic prospects, teach them to exploit the peasants? Between assimilation or assassination lies "a third possibility," Wansley says. "It's not that the acquirer is going to take the startup and totally shut the technology down. It's that they will redirect the assets to something more profitable."That's what the tech giants are doing. How? First, by relying on Silicon Valley's <a target="_blank" href="https://www.businessinsider.com/venture-capital-big-tech-antitrust-predatory-pricing-uber-wework-bird-2023-7">network of venture capitalists</a> as an early-warning system for would-be disruptors. VCs see trends and startups that might someday pose a threat to the established order — so-called <a target="_blank" href="https://scholarship.law.upenn.edu/penn_law_review/vol168/iss7/1/">nascent competitors</a> — before anyone else. And there's nothing stopping them. As Lemley observes, it's part of Silicon Valley's "natural information flow" for an investor to tell a Google or a Microsoft about the promising newcomers they're backing. "If I'm a VC, how am I going to get the best deal for my client in this space?" Lemley says. "The best deal might be, sell out to the incumbent."Once a tech giant gets a tip-off about a startup that might threaten their bottom line, they're able to strategically invest their vast cash reserves in the fledgling firm. That's precisely what's taking place with artificial intelligence: Microsoft owns 48% of OpenAI, the emerging field's undisputed leader. Alphabet and Amazon have put billions of dollars into the AI startup Anthropic. When the two AI companies were founded, Wansley says, both were "worried about what would happen if one of the tech giants started looking in their direction." Now, both are directly influenced by the very companies they set out to disrupt. And since investments from Big Tech often come with a seat on a startup's board of directors, Wansley adds, the tech giants are in an ideal position to "start nudging the company in a direction that's going to be less competitive."Money isn't the only weapon that Big Tech can deploy to co-opt a potential competitor. Because the tech giants have amassed huge repositories of <a target="_blank" href="https://www.businessinsider.com/tesla-ford-gm-volvo-supercharger-electric-cars-charger-network-data-2023-7">data on user behavior</a>, they can choose with whom they share that data, and how much. Documents leaked from the discovery phase of a lawsuit against Facebook in 2015 showed that the company <a target="_blank" href="https://www.nbcnews.com/tech/social-media/mark-zuckerberg-leveraged-facebook-user-%20data-fight-rivals-help-friends-n994706">doled out data access preferentially</a>, allowing its allies more access than its potential competitors. The data that Big Tech shares — or doesn't share — can play an instrumental role in shaping a startup's work.Finally, the big companies use their clout on Capitol Hill in an effort to impose stricter regulations on the startups they're ostensibly trying to help. That's why tech giants like Meta testify before congressional hearings and ask for more government oversight for emerging threats like robot cars, or AI. They want to ensure that the rules favor them — and disfavor startups outside their zone of protection. Big Tech may hate regulation, but it doesn't mind using it to regulate any startups that might wind up threatening its dominance in the marketplace.Co-opting startups is a clever strategy. It's way easier — and less obvious — than buying up a competitor and shutting it down. And if it doesn't work, the nuclear option is always available. "If all those other strategies fail — investments, taking a seat on the board, playing hardball with data networks, and regulation — if none of them prevents a competitor from growing, then the tech companies can buy it off," Wansley says. "It's a little subtle, right?" It is — but that's what makes it so effective. Straight-up killer acquisitions are relatively easy to prove, says Florian Ederer, an economist at Boston University. "It's much, much harder to prove that a company got taken over and its focus got slightly shifted to not competing quite so intensely." It's even harder to prove that consumers suffered any ill effects. The co-opted companies don't get killed off, and they stay nominally independent. The founders and investors get rich either way.So how do we know startups are getting co-opted by Big Tech? One proof is that some of Silicon Valley's most powerful players are starting to grouse about it. Elon Musk is <a target="_blank" href="https://www.nytimes.com/2024/03/02/technology/elon-musk-openai-lawsuit-paradox.html">suing OpenAI</a> to keep the company from sharing its tech with Microsoft. The venture capitalist Marc Andreessen tweeted last month that Big Tech and the "New Incumbents" in AI are "<a target="_blank" href="https://x.com/pmarca/status/1762532979317043515">lobbying as a group with great intensity to establish a government protected cartel</a>." You know things are bad when the biggest kids on the block start whining about being victims.Wansley and Lemley argue that regulators need to step in — not to restrain competition, but to unleash it. For starters, they say, the feds should strengthen and enforce existing rules against "interlocking directorates," which are supposed to prevent executives from sitting on the boards of their competitors. In the 2000s, the CEO of Google was on Apple's board! These days that kind of thing gives the feds a frowny face; in 2022, the Justice Department pushed seven directors representing venture firms to resign from the boards of <a target="_blank" href="https://www.reuters.com/world/us/us-says-seven-board-directors-resigned-under-antitrust-pressure-2022-10-19/">five of their direct competitors</a> in space, edtech, and green energy. Microsoft currently enjoys a seat on OpenAI's board of directors. Technically it's only an observer role, without a vote. But, come on.The primary goal of the scholars I spoke with is broader than any specific regulation: They just want to get government watchdogs to recognize the new and subtle ways that tech giants are shutting down competition and innovation. Sure, people are still founding tech companies, and their startups are still getting funded. But more and more, they're basically serving as farm teams for the majors. "The incumbents have gotten much more attuned to competitive pressures from nascent competitors, and address them more aggressively and earlier," Ederer says.Regulators, for their part, appear to be catching on. In late January, the Federal Trade Commission ordered three titans of tech — Amazon, Microsoft, and Alphabet — to open the books on their investments in artificial intelligence. OpenAI and Anthropic received the same letter: Send over <a target="_blank" href="https://markets.businessinsider.com/news/stocks/ftc-to-look-into-tech-giants-ai-partnerships-1033002313">every scrap of documentation</a> on the financial ties between them and the massive incumbents that are funding them. That's a promising start. If technology is going to do what it always has — solve big problems, build value, create jobs and opportunity — Silicon Valley needs as much competition as possible. "We used to have these cycles of competitive disruption," Lemley says. "Microsoft runs the world, and the internet comes up, and they missed it. IBM runs the world, and the Dells of the world come up, and they're no longer in charge. That's what we'd like to get back." Startups once unlocked a golden age of tech innovation. Perhaps, if we can find a way to keep them from being co-opted, they can do it again.<a target="_blank" href="https://www.businessinsider.com/author/adam-rogers">Adam Rogers</a> is a senior correspondent at Business Insider.

Silicon Valley used to reward innovation. Now it strives to sabotage it.

<ul class="summary-list"><li>Men across industries are turning to stylists to help improve their closets.</li><li>Some of these stylists, like Maiya Simone and Turner Allen, charge upward of $5,000 for services.</li></ul><a target="_blank" class="" href="https://www.tiktok.com/@thestyleturnernyc">Turner Allen</a> tried a few jobs when he first entered the fashion industry.He worked as a buyer for marketing firms and eventually moved to technology startups, where he occasionally put outfits together for photoshoots.But when he left to pursue freelance opportunities, he noticed that his old coworkers needed help getting dressed."A lot of my former tech colleagues were coming back to me and saying, 'Hey, I'm going to meet my girlfriend's parents for the first time,' or 'I'm going to a wedding. Can you help me with an outfit?'" he recalled to Business Insider.What began as a small side hustle became a lucrative full-time business for the 31-year-old stylist, now based in New York City.And it's a service that many men are learning they can't live without."A lot of guys just don't have the time [for fashion]. They'd rather spend the cash to have someone spearhead that aspect of their lives," stylist <a target="_blank" class="" href="https://www.tiktok.com/@maiya.simone">Maiya Simone</a> told BI. "Nowadays, I'm seeing that guys aren't really afraid to ask for help in that department."<h2 id="75a8c3e9-6f06-454d-b57c-8f99e1df136c">The allure of styling</h2>Styling has long been considered a tool reserved for celebrities, but it's also become increasingly popular with everyday men.Both Allen and Simone credited the COVID-19 pandemic with shifting men's perceptions of their styles, giving them a chance to be more free and present themselves in unique ways.While Turner said most of his clients work in tech, he's also styled writers, actors, surgeons, and finance professionals."Most of my clients come to me because they are at some pivotal moment in their lives and feel like they need a new wardrobe to go along with this change they're experiencing," he said, citing new jobs and divorces as common cases. Those searching for stylists often have the same fashion issues, too.According to Simone, many men are unsure of their body type, the styles that suit them, and the best places to shop."A lot of guys, even those with more affluent careers and lifestyles, are still stuck in that phase of shopping fast fashion, whether it's H&amp;M or Banana Republic," she said.So as a result, many find their wardrobes filled with temporarily trendy pieces and poor-quality garments.It's also common for men, Allen said, to find themselves stuck between gym and work styles."A lot of men have difficulty when it comes navigating the more ambiguous parts of style, like 'smart casual,'" he said. "…a lot of guys have issues figuring out what is ultimately going to work for them."And the issue becomes especially prevalent as they age."When men enter their 30s, they realize that they're no longer the target market for what's new and cool," Allen added. "They can feel a little lost as to how to navigate this world of fashion that they have sort of been removed from."That's where styling services come in handy.<div type="image" title="A man walks outside Copenhagen Fashion Week while wearing a &quot;smart casual&quot; outfit." height="3000" width="2000" msid="112967516" hostid="261" sizebytes="170056"></div><h2 id="cfde62a0-2034-4aea-860a-b3c7b8669a28">What men get for $5,000</h2>The styling process and the price of styling packages vary across the fashion industry.Simone, for example, said her main package is a comprehensive service that includes an introductory meeting, a color and body-type assessment, and a "game plan on how to take their style in a new direction." Her starting price is $5,000.From there, Simone gets to work on shopping to find the perfect pieces for her clients."That's one of the perks of having a stylist," she said. "I've built relationships with different stores and boutiques across different cities, so I have really good and broad access to different options."The process, she said, takes about two weeks, after which she meets again with her clients so they can shop her selections and learn to put pieces together."I want clients to think of me as their style bestie," she said. "They can always text or call me if they have questions. I call it extended consultancy." Allen works differently. He offers a three-step process that starts in the client's closet to find fashion gaps.He also takes body measurements, provides a color analysis, and creates a "style board" for inspiration.Step two is all about shopping — Allen purchases some pieces ahead of time, books store appointments with private dressing to attend with clients, and tailors purchased garments.Finally, Allen creates a lookbook of outfit options for clients and offers them ongoing styling support for four weeks.He said that, typically, those being styled spend between $5,000 and $7,000 on clothes alone before paying additional fees for optional services he offers, like grooming. Styling is undoubtedly an investment. Services can be pricey, and the effort is time-consuming.It's also massively beneficial in more ways than just getting a closet full of new clothes and shiny shoes."Having good style can give such positive benefits to your life and accelerate your career," Simone said. "With a stylist, you save yourself so much time. I know guys dread online shopping and going into stores.""You also learn so much knowledge: where to shop, what makes sense for your lifestyle, what works for your budget, what suits your body type. You're not wasting money anymore," she added.But maybe most importantly, according to Allen, is the earned confidence of men who employ stylists."I want men to gain the confidence to shop on their own and understand how to curate their closets in a way that's intentional as opposed to this continual cycle of trial and error that maybe never really lands on a look that truly speaks to who they are," he said."I put clients through this comprehensive experience so that when they leave," Allen continued, "they feel like they have a holistic understanding about how to take style into their own hands."

Men are investing $5,000 to look better. These stylists are helping them get dressed.

<ul class="summary-list"><li>The Paris Olympics has one of the world's largest private 5G networks.</li><li>It's the culmination of years of fine-tuning over successive Olympic Games — as this timeline shows.</li></ul>The Olympic Games are perhaps the world's best-known sporting competition, broadcast to billions worldwide.Behind the scenes, intricate internet-connectivity infrastructure broadcasts every twist and turn to those watching from home, while keeping millions in Paris <a target="_blank" class="" href="https://www.businessinsider.com/paris-olympics-internet-connection-5g-mobile-technology-2024-7">connected</a> with always-on data. 5G is also being used to offer <a target="_blank" class="" href="https://www.businessinsider.com/5g-paris-olympics-more-accessible-intimate-2023-11">unique perspectives</a>, including from mobile cameras showing how kitesurfers experience their sport."Seamless internet connectivity is no longer a luxury at large-scale events — it's an expectation," Markus Nispel, the chief technology officer at Extreme Networks for Europe, the Middle East, and Africa, told Business Insider.This year, the Games are using 5G to pursue more-seamless connectivity for attendees. But it's taken multiple Olympics over six years for the technology to reach new heights.Here's how 5G capabilities have progressed at the Olympic Games since 2018, starting with a small trial at the 2018 Winter Olympics in Pyeongchang, South Korea, and expanding to today's <a target="_blank" class="" href="https://www.businessinsider.com/paris-summer-olympics-2024">Games</a>-wide connectivity experience.<h2 id="47d86205-2395-4901-b982-649d55ca59a0">Pyeongchang Winter Olympics 2018</h2>For the 2018 Winter Olympics in South Korea, KT, formerly Korea Telecom, ran 5G-network trials to showcase how the technology could be used.The trials included Sync View, a small camera that provided real-time athlete viewpoints, and Hologram Live, which broadcast press conferences live and in hologram form. There was also a 360-degree virtual-reality system that let visitors put on a headset and be immersed in other venues.Another trial feature, Time Slice, allowed viewers at home to watch events from multiple angles. The demonstrations highlighted the potential of 5G for high-speed, low-latency applications in broadcasting and immersive experiences.The trials in Pyeongchang were limited by necessity: 5G was still a nascent technology. Widespread adoption of end-user 5G didn't start until <a target="_blank" href="https://www.statista.com/chart/9604/5g-subscription-forecast/">a year after the 2018 Games</a>, but organizers saw the opportunity and chose to trial it.<h2 id="7012baa5-1224-4c03-aa1b-446d08caeb95">Tokyo Summer Olympics 2020</h2>The delayed Tokyo Olympics, which took place in 2021 because of the coronavirus, included a slew of 5G innovations.Golf-tournament attendees could rent devices to watch live footage of players who were at different holes from where they were, which provided a new level of access.For the sailing competition, a 50-foot floating screen in the harbor broadcast footage of the event via a drone and 5G technology, bringing a historically hard-to-see sport closer to viewers. At the swimming pool, attendees could use a 5G-enabled augmented-reality app to learn more about the competitors in front of them.All those innovations were made possible by the collaboration between the tech giant Intel and its Japanese partner NTT Docomo. The companies jointly developed the 5G network at what organizers called "the most innovative Olympic Games ever."Indeed, the Tokyo Games saw a significant step forward in 5G adoption because of Japan's advanced tech use. But it would still take time for it to be adopted more widely.<h2 id="5aebc8e4-2aa2-4ac4-81ed-cc52bc14ff84">Beijing Winter Olympics 2022</h2>China has long been an innovator of mobile technology, and the 2022 Winter Olympics in Beijing proved no exception.Each Olympic venue had a full 5G network available to use, a first for the global competition. The technology was used at all sporting events, allowing for much deeper integration with TV broadcasting. Mario Reis, the director of telecommunications at the Olympic Broadcasting Services, said at the time that advancement in 5G enabled it to be trusted enough for deployment as a backbone technology for the Games' coverage.Intel once again partnered with a company from the host country, China Unicom, to roll out 5G capabilities. This was a boon given the more-remote nature of the Games, which took place during the COVID-19 pandemic.The ability for athletes to keep in touch with their families using 5G — which allows for faster, higher-resolution video calls — likely helped ease the challenges of performing at an event where movement and interaction were limited.<h2 id="3feb3546-b3f6-4ab4-b0bc-ac1cde6869bf">Paris Summer Olympics 2024</h2>Unlike previous Games, where organizers have sought to assign network responsibilities across a number of providers, the Paris Olympic organizers hired Orange as the sole provider to oversee 5G."It's a very impressive deployment that we are doing to enhance coverage," Bertrand Rojat, the chief marketing and innovation officer at Orange, told BI.The telecom giant's plans include a massive private 5G network to provide capacity across 32 sports and 120 official sites across the city. The organizers said that 12,000 screens, 8,000 WiFi terminals, and 13,000 computers are all connected by nearly 250,000 miles of fiber-optic cable, which will transmit the Games from the stadiums.The ability to <a target="_blank" href="https://www.businessinsider.com/network-slicing-5g-more-effective-risks-2023-11">use network slicing</a>, where a 5G network's total capacity is divided up and earmarked for specific uses, means the Olympic Broadcasting Services, which streams footage of the events, is expected to have minimal issues. If network slicing weren't in place, periods of peak usage by Games attendees could take up the capacity needed to power broadcasts.It's a significant test of the network but one that Rojat believes Orange is well prepared to handle."We're quite confident," he told BI, "although you can never commit 100%."

How 5G connectivity has evolved at the Olympic Games

<ul><li><keyword id="19896911" type="General" weightage="20" keywordseo="Reliance-Jio" source="keywords" meta.keywordsubtype="org" meta.entityname="Reliance Jio" meta.hostid="261" meta.entityid="Reliance Jio">Reliance Jio</keyword> has become the world's largest mobile operator in terms of data traffic.</li><li>The total traffic on the <keyword id="2003276" type="General" weightage="20" keywordseo="jio" source="Orion">Jio</keyword> network has reached 40.9 Exabytes, marking a 35.2 per cent year-on-year increase.</li><li>This surge is attributed to the growing adoption of <keyword id="19916120" type="General" weightage="20" keywordseo="5G" source="keywords">5G</keyword> and Home services.</li></ul>Reliance Jio, the telecom giant of India, has become the world's largest mobile operator in terms of data traffic, surpassing <keyword id="20669190" type="General" weightage="20" keywordseo="China-Mobile" source="keywords" meta.keywordsubtype="org" meta.entityname="China Mobile" meta.hostid="261" meta.entityid="China Mobile">China Mobile</keyword>. The announcement came on Monday as Jio revealed its quarterly results, showcasing staggering numbers and milestones achieved in various segments. As of March 2024, Jio boasts a subscriber base of 481.8 million, out of which 108 million subscribers are on Jio's True5G Standalone network. The number reflects Jio's stronghold in the Indian telecom market. According to a press release, the total traffic on the Jio network has reached 40.9 Exabytes, marking a 35.2 per cent year-on-year increase. This surge is attributed to the growing adoption of 5G and Home services. Notably, 28 per cent of the traffic comes from 5G subscribers, indicating a swift transition towards next-generation connectivity. Additionally, Jio's Fixed Wireless Access (FWA) services have contributed significantly to the data traffic. Since the onset of the COVID-19 pandemic, there has been a dramatic 2.4x increase in annual data traffic, with per capita monthly data usage skyrocketing to 28.7 GB from just 13.3 GB three years ago. This surge underscores the growing reliance on digital connectivity in India. Commenting on the results, <keyword id="3820" type="General" weightage="20" keywordseo="Mukesh-Ambani" source="Orion">Mukesh Ambani</keyword>, Chairman and Managing Director of Reliance Industries Limited, expressed his satisfaction with the company's performance and its contribution to the Indian economy. He highlighted the significant achievements, including becoming the first Indian company to cross the Rs 100,000-crore threshold in pre-tax profits. Ambani said, "Initiatives across RIL's businesses have made a remarkable contribution towards fostering growth of various sectors of the Indian economy. It is heartening to note that alongside strengthening the national economy, all segments have posted a robust financial and operating performance. This has helped the Company achieve multiple milestones. I am happy to share that this year, Reliance became the first Indian company to cross the Rs 100,000-crore threshold in pre-tax profits." Ambani also emphasized Jio's role in driving the digital transformation in India, from upgrading 2G users to smartphones to leading the effort in producing AI-driven solutions. He noted, "With over 108 million True 5G customers, Jio truly leads the 5G transformation in India. From upgrading the hitherto 2G users to smartphones, to leading the effort of producing AI-driven solutions, Jio has proved its capability in strengthening the nation's digital infrastructure." He reiterated Jio's commitment to strengthening the nation's digital infrastructure and its continued efforts to provide innovative solutions to consumers. The company's retail arm, Reliance Retail, also showed robust growth, with a 36 per cent increase in footfalls and strong digital commerce platforms offering a broad brand catalogue. "Reliance Retail continued to provide customers endless choices through its robust omni-channel presence. We continue to offer product differentiation and superior offline experience through stores remodelling and revamping of layouts. Our digital commerce platforms also provide newer solutions to users with a broad brand catalogue. Reliance Retail also works towards strengthening millions of merchants through its unique initiatives in new commerce space", said Ambani. In addition to its telecom and retail segments, Reliance Industries Limited has shown resilience in its Oil to Chemicals (O2C) segment, despite challenging market conditions. The KG-D6 block has achieved significant production milestones, accounting for 30 per cent of India's domestic gas production. Ambani emphasised, "Strong demand for fuels globally, and limited flexibility in refining system worldwide, supported margins and profitability of the O2C segment. Downstream chemical industry experienced increasingly challenging market conditions through the year." He added, "Despite headwinds, maintaining leading product positions and feedstock flexibility through our operating model that prioritises cost management, we delivered a resilient performance. The KG-D6 block has achieved 30 MMSCMD of production and now accounts for 30 per cent of India's domestic gas production." In terms of financial performance, Reliance Jio has achieved several remarkable milestones. The consolidated EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization) at Rs 178,677 crore, while the consolidated Profit Before Tax (PBT) has surpassed Rs 100,000 crore. The company's market capitalization has crossed Rs 20,00,000 crore, further solidifying its position as one of India's most valuable companies. SEE ALSO:<a href="https://www.businessinsider.in/tech/mobile/news/google-pixel-8a-may-be-more-expensive-than-its-predecessor-as-per-a-new-leak/articleshow/109499394.cms" target="_blank"></a> <a href="https://www.businessinsider.in/tech/mobile/news/google-pixel-8a-may-be-more-expensive-than-its-predecessor-as-per-a-new-leak/articleshow/109499394.cms" target="_blank">Google Pixel 8a may be more expensive than its predecessor, as per a new leak</a><a href="https://www.businessinsider.in/stock-market/news/vodafone-idea-fpo-allotment-how-to-check-allotment-gmp-and-more/articleshow/109504341.cms" target="_blank"></a> <a href="https://www.businessinsider.in/stock-market/news/vodafone-idea-fpo-allotment-how-to-check-allotment-gmp-and-more/articleshow/109504341.cms" target="_blank">Vodafone Idea FPO allotment – How to check allotment, GMP and more</a><a href="https://www.businessinsider.in/business/telecom/news/telecom-companies-may-hike-tariffs-by-up-to-17-after-the-general-elections-as-per-analysts/articleshow/109240274.cms" target="_blank"></a> <a href="https://www.businessinsider.in/business/telecom/news/telecom-companies-may-hike-tariffs-by-up-to-17-after-the-general-elections-as-per-analysts/articleshow/109240274.cms" target="_blank">Telecom companies may hike tariffs by up to 17% after the general elections, predict analysts</a>

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