The EXSCEL study protocol was approved by the ethics committee at each participating site, and the statistical analyses were performed by the Duke Clinical Research Institute, independent of the sponsor, Amylin Pharmaceuticals (a wholly owned subsidiary of AstraZeneca). All patients provided written informed consent.
Not applicable.
R.J.M. reports research support and honoraria from Abbott, American Regent, Amgen, AstraZeneca, Bayer, Boehringer Ingelheim/Eli Lilly, Boston Scientific, Cytokinetics, Fast BioMedical, Gilead, Innolife, Medtronic, Merck, Novartis, Relypsa, Respicardia, Roche, Sanofi, Vifor, Windtree Therapeutics, and Zoll. M.F. reports support by the NIH, Alleviant, Gradient, Novo Nordisk, Reprieve, Sardocor, Tenax, and Doris Duke. M.F. is a consultant and/or has ownership interest in Abbott, Acorai, Ajax, Alio Health, Alleviant, Artha, Astellas, Audicor, AxonTherapies, Berlin Heals, Bioventrix, BMS, Bodyguide, Bodyport, Boston Scientific, Broadview, Cadence, Cardiosense, Cardioflow, Corstasis, Clinical Accelerator, CVRx, Daxor, Edwards LifeSciences, Echosens, Feldschuh Foundation, Fire1, FlowMod, FutureCardia, Gradient, Hatteras, HemodynamiQ, Impulse Dynamics, ISHI, Lumia Health, Medtronic, Novo Nordisk, NucleusRx, Omega, Orchestra, Paragate, Parasym, Pharmacosmos, Procyreon, Proton Intelligence, Puzzle, ReCor, Scirent, SCPharma, Shifamed, Splendo, Summacor, SutroSam, SyMap, Terumo, Tricav, Vifor Pharma, Vironix, Viscardia, VizAI, and Zoll. N.S. has received personal fees from Amgen, Astra Zeneca, Boehringer Ingelheim, Eli Lilly, Janssen, Sanofi, and Novo Nordisk. R.R.H. reports personal fees from AstraZeneca, Lilly, Merck KGaA and Novartis. R.L.C and A.I.A have no disclosures.
PA MediaUnion officials at Grangemouth have accused the prime minister of “failing to deliver” on a £200m promise to invest in the future of the industrial site.
The refinery, owned by Petroineos, ceased processing crude oil in April, leading to the direct loss of about 400 jobs and many others in the supply chain.
While a fuel distribution hub and a vast petrochemical plant remain, the Unite union says a funding package announced in February to support a transition to green energy projects has yet to materialise.
The UK government said it was working to develop “sustainable, long term proposals” for the site.
PA MediaSir Keir Starmer pledged the funding for Grangemouth from the National Wealth Fund at the Scottish Labour conference, telling delegates it was an “investment in Scotland’s industrial future”.
But the union claimed “not a penny” of the promised cash had been spent so far.
Unite general secretary Sharon Graham said: “It is little wonder workers are turning away from Labour in their droves when they fail to protect British jobs and critical infrastructure.
“Promises made to the workers of Grangemouth have been broken. Unite produced a clear plan for the site to be transformed, to back workers and create the promised green jobs.
“The government failure to act shows there is absolutely no plan for a jobs transition.”
The UK and Scottish governments jointly funded a £1.5m feasibility study called Project Willow which looked at alternative uses for the Grangemouth site.
Unite said it had produced a detailed and fully costed plan for how the refinery could be transitioned to supply sustainable aviation fuel (SAF).
Grangemouth worker and senior union representative Chris Hamilton said his colleagues and members of the community felt abandoned by the lack of progress.
“Each month more and more people leave the site through redundancy with empty promises ringing in their ears,” he said.
“This government may have forgotten what it promised – but we haven’t. It must follow through with its promises at pace and do all it can to secure a sustainable future for Grangemouth.”
In June, the UK government’s energy minister, Michael Shanks, said there would be announcements “soon” on the future of Grangemouth.
Shanks, who is also the MP for Rutherglen and Hamilton West, said the government was exploring a range of “exciting and viable” projects to secure a long-term transition for the site.
At the time he said more than 80 potential investors in the site had come forward, with Scottish Enterprise handling due diligence on proposed projects.
A UK government spokesperson said: “We know this has been an incredibly difficult time for workers and their families.
“When we came to power, there was no overall plan for the future of the Grangemouth refinery and within weeks we delivered an unprecedented support package.
“The National Wealth Fund is investing £200m and we are working closely with investors to advance sustainable, long-term proposals for the site.”
The National Wealth Fund is publicly-owned and backed by the Treasury, and invests alongside the private sector in projects across the UK – primarily focusing on initiatives that support clean energy.
The UK government said its aim was to direct “tens of billions of pounds” of private investment to decarbonise the British economy.
An initial £5.8bn injection was earmarked for green projects including “carbon capture, green hydrogen, ports, gigafactories and green steel,” according to UK government documents.
Published on
August 23, 2025
Turkey experienced a sudden downturn in Indian tourism, with Indians visiting Turkey dwindling by almost 50% from 31,659 in May 2025 to only 16,244 in July 2025. This steep decline is the result of heightened political tensions between Turkey and India, due to Turkey’s backing of Pakistan in the Operation Sindoor conflict, as well as Turkey’s general diplomatic leanings towards Pakistan.
The shrinking of Indian tourism, particularly in the peak summer season, has caused concern regarding how diplomatic relations affect international tourism since nations increasingly realize the power that political moves hold over their tourist industries.
India has long been a significant source of tourists for Turkey, with Indian visitors drawn to the country’s rich culture, history, and affordable luxury. However, since Turkey’s alignment with Pakistan and its public support for Pakistan’s stance on several international issues, many Indian travelers have chosen to avoid visiting Turkey in protest.
This decline is reflected in the year-on-year figures as well: in July 2024, Turkey welcomed 28,875 Indian tourists, but this dropped to 16,244 in July 2025, marking a 44% decrease. For a country that has heavily relied on international tourists, particularly from India, this is a significant blow to the tourism economy.
The Boycott Turkey campaign has gained significant momentum in India, with travel agencies like MakeMyTrip, EaseMyTrip, and Cleartrip announcing they would no longer promote Turkish tourism packages. The backlash is linked to Turkey’s diplomatic support for Pakistan, particularly in the context of Operation Sindoor and Turkey’s stance on the territorial issues involving India.
India’s increasing political awareness among travelers has caused them to choose alternative destinations over Turkey, especially when countries align themselves against India’s sovereignty. For many Indian tourists, the act of visiting a country that openly supports Pakistan has become a political statement, making them less likely to book trips to Turkey, especially when other destinations remain neutral or aligned with India’s global interests.
This 50% drop in Indian tourism signals a wider issue for Turkey’s tourism sector, particularly as diplomatic relations increasingly affect travel patterns. Indian tourists, one of the largest and fastest-growing markets in global tourism, are increasingly selective about where they travel, factoring in political stances into their travel decisions.
The impact on Turkey’s tourism sector has been felt at key tourist sites and resorts, where Indian visitors make up a notable portion of clientele. Turkey’s tourism industry, which had been booming with international visitors, now faces the difficult task of regaining the trust of the Indian market and other countries that might share similar diplomatic concerns.
For Turkey, this decline is not just about lost revenue from Indian visitors; it’s about how international relations are increasingly affecting tourism dynamics. Turkey must now reconsider its diplomatic stance, as the economic impact of tourism is not limited to individual sectors but ripples throughout the hospitality and travel industries.
The Indian tourism market is highly lucrative, and countries that align themselves with India’s values will be better positioned to benefit from India’s outbound tourism. As the Indian market continues to grow and diversify, Turkey will need to evaluate how its political decisions affect not just trade relations but tourism partnerships that are essential for future growth.
The 50% decline in Indian tourist traffic during July 2025 points to the increasing role of politics in tourism flows. As Turkey struggles to win back trust from Indian tourists, the tourism industry will have to reevaluate the role diplomatic relations play in influencing international travel patterns. With India’s increasing role in the tourism market, nations such as Turkey will have to appreciate the need to align themselves with the values of India to secure long-term success in the competitive global tourism economy.
This study enrolled the SCGs of individuals who visited the geriatric psychiatry clinic at Chungnam National University Hospital (in South Korea) from May 2020 to August 2023. The inclusion criteria for the study participants were as follows: (1) age between 55 and 90 years; (2) serving as the primary caregiver for the spouse; (3) capable of independent functioning; and (4) no diagnosis of dementia. A total of 104 SCGs were recruited for the study. Of these, 54 caregivers voluntarily agreed to wear a Fitbit device. Participation in Fitbit monitoring for more than two weeks was entirely voluntary. The remaining participants declined to wear Fitbit device due to discomfort with wearing the device, scheduling conflicts, or lack of access to a compatible smartphone for data syncing. Of the 54 SCGs, 30 were caring for spouses diagnosed with dementia, 19 were caring for spouses with MCI, and 5 were caring for spouses with normal cognitive function (CN).
Dementia was diagnosed using the DSM-IV criteria, while MCI met the core clinical criteria recommended by the National Institute on Aging and Alzheimer’s Association guidelines [37]. CN was defined as having a CDR score of 0 and a Mini-Mental State Examination (MMSE) score of 27 or higher [38] and was treated for anxiety disorder or insomnia. The SCGs underwent a comprehensive clinical assessment by experienced neuropsychologists and research nurses. This study did not involve any clinical trials. Clinical trial number: not applicable.
Participants were instructed to wear the device daily for a minimum of two consecutive weeks. The following objective sleep-wake cycle parameters were obtained from wearable Fitbit: sleep duration, sleep efficiency, and sleep onset and offset times (with onset and offset times expressed in minutes from midnight).
The Korean version of the PSQI [39] was used to determine participants’ self-assessed sleep-wake cycle [22]. In the PSQI, each question is assigned a score ranging from 0 to 3, resulting in a total score between 0 and 21. Participants with scores above 5 were considered to have poor sleep quality. Component scores were derived for subjective sleep quality, sleep latency (i.e., time taken to fall asleep), sleep duration, habitual sleep efficiency (i.e., the ratio of time a person actually sleeps to the total time they spend in bed), sleep disturbances, use of sleep medications, and daytime dysfunction.
Heart rate data were collected via photoplethysmography sensors embedded in the Fitbit device, summarized every 15 min, and averaged over the next valid day to generate participant-level estimates. If less than 75% of heart rate data was collected during the analysis time, the analysis was excluded. Data were retrieved using a custom Python script via the Fitbit Web API. The utility and feasibility of using Fitbit in clinical research has been previously reported and clinical outcomes have been documented in several studies [29, 31].
To evaluate CHR, we applied cosinor analysis via CosinorPy using the 2-day continuous heart rate data. Cosinor analysis can measure the following key circadian rhythm parameters: amplitude (half the difference between peak and trough of the fitted curve), Midline Estimating Statistic of Rhythm (MESOR; the rhythm-adjusted mean heart rate), acrophase(the timing of the peak in the fitted rhythm, expressed in hours), and goodness of fit (GoF). GoF was calculated as an R-squared value, indicating how well the observed data fit the cosinor model. Values closer to 1 indicate better model fit and stronger circadian rhythmicity.
Caregiving burden was assessed using the Korean version [40] of 22-item Zarit Caregiver Burden Interview (ZBI). Each item is scored on a five-point Likert scale, ranging from 0 (never) to 4 (nearly always), yielding a total score between 0 and 88 [41].
Global cognition of each participant was assessed using the Korean version of the MMSE [38]. To evaluate the severity of depressive symptoms, we used the Korean version of the Geriatric Depression Scale [42]. Further, we used the Korean version of the International Physical Activity Questionnaire (IPAQ) [43], which utilizes the Metabolic Equivalent Task (MET) variable to determine physical activity categories. The total minutes spent engaged in physical activity of various intensities over the past seven days were identified, and responses were transformed into MET-minutes per week (MET-min/week) according to the IPAQ scoring protocol [44]. Average MET scores were calculated for each activity type. The following MET values were used: walking = 3.3 MET, moderate-intensity activity = 4.0 MET, vigorous-intensity activity = 8.0 MET. Total physical activity was calculated as the sum of the MET-min/week values derived from walking, moderate-intensity activity, and vigorous-intensity activity.
To investigate whether there were differences in the characteristics of the full sample (n = 104) and the Fitbit-wearing subgroup (n = 54, of whom 52 also completed the PSQI), Mann–Whitney U tests were used for continuous variables, and chi-square tests were used for categorical variables.
Multiple regression analyses were then conducted to examine the association between caregiving burden, as measured by the ZBI, and circadian rhythm related variables. Analyses were performed sequentially for: (1) Fitbit-derived sleep-wake cycle parameters (sleep duration, sleep efficiency, sleep onset time, and offset time); (2) PSQI scores (total and subdomains); and (3) CHR parameters (amplitude, MESOR, acrophase, and GoF). In all models, SCG’s age and sex, as well as the care recipient’s cognitive status (dementia vs. non-dementia), were included as covariates.
Additional moderation analyses were conducted to examine whether SCG sex or care recipient cognitive status moderated the relationship between caregiving burden and circadian rhythm outcomes. Care recipient cognitive status was categorized as dementia versus non-dementia for these analyses. To limit the number of exploratory tests, these were only performed on sleep or circadian variables that showed a trend-level association (p < 0.1) with caregiver ZBI score in the initial regression model. The interaction term ([moderator] × [ZBI]) was used as an independent variable; sex of the SCG, as well as the cognitive status of care recipients, were treated as covariates when appropriate, while circadian rhythm variables were treated as dependent variables.
All analyses were performed using SPSS version 21.0 (SPSS Inc., Chicago, IL). Statistical significance was set at p < 0.05.
Press release -
August 23, 2025
Tata Motors Passenger Vehicles (TMPV), a subsidiary of Tata Motors-one of India’s largest automotive manufacturer has re-entered the South African passenger vehicle market, marking the beginning of a new era for the company. The launch event, held at The Galleria in Sandton, Johannesburg, included the unveiling of four dynamic models: the Harrier, Curvv, Punch, and Tiago-each engineered to meet the diverse mobility needs of South African consumers.
The newly launched commercial vehicles are engineered to meet a wide range of cargo and passenger mobility needs. Designed with purpose and precision, they offer smart, reliable, and performance-driven solutions tailored to the evolving needs of enterprises and transporters in Sri Lanka. These vehicles exemplify Tata Motors’ focus on delivering high-performance mobility solutions that are rigorously tested for durability across demanding terrains, while offering superior comfort and operational efficiency elevating every trip.
Unveiling the new line-up, Mr. Girish Wagh, Executive Director, Tata Motors, said, “With a rich legacy and deep understanding of the Sri Lankan market, we have introduced application-oriented vehicles to meet the country’s growing infrastructure, public transportation, and logistics needs. This enhanced portfolio delivers a compelling proposition of superior performance, reliability, and optimized total cost of ownership – empowering customers to achieve greater efficiency and profitability. Backed by DIMO’s enduring partnership of six and a half decades, we are confident that these advanced offerings will set new benchmarks and catalyze the next phase of progress in Sri Lanka’s growing mobility landscape.”
Alluding to the long-standing partnership with Tata Motors, Mr. Ranjith Pandithage, Chairman, DIMO, said, “For over 65 years, DIMO has proudly represented Tata Motors in Sri Lanka, introducing advanced commercial vehicles that continue to set new benchmarks in performance and reliability. This latest range embodies the future of transport – blending world-class engineering with solutions designed for our market’s evolving needs. Underpinned by DIMO’s unmatched after-sales expertise we ensure every vehicle delivers sustained performance and value throughout its lifecycle. Together with Tata Motors, we remain committed to driving sustainable growth and shaping a high-performance mobility ecosystem for the country.”
Highlights: Launch of Segment-Centric, Application focused Vehicles
Cargo Mobility Solutions
Mobility Solutions
Customer-Centric Services:
Tata Motors’ commercial vehicles are sold in over 40 countries worldwide, with a portfolio that spans sub- 1-tonne mini-trucks to 60-tonne heavy-duty trucks and 9 to 71-seater passenger transport solutions. With over seven decades of experience in commercial mobility, the company continues to deliver on its promise of performance, durability, and total cost efficiency – built on a foundation of frugal engineering and global innovation.
Phil Coachman loved working at Microsoft for most of his nearly decadelong tenure. But as the culture began to shift and layoffs piled up, he decided it was time to move on.
He started looking for a new role in July 2024 when he was still at Microsoft, but struggled to get much traction. In January, he resigned from his role as a senior cloud solution architect to focus on his job search.
“I just didn’t feel happy there anymore,” said the 44-year-old, who lives in Pennsylvania. “I wanted to just continue making cool stuff and not have this constant fear of losing my job every week.”
Coachman said company layoffs — including the elimination of about 10,000 roles in 2023 — took a toll on his morale and that of his co-workers. He said he knew several people who were let go, including one teammate he regarded as a “top performer.”
“Every team that I worked with was just down,” he said. “So now you go to work and everybody’s depressed every day.”
Coachman is among the current and former Microsoft employees who have been affected by workforce reductions — either by losing a job or being left to adjust to coworker departures. After cutting about 6,000 jobs in May, the company laid off roughly 9,000 more in July. A Microsoft spokesperson previously told Business Insider that the company was focused on reducing management layers and streamlining processes. The cuts have also included many individual contributor roles.
Microsoft isn’t alone. Google, Intel, Amazon, and Walmart are among the companies that have also announced plans to reduce the number of managers in a trend dubbed the “Great Flattening.” Layoffs remain low by historical standards, but tech workers have been hit hard — just as white-collar hiring has slowed. That’s made it more difficult for workers like Coachman to switch jobs — or find new ones after they resign or are laid off.
“It just got to a point where morale was no longer up to par,” Coachman said, “and ultimately it got to a place where it was time to make a change.”
After working as a Microsoft contractor for several years, Coachman joined the company full-time in 2015. He said he’s extremely grateful for his time at the company, and that before joining, he was earning far less and just trying to get by. He’d be open to returning in the future, he said, if he saw signs of a positive culture shift.
During his final years at Microsoft, Coachman said there appeared to be a push to reduce the number of managers in an effort to increase what the company calls “span of control” — or the number of employees who report to each manager.
While his own manager’s number of direct reports didn’t change during his time on the team, he said they are now working in an individual contributor role. He also said he saw the number of reports per manager increase on other teams.
“I saw managers leave and other managers absorb that head count, so you go from managing 10 people to now maybe 18 people, which when you talk to those managers, becomes really hard,” he said. “The great flattening was definitely happening.”
Beyond layoffs and shifts in management structure, Coachman said he also began being asked to focus more on performance metrics, which he felt came at the cost of flexibility and meaningful customer work. In recent years, Big Tech firms, including Microsoft, Google, Meta, and Amazon, have revamped their performance review and compensation structures to better reward top performers and weed out underperformers in pursuit of smaller, higher-performing teams.
Another key factor in his decision to resign was the uptick in business travel. He said he was on the road about three times a month — a return to pre-pandemic norms.
“It just got to a point where I was missing too much of my kids’ lives,” he said, adding that his work frustrations made travel less tolerable. “It was different when I was traveling and the job was awesome.”
When Coachman started his job search in July 2024, he thought it was going to be fairly easy.
There seemed to be plenty of job postings on platforms like LinkedIn and Indeed, so after pinpointing a few roles he felt qualified for, he figured he’d be able to get interviews and eventually land an offer. But he quickly realized it wouldn’t be that simple. After all, US businesses were hiring at nearly the slowest pace in more than a decade.
“It was six months of basically just being ghosted,” he said. “It was a completely different world than when I had applied to a job decades ago.”
Coachman said he went through several rounds of résumé tweaks — thinking the format might be the issue — but still got little response.
As his job search dragged on, Coachman said he was hesitant to resign from his Microsoft job before having another role lined up because it would mean giving up a steady paycheck and unvested company stock. However, he said the “rainy day fund” he’d built over the years helped him feel more comfortable.
“I had enough savings that even if it would take me a year to find a job, I would be fine,” he said. “So it was just getting the courage to take that jump.”
In early 2024, Coachman said he hired a life coach — in part to help him navigate the changes he was experiencing at work. He said the life coach helped him get confident in his decision to resign, adding that hiring them was maybe the “best investment” he’d ever made.
After resigning, Coachman said he adjusted his job search strategy. Rather than simply applying for jobs, he spent more time tapping into the network he’d built over the years. He targeted roles at companies where he knew someone, then reached out to ask whether they thought he’d be a good fit — and if they’d be willing to refer him.
In one instance, he saw a few open roles at the data analytics and AI startup Databricks, where a former Microsoft colleague of his worked. After reaching out, Coachman said they recommended he focus on one specific role that they’d be willing to refer him for. The next day, Coachman received a call from a company recruiter. After the interview process, he received an offer and started working for the company in April.
“Finding my next gig was 100% through my network,” he said.
Coachman said his pay is comparable to what he earned at Microsoft, and that the signing bonus helped make up for what he left behind in unvested stock. He said his travel is also now limited to no more than once a month, which was a big factor in his decision to accept the offer.
Over the course of his roughly nine-month job search, Coachman said he applied to hundreds of jobs and received two offers — one for his current role and another from a startup he turned down due to concerns about job security.
His top advice for job seekers: build your network and lean on it. Rather than just connecting on LinkedIn, he said, it’s better to have real conversations that help foster relationships. He said this could boost your chances of landing a referral down the road — giving your application the “personal touch” it might need to get past applicant tracking system scanners.
“It’s real connections with people that I think make all the difference,” he said.
A site formerly home to BHS and the UAL College of Fashion in London’s Oxford Street could be turned into a new retail and cultural hub.
The plans for 33 Cavendish Square, submitted by Berkeley Estate Asset Management (BEAM) and Kohn Pedersen Fox (KPF), include office space, new shops and an auditorium and events area.
John Bushell, from KPF, said the proposals were an “important step in the rejuvenation of Oxford Street”.
BHS occupied the site from 1961 until 2016 when it went into administration. UAL College of Fashion left following its relocation to new facilities at the Olympic Park. Some of the building is currently used as office space.
The proposal includes 807,293 sq ft (75,000 sq m) of office space and a 37,673 sq ft (3,500 sq m) cultural hub, with an auditorium for events such as TED talks, product launches and fashion shows.
It is hoped that the site would generate more than £550m annually and provide almost 4,500 jobs once complete, said the Local Democracy Reporting Service.
If approved by Westminster City Council, works are anticipated to start in 2029 and run until 2033.
Mr Bushell said the building would provide a “greatly improved retail space to help attract world-leading brands into the nation’s high street”.
Lucy Guo, founder and CEO of Passes.
Passes
Lucy Guo might be a billionaire, but instead of a life of luxury and comfort, she swears by a relentless work ethic and strict daily routine.
At just 30 years old, the California-born-and-raised entrepreneur has achieved what many will spend their lifetimes chasing. In April, Guo’s net worth soared to $1.3 billion after her first business, Scale AI, wrapped up a deal with tech giant Meta that valued the company at $25 billion. She was named the youngest self-made woman billionaire, a title previously held by pop star Taylor Swift.
“Honestly, I still feel the same as that little girl, like my life pre-money and post-money, it hasn’t really changed that much,” Guo told CNBC Make It in an interview.
Guo co-founded Scale AI, an AI data labeling company, alongside Alexander Wang in 2016. Guo, who headed up the operations and product design teams at the Silicon Valley startup, left the company in 2018.
“We had disagreements around products and sales,” Guo explained. “Where Alex was very sales-driven on bringing in more customers, I was very focused on like ‘hey, we need to prioritize the products or helping make sure that scalers [employees] get paid on time, their hours are being counted correctly, but that wasn’t where the resources were being poured in.”
However, Guo held on to her stake, which is worth just under 5%. When Meta agreed to acquire 49% of Scale AI, the deal pushed Guo’s stake to a skyrocketing $1.25 billion.
“I think most people could have work-life balance if they cut out what most people waste their time on when they get back home.”
Lucy Guo
Founder and CEO of Passes
A serial entrepreneur and a graduate of the Thiel Fellowship program, Guo wasn’t out of the game for long and founded Backend Capital, a venture capital firm investing in early-stage tech startups in 2019. Her most recent company, Passes, a content creator monetization platform founded in 2022, has raised over $65 million in funding.
Since becoming a billionaire, Guo hasn’t taken her foot off the work pedal. “I am still working very long work days,” she said.
Guo belongs to a category of founders who optimize their days to be as productive as possible, and her newfound billionaire status isn’t an excuse to slow down.
An average day for Guo includes waking up at 5:30 a.m. and going to Barry’s Bootcamp for two workout sessions back-to-back. Lunches are a luxury for the startup founder, and she often eats during meetings as her schedule doesn’t always allow for a break, she said.
“I think most people could have work-life balance if they cut out what most people waste their time on when they get back home, which is, a lot of people doom scroll on TikTok, a lot of people just sit and watch TV mindlessly,” she said.
In the interest of work-life balance, Guo gives herself one day off on the weekends, where from noon to 6 p.m., she’s totally focused on spending time with her friends, and then it’s back to work straight after.
“I think I have more hours in a day because I’m gonna be honest, I’m totally blessed. I don’t need that much sleep…even though I’m working these long hours, I feel like I have work-life balance.
“I could theoretically work until midnight, and then I could go out to the club until 2 a.m., and then I could go to sleep, and then wake up at like 6 a.m. and do Barry’s.”
Lucy Guo attends as Passes presents Lucypalooza 2024 during LA Tech Week on October 16, 2024, in Beverly Hills, California.
Gonzalo Marroquin | Getty Images Entertainment | Getty Images
The young founder embodies the Silicon Valley mantra of working 24 hours a day, seven days a week, similar to China’s infamous 996 work culture, which includes working from 9 a.m. to 9 p.m. six days a week.
“9 a.m. to 9 p.m., to me that’s still work-life balance,” Guo commented. “At 9 p.m., you can go to dinner with your friends. You can invite them to a potluck. You don’t need to sleep from nine to nine. That’s a ridiculous amount of sleep.”
“If anyone thinks that’s not work-life balance, I don’t know what to say because you literally have 9 p.m. to 2 a.m. to hang out with your friends, and then you sleep from 2 a.m. to nine. That’s seven hours of sleep, which is more than enough.”
But not everyone agrees with the pursuit of a 996 work schedule. Some founders previously pushed back against the trend, telling CNBC that the views are outdated and unnecessary to achieve success.
An always-on culture decreases retention and creates a revolving door of talent, Sarah Wernér, co-founder of Husmus, told CNBC.”
Suranga Chandratillake, general partner at Balderton Capital, added that 996 is about “a fetishization of overwork rather than smart work…it’s a myth.”
Kate Goodlad and Lucy Guo speak onstage during the “The View from 2050” panel discussion at SXSW London on June 02, 2025, in London, England.
Jack Taylor | Getty Images Entertainment | Getty Images
Startup founders’ working hours are a much-contested issue. Recently, some venture capitalists were even pushing European founders to step up the work pace to keep up with their counterparts in the U.S. and China.
“In general, when you’re first starting your company, it’s near impossible to do it without doing that [996], like you’re going to need to work like 90-hour work weeks to get things off the ground,” Guo said.
As a company grows, hires more talent, and finds stability, Guo says it is possible to work less later on.
She noted that becoming a billionaire isn’t about intense working hours. If you consistently invest hundreds of thousands into the S&P 500, it could grow to billions by the end of your lifetime, according to Guo.
“I don’t think you need to work those hours to become a billionaire, per se. It’s how you opt to do it. If you opt to start a tech company, you’re gonna be working those hours in the beginning. If you’re like, main method is doing it via investing, you’re not gonna be working those hours,” she said.
Guo’s latest startup, Passes, became embroiled in controversy in February after a class action lawsuit was filed against her and the company, alleging that she distributed child sexual abuse material on the platform to paying subscribers.
“I think it’s a total shakedown. I never met this person, never talked to this person,” Guo said about the lawsuit.
A spokesperson from Passes told CNBC Make It via email: “As explained in the motion to dismiss filed on April 28, Ms. Guo and Passes categorically reject the baseless allegations made against them in the lawsuit, which was only filed against them after they rejected a $15 million payment demand.”
Clark Smith Villazor, the New York-based litigation firm that brought the lawsuit against Passes, has yet to respond to CNBC’s request for comment.
A rise in the number of sweet, food-scented perfumes on the market could be linked to an increase in the use of weight-loss medication, according to the market research firm Mintel.
Food-inspired fragrances, with scent profiles that feature vanilla, coffee and caramel and referred to in the industry as “gourmand” perfumes, have surged in popularity in the past three years. Launches of sugary-scented, desert-themed fragrances increased by 24% last year alone, Mintel said.
The rise in popularity is happening alongside the increased use of GLP-1 medications for weight loss, such as Ozempic, Wegovy and Mounjaro.
“Fragrance brands may increasingly explore such notes to address GLP-1-driven appetite suppression,” said Clotilde Drapé, a global beauty analyst at Mintel, as consumers “strive to stay lean while enjoying decadent, food-inspired scents”.
Mintel’s Future of Fragrance 2025 report predicts a further resurgence in sweet scents, tied to increased weight-loss medication use. “Online discussions have linked GLP-1 medications to changes in appetite and sensory experiences, potentially driving interest in sensory stimulation like fragrances,” Drapé said.
Gourmand perfumes are trending heavily among younger consumers online. Google and TikTok searches for “gourmand fragrances” have shown year on year growth of +170% in the US since 2023, according to the New York-based consumer research firm Spate.
In April the singer, songwriter and actor Sabrina Carpenter released the fragrance Me Espresso, the latest addition to her gourmand-centred perfume line. It is described as a sugary iced coffee in olfactory form, with notes of espresso, biscuit and whipped cream. The Fragrance by Sabrina scents also include Sweet Tooth, Caramel Dream and Cherry Baby and are all shaped like chocolate bars, adding to the dessert-themed experience.
“Generally speaking, it’s a gen Z-inspired fragrance trend,” said Amanda Carr, a fragrance writer at the website We Wear Perfume.
For younger generations, with recently acquired spending power, gourmand is an accessible gateway into the perfume market. “It’s like a baked cake or a sweet treat. It’s very easy for somebody who’s new to fragrance to understand it,” says Carr.
“Vanilla does hang about, it’s a very heavyweight note. So it seems like a good value for money fragrance, and that appeals to gen Z as well.”
The global fragrance market continues to boom, with an expected annual growth of 3.3% in 2025, according to the data company Statista.
Popular trends shared on TikTok include “scent layering”, which involves buying multiple scented body care products, from body oil to lotions, to boost the longevity of the fragrance.
Drapé said “mood-boosting” is the top reason for using fragrance in the UK, driving the popularity of sweet scents that are linked with indulgence.
