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Who is Kevin Hassett? The rumored Fed pick says inflation is ‘way down,’ sees ‘political bias’ in data

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The National Economic Council chief Kevin Hassett is suddenly the name to beat in the race to replace Jerome Powell at the Federal Reserve. Prediction markets are leaning his way; President Donald Trump cheekily hinted that he “knows who he’s going to pick”; and the White House said it is aiming for a Christmas reveal. But among the economists and former colleagues who’ve known him for years, reactions range from enthusiastic to deeply uneasy.

To his supporters, Hassett is a brilliant policy architect and, as longtime ally Stephen Moore puts it, a “hard money guy” who will defend the dollar. To some of his former peers, however, he has morphed into something far more concerning as an advisor to the president: a political loyalist willing to sacrifice institutional independence—and objective truth—to please his boss.

Hassett has become a regular presence on cable news, defending Trump’s policy priorities, downplaying unfavorable data, and echoing the White House line on everything from inflation to the legitimacy of federal statistics. Earlier in November, the NEC director insisted that inflation had “come way down” and that the price trajectory was “really, really good,” even as official data showed that the consumer price index had increased for five consecutive months.

The White House did not respond to Fortune’s request for comment by press time.

From happy warrior to Trump’s chief rate-cut salesman

To understand why the change alarms some of his onetime colleagues, it helps to recall Hassett’s extensive experience. 

Before Trump, Hassett was a thoroughly establishment conservative economist. He did stints at the Fed and Columbia Business School; advised the presidential campaigns of John McCain, George W. Bush, and Mitt Romney; and held posts at the American Enterprise Institute and Hoover Institution. His 2017 nomination to chair the Council of Economic Advisers drew a letter of support signed by heavyweights across the political spectrum, including former Fed chairs Alan Greenspan and Ben Bernanke.

Inside Trump’s first-term White House, he became a central figure in designing and selling the 2017 corporate tax cuts, arguing they would spur investment and manufacturing. He returned later as a senior advisor on COVID-era economic policy, and now runs the National Economic Council, putting him at the center of Trump’s second-term agenda.

This time around, Hassett has acted as one of Trump’s fiercest economic surrogates. He told Fox News last week that if he were running the Fed today he would “be cutting rates right now” because “the data suggests that we should,” and predicted that Trump’s mix of lower corporate tax rates for domestic factories and new industrial policy will drive “an absolute blockbuster year” for GDP and job growth in 2026.

He has also echoed Trump’s attacks on the central bank and the statistics it relies on: accusing Fed officials of putting “politics ahead of their mandate”; calling the central bank “late to the game” in cutting rates; and suggesting there is a partisan “pattern” in the jobs data produced by the Bureau of Labor Statistics. When Trump fired BLS Commissioner Erika McEntarfer and accused her of “rigged” numbers, a smiling Hassett went on TV framing the move as a matter of accuracy and process.

That’s where some of his old allies peeled off.

“If you’d asked me a year ago, I would have said I think Kevin would be a good pick,” said Dean Baker, a progressive economist who has coauthored papers with Hassett and previously supported him for the CEA. “I wouldn’t say that today. Kevin has been incredibly dishonest.”

Baker, who has spent decades dissecting BLS data, called Hassett’s talk of partisan bias “not the least bit serious,” noting that the agency’s methodology is public and constantly refined based on internal and external research. The concern, in his view, is less that Hassett genuinely believes the numbers are “cooked” and more that he’s willing to say things he knows are false because it’s what Trump wants.

“I would not count on him doing what he, in his professional opinion, thinks is correct, as opposed to what Donald Trump tells him to do,” Baker said.

He points specifically to the contrast between Hassett and Bernanke. Like Hassett, Bernanke served as the CEA chair for a Republican president (George W. Bush) before moving to the Fed.

Unlike Hassett, however, “Bernanke never compromised himself as head of the council,” Baker told Fortune. “He defended Bush’s policies, which is what you expect, but he didn’t say things that were just blatantly untrue.”

Hassett’s willingness to provide intellectual cover for Trump’s grievances extends beyond data. He has also floated a legal theory for how the president could fire Powell before his term ends.

In July, Hassett suggested that cost overruns on the renovation of the Fed’s headquarters in Washington, D.C.—the Eccles Building—could constitute “cause” for removal. He cited a figure of $700 million in overruns on the $2.5 billion project, characterizing it as mismanagement that might have given Trump the legal opening he has long sought to oust Powell.

Gregory Mankiw, a former Bush CEA chair and Harvard professor, wrote in an email to Fortune that it has been “painful” to watch Hassett on TV in these instances, when he is “vigorously defending some of President Trump’s economically illiterate policies.”

However, Mankiw added, “I like him and have considered him a good economist.” The big question, he said, is whether Hassett would show the “degree of political independence necessary to be a successful Fed chair.”

The case for Hassett

Inside Trump’s orbit, the critique that Hassett is a Trump loyalist is dismissed as establishment hand-wringing. Stephen Moore, a senior fellow at the Heritage Foundation and former Trump advisor, argued that Hassett is exactly what the doctor ordered.

“I can’t think of anybody better,” Moore told Fortune. “Kevin is a hard money guy. He understands the purpose of the Fed is to keep inflation under control.”

William Beach, a former BLS commissioner and a Trump appointee who has known Hassett for 25 years, offered perhaps the strongest defense of all.

Beach called Hassett “a fine economist” with deep knowledge of the banking system and a rare ability to communicate clearly, skills that, he said, are essential for any Fed chair.

When pressed on Hassett’s skepticism of BLS jobs data, Beach declined to weigh in and seemed irritated, saying only that the Federal Reserve “will always rely on the best statistics available.”

The hesitancy contrasted with Beach’s own past comments. In a previous interview with Fortune, he had forcefully criticized efforts to portray official jobs data as politically manipulated, warning that undermining trust in federal statistics is “highly dangerous” because “markets rely so heavily on the jobs report.” 

In this case, though, Beach focused squarely on his long relationship with Hassett and on what he described as his “sound judgment,” saying he had “confidence [Hassett] would put the interests of the Fed and the U.S. economy first.”

The Inflation Risk Premium

While Hassett celebrated the market’s initial reaction to reports that he’s the front-runner to replace Powell, veteran Fed watchers see warning signs flashing in the bond market.

Jon Hilsenrath, a senior advisor at StoneX and former Wall Street Journal Fed correspondent, noted that the immediate uptick in the 10-year Treasury yield is significant.

He argued in a LinkedIn post that the higher yield suggests bond traders are betting that a Hassett-led Fed might be softer on inflation, necessitating higher long-term yields to compensate for that risk.

Furthermore, Hilsenrath added that while a yield near 4% might seem manageable, it is actually “exceptionally low” given that inflation remains above the Fed’s 2% target and budget deficits are near $2 trillion. If the bond market loses faith in the Fed’s independence, that disconnect could correct violently, sending rates soaring.

It reflects the “Mickey Mouse” danger Baker warned about: an administration that looks amateurish with staff too intimidated to correct the president and a Fed perceived as compliant, risking a revolt from the bond vigilantes.

“You have people who might understand the way the economy works, but they’re scared of Trump,” Baker said. “And at the end of the day, he’s the one who calls the shots.”



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Robert F. Kennedy Jr. turns to AI to make America healthy again

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HHS billed the plan as a “first step” focused largely on making its work more efficient and coordinating AI adoption across divisions. But the 20-page document also teased some grander plans to promote AI innovation, including in the analysis of patient health data and in drug development.

“For too long, our Department has been bogged down by bureaucracy and busy-work,” Deputy HHS Secretary Jim O’Neill wrote in an introduction to the strategy. “It is time to tear down these barriers to progress and unite in our use of technology to Make America Healthy Again.”

The new strategy signals how leaders across the Trump administration have embraced AI innovation, encouraging employees across the federal workforce to use chatbots and AI assistants for their daily tasks. As generative AI technology made significant leaps under President Joe Biden’s administration, he issued an executive order to establish guardrails for their use. But when President Donald Trump came into office, he repealed that order and his administration has sought to remove barriers to the use of AI across the federal government.

Experts said the administration’s willingness to modernize government operations presents both opportunities and risks. Some said that AI innovation within HHS demanded rigorous standards because it was dealing with sensitive data and questioned whether those would be met under the leadership of Health Secretary Robert F. Kennedy Jr. Some in Kennedy’s own “Make America Health Again” movement have also voiced concerns about tech companies having access to people’s personal information.

Strategy encourages AI use across the department

HHS’s new plan calls for embracing a “try-first” culture to help staff become more productive and capable through the use of AI. Earlier this year, HHS made the popular AI model ChatGPT available to every employee in the department.

The document identifies five key pillars for its AI strategy moving forward, including creating a governance structure that manages risk, designing a suite of AI resources for use across the department, empowering employees to use AI tools, funding programs to set standards for the use of AI in research and development and incorporating AI in public health and patient care.

It says HHS divisions are already working on promoting the use of AI “to deliver personalized, context-aware health guidance to patients by securely accessing and interpreting their medical records in real time.” Some in Kennedy’s Make America Healthy Again movement have expressed concerns about the use of AI tools to analyze health data and say they aren’t comfortable with the U.S. health department working with big tech companies to access people’s personal information.

HHS previously faced criticism for pushing legal boundaries in its sharing of sensitive data when it handed over Medicaid recipients’ personal health data to Immigration and Customs Enforcement officials.

Experts question how the department will ensure sensitive medical data is protected

Oren Etzioni, an artificial intelligence expert who founded a nonprofit to fight political deepfakes, said HHS’s enthusiasm for using AI in health care was worth celebrating but warned that speed shouldn’t come at the expense of safety.

“The HHS strategy lays out ambitious goals — centralized data infrastructure, rapid deployment of AI tools, and an AI-enabled workforce — but ambition brings risk when dealing with the most sensitive data Americans have: their health information,” he said.

Etzioni said the strategy’s call for “gold standard science,” risk assessments and transparency in AI development appear to be positive signs. But he said he doubted whether HHS could meet those standards under the leadership of Kennedy, who he said has often flouted rigor and scientific principles.

Darrell West, senior fellow in the Brooking Institution’s Center for Technology Innovation, noted the document promises to strengthen risk management but doesn’t include detailed information about how that will be done.

“There are a lot of unanswered questions about how sensitive medical information will be handled and the way data will be shared,” he said. “There are clear safeguards in place for individual records, but not as many protections for aggregated information being analyzed by AI tools. I would like to understand how officials plan to balance the use of medical information to improve operations with privacy protections that safeguard people’s personal information.”

Still, West, said, if done carefully, “this could become a transformative example of a modernized agency that performs at a much higher level than before.”

The strategy says HHS had 271 active or planned AI implementations in the 2024 financial year, a number it projects will increase by 70% in 2025.



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Construction workers are earning up to 30% more in the data center boom

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Big Tech’s AI arms race is fueling a massive investment surge in data centers with construction worker labor valued at a premium. 

Despite some concerns of an AI bubble, data center hyperscalers like Google, Amazon, and Meta continue to invest heavily into AI infrastructure. In effect, construction workers’ salaries are being inflated to satisfy a seemingly insatiable AI demand, experts tell Fortune.

In 2026 alone, upwards of $100 billion could be invested by tech companies into the data center buildout in the U.S., Raul Martynek, the CEO of DataBank, a company that contracts with tech giants to construct data centers, told Fortune.

In November, Bank of Americaestimated global hyperscale spending is rising 67% in 2025 and another 31% in 2026, totaling a massive $611 billion investment for the AI buildout in just two years.

Given the high demand, construction workers are experiencing a pay bump for data center projects.

Construction projects generally operate on tight margins, with clients being very cost-conscious, Fraser Patterson, CEO of Skillit, an AI-powered hiring platform for construction workers, told Fortune.

But some of the top 50 contractors by size in the country have seen their revenue double in a 12-month period based on data center construction, which is allowing them to pay their workers more, according to Patterson.

“Because of the huge demand and the nature of this construction work, which is fueling the arms race of AI… the budgets are not as tight,” he said. “I would say they’re a little more frothy.”

On Skillit, the average salary for construction projects that aren’t building data centers is $62,000, or $29.80 an hour, Patterson said. The workers that use the platform comprise 40 different trades and have a wide range of experience from heavy equipment operators to electricians, with eight years as the average years of experience.

But when it comes to data centers, the same workers make an average salary of $81,800 or $39.33 per hour, Patterson said, increasing salaries by just under 32% on average.

Some construction workers are even hitting the six-figure mark after their salaries rose for data center projects, according to The Wall Street Journal. And the data center boom doesn’t show any signs it’s slowing down anytime soon.

Tech companies like Google, Amazon, and Microsoft operate 522 data centers and are developing 411 more, according to The Wall Street Journal, citing data from Synergy Research Group. 

Patterson said construction workers are being paid more to work on building data centers in part due to condensed project timelines, which require complex coordination or machinery and skilled labor.

Projects that would usually take a couple of years to finish are being completed—in some instances—as quickly as six months, he said.

It is unclear how long the data center boom might last, but Patterson said it has in part convinced a growing number of Gen Z workers and recent college grads to choose construction trades as their career path.

“AI is creating a lot of job anxiety around knowledge workers,” Patterson said. “Construction work is, by definition, very hard to automate.”

“I think you’re starting to see a change in the labor market,” he added.



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Netflix cofounder started his career selling vacuums door-to-door before college—now, his $440 billion streaming giant is buying Warner Bros. and HBO

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Reed Hastings may soon pull off one of the biggest deals in entertainment history. On Thursday, Netflix announced plans to acquire Warner Bros.—home to franchises like Dune, Harry Potter, and DC Universe, along with streamer HBO Max—in a total enterprise value deal of $83 billion. The move is set to cement Netflix as a media juggernaut that now rivals the legacy Hollywood giants it once disrupted.

It’s a remarkable trajectory for Netflix’s cofounder, Hastings—a self-made billionaire who found a love for business starting as a teenage door-to-door salesperson.

“I took a year off between high school and college and sold Rainbow vacuum cleaners door to door,” Hastings recalled to The New York Timesin 2006. “I started it as a summer job and found I liked it. As a sales pitch, I cleaned the carpet with the vacuum the customer had and then cleaned it with the Rainbow.”

That scrappy sales job was the first exposure to how to properly read customers—an instinct that would later shape Netflix’s user-obsessed culture. After graduating from Bowdoin College in 1983, Hastings considered joining the Marine Corps but ultimately joined the Peace Corps, teaching math in Eswatini for two years. When he returned to the U.S., he obtained a master’s in computer science from Stanford and began his career in tech.

The idea for Netflix reportedly came a few years later in the late 1990s. After misplacing a VHS copy of Apollo 13 and getting hit with a $40 late fee at Blockbuster, Hastings began exploring a mail-order rental service. While it’s an origin story that has since been debated, it marked the start of a company that would reshape global entertainment.

Hastings stepped back as CEO in 2023 and now serves as Netflix’s chairman of the board. He has amassed a net worth of about $5.6 billion. He’d be even richer if he didn’t keep offloading his shares in the company and making record-breaking charitable donations.

Netflix’s secret for success: finding the right people

Hastings has long said that one of the biggest drivers of Netflix’s success is its focus on hiring and keeping exceptional talent.

“If you’re going to win the championship, you got to have incredible talent in every position. And that’s how we think about it,” he told CNBC in 2020. “We encourage people to focus on who of your employees would you fight hard to keep if they were going to another company? And those are the ones we want to hold onto.”

To secure top performers, Hastings said he was more than willing to pay for above-market rates. 

“With a fixed amount of money for salaries and a project I needed to complete, I had a choice: Hire 10 to 25 average engineers, or hire one ‘rock-star’ and pay significantly more than what I’d pay the others, if necessary,” Hastings wrote. “Over the years, I’ve come to see that the best programmer doesn’t add 10 times the value. He or she adds more like a 100 times.”

That mindset also guided Netflix’s leadership transition. When Hastings stepped back from the C-suite, the company didn’t pick a single successor—it picked two. Greg Peters joined Ted Sarandos as co-CEO in 2023.

“It’s a high-performance technique,” Hastings said, speaking about the co-CEO model. “It’s not for most situations and most companies. But if you’ve got two people that work really well together and complement and extend and trust each other, then it’s worth doing.”

Netflix’s stock has soared more than 80,000% since its IPO in 2002, adjusting for stock splits.

Netflix brought unlimited PTO into the mainstream

Netflix’s flexible workplace culture has also played a key role in its success, with Hastings often known for prioritizing time off to recharge. 

“I take a lot of vacation, and I’m hoping that certainly sets an example,” the former CEO said in 2015. “It is helpful. You often do your best thinking when you’re off hiking in some mountain or something. You get a different perspective on things.”

The company was one of the first to introduce unlimited PTO, a policy that many firms have since adopted. About 57% of retail investors have said it could improve overall company performance, according to a survey by Bloomberg. Critics have argued that such policies can backfire when employees feel guilty taking time off, but Hastings has maintained that freedom is core to Netflix’s identity. 

“We are fundamentally dedicated to employee freedom because that makes us more flexible, and we’ve had to adapt so much back from DVD by mail to leading streaming today,” Hastings said. “If you give employees freedom you’ve got a better chance at that success.”

Netflix’s other cofounder, Marc Randolph, embraced a similar philosophy of valuing work-life balance.

“For over thirty years, I had a hard cut-off on Tuesdays. Rain or shine, I left at exactly 5 p.m. and spent the evening with my best friend. We would go to a movie, have dinner, or just go window-shopping downtown together,” Randolph wrote in a LinkedIn post.

“Those Tuesday nights kept me sane. And they put the rest of my work in perspective.”



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