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The unlikely rise of Karyn Tomlinson, who traveled to France in her 20s to learn how to cook and just won the culinary world’s most prestigious award

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When Karyn Tomlinson took the stage at Chicago’s Lyric Opera House this June to accept the 2025 James Beard Award for Best Chef: Midwest, she wore a piece of family history: a floor-length coral dress her grandmother once donned as the Dassel Corn Queen in 1941. It was a fitting tribute for a chef whose culinary philosophy is deeply rooted in heritage, hospitality, and the Midwest.

Tomlinson, the 40-year-old chef-owner of Myriel in St. Paul, Minnesota, has quickly become a leading voice in the new wave of Midwestern cuisine. Her restaurant, celebrated for its “grandma cooking nouveau”—a blend of Scandinavian and Minnesotan roots with refined French technique—has garnered acclaim from Food & Wine, Esquire, and The Washington Post. Think golden pie crust that melts in your mouth, baked after it was coaxed into form with cold lard and handheld pastry cutters—exactly how her grandmother taught her. 

Karyn Tomlinson

Tomlinson’s approach is both humble and precise: She champions local farmers, leans into sustainability, and crafts dishes that are comforting and sophisticated, earning her a loyal following and national recognition.

Raised in a family where hospitality was a way of life, Tomlinson’s journey took her from the woods of Minnesota to the kitchens of Le Cordon Bleu in Paris at age 25 and the storied, two-Michelin-starred Fäviken in Sweden. She returned home, at 32, with a global perspective and a mission: to create food that connects people, honors the land, and celebrates the unsung ingredients of the region.

Fortune recently spoke with Tomlinson at the height of her success to discuss her unlikely path from restaurant host to industry trailblazer, and how winning one of the culinary world’s highest honors is transforming both her career and the profile of Midwestern dining.

FORTUNE: Your Minnesota roots are central to your story. Can you tell me about your mother and grandmother?

TOMLINSON: My grandmother was a joyful person. She was a farm girl through and through; she would walk outside barefoot at almost any time of the year. She just knew how to make people feel welcome, and she was never stressed out about getting a meal on the table. Her hospitality was a very nurturing kind of hospitality. And she made the best pies, everyone knew it. People at church potlucks or picnics would always try to find out which ones she made. That was how she showed up for people—by cooking. 

Both she and my mom represent the kind of femininity that is willing to work and get some scrapes, but is at the same time very nurturing. Hospitality in my family was about making people feel special, not showing off. My mom is my favorite sounding board for cooking and entertaining.

FORTUNE: When did you decide to pursue food seriously?

TOMLINSON: After college, I realized I wanted to do something meaningful. Cooking brought people together, and I wanted to create that kind of connection. I had no training, so I went to France to study at Le Cordon Bleu in Paris.

FORTUNE: What was cooking school in France like?

TOMLINSON: It was intensive and focused—just cooking all day. I basically went for the equivalent of a couple of semesters, but it was all squished into a smaller amount of time. And then my money was up and I thought, well, I guess I’ll return to Minnesota where I’m still paying rent, shop my résumé around a little bit, and see what happens.

FORTUNE: Did you ever feel like an outsider in the kitchen? Did you ever have imposter syndrome?

TOMLINSON: Absolutely. I started cooking professionally in my mid-20s, which was late compared to others. A lot of chefs I knew of had started, like, dishwashing when they were 14 and then worked their way up. I knew I was smart and driven, but I didn’t have that same kind of muscle memory, or years of experience; I wasn’t street smart in that way. And so I really felt like an imposter.

I think it was humbling to have to rewind and learn from the ground up, which I actually did a couple of times in my adulthood: first when I started cooking in my mid-20s, and then later on after I had been cooking in restaurants for a while by going to cook in a really elite kitchen in Sweden: Fäviken, Magnus Nilsson’s restaurant. It was on the World’s 50 Best list. Michelin status restaurant. It was a really incredible experience. 

In both situations, I knew I was smart, I knew I had experience, but in that particular context, I knew nothing. I had to build up my confidence within each place. And then over time, that all accumulates, but it takes humility. I was really reluctant to show people if I didn’t know something, or admit I didn’t know something, or that somebody else maybe I didn’t like very much or didn’t get along with or didn’t respect me might actually have the answer. 

Karyn Tomlinson poses in a kitchen with another chef smiling behind her

Karyn Tomlinson

FORTUNE: When did that feeling end for you? When your confidence broke through?

TOMLINSON: Maybe a couple of weekends ago when I got the James Beard award. I think it’s happened in increments. And I’ve had really amazing people in my life who reminded me that everybody struggles with that—even people who look like they’re on top, or really know what they’re doing. My dad has been really good about reminding me of that. 

There have been naysayers in my life, but there have always been other people who are encouraging, and I’ve been really grateful for those people. Sometimes, that’s all you need: Just one voice that thinks you can do it, and that even if you don’t know something, you can learn, and it’s okay if you don’t know it yet.

FORTUNE: How did you transition from working for others to opening your own restaurant?

TOMLINSON: In most of my cooking career, most of my next steps haven’t really made sense on paper. Like, everything’s been kind of a reach. After going to Sweden, I came back home and somebody asked me to run his restaurant, and I’d never run a restaurant before. The owners of that restaurant asked me if I would be interested in becoming a partner and rebranding—coming up with my own concept—so I worked on that plan for a while, and this was right before COVID hit. In the end, they decided to close the restaurant rather than do that, which was heartbreaking for me, but in hindsight, I’m so grateful that happened.

Some months into the pandemic, I had all this momentum to become a restaurant owner, and to create a space. I was starting to get excited about it and wondering, what do I do with it? Eventually, after asking those hard questions, I decided to take that risk. I’ve just learned that even if you don’t feel technically prepared for something, if you know how to use the resources around you, you’re probably going to be okay.

A menu at Myriel
Myriel has received rave reviews both locally and nationally.

Karyn Tomlinson

FORTUNE: What was the risk involved in opening Myriel?

TOMLINSON: I opened Myriel in a really modest way. I borrowed $25,000 from my uncle. And my commercial realtor, actually, as we went through the process of finding this space, he was more and more into what I was describing and we found ourselves aligned, so he asked if he could be my business partner as well. So, he’s my business partner.

Due to COVID, it was really hard to get a bank loan at that time. You would need about $100,000 to build out the space, so I ended up borrowing and adding other silent partners to the equation for that. It’s an interesting setup. But the fact we were able to come up with a restaurant for less than $150,000, that’s pretty wild. But that’s still, for me—somebody who’s been cooking and not making lots of money in my adult years—it’s a huge financial risk. You’ve got to make sure your idea works, or at least have a good plan to know what to do if it doesn’t. That really compelled me to be as creative as I could. I’ve seen too many chefs get into quick-money situations and it never ends up good, so I wanted to do it in a way that was modest, where we could build things and be resourceful and I wouldn’t be on the hook for an inordinate amount of money.

Since it all happened during COVID, we were able to get a good deal on a lease, and I was able to actually open during construction. I started takeout meal kits on the weekends, and so we had a little bit of a revenue flow so I could hire some people.

FORTUNE: What were those first few months like after you finally opened? How did the community respond?

TOMLINSON: It was slow. St. Paul is kind of a small-town neighborhood. It takes people a while to get used to new things. But we did have a handful of neighbors who had been faithfully doing takeout during COVID—and we still have people come in today and say “we used to do your meal kits and that was such a special time for us”—but certain aspects took a while to build. 

I’ve never paid for marketing; it’s mainly been word of mouth, and we were really fortunate to have media attention. I had enough of a reputation in that town at that time that people were excited to write about the restaurant opening. So within months of opening, we were on Esquire’s 50 Best New Restaurants list, and got a review by The Washington Postan amazing article. So all of that helped make it work and kept our seats full. We were fortunate to make a splash from the start.

FORTUNE: Why did you name the restaurant Myriel?

TOMLINSON: Myriel is inspired by the bishop in Victor Hugo’s Les Misérables, who’s about to have a meal when this ex-convict comes to his door—Jean Valjean. 

The ex-convict lists all the things that he’s done wrong and shows his prison papers, expecting to get turned out like he has everywhere else, but that bishop’s response is to just quietly set a table with the most dignified place setting of silver and invites him to sit down and have a meal. I just thought, wow, what a cool picture of hospitality. 

Karyn Tomlinson foraging in the woods

Karyn Tomlinson

FORTUNE: What was it like for you growing up?

TOMLINSON: You know, I did not dream of being a chef when I was a little girl. I was playing outside a lot. I always loved art, was never bored, and I was always coming up with a project. As an only child, I was often making up games or plans for my dog; she was a black lab mix. 

I appreciate Minnesota now, but I used to feel different, maybe because my interests were unusual—like old movies and art. My dad taught film, so I grew up analyzing movies and loving classics like It’s a Wonderful Life. I always felt a bit apart from the typical Minnesota experience.

Cooking was around me—my mom made everything from scratch, and my grandma was always cooking—and I was always curious about that, but it didn’t really register that I was interested in cooking until after college. That’s when I started gardening, growing vegetables, and figuring out what to do with them, which led me to cook more.

FORTUNE: Where was this first garden?

TOMLINSON: I was renting a house with friends after college. The yard became my first real garden. My grandfather taught me a lot, and our neighbor, a retired horticulturist, helped me get started. He taught me how to mark rows using radishes, how to plant things well, and how to keep the “varmint out,” as he put it. I grew things like Romano beans, kohlrabi, cabbage, carrots, and beets.

FORTUNE: What’s your favorite thing to grow?

TOMLINSON: I love beets and radishes—they’re the first thing you can harvest in Minnesota. They come up so quickly. Even if radishes bolt [flower prematurely due to environmental stress], you can eat the flowers and seed pods, and save the seeds and plant them for more radishes the next year. Lettuce is also gratifying, since it germinates and grows pretty quickly.

FORTUNE: What dishes do you think everyone should learn to make?

TOMLINSON: Well, as a Midwesterner, I would say to learn to love your grains and legumes. They’re affordable, nutritious, and satisfying—it’s kind of like beans and rice, you know? I make savory porridges using cooked wheat berries and sorghum, and simple dishes like omelets with greens. I’ll also do a grain bowl a lot of times with a poached egg on top, and then whatever vegetables I have in my fridge or whatever fermented or pickled things I have. You can do a lot of dishes like that.

If you eat meat, learn how to do a really good braised meat dish, and learn to do it in a few ways so you’re not always just buying prime cuts of steak or just eating chicken breasts. Learn how to use the pieces that maybe make you a little bit uncomfortable at first—not only is it going to be better for you, but there’s traditions among many cultures about eating that way, and I think if you can break past your intimidation or fear of that, it’s always cheaper, and it can be really quite nutritious and delicious, too.





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Female libido pill gets expanded approval for menopause by FDA

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U.S. health officials have expanded approval of a much-debated drug aimed at boosting female libido, saying the once-a-day pill can now be taken by postmenopausal women up to 65 years old.

The announcement Monday from the Food and Drug Administration broadens the drug’s use to older women who have gone through menopause. The pill, Addyi, was first approved 10 years ago for premenopausal women who report emotional stress due to low sex drive.

Addyi, marketed by Sprout Pharmaceuticals, was initially expected to become a blockbuster drug, filling an important niche in women’s health. But the drug came with unpleasant side effects including dizziness and nausea, and it carries a safety warning about the dangers of combining it with alcohol.

The boxed warning cautions that drinking while consuming the pill can cause dangerously low blood pressure and fainting. If patients have several drinks, the label recommends waiting a few hours before taking the drug, or skipping one dose.

Sales of Addyi, which acts on brain chemicals that affect mood and appetite, fell short of Wall Street’s initial expectations. In 2019, the FDA approved a second drug for low female libido, an on-demand injection that acts on a different set of neurological chemicals.

Sprout CEO Cindy Eckert said in a statement the approval “reflects a decade of persistent work with the FDA to fundamentally change how women’s sexual health is understood and prioritized.” The company, based in Raleigh, North Carolina, announced the FDA update in a press release Monday.

The medical condition for a troublingly low sexual appetite, called hypoactive sexual desire disorder, has been recognized since the 1990s and is thought to affect a significant portion of American women, according to surveys. After the blockbuster success of Viagra for men in the 1990s, drugmakers began pouring money into research and potential therapies for sexual dysfunction in women.

But diagnosing the condition is complicated because of how many factors can affect libido, especially after menopause, when falling hormone levels trigger a number of biological changes and medical symptoms. Doctors are supposed to rule out a number of other issues, including relationship problems, medical conditions, depression and other mental disorders, before prescribing medication.

The diagnosis is not universally accepted, and some psychologists argue that low sex drive should not be considered a medical problem.

The FDA rejected Addyi twice prior to its 2015 approval, citing the drug’s modest effectiveness and worrisome side effects. The approval came after a lobbying campaign by the company and its supporters, Even the Score, which framed the lack of options for female libido as a women’s rights issue.

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This story has been updated to correct the age range of the FDA approval update. The agency approved the drug for postmenopausal women up to age 65, not older than 65.

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The Associated Press Health and Science Department receives support from the Howard Hughes Medical Institute’s Department of Science Education and the Robert Wood Johnson Foundation. The AP is solely responsible for all content.



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Gavin Newsom hires former CDC officials to work as public health consultants for state of California

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Two former senior officials from the Centers for Disease Control and Prevention, including one fired by the Trump administration, will join California as public health consultants, Gov. Gavin Newsom announced Monday.

California joined Washington and Oregon — two other states with Democratic governors — to launch an alliance in September to establish their own public health guidance and vaccine recommendations, as the Trump administration makes sweeping changes to vaccine and health policy.

Susan Monarez was fired as the CDC’s director and Dr. Debra Houry resigned as the agency’s chief medical officer and deputy director over disputes about changes at the agency. The two will work with California’s public health department to help build trust in “science-driven decision-making,” Newsom’s office said.

“By bringing on expert scientific leaders to partner in this launch,” Newsom said in a statement, “we’re strengthening collaboration and laying the groundwork for a modern public health infrastructure that will offer trust and stability in scientific data not just across California, but nationally and globally.”

California has increasingly positioned itself as a counterweight to federal health policy, and Newsom has amped up his criticisms of President Donald Trump and challenged the Republican’s policies in court. The governor’s final term ends in just over a year and he’s gearing up for a possible presidential run in 2028.

California state Sen. Tony Strickland, a Republican, said the new initiative is an example of Newsom prioritizing his national political ambitions over the state.

“California has serious problems, and we need serious solutions from a serious leader,” Strickland said in a statement.

The White House and U.S. Department of Health and Human Services did not respond to emails seeking comment on the hirings.

Trump and Health Secretary Robert F. Kennedy Jr. have repeated falsehoods about vaccines, and the administration has given health recommendations this year that experts say were not backed by science.

Trump in September urged pregnant women not to take Tylenol, saying it could pose a risk of autism to their babies, remarks medical experts said were irresponsible. The CDC website was changed last month to contradict the longtime scientific conclusion that vaccines do not cause autism. A federal vaccine advisory panel voted earlier this month to reverse decades-old guidance recommending that all U.S. babies get immunized against the liver infection hepatitis B on the day they’re born. The vaccine is credited with preventing thousands of illnesses.

Monarez, a former director of a federal biomedical research agency, was named acting director of the CDC in January. Trump later nominated her to to serve as director. She was confirmed by the Senate in July, making her the first nonphysician to serve in the role. But she was fired by the Trump administration in August after less than a month in the post.

Kennedy has said Monarez was fired after she told him she was untrustworthy. But Monarez said that was false in congressional testimony and that she was fired after refusing to endorse new vaccine recommendations that weren’t backed by science.

Houry, who spent more than a decade at the CDC, was among a handful of top officials at the agency who resigned around the time Monarez was fired. Houry said in August she was concerned about the rise of vaccine misinformation during the Trump administration, as well as planned budget cuts, reorganization and firings at the CDC.

She said she’s excited to join California’s new initiative.

“California will advance practical, scalable solutions that strengthen public health within the state and across states —showing how states can modernize data, share capacity, and work together more efficiently, while remaining focused on protecting people and communities,” Houry said in a statement.

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Associated Press writer Trân Nguyễn contributed.

This story was originally featured on Fortune.com



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Dealmakers are heading into the final weeks of 2025 on a $100 billion cliffhanger.

Paramount Skydance Corp.’s hostile bid to snatch Warner Bros. Discovery Inc. from under the nose of Netflix Inc. encapsulates the themes that have shaped a banner year for mergers and acquisitions: renewed desire for transformative tie-ups, massive checks from Wall Street, the flow of Middle East money and US President Donald Trump’s role as both disruptor and dealmaker.

Global transaction values have risen around 40% to about $4.5 trillion this year, data compiled by Bloomberg show, as companies chase ultra-ambitious combinations, emboldened by friendlier regulators. That’s the second-highest tally on record and includes the biggest haul of deals valued at $30 billion or more.

“There’s a sentiment in boardrooms and among CEOs that this is a potential multi-year window where it’s possible to dream big,” said Ben Wallace, co-head of Americas M&A at Goldman Sachs Group Inc. “We’re at the beginning of a rate-cutting cycle so there’s anticipation that there will be more liquidity.”

Beyond Netflix’s purchase of Warner Bros., this year’s blockbusters include Union Pacific Corp.’s acquisition of rival railroad operator Norfolk Southern Corp. for more than $80 billion including debt, the record leveraged buyout of video game maker Electronic Arts Inc., and Anglo American Plc’s takeover of Teck Resources Ltd. to reshape global mining. 

“When you look around and you see your peers doing these big deals and taking advantage of the tailwinds, you don’t want to be left out,” said Maggie Flores, partner at law firm Kirkland & Ellis LLP in New York. “The regulatory environment is in a position that is very conducive to dealmaking and people are taking advantage of it.”

The tally also shows a level of exuberance in certain pockets that some advisers and analysts worry is unsustainable. Global trade tensions are ongoing, and market observers are increasingly warning of a selloff in the white-hot equity markets that have underpinned the M&A resurgence.

Top executives at Goldman Sachs, JPMorgan Chase & Co. and Morgan Stanley have all flagged the risk of a correction in the months ahead, in part tied to concerns about an overheated artificial intelligence ecosystem, where huge amounts of investment have juiced technology stocks.

“These equity returns are really coming out of AI, and AI spend is not sustainable,” said Charlie Dupree, global chair of investment banking at JPMorgan. “If that pulls back, then you are going to see a broader market that isn’t really advancing.”

The AI buzz led to some the year’s standout transactions. Sam Altman’s OpenAI took in major investments from the likes of SoftBank Group Corp., Nvidia Corp. and Walt Disney Co., and a consortium led by BlackRock Inc.’s Global Infrastructure Partners agreed to pay $40 billion for Aligned Data Centers. In March, Google parent Alphabet Inc. framed its $32 billion acquisition of cybersecurity startup Wiz Inc. as a way to provide customers with new safeguards in the AI era.

“Everyone needs to be an AI banker now,” said Wally Cheng, head of global technology M&A at Morgan Stanley. “Just as software began eating the world 15years ago, AI is now eating software. You have to be conversant in AI and understand how it will affect every company.”

The technology sector more broadly has already notched a record year for deals, thanks to a series of big-ticket takeovers across public and private markets. The trend extended to the White House over the summer, when the US government took a roughly 10% stake in Intel Corp. in an unconventional move aimed at reinvigorating the company and boosting domestic chip manufacturing.

It was one of the clearest indications of Trump’s willingness to blur the lines between state and industry and insert himself into M&A situations during his second term, particularly in sectors deemed mission critical. His administration also acquired a stake in rare-earth producer MP Materials Corp. and Commerce Secretary Howard Lutnick has hinted at similar deals in the defense sector.

Trump has separately been positioning himself as kingmaker on high-profile transactions. The government secured a so-called golden share in United States Steel Corp. as a condition for approving its takeover by Japan’s Nippon Steel Corp., and the president recently signaled he’ll oppose any acquisition of Warner Bros. that doesn’t include new ownership of CNN.

“The Trump administration’s approach to merger regulation today is markedly different compared to the first time around,” said Brian Quinn, a professor at Boston College Law School. Quinn said he couldn’t think of a member of the Republican Party from 15 to 20 years ago who would now believe the US government “is involved in the business of picking winners.”

To be sure, bankers will be wondering if they could have achieved more in 2025 had it not been for the chaotic period earlier in the year, when deals were put on hold after Trump’s trade war hobbled markets. And in a sign that persistent economic challenges are still impacting some parts of M&A, the number of deals being announced globally remains flat.

Many small and mid-cap companies have lagged the broader stock market and are opting to pursue their own strategic plans instead of weighing inorganic options, according to Jake Henry, global co-leader of the M&A practice at consultancy McKinsey & Co.

“They’re thinking ‘I’m better off just operating my business and getting there.’ It has to be an explosive offer for them to come to the table,” he said.

Meanwhile, private equity firms, whose buying and selling is a key barometer for M&A, are still having a harder time offloading certain assets because of valuation gaps with buyers. This has had a knock-on effect on their ability to raise funds and spend on new acquisitions. But bankers are starting to see a recovery here too as interest rates come down and bring more potential acquirers to the table.

“What’s motivating sponsors more than anything is their need to return cash to investors,” said Saba Nazar, chair of global financial sponsors at Bank of America Corp. “We have been in bake-off frenzy for the last couple of months.”

Road to Record

Dealmakers began the year whispering of M&A records under Trump’s pro-business administration. While they will just miss out on the milestone in 2025, there is a strong sense on Wall Street that those early bumps only delayed the inevitable. 

Brian Link, co-head of North America M&A at Citigroup Inc., said that after ‘Liberation Day’ in April, he expected to spend more time figuring out the impact of tariffs on different business and how to adjust around that. 

“That has not been the case,” he said. “Unless fear creeps back into the market, there doesn’t seem to be anything in the near term that’s going to change the dynamic here.”



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