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If New Mexico can figure out universal child care, so can New York City

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The problem isn’t theoretical, it’s real and urgent for the approximately 445,000 New York City families with children under five years old. Many of those families – 80% in fact, can’t afford child care in the city. 

And it’s easy to see why. A 2024 study found that a family of four needs an annual income of $318,406 to live comfortably in New York City, but according to the U.S. Census Bureau the median household income in the city was just $79,713 in 2023. When you are coming up short by over $200,000 the idea of staying in the city becomes quickly untenable, especially when the cost of childcare accounts for so much of a family’s monthly budget. 

For childcare to be considered affordable according to national guidelines it needs to account for no more than 7% of a family’s budget. But with the average cost of daycare for infants and toddlers in the city clocking in between $18,000 and $26,000 a year, child care for one kid alone would eat up over 20% of the average family’s income. 

This impossible math is part of the reason why the majority of the people leaving the city are middle and lower income families. All of these families leaving translates to 186,000 fewer children in the city compared to just five years ago. A city without children, without families, is a city without a future.   

Without affordable, or ideally free, childcare, parents are left to make sacrifices that put the economy in peril: missing shifts, leaving children alone or in unsafe situations, cutting back hours, or dropping out of the workforce altogether.

We’ve already started to see that happen, and the pinch is coming first for women’s careers: Data from the Bureau of Labor Statistics shows that 212,000 women have left the workforce since January. This after women’s employment reached a record high of 75% in 2023. In a society that still sees women bearing the lion’s share of childcare and still earning 83 cents on every man’s dollar, when something has to give, it’s usually mom’s job. When we lose women in the workforce, the entire economy loses out. Women’s paid labor contributes an estimated $7.6 trillion to the U.S. Gross Domestic Product (GDP) annually, according to the Center for American Progress. 

So if all signs point to the need for universal childcare, what will it take to make it a reality?

Mayoral candidate Zohran Mamdani promises to make childcare free for kids 6 weeks to 5 years old by subsidizing family care, paying teachers a living wage, easing regulatory burden to open more child care centers. 

Start up costs and regulations can be a huge barrier for childcare providers, says Gladys Jones, founder of ECE on the Move, a New York City family childcare advocacy group. Startup costs typically range from $10,000–$50,000, depending on necessary renovations, furnishings, licensing fees, insurance, and supplies. She says that family childcare providers have to navigate requirements from multiple agencies often with inconsistent guidance. 

Jones says she has heard from childcare providers who, even after navigating this complicated maze, still have their inspections delayed or have to make more costly changes to meet conflicting and confusing licensing and zoning mandates,  which leaves them to deplete their savings, and delay openings leaving families without care options.

In other words, New York’s bureaucracy is making it more difficult to offer childcare in the city. 

Child and family policy expert Elliot Haspel says the remedy is to “separate out three types of regulations: those that we know help ensure basic health and safety, those that we know help ensure a floor of quality, and those that have meager evidence that they do either of those things.”  

Once providers open centers, they are often making well below a living wage. According to Jones, family childcare providers in the city earn  between $14–$28/hour. “To support a liveable income in NYC, providers need compensation of $25–$30/hour,” she says. This would require consistent public investment, she adds.

When families can’t find childcare, they often lean on neighbors or family members to fill the gap. Haspel says there are two main ways to fund this type of support: make it much easier for family, friend or neighbor caregivers to register to be part of a child care subsidy system and make sure they are reimbursed at a good rate, or directly send money to families in order to compensate those types of caregivers. 

He says some states like Oklahoma and Colorado offer good models for registering and compensating these informal caregiving set ups. And there’s other precedents, too. “We do this better in other care situations,” Haspel says. “There are some good lessons to learn here from programs that pay relatives to care for people with long-term complex disabilities.” 

There’s precedent in other places in the U.S., too. New Mexico just announced it is making child care free for all residents regardless of income starting in November. “By investing in universal child care, we are giving families financial relief, supporting our economy, and ensuring that every child has the opportunity to grow and thrive,” Governor Michelle Lujan Grisham said in her announcement. 

Universal child care shouldn’t be a polarizing political issue. It’s just common sense. Most New Yorkers would agrvee it’s important that women stay in the workforce, and that families stay in the city. Businesses certainly want to see profits and the economy grow. The good news is there are plenty of viable solutions and a clear road map to get there.

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

Fortune Global Forum returns Oct. 26–27, 2025 in Riyadh. CEOs and global leaders will gather for a dynamic, invitation-only event shaping the future of business. Apply for an invitation.



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Co-working provider JustCo CEO sees commonalities with hotels: ‘It’s a hospitality business’

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Kong Wan Sing, the founder and CEO of JustCo, one of Asia’s largest co-working space providers, doesn’t quite think of himself as leading an office company. Instead, he sees parallels with a different property business: Hotels.

“It’s a hospitality business. People come to us not just for the network, but also for the hospitality,” he told Fortune. “You need to serve them. You have to take care of their needs, like serving the customers who are coming to look for them in the office.”

Kong and JustCo are expanding their presence in Asia even as employers and employees continue to fight a battle about flexible work and returning to the office. Globally, corporate giants ranging from Amazon to JPMorgan have called workers back to the office full-time. But employees tout the benefits of working from home and hybrid work, forcing employers and office designers to get creative in how they bring people back. 

The company is also expanding into new markets regionally, including Malaysia and India. In the longer run, they’re also looking to move into countries in North Asia and the Middle East.

“After entering all these markets, we will be truly covering all the key cities in Asia-Pacific,” says Kong. He’s even considering returning to mainland China, after JustCo exited the market in 2022 due to tight social distancing regulations during the COVID pandemic.

JustCo just entered the Vietnam market with a new office along Ho Chi Minh City’s waterfront. The Vietnamese city is the tenth urban market in Asia for JustCo. It’s also a return of sorts for Kong, who was first exposed to the idea of a flexi-office in Ho Chi Minh City several decades ago. 

JustCo’s story

Kong Wan Sing founded JustCo in Singapore in 2011. Following a regional expansion drive in 2015, it now operates 48 offices across Asia-Pacific, including in major cities like Seoul, Bangkok, Taipei, Melbourne, and Sydney. Kong himself hails from a family of entrepreneurs; his parents operate garment factories in nearby Malaysia. “There’s genes inside me to build a business,” he says. 

In the early 2000s, Kong was an employee of Singaporean real estate investment company Mapletree, working out of a flexi-office in Vietnam’s Ho Chi Minh City. (A flexi-office is a modern workspace where employees don’t have assigned desks, but instead choose from various work zones including hot desks, quiet pods, and collaborative areas.)

The experience opened his eyes to the value of flexible workspaces, and he saw a business opportunity in Asia, where such spaces were still few and far between. 

Kong notes that, just three years ago, just under 4% of all offices in Asia-Pacific were flexi-offices. It’s since risen to over 5%, but that’s still half the level seen in more developed markets in Europe and the U.S. Yet JustCo’s CEO says he’s seeing a “surge” in Asia: “The growth is definitely much faster than European or American countries.”

JustCo also leases small offices for businesses to rent. Sixty percent of JustCo’s clients are multinational corporations looking for space for a regional office, Kong said. Companies like Chinese tech giant Tencent and U.S. vaccine maker Moderna use JustCo for their local offices. 

New brands

JustCo has since broadened its offerings to potential renters, launching two new brands: “THE COLLECTIVE” and “the boring office.”

The former is a luxury co-working space, equipped with premium white-glove services like daily breakfasts and aperitif hours, and twice-a-day office cleaning. The first such space was launched in Tokyo in March.

“Japan is a very mature market, and people in Japan—they appreciate luxury stuff,” said Kong, when asked why the country was chosen to debut its premium brand. Kong and his team has since launched THE COLLECTIVE in Bangkok and Taipei; the company will bring the concept to Singapore and India in 2026.

“The boring office” sits on the other end of the spectrum, catering to firms that want a stripped-down solution. “When you go to the boring office, there’s no cleaning [of rooms] every day, only once a week,” Kong says. “And the pantry is a very basic pantry that provides only water—there’s no coffee, nothing.” The first space under that brand was launched in Singapore in July.

These three brands cater to companies’ differing needs, and are priced along a sliding scale. 

The firm’s luxury offices are 20 to 30% more costly than the classic JustCo workspace, while the boring office’s spaces are cheaper by roughly the same amount, Kong explains.



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Creative workers won’t be replaced by AI, they will become ‘directors’ managing AI agents

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AI won’t automate creative jobs—but the way workers do them is about to change fundamentally. That’s according to executives from some of the world’s largest enterprise companies who spoke at the Fortune Brainstorm AI conference in San Francisco earlier this week.

“Most of us are producers today,” Nancy Xu, vice president of AI and Agentforce at Salesforce, told the audience. “Most of what we do is we take some objective and we say, ‘Okay, my goal is now to spend the next eight hours today to figure out how to chase after this customer, or increase my CSAT score, or to close this amount of revenue.”

With AI agents handling more tasks, Xu said that workers will shift “from producers to more directors.” Instead of asking, “How do I accomplish the goal?” they’ll instead focus on, “What are the goals that I want to accomplish, and then how do I delegate those goals to AI?” she said.

Creative and sales professionals are increasingly anxious about AI automation as tools like chatbots and AI image generators have proved to be good at doing many creative tasks in sectors like marketing, customer service, and graphic design. Companies are already deploying AI agents to take on tasks like handling customer questions, generating marketing content, and assisting with sales outreach. 

Pointing to a recent project with electric-vehicle maker Rivian, Elisabeth Zornes, chief customer officer at Autodesk, said that the company’s AI-powered tools enabled Rivian to test designs through digital wind tunnels rather than clay models. “It shaved off about two years of their development cycle,” Zornes said.

As AI takes on some of these lower-level tasks, Zornes said, workers can focus on more creative projects.

“With AI, the floor has been raised, but so has the ceiling,” she added. “We have an opportunity to create more, to be more imaginative.”

The uneven impact of AI

The shift to AI-augmented work may not benefit all workers equally, however.

Salesforce’s Xu said AI’s impact won’t be evenly distributed between high and low performers. “The near-term impact of AI will largely be that we’re going to take the bottom 50 percentile performers inside a role and bring them into the top 50 percentile,” she said. “If you’re in the top 10 percentile, the superstar salespeople, creatives, the impact of AI is actually much less.”

While leaders were keen to emphasize that AI will augment, rather than replace, creative workers, the shift could reshape some traditional career ladders and impact workforce development. If AI agents handle entry-level execution work, companies may need to hire fewer people, and some learning opportunities may disappear for younger workers. 

Ami Palan, senior managing director at Accenture Song, said that to successfully implement AI agents, companies may need to change the way they think about their corporate structure and workforce.

“We can build the most robust technology solution and consider it the Ferrari,” she said. “But if the culture and the organization of people are not enabled in terms of how to use that, that Ferrari is essentially stuck in traffic.”

Read more from Brainstorm AI:

Cursor developed an internal AI help desk that handles 80% of its employees’ support tickets, says the $29 billion startup’s CEO

OpenAI COO Brad Lightcap says ‘code red’ will force the company to focus, as the ChatGPT maker ramps up enterprise push

Amazon robotaxi service Zoox to start charging for rides in 2026, with ‘laser focus’ on transporting people, not deliveries, says cofounder



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Trump says ‘starting’ land strikes over drugs in latest warning

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President Donald Trump said the US would be “starting” land strikes on drug operations in Latin America, though again declined to provide details on when and where the escalation of his military campaign would actually begin, or if countries could still do anything to avert the threatened action.

“We knocked out 96% of the drugs coming in by water, and now we’re starting by land, and by land is a lot easier, and that’s going to start happening,” Trump told reporters Friday in the Oval Office.

The US president for days has been pledging to broaden the effort, which comes after the Pentagon has launched a series of attacks on what it has called drug-smuggling boats in international waters off the coast of South America.

While Trump’s posturing has largely been seen as a pressure campaign against Venezuelan President Nicolás Maduro, he on Friday insisted the land targeting may not only impact Venezuela.

Read more: Trump Says US Eyes Land Strikes Next After Drug Boat Attacks

“It doesn’t necessarily have to be in Venezuela,” he said, adding that “people that are bringing in drugs to our country are targets.” 

Trump has justified the actions in part by framing the fight against drug smuggling as akin to combat operations. He told reporters that if overdose deaths were counted like combat deaths, it would be “like a war that would be unparalleled.”

Striking targets on land would represent a major escalation, and Maduro earlier this week said that if his nation came under foreign attack, the working class should mount a “general insurrectionary strike” and push for “an even more radical revolution.”

Join us at the Fortune Workplace Innovation Summit May 19–20, 2026, in Atlanta. The next era of workplace innovation is here—and the old playbook is being rewritten. At this exclusive, high-energy event, the world’s most innovative leaders will convene to explore how AI, humanity, and strategy converge to redefine, again, the future of work. Register now.



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