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Tim Wu knows where you got your ‘economic resentment’ and that ‘weird feeling of something you like getting worse’: It’s ‘the age of extraction’

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Tim Wu, the influential Columbia Law School professor who previously served in the Biden administration, is back with a message: Modern American capitalism has devolved into a system defined by the accumulation of market power and “extraction,” generating a profound sense of “economic resentment” across the nation.

Speaking to Fortune upon the release of his newest book, The Age of Extraction, Wu connected the current political volatility to a widespread feeling that “our system is not fair.” He suggests this pervasive anger stems from individuals feeling “out-powered, as opposed to out-competed,” which creates far more resentment than losing in a fair fight.

Wu defines the core problem as a shift in business goals: moving away from building “a good product that people want to buy because it’s good,” toward models seeking to “find power over someone and suck as much as you can out of them.” Wu agreed his take has many similarities to recent writings from his old friend, Cory Doctorow; even though Doctorow’s argument is mainly about tech, he acknowledged they share much of the same DNA. “I think that that is kind of an economy-wide problem. Everything kind of just creeps. It’s that weird feeling of something you like becoming worse.”

Chalking it up to a “lack of discipline,” Wu said too many companies let things drift in the modern age of extraction. Strong competitors, legal enforcement, and a company’s employees can all stress a sense of discipline, he said, “but none of those are very strong right now in so many markets …a lack of discipline lets firms get away with making their products and services worse.” Zooming out a bit further, this trend challenges the fundamental idea of American progress, especially in the tech industry, which is supposed to be the “invention industry” constantly driving improvement.

“My understanding of America is that it’s the place where things are supposed to get better,” Wu said. Living in an age when so many things are getting worse instead “cuts at the core of the idea of America, but also the tech industry [idea] of progress,” he argued—but he does see an unlikely solution.

As a sports fan, Wu said there’s a clear example of a market structure that has discipline, where things are not in fact getting worse, where things are not extracted. It’s a good product that people want to buy because it’s good: the National Football League. He said the NFL illustrates the importance of fair rules, with “aggressive rebalancing,” achieved through mechanisms such as the market cap, the draft, and adjusted schedules.

How the NFL could fix the economy

While the NFL is still competitive and meritocratic, it ensures that even the worst team “has some chance to get a great quarterback” and become competitive again, like the Kansas City Chiefs, who have enjoyed historic success with their franchise players Patrick Mahomes and Travis Kelce. Teams from smaller markets like Kansas City routinely dominating those from larger markets, like New York, would be unthinkable in “just an economic game,” Wu argued. In contrast, Wu points to Major League Baseball, which has been “distorted by out of control spending.” This results in an “absurd” mismatch of resources, where smaller teams are crippled by resource deficits, rather than poor play. (The big-market Los Angeles Dodgers, with the biggest payroll in baseball history, just celebrated their second-straight World Series win.)

The NFL’s success serves as a model for how the U.S. economy should function. “I’m not a socialist,” Wu told Fortune. “In some ways, I’m here to try to not destroy capitalism, but return it to what it can be.” In his new book, Wu writes about the “extractors” and the “extracted” in language that sounds similar to the K-shaped economy dominating headlines in 2025, a shorthand for an economy where the rich get richer and the poor get poorer. “I think it is closely linked,” Wu said, adding it wasn’t his intention to directly link them in his book.

“I think we have moved in the direction of an economy where the focus of business models is the accumulation of market power and then extraction, which, by definition, almost by basic microeconomics is going to result in a lot of [upward] wealth redistribution.” Wu added that he thinks many of the industries that used to provide a middle class or even upper middle class lifestyle “are being driven down in favor of a couple industries that have outsized returns,” including concentrated middlemen, certain parts of finance, and tech platforms.

If Americans love the NFL so much on their TV every Sunday, he argued, why not apply the same principles from the league to how we structure our society? After all, Wu points out, he’s been right about some things before, to society’s benefit.

Net neutrality and attention

A distinguished professor at Columbia University who The New York Times described as “an architect of Biden’s antitrust policy,” Wu has not one but several big ideas to his credit. One is “net neutrality,” the concept authored by Wu over 20 years ago that internet service providers must be agnostic about what content flows through them. This was a clear victory, as the law is still on the books. Another is about “the attention economy,” a thesis and book (The Attention Merchants) that Wu released roughly 10 years ago, sounding the alarm on how attention was turning into a commodity in the internet age and was increasingly exploited.

Wu said he wants to be humble, but genuinely believes he was right about the attention economy a decade ago. “Maybe it was sort of obvious,” he said, but the resource of human attention becoming scarcer and more valuable and “companies are very sophisticated at essentially harvesting this resource from us at a very low price.”

As a parent (his kids are 9 and 12), Wu said he notices “people are much more sensitive” about their children using attention-economy products and believes there has been a counter-movement to reclaim attention. He notes large language models are becoming popular in a very similar way and there’s no advertising on them for now, so “it’s not like the problem has gone away and it’s not as if we are able to get away from our phones. I just think it’s better recognized.”

A dance with politics and the ‘beer wars’

In his conversation with Fortune, Wu reflected on his time in the Biden White House, saying it was “an important and great experience,” but he wishes they were able to do more on children’s privacy issues as he believes 99% of Americans would support legislation in this area. Yet, it was “impossible to get a vote on anything, any issue” when he worked in the White House. Congress “doesn’t want to let things get to a vote,” he said, attributing much of the gridlock to the fact that “influence of big tech over politics has just gotten so strong.”

When asked if he has any interest in working in government again, perhaps along his longtime friend Lina Khan in Zohran Mamdani’s mayoralty in New York, Wu only said he’s “very supportive of the new mayor.” He said he could get involved in politics in some fashion again, but is “much more in a family mode” these days. Wu has a perhaps surprisingly long history in public service, having worked in antitrust enforcement at the Federal Trade Commission as well as working on competition policy for the National Economic Council during the Obama administration. In 2014, Wu was a Democratic primary candidate for lieutenant governor of New York, where he first met Khan.

Wu did get involved in some intra-left economics squabbles recently, as he took Khan’s side of the debate on plans to reduce the price of hot dogs and beers at New York City sports stadiums. The “beer wars” erupted on Twitter, with Wu and Khan on the side in favor of cutting prices, and Matt Yglesias and Jason Furman on the more centrist side, arguing for letting the free market set prices. Wu said it was a “strange battle” and said there seems to be a tension on the left around economics that he doesn’t fully understand, adding that he has worked productively alongside Furman in the past. In general, he said he thinks “our politics is very angry, partially because of economic resentment … it gets expressed in strange ways and goes in all kinds of directions.” Tying it back to his new book, he believes that in general, “we let things go a little too far” and we “just kind of lost touch with the tradition of broad-based wealth that was the American way.”

When asked about the uproar among the New York business community about Mamdani and the term “democratic socialism,” Wu said it has become a bit of an “umbrella” term, because “a real socialist believes that all the means of production should be owned by the state” and Mamdani’s democratic socialists aren’t exactly advocating that. He said maybe some on the left would like more direct ownership of public things, but it’s more a mixture of that same “we’ve gone too far” feeling. Wu added that he personally feels most affiliated with Louis Brandeis, a judicial figure from the Progressive Movement who was influential in developing modern antitrust law and the “right to privacy” concept.

“If you want to talk about America drifting towards something more like Communism, it is more in this idea of real, very active state involvement” that you see in the Trump administration, which has, for instance, taken stakes in major U.S. companies such as Intel. “That’s actually more like socialism” and what you see in a “command economy,” Wu said. He compared it to Stalinism or fascism under Mussolini, “neither of which are the most flattering labels, I realize.” It’s also, of course, similar to Chinese Communism, Wu said.

Wu said he hopes this doesn’t come to pass. There could be an America where the idea of doing business is extraction—trying to find power over someone and sucking out as much as possible—and another, better way. “I think we can do better. I’m a big believer, frankly, in business. I think we need a return to like this idea you can reap what you sow, that your investments will get you somewhere.”



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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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‘This species is recovering’: Jaguar spotted in Arizona, far from Central and South American core

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The spots gave it away. Just like a human fingerprint, the rosette pattern on each jaguar is unique so researchers knew they had a new animal on their hands after reviewing images captured by a remote camera in southern Arizona.

The University of Arizona Wild Cat Research and Conservation Center says it’s the fifth big cat over the last 15 years to be spotted in the area after crossing the U.S.-Mexico border. The animal was captured by the camera as it visited a watering hole in November, its distinctive spots setting it apart from previous sightings.

“We’re very excited. It signifies this edge population of jaguars continues to come here because they’re finding what they need,” Susan Malusa, director of the center’s jaguar and ocelot project, said during an interview Thursday.

The team is now working to collect scat samples to conduct genetic analysis and determine the sex and other details about the new jaguar, including what it likes to eat. The menu can include everything from skunks and javelina to small deer.

As an indicator species, Malusa said the continued presence of big cats in the region suggests a healthy landscape but that climate change and border barriers can threaten migratory corridors. She explained that warming temperatures and significant drought increase the urgency to ensure connectivity for jaguars with their historic range in Arizona.

More than 99% of the jaguar’s range is found in Central and South America, and the few male jaguars that have been spotted in the U.S. are believed to have dispersed from core populations in Mexico, according to the U.S. Fish and Wildlife Service. Officials have said that jaguar breeding in the U.S. has not been documented in more than 100 years.

Federal biologists have listed primary threats to the endangered species as habitat loss and fragmentation along with the animals being targeted for trophies and illegal trade.

The Fish and Wildlife Service issued a final rule in 2024, revising the habitat set aside for jaguars in response to a legal challenge. The area was reduced to about 1,000 square miles (2,590 square kilometers) in Arizona’s Pima, Santa Cruz and Cochise counties.

Recent detection data supports findings that a jaguar appears every few years, Malusa said, with movement often tied to the availability of water. When food and water are plentiful, there’s less movement.

In the case of Jaguar #5, she said it was remarkable that the cat kept returning to the area over a 10-day period. Otherwise, she described the animals as quite elusive.

“That’s the message — that this species is recovering,” Malusa said. “We want people to know that and that we still do have a chance to get it right and keep these corridors open.”



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