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Big Dave’s Cheesesteaks CEO grew up in ‘survival mode’ selling newspapers and bean pies—now his chain sells a $12 cheesesteak every 58 seconds

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Today, Big Dave’s Cheesesteaks is serving up the Philly classic to millions of hungry customers all across Georgia, North Carolina, South Carolina, and Georgia. But the multimillion-dollar operation is far from being the first hustle of its founder and CEO, Derrick Hayes. Growing up in Philadelphia, the entrepreneur made ends meet by selling bean pies and newspapers as a kid. 

“I was in survival mode my whole life, from being a kid to high school,” Hayes tells Fortune. “I was always a hustler. I was a serial entrepreneur even when I was younger.”

“When [I was] 12 years old, I was selling Philadelphia newspapers and bean pies…I would go to the suburban neighborhoods and shovel snow when there was no snow on the ground in Philly. I never liked to ask my parents for money. I always wanted to have my own, and [it] made me feel good about myself.”

Hayes is now a long ways away from his teenage years shoveling driveways, and his early career as a postal-service worker. In 2014, the Philly native finally pursued his passion after his ailing father wished for him to start his own business—so he opened Big Dave’s Cheesesteaks, named after his late father, in a Shell gas station in Dunwoody, Georgia. Ten years later, the chain has exploded across the U.S. with 12 locations, and four new restaurant openings completed in just four months of this year. Two of Big Dave’s hotspot locations in Atlanta brought in around $1.1 million to 1.8 million in net sales last year; and the chain sells a cheesesteak, ranging from the basic $11.99 sandwich to $46.99 specialty choices, every 58 seconds, with more than 1,500 of the iconic sandwiches sold every day. 

With 100% of Big Dave’s franchise owners identifying as Black or BIPOC, Hayes is pouring money back into underserved communities, spreading his entrepreneurial spirit beyond the suburban sidewalks where he once sold bean pies. 

“As I’ve been able to be an entrepreneur and [in] growing this business, I learned that my gift is not even making the money. My gift is actually giving people opportunity,” Hayes says. “I’m able to lift people through my dream. I’ve got 400 employees right now, and everybody has an opportunity to be able to spread their wings inside of Big Dave’s Cheesesteaks.” 

Leaving the U.S. postal service to pursue his dad’s wish

Even though Hayes embodied an entrepreneurial spirit from a young age, his first job after high school in Philadelphia was a classic nine-to-five. During his early 20’s, the CEO was working for the postal service, making good money with health benefits. But everything changed when his father fell ill—he was battling lung cancer, and needed support during his final years. Hayes’ employer wouldn’t let him take time off to be at his side, so Hayes was forced to walk away from his stable career. 

“When I got in the postal service, I thought that that would be the career job that I would probably retire off of,” Hayes says. 

“I went to my boss and I said, ‘Hey, I’ve been working here for almost four years, never taking a day off. I need time off for my father so I can be there with him.’…And my boss told me, ‘I’m sorry, it’s the holidays, I can’t give you off.’ I said, ‘Listen, I’m gonna get another job, I’m not gonna get another father.”

Spending those final moments with father would reshape both his personal life and professional life forever. Not only was it life-altering to see his father and best friend pass away from the harrowing illness, but his dad’s final wish also changed the trajectory of his entire career. Hayes said he promised his father he would have something to show for his hard work. Five years later, Big Dave’s Cheesesteaks—named in memory of his father—would be born in an old Shell gas station. 

“My dad gave me principles and morals that’s instilled in me today…When it comes to Big Dave cheesesteaks, I always think about how my father would do it. Because watching your dad die in front of your face is something that you’ll never forget,” Hayes says. “I wouldn’t say I was forced into this career, but it was something that I felt like was needed, and it was something that I felt like I wanted to honor my father.”

From buying an abandoned Shell gas station to opening 12 locations across the U.S. 

In 2014, Hayes finally decided to fulfill his father’s wish and put his business plan into action by opening up his own joint. And he found the perfect place to do it: at a 700-square-foot Shell gas station in Atlanta, Georgia, near where some of his family members lived. Although the serial entrepreneur is now known for his cheesesteaks, he actually started out slinging Italian ices. 

“It was called Dave’s Philly Water Ice. Nobody was supporting me—I thought when I opened this business up, I’d have lines down the block. And people used to be like, ‘Are you selling cups of water?’” Hayes reminisces. “I’m telling my mom, ‘This is not gonna work. It worked in Philly, but they are just not adapting to us.’ My mom was like, ‘Listen, do the thing that you really wanted to do, put the cheesesteaks in there.’”

Hayes quickly pivoted the restaurant to serve up the iconic Philly sandwich: a bread roll stuffed with seasoned halal beef, onions, mushrooms, peppers, and cheese. Despite the menu revamp, hungry customers still weren’t flooding into his restaurant until a couple years later when rapper, actress, and TV host Eve popped into the store. The Philly-native was in town shooting comedy-drama film Barbershop: The Next Cut, hankering an authentic cheesesteak. Her support came in the nick of time.

“My ego, my pockets, my business, everything is falling apart because I’m not making money. I don’t have people supporting the brand. And then life taught me, ‘If you keep chasing, something will happen,’” Hayes says. “Later on that week, she popped up…She just posted [on social media], and it went viral. Next thing you know, I got lines out the gas station—it was more traffic than I could handle.”

The success didn’t stop there. In 2018, Hayes was invited to represent Georgia at a sandwich competition in Alabama. With no prior experience working in professional kitchens as a chef—he learned how to make good food with his grandfather, cooking up meals on Sundays—Hayes took seventh place and beat out 1,500 trained professionals. At this point, Hayes and his restaurant chain were getting more and more attention; the brand opened two locations in Georgia in 2020, and three inside the Mercedes Benz Stadium. In 2022, Big Dave’s flagship location in downtown Atlanta generated over $2.3 million in revenue alone. 

Even though thousands of cheesesteaks are now flying off grills and into customers’ hands daily, Big Dave’s multimillion-dollar success was anything but meteoric. It took years of steady hard work and incremental wins for the business to stand where it is today—and Hayes wouldn’t have it any other way.

“Everything in my career has stages, where I’m blessed to say that I didn’t move too fast and move too slow,” Hayes says. “I moved at a good pace.”



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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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