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Leaked text messages reveal the U.S. bombed the Houthis ‘top missile guy’ as he was ‘walking into his girlfriend’s building’

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  • A newly released batch of messages shows top U.S. officials sharing detailed plans about a military operation against the Houthis in Yemen. The group chat also offers insight into the reasons behind the strike, resentment U.S. leaders feel toward Europe, and President Trump’s directives to “levy” costs for the attack against them. 

On March 15, a top commander for the Yemen-based Houthi rebel group was confirmed dead by U.S. military forces. 

National security advisor Mike Waltz then shared that information with a Signal group chat that included top members of the U.S. cabinet, the Vice President, senior White House officials, the CIA director, and, likely unbeknownst to everyone, a journalist: the editor-in-chief of The Atlantic, who would later publish the exchange, making headlines around the globe. 

“The first target—their top missile guy—we had a positive ID of him walking into his girlfriend’s building and it’s now collapsed,” Waltz texted the group chat. 

“Excellent,” Vice President JD Vance wrote back. 

Waltz replied with a combination of emojis: fist, American flag, flame.

The released text messages came after a report published Tuesday detailed how The Atlantic’s editor-in-chief Jeffrey Goldberg was inadvertently added to the group chat in which top government officials discussed plans for a series of military strikes against the Houthis. A day later, The Atlantic published more messages from the group chat after the White House and Secretary of Defense Pete Hegseth downplayed the exchange. Both parties said the messages, sent over the Signal app, were not classified and did not feature details about the attacks against the Houthis that took place earlier this month.  

When reached for comment, White Press Secretary Karoline Leavitt referred Fortune to an X post she published Wednesday morning, denying the group chat included “war plans.” The Department of Defense did not respond to a request for comment. 

The newly released text messages detail officials’ reasons for attacking the Houthis—to stop their attacks on shipping lanes in the Middle East—and frustrations that doing so would benefit Europe more than the U.S. They also include a timeline of the attacks that took place on March 15 sent by Hegseth. 

Hegseth sent a three hour and 21-minute plan that would run from 12:15 p.m. to 3:36 p.m. ET.  

  • 1215et: F-18s LAUNCH (1st strike package)
  • 1345: ‘Trigger Based’ F-18 1st Strike Window Starts (Target Terrorist is @ his Known Location so SHOULD BE ON TIME – also, Strike Drones Launch (MQ-9s)
  • 1410: More F-18s LAUNCH (2nd strike package)
  • 1415: Strike Drones on Target (THIS IS WHEN THE FIRST BOMBS WILL DEFINITELY DROP, pending earlier ‘Trigger Based’ targets)
  • 1536 F-18 2nd Strike Starts – also, first sea-based Tomahawks launched.
  • MORE TO FOLLOW (per timeline)
  • We are currently clean on OPSEC
  • Godspeed to our Warriors

After successful confirmation of the strikes, Hegseth congratulated the U.S. Central Command (CENTCOM), which is the military’s combatant command that handles operations in the Middle East. 

“CENTCOM was/is on point,” Hegseth wrote after the attacks. “Great job all. More strikes ongoing for hours tonight, and will provide full initial report tomorrow. But on time, on target and good readouts so far.”

The plans Hegseth shared match those of strikes the White House confirmed a day later on March 16. President Donald Trump confirmed the attacks against the Houthis in a social-media post that day, writing that doing so was critical to ensuring the stability of global shipping and trade. 

That same rationale was shared in the group chat among many of the principal decision makers. However, the text messages also reveal the resentment certain officials felt at having to engage in military action abroad. Vance, Hegseth, and Waltz all expressed the view that Europe was relying on the U.S. to attack the Houthis because its militaries weren’t able to. 

“European navies do not have the capability to defend against the types of sophisticated, antiship, cruise missiles, and drones the Houthis are now using,” Waltz texted the group before a final decision on the strikes was made. “So whether it’s now or several weeks from now, it will have to be the United States that reopens these shipping lanes.” 

Waltz added the U.S. was the “only” one with the military capability to take out the Houthi armaments, to which Vance replied that he was on board with strikes if Hegseth was, albeit with some reservations. “I just hate bailing Europe out again,” Vance wrote. 

Hegseth agreed with Vance’s sentiment, while acknowledging Waltz’s point that the task ultimately fell to the U.S. “VP: I fully share your loathing of European free-loading,” Hegseth wrote. “It’s PATHETIC. But Mike is correct, we are the only ones on the planet (on our side of the ledger) who can do this.” 

The conversation then turned to how the group would approach receiving some form of compensation from Europe for the strikes. Officials saw Europe as owing the U.S. something in exchange for stopping the Houthis bombing of ships in the Red Sea, because they transported more goods to Europe than to the U.S. 

Since Trump reentered the White House in January, tensions have increased between the U.S. and its European allies over trade, defense spending, and the ongoing war in Ukraine. Many within the Trump administration believe the U.S. does more for Europe than Europe does for the U.S. It is now shifting U.S. foreign policy toward Europe to be more confrontational and transactional, a position White House deputy chief of staff Stephen Miller espoused in the leaked chat.

“If the U.S. successfully restores freedom of navigation at great cost there needs to be some further economic gain extracted in return,” Miller wrote. 

Other messages seemed to indicate that line of thinking came directly from Trump. “Per the president’s request we are working with DoD and State to determine how to compile the costs associated and levy them on the Europeans,” Waltz wrote.

This story was originally featured on Fortune.com



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Fed Chair Jerome Powell says Trump tariffs are ‘likely to raise inflation’ and the economic effects could be ‘significantly larger’ than expected

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Fed Chair Jerome Powell warned on Friday that President Donald Trump’s sweeping tariffs would likely push inflation higher, dampening investors’ hopes that the central bank would cut interest rates later this year. 

“Higher tariffs will be working their way through our economy and are likely to raise inflation in coming quarters,” Powell said, speaking in Washington, D.C. at a business journalism conference.

“It is now becoming clear that tariff increases will be significantly larger than expected, and the same is likely to be true of economic effects, which will include higher inflation and slower growth,” he said.

Powell emphasized that the current economy is strong, citing a strong jobs report released on Friday. But he also said that the uncertainty from the president’s sweeping policy changes is making consumers and businesses nervous and putting the Fed into wait-and-see mode. The data from the jobs report was collected before several recent events that could have major economic repercussions, like Trump’s “Liberation Day” tariffs announcement, Powell acknowledged. like Trump’s “Liberation Day” tariffs announcement, Powell acknowledged. 

This story was originally featured on Fortune.com



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Walmart CEO says paying its star managers upwards of $620,000 yearly empowers them to ‘feel like owners’

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  • Walmart CEO John Furner said raising top manager compensation to upwards of $620,000 yearly made them “feel like owners.” The pay hike hoped to combat supervisor attrition and disengagement—a strategy paying off for other like-minded bosses who are putting their money where their mouth is. 

For many employees, it can be hard to feel connected to their company, especially at huge corporations like Walmart. But in 2024, U.S. CEO John Furner pulled out the big guns to ensure star managers feel the love—by paying them upwards of $620,000 per year. 

“What we did last year was make managers feel like owners,” Furner said recently at a retail and consumer conference. “This includes shareholding, which has positively impacted their approach to the company’s profits and losses.”

In a bold move to boost morale and retention after fighting turnover and manager shortages during the pandemic, the $689 billion retail giant gave its top-performing regional store managers a serious payday in January—raising their total compensation to between $420,000 and $620,000. 

Their average base pay was hiked from $130,000 to $160,000, with the rest of the roughly half-a-million dollar salary made up of hefty stock grants and annual bonuses.

“This is the latest wage investment in our people,” Walmart spokesperson Anne Hatfield told Fortune. “This has been a years’ long journey with increases in hourly pay that started in 2015.”

With more than 4,000 store managers across the U.S. (and around 1.6 million workers), the payout isn’t just generous—it’s a calculated bet on culture.

And that bet is working. In 2024, Walmart claimed the top spot on the Fortune 500—and landed on Fortune’s Best Companies to Work For list not just last year, but again in 2025. With a 1.6 million-strong workforce, it’s not easy to keep everyone happy, but Walmart went straight to the source: cold, hard cash

Pay raises are essential for employee satisfaction and retention

Bosses may sling around promises of “unlimited PTO” and swanky office amenities, but it’s more money that most workers really want.

About 73% of workers would consider leaving their employer for a higher paycheck, according to a 2024 report from BambooHR. Money talks, yet 40% of employees haven’t received a pay bump in the last year. 

Salary deflation and a slowdown of pay raises have been driving staffers up the wall. As grocery prices continue to soar and the cost-of-living crisis persists, many would be swayed by more money now than ever.

“The cost of getting compensation wrong is easily realized in multiples later,” said Kelsey Tarp, director of HR business partners at BambooHR. 

“When employers need to go to market for talent, they might find the salary ranges to be inadequate to attract the talent that is needed; there is wage compression to address—all of which will be more costly in the long run.”

The employers paying up to boost company culture 

Some employers have already caught on. When Cameo wanted workers back in their Chicago headquarters, the company offered up $10,000 bonuses for going into the office four days a week, rather than shoving a mandate in their face. 

After Rolls-Royce pulled an extraordinary business turnaround in recent years, it handed out nearly $39 million in shares to employees. It wanted to pay its successes forward, by rewarding the people that made it happen. Each staffer got 150 company shares each, worth a little over $900 in total. 

“We want to recognize your contribution to our future success and reward you for the role you will play in it,” CEO Erginbilgiç said in an internal memo to employees.

Even when companies are hitting the wall, they turn to pay hikes as a Hail Mary to try and turn things around. When thousands of Volkswagen employees in Germany were striking over pay cuts and factory closures, the car manufacturer offered its Tennessee plant workers a 14% pay raise over four years. 

After Exxon employees faced a tough era of salary freezes, 401(k) match suspension, and intense layoffs, the oil giant changed its tune. On average workers received a pay hike of 9%, above inflationary levels—with some top performers who got promoted seeing raises between 15% and 25%. 

“Our company performance reflects the hard work, commitment and perseverance of our employees,” Exxon spokeswoman Amy Von Walter said. “We take great pride in the exceptional business results our teams delivered despite it being a time of uncertainty and significant change.”

This story was originally featured on Fortune.com



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Ask a CEO coach: My ‘wins’ never seem to last but I feel ‘losses’ forever. What am I doing wrong?

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