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Sheryl Sandberg says Silicon Valley’s hyper-masculine rhetoric is ‘terrible’—contributing to ‘one of the worst’ corporate climates she’s ever seen

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Sheryl Sandberg, formerly chief operating officer at Meta (formerly Facebook) and author of the motivational leadership book Lean In, has some thoughts on the hyper-masculine corporate culture sweeping Silicon Valley: It’s “one of the worst” she’s seen. 

Sandberg, who served for more than 14 years as Meta’s COO before stepping down in 2022, told CNBC corporate America has undergone a cultural shift, explaining “rhetoric matters, who says what matters.”

“Yes, the environment is terrible, really—I think one of the worst you and I have seen in our careers—but we’ve seen this backsliding before, and that is not an excuse for companies not to do the right thing by all of their employees,” Sandberg told CNBC correspondent Julia Boorstin.

Sandberg’s comments stand out because her former boss, Facebook founder and Meta CEO Mark Zuckerberg, has been one of the leaders of Silicon Valley’s creep toward hyper-masculinity. In a January interview with podcaster Joe Rogan, Zuckerberg said while he encouraged fostering welcoming environments, he saw corporate America as “culturally neutered” and said it could use more “aggression” and masculine energy.

Meanwhile, President Donald Trump and the White House have also been on a crusade against diversity, equity, and inclusion (DEI) initiatives both in the public and private sectors. On his first day back in the White House, the president signed an executive order to eliminate all DEI initiatives in the federal government. Beyondthe White House, the Trump administration has also ordered all federal agencies to “combat illegal private-sector DEI preferences.” Federal agencies have already started looking into practices at dozens of universities and some companies such as Northwestern Mutual Life Insurance, whose DEI policies are being investigated by the Equal Employment Opportunity Commission.

As the masculine and anti-DEI rhetoric has ramped up, women’s progress in the workplace has stalled, according to the latest Women in the Workplace study administered by LeanIn.org and management consulting firm McKinsey, which surveyed 9,500 employees at 124 companies. Half of the companies surveyed are no longer making women’s career advancement a priority. Another 21%, she said, see women’s career advancement as a low priority, or not a priority at all—and these are companies that are choosing to participate in the study, she added. 

All this adds up to a five-alarm fire for gender equity advocates, said Sandberg. 

Succeeding at work and uplifting a team means leaders need to be hardcore, she said, but the way to foster that hardcore mentality is through empathetic and kind leadership that brings out the best in workers.

“These things are not at odds and they’re also not particularly masculine or particularly feminine,” Sandberg said. “The best leaders, whether they’re male or female, have both.”



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Billionaire who sold two companies to Coca-Cola says he tries to persuade people not to become entrepreneurs: ‘Every single day, you can go bankrupt’

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Mike Repole, the billionaire entrepreneur who cofounded and sold beverage giants Glaceau and BodyArmor to Coca-Cola for a combined $9.7 billion, has an unexpected message for aspiring business owners: Don’t do it.

In an interview with the School of Hard Knocks, a popular social-media channel known for interviewing wealthy entrepreneurs, Repole shared his contrarian view on entrepreneurship, emphasizing the brutal realities that most success stories gloss over.

“I spend more time talking people out of being an entrepreneur,” Repole said. “The first five years for an entrepreneur, I call the survival years. Every single day, you could go bankrupt.”

Repole’s cautionary advice carries significant weight given his impressive business track record. The 56-year-old Queens, N.Y., native first made his fortune when he cofounded Glaceau with J. Darius Bikoff in 1999. The company, which produced Smartwater and Vitaminwater, grew from $1 million in first-year sales to over $1 billion in revenue by 2007, when Coca-Cola acquired it for $4.1 billion.

Following that success, Repole cofounded BodyArmor, a sports drink company, in 2011. It gained significant attention a few years later in 2014, when NBA legend Kobe Bryant invested $5 million for a 10% stake, becoming the brand’s creative director. In November 2021, Coca-Cola purchased the remaining 85% of BodyArmor for $5.6 billion, making it the beverage giant’s largest-ever brand acquisition.

Forbes currently estimates Repole’s net worth is $1.6 billion, largely stemming from these two successful exits. Between the ventures, he also served as chairman of snack company Pirate’s Booty, helping grow the brand by 300% before it sold to B&G Foods for $195 million in 2013.

Betting on yourself vs. playing it safe

Despite his multibillion-dollar track record, Repole emphasized in the interview that entrepreneurial success is far from guaranteed. “There were days that I didn’t think we could make it,” he said, adding that he “failed” multiple times throughout his journey.

The billionaire’s advice reflects a growing trend among successful entrepreneurs who are increasingly candid about the challenges of building businesses. Unlike the typical success narratives that dominate social media, Repole’s message acknowledges the statistical reality that most startups—over two-thirds of them—fail, and that even successful entrepreneurs face constant uncertainty.

True to form for successful entrepreneurs, Repole embraces what others might see as character flaws. When asked if he’s “a little crazy” like other billionaires, Repole responded: “I started crazy,” adding, “Crazy people change the world.”

You can watch the interview with Repole below:

@theschoolofhardknocks He’s a multi-BILLIONAIRE 🤯 he sold his companies BODYARMOR and Vitaminwater to Coca-Cola for $12 BILLION! I interviewed Mike Repole in Florida and I asked him if he thinks everyone is built for entrepreneurship. I also asked him whether or not he failed on his way to becoming a billionaire. Since he sold two beverage giants for billions of dollars I asked him whether he thinks product or distribution is more important in business. Lastly, I asked him if he would consider himself to be crazy. #wealth #entrepreneur #financialfreedom #motivation ♬ original sound – The School of Hard Knocks

A version of this story was published at Fortune.com on Sept. 12, 2025.

More on entrepreneurialism:

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Sam Altman says he’s ‘0%’ excited about running a public company as OpenAI preps IPO

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OpenAI may be building up to one of the largest initial public offerings ever, but CEO Sam Altman says he is not necessarily looking forward to helming a public company.

“Am I excited to be a public company CEO? 0%,” Altman said in an episode of the “Big Technology Podcast” published on Thursday. “Am I excited for OpenAI to be a public company? In some ways, I am, and in some ways I think it’d be really annoying.”

OpenAI is laying the groundwork for an IPO, with a Thursday report from The Wall Street Journal putting early talks of a valuation at $830 billion. In a more lofty estimate, the company could be valued at up to $1 trillion, Reuters reported in October, citing three sources. According to the Reuters report, chief financial officer Sarah Friar is eyeing a 2027 listing, with a potential IPO filing in late 2026.

Altman told “Big Technology” he didn’t know if his AI company would go public next year and was mum on details about fundraising, or the company’s valuation. OpenAI did not respond to Fortune’s request for comment.

Despite his hesitance to lead a public company—which are often under more scrutiny, greater regulatory oversight, and are associated with less influence from founders—OpenAI’s IPO wouldn’t be all bad, Altman noted. 

“I do think it’s cool that public markets get to participate in value creation,” he said. “And in some sense, we will be very late to go public if you look at any previous company. It’s wonderful to be a private company. We need lots of capital. We’re going to cross all of the shareholder limits and stuff at some point.”

An IPO would pave the way for OpenAI to raise the billions of dollars needed to compete in the AI race. Founded as a nonprofit in 2015, OpenAI just completed a complex restructuring in October that converted it into a more traditional for-profit company, giving the nonprofit controlling the company a $130 billion stake in it. The restructuring also gave Microsoft a reduced 27% stake in the company, as well as increased research access, while simultaneously freeing up OpenAI to make deals with other cloud-computing partners. 

More ‘code reds’ to come

OpenAI’s urgency to compete with rivals was apparent earlier this month when Altman declared a “code red” in an internal memo, following the surge of interest after Google rolled out its new Gemini 3 model in just one day, which the company said was the fastest deployment of a model into Google Search. Altman’s “code red” was an eight-week mandate to redouble OpenAI’s own efforts while temporarily postponing other initiatives, such as advertising and expanding e-commerce offerings.

The blitz appears to be paying off: Last week, OpenAI launched its new GPT-5.2 model, and earlier this week, it released a new image-generation model to compete with Google’s Nano Banana. Fidji Simo, OpenAI’s CEO of applications, said the update wasn’t in response to Google’s Gemini 3, but that the extra resources from the code red did help expedite its debut.

As OpenAI tries to address slowing user growth and retain and grow market share from its competitors, Altman conceded a code red will not be a one-off phenomenon. The all-out effort is a model that’s been employed by Google, and also Meta through Facebook’s more extreme “lockdown” periods. He downplayed the stakes of a code red, matching what sources told Fortune equated to a focused, but not panicked, office environment.

“I think that it’s good to be paranoid and act quickly when a potential competitive threat emerges,” Altman said. “This happened to us in the past. That happened earlier this year with DeepSeek. And there was a code red back then, too.”

Altman likened the urgency of a code red to the beginning of a pandemic, where action taken at the beginning, more so than actions taken later, have an outsized impact on an outcome. He expected code reds will be a norm as the company hopes to gain distance from the likes of Google and DeepSeek.

“My guess is we’ll be doing these once, maybe twice a year, for a long time, and that’s part of really just making sure that we win in our space,” Altman said. “A lot of other companies will do great too, and I’m happy for them.”



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Klarna partners with Coinbase to receive stablecoin funds from institutional investors

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After staying out of crypto for years, the buy-now-pay-later giant Klarna has been making a flurry of moves in the digital asset space. The latest example came on Friday when the company said it is partnering with the crypto exchange Coinbase to accept stablecoin funds from institutional investors.

Klarna’s business model revolves around supplying consumers with zero-interest loans to buy goods, an arrangement known as buy-now-pay-later, or BNPL. The Swedish firm earns money primarily by charging merchants a small fee to offer its services, and acquires capital via a banking arm that accepts deposits and issues bonds. Its partnership with Coinbase will let institutional investors front capital denominated in stablecoins, a type of cryptocurrency pegged to underlying assets like the U.S. dollar.

“Stablecoin connects us to an entirely new class of institutional investors,” said Niclas Neglén, Klarna’s CFO, in a statement.

Friday’s announcement is the latest foray into crypto from Klarna, which went public in September. In late November, Klarna launched its own stablecoin, KlarnaUSD, on a new blockchain backed by the fintech giant Stripe and the crypto venture capitalist Paradigm. About two weeks later, the company said it was working with the crypto wallet developer Privy, which is owned by Stripe, to work on potential crypto products for its users.

Klarna’s crypto integrations come as more fintechs and banks dabble in stablecoins, which proponents say are a faster and cheaper means to send and receive money than existing financial rails.

On Thursday, the neobank SoFi announced that it was launching its own stablecoin. In early December, Sony’s banking arm said it was exploring the issuance of its own dollar-backed token. And even Block, the fintech that’s historically been a devoted Bitcoin booster, said that it will integrate stablecoins into Cash App, the digital wallet the company owns. 

The rush into stablecoins follows a series of landmark moments for the crypto assets over the past year. In February, Stripe closed a $1.1 billion deal to acquire the stablecoin startup Bridge. In June, the stablecoin issuer Circle went public in one of the year’s hottest IPOs. And, in July, President Donald Trump signed into law a new bill that creates a regulatory framework for stablecoins.

This story was originally featured on Fortune.com



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