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Solving hunger is America’s lowest-hanging fruit 

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Hunger, sadly, is as American as apple pie: a crisis we seem to revisit each budget cycle but never resolve.

With the record-breaking federal government shutdown finally over and access to the Supplemental Nutrition Assistance Program (SNAP) no longer in enteringthe Supreme Court’s domain, millions of Americans have been once again caught in the crossfire of political brinkmanship. The country’s food safety net — already in tatters — has been grievously abused.

Hunger, meanwhile, has no party affiliation. 

As Republican Senator Josh Hawley points out in The New York Times, this isn’t a fringe issue. Hunger affects every corner of American life. Nearly 90% of U.S. adults report grocery prices as a source of household stress, and roughly one in seven Americans experience food insecurity each year (a figure likely vastly underreported).

That’s 47 million Americans. And heading into the 2026 midterms, with the Household Food Security Report on indefinite pause, the true number will be unknown. When a nation stops measuring a problem, it signals either indifference or unwillingness to confront it. 

Solving hunger in America offers a rare opportunity for lawmakers to achieve victory over a decades-long battle – one that’s both morally right and economically sound (not to mention cementing public favor, and future elections). Failing to act is not only a policy failure, but a betrayal of the founding compact to respect and govern the people of this nation.

Jefferson’s vision

Thomas Jefferson, who envisioned an agrarian democracy as the foundation of American prosperity, famously wrote to George Washington, “Agriculture is our wisest pursuit, because it will in the end contribute most to real wealth, good morals, and happiness.” He saw prosperity, virtue, and happiness as inseparable. Yet today, while America has mastered agricultural production and become one of the world’s largest food exporters, we’ve failed to ensure that our own citizens can share that abundance.

On a human level, it’s unconscionable. On an economic level, it’s catastrophic. 

Every year, hunger costs the U.S. economy over $160 billion in avoidable healthcare costs, lost productivity, and diminished potential. Children who are undernourished perform worse academically, reducing future earning potential. Adults facing food insecurity experience higher rates of chronic disease, depression, and workplace absenteeism. These failures compound across generations, economic tiers, and party lines. In any other context, an inefficiency this large would be treated as a national emergency. With hunger, we shrug.

Meanwhile, the affordability gap between wages and grocery prices keeps widening. Food inflation continues to outpace income growth, and the fragility of our federal programs, like SNAP, means millions of Americans live one budget cycle away from losing their most basic lifeline. We can’t keep patching a system that catches people when they fall, but rarely helps them rise. The next evolution of America’s safety net must be a trampoline – one that propels people upward without overdependence on Washington.

This isn’t theoretical. Other nations have already done it. In 1976, Brazil launched its Workers Food Program, using tax incentives to encourage private sector participation. The result was a healthier, more productive labor force and a reduction in national hunger rates – all without expanding government. France, similarly, tackled food waste by requiring supermarkets to redirect surplus food to charities rather than discard it. 

Each example shows that political will – not resource scarcity – is the real constraint. Congress could follow suit by modernizing the tax code to align public and private interests.

Just as we invest in roads, schools, bridges, and broadband to help strengthen our economy, we should invest in the one thing that every citizen needs to function: food. While critics may argue food is an individual’s responsibility, the data shows it’s as much public infrastructure as it is a basic need. 

Every $1 invested in reducing food insecurity generates roughly $3 in economic activity through improved health outcomes, educational attainment, and workforce productivity. In any rational market, that’s a positive return on investment – and something we, as a capitalist nation, should rally around.

Our nation, founded on the idea of opportunity and earned abundance, is increasingly defined by the daily indignities of scarcity. The question is not whether we possess the resources to end hunger in America (we do), but whether we’ll mobilize them. That requires a clear vision, political courage, and most importantly, bipartisan support for a solution that lasts longer than a single budget cycle.

A systemic solution could restore our economic vitality while also helping renew the American Dream by ensuring every American benefits from our prosperity, rather than merely witnessing it. And American lawmakers can right the ship in months, not years. 

After all, Jefferson understood that food sustains more than bodies; it sustains the republic itself. We would all do well to remember that.

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.



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Why the timing was right for Salesforce’s $8 billion acquisition of Informatica — and for the opportunities ahead

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The must-haves for building a market-leading business include vision, talent, culture, product innovation and customer focus. But what’s the secret to success with a merger or acquisition? 

I was asked about this in the wake of Salesforce’s recently completed $8 billion acquisition of Informatica. In part, I believe that people are paying attention because deal-making is up in 2025. M&A volume reached $2.2 trillion in the first half of the year, a 27% increase compared to a year ago, according to JP Morgan. Notably, 72% of that volume involved deals greater than $1 billion. 

There will be thousands of mergers and acquisitions in the United States this year across industries and involving companies of all sizes. It’s not unusual for startups to position themselves to be snapped up. But Informatica, founded in 1993, didn’t fit that mold. We have been building, delivering, supporting and partnering for many years. Much of the value we bring to Salesforce and its customers is our long-earned experience and expertise in enterprise data management. 

Although, in other respects, a “legacy” software company like ours — founded well before cloud computing was mainstream — and early-stage startups aren’t so different. We all must move fast and differentiate. And established vendors and growth-oriented startups have a few things in common when it comes to M&A, as well. 

First and foremost is a need to ensure that the strategies of the two companies involved are in alignment. That seems obvious, but it’s easier said than done. Are their tech stacks based on open protocols and standards? Are they cloud-native by design? And, now more than ever, are they both AI-powered and AI-enabling? All of these came together in the case of Salesforce and Informatica, including our shared belief in agentic AI as the next major breakthrough in business technology.

Don’t take your foot off the gas

In the days after the acquisition was completed, I was asked during a media interview if good luck was a factor in bringing together these two tech industry stalwarts. Replace good luck with good timing, and the answer is a resounding, “Yes!”

As more businesses pursue the productivity and other benefits of agentic AI, they require high-quality data to be successful. These are two areas where Salesforce and Informatica excel, respectively. And the agentic AI opportunity — estimated to grow to $155 billion by 2030 — is here and now. So the timing of the acquisition was perfect. 

Tremendous effort goes into keeping an organization on track, leading up to an acquisition and then seeing it through to a smooth and successful completion. In the few months between the announcement of Salesforce’s intent to acquire Informatica and the close, we announced new partnerships and customer engagements and a fall product release that included autonomous AI agents, MCP servers and more. 

In other words, there’s no easing into the new future. We must maintain the pace of business because the competitive environment and our customers require it. That’s true whether you’re a small, venture-funded organization or, like us, an established firm with thousands of employees and customers. Going forward we plan to keep doing what we do best: help organizations connect, manage and unify their AI data. 

Out with the old, in with the new

It’s wrong to think of an acquisition as an end game. It’s a new chapter. 

Business leaders and employees in many organizations have demonstrated time and again that they are quite good at adapting to an ever-changing competitive landscape. A few years ago, we undertook a company-wide shift from on-premises software to cloud-first. There was short-term disruption but long-term advantage. It’s important to develop an organizational mindset that thrives on change and transformation, so when the time comes, you’re ready for these big steps. 

So, even as we take pride in all that we accomplished to get to this point, we now begin to take on a fresh identity as part of a larger whole. It’s an opportunity to engage new colleagues and flourish professionally. And importantly, customers will be the beneficiaries of these new collaborations and synergies. On the day Informatica was welcomed into the Salesforce family and ecosystem, I shared my feeling that “the best is yet to come.” That’s my North Star and one I recommend to every business leader forging ahead into an M&A evolution — because the truest measure of success ultimately will be what we accomplish next.

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.



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The ‘Great Housing Reset’ is coming: Income growth will outpace home-price growth in 2026

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Homebuyers may experience a reprieve in 2026 as price normalization and an increase in home sales over the next year will take some pressure off the market—but don’t expect homebuying to be affordable in the short run for Gen Z and young families.

The “Great Housing Reset” will start next year, with income growth outpacing home-price growth for a prolonged period for the first time since the Great Recession era, according to a Redfin report released this week. 

The residential real estate brokerage sees mortgage rates in the low-6% range, down from down from the 2025 average of 6.6%; a median home sales price increase of just 1%, down from 2% this year; and monthly housing payments growth that will lag behind wage growth, which will remain steady at 4%.

These trends toward increased affordability will likely bring back some house hunters to the market, but many Gen Zers and young families will opt for nontraditional living situations, according to the report. 

More adult children will be living with their parents, as households continue to shift further away from a nuclear family structure, Redfin predicted.

“Picture a garage that’s converted into a second primary suite for adult children moving back in with their parents,” the report’s authors wrote. “Redfin agents in places like Los Angeles and Nashville say more homeowners are planning to tailor their homes to share with extended family.”

Gen Z and millennial homeownership rates plateaued last year, with no improvement expected. Just over one-quarter of Gen Zers owned their home in 2024, while the rate for millennial owners was 54.9% in the same year.

Meanwhile, about 6% of Americans who struggled to afford housing as of mid-2025 moved back in with their parents, while another 6% moved in with roommates. Both trends are expected to increase in 2026, according to the report.

Obstacles to home affordability 

Despite factors that could increase affordability for prospective homebuyers, C. Scott Schwefel, a real estate attorney at Shipman, Shaiken & Schwefel, LLC, told Fortune that income growth and home-price growth are just a few keys to sustainable homeownership. 

An improved income-to-price ratio is welcome, but unless tax bills stabilize, many households may not experience a net relief, Schwefel said.

“Prospective buyers need to recognize that affordability is not just price versus income…it’s price, mortgage rate and the annual bill for living in a place—and that bill includes property taxes,” he added.

In November, voters—especially young ones—showed lowering housing costs is their priority, the report said. But they also face high sale prices and mortgage rates, inflated insurance premiums, and potential utility costs hikes due to a data center construction boom that’s driving up energy bills. The report’s authors expect there to be a bipartisan push to help remedy the housing affordability crisis.

Still, an affordable housing market for first-time home buyers and young families still may be far away.

“The U.S. housing market should be considered moving from frozen to thawing,” Sergio Altomare, CEO of Hearthfire Holdings, a real estate private equity and development company, told Fortune

“Prices aren’t surging, but they’re no longer falling,” he added. “We are beginning to unlock some activity that’s been trapped for a couple of years.”



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Nvidia’s CEO says AI adoption will be gradual, but we still may all end up making robot clothing

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Nvidia CEO Jensen Huang doesn’t foresee a sudden spike of AI-related layoffs, but that doesn’t mean the technology won’t drastically change the job market—or even create new roles like robot tailors.

The jobs that will be the most resistant to AI’s creeping effect will be those that consist of more than just routine tasks, Huang said during an interview with podcast host Joe Rogan this week. 

“If your job is just to chop vegetables, Cuisinart’s gonna replace you,” Huang said.

On the other hand, some jobs, such as radiologists, may be safe because their role isn’t just about taking scans, but rather interpreting those images to diagnose people.

“The image studying is simply a task in service of diagnosing the disease,” he said.

Huang allowed that some jobs will indeed go away, although he stopped short of using the drastic language from others like Geoffrey Hinton a.k.a. “the Godfather of AI” and Anthropic CEO Dario Amodei, both of whom have previously predicted massive unemployment thanks to the improvement of AI tools.

Yet, the potential, AI-dominated job market Huang imagines may also add some new jobs, he theorized. This includes the possibility that there will be a newfound demand for technicians to help build and maintain future AI assistants, Huang said, but also other industries that are harder to imagine.

“You’re gonna have robot apparel, so a whole industry of—isn’t that right? Because I want my robot to look different than your robot,” Huang said. “So you’re gonna have a whole apparel industry for robots.”

The idea of AI-powered robots dominating jobs once held by humans may sound like science fiction, and yet some of the world’s most important tech companies are already trying to make it a reality. 

Tesla CEO Elon Musk has made the company’s Optimus robot a central tenet of its future business strategy. Just last month, Musk predicted money will no longer exist in the future and work will be optional within the next 10 to 20 years thanks to a fully fledged robotic workforce. 

AI is also advancing so rapidly that it already has the potential to replace millions of jobs. AI can adequately complete work equating to about 12% of U.S. jobs, according to a Massachusetts Institute of Technology (MIT) report from last month. This represents about 151 million workers representing more than $1 trillion in pay, which is on the hook thanks to potential AI disruption, according to the study.

Even Huang’s potentially new job of AI robot clothesmaker may not last. When asked by Rogan whether robots could eventually make apparel for other robots, Huang replied: “Eventually. And then there’ll be something else.”



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