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Trump’s visit to Fed today may not follow history of president endorsing independence

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Donald Trump is taking his battle with Jerome Powell to the doorstep of the Federal Reserve. Literally.

The president will be visiting the central bank at 4 p.m. ET on Thursday, returning to the White House a little over an hour later, per his public schedule.

The move is unusual for a number of reasons. Primarily, because this is the first visit by a president to the central bank in nearly two decades—and only the fourth visit from the Oval Office in history.

The context of this visit also raises eyebrows, as President Trump and his cabinet have been continually lobbying and criticizing the Fed since winning the Oval Office in January.

In the past, visits by the president to the Fed have been viewed as endorsements—both of the chairman at the time and of the Fed’s independence as a whole.

For example, the last visit came from George W. Bush on Feb. 6, 2006, when he attended the swearing-in ceremony for his nominee, Ben S. Bernanke, as the 14th chairman of the Fed.

Bush’s attendance was seen as a backing not only of Bernanke but also of the independent nature of the Fed. When announcing his nomination, Bush told reporters in the Oval Office: “In our economy, the Fed is the independent body responsible for setting monetary policy, for overseeing the integrity of our banking system, for containing the risk that can arise in financial markets, and for ensuring a functioning payment system.

“Across the world, the Fed is the symbol of the integrity and the reliability of our financial system, and the decisions of the Fed affect the lives and livelihoods of all Americans.”

Prior to Bush’s visit, the most recent example of a president visiting the Fed had been President Gerald Ford in July of 1975—again for a swearing-in ceremony at which the independence of the central bank was lauded.

Speaking at the swearing-in of Philip C. Jackson as a member of the Board of Governors, President Ford said: “The essence of the Federal Reserve System is independence. Independence of both the Congress and the president, as well as the individual independence of thought of each of its governors. I firmly and completely respect that independence.”

The final example—but the first visit of its kind—came in 1937 when President Franklin D. Roosevelt attended the opening of the board’s new headquarters—the Eccles building, which President Trump will likely be visiting today.

Trump vs. the Fed so far

Even before Trump won the election, there were signs he might cause trouble for Chair Jerome Powell. Despite being the president to nominate Powell for the role, he made veiled threats about the security of the chairman’s role. He told Bloomberg: “I would let him serve [his term] out, especially if I thought he was doing the right thing.”

Back then, the “right thing” in Trump’s mind was not to cut interest rates as it would give the economy, and the Biden administration at the time, a boost.

Since taking the Oval Office in January that request has flipped to the other extreme. Trump has dubbed Powell “dumb” and “hardheaded” for not cutting the base rate, adding he knows more than the Fed boss about interest rates.

While some market followers may agree with Trump’s take that Powell and the Federal Open Market Committee are reacting too slowly to economic data, no analyst or investor wants to see the independence of the central bank threatened.

As such, markets reacted shakily when Trump threatened to fire Powell, and then stabilized when the president rescinded the suggestion. After all, the federally mandated independence of the Fed was written into law to protect it from the whims of politicians and instead mandate it to ensure the long-term health of the economy.

While lambasting the policy of the Fed remains a common theme of the Trump administration (even yesterday, the president wrote on Truth Social that “families are being hurt because interest rates are too high, and even our country is having to pay a higher rate than it should be because of ‘Too Late [Powell].’”), criticism is also being lobbied at wider decision-making.

This has included Powell’s management of the central bank’s offices—which Trump will reportedly be touring today—with Russell Vought, director of the White House’s Office of Management and Budget, making public a letter he sent to the Fed chair, saying the president is “extremely troubled by your management of the Federal Reserve System” particularly relating to the “ostentatious overhaul of [the Fed’s] Washington, D.C., headquarters.”

Powell has since responded to, and clarified, some of the points raised in Vought’s letter, noting: “The project is large … because it involves the renovation of two historic buildings on the National Mall that were first constructed in the 1930s. While periodic work has been done to keep these buildings occupiable, neither building has seen a comprehensive renovation since they were first constructed.”

Though the Fed has independence in its business management and expenditures, Powell reaffirmed the bank’s commitment to “transparency for our decisions and to be accountable to the public”—announcing a new section of the Fed’s website had been created to keep voters up-to-date on the latest developments.



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‘I had to take 60 meetings’: Jeff Bezos says ‘the hardest thing I’ve ever done’ was raising the first million dollars of seed capital for Amazon

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Today, Amazon’s market cap is hovering around $2.38 trillion, and founder Jeff Bezos is one of the world’s richest men, worth $236.1 billion. But three decades ago, in 1995, getting the first million dollars in seed capital for Amazon was more grueling than any challenge that would follow. One year ago, at New York’s Dealbook Summit, Bezos told Andrew Ross Sorkin those early fundraising efforts were an absolute slog, with dozens of meetings with angel investors—the vast majority of which were “hard-earned no’s.”

“I had to take 60 meetings,” Bezos said, in reference to the effort required to convince angel investors to sink tens of thousands of dollars into his company. “It was the hardest thing I’ve ever done, basically.”

The structure was straightforward: Bezos said he offered 20% of Amazon for a $5 million valuation. He eventually got around 20 investors to each invest around $50,000. But out of those 60 meetings he took around that time, 40 investors said no—and those 40 “no’s” were particularly soul-crushing because before getting an answer, each back-and-forth required “multiple meetings” and substantial effort.

Bezos said he had a hard time convincing investors selling books over the internet was a good idea. “The first question was what’s the internet? Everybody wanted to know what the internet was,” Bezos recalled. Few investors had heard of the World Wide Web, let alone grasped its commercial potential.

That said, Bezos admitted brutal honesty with his potential investors may have played a role in getting so many rejections.

“I would always tell people I thought there was a 70% chance they would lose their investment,” he said. “In retrospect, I think that might have been a little naive. But I think it was true. In fact, if anything, I think I was giving myself better odds than the real odds.”

Bezos said getting those investors on board in the mid-90s was absolutely critical. “The whole enterprise could have been extinguished then,” he said.

You can watch Bezos’ full interview with Andrew Ross Sorkin below. He starts talking about this interview gauntlet for seed capital around the 33-minute mark.

This story was originally featured on Fortune.com



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Google cofounder Sergey Brin said he was ‘spiraling’ before returning to work on Gemini

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Google cofounder Sergey Brin thought retiring from Google in 2019 would mean quietly studying physics for days on end in cafés. 

But when COVID hit soon after, he realized he may have made a mistake.

“That didn’t work because there were no more cafés,” he told students at Stanford University’s School of Engineering centennial celebration last week, Business Insider reported.

The transition from president of Google parent company Alphabet to a 40-something retiree ended up not being as smooth as he imagined, and soon after he said he was “spiraling” and “kind of not being sharp” as he stepped away from busy corporate life.

Therefore, when Google began allowing small numbers of employees back into the office, Brin tagged along and put his efforts into what would become Google’s AI model, Gemini. Despite being the world’s fourth-richest man with a net worth of $247 billion, retirement wasn’t for him, he said.

“To be able to have that technical creative outlet, I think that’s very rewarding,” Brin said. “If I’d stayed retired, I think that would’ve been a big mistake.”

By 2023, Brin was back to work in a big way, visiting the company’s office three to four times a week, the Wall Street Journalreported, working with researchers and holding weekly discussions with Google employees about new AI research. He also reportedly had a hand in some personnel decisions, like hiring. 

Skip forward to 2025 and Brin’s plans for a peaceful retirement of quiet study are out the window. In February, he made waves for an internal memo in which, despite Google’s three-day in-office policy, he recommended Google employees go into the company’s Mountain View, Calif. offices at least every weekday, and that 60 hours a week was the “sweet spot” of productivity.

Brin’s newfound efforts at work may have been necessary as OpenAI’s release of ChatGPT in 2022 caught the tech giant off guard, after it had led the field of AI research with DeepMind and Google Brain for years.

To be sure, Google for its part has been rising in the AI race. Analysts raved last month about Gemini 3, the company’s latest update to its LLM, and Google’s stock is up about 8% since its release. Meanwhile, OpenAI earlier this month declared a “code red,” its highest alert level, to improve ChatGPT. 

Brin added in the talk at Stanford that Google has an advantage in the AI arms race precisely because of the foundation it laid over years through its neural network research, its custom AI chips, and its data center infrastructure.

“Very few have that scale,” he said.



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Gen Z grads are now being given ‘resilience’ training at PwC U.K. to toughen up for the job

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Gen Z is often branded a “lazy” generation of workers with no ambition to climb the corporate ladder. But PwC U.K. says the real challenge isn’t motivation—it’s resilience. These young professionals are eager to succeed in their own way, but the pandemic may have left them with gaps in essential skills. So the “Big Four” consulting firm is taking matters into its own hands with “resilience” training for fresh-faced hires. 

“Quite often we are struck that the graduates [who] join us—who are meeting all the cognitive tests we’ve set—they don’t always have the resilience,” Phillippa O’Connor, chief people officer at PwC U.K., recently toldThe Sunday Times. “They don’t always have the human skills that we want to deploy onto the client work we pass them towards.”

“We’ve really doubled down, particularly [with] this year’s graduates,” O’Connor continued. “We’re doing a whole load of separate training in their first six months with us, really about resilience, really about some of those communication skills.”

The executive described resilience as the ability to handle day-to-day work dynamics—especially pressure, criticism, or sticky situations. That skill, she said, is particularly crucial in a deal-making environment, where managing challenges is a “core” part of the job.

According to O’Connor, many younger workers simply didn’t get the chance to build that muscle during the pandemic, when lockdowns disrupted education and early workplace experiences that would normally help develop it.

But by offering this special training, PwC is ensuring the talent that fills its 1,300 open U.K. graduate jobs this year—which received around 47,000 applications—are well-equipped to succeed. 

Fortune reached out to PwC for comment. 

Companies are offering Gen Z special training 

PwC’s “resilience” training is just one example of how employers have been stepping up to ensure Gen Z is primed to succeed in the workforce. 

In 2023, fellow “Big Four” consulting giant KPMGsupplied extra instruction to its Gen Z hires. The business provided training for its graduate talent, out of concern they were struggling to adapt to professional life—particualry when it came to “soft skills,” how to give presentations, work in a team, and manage projects. 

The chief people officer of $1.5 billion data protection start-up Cohesity, Rebecca Adams, has also pushed for inter-generational cohesiveness. 

Earlier this year the executive led the charge to skill bosses in managing the young professionals, citing that Gen Z responds to feedback differently: “They want to know why, how—they want constant feedback.” On the flipside, she described having to teach “basic things” to young staffers that would mind-boggle their Gen X counterparts. 

“How do I manage my calendar? You actually have to accept the meeting request,” Adams explained toFortune in September. “You can’t just walk out of the meeting that you’re in because you have another one while it’s still going on.”

Charitable organizations are also stepping up to solve Gen Z’s professional pitfalls. Radical Hope is a nonprofit helping equip college students with essential skills including communication, interpersonal dexterity, and emotional intelligence. It began as a pilot program at New York University back in 2020, after experts noted “elevated anxiety, stress, and depression” among students within the previous years—and has spread to 75 college campuses so far.  

Liz Feld, the CEO of Radical Hope, hopes the Gen Z trainees will become adept in the skills “we all got growing up at the kitchen table.” Even the little things, like small talk, can be a challenge for the young hopefuls striving to one day succeed in the workplace. 

“They won’t ask someone, ‘Do you want to go to the dining hall and grab dinner, you want to go grab a beer, you want to go for a walk, you want to get a coffee?’” Feld told Fortune, adding that if someone says “no,” their confidence is crushed. “They internalize the whole thing. The face-to-face rejection is what they’re afraid of.”



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