Amazon said in January that it would eliminate around 16,000 corporate roles globally.

Beth Galetti, senior vice president of people experience and technology, described the January move in a company memo as part of broader efforts to cut back on bureaucracy inside the company.

The cuts followed mass layoffs from October 2025, when the tech and retail giant shed 14,000 roles.

In May, Amazon's Selling Partner Services team slashed additional jobs as it continued to reshape its organization.

"Following a recent review, we've made the difficult decision to eliminate a relatively small number of roles in our Selling Partner Services team," a spokesperson told Business Insider.

Angi, the popular contractor listing site once known as Angie's List, said in January that it was cutting around 350 jobs "to reduce operating expenses and optimize the organizational structure in support of long-term growth." The company also said it's making the cuts "in light of AI-driven efficiency improvements."

In a January 7 SEC filing, Angi said that the cuts would save between $70 million and $80 million in annual spending. The layoffs will cost the company between $22 million and $30 million, according to the filing.

Atlassian, the enterprise software company and maker of Confluence, said on March 11 that it will be cutting about 10% of its workforce as it invests in AI to reshape its organization.

CEO Mike Cannon-Brookes said in a statement that about 1,600 employees will be affected by the cuts.

"We fundamentally believe people and AI create the best outcomes. Our approach is not 'AI replaces people,'" Cannon-Brookes said. "But it would be disingenuous to pretend AI doesn't change the mix of skills we need or the number of roles required in certain areas. It does."

The company expects to incur $225 million and $236 million in restructuring charges, according to an SEC filing.

Barclays, the British financial institution, disclosed plans to cut around 5% of its workforce.

Anna Cross, the Group Finance Director of Barclays, said on an October 22 earnings call that the company expects more than GBP 1 billion in efficiency savings in 2027, which will involve reducing its head count by 5,000 full-time employees.

Cross said that 60% of affected workers are related to "support functions, including fewer developers as AI makes our people more productive."

The company reported Q3 pretax profit of GBP 2.3 billion — about $3 billion — up 12% from the same quarter a year earlier.

Barclays CEO, C.S. Venkatakrishnan, said that the company is moving to "drive even greater cost efficiency through deep technological transformation, reducing the unit cost of product, manufacturing, service and innovation."

British American Tobacco said it will cut 9,000 jobs by the end of the year, about one-fifth of its workforce. The cuts will not impact the US arm of its business.

"We are building a future-ready organisation that is more agile, cost disciplined and technology enabled," CEO Tadeu Marroco said in the statement.

The company, whose cigarette portfolio includes brands like Lucky Strike and Dunhill, has stepped up its push in recent years into smoke-free alternatives, such as nicotine pouches and vapes.

Citi will cut more jobs this year as part of its plan to reduce its workforce by 10%, or 20,000 employees.

In a statement on January 13, the bank said that it will continue to reduce head count in 2026.

"These changes reflect adjustments we're making to ensure our staffing levels, locations and expertise align with current business needs," a spokesperson for Citi said.

The plan was detailed in the company's January 2024 earnings report and could save the bank as much as $2.5 billion.

Cybersecurity company Cloudflare on May 7 said it plans to cut roughly 20% of its global workforce, affecting more than 1,100 employees.

In an internal memo, Cloudflare executives said the company's use of AI has climbed more than 600% over the past three months, and that the rapid shift has forced the company to reconsider its structure.

"We want to be clear that this decision is not a reflection of the individual work or talent of those leaving us," Cloudflare executives wrote in the May 7 memo. "Instead, we are reimagining every internal process, team, and role across the company."

The company's shares fell more than 14% in extended trading following the announcement.

The CEO of Coinbase, Brian Armstrong, said in a letter to staff on May 5 that 14% of its staff would be cut, largely because of AI.

"AI is changing how we work. Over the past year, I've watched engineers use AI to ship in days what used to take a team weeks," wrote. "The pace of what's possible with a small, focused team has changed dramatically, and it's accelerating every day."

Armstrong said this would mean fewer layers and faster decisions in the company. No pure managers, he said — all leaders will now be required to get stuck in and "get their hands dirty."

"AI is bringing a profound shift in how companies operate, and we're reshaping Coinbase to lead in this new era," he added.

Crypto.com CEO Kris Marszalek said in March that the company laid off 12% of its workforce, including "roles that do not adapt in our new world."

"Companies that move immediately and pair the best AI tools with top-performers will achieve a level of scale and precision that was previously impossible," Marszalek wrote in a post on X. "This is where we must go."

Dell cut its workforce by 10% for the third year in a row, the company said in its annual filing with the SEC.

As of January 31, 2026, the company had 97,000 employees, down 11,000 from the same time last year. The decline includes both layoffs and attrition, Business Insider reported.

eBay is set to eliminate about 800 jobs globally, making up 6% of its workforce. The company told Business Insider that it's taking steps to better align with its strategic priorities.

"We are grateful for the contributions of the employees impacted and are committed to supporting them with care and respect," a company spokesperson said in a statement.

Epic Games, the company behind Fortnite, said in March that it would lay off more than 1,000 people — about 20% of its workforce — as engagement with the game declined.

CEO Tim Sweeney said in a memo that the layoffs "aren't related to AI."

"To the extent it improves productivity, we want to have as many awesome developers developing great content and tech as we can," Sweeney said.

Estée Lauder said in its May earnings report that it will deepen its previously announced cuts, which are now expected to affect up to 10,000 jobs.

More than two-thirds of the reductions are in cashier and demonstration roles at lower-performing retail and department stores.

Etsy said August 5 that it is laying off about 220 employees, roughly 12% of its workforce.

"We will be saying goodbye to approximately 220 colleagues across the company, with most of the changes concentrated in Product & Engineering," the company's CEO, Kruti Patel Goyal, told staffers in a memo.

The company also reported its second-quarter financial results on Wednesday.

While Goyal's memo made no mention of AI or its potential threat to jobs, she said that the cuts were a preemptive move.

"The answer is that today's decisions aren't a reflection of this quarter or even this year, but of where Etsy needs to go next," she wrote.

Expedia confirmed to Business Insider that it had laid off some employees on January 26 and had also posted new job openings. It's unclear how many of its workers were affected by the cuts.

"We are eliminating roles as well as opening some new roles as we remain disciplined about assessing the skills we need for the future," an Expedia Group spokesperson said in a statement. "We are also simplifying our structure and reducing organizational layers to move faster and with more accountability. These are not easy decisions, and we are grateful for the contributions of our colleagues who are impacted."

The San Mateo, California-based software company said in its early May earnings report that it would cut 11% of its staff in the second quarter. The company had about 4,500 employees at the end of 2025.

The cuts aim "to streamline the Company's organizational efforts and product development process" and increase AI across the company, according to the filing.

On an earnings call, CEO Dennis Woodside said about half the company's code comes from AI.

"Like many other software companies, that is definitely changing how we build products, how fast we can build products, and the amount of people that we need to build products," he said.

The company's stock slumped 35% from May 2025 to May 2026.

General Motors is cutting 600 salaried employees from its global IT division.

A spokesperson said the layoffs would enable it to "better position the company for the future," by ensuring GM has employees with expertise in AI-native development, data engineering, analytics, cloud engineering, prompt engineering, and AI workflows.

On April 7, GoPro said it would lay off about 145 employees as it tries to cut operating costs and restructure operations.

The layoffs make up 23% of its global headcount of 631 employees, the camera maker said in a regulatory filing.

The cuts will start in the second quarter of the year and will largely be completed by the end of 2026. The restructuring is expected to result in a charge of $11.5 million to $15 million.

The company cut about 15% of its staff in August 2024 to cut costs.

Groupon said on May 21 that it would cut up to 400 roles globally as part of a restructuring plan, according to a financial filing. It previously said it planned to rebuild as an "AI-native company."

The cuts are expected to happen by the end of the third quarter of 2026. Groupon is looking to generate $10 million to $12 million in gross savings in 2026.

"Up to half of this year's savings will be reinvested into AI infrastructure, talent density, and the tools and teams building the next version of the company," a spokesperson told Business Insider.

Groupon had 1,734 employees worldwide at the end of 2025, according to its annual report.

Heineken is cutting 5,000 to 6,000 roles over the next two years to boost productivity and bring down costs, according to its latest full-year earnings report.

The company told Business Insider that the divisions and regions where the layoffs are due to take place are yet to be confirmed.

Heineken said in its 2025 report that it faced "subdued consumer sentiment" in the Americas, alongside a "challenging year" for brewers in Europe.

Financial software company Intuit announced on May 20 that it would be cutting 17% of its full-time workforce.

The company shared a memo from CEO Sasan Goodarzi to employees that listed five reasons for the culling, including reducing management layers, focusing roles on "high impact work," and closing down two of its offices.

"These changes are a necessary evolution to reduce complexity and architect an organization that operates with the velocity required to fuel our growth engines," Goodarzi wrote in the memo, shared in a blog post on Intuit's website.

Laid-off employees in the US would receive 16 weeks of base pay, plus two additional weeks of pay for every year they have worked at Intuit.

The company said in a May 20 earnings report that restructuring costs from the layoffs would be about $300 million to $340 million.

Consumer healthcare brand Kenvue, which produces Tylenol, plans to cut 3.5% of its staff. Kenvue had about 22,000 employees globally, per its latest annual report.

The company wrote in a mid-February SEC filing that its board aimed to reduce complexity and drive operational efficiencies.

The company's layoffs and restructuring efforts are expected to cost $250 million in 2026, per the filing.

LinkedIn CEO Daniel Shapero told employees on May 13 that it was laying off employees, and those in affected roles would receive a calendar invite. The jobs included positions in the Microsoft-owned company's Global Business Organization, marketing, engineering, and product teams.

"We need to reinvent how we work, with agile teams focused on our highest priorities, and by shifting investments toward areas such as infrastructure to fulfill our mission and vision over the long term," Shapero said in the memo.

Shapero also said LinkedIn would "scale back" investments in areas like marketing campaigns, customer events, and underutilized office space.

The athleisure giant said it laid off 100 part-time employees to "strengthen the business." The affected roles are in the company's North American contact center.

"After careful consideration, we have made the decision to transition our North America GEC to a full-time employee staffing model. As a result, approximately 100 part-time positions in our GEC have been impacted," a Lululemon spokesperson said.

Meta began laying off employees across multiple teams on March 25, including Reality Labs, Facebook, recruiting, sales, and global operations.

The cuts come as the company ramps up spending on AI infrastructure and talent, alongside broader cost-cutting efforts. Meta said the changes are part of ongoing restructuring to better align teams with company goals, while exploring other roles for affected employees where possible.

Meta first began preparing to slash jobs within its Reality Labs division, the unit responsible for Mark Zuckerberg's metaverse ambitions, in January, three people familiar with the matter told Business Insider at the time.

Two employees said that teams working on virtual reality headsets and Horizon Worlds, the company's VR social network, would be disproportionately affected.

Meta has shifted away from virtual reality in recent years in favor of spending hundreds of billions of dollars on beefing up its AI capabilities.

Nike is cutting roughly 1,400 jobs, mostly from tech, as part of a broader push to streamline operations and revive growth.

In a memo to staff on April 23 obtained by Business Insider, Chief Operating Officer Venkatesh Alagirisamy said the layoffs are tied to the company's "win now" turnaround plan, which focuses on improving culture, product, marketing, marketplace strategy, and in-person retail. He described the effort as entering its "final stretch."

This is Nike's second layoff in 2026. Nike said on January 26 that it planned to lay off 775 employees across Tennessee and Mississippi, citing efforts to "streamline" its distribution center operations.

"We are sharpening our supply chain footprint, accelerating the use of advanced technology and automation, and investing in the skills our teams need for the future," Nike said in a statement to Business Insider.

Oracle's workforce shrank by roughly 21,000 employees, or 13%, over the past year, bringing its headcount to 141,000 as of May 31, according to a 10-K filing released on June 22.

"The adoption and deployment of AI technologies across our operations have resulted, and may continue to result, in reductions to our workforce," Oracle wrote in the filing.

Oracle also disclosed that restructuring costs surged in fiscal 2026. The company spent $1.84 billion on severance and other exit costs, up from $374 million in the prior year.

The reduction in workforce comes as Oracle continues to invest heavily in AI infrastructure.

Papa Johns said it is laying off 7% of its corporate staff amid a broader restructuring.

The pizza chain said it will also close 300 locations in North America through 2027, starting with 200 this year.

"Optimizing our restaurant portfolio and strategically closing underperforming restaurants are among the most impactful actions we can take to improve restaurant profitability and fleet health," Papa Johns CFO Ravi Thanawala said during the company's fourth quarter earnings call on February 26.

Patreon announced layoffs in July.

The creator economy company is laying off 93 employees — roughly 20% of the company — per a memo its CEO, Jack Conte, shared publicly.

Conte wrote that the "market in which we operate has undergone profound change over the last 6 months," and that Patreon needs to cut costs to "remain a stable, dependable rock for our creators."

Pinterest announced a global restructuring plan that includes layoffs affecting less than 15% of its workforce, according to a January securities filing. The cuts come with reductions in office space.

"We are making organizational changes to further deliver on our AI-forward strategy, which includes hiring AI-proficient talent," a Pinterest spokesperson said.

"As a result, we've made the difficult decision to say goodbye to some of our team members. We are grateful for their service and supporting them with separation packages and benefits," they added.

Saks Global, the beleaguered parent company of Saks Fifth Avenue, Neiman Marcus, and Bergdorf Goodman, conducted several rounds of layoffs as it closed stores and trimmed its corporate staff

In April, the company cut about 16% of its corporate staff, representing less than 4% of its total workforce.

"Following the strategic actions we've taken to secure long-term financial stability, sharpen our focus on luxury and full-price selling, optimize our operational footprint, and exit non-core businesses, we are right-sizing our corporate organization to align with our go-forward strategy," a Saks spokesperson told Business Insider.

The cuts followed Saks's closure of dozens of stores and fulfillment centers in the first quarter, resulting in layoffs.

Saks filed for Chapter 11 bankruptcy in January.

Sprout Social — a social media management program — announced on July 15 that it will cut 260 jobs, or about 20% of its workforce.

In a letter about the reduction in force, CEO Ryan Barretto said the cuts were due to rapid industry changes.

"This decision is not a reflection of their talent or commitment," Barrett said. "We made this decision because we believe it was the right one for Sprout's future. Our industry, and software more broadly, is changing quickly, and the way companies need to operate and invest has changed with it."

Affected staff will be offered a 12-week severance package, plus an additional week of pay for every year of tenure, fully-paid health benefits for six months, and a cash payment equal to the value of their equity shares that would have vested in the next 90 days.

Standard Chartered plans to cut 15% of corporate function roles over the next four years, the company said on May 19.

The bank, headquartered in London, credited AI as a driver for the reductions.

"It is not cost-cutting, but it is replacing, in some cases, lower-value human capital with the financial capital and the investment capital that we are putting in," CEO Bill Winters said in a media briefing, Reuters reported.

The company added in a statement: "We are combining the best human talent with AI, investing to support our people into higher-value roles."

T-Mobile cut some staff in early 2026, though the scope of the layoffs is unclear. Some workers posted on LinkedIn saying they'd been affected by the changes in January.

"As the next step in our evolution, we're making some changes while continuing to hire to ensure we have the right focus, structure, and momentum to keep changing the industry through innovation and our long-standing focus on customers," T-Mobile told Business Insider in a statement.

Tailwind, a popular web tool, said it cut three of its four engineers in January, citing an AI-driven decline in revenue.

"75% of the people on our engineering team lost their jobs here yesterday because of the brutal impact AI has had on our business," CEO Adam Wathan wrote in a GitHub comment on January 6 that made waves in the tech community.

Target confirmed to Business Insider in February that it would cut 100 district office roles and 400 supply chain positions. It plans to invest instead in additional labor hours at stores to improve the shopping experience and return to growth.

The store improvement effort is a signature priority of the retailer's new CEO, Michael Fiddelke, who started on February 1.

In November, Fiddelke said the company intends to invest an additional $1 billion in capital expenditures for 2026, an increase of 25% from 2025.

TikTok is laying off 250 employees and closing an office in Nashville, according to documents filed with the Department of Labor and Workforce Development in Tennessee.

A spokesperson for TikTok US Data Security, a joint venture established in January 2026 to oversee TikTok's US operations, said closing the office will "streamline our operations and better align our teams for long-term growth."

The Nashville office will close in October, according to the documents.

UPS CEO Brian Dykes told analysts during the company's fourth-quarter earnings call that the company plans to reduce its operational workforce by 30,000 in 2026.

"This will be accomplished through attrition, and we expect to offer a second voluntary separation program for full-time drivers," Dykes said.

He told analysts that the company has identified 24 buildings for closure in the first half of 2026 and will continue to evaluate additional buildings for closure.

Verizon said in July that it would transition 274 retail stores into franchise locations as part of ongoing changes at the telecom giant.

The company said about 2,500 retail workers and 500 corporate roles would be cut, and that typically around 70% of store employees accept jobs under the new franchisees.

The move comes two months after Verizon laid off several hundred corporate employees, or about 1% of its head count, as the company reallocates workers across its overall business.

Walmart told employees on May 12 that it would cut or relocate about 1,000 corporate jobs to address redundancies and duplicate roles.

Suresh Kumar, Walmart's chief technology and development officer, and Daniel Danker, executive vice president of AI acceleration, product, and design, announced the changes in a memo.

"We've made changes to simplify how the work is organized, make ownership clearer, and better align roles to the work and skills we need going forward," the memo said.

The move follows Walmart's May 2025 decision to cut 1,500 corporate roles as part of an effort to "remove layers and complexity."

The company employed 2.1 million people as of January.

Logistics software maker Wisetech is cutting 2,000 jobs, or 30% of its staff, citing AI-driven efficiency gains.

In a conference call on February 25, CEO Zubin Appoo embraced AI and said that it means more productivity, in less time, and from fewer employees. The Sydney-based company employed about 7,000 people, according to its annual report released in October.

"I am prepared to say this clearly: the era of manually writing code as the core act of engineering is over," Appoo said. AI is "unlocking levels of efficiency gains across WiseTech that were previously out of reach."

Wix, which provides website-building software, is reducing its workforce by 20%, the CEO told employees in a memo published on X on May 28.

The Israel-headquartered company employs about 5,300 workers.

CEO Avishai Abrahami cited the "fast evolution of AI capabilities" as a reason for the cuts and said the company needed to become a "faster, leaner, and flatter organization."

Workday is cutting about 400 jobs, and said on February 4 that the move will help the enterprise software company redirect resources toward priority areas.

The layoffs will primarily affect customer-facing roles that are "non-revenue generating," Workday said in a regulatory filing.

The cuts represent roughly 2% of its workforce and are expected to result in about $135 million in charges in the fiscal fourth quarter, which ended in January.

Workday announced a larger round of layoffs about a year ago, citing the need to invest more heavily in strategic areas such as AI. The company reported about 20,600 employees as of late October.

Global payment technology company Visa confirmed to Business Insider that it's cutting about 2,600 jobs.

That's roughly 7% of the company's employee footprint.

"To capture the opportunities ahead and best position Visa to lead this transformation, we must continue evolving how we work," CEO Ryan McInerney wrote to staff in an internal memo, according to Bloomberg. "AI is also helping to accelerate this evolution and shape the way work gets done at Visa."

Zillow CEO Jeremy Wacksman announced on August 4 that the company was cutting 500 employees as part of "organizational changes."

As of December, Zillow had around 7,000 employees, so the changes are affecting about 7% of its workforce.

"These changes are about ensuring we have a disciplined cost structure and getting more efficient, with the right people in the right positions," Wacksman said in a blog post.

When Yüyan and I chatted about taking standout photos on a phone, he talked about uncommon angles, proximity to the subject, interesting foregrounds, and time spent shooting.

Here are his best tips for creating powerful pictures with a phone, along with examples of their success from my own camera roll.

"The real secret of professional photographers is we shoot a lot and then edit it down to just one or two," Yüyan said. "You should do the same with your phone."

According to Yüyan, spending a long time in one location allows you to find optimal lighting and interesting backdrops. Truly immerse yourself in the environment to notice things that didn't stand out to you at first.

In the photos above, I spent between one and five hours at each location. I was able to take pictures with light I found inspiring, including a rainbow, the sun beaming through the trees, and a shot of a red-hued moon dimmed behind a cloud on a rooftop in Brooklyn, New York. 

"Good photographs come from deep observation, and the muses reward those who slow down, stop running from place to place, and immerse themselves in the specific place and moment," Yüyan said.

So, stick around in one location, take tons of pictures, and "make room for life to unfold in front of your lens," he told Business Insider.

To find the perfect angle, Yüyan said to start by considering how shooting with a lightweight, thin object can open up the realm of possibilities. 

"It becomes a habit to use the phone at just eye level, but if you watch someone who is good at selfies, you can see they are always moving the phone around — up, down, and around to try better angles," he said. "The same applies to making any other kind of photo."

This was an important point I'd never thought about before, but it left me wondering how to tell which angle makes the strongest shot. 

"One good criterion is seeing how much depth an angle will show in a photograph," Yüyan said.

For example, he said, if your subject is a child, pointing the camera down at the kid will typically result in a flat, boring image. It's the angle we're used to seeing, where the background is likely the floor. But shooting from beneath the child's eye level, looking up, can show the layers of the person and whatever is above them. 

"We rarely get down below a child's height to look up at the world, and that perspective can be magical," Yüyan said.

Yüyan's example reminded me of how I photographed a small dog at parks around New York. When I took pictures of her from above or straight on, I couldn't get a sense of her expression or personality.

But when I got below her and snapped the picture while aiming up, I could see her exploratory nature and how she uses her environment to feel bigger, like perching on a rock at the edge of a creek. 

Yüyan's tip of experimenting with angles that add depth reminded me of another subject I've shot on my phone — the iconic Rockefeller Center Christmas tree in NYC.

The first time I photographed the famous tree, I shot from eye level. When I looked at my photo, I felt like I'd seen it many times before.

When I returned to try a lower angle beneath some foliage, I thought I ended up with a more distinctive image. I could now see layers of smaller plants in front of the tree and the tops of the buildings surrounding it, giving me a better sense of its scale, which had been missing.

Yüyan said it's hard to take standout pictures of stunning natural landscapes because they've been photographed so much. His best advice is to find a good foreground subject to set your image apart from the rest.

"Great backgrounds, such as mountains or waterfalls, are easy to find because we're always looking for them," Yüyan said. "On the other hand, a good foreground subject, such as blooming wildflowers or a craggy tree, can be much harder to find in the right location."

Yüyan recommended searching for a foreground subject and framing your shot so you can see the scenery in the distance. 

"It'll give your images depth, intimacy, and make your photos unique," he said.

His tip reminded me of when I photographed a beach across the street from the mountains in Santa Cruz, California. I started by photographing the beach from the shore. The mountains looked nice, but there was so much sand that I thought the bottom half of my image looked boring. 

So, I took my phone across some ocean rocks and into the tide pools. The rocks and reflecting water spruced up my foreground, adding layers to my image. To me, this made it feel more dynamic.

Yüyan's foreground tip reminded me of some photos I also took during a hike in Prescott, Arizona. 

When I first arrived at the Watson Lake parking lot for my hike, I was entranced by rock formations I hadn't seen before. But my photographs from the lot didn't seem to do it justice. 

Once I started hiking and immersing myself in the landscape, I found foreground subjects, such as shrubs, that better framed the lake scene.

I thought having these elements in the second image gave a better sense of what it was really like to be there, with more layers of the environment in frame.

According to Yüyan, intimate photos of your subject are often more powerful because the viewer can feel how close you are to them.

That's why he suggested that when you're shooting with a phone, you should make it feel like you are standing right next to something for "a more human and intimate feeling."

But don't just use the camera's zoom function. Yüyan suggests standing face-to-face with your subject to "really get in close on what's happening." 

This tip reminded me of photographing a 250-year-old Lebanon cedar tree on the grounds of Castello di Roncade outside Venice, Italy.

As soon as I saw the tree, I snapped a photo because it was alluring. But like my shot of Santa Cruz from the shore, I thought the bottom half of my photo was a bland waste of space. And like my shot of Watson Lake from the parking lot in Prescott, I didn't find my image nearly as impressive as the real thing. 

As I walked closer, I realized the tree was even more breathtaking. In my second photograph, I stood right in front of the tree, capturing the details of its spewing branches and surrounding greenery.

My goal was to make the photo all about the tree, and I think I accomplished this in my second image because every inch of the frame showed its details.

Yüyan's advice to shoot up close with phones also reminded me of another experience I had in Italy. 

When I went inside a fresh pasta shop in Vatican City, I was fascinated by the shaped dough on display. Their smooth texture and specks of flour that kept them fresh made me salivate, and I wanted to capture that feeling in a photograph. 

My first picture of the display case expressed none of this. While I could see a large chunk of the counter, this image was supposed to be about the pasta, and I could hardly capture its texture from this distance. 

So, for my second image, I got right up next to the glass and snapped a shot of the case with the widest variety of pasta shapes. I lit up as I peeked at the image because it elicited the exact feeling I was hoping for when I made it — a strong craving to taste the pasta, thanks to a front-row view detailing its shapes and textures. 

After getting these tips from Yüyan, I was pleased to find that some images in my camera roll supported them.

Now that I've identified what makes some of these pictures stronger than others, I'll go on my next trip feeling more inspired to shoot from my phone. 

As a first-time visitor to Salt Lake City and Park City, I thought seeing the mountains blanketed in snow would be awe-inspiring — and it really was.

I knew winter would be a popular time to visit Utah since it's a ski hub, but I underestimated how busy it would be. Park City was packed with winter sports enthusiasts.

Skiers and snowboarders crowded the sidewalks lining congested streets in downtown Park City, all suited up — some with gear in tow.

I stopped by the slopes at Deer Valley Resort and spotted long lines of skiers waiting for lifts. I waited in line to ride a funicular up and down the mountain.

Maybe seeing the snow was worth the crowds — I won't know for sure until I visit during another season. But had I realized I'd be visiting during the busiest time of year, I would have pushed my trip to the spring, during the shoulder season.

Overpacking is a rookie mistake when traveling, so I go to great lengths to avoid stuffing too many outfits into my bag. But this time, I overcorrected.

When packing for a trip that's less than a week long, I typically only bring layers I can wear all at once when needed or mix and match. Since I was traveling in winter, I brought a couple of extra shirts, one additional pair of pants, and zero extra outer layers.

But in January along Utah's Wasatch Front, when temperatures ranged from 24 to 44 degrees Fahrenheit, I needed to wear most of my layers daily.

After bundling up for a flight and a train ride, I felt desperate for fresh layers when I arrived in Salt Lake City.

What do you do when you need clean clothes on the road? Utilizing the hotel's laundry services seemed the most straightforward solution, but I regretted it.

That night, I stayed at the five-star Grand America Hotel, where laundry services were top-tier. My shirts and sweaters were returned to me on hangers, each in an individual hotel-branded bag. Smaller items were wrapped in paper in a cardboard box.

I felt like I was opening a present as I sorted through my clean clothes. It excited me — until I saw the receipt.

I paid $115 for three shirts, two pairs of pants, one hoodie, six undergarments, and one two-piece blazer. It was certainly the most luxurious laundry service I'd ever experienced, but for the same money, I could have bought a whole new outfit — and what a great excuse it would have been to treat myself.

I didn't consider other winter activities I could have enjoyed besides skiing and snowboarding.

I wish I'd taken time to tour Utah Olympic Park in the snow and get a feel for what it was like during the 2002 Winter Olympics.

After my trip, I learned that Park City offers mountain-top snowshoe yoga classes, which I would have loved to try.

Next time I travel to the Silicon Slopes, I'll pack enough clothing and make use of the season's offerings.

Before booking, I should have researched how a cabin's location can affect how much motion you feel while the ship is moving.

My ocean-view cabin was at the front of the ship, and I felt more movement than I expected. As a first-time cruiser, I found it uncomfortably rocky. Shaky nights made it tough to sleep.

Several seasoned cruisers on the voyage told me that the front of the ship was one of the worst places to feel motion. Higher decks in the middle of the ship felt calmer and more stable.

If you are as prone to motion sickness as I am, I suggest choosing a room in the middle of the ship.

One of the most distinctive things about cruising is that most meals, snacks, and drinks are included in the cruise rate.

However, on Wonder of the Seas and many other mega-ships, more than a dozen restaurants with specialty offerings, such as sushi, are not included and incur additional charges, either as a one-time fee or per dish. I paid $40 to $60 for each specialty meal. 

I reserved all specialty restaurants before my trip, but I found myself wishing I hadn't booked so many once I realized the included restaurants offered a wide range of delicious food.

There were multiple buffets, and the main dining room served a three-course meal with changing menu items each night.

These included options that satisfied every craving. One of the best meals I had was in the main dining room.

Since I booked so many specialty restaurants, I didn't have time to try all the buffets or eat in the main dining room more than once. If I had known they'd be so satisfying, I would've saved money and eaten more of the included meals instead.

I have an aversion to dressing up, but I knew my cruise included formal nights, so I brought one nice dress. After the first formal night, however, I learned that the dress code wasn't strictly enforced. I noticed people wore a variety of outfits, from suits and evening gowns to T-shirts and track pants.

I was happy to relax my look on the other two formal nights, but the dress felt like a waste of the limited space in my carry-on suitcase. If I had known it wasn't necessary, I would've left it at home and brought multiple other articles in its place.

My favorite times to be on the top decks of the ship were early in the morning and late at night, when there weren't as many crowds. These were also the coldest, windiest parts of the day.

Instead of my shiny, poofy, formal dress, I should've brought another pair of pants and another sweater to keep me warm. Since I didn't, I ended up wearing the same pants and sweater nearly every morning and evening.

Since I brought only a carry-on luggage, I hoped to get some laundry done on board, but then I saw the pricing sheet.

Living in New York City, most of the apartments I've rented haven't had in-unit laundry, so I'm used to paying to have my clothes washed. But rather than pricing by weight, as local New York laundromats do, Royal Caribbean charged for each article of clothing. Each shirt was $4, and a dress cost $9. Most surprisingly, washing just one pair of underwear would have cost $2.

I thought this would add up fast, so I didn't do any laundry on my trip. In hindsight, I should have brought a bar of laundry soap to hand-wash a few things. 

To ensure I stayed hydrated throughout my trip, I opted for the water bottle package while booking trip extras like restaurant reservations and excursions. For $16, Royal Caribbean delivered a case of 24 water bottles to my cabin. It seemed expensive for a pack of water, but I thought this was just part of the price of cruising.

When I was boarding the ship, though, I noticed people carrying their own cases of water. That's when I realized Royal Caribbean allows guests to bring their own nonalcoholic beverages.

If I had known this, I would've brought my own water and saved a few bucks.

While I enjoyed parts of my cruise, some of this knowledge could've made my trip much more comfortable.

On my next cruise, I'll remember what I learned about cabin locations, formal nights, and cool, windy mornings sailing in the Caribbean Sea.