• Our friendship formed over questionable decisions, break-ups, hangovers, and, eventually, the messy business of becoming adults.
• Then, three baby girls born in three cities over three weeks started a completely new chapter.
• Our connection became our parenting lifeline, proving that the best friendships grow with you.

"What a night!" "I barely slept." "I don't even know what time I went to bed."

The same statements can have very different meanings in different stages of life. My friends and I used to worry about where everyone was at 2 a.m. Now, we worry about whether everyone's baby has pooped that day.

Laura-Kate (Lauks), Kirsten (Kirst), and I met 25 years ago at an all-girls boarding school in South Africa, then partied our way through university and early adulthood. For years, our biggest problems were nursing sore heads with painkillers and junk food, who was dating whom, where we were going that weekend, and whether anyone had taken a particularly unflattering photo.

Then, the three of us had babies all within three weeks of one another, reaffirming our bond and allowing us to evolve together in new and exciting ways I never imagined.

Real adulthood happened

Lauks got pregnant unexpectedly, bravely navigating the challenges of being a semi-single mom with a husband who works abroad for up to three months at a time. In the same period, Kirst and her American husband settled in the US, and I was undergoing IVF treatment. We all had our own challenges.

Fast forward a bit, and Lauks told us she was expecting another unplanned surprise. It was a contrast to my own fertility journey, which had been a roller coaster of disappointments, including a failed embryo transfer. I was about to undergo a second transfer when she gave us the news over group text.

Lauks lives in a town about an hour from me. It happens to be on the way to my fertility doctor. On one drive home, soon after sharing her good news, I stopped to see Lauks to congratulate her. I was also six weeks pregnant at the time. I remember sitting there in the cafe trying to get the words out: "I'm pregnant." Cue the ugly crying.

Of course, my next phone call was to Kirst in the US. Little did I know that she had some news she was itching to tell me too. All three of us were pregnant at the same time.

The tone of our WhatsApp group changed immediately

After comparing and complaining about our pregnancy symptoms for months, one baby arrived, then another, then another.

We all arrived at motherhood differently, but we each welcomed a baby girl into the world within three weeks across three different cities (and two continents), and our friendship acquired an entirely new vocabulary.

We had once bonded over crushes, kisses, and hangovers. Now, we talked about latching, snot-sucking, and the intricate details of every strange rash. The conversations may have been less titillating, but somehow, they were even more intimate.

Our WhatsApp group became a kind of 24-hour maternal helpline. "Does this look normal?" Reply at 3 am: "Yes, unfortunately." We sent memes when we were too exhausted to form sentences. We celebrated first smiles and first rolls. We talked about periods, pimples, sex, husbands, and everything else that apparently becomes acceptable conversation once you've been friends for 25 years.

Then, the group chat blew up with more surprises

Earlier this year, Kirsten let us know that baby number two was on the way. This time, it was me bubbling over inside, dying to tell them that I had gotten pregnant naturally. In August, Kirst gave birth to a baby boy, and my baby girl arrived in September.

Although we haven't been in the same room since Kirst moved to the US three years ago, we remain as close as ever, if not closer. My girls are my cheerleaders, doulas, online health advisors, and a massive reason why I've stayed sane (enough) as a mother. They've shown me the power of long-term friendship and the ways women can lift each other up.

In another 25 years, we'll be in our 60s

I can't help but imagine what another 25 years will do to our friendship. We'll be in our 60s, and the kids will (hopefully) be fending for themselves out in the world.

Along with the gray hairs and wrinkles, our priorities will have probably changed once again. After the first 25 years, I've learned that the best friendships don't stay the same, they grow with you. So I know my besties will still be there for me, just with entirely new things to commiserate over, cry over, and kill ourselves laughing about.

School looking to sell piece of open land beloved by people in Devon town to fund refurbishments

On Saturdays throughout autumn, residents of Totnes have met at a field on the banks of the River Dart to play ballgames, fly kites or simply sit on the grass and chat.

But it hasn’t just been about having fun – this has been a “play protest” aimed at trying to save a beloved piece of open land in the historic Devon market town.

We went aboard a cruise ship navigating some of the world's most dangerous waters. In the Arctic, drifting icebergs, sea ice, sudden storms and fierce winds make sailing unpredictable. Yet every year, around 100,000 cruise passengers travel to Greenland to explore its remote coastline and experience one of the world's last great wildernesses.

• Covista CEO Steve Beard treats the chief of staff role as a rotating post, not a permanent job.
• He said the first one he hired told him he talked too much in meetings — feedback he welcomed.
• The downside, Beard said, is having to replace someone performing at the peak of their abilities.

Most chiefs of staff don't stick around for very long. Covista CEO Steve Beard sees that as a feature, not a bug.

Since taking the helm at the healthcare education giant five years ago, Beard has appointed four chiefs of staff, with a few months of overlap between hires to preserve continuity. He treats the role as a leadership rotation rather than a permanent job, bringing in people with backgrounds that match his evolving needs.

His first chief of staff specialized in finance, the second in strategy, the third in technology, and the fourth, who started recently, in management consulting.

"Each of my chiefs of staff has looked different because I've been in a different place in my own journey at the time that they've come on board," Beard told Business Insider. "It really is defined by the leader and the moment."

The median tenure for chiefs of staff is 2.3 years, a length that reflects both the job's intensity and its potential as a springboard to more senior positions, according to a 2024 report from McKinsey.

That is also roughly the amount of time Beard said he considers appropriate for the job — and long enough for those in it to advance their careers afterward. His first chief of staff moved into a CFO role at one of Covista's universities, and the second became a vice president overseeing the company's business-to-business operations and clinical partnerships. The third is preparing to become a vice president of enterprise pricing.

"It takes about one year to really get in a groove," said Beard. "By the time you're approaching three years, that's a pretty grueling pace."

The demands of the job help explain why. Beard oversees five educational institutions that train students for careers in healthcare. Most weekdays, he said he's at his desk around 7 a.m. and leaves after 6 p.m. His chief of staff works closely with him throughout, starting with a 15-minute meeting to review priorities and prepare for what's ahead. They stay in close contact when apart and occasionally travel together.

Beard said a key part of the job for his chiefs of staff is to give him honest feedback about how he interacts with his executive team, clients, investors, and others. He recalled how his first chief of staff told him he was talking too much in leadership meetings. He began holding back, allowing others to share their views before weighing in.

"I found that I actually learned more by listening to the conversation amongst the team," said Beard.

When he's ready to bring on a new chief of staff, Beard said he taps a variety of channels to identify potential candidates, including his own network, traditional search, and Covista's existing employee base. Of the four he's hired, two came from within the company.

Beard said he looks for people who can influence without relying on authority, build strong relationships, bring a fresh perspective, and move comfortably between strategy and execution.

Once on board, Beard said he asks his new right-hand advisors to take a fresh look at his routine and suggest modifications or improvements. One reorganized his executive team's meeting cadence, another introduced AI into office workflows, and his newest chief of staff is leading a five-year retrospective on his tenure to help shape the company's next chapter.

Beard's revolving-door strategy isn't without drawbacks. He said replacing a chief of staff means giving up someone who is performing at the peak of their abilities and starting over with someone who needs time to build the same rapport and shorthand.

"You do have to slow down to speed up a bit," he said.