París, 21 oct (Prensa Latina) La crisis en curso en Francia asemeja hoy a un círculo vicioso, donde confluyen justas demandas de la población por el costo de la vida, una situación económica delicada y una explosión social sin una respuesta inmediata.

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• AI is changing how executives oversee their companies, Eric Schmidt said on the "In Good Company" podcast.
• Google's former CEO described several ways execs he knows use AI agents to manage staff.
• He described one company that uses AI assistants to ensure that staff are following its core values.

Eric Schmidt thinks the CEO of the future will have an AI assistant that can see across the entire company. For employees whose job is to keep a sprawling business coordinated, that could be bad news.

In an episode of the "In Good Company" podcast, the former Google chief executive described assistants that check whether company activity aligns with a leader's values, follow up on projects, and help identify ways to increase profits.

He argued that the technology could make businesses faster and flatter, with fewer people needed to plan, relay information, and move numbers around.

Schmidt sees little time for companies to adjust. He said competition in AI is fiercer than the PC-versus-Mac or Android-versus-iPhone battles: a model can take roughly six months to build, another two to test, and then be overtaken within five months of release.

"Time compresses every cycle," he said.

He also rejected the idea that AI is a bubble, pointing to Anthropic's rapid revenue growth. Schmidt said the company had grown faster than a record set during his time at Google, calling it "real money with real customers."

The changes he envisions are already visible in smaller experiments, he said. Schmidt gave the example of two founders he knows who ask an AI assistant every Friday to flag anything happening at their company that conflicts with their values.

Another executive created an AI version of himself that checks on an employee's progress, gives him instructions, and responds when he needs help, Schmidt said. That exchange sounded potentially abusive and worried him, he added, though he also saw how it sped up the executive's decisions.

Schmidt said his days as CEO were consumed by meetings, 12 hours a day, five days a week, as he listened to people explain projects and decisions. He thinks AI platforms can eliminate much of that "coordination tax": the effort of gathering updates, passing them upward, and keeping teams aligned.

For a company with 10,000 employees, Schmidt guessed AI could leave "a couple of thousand people who you don’t need."

He cited a friend whose fast-growing company cut 20% of its staff, including the "glue people" who handled planning and coordination. The friend later told Schmidt he had received death threats over the cuts.

Schmidt said companies would still need people who build products, make sales, speak with regulators, and lead teams. His advice to workers whose roles were disappearing was that executives should transition them "legally and humanely."

• Amanda Seyfried is making headlines for again playing Elizabeth Holmes in "You Can See Everything."
• Seyfried first played the Theranos founder in the Hulu series "The Dropout."
• She's part of a growing class of actors who've taken part in the latest trend: playing tech moguls.

We've all heard of musician and actor biopics — now, it's all about the stories of tech CEOs.

These days, startup founders can be just as famous (or infamous) as any other celebrity, and the dramatic lives they've lived in business or at home make great fodder for TV and film.

To play these figures, some of the best-known actors had to ditch their signature looks to take on Steve Jobs' turtleneck and wire-frame glasses, Elizabeth Holmes' red lipstick and frizzy blowout, or SBF's signature curls.

Here are 17 celebrities who transformed to play some of Silicon Valley's most prominent figures.

Amanda Seyfried as Elizabeth Holmes in 'The Dropout' and 'You Can See Everything'

In the 2022 Hulu limited series "The Dropout, Seyfried played Holmes from her time at Stanford in 2003 (when she did the titular dropping out) through the fall of her company, Theranos, after The Wall Street Journal's 2015 exposé.

Theranos purported to manufacture a device that could do a litany of blood tests from a single finger prick, but, infamously, it did not work as promised. In 2022, Holmes was sentenced to 11 years in prison after being convicted of defrauding investors.

Four years after the Hulu series, comedian and documentarian Nathan Fielder asked Seyfried to once again play Holmes in some reenactments he wanted to do in his doc about her final days before prison, "You Can See Everything." We won't say much else besides that you need to see it to believe everything that goes down.

Andrew Garfield as Sam Altman in 'Artificial'

"After the Hunt" wasn't enough for Garfield and director Luca Guadagnino — the two have since teamed up to tell the story of OpenAI CEO and cofounder Altman.

"Artificial," which is set for release in select theaters on Christmas Day, will focus on Altman's 2023 firing by cofounder Ilya Sutskever (Yura Borisov) and subsequent rehiring one week later.

Jeremy Strong as Mark Zuckerberg in 'The Social Reckoning'

"Succession" star Jeremy Strong played the Facebook founder in "The Social Reckoning," a film about the release of Facebook Files, a staggering number of internal documents leaked by whistleblower and employee Frances Haugen and published by The Wall Street Journal in 2021, and the subsequent congressional scrutiny that followed.

The film, released in October 2026, was written and directed by Aaron Sorkin, the screenwriter of "The Social Network," making this something of a sequel to the 2010 classic.

Jesse Eisenberg as Mark Zuckerberg in 'The Social Network'

"The Social Reckoning" wasn't the first time Zuckerberg has been portrayed on screen — most famously, Eisenberg played the founder in "The Social Network," which chronicled the earliest days of Facebook, back when it still had a "the" in front of it.

It juxtaposes the wild, early days of the website with two lawsuits Zuckerberg settled a few years later: one from cofounder Eduardo Saverin and another from his Harvard classmates, the Winklevoss twins.

Justin Timberlake as Sean Parker in 'The Social Network'

The other famous "disruptor" portrayed in "The Social Network" is Parker, one of the cofounders of Napster, the original music streaming platform. He's played by Timberlake in a career-best performance.

Parker comes in as an early believer and executive at Facebook, which ruffles the feathers of cofounder Eduardo Saverin.

Anthony Boyle as Sam Bankman-Fried in 'The Altruists'

Sam Bankman-Fried, also known as SBF, will get the biopic-miniseries treatment this November on Netflix in a series titled "The Altruists."

Bankman-Fried co-founded the crypto trading firm Alameda Research in 2017 and later co-founded the cryptocurrency exchange FTX in 2019.

After making millions, FTX collapsed in 2022, and Bankman-Fried was eventually convicted of several crimes, including fraud and money laundering, in 2024. He was sentenced to 25 years in prison.

SBF's onetime girlfriend and former CEO of the FTX-affiliated trading firm Alameda Research, Caroline Ellison, will also be in the show, portrayed by Julia Garner.

Joseph Gordon-Levitt as Travis Kalanick in 'Super Pumped'

Gordon-Levitt played Uber cofounder and former CEO Kalanick in "Super Pumped," a 2022 Showtime limited series. It focuses on the rise of Kalanick and his eventual fall from power, culminating in his 2017 resignation from the company.

Ashton Kutcher as Steve Jobs in 'Jobs'

The first mention of Jobs on this list goes to Kutcher, who played the Apple founder in the 2013 biopic "Jobs." It traces his career from Apple's founding in 1976 to the introduction of the first iPod in 2001.

Michael Fassbender as Steve Jobs in 'Steve Jobs'

Two years after "Jobs," the late founder was portrayed again on screen, this time by Michael Fassbender in "Steve Jobs."

Instead of a standard cradle-to-grave biopic, "Steve Jobs" checks in with the enigmatic figure at three different points in his career: first in 1984, before the introduction of the first Apple Macintosh computer; second, in 1988, when Jobs is the head of a new company, NeXT, and is preparing to launch its first computer; and finally, in 1998, as Jobs gears up to release the iMac.

Noah Wyle as Steve Jobs in 'Pirates of Silicon Valley'

In 1999, the TV movie "Pirates of Silicon Valley" aired, starring Wyle as the Apple founder. It chronicles Jobs' career from the '70s to the '90s, from the founding of Apple to his return as CEO.

Anthony Michael Hall as Bill Gates in 'Pirates of Silicon Valley'

The other half of the "Pirates of Silicon Valley" narrative focuses on Gates, the cofounder of Microsoft. He's played by "Breakfast Club" star Anthony Michael Hall.

The film's climax is based on the real-life falling out Gates and Jobs had in 1985, when Jobs felt that Gates had ripped off Apple.

Jared Leto as Adam Neumann in 'WeCrashed'

Leto physically transformed to play the WeWork CEO and cofounder in the 2022 Apple TV+ miniseries "WeCrashed." The show chronicled the immense success the coworking startup experienced in its early days in 2010, all the way through its disastrous attempted IPO in 2019.

Anne Hathaway as Rebekah Paltrow Neumann in 'WeCrashed'

Hathaway costarred in "WeCrashed" as Neumann's wife, Rebekah Paltrow Neumann, who was heavily involved in WeWork. She was, however, "an unpredictable and unmistakable presence" at the company, per Business Insider's reporting.

Jay Baruchel as Mike Lazaridis in 'BlackBerry'

The creation of the BlackBerry, one of the earliest smartphones, was dramatized in "BlackBerry," which starred Baruchel as one of the cofounders of RIM (the brand behind the phone) and one of the cocreators of the BlackBerry itself, Lazaridis.

The film begins with Lazaridis and his partner teaming up with Jim Balsillie (more on him later) to make BlackBerry the most popular smartphone in the world — only for its reign to end with the iPhone.

Glenn Howerton as Jim Balsillie in 'BlackBerry'

RIM really got off the ground when Mike Lazaridis and his cofounder Doug Fregin were approached by Balsillie. According to the movie's telling, Balsillie offered to invest $20,000 for a 50% stake in the company, and was eventually sold a 33% stake for $125,000 and the title of co-CEO.

The less we say about Howerton's performance, the better — it really must be seen to be believed.

Lily James as Whitney Wolfe Herd in 'Swiped'

2025's "Swiped" is the story of the creation of Bumble through the eyes of its founder, Herd. Originally, she was a cofounder of Tinder, but resigned in 2014, and eventually received an out-of-court settlement after suing Tinder for sexual discrimination and sexual harassment, without either Tinder or its parent company, IAC, admitting to wrongdoing.

After leaving Tinder, Herd wanted to create an app that focused on female empowerment, and thus, Bumble, a dating app where women have to make the first move, was born.

Sebastian Stan as Vlad Tenev in 'Dumb Money'

In 2023's "Dumb Money," which is about the "Gamestonk" GameStop short squeeze and subsequent drama that happened in 2021, led by the Reddit community r/WallStreetBets and one user in particular, Keith Gill, aka Roaring Kitty, Stan has a small role.

He plays Robinhood cofounder and CEO, Tenev. During the events of the film, Tenev directs Robinhood, an e-trading platform and investment app, to stop allowing users to buy certain stocks and options (including GameStop), which caused an uproar.

• CEOs are excited about AI, but increasingly worried about cybersecurity, KPMG US CEO Tim Walsh said.
• “The cyber risks have just elevated to places that we’ve never seen before," he told Business Insider.
• KPMG is creating a cyber-defense business built around AI.

Corporate leaders tend to be enthusiastic about AI's potential — and increasingly concerned about the cybersecurity challenges the technology brings.

Tim Walsh, CEO and chair of KPMG US, said the worries come up in nearly every meeting he has with fellow leaders, as AI gives bad actors new ways to try to breach corporate defenses.

"The cyber risks have just elevated to places that we've never seen them before," he told Business Insider.

Walsh pointed to the Hugging Face incident this past summer, in which OpenAI said an AI agent bypassed controls during an internal cybersecurity evaluation and accessed parts of the open-source AI platform's systems.

There isn't currently a defensive wall, he said, that's capable of rebuffing every cyber threat. He said KPMG is working with the frontier AI model developers and others on further protections.

The goal is to help the Big Four firm protect its business, and its clients' businesses, Walsh said, adding that he sees it as a potential opportunity worth more than $1 billion.

'Cyber insecurity' fears

Unease about AI and cyber threats showed up in a recent KPMG US survey of 400 CEOs at major US companies. While leaders reported confidence in AI's potential, cybersecurity was the concern they identified most often.

Eighty-five percent said cybercrime and "cyber insecurity" could affect their company's prosperity over the next three years — more than said the same about inflation, geopolitical tensions, the pace of technological change, or other risks.

Cybersecurity was also the most commonly cited challenge to implementing AI. It topped ethical questions, data readiness, cost management, and translating AI spending into measurable returns.

Leaders said they were particularly concerned about identity theft and data privacy, vulnerability to cyberattacks, and fraud detection and prevention. Nearly half said they planned to increase cybersecurity investment over the next three years, citing threats including AI-powered social engineering, AI-assisted phishing or malware, and data and privacy risks tied to AI agents.

A growing need to defend and check AI

The concern is shaping the kinds of work the firm wants to do for clients.

Walsh said KPMG is building what he described as a managed cyber-defense business centered on AI, meant to serve as a "shield and defense mechanism" for companies. KPMG already has a cybersecurity business, he said, though this would be a different offering built around AI.

The company also sees a growing need to check whether the AI systems organizations deploy are doing what they are supposed to do. KPMG already helps clients assess AI-related controls and governance. Walsh said the firm is developing additional services to verify that AI agents are operating as intended and give investors and others confidence that companies can control them.

"Trust around AI is a real thing," he said.

Zohran Mamdani has places to be.

At 35, the mayor of New York City knows how to catch — and keep — people's attention. It's tempting to think the key to Mamdani's success is Instagram, but the secret sauce of his leadership isn't just a social media machine. It's a man criss-crossing the five boroughs with a portable podium and the occasional sugar-free Red Bull.

To better understand how his in-person ubiquity shapes public perception, Business Insider spent the summer tracking the mayor's daily schedule. From May 1 to August 31, Mamdani had 249 listed appointments, 170 of which were held in public. Eighty-one of these were in community spaces such as classrooms, libraries, parks, apartment buildings, tennis courts, places of worship, and restaurants.

Another 50 were government events at emergency preparedness centers and police precincts. With the exception of Staten Island — which Mamdani visited three times — his appearances dotted the city. He spent the most time in Manhattan with 85 events, followed by Brooklyn (35), the Bronx (26), and Queens (21). He made few appearances in City Council chambers and other traditional political arenas. At the mayor's home, Gracie Mansion, there were no press conferences. Instead, Mamdani hosted 10 cultural receptions, pickup soccer games, and religious celebrations.

At a time when C-suite bigwigs are delivering bad news via canned memo, and politicians are mediating their message through glossy election mailers, dozens of political analysts, media strategists, historians, and people in the mayor's orbit say that Mamdani's man-about-town style stands out.

What makes Mamdani a lesson in charisma is his ability to combine four important factors: physical presence, personal authenticity, political messaging, and active participation, a review of his nearly first year shows.

He's able to be in on the joke — poking fun at his omnipresent suit by jumping into a pool, tie and all — while still getting his message across. They're a regular part of his schedule, rather than a surprise one-off that feels like it was cooked up by a communications staffer. It's not an easy balance to strike, but the mayor's in-person events lay out a road map for other leaders.

Showing up doesn't solve all problems, and nine months into his tenure, the mayor has met his fair share of critics. Glad-handing with a few CEOs and small business owners doesn't replace the need to attract investment from blue-chip companies and buzzy startups. Despite his push for affordability, he has yet to substantially lower residents' household bills.

But his supporters and critics agree that the mayor has a natural talent for connection, turning mundane events into meaningful moments with constituents. He fuses human connection and mass media to turn heads in the cutthroat attention economy. Whether it's cheering on the Knicks in the nosebleeds of Madison Square Garden or ordering an egg and cheese with jalapeño at a Queens bodega, Mamdani knows how to see and be seen.

Between a crammed row of treadmills and elliptical machines, Mamdani straightened his blazer and stepped up to the microphone. The East Village recreation center smelled like sweat, dust, and takeout coffee. Events like this one in early July, which touted new rules to make it easier for people to cancel subscriptions, are a signature way to promote his agenda. As the images circulated online, New Yorkers could imagine Mamdani on the rowing machine next to them, complaining about how hard it was to get out of a pesky membership.

All mayors go to ribbon-cutting ceremonies and attend parades. Mamdani's retail politics events also include everyday New Yorkers in everyday settings. He gave only a few keynote speeches this summer, but he found time to visit three senior centers, seven schools, and a soccer watch party at Rikers Island. A sentiment expressed by dozens of residents is that, regardless of their personal politics, they respect Mamdani for coming to their neighborhoods. One Central Park halal vendor says he feels like the mayor understands how pricey food can be these days. A Staten Islander who has met Mamdani — and filmed a video with him — was shocked that he could rattle off deep-cut Sri Lankan cricket trivia.

Debbie Saslaw runs the video production company Melted Solids alongside Anthony DiMieri. The pair are the brains — and lenses — behind some of Mamdani's viral videos. While much has been said about the mayor's knack for social media, Saslaw says his penchant for physical presence is crucial to making his short-form videos effective. Saslaw recalls a day early in the mayoral campaign when they visited a park to chat with picnickers. She figured no one would want to speak with an underdog candidate on what turned out to be a very rainy afternoon.

"People were honking out from their cars, and one guy waved from his apartment window," she tells me. "People were stopping their bikes — there was a bike pileup."

Moments like that become social media content: More than 80 in-person events this summer earned posts on the NYCMayor Instagram — largely photos and videos of Mamdani with regular people. Only a handful of posts were policy announcement graphics or highly produced mini-documentaries.

Some critics say the energy the mayor puts into engagement is a distracting gimmick that diverts attention from controversial policies or a lack of meaningful accomplishments. With hundreds of events over the summer, Mamdani's time to negotiate and pass policies within City Hall is limited. At least on the books, his schedule shows he met with local political leaders a handful of times between May and August. On the other hand, for all but 25 of 122 days, he attended at least one public event.

The city's business leaders, in particular, say Mamdani hasn't spent enough time learning from corporate advisors, economists, or local shop owners. Of Mamdani's 249 listed events, six were with CEOs or Wall Street execs, and only a few were with small business owners. By comparison, he met childcare and day care workers more than a dozen times. While former communications leaders for Bill de Blasio and Eric Adams say past mayors have also limited their time in boardrooms and offices ("their job is to be out there," one tells me), some small-business owners feel they're getting short shrift from Mamdani as well. A vendor near one of his planned city-owned grocery stores says she feels left out of the conversation, "You're going to spend all this money on building this new infrastructure, and the basic things that we have been asking for don't get done."

Those less convinced by Mamdani's tactics say the resources the Mayor's Office pours into communications are a smokescreen. Mark Jaffe, a founder of NYC's Multicultural Business Coalition who is suing the administration over its city-run grocery store initiative, says that while Mamdani "gets people's attention," the substance is coming up short.

"He knows the issues," Jaffe says. "He just doesn't come up with good plans that can actually solve them through jobs and capitalism."

Mamdani's propensity for kissing babies and waltzing into bars has both practical and historical grounding. As people spend more of their lives conversing with AI customer service bots, half-engaged with corporate Zoom meetings, and watching political attack ads between TV episodes, they're starving for more intimate, authentic connections. When C-suite leaders and politicians try to connect with people, it can yield limited success. Whether it's a fast-food CEO taking tiny bites out of a burger and calling it a "product," tech execs looking unconvincing as they sip beer, or politicians filming stilted selfie videos, attempts to add a personal touch through a mediated platform can leave people cold.

"We are, at our core, social creatures who need to connect, and we did not evolve to connect only digitally," Amy Edmondson, a professor of leadership and management at Harvard Business School, tells me.

Mamdani is trying to resurrect a bygone era for New York City politicians — with his own new-school sheen. Mayoral calendars aren't publicly posted, and changes in record keeping, news coverage, and technology make comparisons imperfect. But historians and communications directors under previous administrations say that recent mayors struggled with the perception of being distant from their constituents.

A longtime New Jersey homeowner, Eric Adams drew criticism for his international travel and trips to exclusive nightclubs. Michael Bloomberg's billionaire status made him less relatable to regular people, NYC historian Kevin Draper tells me, even when he made an effort to meet residents around town. Bill de Blasio had a Mamdani-esque focus on affordability but, based on his dismal approval ratings throughout his mayoralty, failed to connect on a personal level. Former communications directors for de Blasio and Adams say they both had their go-to outer-borough neighborhoods, but neither had Mamdani's widespread reach.

Timing was a factor: Those two leaders tended to work later into the night, whereas the current mayor makes stops around the city much earlier. Draper says youth is also a leg up that Mamdani has over his predecessors. My analysis shows that Mamdani attended at least one event on 97 of his 122 days this summer, averaging more than two per day, and a third of these were out in the community. On busy days, he made up to seven stops.

"He has had a longer honeymoon than any other mayor," José Bayona, who worked under the Adams and de Blasio administrations, says with a laugh. "I can tell you that."

Mamdani has said he emulates Depression-era Mayor Fiorello La Guardia, who launched an early version of city-owned stores and primarily focused messaging toward the working class with his "Talk with the People" radio program. He also evokes Ed Koch, the relatively moderate mayor who dominated the 1980s, who was known for strolling the streets and riding the train, asking residents, "How'm I doin'?" The style's lineage stretches back to the 19th century, when candidates and elected officials would drum up support by giving speeches and meeting the public in their saloons and town squares. Members of Tammany Hall, a highly corrupt but popular New York City political machine, focused on in-person interactions with the working class.

There are, of course, challenges to the mayor's attempts at everyman charisma. On a practical level, it's much harder for Mamdani to show up at a sports bar these days without serious planning and a security detail. And even with sharp messaging and the reputation for popping up in unexpected places, the complexities of policy rollout and city politics have slowed his attempts to transform New York.

Mamdani is early enough in his term that he can get away with having big plans that haven't been realized, riding high on a banner sports summer and pothole politics. But as he approaches his second year in office, his constant presence outside City Hall and prolific digital footprint could become more of a liability than an asset. As Edmondson puts it: "There's always a risk of disappointment when people believe that, in your back pocket, you have a magic wand."

Interactive graphic by Randy Yeip.

• 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.