• Peter Csathy is a studio exec, startup CEO, media and tech advisor, music dealmaker, and podcaster.
• He calls leaving a Hollywood studio job for a startup the 'stupidest' decision of his career.
• In the long run, it led him to achieve higher heights of personal and professional satisfaction.

The following is adapted from a book excerpt.

I began my career as an entertainment lawyer in a major firm. It was a lucrative, predictable professional path that likely would have generated more money over time than my far more circuitous one —studio executive, startup CEO, media/tech advisor, music dealmaker, author, podcaster — has.

But early on, I chose a different path to pursue my bigger dream of playing a part in a major Hollywood studio. And after seemingly endless rejection, and through sheer tenacity and will, I scored the lottery when I found my way "in" — jumping the industry's velvet rope and landing in the senior executive ranks at Universal Studios.

And then, just a few years later, I left. I left to enter the great unknown of entrepreneurialism — into the world of internet 1.0 in the late 1990s where dreams were big, but salaries small. Never mind that; I was going to score big and fast in my inevitable IPO.

Only I didn't, and my decision to leave Universal in favor of an overblown internet startup (a digital greeting card company, for God's sake!) became my stupidest decision in my professional career.

My wife, Luisa, was pregnant with our first child, Hunter. It's not as if we had built a substantial nest egg up to that point. And I had been making a nice salary in Hollywood, with plenty of upward room to grow. When I announced I was leaving Universal, in fact, the big boss at the time offered me an important, prestigious new job with significantly more money. But I left anyway.

And then internet 1.0 crashed and burned — and my digital greeting card company with it. All while Luisa watched and wondered, "What the hell was he thinking?"

'Young, dumb, and done'

She was absolutely right, of course. She always has the better judgment and pulse on things. And so, at the time, we both felt that I had cratered both my career and our financial security. Young, dumb, and done.

But you know what? My worst professional mistake ultimately became my biggest professional and personal break — the best thing that ever could have happened to us (although we certainly didn't see it that way at the time, and for several years thereafter).

Here's the thing. My impulsive decision to leave Hollywood led me onto a completely different, non-linear entrepreneurial path. A path that led us down to San Diego for my next gig, pioneering online music company Musicmatch (which was acquired by Yahoo!). That's where we had our second child, Luca and settled in the beautiful hamlet of Rancho Santa Fe.

I didn't play it safe, and that decision to "go for it" opened up a whole new career path for me that I couldn't see at the time, one where I could have significantly more impact and be significantly more creative. It enabled me to take more risks, pursue more dreams, and achieve higher heights of personal and professional satisfaction (even as those risks also certainly led to more heartburn).

Now, we can't even imagine a life without Luca and his big sister Hunter anywhere else. Their lives — all of our lives — have been idyllic here in Rancho Santa Fe. Could I have been equally happy in a Hollywood studio and living in LA? Maybe. But we certainly wouldn't have had the wonderful life we've had in the same way. I'm grateful for that.

Pursuing dreams — putting yourself out there — is a far riskier way to live. But it all led to the personal and professional life I'm living today. For me, the trade-off was worth it.

Not all dreams work out — and that's okay

More recently, Luisa dreamt big and leveraged her deep spirituality to build a youth empowerment and community organizing business — something she was born to do. She's a quiet force of nature; people just gravitate toward her, effortlessly. And her business was beautiful — meaningful, impactful.

But ultimately it was all-consuming and didn't give her the satisfaction she was hoping for, because not all dreams do.

But Luisa acted. She tried it. No regrets. Who knows where that experience leads her next? It certainly expanded her network of people she respects, and those new relationships can lead to other new opportunities. It also gives us more priceless time to explore this country's great open roads together in our Sprinter van — which has always been another dream of hers. The Sprinter is her happy place when she takes the dogs to the beach, opens the back doors, and takes in the sunsets over the ocean. Now she can do all of it with no regrets of wondering, "What would have happened if I tried?" "No regrets" is a great way to live, even if there's some heartache along the way.

Our two children Hunter (now 26) and Luca (24), not surprisingly, are pursuing their own dreams too — Hunter as a creative in the entertainment business, making it entirely on her own, and Luca as a filmmaker, with no roadmap of getting from point A to point B. Both have chosen what many would caution as being an alternative, or even impractical, path.

But because we're all dreamers, Luisa and I believe they will be better and more fulfilled because of it, no matter what happens. It will add to their lore and expose them to entirely new things — all of which can add to their long-term happiness.

Gretchen Rubin, bestselling author of The Happiness Project, is widely known as being a leading expert on the subject. One of her famous mantras is, "Enjoy the fun of failure." She teaches that you simply aren't aiming high enough if you're not experiencing some level of failure or intense stress. I certainly did when my digital greeting card company flopped. Rubin's research shows that true satisfaction doesn't come from static comfort and financial security. It comes more from taking action and stretching your capabilities.

Meanwhile, research by renowned relationship psychologist Dr. Eli Finkel concludes that one of the single biggest predictors of marital success is when spouses support and champion each other's dreams. He calls this the "Michelangelo phenomenon" — a spouse's support sculpts away excess stone to help reveal the core essence of their partner's dreams. Those spouses who prioritize money over dreams, on the other hand, risk creating dangerous fault lines of toxic resentment and contempt.

How to dream big in your own life

Here are some ways to begin to "dream big" in your own life — whatever "big" means to you, because it certainly doesn't mean you need to make a career change).

1. Ask the question. This week, ask your spouse or partner, "What's a dream you've never pursued?" Then listen. Just listen, without arguing how practical it is. The "asking" is a small act of love by itself.

2. Name the cost. Every dream worth chasing costs someone something — time, money, stability, sleep. Be honest about what your dreams cost. Pretending there are none is how resentment grows. But resentment grows even stronger if you don't pursue them.

3. Create space for dreams. Don't wait until "things calm down," because they never do. Open up a specific block of time, money, or attention for one or both of you to pursue a dream in the next 12 months.

4. Cheer them on! Tell your spouse and kids that you believe in their dreams. They should never need to wonder. Silence smacks of indifference.

5. Separate the dream from the outcome. Luisa's business didn't go as planned. But the "win" was in the trying. Measure dreams by whether you acted on them, not by whether they paid off. Because many times the pay-off isn't the obvious one.

Adapted from 'Hiding in Plain Sight: 10 Secrets to a Happy Marriage & Family' by Peter Csathy.

• Taryn White is a freelance travel writer and the founder of travel and lifestyle brand The Trip Wish List.
• She's used points to book trips to places like Puerto Rico, Bali, Sydney, Prague, and Johannesburg.
• She shares her strategies for booking with points, including positioning flights and comparing options.

I've been collecting airline miles and credit card points for more than two decades, long before the influx of social media posts promising things like a "free" business-class seat to Europe.

Over the years, I've redeemed points for everything from weekend getaways to Puerto Rico to long-haul international flights to Bali that would have otherwise cost thousands of dollars.

Looking back, I realized that earning points is actually the easy part. The real challenge is knowing how to use them well, and I haven't always been strategic about it.

Here are the three key strategies I've learned that I use to travel the world for less.

1. Build a flexible points ecosystem

Don't put all your eggs in one basket when it comes to miles and points. One of the most important strategies in maximizing travel rewards is to build a flexible "points ecosystem" rather than relying on a single airline, hotel program, or credit card.

My current points ecosystem includes two American Express cards, one Chase card, and one Capital One credit card; co-branded airline and hotel cards for United, Delta, and Marriott; and memberships in dozens of airline, hotel, and rental-car loyalty programs.

Most of my travel credit cards have annual fees, ranging from $150 for my Delta SkyMiles Gold card to $895 for my American Express Business Platinum card. When the value I receive from the benefits — annual travel or hotel credits, free-night certificates, airport lounge access, checked-bag benefits, elite-status perks, and travel protections — exceeds the annual fee, the card earns a place in my points ecosystem.

2. Learn airline and alliance sweet spots

One of the biggest misconceptions about airline miles is that you should use the airline's own miles to book its flights. That's often not true; the exact same seat could actually cost fewer points through another loyalty program.

Many airlines belong to the three major airline alliances — Star Alliance, Oneworld, and SkyTeam — or have individual partnerships that let members redeem miles for flights operated by partner carriers. The number of miles and taxes or fees required can vary significantly from one loyalty program to another. It's worth checking multiple partners before transferring points or booking an award.

Similarly, I rarely book flights using points directly through credit card travel portals, because they usually operate at a value of one cent per point, and I can often get more value from my points elsewhere.

When searching for award flights, I almost always start with Roame Travel, a platform that compares redemption prices across multiple airline programs. I use a free account, which is more limited in search functions than their paid subscriptions, but it works for my needs.

For example, for Star Alliance flights, I check programs like Air Canada Aeroplan, Singapore Airlines KrisFlyer, and All Nippon Airways Mileage Club. I also keep an eye on Alaska Airlines Mileage Plan and Virgin Atlantic Flying Club because both frequently offer excellent partner award opportunities as well as awards on their own flights.

That strategy paid off while planning a trip to Africa in January this year. I transferred Amex points to Virgin Atlantic to book a one-way flight from Washington Dulles to Johannesburg for only 13,500 points, plus $229.40 in taxes and fees. It was the lowest cost long-haul redemption I've ever booked.

It also required far fewer points than a credit card travel portal would have charged; the same one-way flight would've likely cost around $1,000, or 100,000 points if booked through a credit card travel portal such as American Express Travel.

3. Don't be afraid of positioning flights

Many travelers search only for flights flying out of their home airport or exact departure city. Sometimes, though, booking a flight to a different airport — positioning to another city — means a better fare or cheaper award redemption. From there, you can use a budget carrier, train, or car to reach your final destination.

I've built entire vacations around positioning flights. Rather than a hassle, I see them as an opportunity to experience multiple destinations on a single trip.

On a family trip to Europe three years ago, I wanted to visit Croatia and Montenegro, but there wasn't any award availability for our preferred range of dates. Instead, I booked four one-way tickets on Lufthansa Airlines to Prague using 122,000 Singapore Airlines' KrisFlyer miles and $1,148.00 in taxes and fees. We spent three days in Prague before road-tripping through Slovakia, Hungary, Croatia, and Montenegro.

For the return journey, I booked our flights home from Heathrow because I found four economy tickets for only 98,000 Flying Blue miles and $804 in taxes and fees. We flew from Dubrovnik to London on a separate low-cost carrier the day before our flight home, turning the connection into a mini getaway in London, where I redeemed hotel points for a one-night stay.

Positioning flights require extra planning. Because the flights are booked separately, I always leave a generous buffer between them in case of delays or cancellations.

It's important to approach travel rewards wisely

Travel rewards credit cards can be incredibly valuable, but only when used responsibly. Always pay the balance in full every month — otherwise, the interest racked up on credit card debt can quickly outweigh the value of any points or miles you've earned. I've never viewed points as a reason to spend more. If I can't pay for a purchase immediately, I don't make it. The rewards are an added benefit, not the goal.

I've also learned not to chase every welcome bonus by churning credit cards, which is the practice of opening and closing credit cards for the purpose of getting lucrative sign-up bonuses given to new accounts. Sign-up offers can be valuable, but they work best when they align naturally with purchases you were already planning to make.

Today, my philosophy is simple: Earn points strategically, redeem them when they help me take a trip I really want to take, and don't obsess over squeezing every last fraction of a cent out of every redemption. The best use of miles isn't necessarily the one that produces the highest spreadsheet value; it's the one that gets you on the plane, lets you experience another part of the world, and leaves more money in your bank account for the next adventure.

• Kiley Pulley became Walmart's youngest US store manager at 21, starting as a cashier at 16.
• Her former store manager helped her through her succession plan and interviews.
• Pulley emphasizes learning daily and adapting for career growth.

This as-told-to essay is based on a conversation with Kiley Pulley, a 23-year-old Walmart store manager in Buckeye, Arizona. It has been edited for length and clarity.

In 2019, when I was 16 years old, I started working at Walmart as a part-time cashier. I wanted my own money, and figured, why not just get a job?

My sister and my mom were already working there, and it was also right down the street from my high school. It was easy for me to get out of school and walk to work.

Over the next few years, I moved through different roles, from cashier to stocker to online fulfillment. Then, when I turned 18, I became an academy trainer, and six months later, a digital team lead.

When I became a team lead in mid 2021, it hit me that I wanted to stay at Walmart full time and make it my actual career. At 19, I became an operations manager, and right before I turned 22, I became the youngest store manager at Walmart in the US.

People ask me, "How did you do it?" My answer is to show up and learn something new every day. Here are six things I've learned along the way.

I realized I could help people by hiring them

Originally, I wanted to start either my own nonprofit or my own business and help out the homeless population; then I realized that I could do all that through Walmart.

I could make a difference through the people that I hire and the impact that I have on my associates at the store.

When I became a team lead, I was making good money, and I also really liked it. I started actively working toward becoming a store manager. I got on succession plans and was on monthly calls with our market manager. When I became an operations manager, I led multiple projects in our market to get myself ready to become a store manager.

I'd also ask to cover for store managers when they'd take off work; that way I could gain additional experience that was needed to be promoted. I remember thinking, I'm going to be a store manager at 21. I'll be the youngest in the company.

I had to learn that my words carried more weight

As an associate, I was friends with everybody. I could joke around with everyone. When I became salaried, everything changed.

One of the biggest learning points for me has been the way I talk and how to engage with people from different cultures. Changing my tone and limiting the joking and playful attitude felt necessary as a leader in the building.

At the time, setting new boundaries for myself made me feel more confident in my new role and even now in my current role.

I was a little nervous when I first went into a salaried position. People said I might have issues managing those older than me, but I've never had problems with my team not respecting or listening to me.

I also made my social media profiles private. I think connecting on social media can make it harder to separate between being someone's manager and being their friend.

I had to learn how to delegate

Getting out of the "if I want it done the right way, I'll do it myself" mindset was a big learning. I realized not everyone's going to know everything that I know, and if I really want to delegate and get tasks done, I'm going to have to teach and train.

A big part of being an academy trainer and team lead is training your associates. Once you get to operations manager, you kind of have to step back and expect your team leads and academy trainers to do that same thing.

I had to learn that if I delegated, things could get done faster or more efficiently.

I had to learn to be a servant leader

When it comes to my associates, if they need something, whether that's ordering the supplies or putting in tickets for them, I want to do that. I want to advocate for them.

I know it makes them more productive, but they'll probably be happier coming to work, too.

Also, everyone likes the appreciation of, "Hey, thank you for doing this today," or "Thank you for going above and beyond on this."

I had to learn to have work-life balance

When I first became salaried, I was always on the clock. I stopped going to the gym, and I sacrificed some time with my fiancé and family. I'd stay at work and say, "They need me."

It was my fault; the team didn't need me that badly. Now, I'm doing better. When I get home, I'm not spending the whole day looking at metrics or constantly texting my team. I've gone back to the gym.

I learned to take a step back and trust my leaders to do what they need to do. I trust that they know what they're doing.

I think there's always going to be some event you could miss out on. That can be hard to juggle sometimes, but I'm lucky enough to have a fiancé who's also career-focused and driven, so we kind of use each other as motivation.

I realized I could build a career without giving up on school

I went to college for business and ended up dropping out when I got my salaried position. I told myself that I'd get back into college when I got my first store.

My old store manager was the one who promoted me through all of the hourly supervisor roles. She even prepped me for my first salaried role. She sat in the office reading interview questions with me. Every time I'd say the word, 'um,' she'd say, "Nope, restart."

She was constantly there for me, and even still having her as someone to go to has been great. My market manager has also known me since before I started promoting. Every time I think I'm too young to be in this room, he's always in my corner.

I'm now enrolled in Live Better U, a program where Walmart pays for certain bachelor's degrees. I'm getting some of my foundational courses, and then I plan to get my college degree.

Keep pushing to learn more

For teenagers starting out, I encourage them to do a good job and learn as much as they can.

Companies are constantly changing, especially with technology. It's important to adapt and not be comfortable with what you already know.

When I look at my future at Walmart, I told myself I'd get to market manager at 27 or 28 — that's my short-term goal. Then, long-term, my goal would be regional EVP.

One thing I always remind myself is that I worked hard to get to this life, so I can't be upset now that I have it. Maybe we don't have time to do all the fun things right now, but if we work hard through our 20s, thinking about where we might end up when we're 30 or 40 keeps me motivated.

• Bruno Bianchini quit his job at Google to focus on sustainability in Cambodia and green finance.
• While still at Google, he pursued a degree at Harvard in sustainable studies.
• He says leaving Google was a hard decision, but his career shift aligns with his values.

This as-told-to essay is based on an interview with Bruno Bianchini, the 40-year-old former Head of Global Partnerships for the Middle East, Africa, and Turkey for Google, who is based in the Netherlands. It has been edited for length and clarity.

Growing up in the Italian countryside, sustainability was simply part of everyday life. At 18, I left my small village near Milan to study at Bocconi University in Milan.

In 2005, I started my degree in accounting, corporate finance, and law. Then I did a master's in business administration. When I was about to graduate, a friend at the university said a group of professors had opened a boutique consulting firm. I interviewed for the role and landed it.

That path led me first to consulting and then to Google, where I spent more than 13 years before leaving to pursue work in sustainability.

I started work as a business analyst at the consulting firm in January 2011

At 25, I was working on three projects — a hotel, a food company, and a company that made pressure gauges. My experience was very much about seeing problems through an analytical lens.

In 2012, I was invited to a friend's birthday dinner, where I was seated opposite a guy working at Google. Although Google was already a huge company, I had little sense of its scale. I thought of it mainly as a search engine.

We stayed in touch, and they eventually asked if I'd be interested in an interview

I remember wearing a jacket and tie, and I thought, I can't show up at Google like this; they're never going to hire me. I roughed up my hair, removed my jacket and my tie, and went to the interview.

I had three interviews at Google on the same day. One interviewer asked me about role-related knowledge, the next about more general knowledge, and the third was Googleyness — whether I was a culture fit. I remember thinking in the interview that I wanted to work with these people.

About a week later, I had a fourth interview. The process moved quickly because it was for a temp job. In July 2012, I joined Google.

The Google office in Milan was colorful and playful

I remember there was a game area. In consulting, I'd start work at 8:30 a.m. and leave at 10:30 p.m. every day. At Google, people were coming and going whenever they wanted. The culture was a huge change for me. It was fantastic.

A year later, I applied for a full-time role working with DoubleClick for Publishers, now part of Google Ad Manager. I did lots of prep for the interview, and I got the job.

In 2016, my boss asked me to give a presentation at the Google office in Dubai

After the presentation, a guy who became my new boss asked if I'd consider moving to Dubai because they were expanding the team. Two months later, they opened the role; I applied, got the job, and moved to Dubai.

That same year, I got to see the San Francisco campus for the first time. When I saw the scale of the buildings, the number of meeting rooms, micro kitchens, and the bicycles employees rode around campus, I was mesmerized. Working for one of the most innovative companies on the planet, I felt like I was always at the forefront of tech innovation. I definitely got a kick out of that.

By 2024, I had become the Head of Global Partnerships for the Middle East, Africa, and Turkey at Google

As I was managing a large region, there was a lot of travel.

On office days, I generally worked 9-to-5, depending on projects and deadlines. I might have calls with people in the US, but travel was more hectic. From the moment I arrived, I was having breakfast with colleagues, attending an event, or meeting with clients.

Throughout my time at Google, my value system changed

I'd been thinking about sustainability for some time. When I was in Milan, I met someone from LA who told me they were vegan. They told me about the damage the dairy and meat industries are causing to the planet. I started reading more, and I went down the rabbit hole. I remember feeling that I wanted to be part of the movement for the solution.

While still at Google, I looked into which universities offered degrees in sustainability and came across a program at Harvard.

In December 2025, I resigned from Google

I pursued my master's degree in sustainable studies at Harvard online while working at Google. The last part of my studies involved a thesis. I took a sabbatical from Google and traveled to Cambodia to work on an ambitious project that plans to reforest 100,000 hectares of flooded forest. I worked on the feasibility study.

Google was kind enough to say, "Go pursue your dreams, and if something doesn't work, you're welcome to come back." Eventually, I decided it was time. After four months in Cambodia, I felt the umbilical cord was stretched enough. When I returned from my sabbatical, I handed in my notice.

I feel now that I have a big purpose in my heart, confidence in the abilities Harvard gave me, and, at the same time, I feel financially secure. I could leave a high-paying role where I was making more than $300,000 in annual total compensation for the unknown.

I'm now working as an independent consultant for this project in Cambodia.

Leaving Google was not an easy choice

Google nurtured me in so many ways, but as I was learning more about sustainability, my value system was changing. I was encouraging people to sell more stuff, and on my dark days, I remember thinking that staying at home on the couch was better for the environment.

I want to capitalize on my background in business and finance. I'm currently working on publishing a research paper about the project in Cambodia. I'm doing this long-distance while we're securing funds for the pilot. This month, I moved to the Netherlands, as it is one of the best places for green finance.