• Heidi Widmer is a 35-year-old who moved into an apartment building in Los Angeles in July.
• For the first two weeks, she heard a loud sound from the apartment above and was annoyed.
• She found out the noise was being made by her neighbor, who has Parkinson's.

This as-told-to essay is based on a conversation with Heidi Widmer. It has been edited for length and clarity.

In July, I moved into an apartment in Los Angeles, exhausted from a six-day drive across the country from New York. All I wanted to do was get into the apartment and sleep, and luckily, my bed had been delivered on the same day I arrived.

Trying to fall asleep at 2 a.m., all I could hear was a loud noise coming from the apartment upstairs. It sounded as if someone was bowling. Although I was tempted to shout for them to be quiet, I held my tongue — I was the new neighbor and didn't want to be difficult.

But the noise just didn't seem to stop. Whoever lived up there also never came downstairs. Who lives up there? I thought to myself.

I realized my neighbor had Parkinson's

Two weeks after moving in, I heard someone coming down the stairs and had to get a glimpse of who lived above me.

Peeking out of my door, I saw Carole for the first time, slowly making her way down the stairs, shaking badly from what was clearly Parkinson's, and trying to carry a bunch of bags full of recycling.

Just as I was about to open the door to see if she needed help, she dropped all the bags with only a couple of steps left. I burst out of my apartment to help her.

"Oh my gosh, thank you," she said in her sweet British accent. "Did you just move in? Am I too loud for you?"

In that moment, I felt totally and completely humbled.

Having grown up in the Catholic church, I was taught never to judge a book by its cover, and with Carole, I hadn't even seen the cover. I judged her simply by the noise she produced upstairs. How could I be so judgmental?

It turns out that sound had been Carole rolling a three-wheeled, broken chair across her floor to get to her mini fridge — the mini fridge social services had given her when her refrigerator broke. She had to hoist herself out of her broken chair to get down and access the mini fridge.

That was the noise.

I was determined to figure out what I could do to help

Two days after we met, I knocked on her door. She peeked through and nervously let me in. The conditions inside weren't great.

Although she can live independently, she just needs a little help. I later learned that she doesn't like accepting help from people, especially social services. The fact that she is frightened of the very people meant to help her breaks my heart.

That day, I took all of her trash out for her, reassuring her I wasn't judging her at all.

In the weeks and now months that have followed, I have been up to Carole's to help with the trash, cooking (she'd only been having microwave meals), cleaning, and contacting the landlord to get him to replace and repair items in the apartment. We've decorated her apartment, too.

I raised $80,000 to help her out

Together, we made her an Amazon wish list, and I shared it on social media so that people could order things she needs and have them delivered directly to her. People have been so generous, purchasing things like an expensive Buddhist "butsudan" that Carole didn't expect anyone to buy.

We set up a GoFundMe, which has raised about $80,000, and we plan to use the funds to have a stair lift installed for her. Any leftover money will be spent on in-home care as she continues to age and her Parkinson's Disease progresses.

I know I've been helpful to Carole in these last few months, but she's been the perfect person at the perfect time for me, too. Moving to LA, I had hardly any connections. Lots of Carole's family members are either no longer living or back in the UK (she moved here in her 20s as an au pair).

Carole became the family I haven't had, and I became hers. We text back and forth each day, and I see her most days. She calls me granddaughter, and I see her as my grandmother.

When I've had a hard day at work teaching at a local middle school, Carole is ready to give me a big hug when I get home. She's been my safe space, and I've been hers. The universe knew we needed each other.

It's an unlikely connection, but it shows that when you lead with kindness rather than judgment, the person you were ready to judge can become someone you can't imagine your life without.

• Andrew Koller owns property in Canada, but decided to buy a home in Japan after visiting.
• Koller spent $15,000 CAD on an akiya and spent months renovating it.
• He plans to visit on occasion and rent it out some of the time.

This as-told-to essay is based on a conversation with Andrew Koller, 31, a freelance camera operator who purchased a home in Yamagata, Japan, in March. Koller, who's based in Edmonton, Canada, renovated the home and plans to use it as a vacation home. The following has been edited for length and clarity.

Like a lot of millennials, I was exposed to Japanese culture in some sense early on with "Naruto," "Pokemon," and "Dragon Ball Z." After that, I don't think my interest really left.

Come 2020, I had a bunch of time on my hands like everybody else. It seemed like a good time to finally learn Japanese. I've been learning Japanese with a private tutor since then.

Then, in 2023, I made my first trip to Japan.

Like everybody else who comes back from their first trip to Japan, I just fell in love. I couldn't stop talking about it, but I wanted a deeper connection to the community.

I wanted more than just the superficial, surface-level experience of Japanese life. So I thought maybe a good way to get that experience would be to buy a house that's not in a major tourist city, somewhat live there, and spend a good chunk of time over there getting involved with the community by renovating a forgotten property.

The algorithm was watching for sure. After my first Japan trip, my YouTube and Instagram algorithms were suggesting to me all these similar people doing similar things.

From that, I was like, this seems like something I can do. In my free time, I like to DIY. I have a little workshop — I wouldn't say I'm good at it, but I feel like I know enough to do the basics.

I'm at the point in my life now where I've had all these ideas and I've said, "Oh, it'd be cool to do this," but I never do it. I never follow through. I just wanted to prove to myself that I actually followed through on one of these somewhat whimsical ideas.

The house I bought in Japan cost a fraction of what houses cost in Canada

I've always been interested in real estate since a young age.

Purchasing your first house is doable, but if you want to purchase a second house after that, like a rental, it's extremely challenging to do that in Canada. Canada's housing market has exploded, especially in Alberta.

I'm in a very fortunate position where my partner and I own a house and we own a rental property as well close to the university area.

I bought the rental house when I was 20 with my parents — they had to sign on because no bank was going to loan a 20-year-old kid a mortgage. I rented out the rooms and then I lived for free for my time in college.

Both houses have a similar value. My primary residence is worth just under $600,000 CAD (about $422,880). When we bought the rental 10 years ago, it was around $500,000 CAD, but it's gone up since.

For my home in Japan, I spent $15,000 CAD (about $10,600) on the purchase price plus closing costs, which was another $3,000 CAD.

I can definitely see myself spending extended time in Japan.

I want to go out there at least a few times a year. It's close to a pretty big ski resort, and I snowboard.

Doing the math for that, if I was to go stay in Banff or Jasper — one of the more popular mountain towns in Alberta — for a week and ski, it's actually cheaper to fly to Japan, because the skiing is also very affordable, so that was a big factor for me.

I would like to rent it out, but I don't plan on making a lot of money from it

I went to Japan in October 2025 to look at properties. I made an offer in November, it got accepted, and then I got possession of the property in March 2026. Then I went up for the entire month of April to start renovations on it.

I wanted to respect what was already there when I went in. Even though the house itself wasn't ancient or historical — it was built in the '60s or '70s — it was very traditionally built with the Tatami rooms. I wanted to keep a lot of that, coming in as a Westerner.

I wanted to try and adapt to their way of life rather than trying to impose my own. I just wanted to complement what was already there.

Now, the house is 98% done.

The actual renovation costs right now are just over the purchase cost. So I'm at around $18,000 CAD and change, doing most of it myself.

Right now, the goal would be to do a short-term rental in the future, but I don't plan on it making a lot of money.

I think that's the one thing people will get confused about. They think, "If I do this and renovate it, I can make a ton of money off a short-term rental in Japan." That's not the case, because there's so much competition with the hotels there that are already amazing and very affordable.

I just want to cover the maintenance costs more than anything. Doing a little bit of short-term rental, I think, will help with that.

It's not an asset. I think maybe people go to Japan with the Western mindset, like, "Oh, it's a buy-and-hold asset." Outside of Tokyo and the big cities, real estate doesn't do that.

Real estate always goes down in value over time. If you're buying a house in Japan, go in with the expectation that it's not as much of a financial asset as it is a recreation: you'll get more of a cultural experience.

• Melanie Dulbecco has been CEO of the syrup company Torani for 35 years.
• Dulbecco said layoffs are a choice, and that Torani's decision not to do them has helped with retention.
• She said that the company is hiring fewer people than it would be if Torani didn't use automation.

This as-told-to essay is based on a conversation with Melanie Dulbecco, the CEO of syrup brand Torani. She's based in San Leandro, California, where the company is headquartered. This story has been edited for length and clarity.

I may sound different than most CEOs.

I grew up in a blue-collar neighborhood, and my parents divorced when I was really young. When I was little, I saw my mom struggle so much, and I noticed that some kids around me didn't have the same opportunities.

I felt this sense of inequity, and that became a motivating and driving force for me. I tried working in politics, then nonprofits, and eventually went into business. I wanted to build an opportunity company. When I met the family from Torani, they liked that idea.

I was the ninth hire at Torani in 1991 and became the first CEO in 1995. We now have over 500 employees.

When I started, we made $700,000 a year in annual revenue. We've grown 20% a year on average, and this year, we plan to hit over $800 million in revenue.

But to us, growth is not a financial endeavor. The trailing indicator of success may be the financials, but we think our work together creates the momentum and value in the marketplace that drives our growth.

It's very easy for us to say layoffs are not our approach. I think layoffs are a choice. I get it if a company is going through bankruptcy and has to make extremely challenging choices. Otherwise, I think it's a financial exercise that doesn't consider how you're going to be resilient or regain momentum — because you do that with a team.

Our workers aren't concerned about being replaced by AI

Torani is currently hiring fewer people than it would be if the company didn't use automation. We use automation to deprioritize manual, rote jobs with limited career mobility. We also use AI for consumer and market research, sales forecasting, and demand planning.

However, our team doesn't get worried about things like AI because they trust that we will both automate and elevate the work, that we will never do anything that squashes opportunities for people, and that we are looking out for everybody's success.

We're often in hyper-growth mode, which means we need people to know how to work together. The ability to work together, to collaborate, to address challenges, to be resilient in tough times, is critical. This strategy has also helped with retention.

We were faced with a choice during the pandemic

We had been planning a move to our new location in San Leandro in March 2020. That happened to coincide with the stay-at-home order. It was one of those moments where, as a leader, you feel like you have to breathe into a paper bag.

We had borrowed a lot of money from the bank to build our new flavor factory. The loans were going to start coming due in April, so the executive team came together to look at what we needed to do to be OK.

Before we did that, though, we asked: What will make us proud when we get to the other side of this? We had a long discussion about it and decided that making it as one team — without any layoffs or furloughs — would make us proud.

So we we scaled back marketing and advertising expenses and paused all company travel. All departments had to review their budgets. They got scrappy to identify and eliminate non-essential costs.

During the early months of the pandemic, Torani prepared for a 50% decline in sales. Thankfully, there was only a 20% decline in April of 2020, and revenue was back up in May. We quickly pivoted to online retail and grocery to fill the gaps left by cafés and drink shops closing their doors. Torani ended 2020 with a 15% year-over-year revenue increase.

We moved to our new location in six months instead of six weeks, but we got there. We couldn't have done that if we laid off our team. We needed to come together at that moment.