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This post was written by Alison Green and published on Ask a Manager. It’s five answers to five questions. Here we go… 1. My company’s head of DEI outed me to 800 people I’m a nonbinary trans person working in sales for a multinational company. I’m out-ish at work. I’ve told my direct team I’m nonbinary, I have they/them pronouns in my email signature, and I wear a mixed wardrobe. I’ve not told anyone I’m trans directly, but I wouldn’t deny it if it came up. That said, the industry is conservative. Most colleagues assume I’m a man regardless of what I wear and everyone still get my pronouns wrong, even those who’ve asked. I mention this to say that I’m open but cautious about declaring my status at work. Our leadership has spoken up a lot about working on DEI in the last few years. Part of the plan to improve culture has been roundtables between senior leadership, the DEI team, and volunteer employees on their experiences with the company and where there have been struggles (think “improving the work environment for neurodivergent staff,” that sort of thing). I’d taken part in several of these before (as someone with ADHD) and found them a positive experience. Because of this, I didn’t think anything of it when our head of DEI asked if I would be comfortable speaking with the DEI team on my experience as a trans person in the workplace. She knew I was trans as I’d spoken to her previously about problems with our benefit system (a whole other story, but if you’re in charge of benefits, maybe don’t assume all your staff are cis and lock your healthcare options accordingly?). I assumed this invitation was more of the same and accepted. It was not more of the same. Four days later, I get an email invite to an all-staff Zoom panel for Pride Month. I’m named as one of the three speakers about “navigating changes to the industry while trans” and it explicitly outs me in the description. The Zoom panel is scheduled for the next day. The invite has gone out to all 800+ employees across the country. I immediately emailed the head of DEI, said this wasn’t what I expected and I didn’t appreciate being put on the spot this way, and pulled out of the panel. Was this a huge error on her part or just a miscommunication? I was probably at least partly to blame for not checking what exactly she was asking of me, but her original email just said “speaking with the DEI team,” not “speaking with the DEI team in front of all of your colleagues.” But it’s weighed on my mind since and I can’t help but wonder if being outed this way has impacted my career opportunities. It’s definitely made me feel less safe speaking with HR. It was absolutely a huge error on her part. This was different than what she had invited you to participate in previously, and she should have spelled out what she meant — and if the wording in your letter about how she approached you (“asked if I would be comfortable speaking with the DEI team on my experience”) is the wording she used with you, her wording wasn’t at all in sync with what the event actually was. This isn’t on you — it’s on her. I’m curious how she handled it once you pointed out what had happened. Your company sounds like they’ve tried to invest in safety and inclusion, so unless she was profoundly apologetic and has talked to you about what will change as a result, you could consider speaking to someone above her about what happened. Related: a VP wants me to out myself at work and won’t take no for an answer 2. My coworker keeps interfering with my work I am having problems with a coworker who repeatedly oversteps onto my tasks. She and I have the same role, me being three years her senior. We used to be on the same team but after a recent reorganization, she moved to another team under the same department. I have never been very fond of her working style: she is very diligent and proactive but tends to act first and ask later, causing unnecessary friction and sometimes overstepping onto other people’s work. Since she changed teams, she has been “suggesting improvements” or inserting herself in tasks that are under my scope and outside of hers. She tends to bypass me and my team — she goes straight to the client to propose her solutions although I am the person who has to implement them, and I am either not interested or have already identified and documented the same solutions. I am getting more and more upset at this because I feel that, at the very least, she needs to communicate with my team before going to the client. I have explained this to her, her manager, and my manager. She just reacts to my messages with a thumbs-up, her manager promises to work with her to improve the miscommunication, and my manager sides with me. However, the situation is still the same and I am at my wits end. Is there anything else I can do to resolve this problem? It sounds like you’ve just been messaging her about it (“she reacts to my messages with a thumbs-up”). Since that hasn’t solved the problem, it’s time to move to an in-person meeting with her about it (or Zoom, if you’re remote), ideally with your manager and her manager there, where you can lay out the pattern, why it’s a problem, and what you need her to do differently. As part of that conversation, ask why this keeps happening when you’ve asked her multiple times to stop — is something getting lost in translation? Is she getting conflicting direction from someone else? Does she think every instance is different and she needs to extrapolate “don’t do X” to a broader variety of situations? Sometimes this kind of meeting will surface that there really was some sort of misunderstanding or miscommunication. Other times, it’ll just drive home to the person that they need to take it more seriously, it’s a big deal if they don’t, and they can’t continue being cavalier about it. If that doesn’t work, you need to escalate it to both your managers each time it happens. Be the squeaky wheel if necessary — but start with a real conversation with her, not just a message. 3. We have to choose between a building with no heat or a building without equipment Where I work, we have two buildings about one mile apart from each other. I have worked out of the original building (#1) most of my time with this company. In 2020, we all transitioned to WFH. Two years ago, we went to one day in the office as a group as mandated from above. However, this entire time we were all coming into the office more often; our group has always done better than most at closing profitable projects, mainly because of our constant contact. This past spring, my group was relocated to a new area in the new building (#2). Both buildings removed our large desks and replaced them with small desks. All these desks were to be used for hot-desking and were supposed to have dual monitors with keyboards and mice at each one. The original space in building #1 did not get set up for a long time, and there are many desks without anything on them because they ran out of monitors and keyboards and are not getting more in from, what we are told. We now have a mandate from above that we must be in the office three days a week and, according to rumors, it can be grounds for termination if not followed. However, the new office area in building #2 is without heat due to a problem with the heating system and it will be for several more weeks (months?). We are in the mid-Atlantic area and it gets below 0 at times. The coldest I saw it in the office was 60 degrees one day (it was below 0 outside). 60 doesn’t sound that cold but it is if all you are doing is sitting at a computer. Our manager has said he will not enforce the mandatory three days a week, but I am worried because our big boss demanded it. Should we continue to go to our new office and freeze, go to the old office and suffer low productivity due to not having a proper computer setup, or continue to work from home and only come in as needed and risk repercussions from upper management? That’s ridiculous. OSHA doesn’t require specific temperatures, but they do recommend temperatures of 68-76° F. Your manager needs to go to his management and explain that until either (a) the heat is fixed or (b) building #1 is given enough equipment, your team can’t come in three days a week — that you’ll be happy to as soon as one of those is remedied, but until then there’s no feasible way to meet the mandate. It’s absurd to expect you to work without heat in the middle of winter or without monitors and keyboards. But your manager needs to spell that out to someone above him (and you should ask him to do that if he hasn’t yet). 4. New employee is billing more time than he works I am a project manager and oversee a team of five. One of my direct reports, “Marty,” was hired in October and has proven to be a quick learner and generally a good employee. However, there’s a recurring issue with his timekeeping. Marty has been routinely not working a full eight hours but is still billing for all eight. He typically arrives around 8:15 am, leaves at 4:30 pm, and takes an hour for lunch, effectively billing about 45 extra minutes each day. While I was deciding how best to address this, another team member, “Hamilton,” who can be a bit nosy but means well, stopped by my office to point out the discrepancy with Marty’s timesheet. I spoke to Marty, explaining that while it’s okay to work outside the standard 8-5 hours, he needs to inform me beforehand. I also asked if this was a workload issue, which he assured me it was not. I thought the conversation went well and he seemed to understand. Cue post holidays and Marty has pinged me every day this week at 4:30 pm, notifying me he is signing off, even though he continues to arrive after 8 am. Given that the job requires billing clients in 15-minute increments, transparency about hours worked is crucial. I am also concerned about potential animosity among team members who might feel that Marty is receiving special treatment. How should I handle this situation to ensure fairness and maintain team morale? It sounds like when you talked to him, you just told him to let you know if he works non-standard hours — but that’s not what the real issue is. The real issue is that he’s billing more hours than he’s working, so you need to go back to him now and clarify that. Since the message somehow got muddled the first time, be very, very clear now: “You have been working less than eight hours a day but billing for eight. We need to make sure your billing matches your hours worked exactly, because ____.” There are some workplaces that tell exempt employees to just bill a straight eight hours per day, regardless of the exact hours they actually worked (typically when it’s for internal purposes and not client billing) and it’s possible he came from one of those. Or maybe he’s sloppy or deliberately deceptive, who knows. But the first step is to tell him clearly what he needs to do differently. If that doesn’t solve it, you’d need a more serious conversation — but so far it doesn’t sound like you’ve clearly told him what needs to change. 5. I’m worried clients think I’m a nepo baby, but I’m not! I have a fairly common last name, and I recently started working at a small company where my boss has the same name as my dad. We are not related at all. I would be less worried if it was a bigger company, but since it’s so small (and if anyone were to look at socials, they would see my dad has the same name), it feels like people might assume a familial connection instead of a coincidence. It’s been fine so far, but I’m starting to shift to a more client-facing role, so I’ve been thinking about how I’m being perceived and how to build my reputation in our field. Is there a chance of my reputation being harmed if people think I got my job through nepotism, or is this something where it’s weirder to address it? Since it’s a common last name, I wouldn’t worry — people will know it’s a common last name, and they’re unlikely to know what your dad’s first name is. That said, if you want to be extra sure, you can always introduce yourself by saying, “Tangerina Murphy (no relation to Percival on our team).” View the full article

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Bluevine has announced a new partnership with Xero, a global small business accounting platform, aimed at providing small business owners and accountants in the U.S. with improved financial management tools. The collaboration allows Bluevine customers to sync their banking data with Xero, enhancing efficiency, financial tracking, and overall business growth. Through this partnership, small businesses and their accountants will be able to integrate banking data from Bluevine directly into Xero. This enables streamlined collaboration, easier financial management, and improved tracking of expenses and cash flow. In Bluevine’s accountant dashboard, accountants can securely access their clients’ Bluevine accounts, simplifying the process of managing business finances. The partnership includes special promotional offers for customers: Bluevine Plus and Premier customers receive a six-month free trial of Xero’s accounting software. US-based Xero customers can access a three-month free trial of Bluevine’s Plus or Premier banking plans. Bluevine Standard customers receive a three-month free trial of Xero’s accounting software. Xero customers opening a Bluevine account may qualify for a $300 sign-up bonus, subject to eligibility requirements. Bluevine Premier customers gain additional benefits, including a 3.7% annual percentage yield, low-cost payment fees, ACH positive pay, and priority customer support. “We’re proud to partner with Xero to simplify financial management for small business owners and their accountants, and unlock value for both groups,” said Kyle Cooper, VP and GM of Checking and Payments at Bluevine. Vikram Grover, Executive General Manager, Global Partnerships at Xero, added, “Small businesses thrive when they have access to accurate, real-time financial data at their fingertips. Our integration with Bluevine will sync financial data into Xero, giving businesses a clear view of their cash flow so they can make informed decisions that fuel growth. We’re providing a holistic view of business finances, empowering small businesses and their advisors with the knowledge they need to succeed.” The Bluevine-Xero integration is now available to customers. For further details on plans, pricing, and eligibility for promotional offers, visit the Plans and Pricing page or the Xero promotion page. This article, "Bluevine Partners with Xero to Enhance Small Business Banking and Accounting" was first published on Small Business Trends View the full article

Bluevine has announced a new partnership with Xero, a global small business accounting platform, aimed at providing small business owners and accountants in the U.S. with improved financial management tools. The collaboration allows Bluevine customers to sync their banking data with Xero, enhancing efficiency, financial tracking, and overall business growth. Through this partnership, small businesses and their accountants will be able to integrate banking data from Bluevine directly into Xero. This enables streamlined collaboration, easier financial management, and improved tracking of expenses and cash flow. In Bluevine’s accountant dashboard, accountants can securely access their clients’ Bluevine accounts, simplifying the process of managing business finances. The partnership includes special promotional offers for customers: Bluevine Plus and Premier customers receive a six-month free trial of Xero’s accounting software. US-based Xero customers can access a three-month free trial of Bluevine’s Plus or Premier banking plans. Bluevine Standard customers receive a three-month free trial of Xero’s accounting software. Xero customers opening a Bluevine account may qualify for a $300 sign-up bonus, subject to eligibility requirements. Bluevine Premier customers gain additional benefits, including a 3.7% annual percentage yield, low-cost payment fees, ACH positive pay, and priority customer support. “We’re proud to partner with Xero to simplify financial management for small business owners and their accountants, and unlock value for both groups,” said Kyle Cooper, VP and GM of Checking and Payments at Bluevine. Vikram Grover, Executive General Manager, Global Partnerships at Xero, added, “Small businesses thrive when they have access to accurate, real-time financial data at their fingertips. Our integration with Bluevine will sync financial data into Xero, giving businesses a clear view of their cash flow so they can make informed decisions that fuel growth. We’re providing a holistic view of business finances, empowering small businesses and their advisors with the knowledge they need to succeed.” The Bluevine-Xero integration is now available to customers. For further details on plans, pricing, and eligibility for promotional offers, visit the Plans and Pricing page or the Xero promotion page. This article, "Bluevine Partners with Xero to Enhance Small Business Banking and Accounting" was first published on Small Business Trends View the full article

Small Business Financial Exchange, Inc. (SBFE) and bluCognition have announced a strategic partnership aimed at enhancing small business lending analytics. By integrating bluCognition’s advanced bank transaction data analysis with SBFE’s extensive credit payment performance data, the collaboration seeks to provide lenders with a more comprehensive view of borrower financial health. The partnership is expected to strengthen SBFE’s existing credit bureau relationships while expanding its membership base among U.S. lending institutions. The goal is to improve risk assessment and provide lenders with deeper insights into small business financial stability. “I am thrilled to have bluCognition partnering with SBFE to bring new products and services that will complement existing offerings from our credit bureau partners,” said Elisabeth Hughes MacDonald, Chief Executive Officer of SBFE. “Our members will benefit greatly from the availability of these new tools.” SBFE’s data exchange network includes information from over 140 members, including the top 10 commercial banks. By integrating bluCognition’s AI and machine learning capabilities, lenders will gain access to real-time financial insights based on borrower banking transactions. “In today’s rapidly changing financial environment, bluCognition’s strategic partnership with the SBFE will significantly advance the accuracy of currently available solutions to predict the financial health of any borrower. This partnership with SBFE will allow us to provide lenders an integrated view of any borrower by combining their credit payment performance with insights derived from leveraging their banking and financial transactions in real time,” said Sangarsh Nigam, President & CEO of bluCognition. This article, "SBFE and bluCognition Partner to Improve Small Business Lending Analytics" was first published on Small Business Trends View the full article

Small Business Financial Exchange, Inc. (SBFE) and bluCognition have announced a strategic partnership aimed at enhancing small business lending analytics. By integrating bluCognition’s advanced bank transaction data analysis with SBFE’s extensive credit payment performance data, the collaboration seeks to provide lenders with a more comprehensive view of borrower financial health. The partnership is expected to strengthen SBFE’s existing credit bureau relationships while expanding its membership base among U.S. lending institutions. The goal is to improve risk assessment and provide lenders with deeper insights into small business financial stability. “I am thrilled to have bluCognition partnering with SBFE to bring new products and services that will complement existing offerings from our credit bureau partners,” said Elisabeth Hughes MacDonald, Chief Executive Officer of SBFE. “Our members will benefit greatly from the availability of these new tools.” SBFE’s data exchange network includes information from over 140 members, including the top 10 commercial banks. By integrating bluCognition’s AI and machine learning capabilities, lenders will gain access to real-time financial insights based on borrower banking transactions. “In today’s rapidly changing financial environment, bluCognition’s strategic partnership with the SBFE will significantly advance the accuracy of currently available solutions to predict the financial health of any borrower. This partnership with SBFE will allow us to provide lenders an integrated view of any borrower by combining their credit payment performance with insights derived from leveraging their banking and financial transactions in real time,” said Sangarsh Nigam, President & CEO of bluCognition. This article, "SBFE and bluCognition Partner to Improve Small Business Lending Analytics" was first published on Small Business Trends View the full article

President Donald Trump on Monday agreed to a 30-day pause on his tariff threats against Mexico and Canada as America’s two largest trading partners took steps to appease his concerns about border security and drug trafficking. The pauses provide a cool-down period after a tumultuous few days that put North America on the cusp of a trade war that risked crushing economic growth, causing prices to soar and ending two of the United States’ most critical partnerships. “I am very pleased with this initial outcome, and the Tariffs announced on Saturday will be paused for a 30 day period to see whether or not a final Economic deal with Canada can be structured,” Trump posted on social media. “FAIRNESS FOR ALL!” Canadian Prime Minister Justin Trudeau posted Monday afternoon on X that the pause would occur “while we work together,” saying that his government would name a fentanyl czar, list Mexican cartels as terrorist groups and launch a “Canada-U.S. Joint Strike Force to combat organized crime, fentanyl and money laundering.” The pause followed a similar move with Mexico that allows for a period of negotiations over drug smuggling and illegal immigration. The 10% tariff that Trump ordered on China is still set to go into effect as scheduled on Tuesday, though Trump planned to talk with Chinese President Xi Jinping in the next few days. While the trade war feared by investors, companies and political leaders now seems less likely to erupt, that doesn’t mean the drama over Trump’s tariff threats has ended. Canada and Mexico bought some additional time, but Trump could easily renew his tariffs and already plans to announce taxes on imports from the European Union. All of that leaves the global economy uncertain about whether a crisis has been averted or if a possible catastrophe could still be coming in the weeks ahead. Trump on Saturday had directed 25% tariffs on imports from Mexico and Canada, with another 10% tariff on Canadian oil, natural gas and electricity. The U.S. president had repeatedly previewed these moves, yet they still managed to shock many investors, lawmakers, businesses and consumers. Multiple analyses by the Tax Foundation, the Tax Policy Center and the Peterson Institute for International Economics showed that the tariffs could hurt growth, lower incomes and push up prices. But Trump repeatedly insisted — despite promises to curb inflation — that tariffs were necessary tools to get other nations to stop illegal immigration, prevent fentanyl smuggling and treat the United States, in his mind, with respect. Trump and Mexican President Claudia Sheinbaum announced the monthlong pause on increased tariffs against one another after what Trump described on social media as a “very friendly conversation,” and he said he looked forward to the upcoming talks. “I look forward to participating in those negotiations, with President Sheinbaum, as we attempt to achieve a ‘deal’ between our two Countries,” the president said on social media. Trump said the talks would be headed by Secretary of State Marco Rubio, Treasury Secretary Scott Bessent, Secretary of Commerce nominee Howard Lutnick and high-level representatives of Mexico. Sheinbaum said she was reinforcing the border with 10,000 members of her country’s National Guard and that the U.S. government would commit “to work to stop the trafficking of high-powered weapons to Mexico.” In 2019, when Mexico’s government also avoided tariffs from Trump’s administration, the government announced it would send 15,000 soldiers to its northern border. But for much of Monday, the outlook was worrisomely different for Canada, only for an agreement to come together. A senior Canadian official said Canada was not confident it could avoid the looming tariffs as Mexico did. That’s because Canada feels as if the Trump administration has been shifting its requests of Canada more than it did for Mexico. The official spoke on condition of anonymity, having not been authorized to speak publicly. Asked Monday afternoon what Canada could offer in talks to prevent tariffs, Trump told reporters gathered in the Oval Office: “I don’t know.” He mused about trying to make Canada the 51st state, part of ongoing antagonism despite decades of friendship with Canada in a partnership that has ranged from World War II to the response to the 9/11 terrorist attacks. The U.S. president also indicated that more import taxes could be coming against China: “If we can’t make a deal with China, then the tariffs will be very, very substantial.” White House press secretary Karoline Leavitt told reporters that Trump would speak with Chinese President Xi Jinping in the next couple of days and that the White House would provide a report on the discussion. Financial markets, businesses and consumers on Monday were still trying to prepare for the possibility of the new tariffs. For example, Stew Leonard Jr., president and CEO of Stew Leonard’s, a supermarket chain that operates stores in Connecticut, New York and New Jersey, said his buyers were considering stocking up on Mexico’s Casamigos tequila ahead of the tariffs and switching from Canadian to Norwegian salmon. Stock markets sold off slightly, suggesting some hope that the import taxes that could push up inflation and disrupt global trade and growth would be short-lived. Trump even inquired Monday how the financial markets were doing as reporters were leaving the Oval Office. The situation reflected a deep uncertainty about a Republican president who has talked with adoration about tariffs, even saying the U.S. government made a mistake in 1913 by switching to income taxes as its primary revenue source. Kevin Hassett, director of the White House National Economic Council, said Monday that it was misleading to characterize the showdown as a trade war despite the planned retaliations and risk of escalation. “Read the executive order where President Trump was absolutely, 100% clear that this is not a trade war,” Hassett said. “This is a drug war.” But even if the orders are focused on illegal drugs, Trump’s own remarks have often been more about his perceived sense that foreign countries are ripping off the United States by running trade surpluses. On Sunday, Trump said that tariffs would be coming soon on countries in the European Union. On Monday afternoon, he suggested a willingness to keep using tariff threats because the size of the U.S. economy as the world’s largest made them effective. “Tariffs are very powerful both economically and in getting everything else you want,” Trump told reporters. Tariffs for us, nobody can compete with us because we’re the pot of gold. But if we don’t keep winning and keep doing well, we won’t be the pot of gold.” —Josh Boak, Rob Gillies and Fabiola Sánchez, Associated Press Anne D’Innocenzio, an Associated Press writer, contributed to this report. View the full article

A strong supply chain ensures the right goods are available at the right time, in the right place, and in the right quantities. An effective supply chain strengthens everything from customer loyalty and company reputation to market resilience and consumer safety. But supply chains are notoriously vulnerable to costly disruption, tampering, and theft. In today’s world of rapidly shifting consumer demands, ensuring supply chain integrity is critical to maintaining a healthy supply chain, which can mean the difference between keeping pace with and falling behind the competition. Impinj surveyed 1,000 US supply chain professionals across a variety of industries for its Supply Chain Integrity Outlook 2025 report. We defined supply chain integrity as the reliability, security, and accuracy of all elements within the supply chain, ensuring that products and services are delivered as intended. We discovered that integrity matters a great deal to supply chain leaders. But there’s also a glaring supply chain data accuracy gap that could mean significant headaches for organizations in 2025. Supply chain managers facing data blind spot More than nine out of 10 supply chain managers believe they are equipped to achieve accurate, 360°, real-time inventory visibility, yet just 33% consistently do so. This data blind spot affects the ability to make the informed, data-driven decisions necessary to optimize inventory, boost efficiency, and lower costs. As a result, many companies are struggling to reach the level of insights, visibility, and accuracy required to support supply chain integrity and respond quickly to demand, leading to system-wide impacts across a range of issues, including counterfeiting, theft, sustainability, and the effective use of AI across the supply chain. Disruption from viral trends Viral trends can be a boon to retailers by driving increased sales. But they become a headache for supply chain leaders when they lack visibility into the goods in their supply chain. As a result, more than half of supply chain leaders say they face challenges in responding quickly to shifting demand. They’re also struggling to keep pace with changes in customer shopping habits and demand driven by popular online storefronts like Facebook Marketplace and Instagram Shops. Rapid peaks in customer demand, driven by viral trends, can happen without warning, potentially putting organizations without real-time inventory insights on the back foot. Effective AI strategies require accurate data AI has the potential to revolutionize supply chains. Think efficiency, real-time decision-making, and predictive analytics for inventory management. But effective AI strategies are built on accurate data. In the survey, inaccurate data is the most frequently cited obstacle to implementing AI for supply chain improvements, followed by data availability and real-time data access. These findings emphasize the need to correct supply chain inaccuracies now, giving supply chain leaders a solid foundation for adopting AI and other groundbreaking future innovations that rely on good data. Fighting faux merchandise, shrink, and theft Most respondents, particularly in retail (65%), say they are plagued with counterfeit goods in the supply chain, regardless of the size of their business. Reducing shrink and theft is also a challenge for most (60%) organizations. These remain systemic issues for supply chain leaders, particularly those in the food, grocery, and restaurant sector, where 82% report challenges reducing shrink. Improving supply chain sustainability Supply chain managers are under pressure to reduce the environmental impact of their operations. Over a quarter of respondents report difficulties in reducing the environmental impact of their organization’s supply chain, while nearly half (49%) are concerned about meeting the EU’s upcoming Digital Product Passport (DPP) mandate. A scattershot approach to addressing supply chain integrity Almost all supply chain professionals surveyed say they plan to invest in improving their organization’s supply chain in the next year. However, the best course of action may not be obvious, which is why many respondents are attempting a mix of strategies. Retail supply managers are adopting new technologies for the authentication of goods in transit and general goods verification, and they’re introducing more authentication checkpoints throughout the supply chain. Meanwhile, the food sector is looking to technology for shopfloor surveillance and food waste reduction. To improve sustainability, respondents across sectors cite several strategies, including measurement of their sustainability efforts and improving last-mile delivery efficiency. This scattershot approach may portend an underlying problem: putting narrowly scoped measures into practice could contribute to the general lack of real-time visibility and data accuracy. Real-time visibility can bridge the gap Supply chain integrity matters. Without it, supply chains become insecure and unreliable. Our research shows a pressing need for organizations to address data accuracy gaps for greater supply chain – and business — resiliency. Visibility into everything that enters and moves through a supply chain can have enormous positive impact, delivering real-time insights that help organizations power more robust forecasting and decision-making for a nimbler response to supply chain stressors. Technologies like RAIN RFID are helping supply chain managers drive more accurate data insights to power everything from supply chain automation and AI to advanced anti-counterfeiting, loss prevention and shipment planning. As today’s supply chains face increasing threats from climate change, geopolitical instability, and constantly changing consumer tastes, unaddressed supply chain data gaps are a growing liability that organizations cannot afford to ignore. Jeff Dossett is Chief Revenue Officer at Impinj View the full article

High costs and inflexible immigration system deter talent, say peersView the full article

Imagine this: A team meeting is scheduled for 4 p.m. in California. For software developers in Mumbai, it’s 5:30 a.m. the next day—prime sleeping hours or, at best, the tail end of an exhausting night shift. In Poland, where other team members are based, it’s already 1 a.m., and the developers are long offline. Awkward timing for a call, to say the least. How do these time zone differences impact overall efficiency? As more projects rely on globally distributed teams with members from every corner of the world, this question is becoming increasingly urgent. This is underscored by a study conducted by Harvard Business School professor Prithwiraj Choudhury. It found that even a one-hour time difference leads to an 11% drop in real-time communication, like calls or video chats, and a 19% reduction in opportunities to connect during the workday. Communication gaps like these ripple through team dynamics, causing stress, forcing employees to catch up outside work hours, and reducing overall efficiency. The cost of poor communication is significant. Grammarly reported that U.S. businesses lose over $1.2 trillion annually due to inefficiencies caused by miscommunication. This is why time zone alignment makes such a big difference. Teams operating within overlapping hours collaborate more effectively, experience less stress, and work more efficiently. This is the driving force behind nearshoring—the practice of outsourcing to nearby regions with overlapping working hours. Harmony across time zones: How nearshoring drives collaboration Nearshoring solves the headaches of time zone misalignment. By working with LATAM teams, U.S. companies can collaborate in real time and have fewer scheduling conflicts. The region’s expanding tech talent, driven by investments in education and connectivity, makes it an ideal partner. Nearshoring means real-time communication, stronger relationships, and a workforce that boosts both productivity and mental health. As distributed teams strive for efficiency and balance, time zone alignment shouldn’t be an afterthought. Prioritizing schedules that support seamless collaboration and reduce stress enables companies to unlock the true potential of remote work. It’s about more than convenience—it’s about creating frameworks that build trust, clarity, and alignment across teams. How? Observing our distributed teams at work, a handful of recommendations come to mind: Implement a collaboration framework: Working remotely across close time zones requires clear guidelines for communication, support, and task ownership. A well-structured framework ensures that responsibilities are clear and minimizes interventions—like being pulled into a late-night Zoom meeting when family time beckons. This clarity and communication allows team members to focus on their work without sacrificing their personal lives. Poor collaboration doesn’t just create personal frustration; it can significantly impact business. When teammates are constantly catching up, replying to endless emails, or joining irrelevant calls, stress levels quickly escalate. Stress-related conditions cost U.S. businesses over $300 billion annually due to absenteeism. With the right framework, teams stay productive and maintain mental well-being. Minimize time zone-related challenges: To secure top tech talent, we’ve expanded our hiring reach to ensure both expertise and seamless collaboration with U.S.-based clients. We focus on time zones that allow overlapping schedules, making nearshoring a clear advantage over traditional outsourcing. Nearshoring eliminates the complexity of scheduling across divergent time zones, enabling real-time collaboration, removing blockers, and supporting time-sensitive solutions. Our team members frequently highlight the mental health benefits of this alignment. Adequate sleep and greater control over their schedules stand out as key contributors to their well-being. Shared schedules also streamline Agile and Scrum methodologies, ensuring planning, daily standups, and retrospectives happen without conflicts. Get Culture Right: While diverse perspectives foster creative problem-solving, mismatched working styles can create friction. In our experience working with distributed teams across LATAM, we’ve found that clear communication, prompt resolution of blockers, and a strong sense of ownership are critical to success. These traits—paired with a hands-on approach to tackling bottlenecks—build trust and ensure progress. Nearshoring supports these expectations by fostering a shared work culture where feedback is encouraged, mistakes are treated as learning opportunities, and collaboration thrives. This alignment ensures teams deliver both innovation and reliability. Optimize scheduling with the right tools: As recent studies show, work schedules have a direct impact on mental health. Effective scheduling is key to maintaining mental health and productivity. Tools like Jira and Asana enable asynchronous work by tracking tasks, assigning ownership, and setting clear deadlines. Platforms like Slack and Zoom keep teams connected and ensure communication is well-documented. Integrations between tools, such as Slack notifications for Google Calendar or Jira updates, centralize information and prevent missed tasks. Leveraging these solutions simplifies collaboration and supports balanced, efficient workflows. As we become more attuned to the importance of mental health, it’s clear that aligning time zones isn’t just practical—it’s transformative. Collaborating with teams in aligned time zones simplifies workflows, reduces stress, and fosters a healthier, more efficient work environment. Thoughtful scheduling, cultural alignment, and nearshoring make remote collaboration effective and enjoyable simply by paying better attention to how we manage the most precious resource at our disposal: time. Nacho De Marco is the cofounder and CEO of BairesDev. View the full article

Multiple earthquakes are rattling Santorini, a volcanic island in Greece, prompting authorities to dispatch rescuers with tents, a sniffer dog and drones, and to shut schools on four islands. Residents have been warned to avoid indoor gatherings, check escape routes, stay away from cliffs and to drain swimming pools to reduce potential structural damage to buildings in the event of a large earthquake. Greece lies in a highly seismically active part of the world, and earthquakes are frequent. The vast majority cause no injuries and little or no damage, but the country has also seen deadly quakes. Earthquakes can’t be predicted, but authorities are taking measures as a precaution. Santorini, one of Greece’s most popular tourist destinations, took its present crescent shape following a massive volcanic eruption in antiquity. Now, millions of visitors each year come to see its dramatic scenery of whitewashed houses and blue-domed churches clinging to the cliff along the flooded caldera, or volcanic crater. Last week, scientists said they had noticed increased volcanic activity in the caldera, but say this isn’t linked to the earthquakes. Here’s a look at the current situation: What’s going on? About 200 quakes with magnitudes between 3 and 4.9 were registered from Saturday to Monday afternoon between Santorini and the nearby island of Amorgos, authorities said. Seismologist Gerasimos Papadopoulos said on Greece’s ERT television that the seismic activity began on Jan. 24, but intensified Saturday, with increasing frequency and magnitudes. The fault line producing the current earthquakes runs for about 120 kilometers (75 miles), but only the southern part between Santorini and Amorgos has been activated. The earthquakes have epicenters beneath the seabed, roughly 30-40 kilometers (18-25 miles) from any of the islands. Scientists say this is good news, as an epicenter beneath land could potentially be more destructive. But a large quake could also trigger a tsunami, so authorities have warned people to stay away from coastal areas and head inland if they feel a significant earthquake. So far, there has been no damage or injuries reported, although some minor rock slides have occurred. Could the earthquakes trigger a volcanic eruption? Santorini lies along the Hellenic Volcanic Arc, which stretches from the Peloponnese in southern Greece through the Cycladic islands. Last Wednesday, Greece’s Climate Crisis and Civil Protection Ministry announced monitoring sensors had picked up “mild seismic-volcanic activity” inside the island’s caldera. Similar volcanic activity had been recorded in 2011, when it lasted for 14 months and ended without any major issues. Another volcano — a submarine one called Kolumbo — lies about 8 kilometers (5 miles) northeast of Santorini, nearer to the epicenter of the current earthquakes. But seismologists say the quakes aren’t related to the volcanoes. A meeting between government officials and scientists determined that seismic activity within Santorini’s caldera “remains at the same low levels as in recent days,” the Civil Protection Ministry said Monday, but that it was “particularly increased” between Santorini and Amorgos. What are authorities worried about? Scientists are still trying to determine definitively whether the multiple quakes are foreshocks — smaller earthquakes before a major temblor. Papadopoulos said that there was a “high probability” they are. Santorini’s main villages are built along the rim of the volcano’s caldera — producing the dramatic scenery of cascading whitewashed houses and sunset viewpoints that make the island so popular, but also raising concerns in the event of a major earthquake. The sheer cliffs also make some areas prone to rock slides. What precautions are being taken? Authorities sent a team of rescuers with a sniffer dog and drones to Santorini, where they set up tents in a basketball court next to the island’s main hospital as a staging area. Push alerts have been sent to cellphones warning people to stay away from areas where rock slides could occur, and banning access to some coastal areas. Residents and hotels have been asked to drain swimming pools, as the water movement in a major quake could destabilize buildings. People have been told to avoid old buildings and check for exit routes when in built-up areas. Schools on Santorini, as well as the nearby islands of Anafi, Amorgos and Ios, will remain shut all week. What’s the history? The fault line that has been activated was the site of Greece’s largest quake in the last century: a 7.7 magnitude temblor dubbed the Amorgos earthquake that struck in 1956, triggering a roughly 20-meter (65-foot) tsunami, causing significant damage in Amorgos and Santorini and killing more than 50 people. Santorini is also the site of one of the largest volcanic eruptions in human history. Known as the Minoan eruption, it occurred around 1,600 B.C. and destroyed much of the formerly round island, giving Santorini its current shape. The eruption is believed to have contributed to the decline of the ancient Minoan civilization. Although it’s still an active volcano, the last notable eruption occurred in 1950. “What we must realize is that the Santorini volcano produces very large explosions every 20,000 years,” Efthymios Lekkas, seismologist and head of the scientific monitoring committee for the Hellenic Volcanic Arc, said last week. “It’s been 3,000 years since the last explosion, so we have a very long time ahead of us before we face a big explosion.” —Elena Becatoros, Associated Press View the full article

The WordPress Hot Nacho Scandal was a formative event that may have shaped how Mullenweg responds to controversies like the WP Engine conflict The post How WordPress Hot Nacho Scandal Shapes WP Engine Dispute appeared first on Search Engine Journal. View the full article

A lot has changed since Donald Trump’s first term in the White House. E-commerce’s share of total retail sales has risen from 15% at the end of 2020 to 16.2%—a 1.2 percentage point increase, but a near-10% rise in real terms. The number of packages entering the United States that come under the $800 de minimis threshold that allows imports to enter the country without charge has gone from around 600,000 in 2020 to more than one million in 2024. But the biggest change of all in the world of online retail is about to come, thanks to Trump himself, who has slapped a 10% tariff on goods coming into the country from China. “This is all part of a bigger game of high stakes poker between the U.S. and China when it comes to trade negotiations,” says Dan Ives, managing director at Wedbush Securities. But in this case, the poker game could affect the 335 million citizens of the United States who increasingly rely on e-commerce. Trump himself has admitted that Americans could feel “some pain” as a result of the tariffs, which include fees on imports from China. (Similar tariffs on Mexico and Canada were delayed after both countries agreed on Monday to send 10,000 troops to their respective borders with the U.S.) “There are a lot of businesses that source from China that are going to have a lot of problems—and a lot of those brands go under the radar for how important they are to the wider e-comm ecosystem,” says Ben Graham, an independent e-commerce expert. “The random stuff that is non-premium is going to take a hit I think—and that’s the stuff that aggregators went pretty hard into.” Michael Wieder of Lalo, a baby and toddler product company, sources and manufacturers’ products all over the world, but is “pretty reliant on China,” he says. “In our industry, durable goods in the baby space, that’s where it’s made, and that’s where there’s a sophisticated enough supply chain and a trustworthy enough supply chain.” Wieder points out that regulated products such as Lalo’s come from China by necessity—it’s where the knowledge base on how to build those products safely sits. Wieder can’t say for sure whether his company will be hit by the tariffs because the regulation has been very vague. “There’s a lot of ambiguity right now, quite frankly, that we’re dealing with and learning about every minute to find out what our exposure is,” he says. Besides first-party retailers selling through their own websites, the impact of tariffs on Chinese-sourced goods will be significant across the whole e-commerce industry. Around four in 10 third-party sellers on Amazon are exposed to Chinese-based sourcing of products, according to Bank of America—and therefore will likely see their costs rise as a result of tariffs that hit Chinese imports to the U.S. “Amazon particularly won’t want to suffer the losses, so will likely try and make up any short falls in seller or ad revenue by pushing up their fees,” says Graham, “which will push the prices even higher, and as Amazon doesn’t like to be the highest priced channel you sell on, brands will have to raise other channel prices accordingly.” Wieder, for his part, has decided to take the hit on income temporarily—but says that it might not be possible in the long run. “We’re going to have to understand the long term impact, but for most people, you’ll first see the impact on your consumables, your groceries, that will start to take effect pretty quickly.” He believes the first inkling that prices are going up will appear within eight to 12 weeks, because businesses have enough stock in storage to last until then. But those customers will have to stick with the businesses that remain, Wieder adds. “I think that there’s going to be a contraction of newer businesses and newer brands entering the market,” he says. “It takes more capital than ever to do that, and it’s going to be expensive to buy the inventory.” View the full article

Dozens of employees at the U.S. Education Department were put on paid administrative leave in response to President Donald Trump’s order banning diversity, equity and inclusion programs in the federal government, according to a labor union that represents hundreds of workers in the agency. It’s unclear how many workers were put on leave or for what reasons, said Sheria Smith, president of American Federation of Government Employees Local 252. The majority of employees placed on leave do not work in DEI initiatives and span all branches of the agency, she said, from an office that sends billions of dollars to K-12 schools to an office that enforces civil rights laws. The shakeup comes as Elon Musk‘s Department of Government Efficiency, or DOGE, pushes to cut programs and federal workers at departments across the government, including the U.S. Agency for International Development. A DOGE team was working at the Education Department on Monday to implement Trump’s executive orders and agenda, said Madison Biedermann, an Education Department spokesperson. The department did not immediately comment on the personnel changes and would not say how many employees were placed on leave. At least 55 Education Department workers received an email Friday saying they were being put on paid leave effective immediately pursuant to Trump’s executive order. It wasn’t being done for “any disciplinary purpose,” according to a copy of the email obtained by The Associated Press. Those placed on leave lost access to their government email accounts and were told not to report to the office. They include a range of staff members and managers across the department, which employs more than 4,000 workers in Washington and regional offices across the country. Most of those on leave appear to have taken a voluntary diversity training seminar offered by the department, Smith said. The Diversity Change Agent program has been promoted by the agency for years, including during Trump’s first term in office. Graduates of the two-day program were expected to serve as role models and help improve the department’s “capacity to attract and retain a diverse workforce,” according to an internal email from 2019 obtained by the AP. Smith said hundreds of employees have taken the training, but it was unclear if all of them were placed on leave. She said many people were under the impression the training was strongly encouraged or required. “It seems unfair to encourage or require people to take a training and then four or five years later place them on administrative leave,” Smith said. Some current employees who are on leave said the action could disrupt the agency’s core work, including the management of federal student loans and the FAFSA form for student financial aid. The workers spoke on the condition of anonymity for fear of reprisals. Sen. Patty Murray, D-Wash., a former teacher and member of the Senate Health, Education, Labor and Pensions Committee, said Trump is “purging” employees for taking a training course that his administration encouraged them to take. “This won’t help our kids learn or even save us money,” Murray said on the social media site X. “He’s just breaking services people rely on.” Trump’s order called for all DEI staff in the federal government to be put on paid leave and eventually laid off. It’s part of a broader crackdown on diversity programs that the Republican president says are racist. Trump campaigned on a promise to shut down the Education Department, which he says has been infiltrated by “radicals, zealots and Marxists.” He said the agency’s power should be turned over to states and schools. —Collin Binkley, Associated Press The Associated Press’s education coverage receives financial support from multiple private foundations. The AP is solely responsible for all content. Find the AP’s standards for working with philanthropies, a list of supporters, and funded coverage areas at AP.org. View the full article