Empowering Businesses to Lead on Climate Action
The Genesis of Watershed
In 2019, amidst the waning days of the first Trump administration, Taylor Francis, alongside Avi Itskovich and Christian Anderson, launched Watershed. The trio identified a critical gap in the market: software that could help businesses measure, reduce, and report their carbon emissions effectively. Despite initial skepticism, they believed that climate action wasn’t just a moral imperative but also a lucrative business opportunity.The early days were challenging. Companies had traditionally relied on consultants or carbon offsets, but the idea of investing in specialized software was novel. Yet, Francis and his team persisted, driven by the conviction that climate initiatives could be profitable. Their sales pitch was straightforward yet powerful: “Software to measure, reduce, and report your carbon emissions, because climate action is good for your business.” This message resonated, even in a political environment that seemed indifferent to environmental concerns.Navigating Political Uncertainty
Fast forward to 2024, and Watershed found itself in a different yet familiar position. With the second Trump term underway, the company faced renewed challenges. However, Francis remained undeterred. He emphasized that Watershed’s value proposition hadn’t changed—it was still about helping companies thrive through sustainable practices. In fact, January 2025 marked the company's best month ever in terms of new revenue, signaling that the market was increasingly recognizing the importance of climate action.Francis observed that while public discourse on climate might have quieted down, behind the scenes, companies were more committed than ever. The shift from chief sustainability officers to chief financial officers overseeing climate initiatives underscored this growing seriousness. Enterprises were now treating climate action as a core business function rather than a peripheral concern.Competing with Tech Giants
Watershed’s rapid rise didn’t go unnoticed. Soon, it found itself competing with industry titans like Microsoft and Salesforce, both of which offered similar emissions-tracking services. While these competitors brought significant resources to the table, Francis believed that Watershed’s singular focus on climate action gave it a competitive edge. The company’s product quality, tailored specifically to meet the unique needs of its clients, set it apart.A spokesperson for Salesforce acknowledged the data challenge inherent in sustainability management, emphasizing the need for a unified platform. Meanwhile, Microsoft remained tight-lipped, though its entry into the space validated Watershed’s market potential. Despite the competition, Watershed continued to carve out its niche, serving over 500 clients, including 60 of the Fortune 500 companies.Growth and Scaling Challenges
As Watershed expanded from a team of 100 to nearly 400 employees across San Francisco and London, managing growth became a priority. The company’s success brought higher expectations, especially from large enterprises like Walmart. Delivering high-quality services at scale required not only technological innovation but also organizational agility.Francis prioritized an “old school” approach, fostering face-to-face interactions and collaborative workspaces. This hands-on method allowed for dynamic problem-solving and ensured that Watershed stayed ahead of the curve. The company’s ability to adapt and innovate in real-time was crucial in maintaining its competitive advantage.Reflecting on Milestones and Future Prospects
Looking back, Francis reflected on key milestones, such as securing $100 million in Series C funding and achieving a $1.8 billion valuation. These achievements were a testament to Watershed’s resilience and strategic foresight. Even as some high-profile clients like BlackRock pulled out of climate initiatives, Francis remained optimistic. He noted that many companies were quietly making substantial progress, focusing on actionable steps rather than grandiose pledges.The future of climate action remains uncertain, particularly given the current policy landscape. However, Francis believes that behind-the-scenes efforts are more robust than ever. Companies are increasingly integrating sustainability into their core operations, proving that climate action is not just a passing trend but a fundamental shift in business strategy.Mark Zuckerberg and Priscilla Chan have been a couple for two decades, witnessing significant changes in their fashion choices. From understated business attire to trendy ensembles, their style has evolved alongside Zuckerberg's rise as one of the world's wealthiest individuals. Initially favoring simple and classic outfits, they gradually transitioned to more sophisticated and fashionable looks. As Zuckerberg's career progressed and his net worth soared, the couple embraced bolder and more contemporary fashion statements, reflecting both personal growth and public image considerations.
Through various public appearances, including red carpet events, state dinners, and casual outings, the couple's fashion journey showcases a transformation from traditional elegance to modern chic. This evolution not only mirrors their personal development but also aligns with Zuckerberg's efforts to appeal to younger generations, particularly through strategic fashion choices. Their style has become a reflection of their evolving roles in society and the tech industry.
From Understated Elegance to Trendy Fashion
In the early years of their relationship, Mark Zuckerberg and Priscilla Chan preferred classic and understated outfits that exuded professionalism. They often opted for simple yet elegant attire suitable for formal events. For instance, at the 2014 Breakthrough Prize ceremony, Zuckerberg wore a black tuxedo with a satin tie, while Chan dazzled in a sparkling sleeveless dress in a deep shade of blue. Similarly, during a White House state dinner in 2015, Chan looked elegant in a vibrant red dress with lace overlay, and Zuckerberg stuck to his usual black suit and tie combination.
As time progressed, the couple began to experiment with more contemporary fashion choices. By 2016, they developed a signature style, with Zuckerberg frequently appearing in dark suits and white undershirts, while Chan favored all-black ensembles. The 2018 Breakthrough Prize ceremony marked a turning point, where Zuckerberg donned a sharp black tuxedo with satin lapels, and Chan wore a glitter-covered fishnet overlay over a black sleeveless dress. This shift demonstrated their willingness to embrace bolder and more stylish looks, signaling a new phase in their fashion evolution.
Strategic Fashion Choices Reflect Personal Growth
By 2024, Mark Zuckerberg and Priscilla Chan's fashion sense had fully matured into a blend of sophistication and trendiness. At the UFC 300 event in April, they showcased casual yet cool outfits, with Zuckerberg opting for a white T-shirt and black jeans, and Chan wearing a black blazer as a dress with sunglasses and gold accessories. Later in May, Zuckerberg celebrated his birthday in a graphic tee and gold chain, indicating a more relaxed and youthful approach to fashion. These choices might have been strategic, especially considering Meta's efforts to win over Gen Z.
Their fashion transformation reached its peak at Donald Trump's 2025 inauguration. Zuckerberg matched fellow billionaire Jeff Bezos in a navy suit, white button-down shirt, and deep red tie. Meanwhile, Chan made a high-fashion statement with a baby-blue Bottega Veneta set, featuring a $2,500 wool cardigan and a matching $2,800 skirt, accessorized with chunky pearl necklaces. This ensemble not only highlighted Chan's refined taste but also symbolized the couple's growing influence and status in both the tech and fashion worlds. Through these strategic fashion choices, Mark Zuckerberg and Priscilla Chan have effectively redefined their public image, showcasing a perfect blend of personal style and professional acumen.
In a recent memo, Google co-founder Sergey Brin has suggested that employees working on the company's artificial intelligence projects should aim for approximately 60 hours per week to maximize productivity. This recommendation has sparked debate among workplace experts who argue that extended work hours may not necessarily lead to better outcomes and could instead result in diminished performance and employee burnout. The discussion highlights the ongoing tension between achieving peak productivity and maintaining employee well-being.
Sergey Brin’s Vision for Enhanced Productivity
During a pivotal moment in the tech industry, Sergey Brin emphasized the importance of increased effort from Google’s AI team. In an internal communication dated March 1, 2025, Brin noted that he believes around 60 hours a week represents the optimal balance for productivity. He acknowledged that while some employees might put in more hours, they risk burning out or losing creativity. Conversely, those working fewer hours may not be contributing as effectively to the team’s goals.
Brin’s remarks come at a time when competition in the AI sector is intensifying. He urged employees to be present in the office every weekday to ensure maximum engagement and collaboration. According to Brin, the race for artificial general intelligence (AGI) is accelerating, and Google must ramp up its efforts to stay competitive. However, this approach contrasts with expert opinions suggesting that longer hours do not always equate to higher productivity.
The Debate Over Optimal Working Hours
Workplace experts caution against the assumption that more hours equal greater output. John P. Trougakos, a management professor at the University of Toronto, points out that excessive work hours can lead to errors and reduced motivation. Employees may take longer to complete tasks as fatigue sets in, diminishing overall efficiency. Instead, Trougakos advocates for shorter, focused bursts of work that allow for adequate rest and recovery.
Heidi Golledge, CEO of Jobot, a consulting firm specializing in AI, likens her employees to professional athletes who need downtime to perform at their best. She promotes the concept of "burstable bandwidth," where workers can ramp up efforts during critical periods but also have the flexibility to recharge. This balanced approach aims to maintain high performance without compromising long-term well-being.
A Balanced Perspective on Productivity
From a journalist’s perspective, the debate over working hours underscores the need for a nuanced understanding of productivity. While Brin’s suggestion reflects a strategic push for innovation, it is essential to consider the broader implications on employee health and morale. Companies must strike a balance between fostering a competitive edge and ensuring sustainable work practices. Ultimately, the focus should be on optimizing how time is used rather than simply increasing the number of hours worked. This approach not only enhances productivity but also supports the long-term success and well-being of employees.