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At first glance, it could be the trailer for a new Hollywood blockbuster starring Brad Pitt and Tom Cruise. This was a 2 line prompt in seedance 2, Irish filmmaker Ruairí Robinson clarifies in a caption on X of the 15-second clip, which shows two of the industrys biggest stars locked in a fistfight on a crumbling rooftop, complete with sweeping camera angles and crisp sound effects. This was a 2 line prompt in seedance 2. If the hollywood is cooked guys are right maybe the hollywood is cooked guys are cooked too idk. pic.twitter.com/dNTyLUIwAV— Ruairi Robinson (@RuairiRobinson) February 11, 2026 The viral AI-generated clip has garnered more than 1.8 million views since it was posted on X last week, triggering panic and backlash from Hollywood. Deadpool screenwriter Rhett Reese reposted the video with the message, “I hate to say it. Its likely over for us.” I hate to say it. Its likely over for us. https://t.co/248PmWnEgr— Rhett Reese (@RhettReese) February 11, 2026 Much has been made of the threat AI poses to a range of industries, including Hollywood. From screenwriters to special effects teams, the dawning realization that the latest tools can now produce highly realistic likenesses alongside high-octane production has only deepened the anxiety among already beleaguered industry insiders. Reese expanded on his stance in a follow-up X post: My glass-half-empty view is that Hollywood is about to be revolutionized/decimated. If you truly think the Pitt v Cruise video is unimpressive slop, youve got nothing to worry about. But Im shook. The clip was created using Seedance 2.0, a new AI service from ByteDance, the Chinese company that also owns TikTok, which launched last Friday. Upon its release, X was quickly flooded with clips from others trying their hand at generating their own major motion pictures. An alternate ending to Game of Thrones went viral (it has since been taken down), as did riffs on Spider-Man, Shrek, and more. New Spiderman trailer? Nope, just another scene created seamlessly with Seedance 2.0Incredible stuff pic.twitter.com/v5eJ4pZAo3— 0xMarioNawfal (@RoundtableSpace) February 9, 2026 ByteDance has since promised to tighten the rules governing its new AI tool following intense backlash from Hollywood over copyright concerns. We are taking steps to strengthen current safeguards as we work to prevent the unauthorised use of intellectual property and likeness by users, the company told Deadline. (ByteDance did not immediately respond to Fast Companys request for comment.) Meanwhile, the studio backlash has been swift and severe. Charles Rivkin, the chairman and chief executive of the Motion Picture Association, which represents the major U.S. studiosNetflix, Paramount Pictures, Prime Video & Amazon MGM Studios, Sony Pictures, Universal Studios, The Walt Disney Studios, and Warner Bros. Discoverycalled on ByteDance to immediately cease its infringing activity. By launching a service that operates without meaningful safeguards against infringement, ByteDance is disregarding well-established copyright law that protects the rights of creators and underpins millions of American jobs, he wrote in a statement last week. The actors union SAG-AFTRA has also accused Seedance of blatant infringement, while the Human Artistry Campaign added that, Authorities should use every legal tool at their disposal to stop this wholesale theft. SAG-AFTRA Statement on Seedance 2.0. https://t.co/lbqj1m0AYt pic.twitter.com/Etl8bsj5tA— SAG-AFTRA (@sagaftra) February 13, 2026 Disney, which agreed in a $1 billion deal last year to bring its characters to Sora, the AI companys short-form video platform, also sent a cease-and-desist letter to ByteDance, according to Axios. The letter accused the Chinese company of supplying Seedance with a pirated library of Disneys characters. “We believe this is just the tip of the iceberg,” Disney attorney David Singer wrote, “which is shocking considering Seedance has only been available for a few days.”
Category:
E-Commerce
You may be loyal to United, but the airline really wants you to show your loyalty by carrying around a United MileagePlus credit card or debit card. Chicago-based United Airlines announced a major overhaul to its frequent flyer program on Thursday, with better benefits arriving soon for its cardholders. While the airline cheerily billed the changes as giving travelers new reasons to have one of its credit or debit cards, the changes mean that non-cardholders will soon accrue fewer rewards than they currently do. The biggest change is that starting on April 2, United MileagePlus cardholders can earn up to four times more miles on travel booked with the airline than non-cardholdersand even if the flight wasnt booked with that card. That provision ensures that cardholders, which United deems its most loyal members, still reap more rewards for travel, even if they have to book with a different credit card. As the airline lays out in detail, the changes mean that different tiers of membership status or different cardholders will accrue different rewards for travel. But other changes are also designed to benefit cardholders, including a discount of 10% or 15% on airfare and access to a benefit once reserved to the highest-status members: Saver Award seats for less miles in United Polaris business class. MileagePlus is designed to reward loyalty to United, and our best customers deserve the best benefits in the industry,” Andrew Nocella, United’s chief commercial officer said in a statement. “MileagePlus members can now earn more miles faster with a United cardand every one of those miles will go further with our always-on award ticket discounts and expanded access to Saver Award fares.” STRAIGHT UP INSULT United claims the forthcoming changes to its frequent flyer program will offer cardholders some of the richest rewards among airline or travel credit card programs. But United frequent flyers who dont have a card will likely view the changes as a considerable downgrade because theyll soon earn less on a ticket than they do today. A standard MileagePlus member without status or a credit card currently earns 5 miles per dollar on travel, which will be cut to 3 miles per dollar starting April 2. Cardholders, meanwhile, will earn 6 miles per dollar. Another significant blow to non-cardholders who dont have elite status is that theyll no longer earn miles by booking the airlines basic economy fares. Not only is the scaling back of benefits frustrating to some United flyers, but also how much the airline is pushing its line of credit cards co-branded with JPMorgan Chase. Several Redditors on the r/unitedairlines subreddit lamented that the changes will hurt United frequent flyers who arent U.S. citizens and cantor dont want toget a credit card, with one calling it a straight up insult. Several people also noted that the changes seem to indicate that United cares more about its banking relationship with Chase than flying, with one person saying the airline has essentially become a subsidiary of the bank. Finally, one Redditor who said theyve achieved both gold and “platinum” status levels with the airline purely based on butt-in-seat miles and flights, declared: There goes the last of my United loyalty. CHANGES TO AIRLINE PROGRAMS The travel reward space has become big business in recent years, as credit card companies and airlines individually and collectively try to up the ante to lure customers. But these companies must balance the perks they offer in pursuit of the biggest spenders versus those they dole out to the hoi polloi. Since airlines started teaming up with banks to offer co-branded credit cards, theyve reserved their best rewards for cardholders. Uniteds latest move goes beyond the changes that other airlines have made to their frequent flyer programs in recent monthsand could test the limits on loyalty. United follows competitors Delta Air Lines and American Airlines in stripping the reward benefits for basic economy travel, after those airlines announced the same change in December. Delta also announced increased rewards for people who have one of its credit cards that are co-branded with American Express. Last year, United raised the spending requirements to achieve its premier frequent flyer status. The latest changes to the MileagePlus program have been in the works for about 18 months and are in response to a changing landscape for travel credit cards, as Nocella told CNBC. The company didnt immediately respond to an interview request from Fast Company. In the credit card space in general, a lots changed over the last five to 10 years in terms of the number of travel credit cards that are out there, Nocella said. What Im thinking about as we make these changes for United is to make sure that if you hold the credit card, you put it top of wallet, and then if you dont hold the credit card, theres a reason to get the credit card that seems incredibly compelling if youd like to fly United Airlines and if youd like to have that … trip to Tahiti or to Rome or wherever we may be able to take you. WILL TRAVELERS BE ONBOARD FOR CHANGES? The rewards space has been a bonanza for savvy customers in recent decades, but those freebies come with more and more strings attached. While many companies have opted for the subscription model, leading to subscription fatigue, United may find that theres some pushback in so aggressively tying its sense of loyalty to what credit cards flyers carry in their wallets Its also happening at a time when Americans are increasingly stretched thin financially. Americans had $1.28 trillion outstanding in credit card balances in the fourth quarter, up 5.5% from the same period in 2024, according to figures from the Federal Reserve Bank of New York. Meanwhile, 29% of Americans have more credit card debt than emergency savings and less than half (47%) of Americans have sufficient liquidity to cover a $1,000 emergency expense, according to an annual survey conducted by Bankrate. And the changes to the MileagePlus Program werent embraced by investors in the stock market. As of late Thursday, United shares fell nearly 6%.
Category:
E-Commerce
West Virginias attorney general filed a lawsuit against Apple on Thursday accusing the iPhone maker of knowingly allowing its software to be used for storing and sharing child sexual abuse material. John B. McCuskey, a Republican, accused Apple of protecting the privacy of sexual predators who use iOS, which can sync images to remote cloud servers through iCloud. McCuskey called the companys decisions absolutely inexcusable and accused Apple of running afoul of West Virginia state law. Since Apple has so far refused to police themselves and do the morally right thing, I am filing this lawsuit to demand Apple follow the law, report these images, and stop re-victimizing children by allowing these images to be stored and shared, McCuskey said. The West Virginia attorney general said the state would seek statutory and punitive damages, changes to Apples child abuse imagery detection practices and other remedies to make the companys product designs safer going forward. In the new lawsuit, the state cites a handful of known complaints about Apples mostly hands-off approach to its image hosting service. The biggest concern: Apple finds far fewer instances of online child exploitation than its peer companies do because it isnt looking for them. In a statement provided to Fast Company, Apple pointed out an iOS feature that automatically intervenes when nudity is detected on a childs device. All of our industry-leading parental controls and features are designed with the safety, security, and privacy of our users at their core, an Apple spokesperson said. Apple walks the privacy tightrope The West Virginia lawsuit isnt the first of its kind that Apple has faced in recent years, though it is the first coming from a state. In late 2024, a group thousands of sexual abuse survivors sued the company for more than $1 billion in damages after Apple walked away from a plan to more thoroughly scan the images it hosts for sexual abuse material. In the case, the plaintiffs legal team cited 80 instances in which law enforcement discovered child sexual abuse imagery on iCloud and other Apple products. Most tech companies rely on a tool developed by Microsoft more than a decade ago to automatically scan images they host and cross-reference those images against digital signatures in a database of known child abuse imagery. That tool, known as PhotoDNA, flags those images and acts as the first step in a reporting chain that leads to law enforcement. In the U.S., internet platforms are required by law to report any instances of suspected child sexual abuse material (CSAM) to the National Center for Missing & Exploited Children, the organization that spearheads child abuse prevention online in the country. NCMEC collects tips from online platforms through a centralized CSAM reporting system known as the CyberTipline and forwards those concerns, many collected via PhotoDNA, to relevant authorities. In 2023, NCMEC received only 267 reports of suspected CSAM from Apple. During the same time frame, the organization received 1.47 million reports from Google, 58,957 reports from Imgur and 11.4 million reports from Meta-owned Instagram. Apple appears to know the extent of the problem. We are the greatest platform for distributing child porn, Apple executive Eric Friedman said in an infamous 2020 text message that surfaced in discovery during the lengthy court battle between Apple and Fortnite maker Epic Games. Friedman made the statement in a conversation weighing whether the companys policies are weighted too heavily toward user privacy rather than safety. Apple is known for robust privacy practices that make its products famously safe from potential hackers. Over the years, those same encryption systems have frustrated law enforcement agencies like the FBI who have sought data locked away on iPhones in the course of their investigations. At Apple, protecting the safety and privacy of our users, especially children, is central to what we do, an Apple spokesperson said. We are innovating every day to combat ever-evolving threats and maintain the safest, most trusted platform for kids.
Category:
E-Commerce
By now, the so-called “Staples Baddie” may have crossed your feed with her tutorials and informational videos exploring her workplace. TikTok creator @blivxx, known online as Oblivion, started getting attention in January for highlighting niche services and products offered at Staples. It’s a distinctly Gen Z approach to social media. Videos from Staples Baddie (whose real name is Kaeden) feature ASMR, heavy slang, and an authenticity that has viewers hooked. Comments on Kaeden’s videos range from tame (“Staples better give you your flowers asap” on a January 21 post about business cards) to unhinged (“Staples did my BBL” on a February 6 video about the one-stop shop). Each video is flooded with users sharing that they went to Staples after seeing Staples Baddie’s (unofficial) promo. The influx comes as much-needed relief for the office supplies provider. Staples has been open about its financial struggles in today’s increasingly online shopping-driven economy. But what’s most effective about this kind of influencer marketing is that, well, it isn’t really marketing. Staples Baddie isn’t a paid micro-celebrity; she’s paid, but it’s her wage for working at the store. The creator’s videos are often filmed on the clock, with her sporting the Staples-branded red shirt, lanyard, and name tag, but she’s still found a way to be authentic about what she’s promoting, something that paid collabs with influencers often miss the mark on. Staples Baddie is self-aware, too: In a January 30 video, Kaeden dryly argues that she deserves commission because “[she’s] like the Paris Hilton of Staples.” And Staples seems to agree. Were incredibly proud of our associate, Kaeden, and the passion she brings to her work,” Staples Chief Marketing Officer Bob Sherwin said in an email to Fast Company. “Its been exciting to see the positive response and enthusiasm shes sparked.” As for what’s next, the plan is simple for now. Kaeden will continue to film her content as Staples Baddie, with the support of Staples, which is mutually beneficial for everyone involved. “Weve connected with her to share our appreciation, and we are exploring opportunities to collaborate and continue supporting her creativity and engagement with the community,” Sherwin said in an email. It all makes sense: When an opportunity arises like this one, for a content collaboration with an influencer who actually has a real connection to the brand, well, companies might be wise to support their local baddie.
Category:
E-Commerce
Picture a jazz quartet mid-performance. The bassist anchors the rhythm with meticulous precisionyears of practice evident in every note. The saxophonist, meanwhile, closes her eyes and ventures into uncharted melodic territory, responding to something she heard in the drummers improvised fill three bars ago. What youre witnessing isnt chaos, nor is it rigid execution. Its something far more valuable: the dynamic interplay between discipline and imagination that produces work no one has ever heard before. This is exactly the capability that distinguishes organizations that merely survive disruption from those that shape it. In an era defined by the rapid-fire shifts of the Fourth Industrial Revolution and the ubiquity of AI, many organizations find themselves chasing the prize of innovation without understanding the engine that drives it: creativity. Too often, leaders mistake innovation for a purely technical or systemic process, forgetting that it is actually a human competency rooted in a dynamic tension between two seemingly opposite forces. This is where the WonderRigor method becomes a vital strategic tool for the modern professional. {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2026\/01\/i-16x9-figure-thinking.jpg","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2026\/01\/i-16x9-figure-thinking_0b545c.jpg","eyebrow":"","headline":"\u003Cem\u003EWonderRigor Newsletter\u003C\/em\u003E","dek":"Want more insights, tools, and invitations from Dr. Natalie Nixon about applying creativity for meaningful business results and the future of work? Subscribe \u003Ca href=\u0022https:\/\/urldefense.proofpoint.com\/v2\/url?u=https-3A__figure-2D8-2Dthinking-2Dllc.kit.com_sign-2Dup\u0026amp;d=DwMFaQ\u0026amp;c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM\u0026amp;r=xHenyQfyc6YcuCNMBsOvfYGQILM1d1ruredVZikn4HE\u0026amp;m=F383gnrChFhYKPhcpNHI1hY3o58IHIn_LkB5QJDrs3G5Wfft-DcucUO4UEmGO7GZ\u0026amp;s=JlJm7GyKCJvPW0jyrsfTFtinteKDitN13vfPZiuJnP8\u0026amp;e=\u0022 target=\u0022_blank\u0022 rel=\u0022noreferrer noopener\u0022\u003Ehere\u003C\/a\u003E for the free WonderRigor newsletter at Figure8Thinking.com","subhed":"","description":"","ctaText":"Learn More","ctaUrl":"http:\/\/Figure8Thinking.com","theme":{"bg":"#3b3f46","text":"#ffffff","eyebrow":"#9aa2aa","subhed":"#ffffff","buttonBg":"#6e8ba6","buttonHoverBg":"#3b3f46","buttonText":"#ffffff"},"imageDesktopId":91470060,"imageMobileId":91470061,"shareable":false,"slug":""}} What is WonderRigor? WonderRigor is the ability to toggle between wonder and rigor to solve problems and deliver novel value. Rather than treating these concepts as oppositesthe dreamer versus the doerthe method recognizes them as a chaordic system: a blend of chaos and order that mirrors how creativity actually works in the real world. Wonder is our capacity to exercise awe, to pause, and to ask audacious blue-sky questions like What if? It requires what the Italians call il dolce far nientethe sweetness of doing nothingto allow assumptions to suspend and ideas to marinate. Wonder is the CEO who, instead of immediately optimizing the quarterly report, asks her team: What problem would our customers pay us to solve that we havent even imagined yet? Rigor is our capacity for discipline, deep skill, and time on task for mastery. Its the backstage machinationsthe hard, sweaty work that anchors the wonder and ensures a project actually reaches completion. Rigor is the product designer who spends six months testing prototypes, the financial analyst who builds seventeen iterations of a model before presenting to the board, the writer who revises the same paragraph until it finally sings. Heres the insight that changes everything: rigor cannot be sustained without wonder, and wonder is often found in the midst of rigor. The designer who tests those seventeen prototypes isnt just grindingshes paying close enough attention to notice the unexpected behavior in prototype twelve that sparks a breakthrough. The analyst who rebuilds his model is cultivating the pattern recognition that allows him to see opportunity where others see noise. By intentionally toggling between these two states, individuals and teams can increase their Creativity Quotient (CQ) and navigate the complex, wicked problems that lack linear solutionswhich is to say, nearly every problem worth solving today. The Four Situational Modalities: Which problem-solving persona does this moment require? Theory is useful, but leaders need tools. The WonderRigor method provides four situational modalitiesor personasthat help teams determine how to approach a specific challenge. These are not fixed traits or personality types. Theyre lenses to try on depending on the needs of the moment, the way you might switch between different pairs of glasses depending on whether youre reading a contract or scanning a horizon. 1. Specialize: when precision is the priority The Specialize modality is high on rigor, lower on wonder. You choose it when the situation demands deep expertise, proven methods, and meticulous attention to detail. When to use it: Youre a surgical team performing a complex procedure. Youre an accounting firm closing the books on a major audit. Youre a manufacturing team where a 0.01% defect rate has real consequences. In these contexts, creativity lives in the micro-refinements, the accumulated wisdom of repetitive practice, the ability to execute flawlessly under pressure. The risk: Specialization becomes dangerous when its the only mode you inhabit. The specialist who never lifts her head develops blind spots. She may be so focused on optimizing existing processes that she misses the industry shift that makes those processes obsolete. In practice: A global logistics company had spent years perfecting their warehouse operations. Their specialists could move products with stunning efficiencyand they were completely blindsided when a competitor introduced drone delivery. They had specialized themselves into strategic irrelevance. The solution wasnt to abandon specialization, but to create deliberate moments where specialists stepped out of their expertise to explore adjacent possibilities. 2. Hack: when speed trumps perfection The Hack modality prioritizes expediency over polish. Youre working with what you have, moving fast, and tolerating imperfection in service of momentum. When to use it: Your startup needs a minimum viable product by next week. Your team faces an unexpected crisis that requires immediate workarounds. The market window is closing and good enough today beats perfect in six months. The risk: Hack mode can become an addiction. Teams that never leave it accumulate technical debt, cut corners that eventually collapse, and mistake activity for achievement. The quick fix becomes the permanent solution, which becomes the source of next years crisis. In practice: During the early pademic, restaurants had 48 hours to pivot to takeout-only models. This was hack mode at its best: owners repurposing parking lots, creating menu items that traveled well, cobbling together delivery partnerships. The restaurants that thrived, however, were those who eventually transitioned out of hack modewho took what they learned during the scramble and systematized it through specialization, or reimagined it entirely through invention. 3. Provoke: when you need to blow up the status quo The Provoke modality sits high on wonder, lower on rigor. Its characterized by audacious, imaginative thinking that shakes others out of their assumptions. When to use it: The team is stuck in groupthink. Everyone is optimizing a business model that may not deserve to exist. The organization has been asking the same questions for so long that no one notices theyre the wrong questions. The risk: Without rigor to ground it, provocation becomes loosey-gooseyexciting conversations that never translate into action. The perpetual provocateur can damage their credibility if theyre seen as someone who loves to challenge but never builds. In practice: When streaming was still a radical concept, the provocateurs inside Netflix asked: What if we put ourselves out of business before someone else does? That questionwhich seemed absurd to a company making billions from DVD rentalscreated the space for transformation. But the provocation only mattered because Netflix also had the rigor to execute on what the question revealed. 4. Invent: the synthesis that creates new markets The Invent modality is where wonder and rigor achieve balance. Its the space of the true thought leader, the market creator, the person who shapes categories rather than competing within them. When to use it: Youre not solving an existing problemyoure defining a new one. Youre creating a product that customers dont yet know they need. Youre building something that will make your current offerings obsolete. The requirement: Invention demands that youve spent equal time in the trenches working out kinks and in the clouds dreaming audaciously. You cannot skip directly to this modality. The inventor has done the reps; she has the intuition that only comes from deep practice combined with broad curiosity. In practice: When Apple introduced the iPhone, they werent improving existing phonesthey were inventing a new category. But that invention was only possible because Apple had spent years both specializing (obsessive attention to industrial design, user interface) and provoking (asking what a computer in your pocket really meant). The iPhone felt right because it balanced high expertise with sharp intuitionthe hallmark of the Invent modality. Putting it together: the art of situational toggle The power of WonderRigor lies not in finding the right modality and staying there, but in developing the situational awareness to know which lens the current moment requiresand the agility to shift when circumstances change. Consider a product development team working on a major launch. In the early ideation phase, they might operate primarily in Provoke mode: challenging assumptions, asking heretical questions, exploring possibilities that seem impractical. As concepts solidify, they shift toward Hack mode: quickly prototyping, testing rough versions, building momentum through iteration. As the launch approaches, Specialize mode takes over: refining details, ensuring quality, executing with precision. And throughout the process, the best teams maintain awareness of when they might be ready for an Inventiona leap that transcends iteration. The trap that most organizations fall into is getting stuck. They specialize forever, never questioning their approach until disruption forces them to. They hack indefinitely, accumulating shortcuts that eventually collapse. They provoke without building, mistaking critique for contribution. Or they attempt invention without earning ittrying to leapfrog into thought leadership without the rigor foundation that makes real invention possible. Think like a jazz musician Return to that jazz quartet. What makes their performance compelling isnt just the technical skill (though they have it) or the bold improvisation (though they do that too). Its the togglingthe bassist who knows when to lock into a steady groove and when to take a melodic risk, the saxophonist who has practiced scales for thousands of hours precisely so she can forget them in the moment of creation. This is what WonderRigor offers the modern professional: not a rigid framework, but a practiced flexibility. The ability to move between discipline and imagination, between execution and exploration, between the known and the possible. In a business landscape where yesterdays expertise can become tomorrows liability, this capacity to toggle isnt a nice-to-haveits the fundamental skill that separates those who shape the future from those who merely react to it. The next time you face a complex challenge, dont ask Whats the solution? First ask: Which modality does this moment require? Then be prepared to shift as the music changes. {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2026\/01\/i-16x9-figure-thinking.jpg","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2026\/01\/i-16x9-figure-thinking_0b545c.jpg","eyebrow":"","headline":"\u003Cem\u003EWonderRigor Newsletter\u003C\/em\u003E","dek":"Want more insights, tools, and invitations from Dr. Natalie Nixon about applying creativity for meaningful business results and the future of work? Subscribe \u003Ca href=\u0022https:\/\/urldefense.proofpoint.com\/v2\/url?u=https-3A__figure-2D8-2Dthinking-2Dllc.kit.com_sign-2Dup\u0026amp;d=DwMFaQ\u0026amp;c=euGZstcaTDllvimEN8b7jXrwqOf-v5A_CdpgnVfiiMM\u0026amp;r=xHenyQfyc6YcuCNMBsOvfYGQILM1d1ruredVZikn4HE\u0026amp;m=F383gnrChFhYKPhcpNHI1hY3o58IHIn_LkB5QJDrs3G5Wfft-DcucUO4UEmGO7GZ\u0026amp;s=JlJm7GyKCJvPW0jyrsfTFtinteKDitN13vfPZiuJnP8\u0026amp;e=\u0022 target=\u0022_blank\u0022 rel=\u0022noreferrer noopener\u0022\u003Ehere\u003C\/a\u003E for the free WonderRigor newsletter at Figure8Thinking.com","subhed":"","description":"","ctaText":"Learn More","ctaUrl":"http:\/\/Figure8Thinking.com","theme":{"bg":"#3b3f46","text":"#ffffff","eyebrow":"#9aa2aa","subhed":"#ffffff","buttonBg":"#6e8ba6","buttonHoverBg":"#3b3f46","buttonText":"#ffffff"},"imageDesktopId":91470060,"imageMobileId":91470061,"shareable":false,"slug":""}}
Category:
E-Commerce