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The founder of financial technology startup Bolt is back at the helm of the companyand hes been busy. Ryan Breslow originally made a name for himself by implementing progressive HR policies such as unlimited paid time off (PTO) and a four-day workweek. However, in 2022 Breslow left Bolt surrounded by a flurry of controversy, including a plan to loan employees money to buy stock options. Since returning, hes been dismantling all the policies that put him on the map as a young CEO, writing that his PTO stance sounds progressive, but its totally broken. In this exclusive interview with Fast Company, the 31-year-old entrepreneur explains how the changes fit into his culture overhaul at Bolt. Paid subscribers will learn: What he discovered about unlimited PTO that led him to change the policy The mistaken assumption employees made about the four-day workweek Where HR was misaligned with Breslows business goals and why people ops isnt Why Breslow feels better than ever about the workplace culture hes creating This interview has been edited and condensed for clarity. Lets start with unlimited PTO. You said the bad employees take too much and the good ones dont take enough. How did you arrive at that conclusion? I just took over the company and Ive been doing a lot of work assessing what is going on at the ground floor: How do we drive performance improvement? How do we drive a higher clip of execution? The first thing I noticed was that even though we [had] unlimited PTO, our A performers werent taking it. Even I was taking time off, because we were running really hard. I found myself having to have conversations with our A players, saying, You need to take time off. And then I saw that our B players, they were taking time off. Clearly, something was wrong, and I wanted to come up with a way to resolve that. (Editors note: The companys current policy is a mandatory four weeks of PTO.) And you also got rid of the four-day workweek? Yes. It was a good experiment. The premise wasnt what most people thought: It was to work extremely hard for four days, and then take three days off. It wasnt just working 20% less. It was working the same amount in four days. But in reality, we realized we need to work Fridays, too. Theres a reason the five-day workweek has become a norm. Were just in a place right now where we need to pick up the pace and work faster and more intensely than we ever have before. We dont have the luxury of taking a day off per week. (Editors note: Bolt clarified that the policy had already been winding down across most teams, but that Breslow officially ended it upon his return.) Did you get any pushback about ending the four-day workweek or unlimited PTO? I didnt get any pushback on reversing the four-day workweek. I think people generally understood that we have a lot of catching up to do as a business. This may be a little biased, but without me being there, we didnt grow as much as we should have, which is why Im back. I think everyone understood why we went back to a five-day workweek. In regards to unlimited PTO, I think this is actually the most well-received people-related, culture-related move Ive ever made. We had overwhelming, positive feedback from employees. Can we also talk about replacing HR with people ops? Aside from the name, how is it truly different? People ops is focused on pushing the business forward. Its focused on streamlining operations. They have objectives around making the company go faster. HR is much more misaligned with the businesss speed and growth and execution, and has developed a culturein my opinionof being comfortable not doing much. We still care about giving folks a place where they can go to raise issues. We still care about fostering a healthy and productive and collaborative workplace, and [employees] can still go to people ops for that, but theyre talking to folks who are more proactive, more operationally driven, more solution-driven. I think naming matters. When the stigma of a certain title can get in the way of that function performing the way we want it to perform, then sometimes you do have to rename a thing. Bolt is named Bolt because were lightning fast. Sometimes getting the name right has a big impact on the energy that the team absorbs. Are there any examples of operations that were eliminated from HR or is it really about this mindset shift? We did part ways with some folks who we didnt think represented people ops and represented the HR energy. They werent moving fast. They werent operationally focused. They were taking too long to implement changes. We kept the ones who were aligned with the people ops vision, energy, and objectives. How do all these workplace changes fit into the larger picture of what youre trying to do at Bolt? Were trying to create a win-win culture where teammates feel empowered . . . to be all-in and work really hard. They feel empowered to take the time off they need. Where the business moves forward, where we dont get stuck in the mud, where we have solution-oriented, future-oriented teams focused on pace and execution. Ive done a lot of experimenting with culture and I really think were landing on a model that I feel better about than ever. How does that culture affect your talent pool? We have way more folks interested in joining than we could possibly hire. We have no talent problem. Weve got a lot of old Bolters who have been pinging us to rejoin. We have people who were there during the three years I was gone saying, Why wasnt Bolts energy like this when I was there? We dont have a talent problem. People are really fired up about the culture.
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E-Commerce
Corporate leaders and billionaires are often viewed as visionaries and wealth creators. But beneath the surface, many are trapped in an invisible financial crisisone rooted not in market volatility or poor investments but in their psychological relationship with money. As a finance professor and editor of the forthcoming book Financial Therapy for Men, I study this often overlooked aspect of financial psychology. Money is far more than numbers on a balance sheetit carries emotional, psychological and social meaning. Peoples relationships with money are shaped by childhood experiences, cultural beliefs, and personal triumphs and failures. This emotional baggage can influence not only their sense of safety and self-worth but also how they manage power and status. The field of financial therapy emerged in the mid-2000s to address these dynamics. Drawing from behavioral economics, financial psychology, family systems theory, and clinical therapy, it aims to help people understand how their thoughts, feelings, and experiences shape financial behavior. Foundational academic work began at Kansas State University, home to one of the first graduate-level programs in the field. Since then, financial therapy has gained traction in the U.S. and globally: Its supported by a peer-reviewed journal and is increasingly integrated into professional practice by financial advisers and licensed therapists. Studies have shown that financial therapy can improve relationships and reduce emotional distress. Yet much of the field focuses on people who are emotionally open and reflectiveneglecting executives, who are often socialized to view themselves as purely rational decision-makers. I think this is a mistake. Research shows that people often project their unconscious anxieties onto markets, experiencing them as mirrors of competence, failure, or control. This means that public valuations and capital flows may carry deeply symbolic weight for corporate leaders. My research suggests that people at the highest levels of wealth and power have deeply complex emotional relationships with moneybut the field of financial therapy has largely overlooked them. This isnt an accident. It reflects a broader assumption that wealth insulates people from psychological distress. In reality, emotional entanglements can intensify with greater wealth and powerand research suggests that men, in particular, face distinct challenges. True inclusion in financial therapy means recognizing and responding to these needs. When distress becomes a leadership crisis In a 2023 studyWhen and why do men negotiate assertively?Jens Mazei, whose research focuses on negotiations and conflict management, and his colleagues found that men become more aggressive in negotiations when they think their masculinity is being threatened. This was especially true in contexts viewed as masculine, such as salary negotiations. In non-masculine contexts, such as negotiations over flexible work and child care benefits, participants werent significantly more aggressive when their masculinity was challenged. On male-coded topics, many men in the study reinforced gender norms by rejecting compromise, using hardball tactics or even inflating financial demands to reassert their masculinity. These behaviors reflect an unconscious need to restore a sense of masculine identity, the researchers suggest. If this reaction occurs in salary negotiations, how might it manifest when the stakes are exponentially higher? Emerging research in organizational psychology shows that financial stress is linked to abusive supervision, particularly among men who feel a loss of control. Further, traits such as CEO masculinity have been linked with increased risk-taking, while female CEOs tend to reduce risk. Together, these findings point to a dangerous intersection of psychological stress, masculinity and executive decision-making. M&A as a masculinity battleground Financial distress doesnt always look like bankruptcy or bad credit. Among powerful men, it can manifest as overconfidence, rigidity, or aggressionand it can sometimes lead to very uneconomical outcomes. Consider the research on M&A. Most mergers and acquisitions are value killersin other words, they destroy more economic value than they createand the field of M&A is deeply male. These two facts suggest that some mergers are driven more by threatened masculinity than by strategic logic. If men become more aggressive in negotiations when their masculinity is threatened, then CEOs and corporate leaders, who are overwhelmingly male, may react similarly when their companies, and by extension their leadership, are challenged. Target companies rarely take a passive approach to acquisition attempts. Instead, they deploy defensive measures such as poison pills, golden parachutes, staggered boards, and scorched-earth tactics. In addition to serving financial goals, these may also act as symbolic defenses of masculine authority. Mergers and acquisitions, by their nature, create a contest of power between dominant figures. The very language of M&Afor example, raiders, hostile takeovers, defenses, and white knightsis combative. This reinforces an environment where corporate leaders may view acquisition attempts as challenges to their authority rather than as just financial transactions. A growing body of behavioral-strategy research confirms that boardroom decisions are often shaped by emotional undercurrents rather than purely rational analysis. While this research stops short of naming it, the dynamics it describes align closely with what Mazei and colleagues call masculinity threat. This has direct implications for corporate M&A. The overwhelming majority of top CEOs are men, and the language of M&A often evokes siege, power struggles and conquest. In such a symbolic arena, acquisition attempts can trigger deep, emotionally charged responses, as the identity stakes are high. What appear to be strategic financial decisions may actually be refexive defenses of masculine authority. On a related note, researchers in behavioral finance have long studied the endowment effect, or the tendency for people to value assets more simply because they own them. While the endowment effect has been studied primarily among retail investors making ordinary financial decisions, it could be particularly important for corporate executives and billionaires, who have more to lose. When combined with threatened masculinity, the endowment effect can produce combustible reactions to declining valuations, missed earnings or takeover bidseven for individuals who remain vastly wealthy after marginal losses. While the research at this intersection is still emerging, the underlying behavioral patterns are well-established. What does financial therapy for the ultrarich look like? Financial therapy for high-net-worth individuals rarely looks like sitting on a couch discussing childhood trauma. Instead, it takes an interdisciplinary approach involving financial advisers, therapists, and sometimes executive coaches. Sessions tend to focus on legacy planning, control issues, guilt over wealth, or strained family relationships. Many high-net-worth men display behaviors that dont look like stereotypical financial distress. These can include compulsive deal-making, emotionally driven investment decisions, workaholism, and difficulty trusting advisers. In some cases, unresolved financial trauma shows up as chronic dissatisfaction and the sense that no achievement, acquisition, or net worth is ever enough. While financial therapy is intended to help individuals, I think it could actually be a tool for global economic stability. After all, when masculinity is threatened in corporate decision-making, the consequences can extend far beyond the boardroom. These actions can destabilize industries, fuel economic downturns, and disrupt entire labor markets. Unchecked financial anxiety among corporate elites and billionaires isnt just their own problemit can cascade and become everyones problem. From this perspective, financial therapy isnt just a personal good. Its a structural necessity that can prevent unchecked financial distress from driving destructive corporate decisions and broader economic disruptions. If financial therapy helps people navigate financial distress and make healthier money decisions, then no group needs it more than male corporate leaders and billionaires. Prince Sarpong is an associate professor at the University of the Free State. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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E-Commerce
It seems the market has spoken when it comes to phones with physical keyboards. BlackBerry exited the mobile hardware business almost a decade ago, and its licensing partners like TCL appear to have given up on the idea as well. For better or worse, the world now largely runs on people typing and swiping words onto glass surfaces. That doesnt mean the loss doesnt sting for the diehards. For some, theres just no substitute for a physical keyboardand thats who Unihertz is hoping to serve with its new Titan 2. Unihertz is a small company based in China that designs extremely niche smartphones. Sometimes theyll have tiny screens, like the Jelly line; sometimes theyll have a rugged build, like the original Titan; sometimes theyll have both, like the Atom. The Titan 2, which is available to order on Kickstarter now, is the companys fourth attempt at a phone with a physical keyboard. {"blockType":"creator-network-promo","data":{"mediaUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/03\/multicore_logo.jpg","headline":"Multicore","description":"Multicore is about technology hardware and design. It's written from Tokyo by Sam Byford. To learn more visit multicore.blog","substackDomain":"https:\/\/www.multicore.blog","colorTheme":"salmon","redirectUrl":""}} A new approach The Titan 2 takes a different approach to Unihertzs previous keyboard-equipped phones, however. The design is much sleeker and feels like a better fit for the kind of professional whos likely to have lingering BlackBerry nostalgiathe original Titan looked more like something youd take onto an oil rig. This is still a fairly hefty phone, at 10.8 millimeters thick and 235 grams with a boxy metal build. But it feels reassuringly solid rather than excessively rugged. The synthetic leather on the back panel is a nice touch, too. At $400, or $269 at current early-bird pricing, you cant expect particularly high-end specs. Theres a MediaTek Dimensity 7300 processor that does the job, and a dual-camera setup that mostly doesnt. The 12GB of RAM, 512GB of storage, and 5,050mAh battery with 33W charging are all pretty standard. [Photo: Unihertz] The screen is really the killer spec here, featuring an unusual 4.5-inch 1440-by-1440 LCD panel. That might not sound huge in an age where iPhones can push 7 inches, but because its squarelike the BlackBerry Passportits much wider than any conventional smartphone. This makes the Titan 2 great for browsing websites and viewing documents, though its less ideal for scrolling through social media. You can switch the screen to a vertical 4:3 window with a swipe gesture, which sacrifices some real estate on the sides but gives a more comfortable experience in apps like X and Instagram. Theres also a secondary OLED screen on the phones back panel, which is largely a gimmickyou can use it with built-in tools like a clock, a compass, or a selfie viewfinder, or add other Android apps yourself to see how they run. If ever youve wanted to watch Netflix on a screen the size of an Apple Watch, now you can. The keyboard Below the main screen, of course, is the keyboard. I was never much of a BlackBerry addict myself, but I do think the Titan 2s keyboard feels great to use. The backlit keys are easy to distinguish from one another and give strong tactile feedback; the surface is also touch-sensitive so you can use it to scroll and swipe through apps. There is something of a learning curve to figuring out how to make the most of the keyboard and use the modifier buttons in combination with the letters, but its fairly self-explanatory and just takes an hour or two of practice. [Photo: Unihertz] One thing I will say about the Titan 2 keyboard is that even after getting used to it, Im nowhere near as fast as I am on a touchscreen. Former BlackBerry obsessives might take issue with this, but even as someone who never uses autocorrect, I still think Im a lot faster using swipe-to-type and word prediction on a touchscreen than I could ever be on a keyboard like this. Tangible feedback But that doesnt mean theres no value to a physical keyboard or no advantage over a touchscreen. I like using manual gearboxes in cars and physical dials on cameras, for example, even though faster automatic solutions exist for both. What they have in common with the Titan 2, or the BlackBerry before it, is the satisfyingly tangible feedback and the sense of intention when you use them. Youre in control. When you press a key on the Titan 2 keyboard, you know whats going to happen. You can feel that you pressed it and see the letter pop up right away. Theres no prediction algorithm to mess up your spelling and much less chance to miss your key altogether. I know my typing nets out slower on this phone than it would on any regular smartphone, but I do spend much less time needing to correct my own copy. Typing on the Titan 2 is a deliberate, involved experience with much less frustration. Not for everyone This phone clearly isnt for everyone. The camera is pretty bad and the software is unpolished. I wouldnt recommend it to anyone who wasnt really sure that they wanted a physical keyboard, and even then it probably makes more sense as a secondary device. But for those peoplethe people who held out longer than anyone else before giving up their BlackBerrythe Titan 2 might just end up as their favorite phone in the world today. Its clearly Unihertzs best take onthe concept yet, and no one else is really trying to compete. {"blockType":"creator-network-promo","data":{"mediaUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/03\/multicore_logo.jpg","headline":"Multicore","description":"Multicore is about technology hardware and design. It's written from Tokyo by Sam Byford. To learn more visit multicore.blog","substackDomain":"https:\/\/www.multicore.blog","colorTheme":"salmon","redirectUrl":""}}
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