Worth Magazine

The rise of global temperatures has made oppressive summer heatwaves an annual occurrence, and for many Americans, air conditioning is no longer optional. But as scorching temperatures bear down on the U.S. once again this week, affecting more than 250 million people across the country, some are suddenly being forced to share the precious cool air with data centers that have popped up in their towns to power the breakneck build-out of artificial intelligence technology.

I still remember the sound of summer when my kids were growing up: the screen door banging shut all day long as they raced outside to grab a baseball glove or popsicle, hop on a bike, or just disappear into the neighborhood until dinner. Back then, those constant trips through the door were the sounds of curiosity and adventure. Every family probably had its own version of this soundtrack, with sprinklers clicking across the lawn and the laughter of kids stretching every minute of daylight.

The private club scene has undergone a remarkable transformation in recent years, shifting its traditional exclusivity to embrace a younger, more diverse membership base. With the rise of a new generation of professionals seeking connection and “bucket-list” experiences, private clubs worldwide are redefining themselves to stay relevant and appealing. This shift is not just about luxurious amenities and exquisite spaces; it’s about lifestyle.

Like a lot of elite athletes, Lisa C. Willis has always kept a playbook in her back pocket. A self-proclaimed “high performing introvert,” the former WNBA star and UCLA Hall of Famer spent her career looking inwards—and has built her second act, off the court, teaching others to do the same. She isn’t a therapist, and she’s careful to say so. Willis is a mental performance coach, working the stretch of road where success starts to feel less like a peak and more like a plateau.

In 2002, Washington State investment manager Thomas Hanly, a native of Montana, decided he was ready to fulfill his childhood dream of owning a ranch. He wanted rolling grasslands, live water and mountain views, and searched the big-sky state until in 2002, 2003 and 2004, he bought three adjacent ranches totaling 1,300 acres and bordering national forest on two sides. Then the real work began.

Arjun and Neha were cofounders of a successful construction supply company in Denver, Colorado and had dedicated much of their lives to building the business. While they knew they would sell the business someday, and had received letters of interest from several private equity firms, as they approached a traditional retirement age they felt some hesitation around how and when to do so. Maintaining their lifestyle beyond the sale of their business was a top priority for the couple.

Artificial intelligence has quietly become a standard tool in the affluent investor’s kit. What it has not become is the decision-maker. That is the central finding of new global research from HSBC, which surveyed nearly 10,000 affluent and high-net-worth individuals across 10 markets. Finance and investment now rank as the single most common use of AI among respondents—73% reach for it there, ahead of work and career (62%) and personal development (60%).

The dynamo is having a moment. I’ve heard the story of the electrified factory three times in the last week, twice from a conference stage and once in a pitch deck. Joe Reis told it well on his Substack in April. The moral is always the same: factories bolted electric motors onto steam-era buildings and got nothing, so don’t bolt AI onto steam-era workflows. Recognizing this can empower you to lead change effectively.

In January 2022, Hong Kong billionaire Sir Michael Kadoorie paid nearly double the market price to increase his family’s stake in The Hong kong and Shanghai Hotels, Limited from approximately 60% to 72.4%. This $337 million investment underscores their commitment to the company’s long-term growth and strategic positioning, especially as the stock surged 20% on the news despite years of trading at a discount to net asset value. The Kadoories are doubling down on their vision for Peninsula Hotels.

The longevity industry has been missing the point. An industry-wide fixation on adding years has quietly crowded out a more important question: What good is more time if the quality of those days keeps eroding? That question is what separates longevity from healthspan. Longevity asks how long we can live. Healthspan asks how well. And for most people, the second question turns out to be the more meaningful one.