
TIME100 Most Influential Companies 2025: LinkedIn
With 1.2 billion members, the world's largest professional network has become an indispensable source for all things career-related. Every minute on LinkedIn, according to the company, 47 people are hired and over 11,000 members apply for jobs. LinkedIn URLs have replaced resumes in many industries. But LinkedIn isn't just the go-to job-hunting site. With the highest engagement rate in 2024 among all major social media platforms (including TikTok and Facebook), the Silicon Valley-based company has continued to dominate partly with a big push for short-form video, now LinkedIn's fastest-growing category. Between last November and January, members spent 36% more time watching videos on the platform compared to the year-earlier period. 'Video is reshaping how we communicate, learn and share ideas on LinkedIn,' CEO Ryan Roslansky posted. 'A 36% increase in viewership isn't about growth, it's a signal and a shift in how professionals engage.' Since Microsoft acquired the company in 2016, LinkedIn's annual revenue has increased almost sixfold to $17 billion—which Roslansky announced with a short video, of course.

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Forbes
16 minutes ago
- Forbes
8 Non-Obvious Reasons Startups Struggle To Fundraise
This article outlines eight less obvious but highly influential reasons startups fail to raise ... More capital — reasons investors notice even when founders don't. Most founders are familiar with the typical reasons why fundraising is challenging: a poor pitch, a small market, a weak team, or a lack of traction. But many funding struggles come from less visible issues - structural, strategic, or psychological problems that don't always show up in a pitch deck. In this article, we outline eight less obvious but highly influential reasons startups fail to raise capital. 1. The Vision Is Too Small Startups often describe what they're building today, not what it could become. A narrow, tactical story may be logical, but investors look for ambition. They want to know: if this works, how big could it be? The reason is simple - startup investors take a large number of high-risk bets. For their investment strategy to work, the successful investments need to be able to pay for multiple unsuccessful ones. In other words, for traditional startup investors, 1.5 ROI simply doesn't make economic sense. A product that solves a clear problem but doesn't hint at a broader market, ecosystem, or category-defining potential is easy to pass on. Founders need to cast a vision that stretches beyond their MVP without sounding delusional. For example, Zoom wasn't just 'video calls with better UI'. It pitched itself as the next platform for enterprise communication, and currently it's pitching itself as 'The AI-first work platform for human connection'. As noted in our startup fundraising checklist, articulating a compelling long-term vision is one of the most important elements of a successful early-stage fundraising strategy. Founders need to help investors imagine what happens if everything goes right — and what the business could become at scale. 2. No Clear 'Why Now' Timing matters. Investors often ask: Why hasn't this worked before, and why will it work now? If your pitch doesn't answer that, it feels like a stale idea. Sometimes, a startup idea is too early - or worse, not early enough. Founders who explain the shift (tech, regulation, behavior, distribution) that now makes their idea viable tend to stand out. For example, Uber only became viable when smartphones and GPS were widely adopted. That was their 'why now.' 3. Lack Of A Founder-Problem Fit Even if the idea is good, investors want to see why you are the person to build it. Founders often fail to show authentic founder-problem fit - a personal connection to the problem, or an unfair advantage in solving it. Generic motivations or vague enthusiasm can undermine otherwise strong pitches. Investors fund people more than ideas. For example, Brex's founders had previously built a fintech company in Brazil ( That experience gave them credibility and insight into building financial products. 4. No Clear Wedge Into the Market A huge market is good. But a startup that tries to tackle the entire market at once often fails to show how it gets its first 1,000 users. A 'wedge' is a focused, practical entry point into a larger opportunity. Without it, founders sound like they're boiling the ocean. For example, Slack started as an internal chat tool for the team that built it, which at the same time was working on a video game. After focusing on Slack, they provided the service to teams with similar profiles to theirs. That was their wedge. 5. Too Many Assumptions Without Evidence Many early-stage startups pitch ideas based on logic, but without proof. If you haven't talked to enough customers, tested demand, or shown willingness to kill assumptions, it shows. Investors don't need traction to write early checks, but they do need evidence of rigor: signals that you're testing, learning, and adapting. 6. The Team Doesn't Look Fundable Investors will rarely say this out loud, but team dynamics matter, especially in early rounds. Red flags include unclear roles between co-founders, a lack of technical depth for a technical product, or no one with go-to-market experience. Teams that look too homogeneous (e.g., all engineers or all generalists) raise concerns. The best early teams balance strong execution with learning speed and a sense of complementary skills. Consider adding a technical advisor, domain expert, or experienced operator if your team has a visible gap. 7. The Deck Doesn't Show А Business Many decks describe a product, but not a company. There's a big difference. Investors want to see how the product becomes a business: acquisition channels, pricing strategy, retention drivers, and competitive advantage. Especially in founder-led seed rounds, it's easy to underplay these topics. But smart investors will dig, and if your unit economics or GTM strategy is vague, you'll lose momentum. A basic revenue model, even if it's mostly assumptions, shows you're thinking like a builder and an operator. 8. Fundraising Looks Like a Backup Plan If it feels like you're fundraising only because other options failed - e.g., you couldn't bootstrap or get acquired - it signals a lack of confidence. Investors want to back people who are raising because they believe funding accelerates their vision, not because they ran out of cash.


USA Today
26 minutes ago
- USA Today
Think Power Solutions Appoints Daniel Helman as Chief Executive Officer
Think Power Solutions , a leading provider of tech-enabled utility infrastructure and field services, announces a key leadership transition as Daniel Helman assumes the role of Chief Executive Officer, effective immediately. This follows the departure of Founder and CEO Hari Vasudevan, whose 12 years of visionary leadership have helped shape the company into a trusted partner across the electric utilities industry. Hari Vasudevan remains an active investor in Think Power Solutions, continuing to support the company's long-term mission. Daniel Helman brings more than 35 years of operational experience to the role, including 20 years in the power generation and construction industry. Most recently, Dan served as Chief Operating Officer of Think Power Solutions for two years, preceded by his tenure as Environmental, Health, and Safety Leader. His deep operational expertise, unwavering commitment to safety, and passion for innovation make him exceptionally well-suited to lead Think Power into its next phase of growth. 'I'm honored to lead this outstanding team into the next chapter,' said Daniel Helman . 'We'll continue to build on the strong foundation Hari created and drive new levels of operational excellence and client success.' Dan's appointment signals continued momentum toward excellence, innovation, and customer-centric service delivery. Under his leadership, Think Power Solutions will remain focused on delivering exceptional value, safety, and performance across its client portfolio. 'We are excited to welcome Dan as our new CEO,' said Lawrence LeBlanc , Chief Financial Officer at Think Power Solutions. 'His proven leadership, operational discipline, and alignment with our values position him to guide the company into a dynamic and impactful future.' To learn more about Dan Helman, visit his LinkedIn . About Think Power Solutions Think Power Solutions is a leading provider of AI-enabled utility infrastructure solutions. The company partners with many of the nation's largest investor-owned and cooperative utilities. Known for its operational excellence, innovative technology, and industry-leading safety record, Think Power has earned a reputation as a trusted partner in the utility sector. With a culture grounded in innovation, excellence, strong employee engagement, and entrepreneurial spirit, Think Power Solutions continues to attract top-tier talent and deliver high-performance services and products that support the evolving needs of the utility industry. For more information visit: Follow us on LinkedIn , X , and Facebook . Sayantan Dasgupta Director Marketing – Brand & Content Think Power Solutions SOURCE: Think Power Solutions View the original press release on ACCESS Newswire


Bloomberg
26 minutes ago
- Bloomberg
Zuckerberg Announces Meta ‘Superintelligence' Effort, More Hires
Meta Platforms Inc. Chief Executive Officer Mark Zuckerberg announced a major restructuring of the company's artificial intelligence group, including a commitment to developing AI 'superintelligence,' or systems that can complete tasks as well as or even better than humans. Zuckerberg wrote Monday to employees that Meta's AI efforts will fall under a new group called Meta Superintelligence Labs, which will be led by Alexandr Wang, the former CEO of data-labeling startup Scale AI, according to an internal memo reviewed by Bloomberg. Wang, whom Zuckerberg called the 'most impressive founder of his generation,' will serve as chief AI officer.