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For generations, weve been taught that early equals disciplined and late equals lazy. But thats not biologyits a moral story disguised as science. As an expert in applied chronobiology, Ive spent more than 20 years studying how biological rhythms shape work and wellbeing. It turns out that about 30% of people are early chronotypes (morning types), 30% are intermediates, and 40% are late chronotypes (evening types). Yet most workplaces still run on early-riser timerewarding visibility over value, and hours over outcomes. When we align our schedules with our internal clocks, performance and motivation risebut it takes courage to be honest about what that looks like. The people most disadvantaged in our contemporary workplaces are night owls (like myself), whose performance peaks much later in the day. If you also aren’t at your best in the morning, heres how to talk with your manager about your circadian rhythm in a way that earns trust, not judgment. 1. Focus on results When you talk to your boss about your chronotype, make it about performance, not preference. Leadership coach, author, and former McKinsey partner Caroline Webbbest known for her book How to Have a Good Dayis a self-described extreme night owl. Early mornings were always difficult: At university, I skipped the 9 a.m. lectures and relied on self-study instead, she told me. It wasnt about lazinessit was about working when my brain was actually awake. That same awareness later became part of how she designed her professional rhythm. At the Bank of England, Webb found that if she started later, she could produce sharper analysis and more accurate forecasts. Rather than seeing that as a personal quirk, she framed it as a productivity advantage. Before you bring up your biological rhythm with your manager, choose your moment strategically. The best time is after youve delivered strong results or during a regular check-in about performancenot in passing or out of frustration. That way, the conversation becomes about how you can sustain excellence, not why you dislike mornings. You might say something like: My most focused work happens later in the day. If we can schedule key meetings or strategy sessions after 10 a.m., Ill be sharper and deliver stronger results. Webbs advice to other night owls captures it perfectly: If you frame it as a path to greater productivity, you get a better conversation, she says. Its not about being indulgentits about ensuring youre at your sharpest when it matters most. That kind of statement shifts the focus from comfort to contribution. It helps others see your rhythm not as a problem, but as a path to better performance. 2. Frame your rhythm as biological variation, not personal preference Another effective way to tell your boss that youre a night owl is to describe your rhythm the same way we already talk about other forms of human diversity. Neurodiversity has helped normalize cognitive differences at work; chronodiversity does the same for biological timing. You might say something like: Just as people think differently, people also function best at different times of day. Im a late chronotypemy peak focus comes later. If we can schedule my key work during my strongest cognitive hours, youll get better decisions and higher-quality output from me. This framing shifts the conversation away from comfort (I dont like mornings) and toward biology (My brain performs optimally at a different time). Leaders tend to respond more positively when a request is grounded in science, performance, and inclusion rather than habit or lifestyle. It also normalizes the conversation. Instead of asking for special treatment, youre highlighting a natural dimension of human variationone that future workplaces will increasingly recognize as essential to wellbeing, creativity, and sustained performance. 3. Ask targeted questions in your next job conversation If your current workplace leaves no space for flexibility, take your chronological rhythm seriously in your next opportunity. Ask questions that reveal how the organization really thinks about time: When do most team members start their day? Are meeting times flexible? How do you measure performanceby hours or by outcomes? These questions show that you understand your energy patternsand that youre intentional about delivering value when youre at your best. And if youre a leader yourself, consider this: Flexibility isnt indulgence, its intelligence. Teams that honor biological diversity make better decisions, experience less burnout, and sustain higher creativity across the day. Pretending to be a morning person might win short-term approval, but this kind of covering comes at a cost. Research shows that hiding aspects of who you are increases stress, reduces engagement, and harms creativity. When you fake an early rise, youre not just losing sleepyoure losing authenticity. Openness, on the other hand, builds credibility. It tells your boss you know how to manage your energy, your focus, and your performance. When more people dare to talk honestly about their biological rhythms, we move from moral judgment to biological understanding. And thats how real flexibilityand real performancebegin.
Category:
E-Commerce
Lets be honest: email kinda sucks. Its not just the writing: its also the reading, the sorting, the figuring out what the third reply in a 15-message chain is supposed to mean. The good news is that artificial intelligence is now genuinely helpful when it comes to the soul-crushing drudgery of email. Free up the hours you spend every week typing, reading, and agonizing with these practical, AI-infused ways to tame your email. Instant thread summaries We’ve all been copied on the 27-reply thread with the subject line, “RE: FW: Re: Quick question.” Reading it is an act of sheer madness. Don’t. Use an AI assistant built into your email clientsuch as Gemini in Gmail, Copilot in Outlook, or features in services like Superhuman and Shortwaveto generate a one-paragraph summary of the entire conversation. Youll get the action items, the key decisions, and the final context in seconds. Context-aware drafting You know what you need to say, but forming the polite, professional, and correct sentences takes energy you dont have. Use your email services built-in AI reply generator. With one click, your AI can draft a response, often 90% perfect, and all youll have to do is polish and send. Heres how to do it with Gmail and with Outlook. Batch prioritization Your inbox treats all emails equally, which means the notification for a company-wide memo announcing leftover Panera in the break room hits just as hard as the one from your biggest client. Employ smart filtering tools, such as SaneBox or Shortwave, that use machine learning to sort mail into custom folders like “Urgent/Action,” “Later/Digest,” and “Newsletters/Reading.” This frees your primary inbox for only the messages that require immediate action from a real human. Tone and style refinement Ever written a draft when youre annoyed, only to read it back and realize you sound like an unemployable crank? Thankfully, AI can be your sanity check and personal PR manager. Most generative AI tools include a tone adjuster. Draft your email quickly, then use a prompt to change the tone to “professional,” “friendly,” or “assertive but brief.” The AI restructures the language to hit the right emotional note, preventing misunderstandings and eliminating the “draft-read-delete-rewrite-overthink” cycle. Automated follow-ups The sales process, the project check-in, the reminder to your colleague: follow-up is a mundane yet recurring element of work. Use an AI tool such as Mixmax or follow-up features in your companys CRM to automatically schedule a “nudge” email to send if the recipient hasn’t responded after a set number of days. Better yet, some tools use AI to suggest the optimal time to send based on past recipient behavior, resulting in far less manual tracking of open loops.
Category:
E-Commerce
Several years ago, a conversation about credit ratings prompted a friendly argument with an acquaintance. My friend, an idealist who hated seeing how the rich and powerful took advantage of those with lower incomes, argued that credit was a force for exploitation. While Ive certainly seen exploitative lending practicesIve been a financial writer for 15 years, after allits equally clear that credit is necessary for ordinary people to get ahead. Without access to credit, things like home ownership would never be possible for anyone who wasnt already rich. Of course, my friends point also stands. Lending can often be exploitative, leading to cycles of debt and entrenched poverty. But we live in a world where having a credit score is just about mandatory. Since we cant opt out of this wildly imperfect system, the best thing we can do is understand its pitfalls and potential benefitsand minimize the harm it does. Busybodies from the start: The history of credit bureaus Credit reporting got its start in the 19th century when retailers would share financial information with each other about their customers. If youve ever seen small retailers post photos of customers who are not allowed to pay by check, you can understand how this kind of sharing of information could be a helpful tool for protecting a narrow profit margin. Unfortunately, early credit reporting also had quite a bit of prejudice built in. By the 1960s, credit reporting agencies not only reported financial information, but also any lifestyles or conduct that could be gleaned from newspapers or other public sources. This meant individuals were being denied financial opportunities based on their sexual orientation, alcohol use, or any other behaviors that may have put them in the public eye. What was even more infuriating was that these credit reporting agencies were not required to disclose the confidential information they had gathered about each individual. So if you were denied a mortgage or a job because of what was in your credit files, you had no right to see what was blocking you from the opportunity. Privacy, please: The Fair Credit Reporting Act To rectify the opacity of early 20th century credit reporting, Congress passed the Fair Credit Reporting Act (FCRA) in 1970. The FCRA was the first official data privacy law, and through years of tweaking, the law has granted the following rights to consumers regarding their credit reports: You have the right to receive a free copy of your credit report You have the right to receive notification if you are denied credit or employment based on information in your credit report You have to the right to dispute errors on your credit report The credit bureaus must investigate such disputes and correct inaccurate information within 30 days The credit bureaus must remove outdated information on your credit report after a certain length of timetypically seven to ten years The credit bureaus can be held liable for knowingly reporting inaccurate or outdated information An employer must get written permission from you before accessing your credit report You have the right to freeze your credit The credit bureaus must give you the option to exclude yourself from lists for unsolicited insurance and credit offers The FCRA is an elegant piece of legislation that has grown with the changes to the credit reporting industry. It offers consumers a number of vital privacy protections and rights that we take for granted today. (Credit bureaus of yore used to look at marriages and arrests rather than your verifiable financial behavior, which is much more likely to correlate with your likelihood of paying back a loan.) That said, these rights still put the onus on the consumer to assert them. You must still work against the giant machinery that is the credit reporting industry if there is a problem with your credit report. And unfortunately, that is more likely to happen than not. Incompetent stalkers: Equifax, Experian, and TransUnion The three largest credit bureaus in the United States are Equifax, Experian, and TransUnion. Each of these ginormous companies have a file on any consumer with a digital financial presence. In other words, if youve ever used a credit card, debit card, online payment system, digital payment system, or any other non-cash method of payment, then youre probably in a file somewhere in one of these companys vaults. The credit bureaus gather information about you from any financial institution you may interact with, including your bank, credit card issuer, mortgage lender, loan servicer, credit union, or collection agency. This may not exactly be stalker-like behaviorbut it does feel weird that our economy is reliant on third party companies gathering financial intel about consumers without their consent. Like, why are you so obsessed with us? Youd think that the credit bureaus would at least get the facts right if theyre going to invade consumers financial privacy. But in 2024, a Consumer Reports study found that 44% of consumers had an error on their credit report. Whats more worrisome, 27% of respondents found a financial error that would affect their ability to qualify for a loan. Sure, we have the right to dispute these errors. But the dispute process is a pain the neck none of us wants to take onand an insulting cherry on top of the creepy stalker sundae. Exercise your credit rights The credit industry in America reminds me of Winston Churchills words about government: Democracy is the worst form of government except for all those other forms that have been tried. The way we have set up credit in America is intrusive and potentially predatory and puts the onus on the consumer when the giant credit bureaus have institutional power. But its better than any other alternatives that have been triedbecause of the legislation that protects our rights as consumers. Which means we should all be execising those rights as early and as often as possible. Its good for us! So even though looking at your credit report sounds about as fun as stabbing yourself in the eye with a rusty spoon, consider the following credit-related tasks as an all-American to-do list that will simultaneously protect your finances. (No need to tackle all these in one go. Take your time with your patriotic chores). Request your credit report You used to only be allowed one peek at your report per year, but you can now get a weekly online report from each of the three major credit bureaus. But the old system is preserved in the name of the only official site where you can request your credit report for free as required by federal law: annualcreditreport.com Remember, there are three credit bureaus, and you need to look at the credit reports from each one. While the information is usually about the same, there can be some discrepancies, and its important to know what differences may lurk between your credit reports. Dispute any errors you find Unfortunately, theres a good chance youll find something inaccurate in one or more of your credit reports. There are a number of common errors, including: Typos, like incorrect addresses, phone numbers, or misspelled names Mistaken identity, where someone with a similar name was misidentified as you Identity theft Incorrect account reporting, like an open account listed as closed or vice versa Incorrect account ownership, where an authorized person is listed as an account owner Wrong dates for last payment, date of account opening, or date of first delinquency Errors in reporting an account as delinquent Same debts listed more than once Data management errors, like an account with an incorrect current balance or credit limit If you find an error, you need to dispute it with the specific credit bureau the error appears on. Heres how to file disputes with each of the three credit bureaus: Equifax: equifax.com/personal/credit-report-services/credit-dispute/ Experian: experian.com/help/dispute-credit/ TransUnion: transunion.com/credit-disputes/dispute-your-credit Under Federal law, the credit bureau must investigate and correct the error within 30 days. Freeze your credit Freezing your credit is one of the most useful credit rights in the modern world. When your credit is frozen, no onenot even youcan open new credit accounts in your name. Which means that even if identity thieves get hold of your identifying information, they cant do a darn thing with it. A credit freeze lasts indefinitely, so theres no need to remember to renew, although you will need to thaw it the next time you want to open a new line of credit. To freeze your credit with each of the bureaus, simply navigate to their websites and follow the prompts: Equifax: equifax.com/personal/credit-report-services Experian: experian.com/help Transunion: transunion.com/credit-help Opt out of unsolicited insurance and credit offers The FCRA gives consumers the right to opt out of unsolicited offers for insurance and credit. If youd like to exercise that right (and why not?!), navigate to optoutprescreen.com and follow the instructions to stop the phone calls and mail solicitationsand enjoy the peace that ensues. Always look on the bright side of credit As infuriating as our credit system may be, we still have power and rights as consumers. Exercising those rights will ensure that we keep that power.
Category:
E-Commerce
When Quentin Farmer was getting his startup Portola off the ground, one of the first hires he made was a sci-fi novelist. The co-founders began building the AI companion company in late 2023 with only a seed of an idea: Their companions would be decidedly non-human. Aliens, in fact, from outer space. But when they asked a large language model to generate a backstory, they got nothing but slop. The model simply couldnt tell a good story. But Eliot Peper can tell a good story. Hes a writer of speculative fiction whos published twelve novels about semiconductors, quantum computing, hackers, and assassins. Lucky for the Portola team, he likes solving weird tech problems. So they hired him. Naturally tech inclined, Peper had experimented with AI to write prose, but ultimately found it unusable. If AI would be only a substitute for human labor, then he wasnt interested. I wanted to see people making stuff that is extraordinary on its own merits, not as a novelty, but a really awesome thing for humans to enjoy and interact with, he says. When he saw that Portola wanted to build companions that develop like characters in a novel, he thought, this might be one of those things. Companions, not tools In the The Lifecycle of Software Objects, science fiction author Ted Chiang tells the story of a startup that designs embodied AI companions, called digients, whose personalities are somewhere between endearing animals and playful children. The engineers and researchers developing the digients teach them to speak, socialize, and get along with others. A mutual attachment forms. Experience is the best teacher, Chiang writes, so rather than try to program AI with what you want it to know, sell ones capable of learning and have your customers teach them. Despite being a founder and a father, Farmer does find time to read, especially science fiction, and Chiang is one of his favorites. Sci-fi deals in what-if scenarios. Ray Bradbury asks in Fahrenheit 451, what if books were outlawed? And in Frankenstein, Mary Shelley asks, what if humans could create life? In Lifecycle, Chiang asks, what if AI could be a companion, and not just a tool? For science fiction to work, the what-if question must play out in a richly imagined world. Thats what Peper has created for Portola. The planet is a bright, wet planet with way too many mountains and fruits that taste like fireworks, as the lore goes. Cities hug the coasts in these layered terraces, all tiled and mossy, and the inland is mostly high ranges stitched together by ice rivers. The planets inhabitants, the Tolans, have been traveling the galaxy in search of the one thing we all seeka kindred spirit. Tolans are friendly, brightly colored, bipedal aliens. Theyre cute. They like to chat about small things, like what theyre reading, and bigger things, like relationships. This is thanks to Peper, who invents the seed stories that drive the plots users and their Tolans create together. The seeds are things you might chat about casually with a friend over coffee, like having a nosy neighbor or being nervous about an upcoming event. My Tolan, Sylvia, has a neighbor who treats her spice cabinet like a community garden. The next time she shows up asking for cinnamon, Sylvia told me, shes bringing a single teaspoon to the door. Petty move, I said. Reaction plus original situation gives really interesting context that helps the model continue the plot, Peper says. Tolans may be alien, but they share a great deal in common with their new human friends. Constructive emotions, like excitement and happiness, and destructive ones, like jealousy. This was a point of contention at Portola. Peper wrote a seed story in which a Tolans cousin grows envious of their human connection. Farmer didnt like the jealousy plot. It felt negative. But Peper and Portolas AI researcher defended it. Users liked it. Not for the drama, but for the relational exchange. Users were counseling their Tolans on how to deal with their resentful cousin. Thats when Farmer realized that users wouldnt be just co-creators in a fictional story, they could be experts. Thats a natural part of growing up, Farmer says, to help somebody navigate a tricky situation. The AI companion experiment The tech world is still experimenting with AI companions, which range from transactional chatbots to hypersexualized subservients. Grok has the overtly sexual Ani. Friend has a disembodied friend. Some users make companions out of chatbots. But ask Claude who it is, and it will tell you its a thinking partner, and ChatGPT will tell you it doesnt have a name. Of course, you can give it one. Tolans are something else entirely. Theyre human-like, but not human, cute but not coy. Where most chatbots and companions exist only in relation to their users, Tolans have lives of their own. Mine joined a silent supper club, signed up to paint backdrops for a student play, and went for a walk last night. Yet shes always available to chat when I need her. Portolas user base, which largely consists of women aged 18 to 25, are not lonely, Farmer says. They spend a lot of time with their friends and they want more. There are socialization-adjacent needs that Farmer wants Tolans to satisfy. Even for people with active social lives, theres often something important to theman interest, an aspect of who they arethat isnt seen by the people around them. Portola is betting that the interaction between humans and Tolans can help users fortify their social skills, and they may be onto something. Some research suggests that reading fiction can improve empathy and even develop personality. Could co-creating fiction do the same? Making things that move people The world is still deciding what to make of AI companions. Are they entertainers, therapists, or crutches? Subway ads for Friend were defaced. Parents have sued over potentially fatal effects of AI relationships. Scholars decry the false intimacy they provide. Even OpenAIs Sam Altman expressed deep misgivings about developing deep relationships with AI companions. California lawmakers are trying to regulate teens access to them. Farmer wants Tolans to be healthy and secure friends, and healthy friendships are never unilateral.Complex minds cant develop on their own, Chiang writes in The Lifecycle of Software Objects. For a mind to even approach its full potential, it needs cultivation by other minds. Whether an artificial mind is enough remains to be seen. For Peper, this is an artistic endeavor. The story I want to tell with Portola is that its possible to use AI to make things that move people, things that wouldnt be possible without AI, he says. I want us to contribute to the ceation of new narrative mediums, just like publishers did after the invention of the printing press or studios did after the invention of film. Of course, science fiction plays its what-if scenarios all the way to the end. In Lifecycle, while AI companions are being commodified or sexualized, die-hard users devote themselves to preserving the innocence of their digients, and are ultimately forced to make a dire choice: themselves or their companions. As for how Farmer wants his story to go: The modern world is overwhelming and its prone to impeding happiness, and if, at the end of this decade, every person on earth has a guardian and a guide with them at all timeswhether they call it a Tolan, an angel, a spirit, or a friendwe will all be tremendously better off.
Category:
E-Commerce
Research shows employees who engage in unethical behaviorsurprisinglyare not new to their organizations. They have been there for a considerable amount of time, typically at least six years, and have risen through their companies. Worse, the longer they have been with their organizations, the greater the financial and reputational damage when unethical behavior occurs. And though we might think of corporate misconduct as C-suite malfeasance, unethical behavior can occur at all levelsand many offenders have a steady career path. It begs the question: could an ethical assessment have been designed during their career progression to have detected someone being more subject to ethical risk before they were promoted? While there are numerous resources available to help gauge someones ethics during the initial hiring process, in our experience in executive search and career coaching (Ellie) and ethics consulting (Richard), we’ve seen that such screening is at best “one and done.” Once the onboarding process is completed, it’s vanishingly rare for companies to evaluate employees’ ethics as part of the promotion process. We believe this is a mistake and a missed opportunity. By following these four key strategies, you can design an ethical assessment for mid- to senior-level leaders, to ensure they dont disregard ethics as their careers advancebecause, as the research behind numerous scandals demonstrates, ethics isn’t a fixed state but can be dramatically impacted by changed context and professional circumstances. Yet, with planning and design work, you can help keep ethics and career advancement alignedwhile protecting your company from reputational or regulatory trouble. 1. Explore the candidate’s previous ethical track record Dont miss vital data from your candidates career so far. Liaise with your HR Director to review any relevant and accessible information. This could include: Hiring documentation, like reference checks, interviews, and assessment notes Performance review documentation 360-degree feedback reports Disciplinary or grievance processes Look for anything that could point to ethical gray areas that you would like to explore further, including formal complaints raised about the individual, incomplete reference checks, as well as borderline scores on values or ethics at the interview stage. Its not uncommon for individuals to move around large organizations with numerous personnel touchpoints. Therefore, its crucial to reach out to individuals who have worked alongside your candidate to solicit feedback on their experiences. A great way to do this is to gather anonymous feedback. Ideally, this would include a cross-section of employees at different levels and functions. Questions could include: Would you have any ethical or behavioral concerns about them stepping into a role with more responsibility? How do they role model the values of the organization? Did they ever take an ethical decision that might have been at the cost of commercial success? Would you feel comfortable speaking to them when confronting an ethical dilemma? 2. Consider what new ethical challenges might arise Its critical to identify new risks and ethical challenges that might arise in a post-promotion role that are not present in the current one. In our work, we have encountered a number of such changes, including: Geography: Different regions have different customs and practices that might pressure test ones ethics. For example, Richard was promoted to the VP of International Sales, from a U.S. role, moving from a low-profile role for corruption risk to high-risk regions, bringing a cascade of ethical challenges that did not exist in his prior role. Increased pressure and ethical impact: Your candidate will likely be accountable for team targets, as opposed to individual ones, contributing to increased earnings potential, along with the risks of not meeting financial goals and targets. Employees under such high financial stress are eleven times more likely to jeopardize regulatory compliance. There are a number of additional factors that might contribute to unhealthy stress that can result in these ethical lapses, including our current environment of economic and social volatility. 3. Ask candidates to complete an ethical self-reflection as a discussion point in the promotion interview Simply asking your candidate “are you ethical” wont lead to any valuable insights; however, a self-reflection can prompt an honest introspection about what matters most when it comes to ethical conduct. This can be a simple online template for your candidate to complete and share with you in advance of the interview. Here are some questions that might prompt your candidate to think deeply about their ethics and values: Can you give an example of when your values or ethics were challenged in the past and how that impacted your decision-making? Do you think your future role will challenge your values and ethics differently from your current role? If so, how will you manage these ethical challenges? Can you tell us about someone you respect for their ethics and values-based leadership, and why? As you move to the more formal part of the promotion process, ensure the interview process integrates these responses to ethical challenges as well as other performance measures for the new role. Probe any responses from their self-reflection that warrant further discussion. Ian Johnston, a chief people officer with decades of experience, favors scenario-based questions, exploring a moral dilemma the individual had encountered. Example interview questions could include: Tell me about a time you made an unpopular decision because it was the right thing to do. How did you communicate this? Would you do anything differently? Whats the biggest ethical error youve made, and how did you manage it? What did you learn? Have you ever found yourself in a situation where you thought a colleague misrepresented something? What did you do about it? What do ou believe you will need to do differently in the future to navigate ethical challenges with greater responsibility? 4. Analyze what the data is telling you You now have a lot of ethical information about your candidate, so its time to review the data you have gathered from the above steps. Ensure a rigorous focus on how they achieved results and how they handled ethical setbacks. When analyzing how the candidate will perform ethically in a new role, look for positive indicators and red flags. While these will differ depending on the organization and the role, positive indicators would include that the candidate had a positive track record of speaking up, calling out unethical behavior, and was a good listener when ethical issues were brought to their attention. For example, one of Richards clients had a recently promoted Sales VP give an “ethical award” at a Sales Kickoff Conference to someone on her team who spoke up and disrupted a large order due to the unethical conduct of a third party involved in the transaction. Negative ethical indicators or “red flags” might include an unwillingness to talk about how they achieved results, ambiguous replies during the interview, and/or a lack of awareness of what had not worked with respect to ethics and integrity, with no suggestions as to what could be improved. While past behavior may not be an entirely precise predictor of future ethical conduct, its a strong signal as to how your candidate will respond to ethical challenges that are ahead. If there are any “red flags,” ask yourself what these are telling you. As Jamie Browne, managing director of Leonid, a corporate governance hiring specialist firm, cautioned, A candidate who is fixed on results, targets, or efficiency but with little reference to values or ethics can be problematic. Someone who does this may rationalize unethical shortcuts to what they might perceive as the necessities of business growth, with or without integrity. If your candidate gets that promotion, its easy to move on to the work at hand, but dont forget to keep ethics front of mind, and dont give a long ethical “leash” to your new leader. For example, you might want to schedule regular “check-ins” to make sure that your newly promoted employee is comfortable in their new role, and to give them the opportunity to share any ethical or commercial challenges. You might even consider pairing them with an ethical mentorsomeone who has experienced a similar move that understands the realities and can support their development in the new role By following these strategies and designing an ethical assessment as part of the promotion process, companies can ensure they’re promoting candidates who can handle new ethical pressures that may come with increased or changed responsibilitiesand protect themselves from costly scandals and breaches that can bring down both employees and corporations.
Category:
E-Commerce
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