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As more and more drivers purchase electric vehicles, some people have voiced concerns about how the EV boom could further strain our aging, stressed electricity grid. More EVs means more electricity demand, which could require costly infrastructure upgrades or limit when drivers can charge if demand is too high. But one long-talked about promise of EVs is that they could actually make our electricity grid more resilient. Through bidirectional charging, EVs could essentially act as batteries parked outside your home, powering houses so that they dont need to rely on outside electricity. They could also even send energy back to the grid. [Image: Ford] A handful of EVs can already power your home during an outage, including the Ford F-150 Lightning. And Ford is expanding how its EV drivers can take advantage of bidirectional charging. [Image: Ford] Through its Home Power Management program, F-150 Lightning owners can use their trucks to power their homes when electricity prices from the grid are high, easing energy burdens and saving people money on their monthly bills. It also gives customers the ability to send energy from the trucks back to the grid, in some instances earning them money from their electricity company for doing so. We see an opportunity here where our vehicles can be part of the solution rather than compounding the problem, Dave McCreadie, director of Fords EV-Grid Integration Strategy and Business Development, said during a recent press briefing on the program. The rollout is currently limited, but Ford expects to expand a Home Power Management pilot in 2026. At a time when EV sales are lagging and EV tax credits have expiredand as homeowners across the country are seeing their energy bills increaseFord hopes potential customers see these features as another benefit to owning an EV. [Image: Ford] A personal power plant to lower energy bills Backup power has been a feature in the F-150 Lightning since its release in 2022. After major hurricanes like Helene in North Carolina and Beryl in Texas, F-150 Lightning owners used their trucks as generators, allowing them to keep the lights on and the refrigerator running when the power went out. A fully charged F-150 Lightning can power a home for three days; if that power is rationed, it can last up to 10 days. Backup power only works when the grid goes down. Home Power Management, however, allows EV owners to use their trucks to power their homes even when the grid is up and running. The idea is that customers can charge their EVs overnight during offpeak hours, when electricity rates are low. Then, when demand peaks and rates go up, they can use their EV to power their homes. That both offsets a homeowners electricity bills and frees up power from the grid to go elsewhere. The home in question is now essentially invisible to the grid, the automaker explains. [Image: Ford] In June 2024, Ford partnered with Baltimore Gas & Electric (BGE) and Sunrun, a home solar and battery company, to launch the countrys first vehicle-to-home pilot program, allowing EV owners to use their vehicles to power their homes anytime, not just during an outage. Brian Foreman, an F-150 Lightning owner in Highland, Maryland, was the first customer to do so, essentially turning his EV into his own personal power plant. Ford didnt share exactly how much Foreman saved on his electricity bills, but says that customers can save an average of $42 per month, or $500 per year, by using the vehicle-to-home capability. When most people would be concerned, Ive got an electric vehicle, my electricity bill is going to go up, well now you have this offset. Your vehicle is actually working for you in your driveway while its parked, said Ryan OGorman, senior manager of energy services business strategy and delivery at Ford. Brian Foreman [Image: Ford] Sending energy to the gridand making money In the summer of 2025, Foreman joined two other BGE customers for another pilot, this time one that allowed customers to use their F-150 Lightnings to send power to the grid. This turns the EVs into distributed power plants, per the utility company, which also paid customers for the energy they shared. Instead of just saving customers money on their electricity bills, this next step in Fords Home Power Management program lets EV owners make money through their EVs. The participants could earn up to $1,000 for the power they provided between July and September. Using your F-150 Lightning to power your home during peak energy demand or to send power to the grid does require extra equipment: an inverter called the Home Integration System, created by Ford and Sunrun. That equipment is also needed if you want to use your truck to provide backup power during an outage, so some customers already have it installed. The Home Integration System costs $3,895, and installation can be another $3,000, though those prices vary. That expense is on top of the price to buy and install a home EV charger. Some Ford customers received a free charger and installation through the automakers Ford Power Promise program, but for those that missed out on that opportunity, a level 2 Ford Charge Station Pro costs another $1,310 plus installation, which can vary from $200 to $1,000, depending on any wiring upgrades your home needs. That means there is an upfront cost to eventually being able to offset your energy bills or make money by providing power through your EV. But Ford says its F-150 Lightning is cost competitive to buying a 10-kilowatt stationary backup generator for your homeplus, it’s a generator you can drive around. [Image: Ford] Looking ahead for Ford Currently, a handful of customers in just nine states are using Fords Home Power Management capabilities, including Maryland, Georgia (where Ford did a six-month pilot program with energy provider Southern Company focused on commercial fleets), and Vermont (where energy expert Peter Schneider tested the program with Ford, using it to power his home, and reduce grid strain, during extreme heat there this past summer). Getting this system set up requires working with utility companies, which have to provide approval and permits for EVs to be interconnected with the grid in these ways. Automakers also work with utilities to communicate about peak demand, with software that automatically charges an EV at grid-friendly times. Ford trying to maintain communications with hundreds and even thousands of electric utilities across the country is an untenable business solution, McCreadie said. We found that other automakers were having the same problem. Ford worked with BMW and Honda to create ChargeScape, a joint venture that launched in 2024, which basically acts as connective tissue, McCreadie explained, to link utilities and automakers, and integrate EVs into the grid. Though vehicle-to-home and vehicle-to-grid charging is a goal for the EV industry at large, Ford says it’s ahead of the pack with its recent pilot programs. Ford and Michigan-based DTE Energy have also recently launched a new program piloting the vehicle-to-home capabilities, starting with a group of 15 Ford employees. Through that pilot, DTE Energy will pay participants for using their EVs to power their homes during times of high electricity demand. But EV owners dont have to do anything themselves; the system is entirely automated. DTE Energy will send notifications to ChargeScape to schedule when participants EVs provide power for their homes. Though its only available to Ford employees right now, the automaker says its working with DTE to hopefully expand the program to the general public later on in 2026.
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E-Commerce
The worlds largest retailer has announced massive job cuts before the holidays. On Tuesday, Amazon said in a memo to staff that it will lay off 14,000 employees. Heres what you need to know about the Amazon layoffs, and why these arent the last jobs that Amazon will likely cut in the future. Whats happened? On Tuesday, Amazons senior vice president of people experience and technology, Beth Galetti, announced the company was eliminating approximately 14,000 positions. Galetti sent a memo about the layoffs to Amazon employees, which was then published to the Amazon website. The headcount reduction of 14,000 positions is less than the up to 30,000 job cuts that Reuters had reported in the hours before Galettis memo was made public. However, it still represents one of the largest single layoff rounds of 2025. It also comes just days after competitor Target announced it was laying off 1,800 corporate roles. Amazon did not say which 14,000 jobs would be eliminated, but the memo specified that they would be corporate workforce positions, suggesting Amazons warehouse workforce is safe from the cuts. But that is to be expected as Amazon would be unlikely to reduce its warehouse staff ahead of the busy holiday season. According to PitchBook, Amazon has a total workforce of more than 1.5 million employees. Why is Amazon laying off 14,000 employees? In the memo, Galetti stated that the layoffs are a continuation of Amazon CEO Andy Jassys September 2024 directive to strengthen Amazon’s culture and teams. In 2024, that strengthening resulted in a return-to-office (RTO) mandate. In 2025, strengthening your culture apparently means cutting your workforce. The reductions were sharing today, Galettis memo states, are a continuation of this work to get even stronger by further reducing bureaucracy, removing layers, and shifting resources to ensure were investing in our biggest bets and what matters most to our customers current and future needs. But Galetti continued, explaining that the main driver for the cuts isyou guessed itartificial intelligence. The world is changing quickly, Galetti said. This generation of AI is the most transformative technology weve seen since the Internet, and it’s enabling companies to innovate much faster than ever before (in existing market segments and altogether new ones). Because of this, Galetti said that Amazon is convinced it needs to become a leaner company with fewer layers. The “layers” here are people. Amazon could cut even more jobs next year While the 14,000 job cuts Amazon announced today are devastating to the workers and their families who are affected, Amazon may not be done cutting positions. In the memo, Galetti added that looking ahead to 2026, Amazon expects to hire in key areas, while also finding additional places we can remove layers. How has Amazons stock price reacted? While the layoffs are devastating to the workers losing their jobs, Wall Street often sees layoffs as a good thing. Thats because laying off a large number of workers is usually the fastest way for a company to cut costs and thus increase its bottom line. But if Amazon was hoping to see a stock price boost from its layoff announcements this morning, the company is going to be disappointed. As of this writing, Amazons stock price (Nasdaq: AMZN) is relatively flat in premarket trading. Its up just half a percent to around $228.22 per share. As a matter of fact, Amazons stock price for 2025 hasnt moved much. Year to date, the companys share price is up just 3.4%. Thats compared to the Nasdaqs 21% gain in the same period. Amazon is expected to share its third-quarter 2025 financial results on Thursday, October 30.
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E-Commerce
Early in my career, I was fortunate to cross paths with a mentor who changed how I saw designand myself. He ran a small studio whose influence reached far beyond its size. He led with a quiet confidence and quick wit, showing how intelligence and humility could coexist in the creative process. I was passionate about the craft, but there was still so much more to learn about the tools, and about business. He taught me how to infuse storytelling into design. How to navigate constraints. How to bring meaning to every project, not just the ones that sparked instant excitement. He reminded me that creativity thrives on play and curiosity, and that if you lose joy in the process, the work suffers. Those experiences taught me that mentorship is about passing down not just skills, but a way of seeing and approaching the work. The guru form of mentorshipthe close, sustained one-to-one relationship between an experienced guide and an eager apprenticehas given way to something more imaginative and community-based. For me, much of that evolution has been visible through creative networks like AIGA that champion connection and professional growth. In addition, platforms like ADP List help creatives solve problems and refine their portfolios through focused, 20-minute feedback exchanges. Inclusive group-based initiatives such as Break the Wall blend workshops, one-on-one meetings, and targeted training to build confidence and open doors for underrepresented creatives. This new wave of mentorship redefines how we learn from each other in a post-pandemic world when proximity is no longer a given. It challenges the belief that deep creative growth depends on shared physical space, replacing it with something more fluid and democratic. How are these new approaches enriching creative mentorship, and what do we risk losing along the way? The Demise of Guru Mentoring During the era of the hands-on mentor, you didnt just learn what someone did. You absorbed how they thought, often through shared experiences. When I joined Fifty Thousand Feet in 2004, the lessons my mentor taught me became the foundation for how I approached creative leadership and helped grow the practice. I learned that mentorship doesnt stop with one relationship; it becomes part of how you leadand help others to lead. When more experienced designers remind their teammates that trust is as essential to great design as aesthetics, mentorship becomes collective. It becomes how we grow together. When the pandemic hit, creative studios went quiet. Overnight, our way of working, defined by proximity and spontaneity, was replaced by screens and schedules. We lost the informal learning that happens in passing: the sketch on someones desk, the overheard critique, the unplanned spark of collaboration. Many leaders tried to re-create that closeness through digital tools. We held virtual check-ins and all-hands meetings. But something was missing. The energy of shared space, the easy conversations, the sense of momentum, was hard to replicate. Collaboration became more intentional, but less organic. In that absence, the creative industry began searching for new models that could sustain connection and growth in a hybrid world. The Rise of New Mentorship Models What followed was a burst of experimentation. Across the industry, new forms of mentoring have gained momentum since the pandemic, combining structure with flexibility and access. Micro mentorship has become a favorite starting point. These short, focused sessions meet creatives where they are, helping them refine portfolios, shape presentations, or overcome creative blocks. The approach trades hierarchy for immediacy. For younger designers, it opens the door to multiple mentors instead of one. For mentors, it offers the chance to share expertise in moments that matter most. At the same time, peer learning communities are reshaping how creatives connect. These networks erase titles and encourage reciprocity. One week you are the mentor, the next you are the learner. Younger professionals bring fresh fluency in tools and culture, while veterans share hard-won perspectives. That exchange keeps creative cultures evolving. Even traditional apprenticeship models are changing shape. Adobes Creative Apprenticeship, for instance, links aspiring designers with more than 200 creative leaders and 35 agency partners. It borrows the rigor of the studio system but scales it globally. Meanwhile, digital communities of practice have become the connective tissue of the industry. Organized around disciplines or shared challenges, they create space for ongoing dialogue, workshops, and portfolio exchange. Together, these models show that mentorship did not vanish in the pandemic. It adapted. It became faster, more open, and more human in its reach. The Benefits of Peer Learning and Community New forms of mentorship break down barriers of geography, hierarchy, and privilege. A designer in Nairobi can now receive feedback from a creative director in New York. A freelancer can find a sense of belonging in a global online forum. They also diversify the voices shaping creative careers. Traditional mentorship often reflected proximitywho sat near whom, who belonged to which agency, who got noticed. Community-based mentorship opens the door to people with different experiences, disciplines, and perspectives. That diversity fuels innovation by exposing creatives to new ways of thinking and working. Peer and micro-mentorship also allow for real-time feedback rather than waiting for annual reviews or rare moments of contact. They make mentorship a living part of the workday. And perhaps most importantly, they distribute the emotional labor of mentorship. Instead of depending on one relationship, creatives can build a constellation of guides, akin to a network that evolves as their career does. What We Risk Losing Yet efficiency has its costs. The quiet accumulation of trust and shared history that forms the long arc of mentorship is harder to replicate online. Tacit knowledge, the kind that comes from watching how someone handles conflict or reads a room, can be difficult to transfer in a virtual environment. There is something to be said for the value of serendipity, too. In-person work creates unplanned learning: the overheard insight, the offhand comment that sparks an idea. Virtual platforms tend to optimize for structure, not discovery. Without care, mentorship risks becoming transactional, something to schedule rather than something to live. Blending the Old and the New But we dont have to lose the good things about one-to-one mentorship. The future of creative mentorship might not be about choosing one model over another. Its about synthesis. The one-to-one relationships that shaped generations of creatives can coexist with todays distributed, community-driven systems. The key is to preserve the human connection at the heart of mentorship while expanding who gets to participate. For creative leaders, that means being intentional about creating the conditions where mentorship thrives. Make it part of your culture, not an HR program. Pair senior and junior talent on projects and encourage them to exchange feedback in both directions. Create small circles or pods where peers can learn from each other. Recognize mentorship in performance reviews, not just deliverables. Use digital platforms for access but keep curiosity, trust, and generosity as your operating principles. Mentorship is how creative culture renews itself. Whether it happens across a desk or across a screen, it remains the most human way we learn to create, lead, and grow.
Category:
E-Commerce
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