Patreon CEO Jack Conte says the company has outgrown its old role as a payments layer and is rebuilding itself as a discovery, hosting and community platform for creators squeezed by algorithmic feeds, Apple’s fees and AI-fueled slop. The conversation ranges from social media’s failures to the payment and moderation pressures of running a creator business that now competes more directly with Instagram, TikTok and Substack.

Leadership coach Anne Morriss argues that hard organizational problems persist not because they are unsolvable, but because leaders misdiagnose them, underinvest in trust and storytelling, and wait too long to act. She lays out a five-step approach that starts with humility and buy-in, then uses speed as the final mechanism for turning intention into real change.

At Platformer’s first live show, Casey Newton and guests take stock of AI’s contradictory role in the workplace: a source of anxiety, a generator of strange new job titles, and a tool that may make software creation radically more personal. The conversation moves from Atlassian’s enterprise “context graph” to Eugenia Kuyda’s vision of companions and bespoke apps, tracing how automation may reshape both office work and the products people use every day.

Molly Graham talks with former Stripe COO Claire Hughes Johnson about the hidden chaos inside celebrated careers and breakout companies, where outages, doubt, and bad bets sit alongside growth. Their conversation turns on how to tell the difference between a difficult stretch worth enduring and a situation that demands an exit.

Skydio chief executive Adam Bry argues that autonomous drones are moving from camera toys to networked infrastructure, with their most consequential uses in emergency response, utility inspection, and military reconnaissance. The conversation turns on whether the United States can build a domestic drone industry at scale while navigating bans on Chinese rivals, the politics of surveillance, and the moral limits of AI in warfare.

Mark Zao-Sanders makes the case for timeboxing as both a productivity tool and a way to restore calm: put tasks on the calendar, assign them real limits, and let intention outrun distraction. The conversation links better planning to better collaboration, arguing that visible commitments and clear deadlines reduce anxiety for individuals and teams alike.

Financial Times writer Sarah O’Connor argues that AI’s effect on work is not an unstoppable natural force but a series of choices shaped by power, policy and the people closest to the job. Drawing on reporting from translators, nurses, software developers and Hollywood writers, she makes the case that the real fight is over human agency and what kinds of work should remain irreducibly human.

Condé Nast CEO Roger Lynch argues that legacy media survives by acting less like a magazine publisher than a portfolio of brands built for events, subscriptions, commerce, video, and adaptation. He talks through the company’s restructuring, the collapse of Google-driven traffic, the uneasy bargains of AI licensing, and why authority matters more than raw scale in the creator era.

Brookings fellow Molly Kinder argues that the real danger of AI is not an instant jobs apocalypse but a long, destabilizing period of selective white-collar displacement for which government and industry have no credible plan. The conversation weighs retraining, safety nets, and broader wealth-sharing proposals against a future in which automation chips away at the skills and careers workers once thought were secure.

Molly Graham and Ashley Murphy field workplace dilemmas that resist tidy business-book answers, from how to disagree with a CEO without losing integrity to when a company’s culture is simply a reflection of its founder. The conversation also traces the difference between coaches, therapists and advisors, and argues that so-called generalists are really specialists who need sharper language for the problems they solve.

Product leader Noah Weiner explains why many companies asking for AI help really need a return to first principles first, with the technology serving as a tool rather than a strategy. The conversation follows his “free range” consulting practice through small businesses, private equity turnarounds and startup law, while arguing that AI is compressing discovery, prototyping and decision-making into a far faster operating rhythm.

Mustafa Suleiman argues that Microsoft’s evolving partnership with OpenAI has pushed the company toward model self-sufficiency, even as he insists the alliance remains central to its AI strategy. In a wide-ranging conversation, he defends the coming wave of enterprise automation, rejects claims of machine consciousness, and says the technology will have to prove itself by making people healthier, happier, and more capable.

Molly Graham reflects on walking away from the executive roles she was built to excel at and the longer, messier search for work that actually made her feel alive. In conversation with Anne Morris, she treats purpose less as a grand calling than as a practical process of noticing what energizes you, what proves draining, and what kind of impact feels close enough to matter.

Figma’s CMO argues that great marketing in 2026 is less about channel tactics than about creating coherence across product, growth, brand and community. The conversation traces how that mandate changes in an AI-saturated market, why shared goals matter more than siloed metrics, and how companies keep their taste and humanity as they scale.

Nilay Patel and New York Times reporter Ryan Mac sift through SpaceX’s blockbuster IPO filing to ask what Elon Musk’s ownership of X has actually become and why the company’s shrinking social platform may not matter. Their conversation turns into a broader indictment of a market structure that keeps rewarding Musk with more power even as corporate governance, shareholder accountability, and business fundamentals erode.

Chris Lipp argues that real authority at work comes less from title or dominance than from a felt sense of control, internal conviction, and willingness to act. The conversation traces how people build that kind of personal power through responsibility, values, fairness, and even the way they guide a meeting.

Labor economist Catherine Ann Edwards argues that the real danger is not an AI apocalypse but a government safety net too weak to handle ordinary job loss, recessions and worker disempowerment. As chip workers at Samsung win huge bonuses through union pressure, she makes the case for stronger unemployment insurance, labor power and tax policy instead of waiting for a technological crisis.

Mark Rober talks with Molly Graham about resisting the churn of the creator economy by treating YouTube less like a slot machine than a long game. The former NASA engineer traces his success to calculated risk, obsessive quality control, and a stubborn commitment to building work, money, and ambition at a pace he can actually sustain.

Alex Kantrowitz and MG Siegler parse an uneasy moment for Big Tech, from Google’s lagging AI product strategy to Apple’s foldable ambitions and Meta’s muddled subscription push. The conversation argues that agents and chatbots are converging into a new interface for the web, one that could reorder who controls computing itself.

Benedict Evans argues that AI is a platform shift on the scale of the internet or mobile: transformative, messy, and still too early for anyone to know where the real value or disruption will settle. He pushes back on jobpocalypse panic, sketching a slower, more uneven reshaping of work in which adoption, distribution, and new kinds of services matter more than apocalyptic forecasts.