Page 17 – Kanebridge News

Lamborghini Debuts Its First Hybrid Super-SUV

Lamborghini CEO Stephan Winkelmann  has made it clear the company, which makes some of the fastest cars in the world, would not speed into the era of electrification.

“Our first steps in that (electrification) direction will be plug-in hybrids throughout the lineup,” he said in a 2022 interview with Penta. “This is all very easily welcomed at Lamborghini. The equations are easy. We always promise more performance than the generation before for all our cars, and we will do so while maintaining sustainability. By 2025, we will be able to cut our overall emissions by 50% with all of the hybrid models added.”

Proving Lamborghini and Winkelmann are as good as their collective word, the time of watts and volts arrived in Bologna, Italy, with the debut of the 2025 Lamborghini Urus SE. The first hybrid super-SUV from the proud Italian firm, which starts at $275,000 marries the familiar internal combustion specs of its growling engines with battery power looking not so much to save the planet as to propel vehicles across it with more alacrity.

The Urus SE is the first hybrid plug-in version of Lamborghini’s SUV, and it’s aimed to outperform its all-internal combustion rivals, such as the Aston Martin DBX707 and the Bentley Bentayga. The PHEV (Plug-in Hybrid Electric Vehicle) Urus SE relies on an 800 CV hybrid powertrain, surpassing any previous Lamborghini SUV model in torque and power numbers.

As for external styling on the Urus, Lamborghini takes after its competition at Aston Martin or Ferrari by trying to make an SUV that looks as little like an SUV as possible.
Courtesy of Lamborghini

The machine’s twin-turbo 4.0-litre V-8 engine is reengineered and partnered with an electric powertrain to produce 620 CV. For the uninitiated, CV is the abbreviation of Chevaux-Vapeur and is similar to horsepower. Usually, HP converts to just a little less than CV—at least allowing the automotive enthusiasts from the U.S. and Europe to get a traditional sense of vehicle power for gas-powered or hybrid vehicles without needing a conversion calculator.

To make a long engineering story as quick as the Urus SE, if you add together the internal contrition power plant and the e-motor, the final output is 800 CV. The result is a Lamborghini that cuts its emissions by 80% without sacrificing performance, comfort, or driving excitement.

The thinking process on when and how to release this plug-in hybrid began before the company’s 2021 pledge to cut CO2 emissions, says Stefano Cossalter, the Urus model line director.

Courtesy of Lamborghini

“This plan gave momentum to a profound and constant research of opportunities and challenges involved in the transition to electrification,” Cossalter says. “The plan started in 2023 with the launch of the Revuelto [sold out into 2026], our first HPEV (high performance electrified vehicle), and continues with the launch of the hybrid version of our Super SUV Urus SE.”

Cossalter lays out that the slow and steady march to electrification will continue next year with the release of the Temerario, described by Lamborghini as the successor to the popular Huracan and “the first super sports car in the history of the … brand to be equipped with a V-8 twin-turbo engine paired with three electric motors.” Then, the automaker will look to the horizon for its introduction of the Lanzador, the company’s first BEV (battery electric vehicle) in 2028.

The hybrid version offers improved performance over the 100% gas Urus. A magnet synchronous electric motor located inside the SE’s eight-speed automatic transmission tied into the four-wheel-drive system can boost the V-8 engine, offering additional acceleration. Meanwhile, that motor can provide enough power to transform the Urus SE into a totally electric vehicle with a range of about 35 miles in EV mode.

With the new drive system noted, Lamborghini’s engineers could turn to performance specs. They built in a new, centrally located longitudinal electric torque vectoring system with an electro-hydraulic multi-plate clutch. That’s a lot of fancy tech talk to say the vehicle can throw power and grip back and forth between the front and rear axles wherever the onboard system senses it’s needed. A new electronic limited-slip differential on the rear axle helps give the Urus SE oversteering when needed. The end result is an SUV that packs the feel of a Huracan on the road.

That supercar feel in an SUV is the experience Lamborghini refuses to abandon in the Urus SE, Cossalter says.

“We didn’t come to compromises in the hybridisation process,” he says. “We wanted the Urus SE to preserve the DNA of the original project and enhance the experience for the driver. For those reasons, we decided not to downsize. We kept a V-8 engine with its strong character and voice, and then added some spice to the dynamic behavior by changing the all-wheel-drive architecture. The result is we have more power, more torque, more speed, more fun.”

As for external styling on the Urus, Lamborghini takes after its competition at Aston Martin or Ferrari by trying to make an SUV that looks as little like an SUV as possible. The profile is lowered, and the lines sweeping and tapering from nose to tail, as though Lambo’s in-house designers want to hide the size and functionality of an SUV inside the shape of the familiar Lamborghini supercars of the past.

However, driving the Urus does not feel much like a traditional Lamborghini supercar simply because the driving position is higher and more upright compared to, say, an Avantador that puts the driver’s backside close to pavement. Regardless of where one sits, the acceleration, noise, and tight handling lives in a Urus as happily as it does in any other Lambo.

As its first volume consumer step into the hybrid world, the Urus SE tells Italian supercar enthusiasts to keep the faith.

“The Urus SE points to the future with electrification while keeping its heritage intact,” Cossalter says.

The Little Sins We Commit at Work—and the Bosses Who Are Cracking Down

Ever used the office printer for your kid’s homework assignment or scrolled Facebook Marketplace during an all-hands Zoom meeting? Fair warning: Your employer may be paying close attention.

Big companies on the hunt for efficiency are deploying perk police to bust employees for seemingly minor infractions that, by the letter of company law, can result in termination.

“We have had lots of requests for new controls,” says Katie MacKillop, U.S. director of Payhawk, which administers company credit-card accounts and watches for misuse.

Clients are asking Payhawk to restrict when and where company cards work. For example, a company can limit a lunch allowance to be available only on weekdays from 11 a.m. to 2 p.m. and be usable at Chipotle but not at Kroger . In partnership with Visa and Mastercard , Payhawk is developing a feature that sends real-time spending alerts to corporate finance teams and allows them to instantly block suspicious transactions by employees.

MacKillop’s firm doesn’t track what happens to employees who violate company policies, but she says there is little doubt employers are taking codes of conduct more seriously.

That helps explain reports of crackdowns at Meta , where employees were fired for spending $25 meal allowances on other items, Ernst & Young dismissing workers who watched multiple training videos at the same time, and Target canning employees who jumped the line to buy coveted Stanley water bottles ahead of the general public. The companies declined to comment on the incidents.

As the employer-employee power struggle tilts in companies’ favour, some businesses are using strict rules enforcement to make an example of rule-breakers or reduce payroll without having a real layoff. An employer feeling buyer’s remorse after a post pandemic hiring spree can use the company handbook to push out unwanted employees, says human-resources consultant Suzanne Lucas.

“When you are desperately hiring, you’re definitely overlooking things,” says Lucas, who cheekily brands herself the Evil HR Lady. “When you need to cut head count, you tighten up the rules.”

Workers argue many so-called perks are designed to increase productivity. A free meal is an enticement to stay at your desk. A recorded HR tutorial is less a reprieve from the awkwardness of in-person, sexual-harassment training than an invitation to keep plugging away while paying half attention to a video on your second monitor.

Why gin up excuses to fire people instead of simply announcing a round of job cuts? A few reasons, Lucas says.

Layoffs imply a business is struggling, and companies may want to avoid shaking the confidence of customers or investors. Employers often feel obligated—or are contractually bound—to offer severance packages to laid-off workers. Firing people for cause can save money, she says.

Then there’s the effect on a company’s remaining employees. Few things put workers on notice like seeing colleagues pink-slipped for minor offences. And, as a matter of principle, stealing is stealing even if it is a small amount of company money or time.

Warning shot

If a goal of harsh consequences is to keep people in line, then it’s working on Matt Tedesco.

When he read a Financial Times report that Meta fired employees who spent Grubhub meal allowances on things like acne pads and laundry detergent in a saga dubbed “Grubgate,” he flashed back to a similar episode at a defunct company where he used to work. He says a half dozen colleagues in sales were shown the door because they used meal stipends to buy groceries.

Tedesco, 47, describes himself as a rule follower in general and says he is doubly sure to do everything by the book in the current climate. He started this fall as a sales account executive at Hearst after being laid off by S&P Global last year.

“It’s hard to get a job right now—it took me months,” he says. “From an employee standpoint, my takeaway is don’t abuse any privilege because it’s not worth the risk.”

People in a range of industries admitted to me privately that they’ve broken rules like these in the past but said they’d never cop to it publicly. One likened today’s workplace to a street with a 30 mph speed limit, where you routinely get away with driving 37 mph and feel blindsided when you’re pulled over and ticketed. Enforcement levels fluctuate, this person said, and seem to be high right now.

Cracking down is a time-honoured tactic when companies feel financial pressure. In 2009, in the teeth of the Great Recession, a former private-client relationship manager at Fidelity told the Fort Worth Star-Telegram that he and three colleagues lost their jobs for running fantasy-football leagues at work, in violation of a corporate policy against gambling. The stakes in his league: $20. Fidelity had laid off 1,700 employees earlier that year.

And in 2018, when Wells Fargo announced significant head count cuts, the bank fired or suspended more than a dozen bankers who put dinners on the company tab and doctored the receipts. The bank said at the time that it pays for meals when employees work late, but some ordered takeout before the allowed hour and changed the timestamps on the bills.

Without knowing all the details, it can be hard to understand why companies police small dollars when they appear to spend freely on pricier items, says Jennifer Dulski , chief executive of Rising Team, a maker of employee-engagement software. She notes Meta offices are known for vending machines stocked with headphones, keyboards and other electronics available to employees free of charge, yet the company is getting serious about lunch money.

“They’re either weeding or just trying to make an example of behaviour they think is inappropriate,” Dulski says.

Employers have good reasons to be sticklers in some cases, says Cedar Boschan, a forensic accountant in Culver City, Calif. Companies can invite tax trouble if money earmarked for perks and business expenses is misspent on other things.

So, don’t put all of the blame for policy crackdowns on human resources. Save some for the one department that HR might beat in a popularity contest: accounting.

Wealthy Collectors Reveal Signs of Strength in the Art Market—Outside of the Auction Houses

Sky-high pricey artworks may not be flying off the auction block right now, but the art market is actually doing just fine.

That’s a key takeaway from a 190-plus page report written by Art Economics founder Clare McAndrew and published Thursday morning by Art Basel and UBS. The results were based on a survey of more than 3,600 collectors with US$1 million in investable assets located in 14 markets around the world.

That the art market is doing relatively well is backed by several data points from the survey that show collectors are buying plenty of art—just at lower prices—and that they are making more purchases through galleries and art fairs versus auction houses.

It’s also backed by the perception of a “robust art market feeling,” which was evident at Art Basel Paris last week, says Matthew Newton, art advisory specialist with UBS Family Office Solutions in New York.

“It was busy and the galleries were doing well,” Newton says, noting that several dealers offered top-tier works—“the kind of stuff you only bring out to share if you have a decent amount of confidence.”

That optimism is reflected in the survey results, which found 91% of respondents were optimistic about the global art market in the next six months. That’s up from the 77% who expressed optimism at the end of last year.

Moreover, the median expenditure on fine art, decorative art and antiques, and other collectibles in the first half by those surveyed was US$25,555. If that level is maintained for the second half, it would “reflect a stable annual level of spending,” the report said. It would also exceed meet or exceed the median level of spending for the past two years.

The changes in collector behaviour noted in the report—including a decline in average spending, and buying through more diverse channels—“are likely to contribute to the ongoing shift in focus away from the narrow high-end of sales that has dominated in previous years, potentially expanding the market’s base and encouraging growth in more affordable art segments, which could provide greater stability in future,” McAndrew said in a statement.

One reason the art market may appear from the outside to be teetering is the performance of the major auction houses has been pretty dismal since last year. Aggregate sales for the first half of the year at Christie’s, Sotheby’s, Phillips, and Bonhams, reached only US$4.7 billion in the first half, down from US$6.3 billion in the first half a year ago and US$7.4 billion in the same period in 2022, the report said.

Meanwhile, the number of “fully published” sales in the first half reached 951 at the four auction houses, up from 896 in the same period last year and 811 in 2022. Considering the lower overall results in sales value, the figures imply an increase in transactions of lower-priced works.

“They’re basically just working harder for less,” Newton says.

One reason the auction houses are having difficulties is many sellers have been unwilling to part with high-value works out of concern they won’t get the kind of prices they would have at the art market’s recent highs coming out of the pandemic in 2021 and 2022. “You really only get one chance to sell it,” he says.

Also, counterintuitively, art collectors who have benefited from strength in the stock market and the greater economy may be “feeling a positive wealth effect right now,” so they don’t need to sell, Newton says. “They can wait until those ‘animal spirits’ pick back up,” referring to human emotions that can drive the market.

That collectors are focusing on art at more modest price points right now is also evident in data from the Association of Professional Art Advisors that was included in the report. According to APAA survey data of its advisors, if sales they facilitated in the first half continue at the same pace, the total number of works sold this year will be 23% more than 2023.

Most of the works purchased so far were bought for less than US$100,000, with the most common price point between US$25,000 and US$50,000.

The advisors surveyed also said that 80% of the US$500 million in transactions they conducted in the first half of this year involved buying art rather than selling it. If this pattern holds, the proportion of art bought vs. sold will be 17% more than last year and the value of those transactions will be 10% more.

“This suggests that these advisors are much more active in building collections than editing or dismantling them,” the report said.

The collectors surveyed spend most of their art dollars with dealers. Although the percentage of their spending through this channel dipped to 49% in the first half from 52% in all of last year, spending at art fairs (made largely through gallery booths) increased to 11% in the first half from 9% last year.

Collectors also bought slightly more art directly from artists (9% in the first half vs. 7% last year), and they bought more art privately (7% vs. 6%). The percentage spent at auction houses declined to 20% from 23%.

The data also showed a shift in buying trends, as 88% of those polled said they bought art from a new gallery in the past two years, and 52% bought works by new and emerging artists in 2023 and this year.

The latter data point is interesting, since works by many of these artists fall into the ultra contemporary category, where art soared to multiples of original purchase prices in a speculative frenzy from 2021-22. That bubble has burst, but the best of those artists are showing staying power, Newton says.

“You’re seeing that kind of diversion between what’s most interesting and will maintain its value over time, versus maybe what’s a little bit less interesting

and might have had speculative buying behind it,” he says.

Collectors appear better prepared to uncover the best artists, as more of those surveyed are doing background research or are seeking advice before they buy. Less than 1% of those surveyed said they buy on impulse, down from 10% a year earlier, the report said.

Not all collectors are alike so the Art Basel-UBS report goes into considerable detail breaking down preferences and actions by individuals according to the regions where they live and their age range, for instance. The lion’s share of spending on art today is by Gen X, for instance—those who are roughly 45-60 years old.

Despite a predominately optimistic view of the market, of those surveyed only 43% plan to buy more art in the next 12 months, down from more than 50% in the previous two years, the report said. Buyers in mainland China were an exception, with 70% saying they plan to buy.

Overall, more than half of all collectors surveyed across age groups and regions plan to sell, a reversal from past years. That data point could foretell a coming buyer’s market, the report said, or it “could be indicative of more hopeful forecasts on pricing or the perception that there could be better opportunities for sales in some segments in the near future than there are at present.”

In the U.S., where 48% of collectors plan to buy, Newton says he’s seeing a lot of interest in art from wealth management clients.

“They’re looking for ideas. They’re looking for names of artists that can be compelling and have staying power,” Newton says. “That’s definitely happening from an optimistic standpoint.”

From a Gangster’s ‘Rat Pit’ to Sunny Condos: Duplex Atop the Third-Oldest Building in Manhattan Lists for $US1.825 Million

An apartment atop the third oldest building still standing in Manhattan has hit the market for $1.825 million.

The two-bedroom duplex occupies the top two floors of the Captain Joseph Rose house in the South Street Seaport District, the third oldest building in Manhattan after the Morris-Jumel Mansion in Washington Heights and St. Paul’s Chapel near the World Trade Center. In 1773 it was a fashionable two-story home for Rose, a successful lumber merchant, but its more colourful history came a century later, during the Civil War era, when it was the site an infamous saloon known as “Kit Burns’ Rat Pit,” run by one of the founders of the Dead Rabbits gang.

The bedroom shows few signs of the building’s unsavoury past.

Today, the 1,424-square-foot unit shows few signs of its unsavoury past. Located on a cobblestoned side street, the building still retains its brick facade and original Georgian-style, but the upper floors were added after a fire in 1904, and the interiors were completely restored by architect Oliver Lundquist when the building was converted to condos in 1997.

The sellers, who purchased the unit for $1.575 million in 2022, listed the property with Lindsey Stokes and Allison Venditti of Compass on Tuesday.

When Rose built the home on Water Street, the isle of Manhattan was smaller, and the home had direct access to the East River where he docked his merchant ship, Industry . By the turn of the century the ground floor had been converted to commercial use, and it was used as an apothecary, a cobbler shop, a watchmakers’ shop and a grocery.

The Captain Joseph Rose building before it was converted to condos.
Library of Congress

By the 1860s, the bustling South Street Seaport had begun to decline as shipping lines moved to larger ports along the Hudson River, and the neighbourhood deteriorated. The Joseph Rose building was purchased by Christopher “Kit” Burns, who opened a saloon called Sportsman’s Hall, a den of vice most notable for its rat pit—the largest in the city—where Burns staged “rat baiting” events, in which caged dogs compete to kill rats while spectators bet on the outcome.

Journalist James W. Buel described Sportsman’s Hall in a book on American cities published in 1883. “​​This place was once an eating cancer on the body municipal,” he wrote. “Within its crime begrimed walls have been enacted so many villainies, that the world has wondered why the wrath of vengeance did not consume it.”

In 1870, the saloon was shut down by the authorities, and Burns leased the building to the Williamsburg Methodist Church, which used it as a refuge for women. Burns, meanwhile, opened a rat pit down the block at 388 Water St.

As the years progressed, the building suffered fires in 1904 and again in 1976, after which it fell into disrepair and was seized for unpaid taxes. In 1997, the city sold the neglected building to developer Frank Sciame Jr. for just $1, who restored it and converted it to luxury condos.

The light-filled apartment has two bedrooms and occupies the top two floors of the Captain Joseph Rose house.

The upper unit has traded hands several times in the decades since. Currently, the unit begins with a foyer that leads to an open plan living and dining area on the main level, with a staircase leading to two bedrooms on the upper level, and a private rooftop.

After purchasing the unit, the sellers worked with designer Lauryn Stone to renovate the upper level, reconfiguring the floor plan and remodelling the primary bathroom, according to Stokes. The interiors feature finished white oak floors and painted brick walls, with built-in shelves and a ventless fireplace in the living room, stone counters in the kitchen, a walk-in closet off the primary bedroom, and two rows of six-over-six panelled windows adding light and air.

High Gear—Luxury Bikes Are Making a Statement

At the highest end of the spectrum, bikes are becoming a statement piece. Colourful, vibrant frames stand as pieces of art, made from the most efficient materials and using the latest in innovative technology and engineering.

These bikes, often produced in limited quantities, aren’t just for show. They’re built for long touring days, conquering exceptionally tough climbs, and traversing the nearest rock garden.

It’s also a corner of the market that’s seeing steady growth even as the overall bike market experiences some post-pandemic correction. Technavio estimates that the high-end bike segment will grow by another $5 billion by 2028, fuelled by a pack of affluent riders looking for the latest and greatest they can get on two wheels.

There are also more customization options available than ever before. Bike companies can go over every little detail of the build, from customizing a model in stock to creating a truly bespoke bicycle from scratch. Even the most discerning cyclist can find themselves satisfied by the endless choices in a bike made specifically for them.

Today’s cycling trends cater to two extremes. On one end, there are the racing enthusiasts who want aggressive geometry, the lightest-weight construction, and aerodynamics wherever possible. On the other, there are those who want a more comfortable ride, but still with the best possible components and durability.

These bikes represent some of the best the industry currently has to offer, from off-the-shelf to a weeks-long bespoke process.

1. Trek Top Fuel 9.9 Gen 4, $US10,500

The biggest names in the business are getting in on the high-end game. This option from Trek features the customisation options that mountain bikers need, while also having the support of a national brick-and-mortar network for service and maintenance. The Top Fuel is also an example of the growing trend of in-frame tool storage to keep things out of the way, with the bonus of maintaining the aerodynamic engineering that helps riders go fast and get up steep climbs. This bike also has enduring flexibility, with more room for a larger shock and broader suspension range.

2. Colnago C68 Gravel, $US13,200

The C68 Gravel is the rare handbuilt, Italian-made gravel bike and the burliest of the brand’s flagship “C Series.” Colnago

The Italians have a rich cycling history, and Colnago is no exception, with roots dating to 1954. Like most other bike brands, Colnago has adapted with the times and begun to build gravel-specific bikes meant to go off-road with ease, but maintain a step below full mountain biking. The C68 Gravel is the rare handbuilt, Italian-made gravel bike and the burliest of the brand’s flagship “C Series.” It is a full carbon fibre setup, with Colnago’s own handlebar layout, with two available colour options for the frame and three wheel choices.

3. Cannondale SuperSix EVO LAB71 Team, $US14,000

This bike is an exact replica of what EF Pro Cycling used throughout the 2024 Tour de France.
Cannondale

If you’ve ever wanted a chance to ride like the pros, this is it. Although several bike brands are offering a version of their Tour de France–competing models, there are few as striking as Cannondale’s offering. This bike is an exact replica of what EF Pro Cycling used throughout the 2024 Tour de France, securing the polka-dot jersey (best mountain climber) for one of its riders. LAB71 is part engineering experiment and part performance development for Cannondale, as the lineup has the brand’s lightest and most aggressive frames. As shown, the team edition features every possible upgrade, including a top-end drivetrain and a fully-integrated cockpit co-developed with MOMODesign.

4. No. 22 Bicycles 2024 Drifter X, Starting from $US14,800

New York-based No. 22 Bicycles launched the Drifter X as a racier version of the Drifter model, with more flexibility to go further and faster on choppier terrain.
No. 22 Bicycles

Titanium is more of an enthusiast’s choice for bike-frame construction as it offers a different ride quality compared to carbon fibre, but it also offers more options for total customisation. New York–based No. 22 Bicycles launched the Drifter X as a racier version of the Drifter model, with more flexibility to go further and faster on choppier terrain. Tire clearance between 28mm and 40mm puts this bike in a sweet spot for both pavement and gravel, with options to make cable routing semi- or fully integrated. Riders can also take advantage of several paint-finish options, including Cerakote, anodised, or keeping the frame finish “raw” in its purest state.No. 22 Bicycles also has a full bespoke program, where the company can tailor frames to the exact measurements of a specific rider.

This article originally appeared in the Fall Issue of Mansion Global Experience Luxury.

Salma Hayek Pinault Redefined Hollywood. Now She’s Redefining Philanthropy.

IN THE COURSE of one conversation, Salma Hayek Pinault mourns the death of her pet rescue owl, reveals that she never signed a prenup in her marriage to French billionaire François-Henri Pinault and bemoans the obnoxiousness of certain wealthy people who assume they’re interesting just because they’re rich.

But ask about her typical day, and she has no words.

“Nothing in my life is typical,” she says, her smoky voice filling the low-ceilinged room in a London pub, where she shows up on an overcast Monday afternoon awash in head-to-toe Gucci and perfume drawn from ingredients that include Mexican tuberose and queen of the night, an opulent cactus with flowers that each bloom just once a year in the dark.

The Mexican-born actress, 58, famous for her curves and sultry accent, took the objectification of Salma Hayek and bent it to her will: She used her Hollywood clout to create roles for Latina women that defy ethnic stereotypes and channeled her influence into a decades-long fight against domestic violence. She defied the odds to become one of a tiny handful of Latina leading ladies in the 1990s, and then, while working to preserve that status, developed parallel careers as a producer and a philanthropist.

“I’m talking with my mouth full,” she says after dipping some crust from a sourdough boule into melted rosemary and garlic Camembert, on-brand for a person who professes no strict fitness regimen. “Emotional intelligence,” she’s saying of the forces that drive her. “Human, real connection.”

She’s got a high-drama aura but she’s also pragmatic, a trait visible in her charity work. “I’m passionate,” she says, “but I’m a strategist.” In just three years, Hayek Pinault has turned the Kering Foundation’s annual fundraising dinner in New York, Caring for Women, into a mini Met Gala. The event sponsored by her husband’s luxury goods company Kering sprang fully formed onto the fashion circuit—it wasn’t a slow-building phenomenon like the behemoth Met Gala—and in many ways it’s an expression of Hayek Pinault herself. Every detail runs through her for a gathering that, while raising roughly $3 million, brings attention to the fight against gender-based violence.

As a charity hostess, who on red carpets often appears bejewelled like a modern Elizabeth Taylor, she has curated her own group of tastemakers with guests including Jessica Chastain, Leonardo DiCaprio and Viola Davis.

“She gets you on board,” says friend Eva Longoria, “and she doesn’t take no for undefined an answer.”

I T’S TEMPTING to think of Hayek Pinault’s story as a rags-to-riches tale: The young actress from a small town in southern Mexico gets cast in the leading role on a telenovela and leapfrogs to stardom. In fact, she came from a wealthy family in the coastal city of Coatzacoalcos. Her father was an oil executive of Lebanese descent, her mother an opera singer with Spanish roots, and she grew up with four live-in maids. She saw Europe as a 2-year-old and traveled by private jet. She loved her pet bobcat.

After she moved to L.A. in her mid-20s, her father lost his fortune, Hayek Pinault says. She was a struggling actress with the stress of supporting herself and her family back in Mexico. “That’s when I became the best version of myself,” she says.

In Hollywood, studios first saw her accent as a liability. But director Robert Rodriguez cast her in the 1995 drug-crime western Desperado , followed a year later by his cult hit From Dusk Till Dawn , where she dances with a huge yellow python slung around her shoulders and sticks her toes in Quentin Tarantino’s mouth. Her breakthrough came in 1997 with Fools Rush In , a shotgun-marriage rom-com co-starring Matthew Perry.

With her success came Hollywood money. But her finances leapt into another dimension with her 2009 marriage to Pinault, the chief executive of Kering, a corporate giant that owns Gucci, Saint Laurent and other major luxury brands. The reality of marrying into extreme wealth surprised her.

“To me, the excitement about having a lot of money was that I didn’t have to think about money, and it turned out all people wanted to talk to me about was money,” she says of her life after joining the Pinault family. “Strangers coming to me that aren’t even friends, but they think we should be friends because they’re rich, too.”

She and Pinault keep their finances separate, she says, and there’s no prenuptial agreement dividing assets. The more she thinks about it lately, she says, the more she’d like to increase her own net worth.

“I support a lot of the aspects of my life and myself,” she says. “I have the pressure to make a certain amount of money, and I like it. And now, I decided, I want to make more.”

With their 17-year-old daughter, Valentina, on the cusp of adulthood, Hayek Pinault is pursuing business ideas, which she isn’t ready to reveal. Pinault likes this ambition, she says. “I think he finds it kind of sexy.”

O NE ATTRIBUTE that’s made Hayek Pinault famous is her body. Much has been made of her breasts: Talk-show hosts ask her questions about them, her movie characters comment on them, her red-carpet fashions flaunt them. During our interview, when I say I want to ask her a trivia question, she assumes I’m after her bra size.

No, I tell her in a total left turn, I want to learn about the time on the Frida movie set when her monkey co-star bit her, specifically where it bit her. Coincidentally, I’d just gotten a video of a monkey bite in a group chat so I thought I’d show Hayek Pinault a screenshot. It was a picture of a raised pink welt on pale skin—actually a bite on a man’s back—but Hayek Pinault assumed it was an R-rated close-up of a topless woman.

“It is a thing about the boobs,” she scolds when she sees the photo. I explain she’s looking at a monkey bite on a man’s back. “Oh. This isn’t a monkey bite in the boobs?” she asks. No, I tell her, but is she saying that’s where the monkey bit her? No, she replies. This is turning into a who’s-on-first of monkey bites and lady parts. “Can I tell you something?” she says, clutching her breasts with both hands, still horrified by the photo. “My nipples began to hurt when I saw that.”

It turns out, the Frida monkey bit her on the right hand between her thumb and forefinger, and she needed rabies shots. I asked if those were painful and she said, “Yes, yes. Stop it.” She and the monkey, whose name was Tyson, were alone in her trailer, and he started throwing all her CDs at the walls and breaking them. They got into a tug-of-war over a disc, and he bit her. “They should have told me the monkey has been possessed by the devil,” she says.

Frida was her passion project, a major moment for her now 25-year-old production company, Ventanarosa—Spanish for “pink window”—and a big learning opportunity for her. It had been a fight for her to control the material. In one meeting, while trying to wrest back the project from a studio she’d decided against, she had her agent’s attorney friend come as a prop to intimidate executives. “You sit there, nod your head, look mean,” she told him.

The strategy worked. The project was ultimately made at Miramax, the studio co-founded by Harvey Weinstein. Later, she would write a searing op-ed about being sexually harassed by Weinstein.

Hayek Pinault described in the piece having to film a “senseless” full-frontal nude love scene with another woman to placate Weinstein so he wouldn’t block the completion of Frida . Hayek Pinault, distraught over Weinstein’s tactics, vomited for the length of the shoot.

In a statement, Weinstein’s spokesman says “he apologises to Ms. Hayek for ever making her feel sad or uncomfortable.” He says that Weinstein has “a different memory of those times but isn’t looking to talk about them.”

The roughly $12 million film went on to gross $56 million worldwide and made Hayek Pinault one of the first Latinas ever to be nominated for a best actress Oscar.

With Ugly Betty , an American version of a popular Colombian telenovela, Hayek Pinault initially met resistance from ABC, she says. The actress personally presold international rights and advertising to prove the show’s worth. The series, which supercharged the career of actress America Ferrera, was considered a risk partly because it featured a Latina lead who was not Hollywood’s idea of universal beauty. Hayek Pinault pushed back when some executives wanted to give Betty a makeover. “It got really heated,” she says. Ferrera went on to win the Emmy for best actress in a comedy in 2007.

Most of Ventanarosa’s film and TV works are in Spanish and do not feature Hayek Pinault. Recent titles include the 2019 TV series Monarca , a Succession -style drama on Netflix about a family’s tequila empire, and the Spanish-language HBO series Like Water for Chocolate , premiering this fall. Separately, she continues her own work as an actress, recently premiering the Angelina Jolie–directed wartime film Without Blood at the Toronto International Film Festival.

Hayek Pinault’s longtime producing partner, José “Pepe” Tamez, says the two have been looking at shows like Squid Game , the blockbuster Korean series, to get Latinos in front of a worldwide audience in a similar way. The company had focused on the U.S. and Latin American markets for years, but now they’re thinking more globally. That’s where the opportunity is, Tamez says.

In pitch meetings, Hayek Pinault’s ability to read her audience has been a secret weapon. “Maybe this has to do with the fact that she’s an actress,” Tamez says. “She knows how to listen.”

HAYEK PINAULT’S WORK as a producer did not inform her philanthropy, she says: Her philanthropy made her a better producer.

Her interest in volunteering began in childhood, and her efforts fighting violence against women stretch back to her early days in 2004 working with the Avon Foundation. On a 2009 Unicef trip to Sierra Leone, she famously breast-fed another woman’s baby, a newborn the same age as her own daughter, to combat a regional stigma around breast-feeding. The moment was captured on camera for ABC’s Nightline .

Pinault was keenly interested in her philanthropy. Once when the two were dating and she was volunteering in South America, he asked on the phone about her day. “I said, ‘Oh, it was great. We were with the prostitutes all morning in the red-light district,’ ” she recalls. She talked for an hour, then asked about his day. “He said, ‘I’m embarrassed to tell you what was my day.’ ”

In 2008, a year before they married, the couple began working together to build the Kering Foundation, which Pinault had created to focus on women’s causes.

Over time, Hayek Pinault realised she could broaden her reach even further. In 2013, she and Beyoncé Knowles-Carter founded Gucci Chime for Change, a global campaign by the Kering brand to promote gender equality.

For her signature event, the Caring for Women dinner and charity auction in New York, Hayek Pinault keeps the scope small. The evening’s 200 guests can see each other at 20 tables around a cozy room. For an event that kicks out press, it gets a ton. This year and last, Lauren Sánchez, who is engaged to Amazon’s Jeff Bezos, got in a tabloid-perfect bidding war with Kim Kardashian over a Balenciaga couture lot.

Last year, Hayek Pinault adorned the space with plants and played bird sound effects. She personally wrote fellow celebrities to make sure they’d come. Before they arrived, she lit copal, a rock incense used in Mexican rituals, and waved it around for spiritual cleansing.

“My spirit,” she says, “wants to micromanage.”

O N THIS DAY at the pub, Hayek Pinault is mourning the death of Kering, a rescue owl who became famous on her Instagram. A fox got into the aviary on the grounds of their London estate and ate Kering not long ago. The owl slept in her bedroom many nights, though not that evening. “We had our own way of communicating,” Hayek Pinault says. “She would hold my hand and play and try to pull me.” Kering was a pet but also a wild animal. “I never took that owl in if she didn’t want to come in,” she says. The actress knows her owl would have been eaten by a predator long ago if she’d lived in nature. “She had a good life,” she says.

Over the past decade, Hayek Pinault has dealt with losses like this and life’s other challenges by practicing meditation.

A session might take three hours. She knows a meditation DJ who plays music while she lets go in her mindfulness space, which is the smallest room in her house. Sometimes she’s dancing. She’s usually blindfolded, which makes standing on her head tricky. The DJ later debriefs her because she loses herself so completely that she can’t always recall what’s just happened. She finds herself accomplishing physical feats she could never achieve otherwise. She is sparing on details. “I do strange things,” she says.

In the meditation sessions, nothing hurts, she feels elastic in body and spirit. “I’m ready to go in a room wanting nothing and not knowing what to do or what you’re supposed to do—surrendering and understanding your instincts,” she says. “It’s very advanced.”

Like much in Hayek Pinault’s world, the practice is unconventional. “It’s completely the opposite of no pain, no gain,” she says. “It’s completely the opposite of what everyone does.”

Hair, Nao Kawakami; makeup, Wendy Rowe; manicure, Kate Williamson; set design, Max Bellhouse and Tilly Power; production, Bellhouse.

The U.S. and IMF Disagree About China. That’s a Problem.

Eighty years ago world leaders meeting in Bretton Woods, N.H., created the International Monetary Fund to prevent the sorts of economic imbalances that had brought on the Great Depression.

Today, imbalances once again threaten global harmony. China’s massive trade surplus is fuelling a backlash. The U.S. attributes those surpluses to China holding down consumption while subsidising manufacturing and exports, inflicting collateral damage on its trading partners. And it would like the IMF to say so.

The IMF, though, has steered a more neutral path. It has prodded Beijing to change its economic model while playing down any harm from that model for the world.

Decades ago, U.S. leaders thought bringing China into the postwar economic institutions such as the IMF and World Trade Organization would make Beijing more market-oriented and the world more stable. They now think the opposite. China has doubled down on an authoritarian, state-driven economic model that many in the West see as incompatible with their own.

The IMF, the world’s most influential international economic institution, may find itself torn between irreconcilable visions of the global economy, especially if former President Donald Trump is re-elected next month.

Trump has prioritised reducing the trade deficit, especially with China, through tariffs, an approach the IMF has criticised. Many of his advisers are deeply suspicious of both Beijing and international institutions. Project 2025, an agenda for a second Trump term that includes many Trump advisers as authors, has suggested the U.S. should leave the IMF, though there is no sign Trump agrees.

The U.S. has been upset about the growth in China’s trade surplus since it joined the World Trade Organization in 2001, wiping out U.S. factory jobs in what became known as the China shock .

China’s surpluses have since shrunk as a share of its gross domestic product. But because China’s economy is now so large, that surplus has grown as share of world GDP, to 0.7%. Other countries are alarmed at a growing flood of cheap manufacturing imports, dubbed “China Shock 2.0 .”

Jake Sullivan , President Biden’s national security adviser, said at the Brookings Institution Wednesday that China “is producing far more than domestic demand, dumping excess onto global markets at artificially low prices, driving manufacturers around the world out of business, and creating a chokehold on supply chains.”

Treasury Undersecretary Jay Shambaugh told me at a panel organised by the Atlantic Council two weeks ago that China is “already 30% of global manufacturing. You can’t grow at a massive rate when you start from 30% of the world without displacing not just us, but lots of countries.”

Pointing out such tensions is part of the IMF’s job, Shambaugh said at the event. While the IMF has said China’s industrial policies may be hurting its trading partners, “I would like to see them pay more attention…to the aggregate external imbalance.”

The IMF’s architects believed a breakdown in economic cooperation contributed to the Depression. Countries such as the U.S. that ran large trade surpluses felt no pressure to help those with deficits, like Britain. Depressed countries sought to limit imports and boost exports by devaluing their currencies or imposing tariffs, in effect seeking to export their unemployment.

To end such “beggar-thy-neighbour” policies, British economist John Maynard Keynes proposed that trade be conducted through a global bank and currency that would prevent big deficits and surpluses. Instead, at Bretton Woods, delegates agreed to peg their currencies to the dollar with the IMF overseeing periodic revaluations.

By the 1970s, inflation and growing trade deficits caused fixed exchange rates to collapse. Cross-border capital flows soared, enabling poor countries to borrow from western banks and investors. When they defaulted, the IMF had a new mission: helping them restructure their debts, usually on the condition of strict budget austerity. IMF, a popular joke ran, stood for “It’s Mostly Fiscal.”

Even today, while the IMF does still monitor trade deficits and surpluses, it rarely attributes those to cross-border influences, focusing instead on fiscal and other domestic factors.

In a blog post last month, IMF staff investigated the U.S. deficit and Chinese surplus and found little connection.

The U.S. deficit reflected strong government and household spending, while China’s surplus resulted from slumping property markets and domestic confidence. They “are mostly homegrown,” they wrote. In an implicit rebuke to the U.S., they wrote, “Worries that China’s external surpluses result from industrial policies reflect an incomplete view.”

This benign view of Chinese surpluses has drawn criticism. Brad Setser , a former U.S. Treasury official now at the Council on Foreign Relations, said the IMF has relied on data that understates the surplus.

Setser also raps the IMF’s advice to Beijing to let interest rates and the exchange rate fall while tightening fiscal policy—that is, raising taxes or cutting spending. That, he said, will weaken imports, boost exports and thus widen the trade surplus.

“Their analysis is all about how bad the fiscal situation is, with no real analysis of the balance of payments position,” Setser said.

Pierre-Olivier Gourinchas , the IMF’s chief economist, disagreed. He noted the IMF has consistently urged China to boost household consumption such as by strengthening the social safety net and shifting more of the tax burden from the high-consuming poor to the high-saving rich. He also noted that the IMF has argued for fiscal stimulus now and consolidation later.

Does the IMF’s opinion make a difference? Most countries—the big ones especially—will never need to borrow from the IMF and can thus ignore its advice. The IMF has long urged the U.S. to rein in its budget deficit, noting this contributes to its trade deficit, and the U.S. has just as long ignored it.

And yet when the IMF speaks, it does so with an authority and credibility that no private analyst or individual country commands.

China’s approach to boosting exports is “killing jobs elsewhere, and that’s something the IMF should call out,” said Martin Mühleisen , a former senior IMF official now at The Atlantic Council. “China doesn’t want bad publicity from the IMF, in part because the criticism would resonate in many countries.”

Should You Hire a Chauffeur?

Jay Leno once spoke of flipping through the owner’s manual of a vintage luxury car he owns, and coming upon a somewhat dated reference. It said to have “your man” perform regular maintenance. The man was the chauffeur, and it was assumed this uniformed functionary was on hand both to drive the car and keep it in top condition.

These duties make sense, given the history. The word “chauffeur” is of French origins, dating to 1896 or so, and is derived from the term for the “stoker,” who shovelled the fuel and took the helm of early steamships and trains. The best cars early on came from France, and hence the word was imported along with the cars.

Obviously, cars in the early part of the 20th century required considerable maintenance, and it was the chauffeur who hopped out to fix the frequent punctures or crank the engine. This fellow worked for a single boss and was an essential part of the domestic staff. The drivers even had their own magazine in Britain, The Chauffeur, which was published from 1907 to 1914.

In the hit BBC series Downton Abbey , the fiery Socialist chauffeur, Tom Branson (played by Allen Leach) marries Lady Sybil Crawley, joins the family circle, and becomes the esteemed estate manager. This would have shattered social conventions at the time, and is somewhat unlikely. The best that most chauffeurs could expect was to be gifted the car at retirement.

Classic chauffeur-driven limousines of the 1920s and 1930s, sometimes called “sedanca de ville” (town car), had enclosed compartments with cloth seats for the passengers and an open leather-clad driver’s area, possibly a vestige of the carriage trade, when the driver sat up top to control the horses.

The chauffeur had a renaissance during the go-go greed-is-good 1980s, when Wall Street’s instant millionaires were making deals in the back of limousines. But since that time, the limos from companies like Cadillac and Lincoln have gone out of production. According to Gregg Merksamer, editor of website Professional Car Society, “The recent action has moved to upfitting minibuses like the Mercedes-Benz Sprinter and the Ford Transit with more luxurious interiors. One reason is that bus-based limos come with more headroom and ‘walk-around space’ than an SUV-based stretch.”

Ohio’s Chris Axelrod with his 1956 Cadillac Fleetwood Series 75 limousine.
Gregg D. Merksamer, Professional Car Society
Lincoln Continentals like this one were stretched into chauffeur-driven limousines by Lehmann-Peterson of Chicago in the 1960s.
Gregg D. Merksamer, Professional Car Society

Hiring a Driver

Many executives are now driving themselves, but hiring a driver is still an attractive option. The role of chauffeur is evolving. The basic categories for hired drivers are:

Personal drivers, who typically drive regular cars and help out as needed. Indeed.com says a common salary for a personal driver is $15.44 per hour, though this ranges up to $31.70. The jobs are competitive, the site says—with 25 applicants for every job.

Executive drivers, whose passengers are business executives and CEOs, are often authorised to bring their vehicles into restricted areas. This is a higher-paid category, with salaries up to $93,000 a year, or $45 an hour.

Chauffeurs (with female professionals known formally as a “chauffeuse”). For VIP clients these full-time drivers pilot long-wheelbase luxury vehicles, sometimes with divider windows and communications systems. Chauffeurs might make $50,000 a year in relatively affluent areas.

The U.S. Bureau of Labor Statistics combines salaries for shuttle drivers and chauffeurs, giving a median annual salary in 2023 of $35,240. In the larger category that includes taxi drivers, there are 55,400 job openings annually in the U.S. The average chauffeur is male (84%) and white (52%), though 23.8% are Hispanic and 8.7% African-American. Female chauffeurs make approximately $5,000 less annually, according to Zippia.com.

So, does hiring a full-time chauffeur make sense? It does if you lead a busy work life, stress over getting the kids to school on time, worry about possible accidents, or want to make more productive use of your travel time.

To make such a hire, start by deciding whether you want to use an agency or recruit someone yourself from online sites. Then list all the tasks you will want the chauffeur to undertake. That will help determine your driver’s hours, leading possibly to the conclusion that part-time help will be sufficient. Even if you’re using an agency, you’ll want to check the potential hire’s references—remember, they’re likely to be driving children.

Assuming the references check out, the next step is an interview to get to know the candidate. The basics are a full resume, a valid driver’s license, appropriate insurance coverage, and sometimes mechanical skills and a knowledge of defensive-driving tactics.

Personality and temperament are important factors, not just paper credentials. And a probationary period to evaluate the chauffeur where the rubber meets the road is an excellent idea. Salary should be determined based on years of experience.

Which Car?

Excellent candidates for chauffeured cars, ensuring the most passenger comfort, include:

2024 Mercedes-Maybach GLS 600 SUV ($174,350). The chauffeur of 40 years ago would have been amazed at the choice of an SUV for chauffeur duty, but these cars maximise passenger access and space.

2024 Audi A8L (starting at $90,900). Check the boxes on this roomy company flagship for Comfort Plus (dual-pane acoustic glass, heated rear seats) and Black Optic Plus (for incognito travel). For a European customer circa 2016, Audi created the 20.9-foot-long Audi A8L Extended, with a 166-inch wheelbase and six doors. All six passengers got seating equivalent to first-class airplane travel.

2024 Rolls-Royce Phantom Extended ($573,000). This car’s interior, the company says, is “a sumptuous sanctuary, where escapism is the main objective.” A high degree of customisation is possible. Gerry Spahn, who heads Rolls-Royce communications in the U.S., said that the Phantom is “the ultimate palette for Rolls-Royce Bespoke, allowing clients to incorporate their personal lifestyle into the interior design through materials, finishes, and new technology.”

2024 Cadillac Celestiq ($340,000). Cadillac was once the standard for the chauffeured limousine. This one is a luxurious way of going green, and an out-of-the-box choice for a chauffeured vehicle. It doesn’t look like any other vehicle on the road; AutoExtremist dubbed the Celestiq “a singular design triumph.” These hand-built electric sedans are being produced in very small numbers. All four passengers sit on 20-way adjustable heated, vented, and cooled seats with massage, and enjoy personal screens.

Cadillac limousines, like this 1966 model, were once standard for chauffeur service, but these days refitted Sprinter vans are taking over.
Gregg D. Merksamer, Professional Car Society
Cabot Coach’s custom mobile office is for executive travel.
Cabot Coach

And you can go custom. Companies such as Cabot Coach in Haverhill, Massachusetts, and Executive Coach Builders in Springfield, Missouri, will craft a bespoke limousine to your specifications. Steve Edelmann, director of sales at Cabot Coach, said that for $200,000 to $300,000 his company will outfit an SUV or Sprinter van as a fully equipped mobile office for executive customers, sometimes—shades of the 1930s—with a partition for privacy from the driver.

This story originally appeared in the  Fall 2024 Issue  of Mansion Global Experience Luxury.

The ‘October Theory’ of Changing Your Life

October is traditionally the time to break out the cozy sweaters and consume as many pumpkin-spice drinks as possible. Instead, people are now using it to reset their goals.

Dubbed “October Theory,” these people are rethinking their approach to the last three months of the year. They’re using it as a time to set goals, pick up new habits and reflect—essentially taking on the role New Year’s plays.

October Theory is the latest “theory” social media has latched onto. Between the uneven job market, inflation, and the usual daily grind, people are looking for something they can control. Setting goals and improving their lives —whether it’s their health, finances or mindset—is something they are gravitating toward.

Sarah Stone, a 35-year-old Realtor in Kansas City, Mo., says October is a better time to reflect on the previous nine months and also home in on what she wants to achieve in the last few months of the year. This month, she’s decluttering her home and purging habits such as too much impulse shopping at TJ Maxx.

“It feels almost like the beginning of the year is in the wrong place on the calendar,” says Stone.

October can feel like an introspective time for people since the seasons are changing, a new academic school year has started and the current year is on its way out, says Laurie Kramer, a licensed clinical psychologist and a professor of applied psychology at Northeastern University. The Jewish new year—Rosh Hashana—also takes place in September or October, giving millions a time to reflect.

“This is a great time, 90 days from the new year, from the holidays, to reassess, see where you are with things,” Kramer says.

Start now, win later

October Theory is catching on partly because it sets someone up for success by the time January rolls around, say fans of the trend. Instead of picking up a new habit in the dead of winter—at the same time everyone else is trying to make it to the gym, for instance—it has already been in place for three months.

Every new year, Allison Bucheleres, a 30-year-old lifestyle and fashion content creator in Miami, tries to set new goals. Often, she fails because she doesn’t have a routine in place to make it happen.

Most of her goals this month revolve around setting new daily routines, such as waking up at 7 a.m., journaling her thoughts and writing self-affirmations to reframe her thinking. Around the middle of the day, she’ll repeat her positive phrases—at times over 100 of them—and will sometimes write one on a sticky note to post on her bathroom mirror.

Bucheleres’s newest self-mantra: “I can control my work and my self belief, but not the timing.”

Simple behaviours that are easy to repeat could take as few as 30 times to become a habit. More complex ones, such as going to the gym, could take up to three months of daily practice, says Wendy Wood, professor emerita of psychology and business at the University of Southern California.

The best time to change behaviour is during a big life change, such as moving to a new house or starting a new job or relationship—regardless of whether it’s in January or October, she says.

“You have a sort of window of opportunity to make decisions about what you want to do without your old habits getting in the way,” Wood says.

Making the most of 2024

Others view October as a last chance to fulfil the goals and aspirations they set months ago.

That includes Mateo Pérez, who is in the final stretch for his weightlifting and running regimen. The 19-year-old sophomore, who is majoring in creative advertising at the University of Miami, is also working on an application to transfer to New York University for the fall 2025 semester. Pérez wants to finish the application by the end of this semester in December.

“Right now, it’s like a reflection of this whole year and how can we make the most of the last three months,” Pérez says.

Psychologists say being introspective—at any time of the year—helps people develop habits and routines. It is often the key to following through on your goals.

Two Octobers ago, Kelly Sites, a 38-year-old customer-support manager and content creator, decided to stop living overseas. By February, she had moved to Kansas City, Mo.

This year, she’s trying to set up a daily meditation and breathing practice, and eat more whole foods. In a TikTok post on Oct. 2, Sites encouraged people to go to their photo albums and type in October to see how much their lives have changed in the 10th month of the year.

“It’s this idea of hibernation, seasons changing,” Sites says. “There’s always seeds of my life that were planted in October that changed the rest of the year.”

The Sandwich Generation Is Stressed Out, Low on Money and Short on Time

At 34, Kait Giordano is juggling her job, a newborn and two parents with dementia.

Just over a month into motherhood, she tends to her infant son and her live-in parents in the morning and afternoon, some days with the help of a rotating cast of paid companions at their Tucker, Ga., home. In the evenings, her husband, Tamrin, takes over while she colours hair.

They had already delayed starting a family when Kait’s father moved in a few years ago. Her mother moved in this year. “We chose to take this on,” she says. “We didn’t want to wait any longer.”

More Americans shoulder a double load of caring for their children and at least one adult , often a parent. The “sandwich generation” has grown to at least 11 million in the U.S., according to one estimate, and shifts in demographics, costs and work are making it a longer and tougher slog.

People are having children later, and they are living longer , often with care-intensive conditions such as dementia. That means many are taking care of elderly parents when their own kids are still young and require more intensive parenting—and for longer stretches of their lives than previous generations of sandwiched caregivers.

As the oldest millennials start to hit middle age —and baby boomers near their 80s—the number of Americans caring for older and younger family makes up a significant part of the electorate. Vice President Kamala Harris invoked the sandwich generation when she recently proposed expanding Medicare benefits to cover home healthcare.

“There are so many people in our country who are right in the middle,” the Democratic presidential candidate said on ABC’s “The View” this month. “It’s just almost impossible to do it all, especially if they work.”

Responding to the Harris proposal, former President Donald Trump ’s campaign said he would give priority to home-care benefits by shifting resources to at-home senior care and provide tax credits to support unpaid family caregivers.

The growing burden on this sandwich generation weakens careers and quality of life, and has ramifications for society at large. It is a drag on monthly budgets and long-term financial health.

A 40-something contributing $1,500 a month over five years to support an aging parent stands to lose more than $1 million in retirement savings, according to an analysis by Steph Wagner , national director of women and wealth at Northern Trust Wealth Management.

“It’s become incredibly expensive to manage the longevity that we’ve created,” says Bradley Schurman , an author and demographic strategist, who says that the demands of caring for older generations could push more people in midlife to retreat from the workforce, particularly women. “That’s a massive risk for the U.S. economy.”

Career goals on hold

Not too long ago, the typical sandwich caregiver was a woman in her late 40s with teenage kids and maybe a part-time job. Now, according to a 2023 AARP report, the average age of these caregivers is 44, and a growing share are men. Nearly a third are millennials and Gen Z. They are in the critical early-to-middle stages of their careers and three-quarters of them work full or part time.

Diana Fuller, 49, says being the go-to person for her 83-year-old mother’s care for more than four years has been stressful, even with her mother now living in a nearby, $10,000-a month memory-care centre in Charlotte., N.C. (Long-term-care insurance covers 75%; the rest is paid out of her mother’s savings.)

She has put on the back burner career goals such as ramping up the leg warmer business she started with her sister. She has missed moments such as her 9-year-old son’s school holiday concert last year because of her mother’s frequent hospital stays.

Her husband picks up a lot of the child care duties when her mom is in the hospital. Still, she says, “it often feels like everything is about to implode.”

The financial pressures are also growing for the sandwich generation. According to a Care.com survey of 2,000 parents, 60% of U.S. families spent 20% or more of their annual household income on child care last year, up from 51% of families in 2021. Meanwhile, the median cost of a home health aide climbed 10% last year to $75,500, data from long-term-care insurer Genworth Financial show.

Caregivers often risk paying for such costs in their own old age, financial advisers say. More than half reported in a 2023 New York Life survey that they had made a sacrifice to their own financial security to provide care for their parents on top of their children.

Long-distance care

Many in the sandwich generation say they feel torn between the needs of their kids and parents. Liam Davitt , a public-relations professional, and his wife, Lisa Fels Davitt , recently moved from their Washington, D.C., condo to suburban New Jersey so that their 7-year-old son could be closer to cousins and go to a good public school. (They had previously paid for private school.)

That meant moving away from his 84-year-old mother in an independent living community. The long distance has made helping her even with little things more complicated, such as troubleshooting glitches with her iPhone. He recently enlisted a nearby fraternity brother to help her assemble a new walker.

An avid runner, he says he finds himself taking care of himself—avoiding potentially ankle-twisting mud runs and keeping up with his doctors’ appointments, for example—out of fear he won’t be able to care for his younger and older family.

“If all of a sudden I’m less mobile, then I’m more of a burden on my own family” says Davitt. He is planning to move his mother closer by.

The Giordanos, in Georgia, have made adjustments, too. With their newborn keeping them busy, they installed cameras and door chimes to help monitor Kait’s parents.

Her parents enjoy pushing their grandson in the stroller around the house while supervised, she says. When Tamrin comes home from work, he gives his in-laws dinner and medications while holding the baby.

The couple isn’t sure when they’ll have another child, which would require paying for more help.

“We may have to wait,” Kait said. “We’re very much living in the moment.”