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Get ready for a boom—in bankruptcies.

“We are seeing an acceleration in bankruptcies that is unprecedented,” said James Hammond, CEO of New Generation Research which runs BankruptcyData. For 2020, he says, “I’m pretty confident we will see more bankruptcies than in any business person’s lifetime.”

Ranked by assets alone, says Hammond, the magnitude of bankruptcies this year has already surpassed that of 2008. And that’s not including what could happen when the government’s Paycheck Protection Program, which aims to keep small businesses up and running with loans that can be converted to grants if certain terms are met, runs out.

The largest Chapter 11 bankruptcy so far has been that of car-rental company, Hertz. Unable to hold on after the travel industry effectively hit the brakes, the company is now selling off much of its fleet in a bid to meet demands from creditors. Others in sectors ranging from oil and gas, to retail, to aviation have similarly suffered to navigate the pandemic.


Editor’s note: Chesapeake Energy, an oil and

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COVID-19 could bring a food crisis of “biblical proportions” to Africa, which is already suffering from changing weather patterns and a plague of locusts, World Food Program head David Beasley told the UN recently. Beasley’s warning has prompted action from at least one company—Yara, the global fertilizer giant based in Norway (and featured on Fortune’s Change the World list.)

Yara CEO Svein Tore Holsether told me Friday the company has committed $25 million to provide food to a million people in the region. Africa is a small part of Yara’s business—less than 5%. “From an economic and reputation standpoint, it is probably better not to be in Africa at all,” he said. “But our mission is to responsibly feed the world and protect the planet.” With that as the company’s purpose, how can starvation in Africa be ignored?

Some might ask whether Africa’s problem is better left to the WFP and other aid organizations. But Holsether believes public-private partnerships are essential. “The focus of foreign aid is to help the immediate problem. But unless we do something to address

Take Lessons’ CEO talks about the realities of starting a business and walking the fine line between self-promotion and humility.

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Opinions expressed by Entrepreneur contributors are their own.

Steven Cox is the founder and CEO of Take Lessons, a venture-backed startup that connects students with instructors of the arts, academics and foreign languages, locally and online.

#ThePlaybook host David Meltzer talks with Cox about the origins of Take Lessons. Cox also discusses the realities of and how they differ from the myths.

Cox offers lessons of his own, advising to believe in themselves, but not their hype — to not take their too seriously and to be able to see that they can be wrong at times. To do this, Cox suggests, entrepreneurs should wear both the “founder” and “investor” hats as they grow their .

Cox talks about how he started Take Lessons after helping his rock band’s drummer find work as a instructor and how staying nimble, listening to customers and adapting allowed his company to find product-market fit before running out

The reception desk at luxury boutique property Diamond Mills Hotel & Tavern in Saugerties, New York, features sneeze guards. Guests and staff must wear face masks in public areas.

Gina Hornbeck/Diamond Mills Hotel & Tavern

Like most components of travel in the Covid-19 era, hotel check-in has changed — perhaps, in many ways, for good.

As accommodations in states with declining infection and hospitalization rates  start to reopen their doors to guests once again, hotel and resort owners, managers and staff are getting rid of some longtime perks and props while adding new safety measures.

At Diamond Mills Resort & Tavern, in Saugerties, New York, for example, registration starts even before arrival, with form-filling and credit-card authorization completed online. The first things guests arriving at the 30-unit luxury boutique property in the Hudson Valley 100 miles north of New York City will see are signs informing them that masks are required in all public areas.

Face coverings firmly in place, guests need only stop at reception to pick up a waiting room key — a disposable one, passed under a large plexiglass sneeze guard separating them from front-desk staff. They’re also given an information sheet explaining safety protocols enacted at

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Opinions expressed by Entrepreneur contributors are their own.

Online food delivery is a natural progression of ride-hailing services like and Lyft that use crowdsourced labor as the delivery provider’s own infrastructure. The pandemic has caused a spike in demand due to health concerns and shelter-in-place. The hiring spree is eye-popping: announced in April that it’s hiring 300,000 shoppers while is looking to employ 175,000 new workers for its fulfillment centers and delivery network. is adding 50,000 people for distribution and is hiring 35,000 workers.

Related: 105 Service Businesses to Start Today

Entrepreneurs may consider starting a delivery in their city. Startup costs can be low by using and by licensing an appropriate app. Demand is certainly high. If done right, an operator may coordinate with grocery chains and distribution centers to sync systems. Or a small business could integrate with a large company’s IT infrastructure. One option that increases profits is to charge a mark-up for purchased items in addition to shipping fees. Or perhaps certify orders as prepared using stringent health practices to gain new customers.

But what can go wrong? Here are some