Atticus Advisors

Despite economic uncertainties and industry shake-ups, America’s entrepreneurial engine is still running full throttle. According to the U.S. Census Bureau, a staggering 5.5 million new business applications were filed last year—a record high. And this year is off to a strong start with another 1.5 million applications already logged in the first quarter alone.

In a striking policy move, former President Donald Trump has reignited his “most-favored-nation” (MFN) drug pricing strategy—this time with a new executive order aimed squarely at reducing prescription costs for Americans. The order mandates that U.S. drug prices align with the lowest prices charged in other developed nations, a shift that Trump claims could slash costs by 30% to 80% “almost immediately.” While the proposal sounds like a win for American patients, the reality is far more complex—especially for those navigating the intersections of business, policy, and innovation.

The pharmaceutical world is facing a disruptive shift, as former U.S. President Donald Trump signs an executive order aimed at slashing domestic drug prices. The crux of the move? A “most-favored-nation” pricing model—where American consumers would only pay what the lowest-priced developed country is paying for the same prescription drug. If enacted, this could reduce U.S. drug prices by as much as 30% to 80%, according to Trump.

In a move that surprised even the most seasoned global analysts, the United States and China stepped back from the edge of a worsening trade war during weekend talks in Geneva, Switzerland. With tariff threats mounting and both economies beginning to feel the bite, the two countries agreed to significantly roll back duties—for now.

As we navigate the ever-evolving landscape of 2025, it’s clear that even the most experienced founders and co-founders are grappling with a convergence of challenges that demand both strategic foresight and tactical agility. Let’s take a closer look at the seven most pressing issues on the horizon and explore how leaders can address them to ensure resilience and growth.

As 2025 marks the halfway point of a decade already characterized by profound disruption, the landscape for business leaders is both exciting and challenging. Founders and co-founders in particular are grappling with a convergence of technological innovation, shifting customer demands, and global uncertainties that demand both vision and agility.

Failure has a way of hitting hard. It arrives uninvited—shattering confidence, draining motivation, and leaving even the most seasoned leaders questioning their foundations. But while failure is inevitable, what defines exceptional founders and business leaders is not whether they encounter crisis, but how they respond to it.

When we think about what makes an entrepreneur successful, certain traits surface almost immediately—vision, grit, leadership, financial acumen, and an ironclad work ethic. These are the qualities we expect, teach, and often celebrate. But there’s another trait, far less discussed, that quietly powers some of the most groundbreaking businesses of our time: curiosity.

Leadership in today’s environment is a high-stakes endeavor. It demands vision, grit, adaptability—and above all, the ability to lead through paradox. The article in question brings forward a compelling synthesis: the necessity for today’s leaders to embrace “entrepreneurial leadership”—a hybrid of two traditionally distinct concepts that, when integrated, can produce remarkable resilience and innovation in a world driven by constancy.

Leadership in today’s environment is a high-stakes endeavor. It demands vision, grit, adaptability—and above all, the ability to lead through paradox. The article in question brings forward a compelling synthesis: the necessity for today’s leaders to embrace “entrepreneurial leadership”—a hybrid of two traditionally distinct concepts that, when integrated, can produce remarkable resilience and innovation in a world driven by constancy.