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‘You can’t pause the internet’: social media creators hit by burnout | Social media

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The life of a social media creator can be high in glamour and status. The well-paid endorsement deals, the online followers and proximity to the celebrity establishment are all perks of the industry.

But one hidden cost will be familiar to anyone coping with the 21st-century economy: burnout. The Guardian has spoken to five creators with a combined audience of millions who have all experienced degrees of workplace stress or fatigue.

“There’s no off button in this job,” says Melanie Murphy, 35, who has been a social media creator since 2013. “The algorithms never stop. You can’t pause the internet because you get sick. If you vanish for two or three months completely you know the algorithms will bring your followers to new accounts who are being active.”

Dublin-based Murphy says her symptoms of burnout were “complete fatigue” and a “nerve sensation of tingling and brain fog.” A dose of Covid was then “the straw that broke the camel’s back”, she adds.

Melanie Murphy says she had a ‘complete burnout breakdown’.

There is also a self-consciousness that comes with struggling in a nascent industry some people may not take seriously – or cannot conceive of as being hard work, given its association with glamour or the ephemeral nature of social media fame.

“It’s really hard to talk about my job impacting how bad I felt without people being like ‘shut up you’re so privileged’,” Murphy admits.

She is not alone. Five out of ten creators say they have experienced burnout as a direct result of their career as a social media creator, according to a survey of 1,000 creators in the US and the UK by Billion Dollar Boy, a London-based advertising agency that works with creators. Nearly four out of 10 (37%) have considered quitting their career due to burnout as well, according to the research.

The World Health Organization defines burnout as the consequence of “chronic workplace stress that has not been successfully managed”, with symptoms including exhaustion, reduced effectiveness at your job and a feeling of mental distance from your work.

Others spoken to by the Guardian talk of creative block and their own lack of engagement with the material that, by necessity, they have to churn out on a regular basis.

Allison Chen icing cakes. Photograph: PR handout

“There’s no HR department, there’s no union,” says Murphy. “If my husband got burned out, like I did, and literally couldn’t stand up off the couch, he would have someone to call. The only people I could really call were creators.”

Shortly after the birth of her second child in 2023, Murphy had what she called a “complete burnout breakdown”.

“My body was, like, ‘I’m done’.”

Perhaps ironically, Murphy says, YouTube videos were a help in her recovery. She also sought out therapy and “pulled back a bit” from work, having saved up enough money to cover a few months off. Now, after “a lot of brain retraining stuff”, she only posts two YouTube videos a month – having run at one or two a week before. She used to be “very, very active” on Instagram but now posts only “if I feel inspired to post”.

Now, Murphy and her husband, an airline pilot, “kind of match” each other in earnings which “does mentally take a bit of weight off”. Murphy’s company makes “a bit over” €100,000 (£86,000) a year. She says she has cut down heavily on unpaid work and changes to her work-life balance have probably reduced her earnings by about €20,000.

Murphy has 800,000 followers across YouTube and Instagram – her main sources of income are brand sponsorship – including from the Trainwell personal training app and online therapy company BetterHelp – and advertising revenue from YouTube, which shares a substantial cut of ad spend with creators.

Creators – people who make a living from making online content, often via brand sponsorships – lead a professional life that reflects the digital culture they are embedded in. It is fast, demanding and vulnerable to sudden changes of taste.

Hannah Witton took three months of maternity leave, the longest she knows of among content creators. Photograph: YouTube

Becky Owen, the global chief marketing officer at Billion Dollar Boy, says the average full-time creator has to carry out a number of tasks to be successful, from planning, filming and editing content to managing relationships with brands; and, of course, engaging with followers.

Owen says the “wheels are coming off” for many creators.

“It’s prevalent. It’s not just a few,” she says, adding that there can also be an emotional toll because a lot of creators “monetise themselves” and turn their lives into content.

“Beyond getting new commercial deals, the greatest challenge creators face is managing the business side of what they do. They’re juggling countless responsibilities, trying to excel at all of them, often before they even have a chance to focus on the content itself. That’s where they really need support,” says Owen.

Allison Chen, 22, a New York-based creator who specialises in baking, cooking and lifestyle content and has a combined audience of 1.3 million across YouTube, TikTok and Instagram, says the pursuit of views and engagement can be wearying. It can leave you feeling “regardless of how many views you get, there is always a higher peak to achieve”.

“Social media creators also have the same comparison and self-esteem issues that regular social media users have,” she says.

Chen says deleting social media apps has helped. Her routine involves downloading Instagram and TikTok whenever she needs to upload content – and then deleting them. “I repeat it every day,” she says.

London-based Hannah Witton, 33, suffered in a similar way. She restructured her professional life to avoid burning out completely, having been a full-time creator since 2015. Witton took three months of maternity leave after giving birth to her son in 2022. Three months, she says, is the longest amount of time she has seen any creator take off after having children.

Hannah Witton restructured her professional life to avoid burning out completely.

“The shortest amount of time I’ve seen someone take off [for maternity leave] is three days. I wish I could have taken longer off but I just knew it wasn’t possible.”

When she returned, Witton found she was trying to produce the same amount of YouTube and podcast content – on sex and relationship advice – within half the time, with the added financial burden of paying for a producer to help make her content.

“Something had to suffer. And the thing that was suffering was me and the content – and my relationship with the content,” she adds. “Audiences are smart, and I think they can pick up on those kinds of things.

This week Google-owned YouTube called on the UK government to take creators more seriously as a profession, in recognition of the “profound economic and cultural contributions they bring to the UK’s creative industries”.

Meanwhile, creators used to broadcasting advice to others are having to rally themselves through the hard times.

“It is possible to get through this and still earn good money while not spreading yourself too thin, which many creators do,” says Murphy.





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Maternity brand Seraphine worn by Kate enters administration

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The maternity fashion retailer Seraphine, whose clothes were worn by the Princess of Wales during her three pregnancies, has ceased trading and entered administration.

Consultancy firm Interpath confirmed to the BBC on Monday that it had been appointed as administrators by the company and that the “majority” of its 95 staff had been made redundant.

It said the brand had experienced “trading challenges” in recent times with sales being hit by “fragile consumer confidence”.

The fashion retailer was founded in 2002, but perhaps hit its peak when Catherine wore its maternity clothes on several occasions, leading to items quickly selling out.

Prior to the confirmation that administrators had been appointed, which was first reported by the Financial Times, Seraphine’s website was offering discounts on items as big as 60%. Its site now appears to be inaccessible to shoppers.

The main job of administration is to save the company, and administrators will try to rescue it by selling it, or parts of it. If that is not possible it will be closed down and all its saleable assets sold.

Will Wright, UK chief executive of Interpath, said economic challenges such as “rising costs and brittle consumer confidence” had proved “too challenging to overcome” for Seraphine.

Interpath said options are now being explored for the business and its assets, including the Seraphine brand.

The retailer’s flagship store was in Kensington High Street, London, but other well-known shops, such as John Lewis and Next, also stocked its goods.

The rise in popularity of Seraphine, driven in part by Royalty wearing its clothes, led to the company listing on the London Stock Exchange in 2021, before being taking back into private ownership in 2023.

Interpath said in April this year, the company “relaunched its brand identity, with a renewed focus on form, function and fit”.

“However, with pressure on cashflow continuing to mount, the directors of the business sought to undertake an accelerated review of their investment options, including exploring options for sale and refinance,” a statement said.

“Sadly, with no solvent options available, the directors then took the difficult decision to file for the appointment of administrators.”

Staff made redundant as a result of the company’s downfall are to be supported making claims to the redundancy payments service, Interpath added.



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Can AI run a successful vending business? An AI startup tested it out

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Because AI isn’t (yet) able to physically restock the machine, the AI model could email company employees who handled such tasks. Beyond that, however, the AI model, dubbed Claudius for the experiment, was tasked with many of the responsibilities of a traditional operator, including selecting and maintaining inventory, setting prices and maximizing profit.

The upshot: “If Anthropic were deciding today to expand into the in-office vending market, we would not hire Claudius,” the company wrote in its blog.

The experiment showed that while the AI model was effective at tasks such as identifying suppliers, adapting to users’ requests and “jailbreak resistance,” as Anthropic employees tried to trick Claudius into stock sensitive items, Claudius failed as a convenience service operator because it ignored profitable opportunities, instructed customers to make payments at a Venmo address it had imagined (instead of the one created), sold products at a loss, offered excessive discounts and mismanaged inventory.

Although version one of Project Vend wasn’t successful at the bottom line, Anthropic predicts that AI middle managers will come to pass. “It’s worth remembering that the AI won’t have to be perfect to be adopted; it will just have to be competitive with human performance at a lower cost in some cases,” the company wrote in its blog.

Read the full story here.



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Suntory Global Spirits chooses Globant to build a Commercial Insights AI Agent and unlock Business Intelligence at Scale

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Suntory Global Spirits chooses Globant to build a Commercial Insights AI Agent and unlock Business Intelligence at Scale

Suntory Global Spirits chooses Globant to build a Commercial Insights AI Agent and unlock Business Intelligence at Scale

PR Newswire

NEW YORK, July 7, 2025


  • Globant is partnering with Suntory Global Spirits to build a generative AI-powered Commercial Insights Agent
  • With the Agent, Suntory Global Spirits employees can access data insights and self-service intelligence, speeding up decision-making across product development, marketing, sales and strategy

NEW YORK, July 7, 2025 /PRNewswire/ — Globant (NYSE: GLOB), a digitally native company focused on reinventing businesses through innovative technology solutions, today announced a reinvention partnership with Suntory Global Spirits, the world leader in premium spirits, to build and deploy a generative AI-powered Commercial Insights Agent. By compressing days of work into seconds and supporting real-time decision-making for sales, marketing, and strategy, Globant’s Commercial Insights Agent is transforming operations for the beverage company.



The AI-powered agent can interpret complex business questions across dashboards, reports, and unstructured documentation for Suntory Global Spirits, eliminating the need for manual insight requests. By automating insight retrieval, the Commercial Insights Agent reduces operating costs tied to traditional business intelligence workflows and significantly reduces time-to-action. What once required multiple cycles of back-and-forth between business and analytics teams can now be executed on demand, freeing up employees to focus on higher-value strategic tasks.

“Our work with Suntory Global Spirits exemplifies how visionary companies can harness the power of agentic and generative AI to fundamentally transform the way they operate,” said Santiago Noziglia, Retail, CPG and Automotive AI Studio CEO at Globant. “The Commercial Insights Agent is more than a productivity tool; it’s a strategic enabler that redefines how teams access knowledge, make decisions, and unlock growth. Together, we’re pushing the boundaries of what’s possible when building an AI-powered enterprise.”

Additional benefits of the Commercial Insights Agent include:

  • Self-serve decision support at scale: Teams at Suntory Global Spirits, especially across marketing, sales and product management, can independently access data insights, ask questions, or generate reports without bottlenecks or dependencies on other teams.
  • Contextual recommendations powered by GenAI: The Commercial Insights Agent is trained on internal data to provide contextual GenAI recommendations that speed up decision-making.
  • AI Agent foundation: The Commercial Insights Agent is just the beginning for Suntory Global Spirits, which can now use the agent as a template for new use cases across brand planning, commercial forecasting and innovation pipelines.

To learn more about Globant’s AI-powered tools, visit https://www.globant.com/enterprise-ai.

About Globant

At Globant, we create the digitally-native products that people love. We bridge the gap between businesses and consumers through technology and creativity, leveraging our expertise in AI. We dare to digitally transform organizations and strive to delight their customers.

  • We have more than 31,100 employees and are present in 36 countries across 5 continents, working for companies like Google, Electronic Arts, and Santander, among others.
  • We were named a Worldwide Leader in AI Services (2023) and a Worldwide Leader in Media Consultation, Integration, and Business Operations Cloud Service Providers (2024) by IDC MarketScape report.
  • We are the fastest-growing IT brand and the 5th strongest IT brand globally (2024), according to Brand Finance.
  • We were featured as a business case study at Harvard, MIT, and Stanford.
  • We are active members of The Green Software Foundation (GSF) and the Cybersecurity Tech Accord.

Contact: pr@globant.com
Sign up to get first dibs on press news and updates.
For more information, visit www.globant.com.



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