How Israel used Iran's massive attacks to enhance its top ballistic missile shield
Arrow's maker said it intercepted most of the missiles it engaged during the latest clash between Israel and Iran.
The CEO of Arrow's manufacturer told BI that it has been upgraded since its first battle with Iran.
Israel's top ballistic missile defenses — its Arrow systems — were just tested in their third-ever direct conflict with Iran. The first two battles last year helped the manufacturer prepare for this latest fight, the toughest yet.
Boaz Levy, the CEO of the state-run Israel Aerospace Industries, told Business Insider in an interview on Wednesday that the company is "analyzing each missile attack" against Israel on a case-by-case basis, whether it's a single shot or a barrage of fire.
"We do have lessons learned about system operation, about threat capabilities, and more," he said.
The highly advanced Arrow systems are a joint product of IAI and the US aerospace contractor Boeing. Arrow 2, which was first deployed in 2000, can intercept missiles in the upper atmosphere. The newer Arrow 3 became operational in 2017 and can hit targets in space.
Both of the Arrow systems use a two-stage solid-fueled interceptor to destroy incoming ballistic missiles. Together, they make up the top echelon of Israel's vaunted air defense network, the most famous part of which is Iron Dome for combating rockets, mortars, and artillery.
The Arrow systems have seen combat over the years, but they faced an unprecedented test in April 2024 when Iran fired some 120 ballistic missiles at Israel as part of a huge attack with cruise missiles and drones. Nearly all the threats were shot down.
Arrow then defended against another large-scale barrage in early October when Iran launched over 180 ballistic missiles at Israel. And over the following months, the system has frequently been used to intercept missiles launched by the Tehran-backed Houthi rebels in Yemen.
Levy, Arrow's chief engineer, explained that all these engagements ultimately helped prepare Arrow for its most significant test yet: the most recent conflict with Iran, which fired hundreds of ballistic missiles at Israel over a 12-day stretch.
He said IAI develops Arrow in a "building blocks mechanism, which means that, every now and then, we are upgrading the system capability, utilizing a new building block."
"During this time, between April last year to this attack, we did have several upgradations of the systems," he said. "I believe that this is the right way to deal with it. So yes, we had lessons learned, and we improved the systems accordingly."
"It's a software change that will lead us to a better capability," he added.
The latest conflict began on June 13, when Israeli officials announced the start of a new operation to degrade Iran's nuclear program and its military capabilities. Israel then carried out sweeping airstrikes across the country over the next week and a half.
Iran retaliated by launching over 550 ballistic missiles and more than 1,000 drones at Israel, the latest Israeli government data shows. Most of those munitions were intercepted by air defenses.
Levy declined to say how many Iranian missiles Arrow engaged. But he said an initial analysis revealed that the systems intercepted at least 90% of the missiles that it targeted since June 13.
"I think that Arrow performed as expected," Levy said. Israel said the Iranian missiles have caused over 50 impact sites across the country. Some missiles are allowed to go through if the impact site is irrelevant, but Iranian weapons have also, at times, made it through to strike civilian areas.
US Navy destroyers positioned in the Eastern Mediterranean Sea also provided air defense support for Israel in the latest conflict, as have American ground forces based in the Middle East. Available air defense assets in the region include MIM-104 Patriot surface-to-air missile batteries and the Terminal High Altitude Area Defense (THAAD) system.
US officials have not disclosed exactly how many Iranian missiles American forces shot down. Washington has provided air defense for Israel during all three of its clashes with Tehran.
Levy hailed the air defense partnership between Israel and the US, describing it as "the right way to deal with a ballistic missile attack. I believe that this collaboration and coalition between allies is the right solution for that, especially when we are speaking about salvos," referring to large waves of attacks.
The US military joined Israel's offensive campaign last weekend, using stealth aircraft and a guided-missile submarine to launch airstrikes on three of Iran's top nuclear facilities. Tehran retaliated on Monday by firing a volley of missiles at a major American base in Qatar. That retaliation was neutralized by the Patriot systems.
Later that day, as Israel and Iran continued to trade attacks, President Donald Trump announced that the two countries had agreed to a ceasefire. Several days later, the fragile deal appears to be holding up.
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Newsweek
28 minutes ago
- Newsweek
France Launches Airdrop of 40 Tons of Humanitarian Aid Into Gaza
Based on facts, either observed and verified firsthand by the reporter, or reported and verified from knowledgeable sources. Newsweek AI is in beta. Translations may contain inaccuracies—please refer to the original content. France began a large-scale airdrop of humanitarian aid to the Gaza Strip on Friday, deploying four flights from Jordan to deliver 40 tons of food and supplies as the international posture towards the spiraling humanitarian crisis shifted in the face of imminent famine. French President Emmanuel Macron announced the move as part of a plea for Israel to permit full humanitarian access, Reuters reported. The effort is the result of a multinational coalition including Jordan, Germany and the United Arab Emirates. Newsweek reached out to the foreign ministries of France and Israel outside of normal business hours on Saturday afternoon for comment. Why It Matters The French aid initiative comes amid escalating warnings from international organizations of severe malnutrition and starvation among Gaza's 2 million residents. Humanitarian corridors into Gaza remain largely restricted by Israel, with widespread reports of children dying from hunger-related causes. Efforts like France's airdrop highlight the international community's struggle to address what is widely described as a man-made famine, with much of the world's attention focused on blocked or limited ground aid routes. The airdrops follow France's announcement that it intends to formally recognize a Palestinian state, which drew condemnation from some U.S. officials, such as Secretary of State Marco Rubio. However, other European nations have discussed or announced intention to recognize a Palestinian state as well as a means of pressuring Israel to act. Israel, however, has repeatedly rejected claims of forced starvation in Gaza. In May, Prime Minister Benjamin Netanyahu denied people are starving, saying Israel takes "thousands of prisoners" from Gaza and photographs them, and you "don't see one, not one, emaciated." Israel has repeatedly said that aid deliveries must be delivered in a "safe framework" that does not give supplies to Hamas and notes that the U.S.- and Israeli-backed Gaza Humanitarian Fund (GHF) is bringing food into Gaza. Israel has used aid restrictions as a pressure tactic to bring Hamas, a Palestinian militant group, to negotiate the release of hostages that were taken in its October 7, 2023, attack on the country. A picture taken in northern Gaza's Jabalia shows aid parcels parachuted down following an airdrop above the Israel-besieged Palestinian territory on August 1. A picture taken in northern Gaza's Jabalia shows aid parcels parachuted down following an airdrop above the Israel-besieged Palestinian territory on August 1. Bashar Taleb/AFP via Getty Images What To Know Macron confirmed the start of the operation on Friday, writing in a post on X: "Faced with an urgent humanitarian crisis, we just conducted a food airdrop over Gaza. I thank our Jordanian, Emirati, and German partners for their support, as well as our armed forces for their dedication. But airdrops are not enough. Israel must grant full humanitarian access to address the risk of famine." France's Foreign Minister Jean-Noel Barrot added in an interview with a local French broadcaster that four flights, each carrying 10 tons of humanitarian supplies, were dispatched from Jordan. France previously participated in European humanitarian airlifts in October 2023 to provide aid to Gaza through Jordan and Egypt at the start of the conflict that erupted after Hamas launched an attack on Israel that killed 1,200 people. Israel retaliated with strikes on the enclave and then sent troops into the region as officials sought to eliminate Hamas. Many nations backed Israel's right to respond to Hamas' attack, but in recent months the growing humanitarian crisis has shifted opinion and prompted outcry over the deteriorating conditions facing civilians. The Israel Defense Forces (IDF) has simultaneously begun instituting a daily "tactical pause in military activity" for "humanitarian purposes" in the areas of Gaza City, Deir al-Balah and Musawi. The practice, first declared last week, was said "to enable the safe passage of UN and humanitarian aid organization convoys delivering and distributing food and medicine to the population across the Gaza Strip." The IDF also said it would begin conducting aid airdrops into Gaza. Faced with an urgent humanitarian crisis, we just conducted a food airdrop over Gaza. I thank our Jordanian, Emirati, and German partners for their support, as well as our armed forces for their dedication. But airdrops are not enough.… — Emmanuel Macron (@EmmanuelMacron) August 1, 2025 What People Are Saying President Donald Trump recently told reporters: "It's terrible what's occurring there. It's a terrible thing. People are very hungry. The United States gave $60 million for food and it's a shame, because I don't see the results of it. And we gave it to people that in theory are watching over it fairly closely. We wanted Israel to watch over it." A U.S. State Department spokesperson previously told Newsweek: "President Trump and Secretary [of State Marco] Rubio want a better life for the people of Gaza and are acutely aware of the dire humanitarian situation. We are supportive of creative efforts to relieve the humanitarian situation in Gaza." Israel's consul general in New York, Ofir Akunis, previously told Newsweek: "There is no deliberate starvation in Gaza, only a deliberate disinformation campaign orchestrated by Hamas and amplified by those who fail to act. Hamas doesn't care about the suffering of children, only about weaponizing their pain to spread hatred against Israel." What Happens Next? The French government and other European partners have signaled they will continue humanitarian airlifts and pressure Israel to open land routes. Macron and other Western leaders called for comprehensive humanitarian access beyond airdrops, which the French leader described as inadequate to alleviate famine risk.
Business Insider
6 hours ago
- Business Insider
Read AT&T CEO's frank response to employee feedback about a 5-day RTO mandate
Roughly seven months after AT&T called workers back to the office five days a week, CEO John Stankey has a message for employees: Get on board or get out. In a lengthy Friday memo addressed to "all AT&T managers" that was obtained by Business Insider, Stankey shared his thoughts on the results of the company's employee engagement survey. The AT&T CEO said he is "not surprised" by the declining self-reported employee engagement level and touched on some changes the company is going through. The note was, in part, to help workers identify where their "professional expectations" may be "misaligned with the strategic direction of this company," he wrote. "If you are of the small minority that shared comments similar to, 'I have heard this nonsense before and I'll ignore things until this goes away…' or 'things were just fine the way they were…' there might be a disconnect between you and your current professional choice," Stankey wrote. According to the memo, 79% of respondents said they feel committed and engaged with their work. The survey results represent over 99,000 employees, which is 73% of the company. AT&T told BI that the company has no additional comments on Stankey's memo because it "speaks for itself." "We run a dynamic, customer-facing business, tackling large-scale, challenging initiatives," Stankey wrote. "If the requirements dictated by this dynamic do not align to your personal desires, you have every right to find a career opportunity that is suitable to your aspirations and needs." "That said, if a self-directed, virtual, or hybrid work schedule is essential for you to manage your career aspirations and life challenges, you will have a difficult time aligning your priorities with those of the company and the culture we aim to establish," Stankey added. AT&T has undergone a series of changes this year, starting with replacing a hybrid schedule with a five-day in-office mandate. Some AT&T employees previously told BI that it became difficult to obtain office desks and parking spaces amid the RTO push, while the telecom's rival, Verizon, saw the office mandate as an opportunity to recruit AT&T workers interested in hybrid schedules. In the memo, Stankey addressed the "right to expect to work in a professional, well-maintained, and functional facility" and the ongoing and coming investments into office hubs. Stankey is the latest CEO to tell employees to get on board with a return-to-office policy or go elsewhere. He also described the company's transition as a shift away from some elements, including "loyalty, tenure, and conformance with the associated compensation," to "a more market-based culture —focused on rewarding capability, contribution, and commitment." "When I read comments lamenting disruption, I tried to pick my brain for an example of another 100+ year old company that didn't have to disrupt itself to secure sustainable relevance," he wrote. "I am still searching for the first example." So far, AT&T shares have risen more than 21% in 2025, and the company posted robust earnings that met analyst expectations over the past two quarters. "I know change like this is difficult and can be unsettling for some," Stankey said in the memo. "However, as General Eric Shinseki so eloquently stated, 'If you dislike change, you're going to dislike irrelevance even more.'" Read AT&T CEO John Stankey's full memo: A Message from John Stankey My Observation on our Employee Survey results To: All AT&T Managers Thank you to the over 99,000 employees who responded to this year's Employee Survey. Your feedback helps us understand what we need to focus on—and how we need to communicate — as we strive toward our goal of ranking in the top third of Fortune 100 companies in employee engagement. It is incredibly encouraging that 73% of our employees took the time to respond to the survey, with 79% of those respondents feeling committed and engaged with their work at AT&T. While this is reassuring, especially considering the amount of change we've navigated as a company recently, it wasn't a surprise to me that we fell short of our engagement goal. Nor was it a surprise that scores declined since our 2023 survey. We are midstream on a multi-year journey to build the company we want, not simply optimize the one we have — and I believe your feedback accurately reflects where we are. In the survey you asked for transparency in communication from leadership. Although not my best in terms of brevity, the purpose of this multi-page note is to share a few of my thoughts with you directly while your leaders work with you to prepare their action plans. After reading this, I'm hopeful you will understand my perspective on the company we are working to build and what we can and will do to respond to elements of your feedback. This note may also help you identify areas where your professional expectations might be misaligned with the strategic direction of this company. Most points outlined below have been communicated in other forums and with your leadership, but this is my attempt to articulate how all the pieces fit together. Let me start by setting some context on what has been underway at AT&T over the last 4 years. To secure our long-term success as a company, we concluded that a shift in our operating culture was essential. For those of you who are fans of management science, this shift can be characterized as moving away from an orientation on hierarchy and familial cultural norms and towards a more externally focused and competitive market-based culture. I understand that some of you may have started your tour with this company expecting an "employment deal" rooted in loyalty, tenure, and conformance with the associated compensation, work structure, and benefits. We have consciously shifted away from some of these elements and towards a more market-based culture — focused on rewarding capability, contribution, and commitment. We believe this is the only way to succeed in the dynamic, technologically driven markets where we operate. I know change like this is difficult and can be unsettling for some. However, as General Eric Shinseki so eloquently stated, "If you dislike change, you're going to dislike irrelevance even more." Many of your survey comments indicate agreement with this notion — a desire for our company to evolve to better support our customers and each other. If you are of the small minority that shared comments similar to, "I have heard this nonsense before and I'll ignore things until this goes away…" or "things were just fine the way they were…" there might be a disconnect between you and your current professional choice. It takes every one of us, moving in the same direction, to win against the competition, sustain our business, and create rewarding and interesting challenges for employees who want to work in a market-based culture. Changes to compensation, pensions, benefits (paid time off, care leaves, mental health support), delayering, work locations, and workplace environment are all in service of this change. When I read comments lamenting disruption, I tried to pick my brain for an example of another 100+ year old company that didn't have to disrupt itself to secure sustainable relevance. I am still searching for the first example. I suspect our willingness to disrupt ourselves is the under-pinning of why this company approaches 150 years of relevance — from fixed to mobile, TDM (Time Division Multiplexing) to IP (Internet Protocol), and narrowband to broadband to name a few. I recall at every turn there were parts of the organization advocating to maintain the status quo, and I suspect hindsight would tell us we are happy we chose change — as messy as the journey might have been. Your Survey Feedback Now to the survey. There was quite a bit to unpack in your feedback, but like any business imperative, focus and prioritization are essential. Your collective data and comments were analyzed to extract the most critical themes outlined in this note. You will hear more specifics from your respective leaders around these themes in the coming weeks. 1. Career and professional growth I agree with the sentiment that everyone should understand potential career opportunities and career paths we have here at AT&T. With that, you should have a solid sense of the contribution required in your current role, and what can be done to earn more responsibility to push professional pursuits to a higher level. Many leaders have not yet fully addressed this expectation within their own organizations. Our shift to hub locations was a pivotal step to more effectively achieve this goal. Concentrations of employees enables the teamwork, mentorship, and visibility that, when combined with performance and contribution, can better equip you to advance your career. While we have made strides to get more people into fewer places, we have more work to do to align complimentary work functions in the right places. I expect all department leaders to complete this work — to thoughtfully consolidate coordinating functions and career paths to reduce the ongoing need to relocate for growth and development. 2. Capabilities to do your job You deserve tools, processes, and capabilities that help you serve our customers effectively, without being hindered by internal process friction or system constraints. While we've made progress with legacy migrations and infrastructure upgrades, there's still a long way to go. We find ourselves at the midpoint in what is a long and technically challenging journey. You have my commitment that improving these capabilities remains a top priority. We are committed to allocating resources and attention to ensure we see tangible benefits of our record levels of investment in these areas, and we'll continue to update you on these improvements. 3. Where we work You are right to expect to work in a professional, well-maintained, and functional facility. Another reason we established a focused set of hubs was to allow us to invest in our workplaces and bring them to a more common standard. This was something we never would have been able to achieve while operating in 500+ metropolitan areas. It's also why we need to continue exiting under-utilized real estate (the remnants of deferred maintenance from a long string of mergers and acquisitions) to free up resources to invest in our core locations. The fact is real estate transitions require sustained efforts over several years to arrive at the place we desire and you deserve. Some of you are in a location where enhancements are actively underway or even completed. Others may be unaware of changes that are coming in short order. We will more actively share where we are making investments, what has been accomplished, and what is on the horizon. We agree with the feedback you shared, and we are taking this seriously. I expect we all will be required to demonstrate some patience and flexibility as we work towards a better place. 4. Culture Your collective comments about culture may be the most difficult to synthesize. This topic is a bit like beauty — it's all in the eyes of the beholder. Many of you suggest a desire to improve upon what you're observing as "daily norms." I wish I could summarize a set of actions that could quickly guarantee our transition to the market-based cultural norms I described earlier. But I don't think a short-term list of actions or programs would suffice. Believe me, there is nobody more impatient for this outcome than yours truly. Changing and embracing a workplace culture is like learning a language — knowledge grows in a variety of ways and develops over time. Like learning a language, you gain proficiency by practicing in the real world. We need to commit to learning the language together so we can all share a common "shorthand." To that end, we will be doing some additional work illustrating what market-based culture norms look like in practice — and sharing some prompts that can be applied in your daily work life. We'll keep coming at this cultural evolution from every angle — but I have to ask you to commit. Commit to adjusting your own behaviors and actions without looking to your right or left (or above) to see what everybody else is doing. A favorite quote by W. Clement Stone comes to mind: "So many fail because they don't get started." Please jump in and avoid the human tendency to blame the neighbors for the problems in the neighborhood! We will all change at a slightly different pace, and that's to be expected. 5. Personal wellbeing I understand that many may find the demands of your daily lives challenging and difficult. Elder care, job stress, child rearing challenges, economic uncertainty, community unrest, technology anxiety — the list can get long. While no company can address how the combination of these dynamics might impact your specific circumstances, we can work to support employees in a way that improves their ability to manage what life throws at them. Our decisions to maintain industry-leading healthcare, change time-off policies, augment leave structures, offer financial counseling, and enhance mental health benefits are examples of overt decisions we have made on this front. Despite rising medical costs, we intend to hold management medical contributions flat for the 2026 renewal cycle. We continue to test new approaches to services and care in the workplace and are seeing some promising models emerge that may warrant implementing at scale. These are just some examples of how we are constantly evaluating how we can best support you in managing life dynamics, and you can expect more updates in the coming year. Now, onto some additional context and expectation setting. How we work together The most challenging things we do here at AT&T require unwavering teamwork - it's essential that we attract and promote talent that embraces working together to deliver results. When you think about what we are doing to transform this company - efforts like legacy sunset, fiber deployment, wireless network modernization, moving down market in Business, BSS/OSS (Business Support System/Operations Support System) platform migrations, digital/online/omni channel enablement, core routing network consolidation, and 5G standalone core - these are all efforts that require inter-departmental collaboration and coordination. They constitute the bulk of our $23 billion annual investment. This work is far more demanding and challenging than our efforts to keep the train on the tracks during enforced COVID isolation. -person collaboration and predictable presence improves each team's ability to execute effectively on large, complex projects. Our customers expect us to be here to serve their needs. Our third-party partners need to be able to consistently depend on times to collaborate. Our employees deserve reliable support with their current responsibilities and impromptu guidance for continued development. This is why we work in person, together, during common hours. We run a dynamic, customer-facing business, tackling large-scale, challenging initiatives. If the requirements dictated by this dynamic do not align to your personal desires, you have every right to find a career opportunity that is suitable to your aspirations and needs. That said, if a self-directed, virtual, or hybrid work schedule is essential for you to manage your career aspirations and life challenges, you will have a difficult time aligning your priorities with those of the company and the culture we aim to establish. Does this mean there isn't room for emergencies or special circumstances? Of course not. will always try to support that which can't be planned for — or that which needs to be deliberately planned for — and I expect any leader to manage their organization accordingly. Contribution, trust, and effectiveness Our cultural tenants include our intent to Win as One. Implicit in this commitment to one another is that we all carry our part of the load aid measurably contribute to the priorities the team. As technology and the "information economy" evolves, each of our respective contributions are going to become increasingly measurable. In addition to information garnered from performance reviews, peer feedback, assessments work history, and certifications (to name a few), we analyze patterns of behaviors from broad cohorts (aggregated data). This allows leaders to identify behaviors that are obvious outliers, supplemented with the broadest set of information available, to determine if the behavior being evaluated is consistent with our stated priorities and employment expectations. An employee's data must significantly differ from their peers — to a level harming team cohesion, compensation, and inconsistent with our Win as One philosophy — before an individual's name is linked to any behavior. Some may view this approach as a matter of trust, and that perspective is understandable. In several forums, I've expressed concerns that past data indicated more outliers than we'd like. If we overlook these outliers, it can impact overall trust in leadership and coworkers, especially among those who consistently contribute and uphold our standards. Addressing these exceptions is important to ensure we're fair to the vast majority of employees who support their colleagues and deliver for the organization every day. Next steps I hope this clarifies how we've prioritized action planning around your feedback — and transparently explains why some concerns and desires expressed may not be entirely aligned with our strategic direction as a company. While it's natural to feel uneasy during times of conflict and change, the greatest source of lasting anxiety is when expectations aren't aligned or discussed openly. Determining the best way to address new challenges and position the company for long-term success is constantly on our minds as leaders. I truly believe that this approach is the way to attract and retain customers, secure necessary resources from our investors, and offer meaningful employment to as many of our folks as possible. As difficult as it is to balance all these stakeholders, I am confident that we are on the right track. Your leadership team will be outlining our path forward in response to the survey in more detail. Until then, I ask that each of you explore your own opportunities to make a difference. While there will certainly be actions and initiatives that require sponsorship from senior leaders, our collective success also depends on each of us taking ownership where we can. Rather than waiting for others to act, I encourage everyone to share their ideas and take initiative. As I said at the beginning, we are midstream on a multi-year journey to build the company we want, not simply optimize the one we have. Your feedback makes us better, and we have many strong capabilities and attributes to leverage. John
Business Upturn
7 hours ago
- Business Upturn
How Eckhart Tolle Turned Stillness into a Multi-Million Dollar Empire
In an era where noise equals value and attention is currency, Eckhart Tolle's quiet empire stands as a paradox: a low-key spiritual teacher who turned stillness into scalable revenue. The German-born, Vancouver-based author is best known for his transformational bestsellers The Power of Now and A New Earth , but few realize the depth and structure of the Eckhart Tolle business model behind his serene public presence. This article peels back the layers of a multimillion-dollar operation that monetises presence, awareness, and peace — not through mass consumerism, but via publishing royalties, digital subscriptions, high-ticket retreats, and a strategically limited brand ecosystem. Here's how Eckhart Tolle built one of America's most financially efficient spiritual businesses without ever appearing overtly commercial. The Foundation of Eckhart Tolle's Business: Books, Brand, and Digital Presence Eckhart Tolle's rise to fame began with the self-published release of The Power of Now in 1997. It was quietly passed from hand to hand until Oprah Winfrey featured it on her book club in 2000, turning the title into an international sensation. His follow-up, A New Earth (2005), cemented his place in the upper echelon of global self-help literature. The real engine here wasn't just sales — it was brand crystallisation. Tolle's persona became inseparable from the experience of the books: minimalist covers, philosophical prose, and his calm media appearances all built a recognisable brand asset. By focusing on timelessness and simplicity, Tolle didn't just write spiritual books—he created a lifestyle identity, turning his name into a marketable intellectual property in the U.S. personal growth ecosystem. He never diluted his message through excessive appearances or rapid releases. This calculated scarcity made his content — and by extension, his brand — feel more premium and essential. Monetising Awareness: How Tolle's Publishing and Royalties Model Works Tolle's publishing contracts, initially with Namaste Publishing and later with Penguin Group and New World Library, are reportedly based on above-standard royalty agreements — a likely outcome of Oprah-backed demand and consistent best-seller performance. In traditional U.S. publishing deals, authors earn about 10–15% in royalties from hardcover sales and 7–10% from paperbacks, but high-performing titles like The Power of Now , which has sold over three million copies in the U.S. alone, can trigger escalator clauses, enhanced royalty splits, or even profit-sharing models. Given his status, it is reasonable to estimate that Tolle's U.S. royalty earnings exceed seven figures annually just from books alone. Moreover, his titles have become evergreen staples in the $10.5 billion U.S. self-help publishing market, which continues to grow annually at 5–6%. Tolle's position in the spiritual/self-realisation subcategory ensures not only consistent sales but recurring passive income from reprints, translations, and audiobook versions. Beyond the Bookshelf: Eckhart Tolle TV and the Subscription-Based Content Model Perhaps the most strategically sophisticated aspect of the Eckhart Tolle business model is his digital platform, Launched as a proprietary content hub, the site offers exclusive video teachings, guided meditations, and discussions with Kim Eng (his teaching partner). Rather than relying on YouTube monetisation or open-access content, Tolle's team positioned the site as a premium subscription service, offering monthly access to digital stillness for a fee. As of mid-2025, subscription pricing sits at: $19.95/month $149/year (a ~38% discount) Content is released monthly, creating evergreen media assets with high retention potential. Monthly Membership Dynamics and Digital Scalability This subscription model offers a masterclass in high-margin, low-overhead business operations. Unlike book publishing, which includes printing, distribution, and retailer margins, digital content has virtually zero unit cost after production. Let's assume a conservative estimate of 50,000 active U.S. subscribers — which aligns with mid-tier subscription benchmarks for niche spiritual platforms. At $19.95/month, that alone equates to $1 million monthly recurring revenue or $12 million annually, with minimal infrastructure costs. More importantly, the lifetime value of a subscriber—typically measured as customer longevity × monthly payment—is far higher than that of a casual book buyer. If the average subscriber stays for just one year, that's $149, compared to a one-time $15 book sale. This model allows Tolle's business to scale quietly yet powerfully, leaning into digital infrastructure rather than celebrity tours or mass-market merchandise. Partnership with Oprah Winfrey: Turning Thought Leadership into Cultural Capital The single most pivotal inflection point in the Eckhart Tolle business model came through his collaboration with Oprah Winfrey. In 2008, they launched a 10-week live webcast series dissecting A New Earth , drawing over 35 million views globally — a media milestone in both spiritual and internet history. More than just exposure, the Oprah alliance turned Tolle into mainstream intellectual currency. He became a recurring guest on SuperSoul Sunday and co-created online courses that blended Oprah's audience reach with Tolle's conceptual gravity. This strategic alignment gave Tolle access to: Oprah's vast email marketing and CRM channels Global brand legitimacy beyond 'new-age' circles Immense traffic to his digital products and courses It was a cross-platform partnership, not a one-off appearance — a vital distinction in modern media monetisation. Selling Transformation: Tolle's Online Courses and Certification Revenues Tolle's team capitalised on the post-Oprah momentum by launching a suite of premium online courses, including: The Power of Presence ($197) Being the Light ($297) Living a Life of Presence (bundle packages up to $499) These courses are hosted on his website and third-party platforms like Sounds True, offering high-definition video teachings, downloadable workbooks, and multi-week learning journeys. While there is no official certification program akin to Deepak Chopra's wellness coaching franchise, affiliate commissions for resellers and partners suggest an informal influencer ecosystem. This lean approach allows Tolle to monetise transformation without commodifying his image through licensing or training programs. Event Economics: From Quiet Retreats to High-Ticket Mindfulness Gatherings Tolle's live appearances are few and far between — and that's by design. His in-person retreats are positioned not as motivational seminars, but as luxury immersive experiences, often hosted in upscale venues across California, Hawaii, or Europe. A typical retreat includes: 3–5 days of teachings Meditation and silent reflection sessions Premium accommodation and meals Ticket prices range from $895 (early bird, basic access) to over $2,500 for premium packages. Limited to a few hundred participants, these events function more like private masterminds than general public lectures. The Role of Scarcity and Exclusivity in Pricing This model hinges on scarcity economics. By offering few events, avoiding overexposure, and limiting ticket availability, Tolle maintains a high perceived value around his presence. This also shields the brand from dilution. Instead of turning teachings into mass-market spectacles (à la Tony Robbins), the exclusive access principle keeps demand high and costs manageable — no arenas, no giant production crews. It's minimalism as monetisation. E-Commerce and Merchandise: Silent Expansion Through Branded Calm Tolle's e-commerce presence is subtle but structured. His official store features: Guided audio meditations (avg. $15–$25) Journals and mindfulness prompts Digital downloads of past retreats Limited branded apparel and gift bundles Rather than flooding the market, his product strategy mirrors his teachings: less is more. Though merchandise is not the core revenue engine, it enhances average order value for website visitors and serves as an onboarding path for deeper offerings like subscriptions or courses. Affiliate Ecosystem and Cross-Brand Collaborations Interestingly, the Eckhart Tolle business model has largely eschewed commercial brand partnerships with wellness apps, meditation startups, or corporate sponsors — a notable divergence from peers like Sam Harris or Deepak Chopra. This may be a deliberate choice: to maintain brand purity and avoid the trap of over-commercialisation, which could compromise the trust of his philosophically-inclined audience. Yet the absence itself is telling — and strategic. By not monetising every opportunity, Tolle creates an aura of authenticity, reinforcing the value of what is offered. Stillness as a Service: The Paradox of Monetising Presence in America's Capitalist System The Eckhart Tolle business model may be one of the most counterintuitive case studies in modern entrepreneurship. It monetises silence, yet not cheaply. It preaches presence, yet thrives on subscription economics. It builds brand equity not through mass marketing, but through intentional digital scarcity and psychological alignment with its audience. In a hyperstimulated American attention economy, Tolle's model proves that stillness itself is a luxury—one that people will gladly pay for if packaged with care, consistency, and calm. His empire isn't spiritual capitalism in disguise. It's capitalism redesigned around non-urgency. And that, perhaps, is its most revolutionary feature. Final Takeaway: In a world of noise, Eckhart Tolle didn't sell enlightenment. He sold access to silence—strategically, sustainably, and profitably. That's not just a spiritual movement. That's a business model for the future of mindful commerce. This article is intended for informational and editorial purposes only. It does not constitute endorsement or promotion of any individual, company, or entity mentioned. Business Upturn makes no representations or warranties regarding the accuracy, completeness, or reliability of the information provided.
