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• In 1983, Lynne Austin was offered an opportunity to be a “billboard girl” for a new restaurant called Hooters.
• 42 years later, she reflects on Hooters’ early days, unique marketing, and rapid rise in popularity.
• The early Hooters was very different from what it is now, she said.

This as-told-to essay is based on conversations between Business Insider’s Liz Rowley and Jess Orwig with Lynne Austin, 64, the original Hooters Girl and a 42-year veteran of the company. It has been edited for length and clarity.

I’ve been proud to be the original Hooters Girl since day one, when we didn’t even know we would be what we are today.

I got involved with Hooters in 1983. I was 22, working as a telephone operator and doing bikini contests as a side gig. After winning a contest on Clearwater Beach, the secretary of Ed Droste, one of Hooters’ founders, approached me and said I’d be a perfect billboard girl for a restaurant that Ed and his partners were ready to open.

I thought, “I don’t even know what a billboard girl is.” Instead, I told her, “Sure, OK.” I took his card, went home, and forgot all about it. Two months later, I was driving to another bikini contest, and I saw a construction sign: “Coming soon: Hooters.” I made a hard right toward the parking lot, and that turn changed my life.

Watch Lynne, Ed, and other famous Hooters names recall the early days and how the company has evolved over more than four decades:

I initially scrubbed fridges

I was totally into the idea of being the Hooters Girl, wearing the uniform, and posing for pics. What I wasn’t so wowed by was the idea of quitting my job and becoming a waitress, but Ed persuaded me with talk about “world fame,” so I figured, why not give it a shot?

I quit my job in July 1983 because Hooters was supposed to open around the first week of August. Then September rolled around, and we still weren’t open due to some licensing issues, and I was getting nervous because I wasn’t making any money.

I told Ed I needed a job, and he pointed me to one of the owners, Gil DiGiannantonio, who told me to come down and they’d find something for me. He put me to work scrubbing refrigerators, stoves, and other kitchen appliances for the restaurant for $5 an hour until we finally opened in October. That was a long September.

The Hooters I first started working at was very different from today’s establishments

The atmosphere at Hooters in the beginning was very different from what it is now. People didn’t know what to expect when they came in, and honestly, we didn’t know what to expect day to day.

I remember one time Gil told me we had to let a waitress, Brenda, go because she was wasting too much product. She would grab the paper towels on a spool from the back and drag them all the way through the restaurant if someone asked for a napkin. I was like, “She’s making people laugh. This is what we are, we’re fun! Please, don’t fire her.” He didn’t.

It was barely controlled chaos, but it was a blast. That said, we initially weren’t generating any revenue. I was pulling double shifts, sometimes three in a row, just to scrape by. We were winging it, doing anything we could to get customers.

Then, around spring break of ’84, about six months after opening, it was like a switch. We were suddenly seeing hourslong lines out the door. It was something else. People couldn’t get enough. I’d never seen a meteoric rise like that before or since.

I’d never seen such a meteoric rise

Hooters’ success is largely due to its off-the-wall marketing. Ed was the brains behind a lot of it, willing to do anything and everything to try and get publicity.

We’d be at the restaurant at 5:30 a.m. to pick up a platter of freshly prepared wings and bring it to the local radio stations for a chance to promote ourselves on the radio. We got a lot of doors shut in our faces, at first.

Ed and Brenda — yes, paper towels Brenda — painted “Hooters” in bright orange on a capsized boat along the busy Courtney Campbell Causeway connecting Tampa to Clearwater.

Ed would even stand outside the restaurant in a chicken suit to try and get people in. We posted a billboard of me in the now-iconic orange shorts and white t-shirt. I also modeled for Playboy, which got us more publicity.

It was all marketing.

I had no idea that the billboard of me would bloom into what the brand has become. Eventually, it felt like my face was everywhere — on taxis and the side of the semis that brought in our food. It never ceased to thrill me.

Hooters is my family

As we grew and expanded, I had more opportunities, such as helping to open new restaurants and contributing to the annual calendar and pageant.

A couple of my favorite moments were when I dropped the flag on the Hooters 500 and when I marched on Washington in 1995, protesting the sex bias case against Hooters.

Yes, sex appeal was part of the Hooters concept. However, Hooters and its waitresses are so much more than the restaurant. After 42 years, they’ve become my family.

The Hooters Girls are my sisterhood. Some of those women were my bridesmaids and attended the birth of my children. We’ve been each other’s support system through highs and lows, and I still stay in touch with some of them, including Brenda.

I worked as a waitress and guest bartender for Hooters for about seven years until I branched out and took on other roles, including in radio and local TV, where I continued to promote the brand.

Looking back, I hope that I was an integral part of shaping Hooters. I still participate in events, such as judging the annual pageant and selecting the calendar. It has been the ride of my life, besides, of course, being a mom to my four kids.

• Cassandra Burke, 54, became a personal trainer and registered dietitian after having breast cancer.
• Burke, who has participated in nearly 80 races, shared her best nutrition advice.
• She broke the classic American breakfast rules to get more nutrients into her diet.

At 38, Cassandra Burke was diagnosed with stage 1 breast cancer after she felt a shooting pain in her right breast.

She’d caught it early, but it was no easy ride. She underwent a grueling treatment protocol: a lumpectomy, a year of chemotherapy, 33 days of radiation, skin grafting (to fix dead tissue from her lumpectomy), and a precautionary hysterectomy (her aunt was diagnosed with stage 4 ovarian cancer).

“My treatment was pretty aggressive, so it really did take a toll on me,” Burke, 54, told Business Insider. “It was pretty brutal to move my body.”

But she had one goal: to finish her first triathlon. She set her sights on Iron Girl: A 0.62-mile swim, a 16-mile bike ride, and a 3.4-mile run in her home state of Maryland. After finishing it, she did another Iron Girl two weeks later in Syracuse, New York. She was hooked.

It also drove her to learn more about her body and the role nutrition plays in optimizing performance. She got personal training and triathlon coach certifications along with her registered dietitian’s licensure. Now, while still running a forensic science laboratory, she coaches local athletes from ages 6 to 18 as well as virtual adult and high school clients. She also provides nutrition guidance to cancer patients from her oncology center.

These days, she organizes her nutrition around the workout, which sometimes means two workout sessions in one day or a few hours of running or biking on the weekends.

Burke shared how she fuels for her training and follows a balanced diet to maximize her nutrient intake.

She sticks to quick carbs before workouts

Now 15 years cancer-free, Burke has since completed nearly 80 running events, including 27 triathlons and 18 half marathons.

Burke usually works out in the morning before work — usually doing a combination of swimming, biking, running, or strength training, depending on the day.

For a quick energy boost, she focuses on carbs and simple sugar. She might eat a few waffles, a sports gel like Gu or UCAN, or a high-carb powder like Skratch Labs.

“I’ll eat carb-heavy,” she said. “I just want that simple sugar, so I’m not depleting my own glycogen as much as possible.” She also incorporates gels and electrolytes, like Liquid IV, throughout her training sessions as well.

Breaking the ‘American breakfast’ rules

Burke’s first real meal of the day is usually the breakfast she has after training. To speed up her body’s muscle repair and replenish glycogen, she aims for about 20 to 30 grams of protein and about 60 grams of carbohydrates in that first big meal.

She’ll eat whichever meal hits those goals, whether or not it feels like a typical American breakfast. Sometimes it’s a bibimbap made with leftover rice, eggs, vegetables, and a homemade gochujang sauce. Other times, it’s a turkey sandwich, or cottage cheese with banana and mandarin oranges.

“That’s what I teach my athletes — performance nutrition is based on what the macro is, not what the food is,” she said. “So enjoy the foods that you like and the combinations that help your performance, and don’t worry that it’s not your typical egg-and-toast or breakfast cereal.”

A cottage cheese twist on a Starbucks classic

Burke more or less follows the Mediterranean diet, focusing on lean protein sources (like chicken, fish, and eggs), whole grains, fruits, and vegetables.

After her breakfast, she tries to calculate the nutrients she feels she’s missing. “Throughout the rest of the day, I just put in what I know I need through snacks and meals,” she said.

She sneaks protein-rich food sources into her snacks, such as making high-fiber parfaits with Greek yogurt, granola, and fresh fruit, or creating her own version of Starbucks’ bacon and Gruyere egg bites by blending cottage cheese into the mix.

Other meals, like her homemade Mexican- or Asian-style rice bowls, feature a range of vegetables for extra fiber and nutrients. “I’m big on ‘eat the rainbow’ with my clients,” she said. ” Practicing what I preach, I try to make sure I’m getting different colors and varieties of fruits and vegetables throughout the week.”

• Disney just struck a partnership with OpenAI that includes a billion-dollar investment.
• Internally, the company has provided employees with a set of AI tools, including a “DisneyGPT” chatbot that uses Walt Disney quotes.
• A chatbot codenamed “Jarvis” is also in the works, four staffers said.

Disney’s billion-dollar OpenAI deal isn’t the only way the company is embracing AI. In recent months, the Mouse House has been quietly adding new AI tools to its arsenal and encouraging staff to use them.

“They clearly see where things are headed,” a longtime software engineer at Disney said. This marked a shift from this summer, when Disney had seemed “hesitant to rely on AI tools,” they said.

Disney has given its employees access to several AI tools, including Microsoft Copilot and Amazon’s Q Developer. Thanks to Disney’s OpenAI deal, employees will also soon have access to the enterprise version of ChatGPT, the company said.

Then there’s a “DisneyGPT” chatbot that four staffers said helps with internal requests, such as creating IT support tickets, viewing the company roster, or analyzing a project’s financials.

In an email sent to staff on October 2, Disney introduced the beta version of the chatbot, describing it as a “new partner in productivity” designed to help “unlock the magic of your imagination.” A December update enabled employees to upload Excel and PowerPoint files to the bot.

DisneyGPT draws on signature Disney themes, with a prompt asking users if they’re “ready for an enchanting adventure” and “a verified collection of Walt Disney quotes” that are “tagged by themes like imagination, perseverance, and leadership,” according to the chatbot’s December update log. Otherwise, employees said DisneyGPT is mostly a standard AI chatbot.

There’s also an AI chatbot in the works codenamed “Jarvis,” four employees said. Jarvis, named for the personal assistant “J.A.R.V.I.S.” from “Iron Man,” would be an agentic AI tool — more advanced than DisneyGPT — that completes tasks on an employee’s behalf, a high-level staffer with direct knowledge of the company’s AI efforts said. This person said Jarvis is in its early stages and is “not fully baked.”

“It’s definitely something they want to push for everyone to lean into more,” a Disney manager said of AI.

Companies in every industry are racing to adopt AI tools to boost productivity. Disney is going further than many, however. The OpenAI deal makes Disney the first major entertainment company to invest in the AI juggernaut, and allows its beloved characters to be used in the video generator Sora.

This reflects Disney’s long tradition of merging innovation and entertainment, dating back to its founder, Walt.

Three of the eight Disney employees who spoke with Business Insider expressed concerns about using AI, specifically that it could replace humans and threaten job security.

The high-level employee with direct knowledge of Disney’s AI strategy said that while AI is a “top priority,” it isn’t a cure-all. It can make mistakes and lacks a “personalized touch” that people provide, they said.

“If you use AI everywhere, it’s going to be counterproductive,” this person said, adding that tasks still need human creativity.

Disney spokespeople didn’t respond to several requests for comment on its internal AI efforts.

On an internal Disney website explaining its AI policy and tools, the company said it employs a “responsible and human-centric approach to using AI.”

“That means humans are, and will remain, the creative engine of the company,” Disney said on the site. “We believe, fundamentally, that human creativity and curiosity are immense and unique — and are at the heart of Disney.”

“Simultaneously, our consistent embrace of new technologies has been a key part of empowering our creators and maintaining our leadership in creativity and innovation,” the company continued in its “Responsible AI Use” section.

How Disney employees use and see AI

Seven of the eight Disney staffers Business Insider interviewed have tried or regularly use DisneyGPT or Copilot, which is integrated into employees’ email accounts and documents. Many use those AI tools for simple, routine tasks, like writing emails.

Disney has a portal on its website that outlines its AI policy and lists Disney-approved AI tools. Two employees said the company has pointed staffers to AI education or compliance training courses.

Some unsanctioned AI tools like Anthropic’s Claude can be more effective than Disney-approved AI tools, three staffers said.

One employee at Disney-owned ESPN said their manager told them they could use personal accounts on non-approved AI chatbots for work.

“I’m just using a personal account because Disney isn’t allowing us to use these tools yet,” the ESPN employee said.

The staffer with direct knowledge of Disney’s AI efforts said leadership had tried to make communications about AI “clear across the board,” but acknowledged that workers might not “understand the implications” of data security risks that could arise from using unsanctioned AI tools. Some staffers told Business Insider it was hard for them to keep up with the availability and restrictions on various AI tools.

While some Disney employees expressed mixed feelings about AI, the more bullish among them said Disney was wise to strike a deal with OpenAI.

“This type of a partnership at least establishes the precedent for getting paid,” the ESPN employee said.

A Disney ads employee said they believed Disney’s deal with OpenAI would “pay off” and “be massive” in five to 10 years, even if there are growing pains.

“Disney is smart to push into this,” this staffer said. “They are setting the rules of the game, or at least trying.”

• Apple’s App Store is a huge and increasingly important money maker
• Lawsuits and regulatory challenges have tried to change the way the store works for years
• Now that might — might — finally be happening. If it does, it’s a big deal.

When you spend a dollar at Apple’s App Store, up to 30 cents of that goes to Apple.

Now, a US court ruling may change that radically — opening up a future where Apple collects almost none of the money users spend on apps.

Emphasis on may: Developers and regulators have been complaining about Apple’s App Store fees for years. And while they’ve won some battles, Apple has been able to keep its business more or less intact — which is a big reason Apple’s services business, a core part of the company’s financial machinery, has kept growing even as iPhone sales sputtered.

Epic Games CEO Tim Sweeney, Apple’s most committed opponent on this front, says this time is different. Sweeney, whose company makes the (still) popular Fortnite game, intentionally broke Apple’s App Store rules in 2020, which got Fortnite kicked off iPhones and started a legal brawl that’s still working its way through the courts.

He thinks a new ruling from a federal appeals court is the one that will fundamentally change the way Apple’s App Store works. The big takeaway: While Apple was previously forced to let developers like Sweeney tell Apple users they could buy things (like game credits) directly from a developer instead of using Apple’s App store, Apple was still charging a 27% fee on those transactions — meaning there was little practical reason for anyone to do it, since the fee was nearly the same on Apple’s seamless iOS platform. Now the court is saying that fee is a “prohibitive commission,” and says it should be scrapped.

What replaces it? We don’t know: The court ruling suggests that Apple and Epic try to work something out. And failing that, a court will do it.

But in Sweeney’s eyes, the ruling makes it clear that Apple will only be able to charge a truly minimal fee if someone wants to buy something outside of its App Store, given that it’s not likely to incur any meaningful costs when people buy something off-site.

On a press call Thursday night, I pushed Sweeney to try to guesstimate what that fee might be. He ended up with something like this math: An app that generated $1 million in annual revenue might generate costs of up to “several thousand dollars” for Apple; passing along those costs to consumers would mean something like less than 1%.

So: If Apple’s fees on transactions that happen outside its App Store are truly capped at a tiny number and lots of developers and users start to take advantage of that — meaning lots of users start spending money on iPhone apps outside of Apple’s iOS ecosystem — then this could be a very big deal for Apple, developers, and users. It would deprive Apple of a crucial revenue stream, and either give developers more money or users lower prices (or some combination of both).

So far, Wall Street seems unfazed: Apple stock is more or less unchanged since the court’s ruling was released late Thursday afternoon, presumably because investors expect the fight to keep going via an Apple appeal. (I’ve asked Apple for comment.)

There’s also a question of whether normal people who buy things for apps — mainly games — on iPhones want to spend time and energy buying things for those apps on other platforms, even if they can save money.

On his press call Thursday night, Sweeney acknowledged that so far most developers haven’t followed Epic’s lead and aggressively pushed the idea of off-platform purchases, which he says is due to “fear that Apple will retaliate against them.”

Entirely possible. But it’s also possible that a meaningful number of developers and users just don’t want to deal with extra hassle, and are willing to eat costs for convenience.

If this really is a turning point, you’ll see it when the stuff you buy in apps gets cheaper or comes with better rewards. We’re not there yet.

• Amazon Prime Video introduced AI-powered TV show recaps in November.
• Fans of “Fallout” spotted inaccuracies in its AI recap of season one.
• The company then removed the recap from its platform.

Given the length of time it can take for the new season of your favorite TV show to come out, it’s understandable that you might want a little video recap of what’s happened so far.

Ideally, that recap is accurate.

Fans of Amazon’s hit show “Fallout” said that wasn’t the case in its AI-made synopsis of season one, released ahead of the hit show’s new season next week. Fans quickly spotted factual errors, and Amazon Prime Video took down the recap.

One Redditor said the AI feature told viewers that a flashback featuring the Ghoul (one of the main characters, played by Walton Goggins) took place in the 1950s instead of 2077.

An X user posted that the recap also mischaracterized the agreement the Ghoul and Lucy MacLean (played by Ella Purnell) made in the “Fallout” finale.

Instead of saying the pair is teaming up to find Lucy’s father, the recap said the Ghoul gave Lucy an ultimatum: “die or join him.”

Amazon first launched its Video Recap, a feature that allows users to catch up on Prime Original TV shows between seasons, for beta testing in November.

“Video Recaps use AI to identify a show’s most important plot points, combining them with synchronized voice narration, dialogue snippets, and music to create a visual summary that prepares viewers for the new season,” the company said in a press release at the time.

The TV shows that Amazon said were undergoing Video Recaps testing — “Jack Ryan,” “Upload,” “Bosch,” and “The Rig” — did not include the feature at the time of writing.

Representatives for Amazon did not respond to a request for comment from Business Insider.

Like so many companies, Amazon is investing heavily in AI.

During the company’s February earnings call, Chief Finance Officer Brian Olsavsky said that 2025 capital expenditures could reach over $100 billion, with the majority of it going toward AI and Amazon Web Services, its cloud computing platform.

Many of Amazon’s consumer services have integrated AI to enhance user engagement and experience, such as product suggestions and helping shoppers on its online platform find clothes that fit. In February, Amazon unveiled Alexa+, the next generation of Alexa, which is powered by generative AI to make it more conversational and personalized for users.

Embracing AI at Amazon, though, hasn’t been without growing pains. In October, the company cited AI as it announced it would lay off 14,000 staff members.

“This generation of AI is the most transformative technology we’ve seen since the internet, and it’s enabling companies to innovate much faster than ever before (in existing market segments and altogether new ones),” Beth Galetti, Amazon’s senior vice president of people experience and technology, wrote in a blog post at the time.

In an internal message to the remaining staff, Amazon Vice President of Device Software and Services Tapas Roy asked them to “lean in on AI.”

“Moving forward, we remain focused on our mission to help product teams launch delightful products,” Roy wrote. “In support of this mission, I encourage you all to: Focus on the work that most directly impacts our customers, lean in on Al to enhance your effectiveness, [and] raise your hand when you see opportunities to simplify or eliminate unnecessary processes.”

• A Chanel bag masquerading as a shopping cart sold for a record $152,000 at a Christie’s auction.
• It’s the most ever spent on a Chanel bag — but far from the most expensive handbag ever sold at auction.
• The booming luxury resale market is expected to grow three times as fast as the firsthand market.

It’s not just grocery prices that are high — it’s also the shopping baskets, or at least some of them.

A Chanel handbag cosplaying as a grocery basket sold for $152,400 at auction on Thursday, breaking brand records.

The piece — the rare, runway silver and black lambskin leather shopping basket bag from 2014 — sold for more than 10 times its low estimate of $15,000 at the online auction from Christie’s.

That’s a lot of money, but far from the most expensive handbag ever sold.

In July, Hermès’ original Birkin bag — worn by Jane Birkin, herself — sold for $10.1 million, becoming the most valuable handbag ever sold at auction. The iconic purse went to a private collector in Japan, who phoned in and won a 10-minute bidding war.

While items selling for millions, or even six figures, may be rare, the luxury resale market is booming.

The secondhand fashion and luxury market is expected to reach $317 billion by 2027, according to a McKinsey report published last month, and it’s growing three times as fast as the firsthand market. Secondhand luxury retailers like The RealReal and Fashionphile have recorded double-digit revenue growth this year.

Most luxury resale shoppers are turning to the market to find more affordable options, particularly as handbags from some of the biggest names have experienced significant price hikes over the past few years.

Chanel is one of the worst offenders. The price of its iconic flap bag nearly doubled between 2019 and 2024. This year, the brand increased prices again, hiking those of about 21% of its products by 5% in February, according to research from Citi. Add Trump’s tariffs to the mix, and luxury handbags are more expensive than ever.

That said, it’s not all deals on the secondhand market. Some savvy shoppers are treating luxury resale as an investment opportunity. Bags from Chanel sold for as much as 30% over their retail value on The RealReal last year.

Classic handbags from brands like Louis Vuitton and Hermès tend to hold their value for years. Some of the most coveted handbags even sell for more on the secondhand market.