This CEO Just Raised His Company’s Minimum Salary to $70,000 a Year

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Inspired by research suggesting that the emotional well-being of many of his employees could be improved by a raise, the owner of a Seattle credit card payment processing company has just announced that he will boost their minimum salary to $70,000.

The New York Times reports Gravity Payments founder Dan Price will slash his own $1 million salary to $70,000 and use a majority of the company’s forecasted $2.2 million profits this year to help pay for the bold move. Many of the workers affected by the raise include sales and customer service representatives.

Of the company’s 120 employees, 30 will see their salaries almost double.

“The market rate for me as a CEO compared to a regular person is ridiculous, it’s absurd,” Price told the Times. “As much as I’m a capitalist, there is nothing in the market that is making me do it.”

In the rest of the country, the wage gap between top executives and well, everyone else, is staggering: In 2014, Wall Street bonuses alone amounted to nearly double the combined income of all Americans working full-time minimum-wage jobs.

Publicity stunt or not, Price’s plan is a unique story about one CEO’s effort to directly address income inequality and create liveable wages for his workers. If successful, we can only hope this turns into a Times trend piece.

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WE'LL BE BLUNT.

We have a considerable $390,000 gap in our online fundraising budget that we have to close by June 30. There is no wiggle room, we've already cut everything we can, and we urgently need more readers to pitch in—especially from this specific blurb you're reading right now.

We'll also be quite transparent and level-headed with you about this.

In "News Never Pays," our fearless CEO, Monika Bauerlein, connects the dots on several concerning media trends that, taken together, expose the fallacy behind the tragic state of journalism right now: That the marketplace will take care of providing the free and independent press citizens in a democracy need, and the Next New Thing to invest millions in will fix the problem. Bottom line: Journalism that serves the people needs the support of the people. That's the Next New Thing.

And it's what MoJo and our community of readers have been doing for 47 years now.

But staying afloat is harder than ever.

In "This Is Not a Crisis. It's The New Normal," we explain, as matter-of-factly as we can, what exactly our finances look like, why this moment is particularly urgent, and how we can best communicate that without screaming OMG PLEASE HELP over and over. We also touch on our history and how our nonprofit model makes Mother Jones different than most of the news out there: Letting us go deep, focus on underreported beats, and bring unique perspectives to the day's news.

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