In 2004, a Harvard Business Review article titled "It's Time to Retire Retirement" predicted that in the ensuing 15 years, 80% of workforce growth among the native born population is going to be in the 50 plus age cohort. It predicted that when baby boomers, born between 1946 and 1964 and who constituted a quarter of the total U.S. population, started to retire there would not be enough of the younger generation to fill the gap. In addition, this mature cohort would constitute the most powerful generation of mature consumers the country has ever seen. These predictions have become reality as there is a rise in the percentage of older workers as the equal in percentage of younger workers is declining. As the 65 plus population grows significantly and the average retirement age increases, some firms are looking to hire and retain mature talent as well as get to do an increasingly mature clientele. However, most firms do not focus on the mature workforce partly due to higher health care costs, higher salaries, and less digital familiarity. One example of a company that is retaining mature talent is giving the New York Times article and the age premium retaining retired workers. Douglas Brown, 62, worked for 33 years doing marketing for Michelin. He formally retired from his full time job in January 2013 but as part of an arrangement to allow workers to scale back their hours, and the demands on them, he resumed work at Michelin three months later. Now Mr. Brown works two days a week at his longtime work place, mentoring and advising younger marketing employees, giving them tips on analytics and brand building to have them improve their performance. "I never really wanted to retire, to go home, and sit in a rocking chair", Mr Brown said. I wanted to slow down. I wanted to do something that was applicable for my background and experience. To continue, please read the case study after.