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Liverpool host Brighton; Man Utd take on Bournemouth in PL
2026-10-25T13:33:41ZA rundown of today's games...2pm kick-offs:Liverpool vs BrightonManchester United vs BournemouthHull City vs BrentfordCrystal Palace vs Newcastle4:30pm kick-off:Sunderland vs Leeds...
U of M fellowship aims to boost rural obstetrics training and keep labor and delivery units open
The partnership is launching the new, one-year family medicine obstetrics fellowship next summer to prepare family medicine physicians to provide advanced prenatal, maternity and newborn care in rural communities. The only other fellowship of this kind in Minnesota is at Essentia Health in Duluth.
Unfair Links Launches a Link Building Service for Local Backlinks and Google Business Profile Matched Links
Unfair Links Launches a Link Building Service for Local Backlinks and Google Business Profile Matched Links Unfair Links Launches a Link Building Service for Local Backlinks and Google Business Profile Matched Links New York City, USA, Oct. 25, 2026 (GLOBE NEWSWIRE) -- Founded by Rollo Unden and Oliver Fish, Unfair Links builds local backlinks matched to a business's Google Business Profile, country and language, and is now taking sign-ups for its beta waitlist. Unfair Links, a new link building
Liverpool and Man United contacted about transfer of wonderkid
Liverpool have a fair few positions among their ranks that still need to be upgraded. The Anfield outfit have fallen behind their title rivals quite dramatically recently with most of their players fa...
Liverpool will trigger Ronald Araujo clause on one condition
Ronald Araujo’s loan spell at Liverpool could yet become permanent.Spanish outlet Marca reports that the Reds are willing to trigger the centre-back’s £47m purchase option should his current perf...
Liverpool committing to Barcelona model, massive change for club
Liverpool are committing to the Barcelona model. It's a massive change for the club - but will it pay off?Liverpool have a transfer strategy under Jurgen Klopp and it was a wildly successful one. They...
Why are Liverpool struggling for Premier League goals?
Liverpool have scored 15 goals in four cup games this season, but have managed only nine goals in seven Premier League matches.
Mateer Manages Himself and Mississippi State in Win
Silencing critics in Starkville, John Mateer delivered a poised, turnover-free performance to ignite the Sooners' offense and justify Brent Venables’ unwavering faith during a high-stakes road victory.
"Marvel's Wolverine" Topped Game Sales Chart
PlayStation and Insomniac Games’ “Marvel’s Wolverine” debuted as the best-selling game of September in the United States, according to analytics firm Circana. Using the full game sales data of both physical and digital copies, the PlayStation 5 exclusive delivered the highest launch-month dollar sales for a Sony-published game since “Helldivers II” in early 2024. That […]
Singapore Airlines to Introduce Next-Generation KrisWorld In-Flight Entertainment from 2027
Singapore Airlines will introduce its next-generation in-flight entertainment system, KrisWorld, from 2027 onward. The system will be installed on a total of 41 refurbished Airbus A350-900 and A350-900ULR aircraft, as well as on Boeing 777-9 aircraft scheduled for future delivery. It will feature 4K high-resolution touchscreens, spatial audio, noise-canceling headphones, and Bluetooth connectivity for passengers’ personal headphones. More than 2,500 items of content, including movies, television programs, music, and podcasts, will be updated monthly. The system will also include a “Wellness Planner” featuring sleep and meditation tracks, breathing exercises, and stretches that can be done at passengers’ seats. In addition, Starlink high-speed in-flight Wi-Fi service will be progressively introduced from […]
Bethune-Cookman scores wild upset victory over Jackson State
The 2026 football season has delivered upsets and stunning losses, but this one might be the most shocking. Over the past two seasons, Bethune-Cookman has gained momentum as a formidable SWAC East contender, but it needed a definitive win over one of the conference’s top teams to prove its worth . Today, that victory came. Bethune-Cookman secured a […] The post Bethune-Cookman scores wild upset victory over Jackson State appeared first on ClutchPoints.
‘Optimus Prime: Awakening’ review: Peter Cullen delivers an emotional performance | Texas A&M University-San Antonio
“Optimus Prime: Awakening” is a 12-minute short film that was screened alongside the 40th anniversary theatrical re-release of “The Transformers: The Movie.” Released in 1986 after the first two seasons of the animated series, “The Transformers: The Movie” returned to theaters in 2026 as part of Hasbro’s yearlong “Apology Tour.” The marketing campaign celebrated the...
Netflix’s Leadership Shake Up…Explained
(Welcome to the “Most Important Story of the Week”, my bi-weekly strategy column analyzing the most important (but often not buzziest) news story of the last two weeks. I’m the Entertainment Strategy Guy, a former streaming executive who now analyzes business strategy in the entertainment industry. Please subscribe.) Well, I had a simple article planned for this week. Called “Whoa, I Missed It!”, I’d take a gander at a few important-but-under-the-radar stories I didn’t cover while I wrote about all things “Skydance. (Formerly known as “the saga of Netflix trying to buy Warner Bros., but not Discovery, then Paramount-Skydance bought all of Warner Bros. Discovery”.) Alas, that article will have to wait. Netflix made news. Ironically, my “Whoa, I Missed It!” article would have mostly been about “content” strategy decisions, which is also what today’s article is about. But instead of the entire industry, this article will only cover Netflix’s decision to upend their film and TV content teams. Just that! So that’s the full topic of the day. I’m going to tackle the issue in the opposite direction of the way “stuff” flows: uphill. We’ll start at film, then move onto TV, and then onto the CEOs themselves, and the strategy questions that still remain. But we start with the numbers driving this. Let’s dive in. Subscribe Most Important Story of the Week - Netflix Upends Their Corporate Hierarchy I’ve got a lot of thoughts, but we’ll start with the most common response to yesterday’s article. Let’s Talk Stock Price More than one person, responding to what I published two days ago, pointed out that, well, actually, the thing driving Netflix’s actions is this: In short, stock price! Even if Netflix isn’t obsessed with their own share price—they probably are, but, for the record, my strategic advice to every CEO is to absolutely ignore stock prices, which will, ironically, probably help the stock price long-term—most everyone thinks they are. By the way, I prefer market capitalization to stock prices, because it’s a more apples-to-apples way to compare companies: But there’s an even better way to look at it, and it kinda casts some doubt on the entire push here: price-to-earnings. I have a long list of articles that I wish I had written, and chief among them is an article titled, “Am I Still a Netflix ‘Bear’?” meaning someone who thinks Netflix’s stock is overvalued. As of last summer, Netflix had solved their biggest problem—which for me (circa 2019) was the lack of free cash flow—but their stock was CRAZY overvalued. That’s this chart here: Why did Netflix’s stock price increase to a price-to-earnings ratio of 50 last summer? What financial metric changed so quickly? Nothing. Given that, historically, mature entertainment companies average 10 to 20, with 16 being the average, that increase made little sense. Netflix’s stock swoon these last eight or so months wasn’t irrational; the stock price rise last year was. So if you want a really hot Netflix take, here it is: Netflix’s stock price has been going down because the financial industry recovered its senses, not because of any strategic mistake. Yes, that would imply that cleaning house may have been a mistake. That’s why the charts yesterday are so important, because they show that Netflix did have a strategic problem (a lack of hits) and that’s what they moved to address. (One could also argue the industry drastically overrated Netflix’s growth prospects, but that’s a financial industry problem, not a Netflix strategy problem per se. Some growth estimates are just crazy. *cough* AI *cough*) Now, the last time Netflix’s stock price crashed—circa 2022—it gave them an opening. I’d argue Netflix insiders knew they needed to expand post-COVID-19 crisis, adding advertising, cracking down on password sharing, and dabbling in sports. But if they had done that when their stock price was high, it would give folks a reason to second guess their strategy. (Arguably, last year, when Netflix pursued the Warner Bros. merger, it gave the industry a chance to review their business.) Instead, after the 2022 fall, they had the opening to make strategic changes. We may see Netflix pivot again following this latest slide. For example, the “binge versus weekly” conversation is alive and well again. Same for expanding into theaters even more. And adding both linear channels and streaming bundles. And maybe more either social, user-generated, vertical, or creator content. But the first shift came with who is making the content calls. A Message from Our Sponsor Last winter Pulp Fiction was on Netflix. For those same 90 days, it was also free, with ads, on Pluto TV and the Roku Channel. That is not a glitch, and it is not rare. The title has run on 20 different US streaming services since 2019, across 80 separate windows, and for more than 600 of those days it sat on a paid subscription service and a free ad-supported one at the same time. Almost nobody can see this, because when a title leaves a service, the record that it was ever there tends to leave with it. Reelgood keeps that record, dated to the day rather than the month: 4MM+ movie, show and episode titles across 300+ services globally, with timestamped arrivals, departures and moves across SVOD, AVOD, TVOD and vMVPD. Licensing teams price against every prior window. Rights teams check what a licensee actually delivered, and when. Pick a title you think you know: data.reelgood.com/title-availability Film - Dan Lin Want to know why I don’t opine on individual film or TV executives, especially new hires? Dan Lin. As I always caution, it’s really, really, really tough to predict which executives will succeed in new roles and which won’t. The successful head of co-production/finance partner, Rideback, Lin was considered for the head of DC Studios job before taking the job as the head of Netflix. By all accounts at the time, this was a smart hire. (That’s my read of the news coverage anyways.) But now that Netflix has fired Dan Lin, we got a slew of news stories about how he was doing a terrible job. In sports media, Bryan Curtis, new Substack writer/podcaster from The Ringer, calls this the “now you tell us” story, when you only hear the bad news after a star athlete leaves a sports team. In this case, now they tell us that Dan Lin was bad with talent after he got kicked out the door. So was Dan Lin a flop? It’s actually tough to say. While film moves faster than TV, even two years isn’t really enough time to evaluate a person’s output. The new head hasn’t really taken control. As Emily Horgan noted, it takes much longer than two years to produce animated films, so yeah, it’s definitely too early to judge in that domain. As for live-action films, I just published an article by Brandon Katz called “Netflix’s Summer of Bummer”, but I’d point out Netflix had a bad summer two years ago too. Arguably, their best summer came from KPop Demon Hunters last year and Happy Gilmore 2, the latter of which I saw credited to Lin. Then, the stories came out that Dan Lin clashed with talent, both Ben Affleck and Greta Gerwig, classic “now they tell us” factoids to explain his firing. This may have been true, but also should have been expected given that he was given the mandate to bring budgets back in check, especially after Rebel Moon. So if he made folks upset, well, that’s what he was hired to do! But also, he was described as “well-liked” at his hiring! In that case, I’m a bit sympathetic to Lin, since he may have been undercut by senior leadership, as often happens. Basically, a CEO hires a subordinate to be their “bad cop” and keep budgets in check, but then when talent complains, the CEO ends up undercutting them. That’s how I think you end up with a Narnia movie as expensive as any of the other flops, along with a film executive the town no longer likes. As a result, I think that Netflix is now executing a classic “hire the opposite” move by hiring Peter Rice. This phrase comes from my experience following football and basketball coaching decisions, where teams generally hire the opposite of who they just had. If you have an offense-minded head coach, hire the defensive guy. Or in college football, if you have a strong recruiter, then you pivot to an “X’s and Os” type of guy. Or in pro basketball, if you have a very analytically minded coach, you hire the player-friendly guy. I see that here. After dropping Scott Stuber—arguably a talent-friendly executive with lax budget control—Netflix hired the business guy to keep costs in check. Now Netflix is pivoting back to Peter Rice and presumably a more talent-friendly regime. (Disney, by the way, has done this twice: hiring business guys to succeed talent-friendly Bob Iger. It didn’t work out last time.) When it comes to Peter Rice…we’ll see! Maybe he works out, but maybe he doesn’t. I’d actually say the biggest problem is that Netflix still hasn’t solved its “IP Problem”, in that they don’t own much IP, so they just have a lower hit rate. The new executive won’t solve that. (Though buying Lionsgate would help.) Share “Content” - Bela Bajaria I almost published yesterday’s article after this column, but ended up flipping the order, because it told the story so well. So if you want the data for why Netflix is looking at TV to fix their problems, it’s in that article, this graph in particular: I know I just wrote that it’s often hard to judge executives, but Bajaria ran TV for six years and film for three and a half more. That’s more than enough to judge hit rates, and Netflix needs more hits. That’s the story. Since 2023, Netflix hasn’t had as many hit shows as it used to, and many of its previous power house TV shows have ended their runs (Stranger Things most of all). Also, many shows from 2020 to 2022 probably pre-dated Bajaria’s tenure. (That said, one thing may have been outside of Bajaria’s control, which I explain below.) Let’s lump some content strategy thoughts about Netflix and TV into one place: We’re just getting started with this issue, but the rest is for paid subscribers of the Entertainment Strategy Guy, so if you’d like to find out… Why I partially blame Squid Game for Netflix’s latest troubles… What is “the football trap”... Why it might not be the TV shows or films’ fault at all… What change I don’t think Netflix will make... How Bela Bajaria evolved Netflix’s TV strategy in smart ways… Whose departure likely submarined Bajaria’s final few years… One sneaky explanation for Netflix’s content struggles... And a whole lot more... ...please subscribe! We can only keep doing this great work with your support.
Common Liver Disease May Actually Have 5 Distinct Types With Different Health Risks
Each may need their own treatments.
Common Liver Disease May Actually Have 5 Distinct Types With Different Health Risks
Each may need their own treatments.
Verizon Apologizes for iPhone Duo Pre-Order Delays, Giving Customers $100 Gift Card
Verizon has apologized to customers who pre-ordered the iPhone Duo through the carrier but have since been informed that their delivery is delayed. In an email sent to affected customers, Verizon said an "unexpected shipping delay" means that iPhone Duo deliveries to some customers will "take a little longer". To make up for the inconvenience, Verizon is offering affected customers a $100 Verizon gift card that can be used online or in-store toward bill payments or merchandise.
CVS Health (CVS) Stock May Be Undervalued Despite Opioid Settlement
CVS Health has delivered solid gains over the past few years, and recent headlines have kept the company firmly in focus. With the stock around US$93, the question for you is whether that price is well supported by the earnings CVS generates today. Over the past 3 years CVS Health has returned 57.9%, which puts real weight on whether current earnings can shoulder the higher valuation investors are now paying. The US$315 million opioid settlement and related compliance upgrades may affect...
Oneida Health Quick Care celebrates move to new location
Oneida Health has announced the relocation of its Quick Care clinic to 357 Genesee St., just two minutes from its previous location. The new location, officials said, offers several enhancements for patients, including on-site X-ray services, additional parking, and a larger waiting room designed to improve comfort and convenience. "We are thrilled to welcome patients to our new Quick Care location," Oneida Health said in an announcement. "These improvements allow us to provide an even better experience while continuing to deliver the high-quality, walk-in care our community depends on."
New Cafe 24 serves soul food with love from Erie's east side
Mom of 5 opens Cafe 24, serving up soul food takeout, delivery and catering from East Fifth Street kitchen.
Phibro Animal Health (PAHC) Stock May Still Offer Value At This Price
Phibro Animal Health has seen its share price move around in recent years, and that raises a straightforward question for investors who focus on fundamentals. Is the current US$38.80 price tag adequately supported by the earnings the company is generating today? Over the past 3 years the stock has delivered a very large gain of 284.1%, which puts real pressure on the question of whether current earnings can carry that kind of re-rating. The business model is tied closely to recurring demand...
Kyrie Irving Leads Mavericks Past Pacers
Kyrie Irving delivered an impressive performance Friday night, scoring 24 points to lead the Dallas Mavericks to a 121-105 victory over the Indiana Pacers. Dallas built a commanding early advantage and held on for its first win under new head coach Dusty May, spoiling Tyrese Haliburton’s return to Indiana’s home floor. Irving was one of…
ACLU of Indiana pauses new director’s start date, launches external review
After expressing his worry that incoming Executive Director Nikkita Oliver would fundamentally change how the ACLU of Indiana chooses cases, the organization's former director of philanthropy says he was fired
Does Rosemary Oil Really Help Hair Grow? Here’s What the Science Says
TikTok swears by it for thicker, fuller hair. But can this viral beauty hack actually deliver results?
2026 Voter Insight Panel: Young Voters, Affordability, Campaign Promises
Central Florida’s Voter Insight Panel discusses young voter political engagement, rising living costs, and whether candidates can deliver on promises to make life more affordable.
Australia’s wish for a kinder, gentler politics seems doomed to disappointment
The attack on independent MP Helen Haines united Australia in grief, but on solutions it remains divided
Catholic social scientists hold conference blending disciplines and faith
Scholars will deliver talks on Catholic teaching in relation to American history, political science, and hot-button issues like artificial intelligence, immigration, and euthanasia.
Business activity expands, prices surge by most since 2022
Supplier delivery times lengthened the most since 2022, with S&P Global citing material and labor shortages as well as overloaded suppliers and shipping delays.
AMD FSR 4.1.2 Now Runs On Intel Arc XMX Cores, Delivering Better Image Quality Than XeSS Upscaling With Similar Performance
Modding community brings AMD FSR 4.1.2 to Intel Arc GPUs, showing superior image quality and efficiency with upscaling times as low as 0.59 ms.
Dayton defense contractor Mile 2 names new ‘C’-level executives
Mile 2, a growing defense contractor in downtown Dayton, has appointed Matt Phaneuf as COO and Kyle Garza as its first CTO to enhance delivery of mission-focused solutions for the Department of Defense and national security clients, leveraging their combined 30 years of industry experience.
Elizabeth Holmes confounds Hollywood with 'You Can See Everything'
Love movies? Live for TV? USA TODAY's Watch Party newsletter has all the best recommendations, delivered right to your inbox. Sign up now and be one of the cool kids.
Where to Buy iPhone Duo Today: Stores, Pickup, and Wait Times
Apple's first foldable iPhone, the iPhone Duo, officially launched today, Friday October 23. Pre-order deliveries are arriving to customers, but supply is extremely tight, although anyone who didn't order in advance may still be able to buy one in person, depending on local availability. That said, Apple has said it expects supply to sell out quickly.
Forest's start raises questions - but belief in Glasner remains
Nottingham Forest go to Ipswich in the bottom three of the Premier League, but boss Oliver Glasner believes they have deserved more this season.
Ham: LaVine Hits ‘DeMar DeRozan Moment’ in Kings Tenure
Despite looming trade rumors, Zach LaVine is embracing a veteran leadership role in Sacramento, delivering efficient scoring while mentoring a young core during a pivotal contract year.
An Italian Day in Philadelphia: Science, Medicine and a Transatlantic Bridge
PHILADELPHIA, Oct. 19. A single human body carries trillions of bacteria. In women, those microbes rise and fall with estrogen, and they help decide who delivers a baby early, who gets an infection that will not clear, and who does not.
The One Chart That Explains Why Netflix Cleaned House
(Welcome to my weekly streaming ratings report, the single best guide to what’s popular in streaming TV and what isn’t. I’m the Entertainment Strategy Guy, a former streaming executive who now analyzes business strategy in the entertainment industry. If you were forwarded this email, please subscribe to get these insights each week.) Yeah, I’ll be honest: I went with a clickbait-y headline today. One chart? That explains everything? That’s as clickbait-y as it gets. But let’s be real. I’m analyzing a dataset that I’ve built over six years, and c’mon, I never write articles which feature just one chart! If you think this article—which includes a level of data detail unheard of in journalism twenty years ago—is clickbait, fine by me. Really, what I’m doing is using data to explain Netflix’s recent strategy changes, since the story of the month is the turbulence at Netflix. First, head of content Bela Bajaria was fired. Then head of film Dan Lin followed her to the unemployment ranks. (Along with, sadly, 1,000 other Netflix workers.) And then Netflix delivered a “sub-optimal” earnings report, which continued their year-long stock price slide. Then came a flood of articles explaining why all this is happening. (Mine’s coming shortly, rest assured.) I realized I had the perfect chart to explain Netflix’s woes. Specifically, Nielsen’s weekly top ten charts. Usually I focus on one or two weeks in my Streaming Ratings Reports, but sometimes it’s worth stepping back to look at the larger story. And hoo boy, what a story. This article is my annual (plus three months) follow-up to one of my most popular articles of last year. (And a topic I’ve been visualizing for the last half decade.) Subscribe Netflix’s Share of The Nielsen Charts Continues to Decline
As AI transforms patient experience, clinicians see changes too
Panelists at the HIMSS AI in Healthcare Forum explored both sides of a new paradigm where artificial intelligence tools have the potential to both streamline and complexify care delivery, depending who's using them and how.
Political scientist explains why race, not class, is at the heart of America’s 'democratic crisis'
As the United States celebrates its 250th anniversary, a new book examines America’s “racial hierarchy” and how it shaped the nation’s power structure.
New Amazon delivery center brings 2-day delivery to Upper Peninsula for 1st time
The opening of Amazon's first delivery station in the Upper Peninsula shrinks the region's delivery times from eight days to two.
Kansas Sen. Roger Marshall in debate blames Ukraine war, not Iran war, for high diesel prices
The answer, delivered during a debate with Democratic challenger Adam Hamilton, aligned Marshall with President Donald Trump's freshly antagonistic posture toward Ukraine, which has spent more than four years defending itself against an invasion.
French Stewart defends Anna Faris against ‘werewolf’ Chuck Lorre: ‘She delivered’
Stewart’s comments come after Lorre detailed his hesitance to cast Faris in the series’ lead role.
Lin to deliver APHA's Lowell Reed Lecture honoring contributions to public health statistics - UNC Gillings School of Global Public Health
Oct. 22, 2026 The American Public Health Association has selected Dr. Danyu Lin, Dennis Gillings Distinguished Professor of Biostatistics, as the 2026 Lowell Reed Lecturer, one of the organization’s highest honors for statistical innovation.
PACK EXPO International 2026 Delivers Innovation, Connections, and Business Opportunities in Chicago
The largest, most comprehensive packaging and processing event in North America brings together the industry for four days of technology discovery, education, and business connections.
Sponsored: Celebrating Nuclear Science Week
Nuclear energy plays an important role in powering our communities. This week, Entergy is celebrating the science, innovation and skilled professionals who help deliver reliable energy to Louisiana and beyond.
For Black Women in Political Office, Speaking Out Can Come at a Cost
From Ilhan Omar to Charlane Oliver, Black women in elected positions are confronting political backlash for challenging those in power.
Food Industry Innovation: The Convergence of Science and Trends
Food industry innovation combines AI, culinary science, and local trends to deliver sustainable, convenient meals, writes Mildred Villegas.
Why Katseye's Victoria's Secret Fashion Show performance is causing uproar
Katseye delivered the tunes at the Victoria's Secret Fashion Show, but their performance is striking a sour note off the runway.
1Password Surpasses $500 Million in Revenue as AI Agents Drive Growth
As businesses and consumers increasingly adopt artificial intelligence agents, 1Password is aiming to position itself to deliver solutions for growing challenges around security, access and trust.
Australian treasurer says opponents want higher inflation for political gain
In a Canberra Playbook Podcast interview Jim Chalmers accused Liberals of wanting Australians to suffer, as their path back to power.
Liverpool Injury News: Szoboszlai, Munoz, and Frimpong Latest
Liverpool fans have been provided with a series of fitness updates following the team's pre-Brighton training session this morning. Multiple players face a race against time to be fit for the weekend's Premier League clash, with others set for longer layoffs.
Oliver Hudson gets yelled at on “Special Forces”: ‘What’s wrong with you?’
The actor had a bit of an attitude with the DS in EW’s exclusive clip.
Introspection required if EU Inc fails, says start-up lobbyist
European start-ups have a new voice in Brussels. Startups for Europe, created from the merger of lobby groups Allied for Startups and the European Startup Network, is hoping to harness the momentum behind EU-Inc, a campaign that united start-ups and investors behind demands for a new pan-European company regime.At a launch event for the new association in Brussels on October 1, the mood was remarkably upbeat compared to a typical Eurobubble gathering, more Silicon Valley than Schuman roundabout.When asked whether this reflects a feeling that Europe is on the right track, chief executive Serena Borbotti-Frison said it’s a “scary” moment as the continent looks to boost its competitiveness amid a new technological arms race.“What is at stake is quite intense, and the way we can answer is by delivering, but also with hope,” she told Science|Business. “It’s what our industry does. It’s not about identifying a pain point and then saying it’s too hard.”For many in the start-up community, that sense of hope is dwindling. In March, the European Commission presented its proposal for EU Inc, naming its initiative after the grassroots campaign.EU Inc was meant to be a gamechanger: the ability to incorporate within 48 hours for less than €100 and scale up across Europe; a harmonised stock option regime enabling start-ups to compete for talent; and simplified insolvency procedures for innovative start-ups to reduce the cost of failure.However, haggling by EU governments has raised concerns that EU Inc will be stripped of the very features, including stock option harmonisation, that are meant to make it attractive for companies.“I fear we are proving to ourselves that the model doesn’t work,” Borbotti-Frison said of the policymaking process. “Everyone agrees we should have EU Inc. Everyone agrees it’s hard to scale and we need to scale to answer the competitiveness [challenge], and still we cannot deliver? [. . .] What does that say about ourselves?”The Commission has made EU Inc a cornerstone of its single market reform, and has agreed with the European Parliament and the Council of the EU to target an agreement by the end of 2026. However, several points are currently holding up an agreement, including national rules around employee participation in management decisions, and the provision that employee stock options always be taxed at the point of sale. Some EU governments have reportedly pushed back on the Commission’s choice of legal basis, contending that anything related to taxation requires unanimity in the Council.Trade unions have also protested against EU Inc, fearing it will be exploited by companies looking to undermine workers’ rights.“If this doesn’t work, it’s introspection time, on the way our institutions work, maybe the way our lobbies work, and maybe the way the cooperation between them works,” Borbotti-Frison said.“Is it in the national interest? Is it a gap between political will and technical ability to operate? Is it speed? I don't know, but something needs to be fixed.”Ahead of last week’s European Council meeting, EU-Inc campaigners tried a new strategy: appealing directly to EU presidents and prime ministers. In an open letter, they urged EU leaders to “step in and give your negotiating teams a clear mandate to change course and reverse their objections to the Commission’s original proposal.”Lessons from EU-IncLike its predecessors, Startups for Europe will represent national start-up associations, but it is also targeting investors. The founding sponsors are venture capital firm Atomico and EQT, the investor selected earlier this year to manage the €5 billion Scaleup Europe Fund.It also wants to harness the knowledge and cross-border experience of European success stories. “Take the list of the 100 biggest unicorns in Europe. We are speaking to all of them,” Borbotti-Frison said. The association plans to publish a full list of supporters following the Slush tech conference in Helsinki in November.Andreas Klinger and Simon Schaefer, two key figures in the EU-Inc campaign, are both on the board of the new association, and Startups for Europe wants to take the lessons from their campaign.What was unprecedented about EU-Inc was “how rooted it was, and how strong it was in bringing everyone on board behind one clear pain point and solution to fix it,” Borbotti-Frison said. “This is an inspiration for us, and then we need to turn it into something more systematic, more bridged in Brussels, more connected to the policymaking game, and to scale it.”If it’s possible to unite such a broad coalition, it’s because the European start-up ecosystem is now mature, she said. “Maybe it was not ten years ago. Maybe it was not five years ago. But now, it’s mature to speak with one voice.”Open and liberal EuropeThe association plans to campaign on files related to three “pain points,” Borbotti-Frison said: “start and scale in Europe, fundraise and invest in Europe, and making Europe the most innovative continent.”As well as EU Inc, she cited public procurement, the EU’s simplification push, the Savings and Investments Union, and files related to AI adoption and technological sovereignty as priorities for the coming months.What these files have in common is that they relate not to subsidies but to the framework conditions influencing the availability of mostly private, or in the case of procurement, public, funding.Related articlesEmployee participation disagreement delays MEPs’ vote on EU IncCommission urges EU governments not to water down EU IncEU’s ‘ultra-fast’ €5B scale-up fund is set up to win, says its fund managerThe budget dispute over the next Horizon Europe programme will also impact start-ups, which are supported notably through the European Innovation Council. But EU innovation funding is a drop in the ocean compared to venture capital and public procurement budgets.“If competitiveness and innovation are a priority, then the [EU budget] should reflect it,” Borbotti-Frison said. However, she added that the main question is not how much public money is invested, but “how do we create the right conditions for the market to solve the problem?”The Scaleup Europe Fund mixes both approaches, using €1 billion in EU funding to crowd in private investors and address Europe’s lack of large-scale, late-stage growth funds. “It’s a proof of concept. Ideally, then the market will do it itself,” Borbotti-Frison said.Startups for Europe is also focused on bringing an alternative political narrative. Amid competing visions for open, global markets on the one side and a protectionist Europe on the other, it wants to offer “a third voice, to say we can be proudly European and build a strong continent in a liberal economy, open to the world, and global.”It can be tempting, when thinking about how Europe can better support innovation, to look across the Atlantic. But while it’s important to compare statistics to see where Europe needs to catch up, that’s where the comparison should stop, Borbotti-Frison said. “On everything else, we need to do it our own way. We don't have the same history. We don't have the same political model. We don't have the same way of life.”Many of the key files that could benefit the start-up community, including EU Inc and the Savings and Investments Union, rely on closer integration within Europe, making it easier to operate across borders.While the Commission has made deepening the single market a political priority, support at national level is more precarious. The coming months will see pivotal elections in Spain and France, while the German government has also been coming under pressure domestically. In each country, far-right parties have been gaining ground.When asked if she was concerned the political situation could jeopardise this progress, Borbotti-Frison responded: “Of course. I would be lying if I said I wasn’t.” However, she continues to believe that cooperation is the only way forward. “Doing it alone is not the solution. It’s also not who we are, it’s not the model we are building, and it’s not the scale we need.”
'Many national leagues have become boring', Germany's Bierhoff says
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Türkiye’s reliance on fossil fuels is generating massive air pollution health costs both within the country and throughout the region. This report finds that fossil fuels account for more than half (52%) of Türkiye’s population exposure to PM2.5 air pollution. The cumulative health impacts are estimated to cost the Turkish economy approximately USD 55 billion each year, equivalent to 4.1% of national GDP in 2024. The pollution is also responsible for roughly 26,500 deaths per year in the country, including deaths from cardiovascular and respiratory diseases, lung cancer, stroke, and diabetes.The impacts begin at the very start of life, with fossil-fuel-derived PM2.5 pollution contributing to an estimated 8,000 preterm births, 8,200 low-birthweight infants, 5,100 new cases of childhood asthma, and 6,500 emergency-room visits for asthma each year in Türkiye.Beyond the estimated deaths each year in Türkiye, air pollution from the country’s fossil fuel emissions also contributes to deaths and economic losses in neighbouring countries. In 2024, these emissions were estimated to cause: 32,000 deaths and USD 2.1 billion in economic burden in Egypt; 1,700 deaths and USD 0.2 billion in economic burden in Syria; 800 deaths and USD 0.8 billion in economic burden in Iraq; 500 deaths and USD 4.5 billion in economic burden in Israel; and 400 deaths and USD 1.5 billion in economic burden in Greece.Türkiye currently has no national ambient air-quality standard for PM2.5, despite the substantial health burden associated with exposure to the pollutant. Figure — The percentage of annual PM2.5 emissions in Türkiye’s fossil fuel emissions, using the EMEP emission inventory and EMEP MSC-W chemical transport model Key findings Türkiye’s fossil fuel emissions (from domestic sources as well as international aviation and shipping) account for 52% of population exposure to PM₂.₅ nationwide. PM2.5 pollution attributable to Türkiye’s fossil fuel use is responsible for approximately 26,500 deaths in the country every year, including deaths from cardiovascular and respiratory diseases, lung cancer, stroke, and diabetes. Children are among the most affected, with fossil fuel-derived PM2.5 pollution contributing to an estimated 8,000 preterm births, 8,200 low-birth-weight infants, 5,100 new cases of childhood asthma and 6,500 emergency room visits for asthma each year. The cumulative health impacts of fossil fuel-derived PM2.5 pollution are estimated to cost the Turkish economy approximately USD 55 billion each year, equivalent to 4.1% of national GDP in 2024. Transboundary pollution attributable to Türkiye’s land-based fossil fuel emissions also leads to thousands of deaths in five neighbouring countries, with estimated economic burden per year (as of 2024) reaching USD 2.1 billion in Egypt (3,200 deaths), USD 0.2 billion in Syria (1,700 deaths), USD 0.8 billion in Iraq (800 deaths), USD 4.5 billion in Israel (500 deaths), and USD 1.5 billion in Greece (400 deaths). Türkiye currently has no national ambient air quality standard for PM2.5, despite the substantial health burden associated with exposure to the pollutant. Reducing fossil fuel use and emissions across Türkiye’s energy, transport and industrial systems would deliver substantial air quality and public health benefits by reducing exposure to PM2.5 and preventing associated illness and deaths. Figure — Annual deaths attributable to Türkiye’s land-based fossil fuel emissions in the five most affected countries, based on 2024 emissions
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Livermore police responding to possibly armed suspect barricaded in business
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Google is bringing a more personal version of its Gemini AI assistant to your car
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Sundar Pichai: Google’s Frontier Imperative, Compute Scarcity Dilemmas, Future AI Products and Businesses
Alphabet CEO Sundar Pichai has little patience for doubts about Google’s willingness or capacity to compete at the frontier of AI. His company’s latest Gemini 4 Argon model — long-promised and recently delivered — beats OpenAI and Anthropic’s latest public models on coding, math, science, and knowledge-work benchmarks and has placed Google’s AI back among the world’s best. Amid chatter that Google was fine with good-enough lightweight ‘Flash’ models, Pichai pushed back hard against any suggestion that company is limiting its research ambitions. “We won’t do it any other way,” he told me in a Big Technology Podcast interview recorded this week at Google’s Mountain View headquarters. Pursuing cutting-edge research is costly for Google, requiring compute and chips that otherwise could be sold at a high markup by its cloud business. But Pichai said allocating resources to frontier AI development is “ground zero” for Google. “Our cloud business is at any given moment in time forgoing short-term revenues because we are making compute trade-offs to support frontier AI development,” Pichai told me. In our conversation, we discussed Argon (which Pichai says processed three times as many tokens as Gemini 3 in the 72 hours after launch), AI’s role in developing better models, the AI interface of the future, competition with OpenAI, Google’s partnerships with Anthropic and Apple, data centers in space, and the nature of his optimism. You can read the full conversation, lightly edited for length and clarity, below, or listen to it on Apple Podcasts, Spotify, YouTube, or your podcast app of choice. Alex Kantrowitz: Google is back at the frontier with Gemini 4 Argon, which beats OpenAI’s and Anthropic’s public models on benchmarks spanning coding, math, science, and knowledge work. The conventional wisdom was that Google had given up on the frontier to focus on fast, good-enough models for its products. That was wrong? Sundar Pichai: Very wrong. Look, we are so committed to being at the frontier. It’s in our DNA. We won’t do it any other way. We’ve been thinking about the AI frontier for well over a decade now. The frontier is very dynamic. It’s very competitive. It’s very exciting. I couldn’t be more pleased with how Argon has come together. We took our time with it. We made sure we tested it safely and deployed it carefully. We took a bit longer than our other models, given its capabilities. Across the board, be it for agentic work, knowledge work, coding, creative tasks, Argon is one of the really good frontier models. The first 72 hours since we launched, it’s almost up to 25 trillion tokens used, which is about three times what Gemini 3.0 had in the first 72 hours. And we are capacity constrained as we are serving it. Excited, but there are always areas….. You know, the frontier is very dynamic, and you have to keep evolving the models. There are areas which we can see we need to improve as well. We’ll be at work on all of that as well. Which areas? On any given model, Argon would be across the board better at everything if you just look even two months back. But the space is so evolving. Even on coding, for example, there are pockets where we know we need to do better, and there’s clear feedback. We’ll make it better. The argument for standard models is that they’re already good enough to build great products, with the frontier valuable only for certain tasks. Meta built Muse with good models rather than the best, and Google could put standard models into Maps, Gmail, and Search. Why isn’t that sufficient? It’s definitely not how I have thought about it at all. We are deeply committed to driving the state of the art and actually pushing where this technology can go, all the way from transformers. That’s a journey we’ve been on. You will see us continue to do that. When you’re at the frontier, you get an earlier look into the emerging capabilities, earlier than others, which helps you better prepare for the future. We are fortunate to have a wide set of opportunities across consumer and enterprise. Some of our cloud customers, for sure, want the model at the frontier. The frontier models will be better at developing the next set of models in an era of recursive self-improvement. I would argue it matters there. Internally, we have definitely seen a steep point of inflection by deploying Argon to our developers. It definitely tackles problems which our previous models could not do. Being at the frontier puts you at the innovation frontier and helps you drive that as well. There is room for models of all sizes and capabilities. That’s why we did Flash, Flash-Lite, etc. I agree with you that you can develop very good product experiences with not necessarily the most frontier model, because they tend to be slower and more expensive too. But we care about the Pareto frontier, and we’re committed to doing all of that. You said developing frontier models gives you a look at what’s coming. What do you see on the horizon? What makes this moment so exciting is you build something which you think is a culmination of months of work, and you put it out. You already see clear headroom ahead. We’ve all been working on these agentic, long-horizon capabilities, but clearly the frontier is going to have multiple of these agents working together to do things. That’s an example of an exciting paradigm underway. It’s also clear to me that users, both in consumer and enterprise, will have access to some multi-agent framework for them, working all the time doing things. It feels like a moment of infinite possibilities. Sergey Brin said one of Argon’s core innovations was relying more on the model to help develop the model. Yet incidents involving OpenAI’s bots breaking containment and Google’s bots accessing a site they shouldn’t have suggest these systems still aren’t perfectly aligned. Isn’t there reasonable cause for concern about accelerating toward recursive self-improvement? There are three parts to your question. Let’s first talk about RSI itself. You’re right, Sergey mentioned RSI being a critical contributor as we are developing Argon. But to be very clear, today, in a continuum, we are pretty far from the end state of RSI or something like that. The right way to describe it is you have RSI loops along with AI researchers in various aspects of model development. You almost have agents helping AI researchers in some automated way work together to build these models. It’s good to at least understand where we are today, and it’s super exciting. I expect that continuum to keep making progress as we go into next year. The second question is around safety. Security comes from defense in depth. You’re talking about alignment, obviously. We all are doing a lot of work to make sure the models are as aligned as possible. But it’s an active area of research, and there are clear gaps. That’s not the only thing we rely on. You have the work you do on alignment, but beyond that, we put a lot of effort into real-time monitoring as these models are working. Making sure you have good telemetry into what’s happening so that you can intervene in real time if you see unexpected behaviors. How you do that, the architecture with which you do that, how you make sure it’s all sandboxed and isolated in a way that it can continue doing its job during real-time monitoring — these are all areas of investment. Obviously, when we deploy these models, giving customers, enterprises, control, both with real-time monitoring, but their ability to decide where they deploy, what type of data which models ever have access to, etc. All that work is very, very important, and we are doing a lot of that. As an industry, we need to constantly up our game and take the time to do all this stuff, including dedicating the compute required to make sure you can safely deploy these models. The third part is: Is it all enough? This is why there are a lot of conversations in the industry, and I think it’s reasonable to be worried. The right way to approach something you worry about is early on thinking about what more we can do. As an industry, you’re definitely seeing increased levels of work on alignment, testing for safety, etc., as we deploy these models. The next step would be developing better standards so there are cross-industry standards of how we do these things, including the ability to evaluate using independent evaluators. If you look at areas like financial controls, we have accounting standards, we have independent auditors. Those are all the next natural steps for us as an industry to work toward, and regulation will end up playing a role as we go through all of that as well. Google pursues both language models and world models, while some other AI companies like OpenAI have focused more heavily on LLMs as the path to AGI. Why is world-model research important to you? As humans, you obviously perceive the world around you, and you’re taking all those inputs. Making sure these models are able to understand the laws of physics, simulate the world in high fidelity. All that, I think, are key enabling blocks for intelligence. We are working across all possible applications of this. Take an area like robotics. It’s not an accident: If you look at embodied reasoning benchmarks, Argon is state of the art. That all comes from our experience building world models. Inherently, I would expect there will be architectures which will converge all of this in the future. But for us, we view this as, today, this jagged frontier that is intelligence. We want to be at the frontier of all the possible approaches, and that will help us both drive better research, better insights, and develop a much better AGI model, is how we think about it. Some people argue Google should focus on selling its computing resources rather than using them for AI research. Cloud wants to sell compute at a high markup, while researchers need a very big computer to build the best models. How do you balance those demands? Ground zero for us is making sure we are investing in the compute that’s needed to be at the AI frontier. In 2015, I set the company to be AI-first. AI is that key horizontal ingredient across everything we do, all the way from Search to Cloud to Waymo. That is ground zero for us, making sure both for research and developing the models that we have enough compute needed. Beyond that, we have these independent businesses which each have their own long-range plans. They’re using those long-range plans to project forward, and we plan for compute for all of them. The cloud team, they have a business and they have a projection and they have demand signals. They have committed contracts. With that help, we can plan on a long-term compute trajectory for them. We’re fortunate to have this wide set of opportunities. There’s no company in the world which isn’t making trade-offs at any given moment in time. But the first principles we operate on is making sure we have enough compute to invest in the frontier, and that’s non-negotiable, and everything else works on top. Remember, we are building our own compute, our own data centers. There are long lead times. The compute we have today is a function of decisions I made in 2024. Even if you think back to a year from today, last year the agentic coding takeoff hadn’t happened. Today, obviously, when you sit and look at anything, everyone is short—not just us, other companies—and everyone wishes you had two times what you had planned for. That comes with the territory. At any given moment in time, we are planning for what we would need two to three years out in the future. You’re going to find some decisions you make may look suboptimal two years out, depending on where the state of the art is. I don’t spend too much time thinking about it. The way I think about compute allocation is making sure Google DeepMind, both for research and frontier model development, is cutting edge in terms of compute access. After that, we plan for all our businesses. It’s great we can provide our compute to other people too, like we have done. It allows us to scale that up, get real tests for it in the widest application set possible, test it in the real world, and make sure we are at the cutting edge of technology at every layer of our AI stack as well. Ben Horowitz relayed on a podcast that Andy Jassy had said compute was sold out until 2028. Are you seeing the same thing? If today a customer is coming out and asking us for compute in ’27, that is incredibly difficult to do. Even last year we went out and leased some short-term compute to accommodate some customers and help them out. But yes, we are all dealing with similar timelines. Every major technology shift seems to involve overbuilding, from railroads to fiber. Do you think that’s happening here? It depends on the time frames you’re looking at. This level of build, if I take a long enough time frame, it makes complete sense to me. We are at early stages of the most consequential technology ever, and this is not like fiber. It’s not dark. We are using it. We are capacity constrained on a daily basis. The applications, the underlying technology is improving rapidly. But running a company, the way I work through the moment is you look at your demand signals. You look at your committed revenue opportunities that you’re getting in the form of contracts. You balance that with the underlying technical capability, or internally you balance how we are using it internally, the model trajectories. Based on all that, you take a disciplined approach—a confident, aggressive, but disciplined approach—to plan out compute. But when you talk about the broader economy as a whole, you’re having people operate with various levels of risk. I focus on what I can control as a company and plan through it. If your question is, can there be an overbuild? Yes, because you can have some constrained components. Remember, what matters is a set of everything you need to build out that compute. Memory, electricity, electricians…. Land. Like 2,000 components or more. You could get constrained at some point. There could be things which cause bottlenecks, and then you could have overbuilds. There could be external shocks to the economy. There are macro risks. All that is possible at any given time. But am I confident that the compute we are planning for, we will have uses for it given enough time? Absolutely, yes. I was in the room when you said AI would be as profound as fire and electricity. If you believe that, shouldn’t you give researchers the biggest possible computer, even at the expense of today’s cloud profits? We’re all doing some form of that. Our cloud business is at any given moment in time forgoing short-term revenues because we are making compute trade-offs to support frontier AI development. What you’re seeing is true already. But you want to be thoughtful. Even our AI researchers have some constraints, which are also good. That’s what inspires creativity. That’s what helps you come up with a more efficient algorithmic breakthrough, maybe to use less memory. What we are committed to is to invest what’s needed to stay at the frontier. OpenAI President Greg Brockman told me a few months ago that the ideal AI product might have no interface at all—just as natural as conversation. What do you think the interface looks like in the age of AI? Computing historically has been humans adapting to computing. With AI, it’ll be the other way around. The technology will adapt seamlessly to how humans live and go about their day-to-day life. You want to be able to speak to that AI when you want to. It has context. It can be persistently running somewhere, give you continuity. You’re not dealing with a lot of complexity. It’s natural. All that makes sense to me. That doesn’t mean it won’t have any interface, however. Nowadays, even on my phone, Gemini voice models are so good. I can just press the microphone button. I can just ramble. That’s why we call it Rambler. I can ramble. It intelligently corrects with my personal context. Even my friends’ names, weird names, it gets it right, even if it first guesses it wrong. It’s amazing. I’m not going in, backspacing, editing once I finish saying it. It’s remarkable how good it’s gotten. But there are going to be moments you will need an interface. You may want to entertain yourself. You may want to watch a video. You may ask your AI to create something, and you want to watch it, consume it. The way I think about it is, you want it to be as seamless and as natural as possible, and that you are not doing the hard work adapting to whatever the interface is. The technology is adapting to how you’re working at any given moment in time. When I asked Sam Altman about competition from Google, he argued that OpenAI was building AI-native products and implied Google was bolting AI onto existing ones. Do you accept that framing, and can a “bolt-on” compete with an AI-native product? First of all, it’s a very dynamic moment. We are all pushing each other. OpenAI has pushed us as a company too. This is not just we are doing something to them. Far from it. Yes, Google went into its own version of a code red too. In the AI moment, all of us have to respond with varying levels of urgency at any given moment in time. We are constantly building new products as well. Gemini was built from the ground up as a product—the Gemini app I’m talking about. Or tomorrow, as all of us are adapting to agents, are you bolting agents onto ChatGPT, or are they building it natively? How would you think about that? You can always put these questions back. I don’t think of it that way. I think of it as you want to build world-class product experiences that are AI-native and they are winning. Some of it is adapting products, some of it is rethinking new experiences. They will all be part of how you approach this moment. How do you expect to make money from these AI interfaces? If an agent recommends a product and I buy it, should it take a cut of the sale, even if that’s disclosed? I’m going to put enterprise aside. Consumers are going to increasingly value this technology. Take software developers today. Developers are willing to pay for these coding models because it really helps make them more productive. Nobody would want to code the way they were coding three years ago, or even the same time last year. When you’re delivering value, there’s value to be had. I’ve never seen examples where consumer products really scale to billions of users, where people are using it intensely, and haven’t had monetization to go along with it. If you’re providing value to people, there is inherent value to be had. The nature of it may change. You’re asking a scenario in which agents are doing stuff for you. At the end of the day, you will have commercial needs. The agents need to fulfill those commercial needs. The providers on the other side are going to see value in that. There’s going to be some mechanism by which it gets fleshed out. That’s what an efficient system does. But what matters is that you’re building those world-class consumer experiences. I promised myself one product feature request: Can you make Gemini-powered search in Gmail as good as searching Gmail through ChatGPT? What’s going on here? One of the exciting things we announced recently is the unified Gemini agent for enterprise, and we’re bringing that to consumers. These are persistent agents which run 24/7 in the cloud. We’re spinning up a micro VM effectively for every query, and from the runtime, the harness, the model—it’s all a headless service. It’ll work everywhere, and it has your context with you. You can address this agent whether you’re in Workspace, in Search, in Gemini. Agents are going to drive this unification from a customer experience, which people are looking for. When you have a broad product portfolio and you’re moving forward fast, there are always areas where you’re moving forward faster than some other areas. That’s valid feedback. But we are putting a lot of time and effort into making sure, as we build out our agentic experience, that unification and that capability works well across all these services. People have asked where Google’s equivalent of Muse or Dots is. Do you anticipate creating a new product to compete with them? Our goal with Gemini is to be a personal, proactive, and powerful assistant. That’s what we are working toward. You saw us describe the early versions of it at Google I/O this year with Spark. Effectively, already, if you open the Gemini app as a Pro or an Ultra user, you see Chat and Task, and they start giving you that agentic experience. With Argon now, that capability is dramatically accelerated. What we announced recently in our enterprise event, we are bringing that to consumers as well. Soon in Gemini, you will be able to ask something, and it’s a continuum. You don’t need to think about whether you’re asking a chat or an agentic task. It’ll just automatically do the right thing, and it can work persistently in the background securely and get things done for you. Already, empirically, when I look at what’s coming into Gemini in our app, last year you would have tagged them and most of them would have been chats. But a steadily growing percentage is already agentic tasks in Gemini. Yes, we are going to bring personal agents to our consumers. It’ll work in the Gemini app. It’ll work in Google Search. It’ll work in Gmail. You can address it, call it, etc. We want to make sure we’re getting it right. It’ll be powered by Argon, and we are very excited to bring it to our users. Google has invested and committed tens of billions of dollars to Anthropic. What do you see in Dario Amodei that makes you want such a deep investment and partnership? Very early on, when we looked at the founding team of Anthropic, it was very clear to us this was a world-class team which was involved in some of the earliest GPT models. We were quickly able to assess that they would be at the frontier. We’ve always tried to identify and partner with companies which would be at the cutting edge of technology. We’ve done that with SpaceX. We’ve done that with Anthropic. That’s what we saw, and we had a chance to partner. Is your partnership with Apple to license Gemini for Siri expanding, contracting, or standing still? For both us and Apple, that partnership was about translating the capabilities of AI into better experiences for users. I thought Apple has done a phenomenal job of incorporating—they customize these models and build it into Siri—and it’s been great to see the reception. We are committed to doing more. You’re going to do more with them? There’s nothing specific to comment, but it’s a partnership. It’s working well. What have you learned so far about the feasibility of data centers in space? It’s a very exciting project. Projects like this remind me—I still recall that moment in the desert for the DARPA Grand Challenge, watching the Stanley car compete in it, which ended up being the basis for Waymo. With all these technologies, you’re at a moment in time where it looks a bit like sci-fi, but 10 to 20 years down the line, it’s actually working in a meaningful way. I feel the same in space. We’ve always believed in betting big on these technologies. Quantum has been a great example of it. We’re probably 10 years into the journey. Waymo, we are almost 20 years into the journey. Space, we are two to three years into the journey. It’s clear to me that it’s an approach which will make a lot of sense in the future. Being in sub-synchronous orbits with 24/7 access to the most abundant form of energy we have access to will make a lot of sense for this exponential increase in compute that we are going to need. Having said that, this is a challenging project. The team has disciplined milestones. It was a super exciting milestone to send the TPUs up to space. Sometime, as we are speaking, we are expecting a “hello world” moment from them. I look forward to seeing that happen, and we’ll continue investing here too. You previously said 25% of the code written within Google was written by AI. What’s the number today? That number in our world today is meaningless in the sense that every part of what we now touch is influenced by AI deeply. What we are tracking with Argon, for example, it’s been a point of inflection. People are using Argon to really go tackle complex projects, including projects which affect millions of lines of code. In the four weeks since we have launched Argon, we have seen a 30% increase in CLs, and more importantly, almost a similar increase—a one-third decrease in rollbacks. People are writing code more productively and better code with it. We are tracking it with newer metrics now. How are you dealing with opposition to data centers? If you can’t build in the U.S. the way you want to, where else do you go? We’re very committed to building our data centers very responsibly. When I look at our largest data centers in some of the communities where we have been the longest, I visit them, I talk to people. There are people who come and tell us their kids have gone to college because of our investments in these communities, and we’ve grown in those communities. To me, this is about doing it right. Engaging with the communities early, doing it transparently. We are committed to making sure we are bringing incremental power, and we cover 100% of the cost of our power needs for these projects. It’s understanding the impact on neighborhoods and making sure you’re working thoroughly to address them. Done rightly, you can continue making progress. But we are constantly taking feedback into account. I do worry not everyone operates the same way. People have been surprised by data centers showing up in their backyard. Those are all important. As an industry, we should continue to do better. But part of the reason, in a 20-year time frame, we are thinking about things like data centers in space is making sure we are able to put these data centers where maybe the trade-offs will be different. What unproven area of AI is Google working hardest to crack? Is it continual learning—getting models to keep updating after release—or something else? There are multiple parallel paths. You saw with Argon we have a million output tokens. With our Gemini models early on, we had a one-million context window on the input side. These are all examples of breakthroughs we are constantly working on. How do you think about synthetic data? How do you think about continual learning? How do you think about more efficient architectures? We do dedicate a meaningful percentage of our compute to these research bets too. It always goes hand in hand, including our world models. Those are all bets we are placing. Sometimes, as part of these bets, there are ideas that emerge which just make their way into the mainline models. Maybe we don’t fully talk about it, but we have multiple steps in these areas. Working in technology requires optimism that building something will improve the world, but those bets can leave real consequences when they fail. I recently returned to a town in El Salvador where enthusiasm for Bitcoin had given way to unfinished construction and something resembling a ghost town. How do you maintain the optimism you spoke about in your Stanford commencement address while accounting for those risks? I genuinely have a deep conviction that improving technology and improving access to technology makes people’s lives better. It’s been my personal experience in my life, out of which comes that deep conviction, optimism. But with that, I’ve always felt humanity’s journey is always about working hard to harness that technology to make it work well for society. The optimism is not an optimism that you just build whatever you want, whenever. You work hard to make sure you’re building technology in the service of humanity, to make the human condition better. That’s got to be the defining goal as we are approaching it. With that framework, I’m very, very optimistic. We are in very early stages of the kind of progress that we are going to see on many areas. We’re all talking about areas like healthcare. A lot of the progress is ahead. The ability to make things in a fundamentally cheaper way on many things where things have been getting expensive for a long, long time, discovering new materials, etc., which really bend the curve—it’s tough to step today and understand the impact of all that, but they’re going to be very profound. I’m very optimistic, but we have to be rightfully concerned about all the ways this technology can go wrong. Sundar, I know you don’t do many of these. Thank you. Thanks, Alex. Appreciate it.
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