MariaDB is a fork of MySQL, and came into being after Oracle acquired MySQL. MariaDB, the company, provides commercial services and support to organizations using the database. The US Department of Defense, RedHat, Samsung, ServiceNow, and Deutsche Bank are just a few of the major organizations that rely on MariaDB.

“To run our strategic risk platform at Deutsche Bank, we needed a database that was reliable and performant while handling a massive amount of data. That’s why we turned to MariaDB,” said Liang Ma, Director Core Strats at Deutsche Bank. “With MariaDB Enterprise Server, we have a database that delivers the stability we need at a fraction of the cost of proprietary alternatives.”

MariaDB went public in late-2022, but has struggled to deliver. As part of the deal, K1 has appointed a new CEO, Rohit de Souza, to oversee the company’s turnaround and expansion.

“We are thrilled to welcome MariaDB to the K1 portfolio and to have Rohit leading the company into its next phase of growth,” said Sujit Banerjee, Managing Director of K1 Operations, LLC. “Together, we aim to accelerate product innovation and continue MariaDB’s mission of delivering high-quality, enterprise-grade solutions to meet the growing demands of the market.”

“With K1’s support, we are poised to expand our capabilities and continue delivering the innovative database solutions our customers rely on,” said Rohit de Souza, CEO at MariaDB. “This partnership allows us to further product innovation, advancing our ability to support new workloads driven by AI and the cloud. We remain focused on making it easier for customers to transition from costly alternatives and meet the rapidly growing demands for AI and cloud-based solutions.”

MariaDB is K1’s third take-private deal.

Apple has had a sweetheart deal with Ireland for years before the EU Commission ruled the deal was illegal. Apple and Ireland have both defended the deal and its legality, even scoring a win at the lower General Court of the European Union.

The EU’s top court has ruled against Apple, calling it “a big win.”

The Irish government, in a statement, reiterated its support of its deal with Apple, saying it did not give preferential treatment to companies.

The Government of Ireland has today (Tuesday) noted the statements in relation to the judgment from the Court of Justice of the European Union (CJEU) that did not find in favour of Ireland’s arguments in the Apple State aid case. We will consider the judgment carefully when it is circulated.

The Irish position has always been that Ireland does not give preferential tax treatment to any companies or taxpayers. The CJEU has found that the tax paid was insufficient and that a greater amount of taxation was required to be recovered. Ireland will of course respect the findings of the Court regarding the tax due in this case.

Today’s judgment provides the final determination in this case and the process of transferring the assets in the Escrow Fund to Ireland will now commence in the manner prescribed in the Deed governing the operations of the Escrow Fund.

Apple’s Ireland tax deal has been a significant part of its financial strategy. With the loss of the deal, only time will tell if Apple keeps its Irish operations open or works to find another, more welcoming jurisdiction.

Polaris Dawn is the first of a series of private spaceflight missions being carried out with the help of SpaceX.

According to Elon Musk, the mission represents the farthest from Earth that anyone has been since the lunar landings, as well as the first private spacewalk.

Polaris Dawn is an important spaceflight from a scientific standpoint, as it will provide an opportunity to study the effectics of cosmic radiation on the astronauts, thanks to the mission’s flight plan, as NSF points out.

Following orbital insertion, the crew performs systems checks and pass through an area of high radiation known as the South Atlantic Anomaly. Dragon will then raise its apogee to 1,400 km, breaking the crew altitude record set by Gemini 11 in 1966 of 1,369 km. It also marks the farthest humans have been from the Earth since the Apollo program. This will also mean Gillis and Menon will set the record for the farthest distance traveled away from the planet by a woman.

This article can help you market your fitness company in the proper way. I’ll go over some effective strategies that you can use for this purpose here. These strategies are easy to apply and give promising results. Let’s start.

Understanding Fitness Marketing:

Fitness marketing revolves around promoting your fitness company such as a gym or a yoga center. The main goal of this marketing is to increase brand awareness and encourage more people to join your business.

Businesses use their positive points to attract people. Most of them hire marketing experts who use different means such as social media to conduct this promotion. Experts believe that there are three major components of this marketing. They are:

·         Understanding and working on the right targeted audience.

·         Sharing content/message with the audience through the right sources.

·         Providing offers and packages to attract people.

Best Marketing Strategies for the Fitness Sector:

Here are the details of these strategies:

Start a referral program:

First of all, you have to use the customers that you already have. Using a referral program is the best way to do so. You can encourage your customers to refer your business to the people they know. This reward can be in the form of a fee discount. You can also give them any fitness product for free. 

Social media marketing:

Many fitness businesses are using social media marketing. people spend most of their time scrolling on social media. So, you can use it to reach out to a large audience easily.

There are a lot of different techniques used in it. However, creating quality content such as images and interviews with customers can be useful. People will get inspired by such content and join your business.

Promote Fitness Products:

Fitness products are a huge part of fitness businesses. Gyms and other fitness centers usually collaborate with manufacturers that make fitness products. However, some businesses make their own products as well.

Promoting these products can help you get more customers. For example, if you have a product like high protein bone broth, you can promote it to weightlifters. When they analyze or use this product, they will become aware of your fitness business such as the gym as well. As a result, they might try joining if your product satisfies their needs.

Use social media fitness influencers:

Many people are inspired by fitness influencers through social media. These influencers encourage their followers to get in shape and start taking care of their health. You can use these influencers to reach out to their followers.

For example, you can send them samples of your fitness products to test and review. You can also do this for your gym and training center. If any influencer lives near your company, you can give them a full discount to join your gym. In this way, you can ask them for a promotion in return.

Build a website that ranks:

A proper website has become somewhat of a necessity for fitness businesses. It can be used to manage subscriptions and other sectors of your business. It can also help you reach out to more audiences in your area. However, you will have to rank it in your local search engine search results.

Many businesses are using local SEO for this purpose. It is a technique where experts optimize your website so that Google can rank it in its top results. As a result, people will start seeing your website whenever they look for a similar business online. In this way, you can attract more and more customers almost every day.

Use email marketing:

Email marketing is an easy way to promote any type of business including fitness businesses. It is a simple strategy where you send business-related emails to your customers and general audience.

These emails can both be educational and promotional. The main goal is to keep on persuading a person about the good things about your fitness business. Eventually, they will make up their mind and join your fitness center. Just keep in mind that it is a time-consuming process. However, the results it will bring can be very promising.

Conclusion:

Marketing is important for businesses and the fitness sector is no exception. The competition is high and you have to make sure more people join your business. You will have to promote your business the right way for this purpose.

There are different types of techniques and strategies that you can use. I have discussed some of the very best ones in the information given above. If you use them the right way, they will help you gain more audience and customers easily.

FAQs:

 Is promoting a fitness business expensive?

It depends on the strategy you’re using. Some strategies can be budget-friendly and some might cost a bit.

Does promoting on social media bring quick results?

Probably not. Your content will take time to reach an audience. The audience will also take a little time to join the business.

Is marketing fitness through emails necessary?

Not really. Email marketing for business isn’t necessary. However, it can give you some plus points in your marketing campaigns.

Squarespace announced in May that it planned to go private as part of a deal with private equity firm Permira. The deal was originally valued at $6.9 billion. The two companies have since amended their agreement, bringing the value up to $7.2 billion, or $46.50 per share, an increase of $2.50 per share.

“The Special Committee is pleased to announce the revised terms of our agreement with Permira,” said Michael Fleisher, Chairman of the Special Committee of the Squarespace Board of Directors. “Our core focus has been maximizing value and certainty for the unaffiliated stockholders. This transaction is the result of a deliberate and thoughtful process and ultimately represents a great outcome that is in the best interest of Squarespace and all of its stockholders.”

David Erlong, Partner at Permira, said, “We are pleased that the revised offer and merger agreement have been unanimously approved by Squarespace’s Special Committee and Board of Directors and appreciate their focus throughout this process. This best and final offer allows Squarespace stockholders to capture immediate and certain value for their investment. By tendering their shares, Squarespace stockholders can act directly to accept the compelling value of this offer.”

The companies confirmed that Squarespace will be a privately-held company once the deal is complete.

Upon completion of the merger, Squarespace’s common stock will no longer be publicly listed, and Squarespace will become a privately-held company.

Squarespace has been working to compete with rivals, such as GoDaddy, snapping up Google Domains in mid-2023 as part of its strategy. It’s hoped that taking the company private will further strengthen its position and give it a competitive advantage.

A Shift Toward Reasoning-Centric AI

The key differentiator of Strawberry lies in its reasoning power. Unlike traditional AI models that produce immediate responses based on probabilistic patterns, Strawberry incorporates a process of “deliberation.” According to early testers, Strawberry pauses to “think” before responding to queries. This deliberate step allows the AI to process more complex inputs and provide more accurate, well-considered outputs.

“Strawberry isn’t about rapid-fire answers. It’s about precision and thoughtfulness,” said one tester familiar with the project. “This model is designed to handle the kinds of intricate, multi-step problems that have previously stumped AI systems.”

For business leaders, this shift from fast response times to more thoughtful and reasoned outputs is critical. Complex problem-solving, particularly in domains like finance, healthcare, and engineering, requires AI that can engage in deep analysis, rather than providing shallow, quick responses.

Targeting Enterprise Use Cases

OpenAI’s goal with Strawberry is to provide solutions that go beyond surface-level AI applications. According to early reports, the model is geared towards enterprise applications that demand high levels of precision, such as data analytics, programming, and legal analysis.

While current models like GPT-4 have excelled in generating text-based responses, they often falter in scenarios requiring logical reasoning or multi-step problem-solving. Strawberry aims to address these shortcomings. “We’ve been waiting for an AI that can handle long-term, complex reasoning,” said a source from a financial firm that tested the model. “This is exactly the kind of capability we need to integrate AI deeper into our operational workflows.”

One significant business application could be legal document review, where AI models must navigate complex legal language and reasoning. Strawberry’s design suggests it could excel in environments where understanding nuanced, multi-faceted queries is critical.

A Focus on Enterprise-Grade Features

OpenAI’s new model is reportedly targeting more enterprise-grade features, including rate-limited access and potentially higher pricing tiers for companies that demand faster responses. Some testers have noted that Strawberry takes around 10 to 20 seconds to produce an output. While this might seem slow compared to earlier iterations of ChatGPT, it’s a necessary trade-off for delivering more accurate results.

OpenAI is reportedly considering high-priced subscriptions up to $2,000 monthly for new AI models like reasoning-focused Strawberry and flagship Orion LLMs (though final prices are likely to be lower), while seeking billions in funding from investors such as Microsoft, Apple, and… pic.twitter.com/6GBC0pGxOZ

— Tibor Blaho (@btibor91) September 5, 2024

“Some early feedback suggests that the reasoning capabilities are vastly superior to what’s currently available, even if the model takes a bit longer to generate responses,” said another source with knowledge of the model’s testing phase. “For enterprises, the quality of the result is far more important than speed. If it takes a few more seconds to get an answer that can truly solve a business problem, it’s worth it.”

This emphasis on delivering accurate and thoughtful results could push OpenAI into deeper competition with other AI companies like Google and Meta, both of which have been working on improving reasoning capabilities in their own models.

Standalone Offering or Integrated Product?

While Strawberry will be integrated into ChatGPT, early reports suggest that it may also be offered as a standalone product. However, details on how it will be made available remain unclear. Some experts speculate that it could be positioned as an upgrade option within OpenAI’s existing product suite, particularly for enterprise customers who need access to more advanced reasoning tools.

“There’s speculation that Strawberry could be part of a dropdown menu in ChatGPT, allowing users to select models based on their specific needs,” noted a source close to OpenAI. “This would allow companies to choose Strawberry for high-value tasks that require complex problem-solving while sticking with simpler models for routine tasks.”

If this approach is taken, it could provide businesses with greater flexibility in how they leverage AI models across different functions, streamlining processes without sacrificing quality where it’s most needed.

Challenges on the Horizon

Despite the excitement around Strawberry, some insiders have voiced concerns about the model’s scalability. Processing complex reasoning tasks demands significant computational resources and some fear that Strawberry may struggle under the weight of large-scale enterprise deployments.

“There’s a real concern about whether OpenAI can scale this model effectively,” said an AI analyst. “Enterprises need models that can handle millions of inferences at once without breaking down. That’s going to be a huge challenge for Strawberry.”

Another challenge lies in Strawberry’s lack of multimodal capabilities—at least in its initial release. The model will only be able to process and generate text, unlike other AI models that can handle images and videos alongside text. This could limit its applicability in sectors like media or entertainment, where multimodal functionality is increasingly becoming the norm.

What’s Next for OpenAI?

Strawberry’s release is part of OpenAI’s broader strategy to solidify its foothold in the enterprise AI market. With more than 1 million paying users across its business products, OpenAI is betting heavily on AI as a service, aiming to be the go-to provider for businesses looking to integrate AI into their operations.

However, Strawberry is not the end game. Insiders have hinted that this model is a precursor to even more advanced systems currently in development at OpenAI, including models that may integrate both reasoning and multimodal capabilities. Strawberry’s ability to generate synthetic data for training future models could play a crucial role in this evolution.

As OpenAI CEO Sam Altman recently stated, “We’re constantly evolving. Each new model builds on what came before, but we’re still just scratching the surface of what’s possible.”

For tech executives, the message is clear: AI is moving beyond simple automation and toward more complex, human-like reasoning. As these systems become more sophisticated, businesses that adopt them early will be well-positioned to leverage AI as a true competitive advantage.

A New Frontier in AI

With the imminent release of Strawberry, OpenAI is making a strategic shift from fast and predictive AI responses to models that focus on reasoning and accuracy. For tech executives, the introduction of reasoning-focused AI signals an evolution in how businesses can harness artificial intelligence—not just as a tool for automation, but as a core asset for solving complex, high-stakes challenges.

The focus on deliberation rather than speed reflects OpenAI’s understanding of enterprise needs. In industries like finance, healthcare, and legal services, the quality and depth of responses are far more important than quick turnaround times. As one tester put it, “Accuracy is what companies will pay for, and Strawberry is being built to deliver that.” OpenAI is positioning itself to serve those businesses that require AI models capable of tackling intricate problems, long-term projects, and multi-step processes—problems that previous AI models have struggled to handle effectively.

"OpenAI’s reasoning-focused AI is coming sooner than we thought." -> OpenAI aims to release its reasoning-focused Strawberry AI within two weeks as a model users can pick in ChatGPT; it will lack multimodal capabilities

And 10-20 seconds? "What most differentiates Strawberry… pic.twitter.com/a6Q3YwVxzV

— Glenn Gabe (@glenngabe) September 10, 2024

Moreover, the business implications extend beyond immediate reasoning. Strawberry’s capacity to generate high-quality synthetic data for future training purposes gives OpenAI a potential edge in developing even more sophisticated AI systems. This positions the company as a leader not just in AI deployment, but in shaping the future of AI model development.

For tech leaders, the message is clear: the AI landscape is shifting toward tools that offer deeper insights, more reliable reasoning, and tailored enterprise solutions. Those who integrate these advanced capabilities early will gain significant competitive advantages. As AI technology continues to evolve, adopting models like Strawberry will likely become crucial for companies that aim to stay ahead in an increasingly automated and data-driven world.

In short, OpenAI’s release of Strawberry underscores that AI is no longer just about speed—it’s about thinking smarter and delivering real business value through precision and advanced reasoning. This shift promises to redefine how enterprises approach AI, and tech executives would do well to pay attention.

1⃣GPT-Next: 100x More Powerful Than GPT-4, Powered by Project Strawberry

At the KDDI Summit 2024, the CEO of OpenAI Japan announced that GPT-Next will be 100 times more powerful than GPT-4.

The model is said to use a smaller version of OpenAI’s secretive Project Strawberry. The… pic.twitter.com/8J9gRbGeIF

— Masters of Work (@Mastersofwork) September 5, 2024

The EU Commission fined Google in 2017 for promoting its own shopping services over those of rivals, leveraging its dominance in the search market to do so. The Commission levied a whopping $2.7 billion fine on the company, which Google has spent the last seven years fighting.

According to Reuters, the Luxembourg-based Court of Justice of the European Union has upheld a lower court ruling that validated the Commission’s fine of the search giant. As with most monopoly-regulation, the CJEU judges confirmed there was nothing wrong with having a hard-earned dominant position in the market, but it is illegal to abuse that position to the detriment of rivals.

“In particular, the conduct of undertakings in a dominant position that has the effect of hindering competition on the merits and is thus likely to cause harm to individual undertakings and consumers is prohibited,” they said.

The CJEU’s decision is the latest legal setback for Google, with the company recently losing its antitrust case in the US. The judge presiding over that case intends to announce his decision regarding punitive measures next summer, but experts say the company could face everything from being banned from making exclusionary deals to a possible breakup of its core businesses.

Oracle Database@Azure is a service that allows businesses to run their Oracle Cloud Infrastructure (OCI) services in Microsoft Azure datacenters. The option gives organizations the ability to combine the two companies’ services in a low-latency, high-performance environment.

The latest enhanced include the following features, per a Microsoft Azure blog post.

• Microsoft Fabric plus Oracle Database@Azure integration to fuel customer data and AI innovations.
• Integration with Microsoft Sentinel and compliance certifications to provide industry-leading security and compliance for mission-critical workloads.
• Plans to expand offering to a total of 21 primary regions, each with at least two availability zones and support for Oracle’s Maximum Availability Architecture (MAA) to deliver the highest levels of availability and resilience.
• Examples from customers joining us on stage at Oracle CloudWorld this week.

Microsoft says customers are choosing Oracle Database@Azure because of the “performance, scalability, security, and reliability” it offers, with the solution becoming a popular choice for mission-critical workloads for some of the world’s largest companies.

“With the continuing threat of ransomware, companies must adapt to rebuild their critical services and systems from scratch—not just reconstitute data into an environment that is compromised. Oracle Database@Azure is the only service that meets MSCI’s Cyber DR needs from a recovery time, security isolation, recovery point and cost perspective.”—John Rogers, Chief Information Security Officer, MSCI.

Microsoft says its new Microsoft Fabric works with Oracle Database@Azure to help drive data and AI innovation.

Microsoft Fabric is an ever-evolving, AI-powered data analytics platform that empowers customers to unify and future-proof their data estate. Fabric keeps up with the trends and seamlessly integrates each new capability so businesses can spend less time integrating and managing their data estate and more time unlocking value from their data. OCI GoldenGate offers seamless support to integrate data across dozens of data sources and targets including OneLake in Microsoft Fabric, delivering enterprise-grade, real-time data to the Microsoft ecosystem. The combination of OCI GoldenGate’s continuous, low-latency data availability in Microsoft Fabric’s comprehensive data and analytics tools, like Power BI and Copilot, enables customers to connect their essential data sources—both Oracle and non-Oracle—to drive better insights and decision-making.

Microsoft and Oracle have been making significant inroads in the cloud industry. Oracle, in particular, has become a popular option for AI workloads, thanks to its more modern cloud architecture. The enhanced integration with Microsoft Azure is sure to benefit both companies moving forward.

Oracle Corporation, once seen as a laggard in the cloud industry, is making a powerful resurgence in the artificial intelligence (AI) market. With partnerships that include tech giants such as Nvidia and Amazon Web Services (AWS), Oracle is leveraging its newfound AI momentum to accelerate its growth in the cloud computing space. The company’s shares have surged, boosted by an earnings report that surpassed Wall Street’s expectations. This revival story is a testament to Oracle’s strategic pivot into AI and cloud services, areas that are increasingly defining the future of technology.

Surprising Earnings and AI Growth Power Stock Surge

Oracle’s most recent earnings report exceeded all projections, triggering a 9% spike in the company’s stock in premarket trading. The stock is now up roughly 33% for the year, significantly outpacing competitors such as Microsoft, Google, and Amazon. The earnings for the fiscal first quarter of 2024 showed a 6.9% rise in revenue to $13.31 billion, alongside a 10% leap in profits, which stood at $2.93 billion.

CEO Safra Catz underscored how Oracle’s shift to cloud services has transformed the company’s bottom line. “As cloud services became Oracle’s largest business, both our operating income and earnings per share growth accelerated,” said Catz, emphasizing that cloud infrastructure is now at the heart of Oracle’s business model.

Oracle’s AI strategy is playing an integral role in this shift. The company reported new contracts worth $3 billion for 42 additional Nvidia graphics processing units (GPUs), a clear indicator of its growing influence in AI. As AI becomes a major driver of enterprise transformation, Oracle’s cloud infrastructure is quickly emerging as a go-to solution for businesses looking to leverage this technology. Nvidia’s GPUs, essential for training AI models, have been a linchpin in Oracle’s cloud growth. “Nvidia’s GPUs are critical for the AI training workloads, and our partnership has created incredible demand for Oracle’s cloud infrastructure,” Catz added.

AI and Cloud Computing: Oracle’s Late-Mover Advantage

For years, Oracle’s competitors dominated the cloud computing space, leaving Oracle in the shadows. Oracle’s late entry into the cloud sector may have been a blessing in disguise. The company’s more modern cloud infrastructure is specifically designed to support AI workloads, a key differentiator as demand for AI processing power grows. According to Larry Ellison, Oracle’s co-founder and Chief Technology Officer, “Building giant data centers is something that Oracle has proven to be very good at. It’s the reason we’re doing so well in the AI training business.”

Ellison highlighted that Oracle’s approach is unique in that it does not compete directly with clients in the AI market, a neutral stance that has helped the company secure partnerships with some of the biggest names in tech. Microsoft, Google, and Amazon all allow Oracle’s databases to run on their clouds, and Oracle even provides the infrastructure for Microsoft’s Bing AI chatbot. The neutral positioning has attracted clients who want to avoid being upsold on proprietary cloud services. “They’re not testing out experimental things. They’re just building something that really works,” said Nick Frosst, co-founder of AI startup Cohere, which uses Oracle’s cloud services.

One of the most noteworthy partnerships Oracle has secured is with Nvidia. Nvidia selected Oracle to host its own cloud offering, which includes Nvidia’s advanced GPUs. These GPUs are critical for AI model training, a process that consumes vast amounts of computational power and resources. “Nvidia’s GPUs have been a scarce and highly sought commodity in the tech industry,” Ellison said, noting that Oracle’s data centers are well-equipped to handle the growing demand for AI training.

Strategic Alliances: Amazon, Nvidia, and Beyond

Oracle’s partnerships with Amazon and Nvidia are central to its current success. The company recently announced a strategic partnership with Amazon Web Services, which will allow customers to access Oracle’s Autonomous Database and Exadata Database Service on AWS infrastructure. The deal gives Oracle a foothold in one of the world’s largest cloud ecosystems. Larry Ellison spoke enthusiastically about the deal, stating, “We are seeing huge demand from customers that want to use multiple clouds. Amazon and Oracle are seamlessly connecting AWS services with the very latest Oracle Database technology.”

AWS CEO Matt Garman echoed Ellison’s sentiment, noting, “This new, deeper partnership will provide Oracle Database services within AWS to allow customers to take advantage of the flexibility, reliability, and scalability of the world’s most widely adopted cloud.”

These partnerships reflect Oracle’s strategic pivot toward offering a hybrid cloud environment, which allows companies to run Oracle databases on their preferred cloud platforms. In addition to AWS, Oracle has inked similar deals with Microsoft and Google, making Oracle’s cloud a popular choice for enterprise customers looking to leverage AI and machine learning tools across multiple platforms.

AI as a Long-Term Growth Driver

Oracle’s transformation is largely driven by the explosive growth in artificial intelligence, and the company is capitalizing on this trend. A recent Morgan Stanley report estimated that AI will grow to represent more than half of Oracle’s total cloud revenue by 2027, a significant leap from its current 15%. Larry Ellison remains confident that AI demand will continue to grow, stating, “There’s no slowdown or shift coming. This business is just growing larger and larger and larger.”

One reason for this optimism is the sheer scale of investment needed to build advanced AI models. Ellison remarked, “The entry price for a real frontier model is about $100 billion over the next 4 to 5 years. That’s a lot of money, and it doesn’t get easier.” Given the high cost and complexity of developing AI, Oracle’s modern data centers are well-positioned to capture market share as businesses increasingly turn to AI to drive growth.

However, some analysts have raised concerns about the sustainability of this growth. Brad Reback, an analyst at Stifel, warned that the demand for AI training could be transitory, particularly as competitors build more AI-specific data centers. “I do wonder whether Oracle can sustain what I view as a transitory architecture lead,” Reback said, questioning whether Oracle’s current momentum can be maintained over the long term.

Tech Investors Love the New Oracle

Oracle’s recent moves in the AI and cloud markets have garnered significant attention from tech investors, who are increasingly bullish on the company’s prospects. The buzz around Oracle’s AI initiatives and partnerships with Nvidia and Amazon is clear from investor sentiment on social media, where influential voices are weighing in on the company’s strategy and future.

Ben Pouladian, a noted tech analyst, emphasized Oracle’s methodical approach to scaling AI infrastructure, comparing it to Elon Musk’s Starlink satellites in terms of consistency. “Oracle has more demand than supply, scaling through the same AI automation they sell. The key? Repeating the exact same process—just like Elon Musk’s Starlink satellites or In-N-Out burgers, every data center is identical no matter the location,” he tweeted. This highlights Oracle’s disciplined strategy in building AI-ready data centers, which has been crucial to meeting the surge in demand for AI-powered cloud services.

Another tech influencer, Amy Marlow, praised Oracle’s focus on AI, tweeting, “Oracle’s strong earnings and new cloud services show they’re ready to compete in the AI market.” This sentiment is shared by investors who are excited about Oracle’s ability to pivot successfully toward AI and cloud, further evidenced by the 33% year-to-date increase in the company’s stock.

Larry Ellison’s vision for AI at Oracle is also resonating with the investment community. Ellison made a bold statement during the company’s earnings call, noting, “The entry price for a real frontier AI model is about $100 billion. That’s a lot of money, and it doesn’t get easier.” His remarks underline the capital intensity and exclusivity of the AI market, which has positioned Oracle as a critical player. Investors see this as a competitive advantage, particularly in light of the company’s strong partnerships and growing demand for AI infrastructure.

For those who have followed Oracle’s journey, it’s clear that the company is shedding its legacy image and emerging as a key enabler of AI technologies. As one investor tweeted, “Until people understand AI is not an application, but a way of computing that will live in all technology, they won’t understand the magnitude of what is going on.”

The combination of strong financial results, strategic AI partnerships, and consistent execution in cloud services has driven a wave of positive sentiment among investors. Oracle, once perceived as a laggard in the tech space, is now a stock to watch in the eyes of the tech investment community.

Oracle’s AI Renaissance

Oracle’s transformation from a cloud laggard to an AI powerhouse is a testament to the company’s strategic focus and partnerships. By aligning itself with tech giants like Amazon and Nvidia, and by investing heavily in AI infrastructure, Oracle has positioned itself as a key player in the AI revolution. Its financial performance reflects this resurgence, with strong earnings growth and a stock price that continues to climb.

As AI reshapes industries and economies, Oracle’s ability to sustain this momentum will depend on its continued innovation and its ability to meet the growing demands of AI developers. For now, Oracle’s AI-powered resurgence is proving that even tech giants from a bygone era can rise again—if they have the right strategy in place.

IBM has been steadily transforming itself into a leading hybrid and multi-cloud cloud provider, snapping up a number of startups and companies as it works toward that goal. Accelalpha is the latest acquisition, expanding IBM’s Oracle support.

Accelalpha has a long history of supporting Oracle, and has chalked up some notable firsts.

Accelalpha’s consultants bring expertise across the Oracle Cloud Applications Suite including Oracle Supply Chain Management (SCM) and Logistics, Oracle Cloud Enterprise Resource Planning (ERP), Oracle Cloud Enterprise Performance Management (EPM), Oracle Cloud Customer Transformation (CX), and Oracle Configure, Price, Quote (CPQ). As an Oracle Cloud Excellence Certified Implementer, Accelalpha boasts the largest Oracle logistics practice globally and was the first Oracle partner to implement Oracle Fusion Financials. Since its founding in 2009, Accelalpha has grown organically and through acquisition. Notable past acquisitions include Prolog Partners, Key Performance Ideas, LogistiChange and Frontera Consulting.

“Many enterprises depend on Oracle to run the workflows that are at the heart of their enterprise,” said Kelly Chambliss, Senior Vice President, IBM Consulting, Americas. “With our acquisition of Accelalpha, IBM will be even better positioned to help our clients deploy and manage Oracle solutions, including generative AI and cloud technology, for competitive advantage.”

“IBM’s client and employee-centric culture and long-established scale and reach in more than 175 countries is a great fit for the next stage of our growth,” said Nat Ganesh, CEO, Accelalpha. “We’re thrilled to bring our expertise in Oracle Cloud solutions and targeted domain and industry knowledge to bear together with IBM’s strength in generative AI and hybrid cloud. With Accelalpha’s history of being a pioneer in Oracle Cloud and IBM’s deep-rooted dedication to innovation that matters, we can further accelerate value creation for our clients.”

IBM did not disclose the terms of the deal.

Union President Jon Holden, who leads the International Association of Machinists (IAM) District 751, expressed a grim outlook ahead of Thursday’s vote. “The response from people is it’s not good enough,” Holden told The Seattle Times. “Right now, I think it will be voted down, and our members will vote to strike.”

The Contract That Sparked the Unrest

At the heart of the discontent is the gap between worker expectations and the actual terms of the contract. The proposed wage increases — 25% over four years — are seen by many as inadequate in light of inflation and a decade of stagnant wages. Boeing employees, particularly those in Seattle and Everett, have seen the cost of living soar while their wages remained stagnant. “We deserve more than what’s being offered. After 10 years of losing ground, we’re just trying to catch up,” one 34-year Renton mechanic said.

There is no deal at #Boeing the union membership is gonna reject the new contract. 33,000 Boeing workers will go on STRIKE! This proposed contract is an insult to our members. pic.twitter.com/0nBJVVwm0F

— Ben Cruz (@WestsideXfiles) September 10, 2024

Francis King, a machinist with 37 years of experience, echoed these sentiments, stating, “Bottom line, it’s absolutely unacceptable. The inflation rate’s at 4%, and they’re offering the same for the second and third years.” Workers are particularly angered by the fact that the performance-based bonus program, known as the Aerospace Machinists Performance Program (AMPP), would be eliminated under the new contract. This bonus was often a critical part of employee compensation, providing up to 4.6% in additional annual income. “They’ve taken away our incentive bonuses, and that’s going to hurt,” Rob Davis, a mechanic in Everett, explained.

A Decade of Concessions

Much of the frustration stems from the painful concessions Boeing workers agreed to in the last decade. In 2014, the IAM negotiated a contract extension that increased healthcare costs and froze pensions, which left many workers feeling betrayed. “It’s hard to come off 10 years when you lost so many things that were critical,” Holden said in reference to the 2014 contract, acknowledging the lasting bitterness from that period.

The new vote on authorizing a strike at Boeing hasn’t even happened but many machinists say they are ready to reject the new offer and walk picket lines until they what they want. @komonews pic.twitter.com/aQBS51YL6A

— Denise Whitaker (@deniseonKOMO) September 10, 2024

Workers were particularly disappointed by the lack of a pension restoration in the new agreement. “You need to get that pension back,” King added. “Some other companies doing the same work have restored pensions, so it’s possible.” Many Boeing employees feel the pension plan was an essential part of their financial future, and its absence in this new deal leaves them uncertain about their long-term security. “If they can pay a CEO $35 million a year, that’s what, the best they can do?” lamented Alexander, another union machinist.

Boeing’s Struggles Amid Labor Tensions

Boeing itself is facing an array of internal and external challenges. The company is still recovering from the fallout of its 737 MAX crisis and is now grappling with significant production issues and regulatory scrutiny. Its credit rating teeters just above junk bond status, and a strike could spell disaster for the company’s already fragile financial state. New CEO Kelly Ortberg, who took over in August, has been tasked with steering Boeing through these challenges, but the looming threat of a strike could derail those efforts.

@GayBearRes @MacroEdgeRes @DiMartinoBooth @VladTheInflator, Boeing $BA employees getting shafted from this deal, people not happy. $3k bonus in 2008, $3k bonus in 2024 #Boeing #IAM751 pic.twitter.com/MH7igRGyxa

— LarpOsinter (@LarpDefender) September 8, 2024

Ortberg personally intervened during the labor negotiations to secure a commitment on job security, promising that Boeing’s next plane would be built in the Puget Sound region if it were launched during the contract’s four-year term. “He did give a commitment on job security,” Holden said, acknowledging Ortberg’s role in the talks. “But now we have work to do to make it worth something.”

Still, many workers remain skeptical. As Francis King pointed out, “We’re just not seeing enough in this contract to make us feel secure about our future.” Others worry that Boeing’s recent quality issues — including a door plug incident on an Alaska Air 737 MAX — are indicative of deeper problems within the company that won’t be solved by a new contract alone.

Strike Preparations Are Underway

If union members vote down the contract, a strike could begin as early as Friday, and workers are already preparing for that possibility. In Everett, Renton, and other Boeing locations, machinists have been holding break-time marches to demonstrate their dissatisfaction. “There’s a lot of frustration in the building,” said Brandon Felton, a machinist who participated in the marches. “We’re all together on this, and we’re ready to walk.”

Today in Everett: pic.twitter.com/cmTYrOQf6O

— Dominic Gates (@dominicgates) September 10, 2024

Leaflets circulating through Boeing’s factories encourage workers to reject the deal and authorize a strike. One leaflet, viewed by Bloomberg, urged machinists to “Stand strong” and push for a 40% wage increase, along with the restoration of pensions and a seat on Boeing’s board. “We deserve a fair deal,” the leaflet declared, reflecting the sentiments of many Boeing employees.

The $3,000 signing bonus offered in the current contract has also been a point of contention, with workers recalling the $15,000 bonus they received in 2014. “A $3,000 bonus in 2024 is laughable,” said one Boeing employee, comparing it to inflation and rising costs. “Every employee I’ve spoken to said they are voting NO,” added another, emphasizing the collective anger over the proposed contract terms.

The Impact of a Potential Strike

A strike at Boeing could have far-reaching consequences, not just for the company but for the broader U.S. economy. Boeing employs more than 140,000 people globally and plays a critical role in both the commercial and defense sectors. If the strike proceeds, Boeing’s production of the 737 MAX and 777X aircraft would come to a halt, causing disruptions across the entire aerospace industry. The company would also face mounting debt, exacerbating its already precarious financial situation.

A strike would also be a significant setback for CEO Kelly Ortberg, who was brought in to stabilize Boeing after years of turmoil. His ability to negotiate labor peace and keep production running smoothly is crucial to Boeing’s recovery, particularly as it faces increased scrutiny from regulators and customers. A protracted strike could delay Boeing’s plans to ramp up production of its best-selling jets and further weaken its competitive position in the global market.

Will Workers Accept the Deal?

For now, all eyes are on Thursday’s vote. While union leaders, including Holden, are recommending that members accept the contract, many workers feel that the deal doesn’t go far enough to address their financial concerns and restore the benefits lost over the past decade. As machinist Francis King succinctly put it, “We need to hold strong. This deal isn’t enough, and we deserve better.”

Got to love a company full of smart people that can sift through the of @IAM751 #IAM751. Wage increases are really just 11%, basically telling Union Members to GFY $BA #Boeing cc @MorePerfectUS @krism @VladTheInflator @DiMartinoBooth pic.twitter.com/7CcMdMIxVb

— LarpOsinter (@LarpDefender) September 8, 2024

Should the workers vote to strike, Boeing will not only face the challenge of resolving the labor dispute but also the financial and operational consequences of a walkout that could cripple its production lines and stall its long-term recovery efforts.

In the words of Jon Holden, “It’s in the members’ hands now. We will use the power they give us to fight for more.”

Following Musk’s purchase of X, the mercurial executive began slashing the security and moderation teams, leading to widespread criticism and accusations that hate speech began flourishing on the platform. In late 2022, US senators expressed concern to the FTC, saying that Musk “has taken alarming steps that have undermined the integrity and safety of the platform, and announced new features despite clear warnings those changes would be abused for fraud, scams and dangerous impersonation.”

According to TechRadar, X appears to be on a hiring spree, undoing some of the layoffs that have happened over the past two years. X cut the Trust and Safety team to 2,849, down from 4,026. Full-time moderators dropped from 107 to 51. The company has listed openings for at least two dozen jobs, all of them in cybersecurity and safety.

Why the About Face

There is no word on why X is suddenly reversing course, but it’s not hard to imagine. Telegram CEO Pavel Durov was recently arrested for his company’s lack of moderation, with France trying to hold him personally responsible for Telegram’s failures. Elon Musk has already indicated that he may begin limiting his travel to countries where free speech is constitutionally guaranteed. Nonetheless, it’s not a stretch to believe that Musk and X may be looking to stave off the kind of legal action Telegram and Durov are facing by bolstering moderation.

Similarly, X recently sued the Global Alliance for Responsible Media (GARM), the World Federation of Advertisers, and a number of corporations, alleging illegally boycotted advertising on the platform as a result of corporations’ advertising appearing next to posts that included hate speech and other toxic content. It’s possible X may be trying to proactively address the complaints in an effort to bolster its court case.

Whatever the cause for X’s about face, improved security and moderation can only improve the platform’s situation.

Apple Intelligence is the company’s “personal intelligence system that combines the power of generative models with personal context.” Since the company first demoed Apple Intelligence, it has provided one of the greatest demonstrations of the day-to-day value of generative AI systems for the average user.

Reports had surfaced as early as late July that Apple Intelligence would debut with iOS 18.1, not 18.0. Monday’s event helped provide a concrete timeline for when users can expect to get there hands on the tech.

Today, Apple announced that Apple Intelligence, the personal intelligence system that combines the power of generative models with personal context to deliver intelligence that is incredibly useful and relevant, will start rolling out next month with iOS 18.1, iPadOS 18.1, and macOS Sequoia 15.1, with more features launching in the coming months. In addition, Apple introduced the new iPhone 16 lineup, built from the ground up for Apple Intelligence and featuring the faster, more efficient A18 and A18 Pro chips — making these the most advanced and capable iPhone models ever.

Apple Intelligence first launches in U.S. English, and will quickly expand to include localized English in Australia, Canada, New Zealand, South Africa, and the U.K. in December, with additional language support — such as Chinese, French, Japanese, and Spanish — coming next year.

Apple goes on to reiterate the benefits users can expect from Apple Intelligence.

With Writing Tools, users can refine their words by rewriting, proofreading, and summarizing text nearly everywhere they write, including Mail, Notes, Pages, and third-party apps.

In Photos, the Memories feature now enables users to create the movies they want to see by simply typing a description. In addition, natural language can be used to search for specific photos, and search in videos gets more powerful with the ability to find specific moments in clips. The new Clean Up tool can identify and remove distracting objects in the background of a photo — without accidentally altering the subject.

In the Notes and Phone apps, users can record, transcribe, and summarize audio. When a recording is initiated while on a call in the Phone app, participants are automatically notified, and once the call ends, Apple Intelligence also generates a summary to help recall key points.

The company emphasizes its privacy-first approach, with many of the models running locally on-device.

Apple Intelligence is deeply integrated into iOS 18, iPadOS 18, and macOS Sequoia, harnessing the power of Apple silicon to understand and create language and images, take action across apps, and draw from personal context to simplify and accelerate everyday tasks — all while protecting users’ privacy and security. Many of the models that power Apple Intelligence run entirely on device, and Private Cloud Compute offers the ability to flex and scale computational capacity between on-device processing and larger, server-based models that run on dedicated Apple silicon servers.

“Mario Draghi’s critique is accurate,” Musk wrote, emphasizing that a thorough review of the EU’s regulatory landscape could “eliminate unnecessary rules” and “revitalize growth.” In his view, regulations in Europe should follow the principle of “default legal, rather than default illegal,” a fundamental shift from the EU’s current practice of requiring companies to seek explicit permission for many activities.

Draghi’s Report: A Call for Simplification

The public exchange follows the release of a report by Draghi, commissioned by the EU to analyze Europe’s future competitiveness. Draghi’s recommendations include streamlining existing rules, cutting bureaucratic overlap, and ensuring that European businesses are not burdened with excessive red tape. He suggests appointing a new “Commission Vice President for Simplification” to spearhead these efforts, signaling a shift towards a more business-friendly regulatory environment.

Mario Draghi’s critique is accurate.

A thorough review of EU regulations to eliminate unnecessary rules and streamline activity in Europe would revitalize growth and strengthen competitiveness.

Things should be default legal, rather than default illegal. https://t.co/NQQom5OYIS

— Elon Musk (@elonmusk) September 9, 2024

The proposal resonates with previous calls from member states such as France and Germany to ease the so-called “regulatory burden,” which they believe hampers European companies’ ability to compete on the global stage. Draghi’s report also echoes a broader sentiment across Europe that excessive regulation is throttling innovation, especially in key sectors such as technology and renewable energy.

Musk’s Frustration with EU Regulations

Musk’s own frustrations with the EU’s regulatory framework have been evident for some time. X, the platform he owns, is currently under investigation by the European Commission to assess its compliance with the bloc’s stringent content moderation rules under the Digital Services Act (DSA). Musk’s argument, as he has expressed in multiple forums, is that regulations should encourage innovation rather than serve as roadblocks.

“Things should be default legal, rather than default illegal,” Musk reiterated in his response to Draghi’s report, emphasizing that an overhaul of the EU’s regulatory environment would strengthen Europe’s competitiveness in the global economy.

Musk’s critique of EU regulations extends beyond social media. Tesla, the electric vehicle company he founded, has faced numerous regulatory hurdles in Europe, particularly in Germany, where the construction of its Gigafactory faced delays due to environmental regulations. These experiences have seemingly solidified Musk’s view that the EU’s regulatory system needs significant reform to foster innovation.

Broader Criticism and Support for Draghi’s Ideas

Musk’s praise for Draghi isn’t without its critics. Some have argued that Draghi’s proposals don’t go far enough in addressing the fundamental issues facing Europe’s regulatory system. Critics like economist Michele Geraci argue that while reducing bureaucracy is a step in the right direction, Europe’s deeper problem lies in the very structure of the EU, which often favors established businesses and stifles competition.

Geraci points out that the EU, in its effort to harmonize rules across its member states, has created a “meta system” that disproportionately benefits large corporations, particularly in sectors such as telecommunications and energy. “The EU’s regulatory framework often ends up protecting national champions at the expense of dynamism and innovation,” Geraci said, echoing Musk’s concerns about the negative impact of red tape on competition.

Supporters of Draghi’s vision, however, argue that cutting red tape is precisely what Europe needs to reclaim its competitive edge. They point to the rapid rise of China and the United States in technological innovation and suggest that Europe risks falling behind if it doesn’t adopt a more flexible regulatory approach. “The EU’s regulatory framework, while intended to harmonize and protect, often results in a bureaucratic quagmire that stifles innovation and economic dynamism,” said Claudio Sene, a European business expert.

The Future of EU Regulations

With Musk’s high-profile endorsement of Draghi’s report, pressure may mount on the European Commission to consider regulatory reform more seriously. EU Commission President Ursula von der Leyen has already acknowledged Draghi’s recommendations, stating that the Commission is “eager to listen” to his views on improving Europe’s competitiveness. Whether or not these recommendations translate into concrete policy changes remains to be seen, but the debate over the EU’s regulatory future is clearly gaining momentum.

As Europe grapples with how to position itself in an increasingly competitive global marketplace, voices like Musk’s—who has a vested interest in seeing less red tape—are likely to play a growing role in shaping the discussion. Whether Draghi’s report will spur real change or simply fuel more debate, one thing is clear: the call to cut EU regulations has a powerful new advocate in Elon Musk.

For now, Musk’s message is unmistakable: Europe must adapt or risk being left behind. And in his view, that adaptation starts with a radical rethinking of the EU’s approach to regulation. “Regulations should exist to foster innovation, not hinder it,” Musk concluded.

Despite pulling off what NASA’s Steve Stich, the commercial crew program manager, called a “bullseye landing,” the descent was marred by the failure of one of Starliner’s control thrusters and a temporary blackout of the navigation system during reentry. This latest round of problems has added to the growing list of challenges the program has faced, leaving many wondering about Boeing’s commitment to its manned spaceflight endeavors.

A Troubled Descent

The return of Starliner, although successful in reaching its landing site, was far from flawless. One of the capsule’s 12 control jets, responsible for the reentry process, failed to ignite, leaving a redundant system to pick up the slack. Furthermore, Starliner experienced a brief glitch in its navigation system, which led to a temporary blackout in acquiring GPS signals after emerging from the reentry blackout.

@NASA / @Boeing $4.2B Starliner Suffers New Problems While Coming Back to Earth@NASA admitted thruster had failed & blackout of Starliner's guidance.

"WE WOULD NOT BE SURPRISED IF @BOEING WERE TO DIVEST THE MANNED SPACEFLIGHT BUSINESS." https://t.co/3EHKYQhLE0

— THE CREATOR (@JOHNAVATARcom) September 9, 2024

Steve Stich reflected on the mixed results, explaining, “We did learn a lot, and although we had hoped to have astronauts onboard, we made the right decision in bringing the capsule back uncrewed.” The thruster issue highlighted the ongoing concerns that had already plagued the spacecraft earlier in the mission, notably during its approach to the ISS in June, when five out of 28 control thrusters overheated.

Ongoing Technical Struggles

These latest incidents are part of a broader pattern of technical failures and delays that have dogged the Starliner program. After launching in June, the spacecraft encountered helium leaks and thruster malfunctions, problems that Boeing and NASA had worked to address throughout the mission. NASA’s decision to return the spacecraft uncrewed came after these thruster malfunctions, raising questions about the spacecraft’s reliability in transporting astronauts back to Earth.

Yes indeed Scott: on https://t.co/wmWdXF5GGT https://t.co/gxvDSZxExg and YouTube: https://t.co/fXcqywjfNd

— sen (@sen) September 7, 2024

“We’re not ready to give up on Starliner yet,” Stich added. “There’s still significant work to be done before we move forward with crewed flights. The focus now is on fixing the overheating issues in the thrusters and ensuring we have all the data we need.”

NASA and Boeing engineers are now tasked with addressing the critical issues that emerged during the mission, including the thruster problems and the helium leaks. According to Stich, the thrusters overheated because Teflon seals in the valves expanded, preventing the flow of oxidizer. “It’s going to take time to work out the next steps,” Stich said. “We’re not sure whether another test flight will be required, but we’re focused on resolving these issues.”

Financial and Reputational Implications

Boeing has already absorbed significant financial losses as part of its Starliner program, with more than $1.6 billion in recorded charges due to cost overruns and delays. These latest technical difficulties could push the program even further behind schedule. As Bank of America aerospace analyst Ron Epstein noted, “It’s unclear if or when Boeing will have another opportunity to bring astronauts to space. We wouldn’t be surprised if Boeing eventually divested its manned spaceflight business.”

The company’s struggles in the space sector add to a growing list of challenges for Boeing, whose commercial aircraft division has also been hit hard by production issues and accidents, including the two fatal 737 MAX crashes. Some experts believe that Boeing’s troubled space program could be a reflection of larger systemic problems within the company, which has struggled with safety and quality control across its operations.

NASA’s Commitment to Starliner

NASA remains cautiously optimistic about the future of the Starliner program, but the agency acknowledges the need for substantial improvements before the spacecraft can be certified for operational crewed missions. “We still believe in the importance of having two independent vehicles to ferry astronauts to and from the ISS,” said Stich, referring to NASA’s broader objective of fostering competition between SpaceX’s Crew Dragon and Boeing’s Starliner.

My full take on Starliner & @Boeing's future in space. https://t.co/phvdt1VYLE @CBCNews pic.twitter.com/mEbkqoOKm2

— Chris Hadfield (@Cmdr_Hadfield) September 7, 2024

However, SpaceX has already completed multiple crewed missions since 2020, leaving Boeing playing catch-up. Starliner’s issues have delayed its first operational mission, now pushed to no earlier than August 2025. NASA is also working in parallel with SpaceX for its Crew-11 mission, scheduled for February 2025, which will bring back the two astronauts left behind by Starliner.

Engineers Exploring Design Changes

Looking ahead, NASA and Boeing will need to navigate a series of technical and financial hurdles to bring Starliner back on track. Engineers are exploring changes to the spacecraft’s thruster design, potentially involving the removal of insulation blankets to prevent overheating, while others suggest modifying the software to limit the strain on the thrusters during flight.

US ashamed to ask Russia for help to bring the stranded American astronauts on the International Space Station (ISS) home

Faulty Boeing Starliner fails to bring astronauts home as Suni Williams reportedly suffering from rapid cellular damage.

The NASA astronauts… pic.twitter.com/jYSXQPjCCr

— Real Global News (@FelastoryMedia) September 7, 2024

Despite the setbacks, NASA and Boeing both acknowledge that there is much to be learned from this extended test flight. “Starliner’s extended stay at the ISS provided valuable data, even without astronauts onboard,” said Stich. “But until we address the fundamental issues, it’s difficult to move forward with confidence.”

As NASA evaluates its next steps, it remains to be seen whether Boeing can overcome the obstacles that have plagued Starliner from the start—or whether the aerospace giant will eventually divest from the manned spaceflight sector altogether. One thing is certain: the clock is ticking for Starliner, with the ISS set to retire in 2030, leaving Boeing little time to turn its fortunes around.

What’s New? Boeing’s Starliner returned to Earth after an uncrewed mission, landing safely at White Sands Space Harbor in New Mexico. The capsule, originally meant to carry astronauts back from the ISS, faced delays due to unexpected thruster malfunctions and helium leaks.… pic.twitter.com/QkVspPmC57

— xKnowledge (@xSourced) September 9, 2024

News broke over the weekend about IRD’s deals with Facebook and LinkedIn, a deal that sees lists of hundreds of thousands of users’ data sent to the forms to drive ad campaigns. To make matters worse, tax payers had no recourse or way of opting out.

The agency initially defended it’s actions by saying that all data—which includes names, birthdates, phone numbers, email addresses, and physical addresses—was properly anonymized by hashing it. There’s just one big issue: Hashing data does not reliably anonymize data.

The Problem With Hashing

Hashing involves converting text or data into strings of numbers and letters, making the original text unreadable without the algorithm that was used.

Unfortunately, as both RNZ and The New Zealand Herald highlight on their coverage, hashing has long since been discarded as a viable means of securely anonymizing data. In fact, the US Federal Trade Commission explained how hashing worked in July 2024, and pointed out the flaws in the process.

Hashing involves taking a piece of data—like an email address, a phone number, or a user ID—and using math to turn it into a number (called a hash) in a consistent way: the same input data will always create the same hash. For example, hashing the fictional phone number “123-456-7890” transforms it into the hash “2813448ce6316cb70b38fa29c8c64130”, a hexadecimal number that might appear random, but is always what someone gets when they hash that phone number.

Hashing has a nice potential benefit: a hash by itself cannot easily be used to guess what the original data was. For this reason, companies often use hashing in cases where they are uncomfortable writing down or sharing the directly identifying data, but they still want to be able to store the data for matching against later. Since the hash “2813448ce6316cb70b38fa29c8c64130” appears meaningless and seemingly can’t be used to find the original phone number, companies often claim that hashing allows them to preserve user privacy.

Unfortunately, as the FTC goes on to say say that such logic is flawed, and hashing should not be relied on alone.

This logic is as old as it is flawed – hashes aren’t “anonymous” and can still be used to identify users, and their misuse can lead to harm. Companies should not act or claim as if hashing personal information renders it anonymized. FTC staff will remain vigilant to ensure companies are following the law and take action when the privacy claims they make are deceptive.

European regulators arrived at a similar conclusion in 2019, finding that hashed data could be de-anonymized.

In fact, it is generally a trivial process to de-anonymize data that has been hashed. Jonathan Wright, a developer and cybersecurity consultant, told RNZ that he was able to use basic online tools to de-anonymize hashed data from his bank, saying he could do it “in sub-one second.”

Despite the clear evidence that hashing is not a secure and private solution, IRD and Revenue Minister Simon Watts maintained it was viable, and adequately protected user data. It was only after multiple outlets reported on the issue that IRD finally said it will investigate the data sharing.

The Bigger Issue

The bigger issue, in many people’s minds, is why IRD thought it was acceptable to share taxpayers’ data with social media companies in the first place. In an era where corporate data collection and surveillance has reached Orwellian proportions, many believe government’s role should be to protect users and their data, not get in bed with the very companies abusing users’ trust.

“Our biggest government department and our biggest corporations in New Zealand… are doing this on a wholesale level,” David Buckingham, a Queenstown employment consultant, told RNZ.

“It’s not us who are giving over our details. It’s a third party who are giving over our details without our knowledge,” Buckingham added.

“The kind of campaigns that might take place essentially allows these companies to have a level of profile that… we don’t know about, and… if we did know about it, we wouldn’t want to consent.”

Yaccarino, in her announcement, emphasized the strategic nature of the hire, stating, “Angela brings incredible experience and expertise, understands how to grow a brand globally, and is exactly the right person to lead X’s marketing as we accelerate our innovation.” Zepeda’s appointment comes during a critical moment in X’s transformation, as the platform seeks to redefine its presence in a crowded digital marketplace and explore new revenue streams.

Today, I am delighted to welcome Angela Zepeda to X as our new Global Head of Marketing. X is the world’s most meaningful platform so it was essential to hire an exceptional leader like Angela to further shape our transformation. Most recently serving as CMO/Chief Creative…

— Linda Yaccarino (@lindayaX) September 9, 2024

A New Chapter for Zepeda

Zepeda, who officially departed Hyundai in late August after losing her CMO title during an internal reshuffling, expressed her excitement in joining X. In a post, Zepeda remarked, “I’m thrilled to shift gears and drive into a new adventure as the Global Head of Marketing for X!” Her transition from automotive to tech marks a significant pivot in her career, as she takes on the challenge of steering marketing efforts for a platform with global reach and influence.

Zepeda had a celebrated tenure at Hyundai, where she was known for pushing the envelope in creative and experiential marketing. Under her leadership, Hyundai’s brand presence expanded significantly, thanks to bold initiatives that resonated with consumers and highlighted the company’s commitment to innovation. Zepeda’s expertise in leveraging creativity and performance marketing is expected to play a crucial role at X as the company seeks to redefine its global brand.

I have X-citing news to share!

After an incredible five year journey as CMO/CCO for Hyundai, I’m thrilled to shift gears and drive into a new adventure as the global head of marketing for X! https://t.co/n9qLSa27p8

— Angela Zepeda (@angelamzepeda) September 9, 2024

The Transition at Hyundai

Zepeda’s departure from Hyundai came shortly after the company restructured its marketing leadership, dividing her responsibilities between two executives. Sean Gilpin, previously VP of Global Sales Marketing, was promoted to CMO, taking on a broader role overseeing both creative and performance marketing. Zepeda, in contrast, saw her duties narrowed in scope, a move that industry insiders say likely influenced her decision to leave.

“Angela’s leadership has raised Hyundai’s standing in the marketplace, and her unwavering commitment to creativity and innovation continually inspired her team and our partners to deliver impactful results,” said Randy Parker, CEO of Hyundai Motor America, following her departure.

The Road Ahead at X

At X, Zepeda’s primary challenge will be to align the company’s marketing strategy with its ongoing transformation. Since Elon Musk’s acquisition and subsequent rebranding of Twitter to X, the platform has been in the spotlight for its bold moves, including paid subscriptions and experimental features aimed at driving user engagement and monetization. Yaccarino’s vision for X is rooted in innovation, and Zepeda’s background in brand building and creative leadership will likely be central to that evolution.

Industry experts are optimistic about Zepeda’s potential impact. “Angela understands the balance between creativity and business performance,” said a marketing strategist on X. “Her experience in navigating complex brand challenges at Hyundai will serve her well at X, especially as the platform redefines its value proposition to advertisers and users.”

As X continues its ambitious push to transform the platform into a more profitable enterprise, the hire of Zepeda signals a commitment to creative marketing strategies and a focus on global brand expansion. In Zepeda’s own words, “There’s so much potential here at X, and I’m eager to help shape the future of this incredible platform.”

Her arrival coincides with a period of both challenge and opportunity for X, and how she leverages her expertise will be closely watched by the tech industry and the broader marketing world. Just Yesterday, Elon Musk tweeted that X has is closing in on nearly a billion unique visitors per month, validating that there are massive potential advertising and revenue opportunities for the company.

https://twitter.com/elonmusk/status/1832810190367809759

A Strategic Move for X

By bringing on a seasoned marketing executive with a proven track record, X is signaling that it is serious about bolstering its brand presence and reconnecting with advertisers. Zepeda’s appointment marks a pivotal moment for the platform as it navigates an evolving landscape of social media, user engagement, and advertising. The future of X’s marketing strategy is now in her hands, and the industry will be watching closely to see how she drives the next phase of growth for the platform.

With her experience in leading high-impact campaigns and building global brands, Angela Zepeda is poised to bring fresh perspective and energy to X’s marketing efforts. Her leadership will be critical as the platform continues its journey of transformation in an increasingly competitive and fast-changing digital world.

The corporate law, part of China’s broader strategy to strengthen its influence over foreign companies, could give Beijing unprecedented access to sensitive information held by U.S. corporations. According to sources familiar with the matter, these “representatives” are likely to have strong ties to Chinese authorities or even be active CCP members. This setup has sparked concern over intellectual property theft, surveillance, and coercion of employees.

Espionage Fears and National Security Risks

The inclusion of employee representatives within corporate boards raises significant security concerns, especially for tech giants like Microsoft, which employs over 10,000 people in China. One anonymous U.S. House aide explained, “They can tell a [Chinese intelligence] agent, ‘This is the person you need to talk to. If you want to coerce them, here’s who they are… I have access to employee data. This is their wife. This is where they live. This is where their kid goes to school.’”

Paul Rosenzweig, a former Homeland Security official, warned that China’s strategy has shifted from external control of corporations to embedding operatives internally. “Now they’re adding an internal control, an employee representative. If you wanted to be ungenerous, you could call him a Communist Party spy,” he said.

Microsoft in the Crosshairs

Microsoft’s presence in China is under heightened scrutiny, not only because of the number of employees it has in the country but also because of the nature of its software, which is deeply integrated into critical infrastructure in the United States. The company has already faced significant cyber threats from Chinese hackers. Last year, Chinese cyber actors infiltrated the email accounts of Commerce Secretary Gina Raimondo and other U.S. officials through Microsoft systems, exacerbating the concerns surrounding the company’s operations in China.

Microsoft executive Brad Smith, during a congressional hearing earlier this year, suggested that the company is largely immune from certain Chinese laws. “There are two types of countries in the world,” Smith said. “Those that apply every law they enact, and those who enact certain laws but don’t always apply them. And in this context, China, and that law, is in the second category.”

However, this stance has not comforted lawmakers. Rep. Carlos Gimenez (R-Fla.) warned that the company’s entanglements in China are becoming increasingly perilous, saying, “Sooner rather than later, all of these corporations are going to find that they’re going to be absorbed into the CCP and into China.” He urged firms to extricate themselves from the region, highlighting the potential dangers of continuing operations under the new legal framework.

Broader Implications for Foreign Companies

The new corporate law could apply to a range of foreign firms beyond Microsoft. Other multinational corporations, particularly those in technology and defense-related industries, are likely to face similar risks. The law’s provisions allow the CCP to wield greater control over internal corporate affairs, potentially giving China an edge in technology transfers and intellectual property theft.

The law’s timing is particularly concerning given that U.S. firms, including Microsoft, are developing advanced technologies like artificial intelligence, which could be critical in maintaining global competitive advantage. According to a House aide, “The corporate law is one method through which China could put pressure on them to keep the AI lab… What they’re going to do is just steal all the data, every single bit of data.”

Political Responses

U.S. lawmakers have been vocal in their opposition to China’s growing influence over foreign businesses. Sen. Marsha Blackburn (R-Tenn.) described China’s latest corporate move as part of an ongoing strategy of intellectual property theft. “Beijing’s latest move, which will likely embed CCP officials further into companies, shows how far the government’s grasp extends,” she said.

Rep. John Moolenaar (R-Mich.), chairman of the House Select Committee on China, added that no company in China can be considered truly private. He warned American firms to be vigilant: “The Chinese Communist Party will settle for nothing less than complete control at your expense.”

Massive Intellectual Property Theft Concerns

China’s new corporate law represents a watershed moment in the country’s relationship with foreign businesses. By embedding CCP-linked representatives within corporate boards, the Chinese government is extending its reach into the internal workings of U.S. firms, raising concerns about security and intellectual property theft. For companies like Microsoft, which have long sought to balance their global interests, this latest development may force a critical reassessment of their presence in China.

As Derek Scissors, chief economist of the China Beige Book, noted, “The company law will be interpreted in whatever way the CCP deems fit at the time, so none of the revisions matter.” Firms now face an uncomfortable choice: adapt to China’s rules or risk exposure to espionage and coercion.

There has been a growing rash of incidents involving companies suddenly abandoning products shortly after releasing them, or locking features behind subscription paywalls after consumers purchase the product. Representatives for Consumer Reports, U.S. PIRG, iFixit, the Electronic Frontier Foundation, the Software Freedom Conservancy, Californians Against Waste, the Center for Economic Justice, Secure Resilient Future Foundation, Fixit Clinic, BigBattery/OutBack Power/TitanGreen, Zero Waste Washington, Plastic Ocean Project, Repair Cafe Hudson Valley, Repair Cafe, Inventurous, Digitunity, and Hamilton Computer Repairs signed the open letter.

Consumer Reports and U.S. PIRG write to ask the FTC to create clear guidance to address the issue of software tethering which leads to several consumer harms, including locking features behind a subscription after the purchase of a device, and companies selling connected devices only to render them nonfunctional later using software. Both switching features to a subscription and “bricking” a connected device purchased by a consumer in many cases are unfair and deceptive practices.

Both practices are examples of how companies are using software tethers in their devices to infringe on a consumer’s right to own the products they buy. While the FTC has taken some limited actions with regard to this issue, a lack of clarity and enforcement has led to an ecosystem where consumers cannot reliably count on the connected products they buy to last. Further measures will help alleviate the worst outcomes of software tethering, that is, making functions of a device reliant on embedded software that ties the device back to a manufacturer’s servers. This software-server connection tethers the device to the manufacturer, giving the manufacturer post-purchase control of the software and changing the nature of ownership.

The group cites examples of recent issues that have cost consumers, taken by Snoo and Spotify.

In the last three months we have seen one business brick a device and another company limit the consumer’s ability to resell their product by locking away features behind a subscription. In July customers who had spent $1,695 on a Snoo connected bassinet discovered that some of the features that originally were advertised with the product would become part of a new, $19.99 monthly subscription. Happiest Baby, which makes the Snoo, told customers in June that it planned to move features such as a weaning mode, sleep tracking, car ride mode, and more to a premium service starting July 15. Customers who already had purchased the bassinet for those features don’t have to pay the monthly fee, but if they want to resell their Snoo or give it to others, the new buyers will not have access to those features. Given the short shelf life of a bassinet and the cost of the Snoo, there is a thriving resale market for the device that Happiest Baby now can monetize.

The group goes on to cite similar examples from Amazon, Mellow, Juicero, Leelo, and Kano. Even established companies, such as Google, are called out for killing off products’ connected support, despite the products still be operational.

As the the group points out, often such decisions are made quickly, with little to no effort made to compensate users.

In some cases the decision to end support for a product is done well with advance notice, refunds, and a plan to recycle the non-working hardware. But in most cases, consumers end up with a hunk of e-waste that could still function with the right software, and a sense of disappointment. Add to this, consumers have spent money on a product without understanding the limited lifespan of that device. Knowledge of the expected lifespan and an understanding that the lifespan was reliant on software, not the physical failure of the device, would certainly change consumers’ purchasing decisions.

The group says they expect the problem to get worse as companies increasingly building smart products that rely on internet connectivity, and asks the FTC to establish clear guidelines. The group outlines a number of measures it recommends the FTC adopt.

• Require disclosure of a guaranteed minimum support time on the product packaging: Companies should plan for and disclose, to the consumer, their plans for both security updates but also anticipated engineering and cloud resources to keep a product functional to a certain date. This date can be extended at the company’s discretion, but should represent the minimum amount of time that the consumer can rely on the product to keep working. The Federal Communications Commission has started down this path with its voluntary U.S. Cyber Trust Mark program that asks those that get the label to include a minimum support date by which consumers can expect to receive security updates, but also allows companies to state that they have no plans to include support time frames. The ability to ignore the requirement to post a minimum support date, and the voluntary nature of the FCC’s program means there is still a sizable opportunity for companies to harm consumers by shutting down or stopping security updates for their connected devices without providing any compensation or even notice to consumers.

Commensurate with mandated minimum support time frames on packaging, the FTC should also help establish minimum support expectations for different classes of devices. Consumers are using trial and error to figure out the expected lifespan of their connected products. But when it comes to cars, large connected appliances, or products installed in homes the agency should establish clear guidelines for an expected lifespan that matches software support to the hardware lifespan.

• Require companies to ensure that the core functionality of a product will work even if the internet connection fails or the software stops getting updated. An e-bike should start without a connection to the server or control from an app. An oven should maintain its ability to heat food and a thermostat should still retain the ability to control an HVAC system.

Encourage tools and methods that enable reuse if software support ends. Companies could create and distribute tools and software to repurpose products so products provide continued use. Tools could include upgrades to hardware so manufacturers can continue software support, or software that would allow consumers to repurpose the hardware for offline use, and should be continually available for the reasonably likely lifespan of the hardware.

• Protect “adversarial interoperability.” One way products can be repurposed is when a competitor or third-party creates a reuse or modification tool — something that adds to or converts the old device. These tools are often the subject of copyright lawsuits. For example, a company could build a tool to rewrite the software on a Sonos speaker, no longer supported by the manufacturer, so that speaker could continue to be used, but because of the legal liability, it is very unlikely a company would risk selling such a tool. Protecting adversarial interoperability incentivizes corporations to provide consumers with reuse options at the end of a product’s life, ensures that entrepreneurs can innovate with alternative reuse options for hardware, and thereby enables competition in the reuse market. The FTC has already come out in favor of allowing exemptions to the copyright law so consumers can repair devices they own. Similar support of adversarial interoperability could revitalize the reuse market and ensure that far less hardware gets trashed when it loses software support.

Conduct an educational program to encourage manufacturers to build longevity into the design of their products. Much like the Cybersecurity Infrastructure and Security Agency has pushed its Secure by Design program to encourage companies to build security into their products from the beginning, we encourage the FTC to create a clear list of design principles that would promote the longevity of the connected products manufacturers sell. These principles could include repairability scores, replaceable batteries, modular electronic elements that allow for aged chips and modems to be swapped out, and requirements to calculate the ongoing cost of supporting every connected device sold. The effort could be modeled on the agency’s 2017 Stick with Security guidance and Start with Security publication that was designed to inform companies about how to safeguard sensitive consumer data.

Ultimately, the group wants the FTC to force companies to support products for a minimum time, as well as allow products to continue to be useful without official support.

Mandating companies include minimum support times on their connected products enables consumers to make informed choices about which products to purchase. Clear communications around the expected lifespan of connected products will help manufacturers allocate resources for their connected products and help regulators recognize egregious examples of software obsolescence. It will also help consumers understand the tradeoffs they may be making when they choose a connected product over a “dumb” one.

When possible, providing consumers with the tools to continue using their connected devices absent official support will help keep waste out of landfills and maintain the consumers right of ownership of a physical product. When providing those tools are impossible, the agency should consider those product subscriptions to be sold and marketed accordingly .

For the sake of consumers, hopefully the FTC will take the group’s recommendation to heart.

“Too often, companies try to shoehorn prospects into their desired sales cycle, rather than adapting to how customers actually evaluate solutions,” says Liran Herlinger, a B2B marketing strategist. The need for marketers to rethink their approach is more critical than ever, as B2B buyers have evolved. In 2024, buyers are more informed, independent, and driven by their own research before contacting sales teams.

The Evolving B2B Buyer Journey

The modern B2B buyer loves to conduct their research and compare options before ever speaking to a sales representative. According to Pierre Herubel, an expert in B2B content strategy, buyers prefer to “self-educate” and want access to insightful content that helps them understand the solutions available. “Skipping straight to demand capture might seem efficient, but without building trust and awareness through demand creation, you’re missing the foundation that helps buyers make informed decisions,” Herubel explains.

As B2B marketers, it’s vital to respect this evolving journey. Attempting to rush the process or push for quick demos is no longer effective and often results in buyers flagging your outreach as spam. Instead, you need to develop a marketing strategy that aligns with how buyers actually behave today. “It’s all about creating value before trying to capture demand,” adds Vidhya Boopathi, a digital marketing strategist.

The Importance of Demand Creation

Herubel emphasizes a two-pronged approach: Demand Creation and Demand Capture. Demand creation focuses on building awareness, interest, and authority. This is the phase where you need to produce valuable, educational content, such as blog posts, podcasts, webinars, and case studies, that positions your brand as a thought leader in the space.

“Buyers crave education, not a hard sell,” Herlinger points out. The goal is to grow interest organically by understanding where your audience seeks insights and what type of information they need to move forward in their research. It’s a long-term play but one that pays off by nurturing potential buyers who already trust your brand when they are ready to engage with your sales team.

By running content programs and fine-tuning your messaging, marketers can build authority in their space. Companies that fail to prioritize demand creation will struggle to stay relevant in a market where buyers increasingly value information over immediate sales pitches.

Demand Capture: Turning Interest into Sales

While demand creation is about education and trust-building, Demand Capture focuses on transforming that interest into sales opportunities. This is where a well-structured system comes into play. Interested buyers won’t magically convert into customers; they need the right prompts at the right time.

“Optimizing your system for inbound demand is crucial,” says Matt Swain, a marketing expert. “You need to have a well-designed funnel that accommodates the buyer’s timeline, not your own.” This means ensuring that your website, social media, and other inbound channels are optimized for conversions while also engaging in warm outbound actions like retargeting and direct messaging.

Sophisticated attribution tools also play a role here, helping you understand where your leads are coming from and how to best nurture them. “You need to mix traditional attribution tools with self-attribution reporting to get a complete picture,” advises Herubel. This blended approach allows for a more accurate understanding of what’s driving conversions.

Balancing Creation and Capture

One of the common mistakes many companies make is over-emphasizing demand capture at the expense of demand creation. “The difference between being seen as spam and a trusted partner is in the details of how you engage,” says Mukesh Jangid, a business consultant. Focusing too heavily on the capture phase without first investing in creation can result in wasted resources and a frustrated customer base.

Understanding that B2B marketing is a marathon, not a sprint, is key to long-term success. “Reducing friction in demand capture and making the buyer’s journey intuitive and seamless is where the magic happens,” adds Kalyan LC, a fractional CMO. By balancing the need to create interest and authority before capturing leads, companies can position themselves as trusted advisors rather than pushy vendors.

2024 B2B Buyer Relies on Content to Guide Decisions

The modern buyer values control over their purchasing process and increasingly relies on content to guide their decision-making. “It’s all about understanding their process and adapting your strategy accordingly,” says Joud Altanji, a content marketing specialist.

Companies that succeed in B2B marketing will be those that can effectively align their demand creation efforts with the real-world behaviors of their buyers. “In 2024 and beyond, aligning your marketing with how buyers purchase is not optional—it’s mandatory,” Herubel asserts. By respecting the buyer’s journey and meeting them where they are, rather than forcing them into a premature sales conversation, B2B companies can build lasting relationships and, ultimately, drive more conversions.

Aligning your marketing with how B2B companies buy in 2024 requires a strategic balance of educating, nurturing, and engaging buyers throughout their journey. Marketers who adapt to these new realities will find themselves in a position of strength, while those who cling to outdated tactics will struggle to keep up.