Sam Altman May Control Our Future—Can He Be Trusted?

[ed. A must read, possibly historic. Unfortuntately, the accompanying visual is too weird to include here. For a more concise summary see: A history and a proposal (DWAtV)]

In the fall of 2023, Ilya Sutskever, OpenAI’s chief scientist, sent secret memos to three fellow-members of the organization’s board of directors. For weeks, they’d been having furtive discussions about whether Sam Altman, OpenAI’s C.E.O., and Greg Brockman, his second-in-command, were fit to run the company. Sutskever had once counted both men as friends. In 2019, he’d officiated Brockman’s wedding, in a ceremony at OpenAI’s offices that included a ring bearer in the form of a robotic hand. But as he grew convinced that the company was nearing its long-term goal—creating an artificial intelligence that could rival or surpass the cognitive capabilities of human beings—his doubts about Altman increased. As Sutskever put it to another board member at the time, “I don’t think Sam is the guy who should have his finger on the button.”

At the behest of his fellow board members, Sutskever worked with like-minded colleagues to compile some seventy pages of Slack messages and H.R. documents, accompanied by explanatory text. The material included images taken with a cellphone, apparently to avoid detection on company devices. He sent the final memos to the other board members as disappearing messages, to insure that no one else would ever see them. “He was terrified,” a board member who received them recalled. The memos, which we reviewed, have not previously been disclosed in full. They allege that Altman misrepresented facts to executives and board members, and deceived them about internal safety protocols. One of the memos, about Altman, begins with a list headed “Sam exhibits a consistent pattern of . . .” The first item is “Lying.”

Many technology companies issue vague proclamations about improving the world, then go about maximizing revenue. But the founding premise of OpenAI was that it would have to be different. The founders, who included Altman, Sutskever, Brockman, and Elon Musk, asserted that artificial intelligence could be the most powerful, and potentially dangerous, invention in human history, and that perhaps, given the existential risk, an unusual corporate structure would be required. The firm was established as a nonprofit, whose board had a duty to prioritize the safety of humanity over the company’s success, or even its survival. The C.E.O. had to be a person of uncommon integrity. According to Sutskever, “any person working to build this civilization-altering technology bears a heavy burden and is taking on unprecedented responsibility.” But “the people who end up in these kinds of positions are often a certain kind of person, someone who is interested in power, a politician, someone who likes it.” In one of the memos, he seemed concerned with entrusting the technology to someone who “just tells people what they want to hear.” If OpenAI’s C.E.O. turned out not to be reliable, the board, which had six members, was empowered to fire him. Some members, including Helen Toner, an A.I.-policy expert, and Tasha McCauley, an entrepreneur, received the memos as a confirmation of what they had already come to believe: Altman’s role entrusted him with the future of humanity, but he could not be trusted. [...]

The day that Altman was fired, he flew back to his twenty-seven-million-dollar mansion in San Francisco, which has panoramic views of the bay and once featured a cantilevered infinity pool, and set up what he called a “sort of government-in-exile.” Conway, the Airbnb co-founder Brian Chesky, and the famously aggressive crisis-communications manager Chris Lehane joined, sometimes for hours a day, by video and phone. Some members of Altman’s executive team camped out in the hallways of the house. Lawyers set up in a home office next to his bedroom. During bouts of insomnia, Altman would wander by them in his pajamas. When we spoke with Altman recently, he described the aftermath of his firing as “just this weird fugue.”

With the board silent, Altman’s advisers built a public case for his return. Lehane has insisted that the firing was a coup orchestrated by rogue “effective altruists”—adherents of a belief system that focusses on maximizing the well-being of humanity, who had come to see A.I. as an existential threat. (Hoffman told Nadella that the firing might be due to “effective-altruism craziness.”) Lehane—whose reported motto, after Mike Tyson, is “Everyone has a game plan until you punch them in the mouth”—urged Altman to wage an aggressive social-media campaign. Chesky stayed in contact with the tech journalist Kara Swisher, relaying criticism of the board.

Altman interrupted his “war room” at six o’clock each evening with a round of Negronis. “You need to chill,” he recalls saying. “Whatever’s gonna happen is gonna happen.” But, he added, his phone records show that he was on calls for more than twelve hours a day. At one point, Altman conveyed to Mira Murati, who had given Sutskever material for his memos and was serving as the interim C.E.O. of OpenAI in that period, that his allies were “going all out” and “finding bad things” to damage her reputation, as well as those of others who had moved against him, according to someone with knowledge of the conversation. (Altman does not recall the exchange.) [...]

In a series of increasingly tense calls, Altman demanded the resignations of board members who had moved to fire him. “I have to pick up the pieces of their mess while I’m in this crazy cloud of suspicion?” Altman recalled initially thinking, about his return. “I was just, like, Absolutely fucking not.” Eventually, Sutskever, Toner, and McCauley lost their board seats. Adam D’Angelo, a founder of Quora, was the sole original member who remained. As a condition of their exit, the departing members demanded that the allegations against Altman—including that he pitted executives against one another and concealed his financial entanglements—be investigated. They also pressed for a new board that could oversee the outside inquiry with independence. But the two new members, the former Harvard president Lawrence Summers and the former Facebook C.T.O. Bret Taylor, were selected after close conversations with Altman. “would you do this,” Altman texted Nadella. “bret, larry summers, adam as the board and me as ceo and then bret handles the investigation.” (McCauley later testified in a deposition that when Taylor was previously considered for a board seat she’d had concerns about his deference to Altman.)

Less than five days after his firing, Altman was reinstated. Employees now call this moment “the Blip,” after an incident in the Marvel films in which characters disappear from existence and then return, unchanged, to a world profoundly altered by their absence. But the debate over Altman’s trustworthiness has moved beyond OpenAI’s boardroom. The colleagues who facilitated his ouster accuse him of a degree of deception that is untenable for any executive and dangerous for a leader of such a transformative technology. “We need institutions worthy of the power they wield,” Murati told us. “The board sought feedback, and I shared what I was seeing. Everything I shared was accurate, and I stand behind all of it.” Altman’s allies, on the other hand, have long dismissed the accusations. After the firing, Conway texted Chesky and Lehane demanding a public-relations offensive. “This is REPUTATIONAL TO SAM,” he wrote. He told the Washington Post that Altman had been “mistreated by a rogue board of directors.”

OpenAI has since become one of the most valuable companies in the world. It is reportedly preparing for an initial public offering at a potential valuation of a trillion dollars. Altman is driving the construction of a staggering amount of A.I. infrastructure, some of it concentrated within foreign autocracies. OpenAI is securing sweeping government contracts, setting standards for how A.I. is used in immigration enforcement, domestic surveillance, and autonomous weaponry in war zones.

Altman has promoted OpenAI’s growth by touting a vision in which, he wrote in a 2024 blog post, “astounding triumphs—fixing the climate, establishing a space colony, and the discovery of all of physics—will eventually become commonplace.” His rhetoric has helped sustain one of the fastest cash burns of any startup in history, relying on partners that have borrowed vast sums. The U.S. economy is increasingly dependent on a few highly leveraged A.I. companies, and many experts—at times including Altman—have warned that the industry is in a bubble. “Someone is going to lose a phenomenal amount of money,” he told reporters last year. If the bubble pops, economic catastrophe may follow. If his most bullish projections prove correct, he may become one of the wealthiest and most powerful people on the planet.

In a tense call after Altman’s firing, the board pressed him to acknowledge a pattern of deception. “This is just so fucked up,” he said repeatedly, according to people on the call. “I can’t change my personality.” Altman says that he doesn’t recall the exchange. “It’s possible I meant something like ‘I do try to be a unifying force,’ ” he told us, adding that this trait had enabled him to lead an immensely successful company. He attributed the criticism to a tendency, especially early in his career, “to be too much of a conflict avoider.” But a board member offered a different interpretation of his statement: “What it meant was ‘I have this trait where I lie to people, and I’m not going to stop.’ ” Were the colleagues who fired Altman motivated by alarmism and personal animus, or were they right that he couldn’t be trusted?

One morning this winter, we met Altman at OpenAI’s headquarters, in San Francisco, for one of more than a dozen conversations with him for this story. The company had recently moved into a pair of eleven-story glass towers, one of which had been occupied by Uber, another tech behemoth, whose co-founder and C.E.O., Travis Kalanick, seemed like an unstoppable prodigy—until he resigned, in 2017, under pressure from investors, who cited concerns about his ethics. (Kalanick now runs a robotics startup; in his free time, he said recently, he uses OpenAI’s ChatGPT “to get to the edge of what’s known in quantum physics.”)

An employee gave us a tour of the office. In an airy space full of communal tables, there was an animated digital painting of the computer scientist Alan Turing; its eyes tracked us as we passed. The installation is a winking reference to the Turing test, the 1950 thought experiment about whether a machine can credibly imitate a person. (In a 2025 study, ChatGPT passed the test more reliably than actual humans did.) Typically, you can interact with the painting. But the sound had been disabled, our guide told us, because it wouldn’t stop eavesdropping on employees and then butting into their conversations. Elsewhere in the office, plaques, brochures, and merchandise displayed the words “Feel the AGI.” The phrase was originally associated with Sutskever, who used it to caution his colleagues about the risks of artificial general intelligence—the threshold at which machines match human cognitive capacities. After the Blip, it became a cheerful slogan hailing a superabundant future.

We met Altman in a generic-looking conference room on the eighth floor. “People used to tell me about decision fatigue, and I didn’t get it,” Altman told us. “Now I wear a gray sweater and jeans every day, and even picking which gray sweater out of my closet—I’m, like, I wish I didn’t have to think about that.” Altman has a youthful appearance—he is slender, with wide-set blue eyes and tousled hair—but he is now forty, and he and Mulherin have a one-year-old son, delivered by a surrogate. “I’m sure, like, being President of the United States would be a much more stressful job, but of all the jobs that I think I could reasonably do, this is the most stressful one I can imagine,” he said, making eye contact with one of us, then with the other. “The way that I’ve explained this to my friends is: ‘This was the most fun job in the world until the day we launched ChatGPT.’ We were making these massive scientific discoveries—I think we did the most important piece of scientific discovery in, I don’t know, many decades.” He cast his eyes down. “And then, since the launch of ChatGPT, the decisions have gotten very difficult.”

by Ronan Farrow and Andrew Marantz, New Yorker | Read more:
Image: via

[ed. See also: “The problem is Sam Altman”: OpenAI Insiders don’t trust CEO (Ars Technica).]

Dating Apps: Giving Men What They Want But Not What They Need

Dating apps were built on the bones of Grindr. I have been known to joke that everything wrong with dating apps is divine retribution for culturally appropriating them from the gays.

Gay men, specifically, that’s important - the overwhelming majority of people making apps are still men, and most of those are still straight men, and while I don’t exactly have insider knowledge on this, it couldn’t be clearer to me that some open-ish minded straight tech boy heard from one of his gay male friends about being able to summon sex partners to his bed from the immediate vicinity after filtering on a bunch of lewd photos and thought: “There isn’t a straight man alive who wouldn’t consider giving up his left hand to have this experience with women. I could make a billion dollars making straight Grindr.”

And thus Tinder was born. Blah blah blah lust and greed sullying the purity of romantic and sexual love; a direction I could go, but instead we’re going to talk about the ways that playing to male preferences in the short term can easily ruin their entire lives, even when it was men’s idea.

Dating apps aggressively reflect male preferences, sexuality neutral. They’re long on photos, short on text. They filter primarily on location, which has some usefulness, but is most useful if the question is “who’s geographically close enough to me that walking to my place for sex is a realistic option” .

Men love flipping through photos of people they’re attracted to - that alone drove much of the traffic to Facebook’s precursor, Hot or Not. This app is built to give men a sexual scrolling experience as soothingly magnetic as any social media site while providing enough mystery to feel less degenerate than porn (the better for large doses and intermittent rewards).

For women, it’s grim. Yes, they get matches much more often than men do (largely because these extremely male-centric UI decisions lure vastly more male users than women; what economist could have predicted this problem with a heterosexual dating app). They don’t enjoy using these apps, not nearly to the degree or as often as men do. For most women, sifting through men feels dehumanizing, and sorting on pictures feels painfully limited (the male equivalent might be having to swipe based on photos of a woman’s favorite outfit, laid out on her bed. Vaguely boring and frustrating to have to make important decisions with so little information about the things you care about).

This isn’t just because of blackpill stuff about how men aren’t hot to women - that topic has been covered to death, yes women find men physically hot but no it doesn’t always work in such a way that static photos capture, so men are impossibly screwed by efforts to appeal to women with photos alone. There’s also the fact that men suck at taking pictures, because the market for photos of people is overwhelmingly men as buyers and women as suppliers, with the demand being for sexually attractive photos of women. Looking at photos of men is like driving a Nissan truck: it couldn’t be clearer that it is not your specialty and significantly worse than other products that your entire factory line was designed for.

You might think that dating apps are bad for men because they lead to men experiencing significant rejection - even the way my post is framed up until this point sort of implies as much. That framework, like much about dating apps, gets the whole picture subtly, insidiously wrong in a way that leaves people who take them at face value much worse off. You know who takes things at face value most often? You’re not going to believe this,

No, the greatest deprivation created by dating apps is specifically denying women and men the opportunity for women to keep men around in a general capacity. (If this idea makes you freak out about the friend zone, I’m almost impressed with you because young people seem to do so little socializing that no one complains about the friend zone anymore. Pat yourself on the back for having friends if you’ve managed to develop a resentment complex around the friend zone).

Most women develop attraction to men via proximity and time. Force a woman to choose if she wants the option to sleep with a man the second she meets him, and she will default to no in almost every single case. For many men, this means that any men who enjoy the attention of women who are open to sleeping with them at first glance are the only men women authentically want. Respectfully, you’re thinking like a guy, and if you believe that men and women are extremely different, I’m going to need you to trust that women develop affection for men differently than men do for women, such that you’ll ruin your life trying to figure out why women don’t desire you in the exact same way that you desire them...

One of the worst things you can do if you date women is to push them into a choice of yes or no as early as possible. You are simply too much of a risk on too many axes to get something other than a no unless you look like Chris Hemsworth, and even that wouldn’t get you yeses from 100% of the women you might ask out (hot men can still be shitty in about a thousand ways, and women often aren’t willing to take risks even for hotness. Again. They are not men). You might think that your goal should be to look like Chris Hemsworth, or alternatively to despair that you don’t look like Chris Hemsworth and go sulkily into that good night, but that’s you thinking like a guy and assuming that how women feel has to match how you feel. Frankly, that’s what got you into this mess: by trusting tech men who told you that you could game heterosexual dating by giving you an interface that pinged all your dopamine sensors while curiously robbing you of a lot of opportunities to find and develop a fulfilling relationship. [...]

The major product provided by a dating app is the illusion of participating in dating at all - some time swiping through faces, and congratulations, you are “dating”, you Tried, you do not need to do anything scarier or riskier or less fun than this.

by Eurydice, Eurydice Lives |  Read more:

Image: uncredited via

You Work For the Bad Boss You Have, Not the Good Boss You Wish You Had

In every job, there is some gap between the advertisement and the reality. The outdoor job boasting “fresh air every day” consists of picking up trash. The service job “perfect for sunny personalities” consists of getting yelled at by angry customers. The day care job that offers “unlimited cuteness” consists of cleaning up poop. This is how it goes. We must all endure some amount of hastily concealed tribulations in order to pay the bills.

Likewise, we must persevere through bad bosses. We must learn to navigate pernicious supervisors, backstabbing managers, and incompetent executives as the price of gainful employment. Good bosses are a stroke of luck, rather than a baseline expectation. If we all limited ourselves to workplaces that were free of bad bosses, it would take ten years to find a job.

Mostly, this is to be expected—an inducement to aspire to a promotion, or to start a union, rather than a catastrophe. But there are some jobs where a bad boss is a bigger deal. There are some jobs where a bad boss can very quickly get you into a genuine moral crisis. If you have a job like that, shrugging off what the bad boss is doing can become not an act of resilience, but one of gross negligence.

The military is one job of this type. There is more moral urgency attached to the military’s conduct of its affairs than to, you know, a restaurant’s conduct of its affairs, due to the fact that the military kills people. There are higher stakes to poor management decisions. If you are a line cook and your boss tells you to cook a dish improperly and you acquiesce for the sake of keeping your job, you can be forgiven. If you are a member of the military and your boss tells you to kill innocent people or bomb their homes or snatch their freedom and you acquiesce for the sake of keeping your job, forgiveness is not so certain. You become not a beleaguered employee, but a true villain. The space that the world is able to afford you as a matter of sympathy for your workplace annoyances shrinks down to almost nothing once guns are involved.

People join the military for all sorts of reasons: For economic opportunity, for adventure, for patriotism, for sheer lack of options. Most soldiers, it is safe to say, believe they are doing something good. Even those who are not ultra-patriots probably believe—and are told, by ads and by supervisors and by TV and by politicians and by the public—that their jobs are, on balance, honorable ones. They do something difficult, and they believe they do something necessary, and they take a certain amount of pride in that, as anyone would.

The school in Iran where we blew up kids.

But the military is a gun in the hand of the Commander in Chief and we have a Commander in Chief who is dumb, narcissistic, unpredictable, and dangerous. The bad boss problem, for soldiers, is everything. It is the difference between being honorable and being the violent foot soldier of a thug. Which situation is closer to reality now, do you think? Being a soldier is not inherently righteous. That is a fairy tale they tell teenagers in order to get them to join the military. The righteousness of an army is wholly dependent on the righteousness of the cause that the army fights for. (Teenagers learn this, too, about other armies in other nations. We are careful never to tell them to apply the principle to the United States itself.) [...]

Here in America, when we are talking about American soldiers, we typically say they are honorable public servants and dismiss any blame for the havoc they wreak. Whereas if we are speaking about other soldiers in other nations, we expect and call for them to be killed by our own soldiers because they are carrying out equivalent duties. I hope I do not have to point out the ethical schizophrenia of this approach.

My purpose is not to demonize members of the military. On the contrary. People who joined an organization with noble intentions, who were told that they were serving the purest interests of their country, are now in the position of being foot soldiers for a gangster-style president who is quite possibly the single biggest threat to peace on earth. It is important that we speak honestly about the fact that these soldiers are in the perilous position of risking their lives in order to carry out villainous goals. That would be a tragedy not only for the victims of American imperial overreach, but also for the American soldiers themselves, who will be cursed to live their lives with the knowledge of what they have done. You may have joined the organization imagining what good it could do with a good boss. But that is not the world you have actually entered. In this world, the world that exists, you are an armed member of a deadly organization run by a bad boss. He has done and will continue to do bad things. And who will have to carry out the bloody acts inherent in those bad things? You will. It’s a bad deal. While you may have come to find yourself in this position through a series of well-intentioned actions, the fact is that the only ethical thing to do is to do your utmost to remove yourself from a job that might ask you to kill, unethically, on behalf of a bastard.

The military is not the only sort of job in this same position today. Many well-intentioned people who went to work in, say, the State Department, or the CDC, or other branches of government may now be faced with a similar moral dilemma.

by Hamilton Nolan, How Things Work |  Read more:

Images: Getty

[ed. Should be fun telling the grandkids what you did in your career. See also: Digging up the Dead (LRB):]

***

More than a million people have been displaced by Israel’s invasion and bombardment of Lebanon, many fleeing with nothing more than the clothes on their back, camping in the hills or sheltering in schools or municipal buildings. The desire to turn Lebanon into another Gaza, articulated by Israeli spokesmen, is being fulfilled with attacks on journalists, the use of undercover operatives and the bombing of displaced families huddled in makeshift shelters. Familiar too was the timing of the attacks during Ramadan, frequently at iftar when people were about to break their fast.

The attack on the small town of Nabi Chit in the eastern Bekaa Valley on 6 March shows the value placed on human lives by the regime in Israel and its backers in the United States. According to the Israeli government, the invasion was a rescue operation to retrieve the remains of an Israeli airman who disappeared forty years ago. Residents of Nabi Chit and the Lebanese army chief told the BBC that Israeli special forces entered the town ‘disguised in Lebanese military fatigues and used ambulances with signs of Hizbullah’s Islamic Health Organisation’. They headed to the corner of the graveyard, dug it up but found nothing there. The town fought back, causing the Israeli soldiers to withdraw. To cover their retreat, Israel carried out more than forty airstrikes in five hours, killing 41 people. [...]

According to Euro-Med Human Rights Monitor, 58 of Gaza’s 62 graveyards have been damaged or destroyed:

the Israeli army carried out a focused operation at al-Batsh Cemetery, east of Gaza City, in January 2026. The cemetery was converted into a military barracks, and more than 700 bodies were exhumed under the pretext of searching for the body of an Israeli detainee. The army later withdrew after extensive bulldozing that radically altered the cemetery’s landscape, preventing families from locating their relatives’ graves.

This was not an isolated event:

in many cases, the Israeli army deliberately exhumed graves and converted cemeteries into military barracks under the pretext of searching for the bodies of Israeli detainees. These actions were carried out without documented, verifiable procedures, independent oversight, or a clear chain of custody and handover process. Israeli forces removed hundreds of bodies from their burial sites, mixed remains, failed to return them to their original locations, and provided no identifying or biological data to enable verification or documentation, making the recovery and identification of remains extremely difficult. [...]

The scope of this policy has been expanded in recent years and upheld by the Israeli Supreme Court. Amira Haas reported in Haaretz last month that Israel was holding the bodies of 776 Palestinians. There are 256 buried in nameless, numbered graves while the rest are held at military morgues. Nearly half were killed since October 2023 and 88 died in Israeli detention. These bodies are sometimes used as bargaining chips in negotiations, although in more recent exchanges many of the bodies have been unrecognisable when returned. There is at least one case of the wrong (long awaited) body being returned to the family.

The grieving are not allowed to grieve, the reunited to celebrate. The repeated disruption of Palestinian funerals and prisoner releases has been bolstered by military orders that proscribe and punish expressions of Palestinian emotion. In February 2025, during a prisoner exchange, the psychotherapist Gwyn Daniels quoted Edward Said, who

chose the word ‘inert’ not descriptively but to conjure up the Zionist fantasy about the ideal Palestinian body. Perhaps for the coloniser, this ideal body should be lifeless or ‘disappeared’. But given the stubborn persistence of Palestinians to remain living on their land, they should preferably cause as little disturbance to the colonisers as possible. Along with no displays of cultural identity, there must be no passion, no pride, no joy, no sorrow, no anger – indeed, no demonstrable emotions that might trouble their oppressors.

The Big T-Shirt Payoff

The College Student—and His Cat Meme—Who Hunted the World’s Biggest Cyberweapon

Sitting in his dorm room at the Rochester Institute of Technology, Benjamin Brundage was closing in on a mystery that had even seasoned internet investigators baffled. A cat meme helped him crack the case.

A growing network of hacked devices was launching the biggest cyberattacks ever seen on the internet. It had become the most powerful cyberweapon ever assembled, large enough to knock a state or even a small country offline. Investigators didn’t know exactly who had built it—or how.

 

Brundage had been following the attacks, too—and, in between classes, was conducting his own investigation. In September, the college senior started messaging online with an anonymous user who seemed to have insider knowledge.

As they chatted on Discord, a platform favored by videogamers, Brundage was eager to get more information, but he didn’t want to come off as too serious and shut down the conversation. So every now and then he’d send a funny GIF to lighten the mood. Brundage was fluent in the memes, jokes and technical jargon popular with young gamers and hackers who are extremely online.

“It was a bit of just asking over and over again and then like being a bit unserious,” said Brundage.

At one point, he asked for some technical details. He followed up with the cat meme: a six-second clip that showed a hand adjusting a necktie on a fluffy gray cat.

Brundage didn’t expect it to work, but he got the information. “It took me by surprise,” he said.

Eventually the leaker hinted there was a new vulnerability on the internet. Brundage, who is 22, would learn it threatened tens of millions of consumers and as much as a quarter of the world’s corporations. As he unraveled the mystery, he impressed veteran researchers with his findings—including federal law enforcement, which took action against the network two weeks ago.

Chad Seaman, a researcher at Akamai, joked at one point that the internet could go down if Brundage spent too much time on his exams.

Early warning

Three times a year, several hundred of the techies who keep North America’s internet running gather to talk shop. Last June they met at a conference in Denver hosted by the North American Network Operators’ Group.

One major topic was a fast-growing and often legally dubious business known as residential proxy networks. Dozens of companies around the world run such networks, which are made up of consumer devices like phones, computers and video players.

These “res proxy” companies rent out access to internet connections on the devices to customers who want to look like they’re surfing the internet from a genuine home address.

That kind of access is useful for people who want privacy or for companies that want to masquerade as regular people to test out internet features for particular regions or scrape the web for data (say, a shopping price-comparison site). AI companies use the networks to get around blocks on automated traffic so they can gather large amounts of data to train their models.

Then there are the customers who want to hide their identity while engaging in ticket scalping, bank fraud, bomb threats, stalking, child exploitation, hacking or espionage.

Some device owners willingly sign up to be on these networks so they can make a few dollars a month, but most have no idea they’re connected to one.

At the Denver conference, Craig Labovitz was alarmed. The Nokia executive had been tracking the data flows of the internet’s infrastructure for years, and he knew the network’s data centers, chokepoints and design better than most.

Starting in January 2025, Nokia’s sensors had picked up a series of increasingly powerful cyberattacks coming from devices that hadn’t previously been considered dangerous. Called distributed denial of service, or DDoS, attacks, these were massive floods of junk internet data designed to knock websites offline by overwhelming the data pipes that connected them. These attacks are sometimes launched by extortionists or even business rivals seeking to sabotage computer networks.

Nokia saw hundreds of thousands of devices joining in these attacks. One unprecedented attack later in the year on internet service provider Cloudflare was “comparable to the combined populations of the UK, Germany, and Spain all simultaneously typing a website address and then hitting ‘enter’ at the same second,” Cloudflare said.

The network, which would become known as Kimwolf, seemed to be using residential proxy connections to launch its attacks, giving it the potential to do massive damage.

“The basic message was, ‘Be afraid,’” Labovitz remembers. [...]

Instead he applied his hacking skills toward legitimate cybersecurity research. In his senior year of high school, he found bugs in websites belonging to the Dutch government and reported them via a “bug bounty” program that offered hackers prizes for unearthing security flaws.A few months later, the Dutch National Cyber Security Center mailed him his bounty: a black T-shirt. It read: “I hacked the Dutch government and all I got was this lousy t-shirt.”

He remembers it as one of the most rewarding experiences of his young life: a “dopamine rush,” he said. [...]

On March 19, federal authorities announced they’d disrupted four of the world’s largest DDoS botnets, including Kimwolf. Kimwolf had launched more than 26,000 DDoS attacks targeting over 8,000 victims, according to a court filing. The press release announcing the takedown thanked Brundage’s company, Synthient, among others.

​Industry experts say that Kimwolf today is a shadow of its former self. The cybersecurity firm Netscout says it’s seeing about 30,000 Kimwolf machines active at any given time.

Brundage recently got a text message from a federal official on the case. The official had heard about the bug bounty Brundage got from the Dutch government years ago and had a question: “What’s a good address to mail you a t-shirt, and what’s your size?”

by Robert McMillan, Wall Street Journal |  Read more:

Image: via

[ed. Here's how to protect yourself.]

Forecasting the Economic Effects of AI

Forecasting the Economic Effects of AI

There is widespread disagreement over the impact that AI will—or won’t—have on the U.S. economy: some prominent voices warn of a transformative upheaval and large-scale job losses, while others predict modest boosts to productivity at best. But there has been little work attempting to systematically understand expert views on the economic impacts of AI. What do top economists predict will be the economic consequences of AI—and why do they hold those beliefs?

In a new working paper, researchers from the Forecasting Research Institute and coauthors from the Federal Reserve Bank of Chicago, Yale School of Management, Stanford University, and the University of Pennsylvania present results from a large-scale forecasting exercise tracking the views of 69 leading economists, 52 AI industry and policy experts, 38 highly accurate forecasters, and 401 members of the general public. The survey ran from mid-October 2025 to the end of February 2026.

This post summarizes the key findings. For more details, refer to the full working paper.

by Forecasting Research Institute |  Read more:

Image: FRI

'Fragment Creation Event' - Starlink Satellite Breaks Apart

SpaceX’s Starlink division confirmed yesterday that it lost contact with a satellite on Sunday and is trying to locate space debris that might have been produced by… whatever happened there.

Starlink said there appeared to be “no new risk” to other space operations and did not use the word “explosion.” But it seems that something caused a Starlink broadband satellite to break apart into at least tens of pieces. LeoLabs, which operates a radar network that can track objects in low Earth orbit, said in an X post that it “detected a fragment creation event involving SpaceX Starlink 34343,” one of the 10,000 or so Starlink satellites in orbit.

“LeoLabs Global Radar Network immediately detected tens of objects in the vicinity of the satellite after the event, with a first pass over our radar site in the Azores, Portugal,” LeoLabs said. “Additional fragments may have been produced—analysis is ongoing.”

LeoLabs said the breakup was “likely caused by an internal energetic source rather than a collision with space debris or another object.” Because of “the low altitude of the event, fragments from this anomaly will likely de-orbit within a few weeks,” it said. [...]

LeoLabs said yesterday that the new event is similar to one from December 17, 2025, which also produced “tens of objects in the vicinity of the satellite” and appeared to be “caused by an internal energetic source” rather than a crash with another object. LeoLabs said it wants more information on the anomalies.

“These events illustrate the need for rapid characterization of anomalous events to enable clarity of the operating environment,” it said.

Starlink provided a few details shortly after the December 2025 incident, saying on December 18 that an “anomaly led to venting of the propulsion tank, a rapid decay in semi-major axis by about 4 km, and the release of a small number of trackable low relative velocity objects.” Starlink added that the satellite was “largely intact” but “tumbling,” and would reenter the Earth’s atmosphere and “fully demise” within weeks.

In December, Starlink seemed confident that it could prevent future anomalies. “Our engineers are rapidly working to [identify the] root cause and mitigate the source of the anomaly and are already in the process of deploying software to our vehicles that increases protections against this type of event,” Starlink said in the December 18 post.

We asked SpaceX today whether it has determined the cause of the December anomaly or the one on Sunday, and will update this article if we get a response.

by Jon Brodkin, Ars Technica |  Read more:

Image: Aurich Lawson | Getty Images

WNBA Players Had an Ace Up Their Sleeve in Pay Negotiations: A Nobel Laureate

After Claudia Goldin became the first woman to win a solo Nobel in economics in 2023, she received hundreds of invitations and requests. She accepted just three.

One of them was advising the WNBA players union as the women prepared to negotiate a new labor deal with the league.

When Goldin replied via email to Terri Carmichael Jackson, executive director of the players union, “I remember just reading it and screaming,” Jackson said. Goldin had one requirement: She refused to be paid.

This month, the two sides reached a collective bargaining agreement that gave Women’s National Basketball Association players a nearly 400% raise. Starting this season, players’ average salary will top $580,000.

It isn’t just the biggest pay increase in U.S. league history. It is, as far as Goldin is aware, the biggest increase any union anywhere has ever negotiated.

“It’s astounding,” the 79-year-old Harvard economist said.

Mike Bass, a spokesman who represents both the National Basketball Association and the WNBA, called the deal “transformational.”

“The WNBA community is rightfully celebrating a historic moment of growth, investment and progress for the players, fans and the future of the game,” he said.

Goldin played no sports growing up in the Bronx in the 1950s. But she has deep knowledge of women’s pay: As an economist, she spent years rifling through boxes of surveys and personnel records and tracking down data to document women’s changing role in the workplace.

 
That research has included the role that discrimination plays in pay gaps between men and women. Goldin won her Nobel for advancing understanding of women’s labor-market outcomes.

Goldin earned a Ph.D. at the University of Chicago economics department in 1972, when few women were in the field. She became the first tenured woman in Harvard’s economics department.

In early 2024, when Jackson approached Goldin, the average NBA player made about $12 million, according to Basketball Reference, a statistics website. The average WNBA player made $118,000—less than one cent on the dollar, as Goldin is quick to point out.

Around that time, Iowa’s Caitlin Clark and other young stars would enter the WNBA draft and spur a surge in popularity in the league that continues today.

 
Goldin’s first task was examining players’ average compensation—salaries plus benefits like housing.

She also looked at career length. She and a research assistant scraped roster data going back to the league’s 1997 launch and built what demographers call a “life table.” It’s the same tool that insurance actuaries use to calculate life expectancy, adapted to estimate how long a typical player might expect to play in the WNBA.

The answer: two or three years. In negotiating player benefits, it was important to know that if they kicked in after three years or later, many players wouldn’t receive them.

The foundational piece of revenue for the WNBA is an 11-year media-rights package finalized in summer 2024. The contract with broadcasters will pay the WNBA $2.2 billion over the life of the deal. The NBA’s deal with the same partners is worth about $75 billion, according to a person familiar with the situation.

by Rachel Bachman and Justin Lahart, Wall Street Journal | Read more:
Images: Carlin Stiehl/Steph Chambers/Getty

‘Project Hail Mary’ Adds to a Winning Streak for Originality at the Movies

Franchise movies have been the dominant currency in Hollywood for years, but, lately, the upside of originality has been hard to miss.

A week after “One Battle After Another,” “Sinners” and “KPop Demon Hunters” all triumphed at the Academy Awards, Phil Lord and Chris Miller’s “Project Hail Mary” notched the biggest nonfranchise opening weekend since “Oppenheimer.” In the first three months of 2026, the two biggest hits in theaters are it and the Pixar original “Hoppers.”

All of these successes came at considerable expense. “Project Hail Mary,” based on the Andy Weir bestseller, cost close to $200 million to make. But its $80.5 million debut vindicated Amazon MGM’s big bet, and gave the studio its largest box-office hit yet.

“They made a tremendous investment, and it’s going to pay off,” Lord said in an interview alongside Miller last week. “How exciting to reward the people that took a shot.”

“Project Hail Mary,” despite its title, isn’t anyone’s idea of a long shot. It stars one of the most widely liked actors in Ryan Gosling. Its source material, Weir’s novel, is beloved. And it trades on much of the same science-first sci-fi appeal of 2015’s best picture-nominated “The Martian,” from an earlier book by Weir. Lord and Miller, the filmmakers of the “Spider-Verse” movies and “The Lego Movie,” have a long track record of success with both audiences and critics.

But the recent run for originality — at the Oscars and the multiplex — suggests audiences may be more eager for something different from the same old. At the least, the potentially cascading rewards of an original hit are freshly apparent at a time when a lot of big bets — like the $130 million-plus that Paul Thomas Anderson’s best picture winner “One Battle After Another” cost Warner Bros. to make — have paid off so massively.

“People go to the movies to see a new experience,” Miller said. “They don’t go to see a thing they’ve already seen. Originality has value, especially as AI gets into the picture. The value that we can bring as filmmakers is to bring something that can’t be AI because it hasn’t been thought of before.

“So it’s good business.”

Franchise domination

Franchises have hardly been displaced. They will, no doubt, largely control the box office for the rest of year, beginning with Universal’s “The Super Mario Galaxy Movie” next month, followed by anticipated releases like “Toy Story 5,” “Avengers: Doomsday” and “Dune: Part Three.” Last week, the 11th “Spider-Man” movie this century, Sony Pictures’ “Spider-Man: Brand New Day,” set a new trailer record with 718.6 million views in its first 24 hours.

So, yes, franchises still very much rule the day. But waves upon waves of sequels, reboots and remakes have made the few big-budget originals that manage to get made all the more singular.

“If we don’t continue to do originals, we’re going to run out of stuff,” Pete Docter, Pixar chief creative officer, earlier told The Los Angeles Times.

Since its founding, Pixar has clung to a belief that original movies are part of its mission, though that quest has grown more arduous in recent years. During the pandemic, “Soul,” “Luca” and “Turning Red” were diverted to Disney+. “Elemental” seemed like a disappointment at first but it just needed time to catch hold, eventually collecting $496 million.

“Hoppers,” directed by Daniel Chong, is hoping to follow that trajectory. So far, in three weeks of release, it’s grossed $242.6 million worldwide for The Walt Disney Co. — good business, to be sure, but a far cry from the pace of the 2024 blockbuster sequel “Inside Out 2.” It grossed $1.7 billion.

Such economics are tough for original movies to compete with, plus nonfranchise films take more effort, and money, to market. For a $200 million movie, marketing costs can come to nearly rival production budgets. [...]

An ambitious marketing campaign also accompanied “Project Hail Mary.” Gosling was everywhere from hosting “Saturday Night Live” to doing the “La La Land” dance with his alien co-star, Rocky. But the movie always rested on the appeal of the comic sensibilities of its filmmakers, Weir’s book and Gosling.

“We’re all united by the fact that we’ve spent the last two decades having people ask us: What genre is this?” says Drew Goddard, who scripted both “The Martian” and “Project Hail Mary.” “We’re constantly hard to classify because we love existing in those strange places. We like drama, we like comedy. We like heartbreak, we like terror. We like silliness.”

Streaming economics change the calculus

In matching broad-appeal material with the right filmmakers and stars, “Project Hail Mary” relied on not just old-school studio moviemaking but the sometimes overlooked lessons of “Barbenheimer.” Both Christopher Nolan’s “Oppenheimer” and Greta Gerwig’s “Barbie” showed what can happen when the right filmmakers are given free rein on a big canvas. There is a definite downside, though. Warner Bros.’ “The Bride!” by Maggie Gyllenhaal seemed like a compelling, filmmaker-driven concept, but its losses might approach $100 million.

Aside from having Gosling in common, “Project Hail Mary” also shared the producer of “Barbie” in Amy Pascal. Before the studio’s acquisition by Amazon, it was greenlit by then-MGM chiefs Mike De Luca and Pam Abdy. They later moved on to Warner Bros., where they made both “One Battle After Another” and Ryan Coogler’s much-celebrated “Sinners” ($370 million in ticket sales against a budget of $90 million).

As much as Amazon’s $8.5 billion purchase of MGM was motivated by capturing some of the richest IP in movies, James Bond, it’s also true that studios can establish themselves with homegrown hits. The opening for “Project Hail Mary” was Amazon MGM’s biggest ever.

In fact, three of the biggest original hits of the past year have come from streaming companies: Apple with “F1,” Netflix with “KPop Demon Hunters” and Amazon with “Project Hail Mary.” For these studios, box-office performance is only part of the win; Netflix didn’t even publicly record the chart-topping theatrical weekend of “KPop Demon Hunters.”

These companies are sometimes willing to take greater risks because breaking even in theatrical isn’t the end-all, be-all goal. Driving attention to their streaming platforms is just as vital. “KPop” was developed and produced by Sony Pictures, but, sensing the potentially perilous road to opening it theatrically, the company sold it to Netflix. There, it became the streamer’s most-watched movie ever.

“It shouldn’t be lost on anyone that three of the biggest original hits over the past year have come from the biggest streamers: Netflix, Amazon and Apple,” says Paul Dergarabedian, head of marketplace trends for Comscore. “What the streamers are finding is that they can parlay their small-screen successes into the big screen, and vice versa.”

As much as franchises will soon take back the multiplex, several high-profile movies will try to continue the winning streak for original films, among them Steven Spielberg’s “Disclosure Day,” Alejandro G. Iñárritu’s “Digger,” J.J. Abrams’ “The Great Beyond” and, if you count one of world’s oldest stories, “The Odyssey,” by Nolan.

by Jake Coyle, AP/ST |  Read more:

Image: Evan Agostini/Invision/AP
[ed. It's not rocket science. But in this case it is... and it sells. See also: Seattle teacher inspired ‘Project Hail Mary’ director Christopher Miller (ST); and Beyond the Science: Why Rocky is the Beating Heart of the Project Hail Mary Movie (NCC).]

She Left a Silicon Valley VC to Solve a Problem Left Untouched for 88 years

As Women’s History Month comes to a close, here’s a little bit of trivia for you: One of the premier patents in bras hadn’t been touched or improved upon in 88 years. That was until Bree McKeen went after it. 

[ed. I'd say this problem has been touched quite a bit in 88 years. But, anyway...]

In 1931, inventor Helene Pons was granted a U.S. patent for a brassiere featuring an open-ended wire loop that encircled the bottom and sides of each breast. That uncomfortable, unyielding design had largely been left unchanged for nearly a century—and remains the dominant style in the global bra market, which is expected to reach nearly $60 billion by 2032.

Nobody had filed a patent for an underwire replacement until McKeen, founder of Evelyn & Bobbie, left her Silicon Valley job to try to fix a personal problem. At the end of long work days working at a boutique venture capital firm doing due diligence on consumer health care companies, she would come home with divots on her shoulders and chronic tension headaches after being hunched over her desk for hours on end.

 

While the world was demanding, the culprit wasn’t her workload. It was her bra.

But McKeen had zero experience in fashion. She studied medical anthropology and earned her MBA from Stanford. The turning point for her, though, came in a physiologist’s office, where McKeen had been working on her posture, along with regular barre training.

“He’s like, your posture looks great,’” McKeen recalled to Fortune. “And I kind of blurt it out: When I stand like this, I get pain from my bra.”

The physiologist explained it was a neuromuscular feedback loop, or the body’s automatic response to pain, like a pebble in a shoe.

“Here I am doing all this work to carry myself with authority and poise, and my bra, I find out, is totally doing the opposite,” McKeen said. “You don’t have to tell your body to curl around the pain. It just does.”

She had zero fashion experience. She filed a patent anyway

That realization kickstarted McKeen on a major career switch, costing her a career in VC—but earning her one of the most quietly disruptive brands in women’s fashion (Evelyn & Bobbie is now the fastest-growing brand at Nordstrom). She moved to Portland, home to Nike, Adidas, and Columbia for inspiration from major brands and proximity to new connections.

She started tinkering with prototypes in her garage and immediately filed for intellectual property rights. That was based on her VC knowledge that a woman’s company would need that to get funded.

McKeen got her first works utility patent (the harder, more defensible kind that covers how something works, not just how it looks) within a year. The brand declined to disclose how much funding it has raised, but now holds 16 international patents protecting its proprietary EB Core technology, which mimics the support and structure of a wire without causing discomfort.

To put into perspective how critical it was to protect her intellectual property, only 12% of patents in the U.S. were awarded to women, according to the U.S. Patent and Trademark Office as of 2019. McKeen has six of them, protecting the unique 3D-sling technology in her bras.

The brand McKeen built, Evelyn & Bobbie, was named for her maternal grandmother and her aunt, and operates on a simple premise: a bra that fits well and feels good all day.

“I wanted a bra that made me look better in my clothes,” McKeen said—an inspiration reminiscent of how Spanx founder Sara Blakely started her now-$1.2 billion shapewear empire. “Wire-free bras give you that mono boob—not a nice silhouette. They make your clothes look frumpy. I wanted nice lift, separation, a beautiful silhouette. I could not find that bra. How outrageous, really.”

The average U.S. bra size is 34F. Most brands design for something much smaller

With major brands like Victoria’s Secret, Aerie, Third Love, Savage X Fenty, and countless others on the market, Evelyn & Bobbie is undoubtedly in a crowded, competitive space. But as all women know, not all bras are comfortable to wear, especially for extended periods.

What sets Evelyn & Bobbie apart is their approach to sizing. McKeen designs with 270 fit models across seven easy sizes, grading each style individually rather than scaling up from a single sample.

“Most bra companies have like one or two fit models,” she said. “They’ll make a 34B and just scale it up, which is why it doesn’t fit well in larger sizes.

The average bra size in the U.S., McKeen pointed out, is a 34F, a stat that’s surprising to most people—including initial investors she once had to convince that comfort was even a relevant selling point.

“I had many investor meetings where they were 60-minute meetings, and 50 minutes of it was me trying to convince them that comfort was relevant,” she said. “I mean, Victoria’s Secret kind of figured it out, right? Like it’s just sexy, isn’t that what women want?” [...]

With a luxury product comes a luxury price point: Evelyn & Bobbie bras retail for $98 each. But that price tag could be worth avoiding chronic pain for some women.

by Sydney Lake, Fortune |  Read more:

Image: Evelyn & Bobbie

[ed. An entire article about bras but mostly about protecting intellectual property rights (16 international patents!), never fully explaining what the new technology actually is, other than it uses more fit models to ensure proper sizing. FYI: according to E&B's website EB Core uses "bonded internal structures and a soft, adaptive material, that stretches, molds, and supports—delivering wire-free lift.". Well, guess that explains it.] 

Lost In Space

No one is happy with NASA’s new idea for private space stations (Ars Technica):

"Most elements of a major NASA event this week that laid out spaceflight plans for the coming decade were well received: a Moon base, a focus on less talk and more action, and working with industry to streamline regulations so increased innovation can propel the United States further into space.

However, one aspect of this event, named Ignition, has begun to run into serious turbulence. It involves NASA’s attempt to navigate a difficult issue with no clear solution: finding a commercial replacement for the aging International Space Station.

During the Ignition event on Tuesday, NASA leaders had blunt words for the future of commercial activity in low-Earth orbit. Essentially, they are not confident in the viability of a commercial marketplace for humans there, and the agency’s plan to work with private companies to develop independent space stations does not appear to be headed toward success. Plenty of people in the industry share these concerns, but NASA officials have not expressed them out loud before.

“We’re on a path that’s not leading us where we thought it would,” said Dana Weigel, manager of the International Space Station program for NASA.

NASA proposed a new solution that would bind the private companies more closely to NASA, requiring them not to build free-flying space stations but rather to work directly with the space agency on modules that would, at least initially, dock with the International Space Station. This change was not well-received."

***

[ed. See also: SpaceX offers details on orbital data center satellites (Space News):]

"At a March 21 event in Austin, Texas, Musk outlined an initiative by SpaceX, along with automaker Tesla and artificial intelligence company xAI — also run by Musk — to massively increase production of high-end computer chips needed for both terrestrial and space applications.

The Terafab project seeks to produce one terawatt of processors annually, which Musk said is 50 times the combined production rate of all manufacturers of chips used today in advanced applications such as AI.

Those processors, he said, are the “missing ingredient” in his plans to deploy a large constellation of satellites to serve as an orbital data center.

“We either build the Terafab or we don’t have the chips, and we need the chips, so we’re going to build the Terafab,” he said.

"SpaceX filed an application with the Federal Communications Commission in late January for a constellation of up to one million satellites that would be used as an orbital data center for AI applications. The company provided few technical details about the constellation, including the size of the satellites, in that application."

The 49MB Web Page

If active distraction of readers of your own website was an Olympic Sport, news publications would top the charts every time.

I went to the New York Times to glimpse at four headlines and was greeted with 422 network requests and 49 megabytes of data. It took two minutes before the page settled. And then you wonder why every sane tech person has an adblocker installed on systems of all their loved ones.

It is the same story across top publishers today.

To truly wrap your head around the phenomenon of a 49 MB web page, let's quickly travel back a few decades. With this page load, you would be leaping ahead of the size of Windows 95 (28 floppy disks). The OS that ran the world fits perfectly inside a single modern page load. In 2006, the iPod reigned supreme and digital music was precious. A standard high-quality MP3 song at 192 kbps bitrate took up around 4 to 5 MB. This singular page represents roughly 10 to 12 full-length songs. I essentially downloaded an entire album's worth of data just to read a few paragraphs of text. According to the International Telecommunication Union, the global average broadband internet speed back then was about 1.5 Mbps. Your browser would continue loading this monstrosity for several minutes, enough time for you to walk away and make a cup of coffee.

If hardware has improved so much over the last 20 years, has the modern framework/ad-tech stack completely negated that progress with abstraction and poorly architected bloat?

CPU throttles, tracking and privacy nightmares

For the example above, taking a cursory look at the network waterfall for a single article load reveals a sprawling, unregulated programmatic ad auction happening entirely in the client's browser. Before the user finishes reading the headline, the browser is forced to process dozens of concurrent bidding requests to exchanges like Rubicon Project (fastlane.json) and Amazon Ad Systems. While these requests are asynchronous over the network, their payloads are incredibly hostile to the browser's main thread. To facilitate this, the browser must download, parse and compile megabytes of JS [ed. javascript]. As a publisher, you shouldn't run compute cycles to calculate ad yields before rendering the actual journalism.

1. The user requests text.
2. The browser downloads 5MB of tracking JS.
3. A silent auction happens in the background, taxing the mobile CPU.
4. The winning bidder injects a carefully selected interstitial ad you didn't ask for.

Beyond the sheer weight of the programmatic auction, the frequency of behavioral surveillance was surprising. There is user monitoring running in parallel with a relentless barrage of POST beacons firing to first-party tracking endpoints (a.et.nytimes.com/track). The background invisible pixel drops and redirects to doubleclick.net and casalemedia help stitch the user's cross-site identity together across different ad networks.

When you open a website on your phone, it's like participating in a high-frequency financial trading market. That heat you feel on the back of your phone? The sudden whirring of fans on your laptop? Contributing to that plus battery usage are a combination of these tiny scripts.

Ironically, this surveillance apparatus initializes alongside requests fetching purr.nytimes.com/tcf which I can only assume is Europe's IAB transparency and consent framework. They named the consent framework endpoint purr. A cat purring while it rifles through your pockets.

So therein lies the paradox of modern news UX. The mandatory cookie banners you are forced to click are merely legal shields deployed to protect the publisher while they happily mine your data in the background. But that's enough about NYT.

The Economics of Hostile Architecture

Publishers aren't evil but they are desperate. Caught in this programmatic ad-tech death spiral, they are trading long-term reader retention for short-term CPM pennies. The modern ad industry is slowly de-coupling the creator from the advertiser. They weaponize the UI because they think they have to.

Viewability and time-on-page are very important metrics these days. Every hostile UX decision originates from this single fact. The longer you're trapped on the page, the higher the CPM the publisher can charge. Your frustration is the product. No wonder engineers and designers make every UX decision that optimizes for that. And you, the reader, are forced to interact, wait, click, scroll multiple times because of this optimization. Not only is it a step in the wrong direction, it is adversarial by design.

The reader is not respected enough by the software. The publisher is held hostage by incentives from an auction system that not only encourages but also rewards dark patterns.

And almost all modern news websites are guilty of some variation of anti-user patterns. As a reminder, the NNgroup defines interaction cost as the sum of mental and physical efforts a user must exert to reach their goal. In the physical world, hostile architecture refers to a park bench with spikes that prevent people from sleeping. In the digital world, we can call it a system carefully engineered to extract metrics at the expense of human cognitive load. Let's also cover some popular user-hostile design choices that have gone mainstream.

The Pre-Read Ambush

Selected GDPR examplesThe advantage and disadvantages of these have been discussed in tech circles ever since they launched.

When a user clicks a news link, they have a singular purpose of reading the headline and going through the text. The problem is that upon page load, users are greeted by what I call Z-Index Warfare. The GDPR/Cookie banners occupy the bottom 30%. The user scrolls once and witnesses a "Subscribe to our Newsletter" modal. Meanwhile the browser has started hammering them with allow notification prompts.

The user must perform visual triage, identify the close icons (which are deliberately given low contrast) and execute side quests just to access the 5KB of text they came for. Let's look at how all these anti-patterns combine into a single, user-hostile experience.

by Shubham Bose, Thatshubham |  Read more:

Images: uncredited

Hawaii’s Small Farmers Begin Recovery After Catastrophic Flooding

Eddie Oroyan’s farm was thriving when the storms hit. He and his wife had started LewaTerra Farm last year on a gorgeous stretch of land on the north shore of Oahu. They were delivering vegetables to customers in the community, selling at farmer’s markets and to local restaurants.

Then, on the week of 10 March, a first kona low storm hit the island, bringing copious amounts of water, flooding their land and wiping out crops. Nearly all their papayas were gone. And the tomatoes didn’t survive. But the couple quickly began cleaning, replanting and tying down crops, confident that they would get back on their feet shortly.

“It was looking really positive. We were like, OK, we’re going to make it out of this,” Oroyan said.

But days later the Hawaiian Islands were hit with yet another storm – this one even more perilous. It inundated neighborhoods, leading to more than 200 rescues, washing houses off their foundations and leaving wide swaths of the land underwater.

Oroyan and his wife evacuated in chest-deep water. They returned to find an almost complete loss.

“The crops were completely covered and had already been underwater earlier that week. The disease was already setting in,” he said.

One week on, Hawaii is only just beginning to grapple with the aftermath of both storms, which saw as much as 50in of rain and caused some of the state’s worst flooding since 2004. The damage is immense – with officials estimating costs at $1bn, and farmers have been hit hard, particularly on Oahu. More than 300 farms have reported about $17.5m in damage as of this week, said Brian Miyamoto, the executive director of the Hawai‘i Farm Bureau.

“This is so widespread that the need is astronomical,” he said.

And with significant debris, damaged roads, and thick mud indoors and outside, cleanup will take time. [...]

Blake Briddell and Brit Yim, who for the last eight years have run an eight-acre farm on land that used to serve as a sugarcane plantation on the north shore, went through their nursery and storage sheds, elevating everything off the ground to protect their breadfruit, mango and citrus trees.

The storm came sooner than expected. The first front brought incessant rain, dropping about 20in in McKinnon’s area, which typically sees an average of 30in for the year. The water levels on Briddell’s farm were steadily rising, and the couple soon had to evacuate.

The heavy rains didn’t stay for long, but caused significant damage, including flooding fields and saturating the ground, and harvested crops were lost to power outages and damaged equipment.

Much of the land that Oroyan and his wife, Jessica Eirado Enes, tend had been left coated in a thick layer of mud thanks to the dense clay soil. Millions of years of erosion from the mountains produced that mineral-rich clay soil, which is good for planting, but that doesn’t soak up water well, Oroyan said, and swallows shoes and tractors.

The couple spent days cleaning up their land, trying to get things back in order and leaving soaked equipment out to dry. They got to work replanting crops that had tipped over, including eggplant and okra.

So did McKinnon and Briddell. Another kona storm was forecast, but was expected to be less severe than the previous ones. “It’s silly looking back, but we were talking about how it might be nice to get a little bit of rain to wash the mud off of everything. Like a little bit of rain would be welcome,” Briddell said.

Briddell woke up at 1.30am on the morning of 20 March to the see water surrounded his farm’s small living space, an alarming development given that it is located on the most elevated area of the property. The water was already shin-deep, meaning the road was too flooded for the couple to drive out, he said.

“We knew we were stuck at that point and it was just a matter of ‘OK, everything that we can get back up elevated, let’s do it’” Briddell said. “The water at that stage was raising about a foot every 20 minutes. I’ve never seen anything like it. You could literally see the water line climbing.”

Meanwhile, as the storm made landfall, Oroyan had been harvesting beets and lettuce in the rain, trying to get them out of the ground before it became too muddy to do so. As he prepared to go to bed, he saw that water was already overwhelming a nearby culvert and coming to the edge of a drainage ditch on the property.

He and his wife began to prepare once more. They gathered their things and moved valuable heavy equipment, a solar generator and a washing machine.

“Within 20 minutes of me saying we should start prepping it was at the foot of the living space,” Oroyan said. Twenty minutes later it was up to their knees, and they drove their vehicles to higher ground with water submerging the hoods of their cars. They made it to a neighbors after walking through chest-deep water.

Briddell and Yim put on wetsuits, and placed their dry clothes in a cooler. The couple knew their cats would not leave, and that they couldn’t swim out with them, so they left wet food on the rafters of their home where they knew they’d be safe. They swam a quarter of a mile to their kayak and met with a friend who offered them a vehicle to drive out in.

“The drive was scarier than the swim. The water ripping down the roads. You’re driving with the tailpipe pipes submerged for miles where you can’t let off the gas,” Briddell said.

by Dani Anguiano, The Guardian | Read more:
Images: Eddie Oroyan of LewaTerra Farm

[ed. Climate change. We lost the fight before ever getting started. Because it was a hoax. Because we needed to protect our corporations and our economy, 401Ks, consumptive standards of living. Because it was too complex and too far in the future. Because it was just too hard. See also: They’re Rich but Not Famous—and They’re Suddenly Everywhere.]

Welcome to a Multidimensional Economic Disaster

The global economy has become dependent on the AI industry. Trillions of dollars are being invested into the technology and the infrastructure it relies on; in the final months of 2025, functionally all economic growth in the United States came from AI investments. This would be risky even in ideal conditions. And we are very far from ideal conditions.

Much of the AI supply chain—chips, data centers, combustion turbines, and so on—relies on key materials that are produced in or transported through just a few places on Earth, with little overlap. In particular, the industry is highly dependent on the Middle East, which has been destabilized by the war in Iran. A global energy shock seems all but certain to come soon—the kind where even the best-case scenario is a disaster. The war could grind the AI build-out to a halt. This would be devastating for the tech firms that have issued historic amounts of debt to race against their highly leveraged competitors, and it would be devastating for the private lenders and banks that have been buying up that debt in the hope of ever bigger returns.

For the better part of the past year, Wall Street analysts and tech-industry observers have fretted publicly about an AI bubble. The fear is that too much money is coming in too fast and that generative-AI companies still have not offered anything close to a viable business model. If growth were to stall or the technology were to be seen as failing to deliver on its promises, the bubble might burst, triggering a chain reaction across the financial system. Everyone—big banks, private-equity firms, people who have no idea what’s mixed into their 401(k)—would be hit by the AI crash.

Until recently, that kind of crash felt hypothetical; today, it feels plausible and, to some, almost inevitable. “What’s unusual about this, unlike commercial real estate during the global financial crisis,” Paul Kedrosky, an investor and financial consultant, told us, “is all of these interlocking points of fragility.”

Perhaps the clearest examples are advanced memory and training chips, which are among the most important—and are by far the most expensive—components of training any AI model. Currently, most of them are produced by two companies in South Korea and one in Taiwan. These countries, in turn, get a large majority of their crude oil and much of their liquefied natural gas—which help fuel semiconductor manufacturing—from the Persian Gulf. The chip companies also require helium, sulfur, and bromine—three key inputs to silicon wafers—largely sourced from the region. In addition, Saudi Arabia, Qatar, the United Arab Emirates, and other regional petrostates have become key investors in the American AI firms that purchase most of those chips.

Because of the war in Iran, the Strait of Hormuz is functionally closed to most shipping vessels, stranding one-fifth of the world’s exports of natural gas, one-third of the world’s exports of crude oil, and significant quantities of the planet’s exportable fertilizer, helium, and sulfur. Meanwhile, Iran and Israel have begun bombing much of the fossil-fuel infrastructure in the region, which could take many years to replace. In only a month of war, the price of Brent crude—a global oil benchmark—has jumped by 40 percent and could more than double, liquefied-natural-gas prices are soaring in Europe and Asia, and helium spot prices have already doubled. The strait is “critical to basically every aspect of the global economy,” Sam Winter-Levy, a technology and national-security researcher at the Carnegie Endowment for International Peace, told us. “The AI supply chain is not insulated.”

The situation could quickly deteriorate from here. A helium crunch could trigger a shortage of AI chips or cause chip prices to rise. AI companies need ever more advanced chips to fill their data centers—at higher prices, the massive server farms, already hurting from elevated energy costs caused by the war, would have almost no hope of becoming profitable. Without these chips, new data centers would not be built or would sit empty. Astronomical tech valuations, and in turn the entire stock market, could collapse.

One industry’s precarious position isn’t usually everyone’s problem. Unfortunately, AI is different. The biggest data-center players, known as hyperscalers, are among the biggest corporations in the history of capitalism; they include Microsoft, Google, Meta, and Amazon. But even they will be pressed by collectively spending nearly $700 billion on AI in a single year. In order to get the money for these unprecedented projects, data-center providers are beginning to take on colossal amounts of debt. Some of this is done through creative deals with private-equity firms including Blackstone, BlackRock, and Blue Owl Capital—which themselves operate as sort of shadow banks that, since the most recent financial crisis, have arguably become as powerful and as influential as Bear Stearns and Lehman Brothers were prior to 2008. Endowments, pensions, insurance funds, and other major institutions all trust private equity to invest their money.

For a while, it seemed like every time Google or Microsoft announced more data-center investments, their stock prices rose. Now the opposite occurs: The hyperscalers are spending far more, but investors have started to notice that they are not generating anything near the revenue they need to. The data-center boom’s top players—Google, Meta, Microsoft, Amazon, Nvidia, and Oracle—have all lost 8 to 27 percent of their value since the start of the year, making them a huge drag on the overall stock market. And the $121 billion of debt that hyperscalers issued in 2025, four times more than what they averaged for years prior, is expected to grow dramatically.

All of the major players in this investment ecosystem are vulnerable. Private-equity firms are being squeezed on both ends by generative AI: During the coronavirus pandemic, they bought up software companies, which are now plummeting in value because AI is expected to eat their lunch. Meanwhile, private equity’s new investment strategy, data centers, is also falling apart because of AI. Blackstone, Blue Owl, and the like are sinking huge sums into data-center construction with the assumption that lease payments from tech companies will pay for their debt. In order to pay for their investments, private-equity companies raised money from major financial institutions—but now the viability of those lease payments is coming into question as the hyperscalers’ cash flow is strained. “There’s a reason to think we’re seeing some of the same 2008 dynamics now,” Brad Lipton, a former senior adviser at the Consumer Financial Protection Bureau and now the director of corporate power and financial regulation at the Roosevelt Institute, told us. “Everyone’s getting tied up together. Banks are lending money to private credit, which in turn lends it elsewhere. That amps up the risk.” [...]

The war in Iran affects data-center finances as well. Should energy prices continue to skyrocket, so will the cost of this already very expensive computing equipment, because it needs tremendous amounts of energy to manufacture and operate. And the war has exposed physical risks to these buildings. Janet Egan, a senior fellow at the Center for a New American Security, described data centers to us as “large, juicy targets.” It is impossible to hide these facilities, which can cover 1 million square feet. Earlier this month, Iran bombed Amazon data centers in the UAE and Bahrain. American hyperscalers had been planning to build far more data centers in the region, because the Trump administration and the AI industry have sought funding from Saudi Arabia, the UAE, Qatar, and Oman. Now there’s a two-way strain on those relationships. The physical security of the data centers is more precarious, and the conflict is damaging the economic health of the petrostates, thereby jeopardizing a major source of further investment in American AI firms. The Trump administration “staked a lot on the Gulf as their close AI partner, and now the war that they’ve launched poses a huge threat to the viability of the Gulf as that AI partner,” Winter-Levy said.

Plus, “what’s to prevent Iran or a proxy group, or another maligned actor, from tomorrow launching an armed drone against a data center in Northern Virginia?” Chip Usher, the senior director for intelligence at the Special Competitive Studies Project, a national-security and AI think tank, told us. “It could happen. Our defenses are not adequate.” State-sponsored cyberattacks of the variety Iran is known for could also knock a data center offline. You can build all manner of defenses—reinforced concrete, drone-interception systems—but doing so adds cost and time to already costly and slow construction. [...]

Even if Iran and the Strait of Hormuz don’t directly trigger an AI-driven financial crisis, the odds are decent that another vector could. (Remember tariffs?) Energy prices could stay elevated for years, because the targeted fossil-fuel facilities in the Persian Gulf will take a long time to restore. As the U.S. directs huge amounts of attention and military resources toward Iran, it’s easy to imagine China launching an invasion of Taiwan—a scenario that terrifies Silicon Valley, because it would halt the production of chips needed to train frontier models. That’s not even considering the single Dutch company that makes the high-tech lithography machines used to print virtually all AI chips, or the German company that makes the mirrors used in those machines. “There are too many ways for it to fail for it not to fail,” Kedrosky said of the AI industry’s web of risk. “All you can say for sure is this is a fragile and overdetermined system that must break, so it will.”

by Matteo Wong and Charlie Warzel, The Atlantic | Read more:
Image: An Amazon Web Services data center in Manassas, Virginia (Nathan Howard / Bloomberg / Getty)

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