An 85-inch television used to sound enormous. RayNeo apparently looked at that and decided we were thinking too small.

The new RayNeo GT Max AR glasses use dual Micro-OLED displays to create a virtual screen measuring up to 307 inches, with a 59-degree field of view, 120Hz support, native 3DoF spatial tracking and a four-speaker audio system tuned with Bang & Olufsen. There is also Dolby Vision, although with an important qualification: RayNeo says native Dolby Vision playback requires the GT or GT Max to be paired with its new Pocket TV Pro streaming device.

That makes the GT Max considerably more interesting for eCoustics readers than another pair of smart glasses designed primarily to photograph lunch and ask an AI assistant where you parked the car. This one wants to be a television — a very large television that happens to sit directly in front of your face.

Who Is RayNeo?

RayNeo was incubated by TCL Electronics and already offers multiple generations of AR and AI eyewear. Counterpoint Research says RayNeo held a 41% share of the Birdbath/Flat-Prism AR glasses segment in Q1 2026, ahead of VITURE and XREAL.

That category is also moving quickly. Counterpoint reports that global AR-glasses shipments increased 136% year over year during Q1 2026, even as traditional VR headset shipments declined 17%. Consumers appear increasingly interested in lighter, more specialized eyewear rather than heavier headsets built around fully immersive virtual reality.

RayNeo’s GT Series leans directly into that shift by concentrating on movies, streaming and gaming rather than trying to become an all-day spatial computer. That narrower focus may actually make the product easier for consumers to understand.

RayNeo GT Max: The Hardware

The GT Max uses RayNeo’s Peacock Optical Engine 3.0 Max with dual 0.6-inch Micro-OLED displays delivering 1080p resolution per eye. RayNeo provides three virtual-screen sizes — 227, 267 and 307 inches — and claims brightness up to 1,200 nits.

The glasses weigh 78 grams, putting them in a very different physical category from something like Apple Vision Pro. RayNeo will also offer the GT Max in three interpupillary-distance sizes: Small for users below 64mm, Medium for 64 to 67mm and Large for those above 67mm. Custom prescription-lens inserts will also be supported.

Those details matter because comfort and optical alignment are not small issues with display glasses. A product that looks spectacular for ten minutes but becomes uncomfortable during a two-hour movie is not much of a home theater replacement.

Keeping the Picture Where You Want It

A dedicated Zone 360 3DoF processor handles head tracking. Three-degree-of-freedom tracking follows rotational movement — pitch, yaw and roll — and RayNeo provides three viewing modes depending on how and where the glasses are being used.

Pinned Mode keeps the image fixed in one location, while Follow Mode allows the display to move naturally with your head. Steady Mode is intended specifically for moving environments such as trains and airplanes, where constant motion can make a virtual display far less enjoyable.

That last mode could prove more useful than some of the giant-screen marketing. Anyone who has tried to watch a movie on a laptop during turbulence knows that a huge virtual image becomes considerably less impressive if it appears to be attempting an emergency landing of its own.

Bang & Olufsen Handles the Audio

Both GT models use a quad-speaker system co-tuned with Bang & Olufsen, along with head-tracked spatial audio. RayNeo also includes a directional Whisper Mode designed to reduce how much sound reaches people sitting nearby.

How convincing any of that sounds will require an actual review. Open-ear speakers built into glasses are not going to replace a good pair of headphones when isolation, bass extension and maximum dynamic range matter, but integrated audio makes considerable sense for casual movie watching, gaming or streaming when wearing headphones is inconvenient.

The B&O involvement also suggests RayNeo understands that the audio cannot simply be treated as an accessory to the display. If you are going to sell the idea of a private movie theater, the soundtrack has to do more than politely emerge from two tiny speakers near your temples.

Dolby Vision and Pocket TV Pro

The Pocket TV Pro is a portable Google TV streaming device designed specifically for the RayNeo ecosystem. It uses an Amlogic S905X5M-J processor with 3GB of RAM, 64GB of storage and expansion support up to 2TB, while its 6,500mAh battery is rated for up to 5.5 hours of continuous streaming.

More importantly, this is the device RayNeo requires for native Dolby Vision playback through the GT and GT Max. The Pocket TV Pro also supports RayNeo’s real-time AI conversion of SDR content to HDR through its Vision 4000 display processor.

So if Dolby Vision is one of the primary reasons you are considering the glasses, the Pocket TV Pro is not merely an optional accessory. It is part of the specific playback chain required to get that feature, and RayNeo has not yet announced final U.S. pricing for the streamer.

We recently looked at Apple’s effort to give Vision Pro a stronger reason to exist through live 8K immersive baseball. Vision Pro remains extraordinary technology, but it starts at $3,699 and asks consumers to buy into Apple’s much broader concept of spatial computing. Its appeal lies in creating immersive experiences that conventional televisions cannot reproduce.

At the other end of the market, Ray-Ban Meta emphasizes cameras, AI, communication, music and everyday wear rather than immersive video. Counterpoint says Meta held nearly 84% of the global display-less smart-glasses segment in Q1 2026, which demonstrates how much traction that lighter, everyday-wear approach has already gained.

RayNeo is pursuing a third path. The GT Max does not need to replace your laptop, photograph everything you see or become an AI assistant living beside your temple. Its primary job is considerably simpler: give you a very large private display that fits into a travel bag.

There may be something refreshingly sensible about that. Not every piece of wearable technology needs to reinvent computing, social interaction and human consciousness before lunch.

Who Is This For?

The most obvious customer is a frequent traveler. A 78-gram pair of glasses capable of creating a cinema-sized image has obvious appeal on an airplane, train or in a hotel room where carrying a television generally creates problems with the overhead compartment.

The GT Max also makes sense for portable gaming, particularly for people using handheld PCs or other compatible video sources who want something substantially larger than a seven or eight-inch display. There is another potential audience among people living in apartments, dorm rooms or other small spaces where installing a large television or projector is impractical.

Streaming is another obvious application. Paired with Pocket TV Pro, the system effectively becomes a wearable Google TV display, which could make it useful in situations where a conventional screen is either unavailable or undesirable.

What the GT Max does not replace is the social aspect of a television or home theater. Your spouse, kids or friends cannot share the same image unless everyone owns their own pair of glasses, and nobody is passing popcorn around a single headset. Large televisions and projection still win rather decisively when more than one person wants to watch.

Specifications Compared

The Bottom Line

Apple wants Vision Pro to become a new computing platform, while Meta wants smart glasses to become something people wear all day. RayNeo is making a much narrower pitch with the GT Max: what if you just want a huge private screen?

That may be the product’s biggest advantage. There are still important questions about comfort, optical sharpness, sound leakage and how convincing the image feels after two hours of use, but the application is easy to understand and does not require consumers to buy into a completely new computing ecosystem.

Apple will put you inside Yankee Stadium for $3,699. RayNeo would rather put the movie theater in front of your eyes and let you finish the flight. For a lot of consumers, that might be the easier sales pitch.

Price & Availability

The RayNeo GT and GT Max are available as of September 4, 2026 for $329 or $429 at Amazon, respectively.

Related Reading:

Pandemic relief money paid for a big expansion of high-impact tutoring in schools. That money is gone, and districts now face a hard question: how to keep a tool proven to help students. Some districts have already cut back. Others have found ways to keep tutoring in place, but the school day is not getting any longer, and every change to a program has a cost.

Is Tutoring Quietly Getting Weaker?

David Blazar, associate professor of education policy at the University of Maryland College of Education, studied tutoring programs in all 24 of Maryland’s school districts. He tells Ira Apfel that the more likely outcome is not canceled tutoring but weakened tutoring, with bigger groups and fewer sessions that stop helping students as much. He explains which features matter most, why Maryland districts described finding tutors as a major obstacle, and what his national look at tutoring found about how much students actually get.

How Do Schools Make Room for Tutoring?

Devon Wible, vice president of teaching and learning at Catapult Learning, which provides tutoring programs to schools, says conversations with districts have shifted from how fast tutoring can start to how it fits with classroom instruction. She walks through one third grader’;s day, explains why the tutor and the classroom teacher need to work from the same information, and shares the one move she would counsel teachers and principals to make this year.

Listen to the episode.

Links Mentioned in This Episode

This Week with EdSurge is a weekly podcast from EdSurge. Subscribe to the EdSurge newsletters for more news and analysis on education and technology.

[This is a sponsored article with Enterprise Singapore.]

For many F&B businesses, technology is often associated with digital ordering systems, delivery platforms, or point-of-sale software. 

But for Yong Yi Sung, the next major shift is less about putting restaurants online and more about using technology to fundamentally change how they operate.

Sung is the co-founder and CEO of Grain, a Singapore F&B company that has been around for more than a decade. The business started out as an online restaurant and catering business, and has since grown into a business serving both individual and corporate customers.

Now, Sung is looking at how artificial intelligence (AI) can help make the day-to-day running of an F&B business easier—from cutting down repetitive work to saving employees time.

Looking at F&B challenges through a different lens

F&B is a demanding industry. Margins can be thin, manpower is a challenge, and keeping operations running smoothly becomes challenging as a business grows.

Having spent more than a decade running Grain, Sung and his team are familiar with these challenges. 

But from the beginning, the company has taken a somewhat different approach to solving them.

Grain’s founders themselves came from management consulting backgrounds rather than traditional F&B, which meant they entered the industry with a problem-solving mindset. They were less tied to the usual ways of doing things and more willing to ask whether there was a better way to solve a particular problem.

That approach also meant building many of Grain’s capabilities themselves. In its early days, the company developed its own logistics and technology to support its online restaurant and delivery business.

Over time, this became part of the company’s culture: when the team encountered a problem, they would look for ways to solve it, experiment with different approaches and learn along the way.

It was this same mindset that helped Grain embrace AI.

Making AI experimentation part of the routine

When AI first gained traction, the team was quick to explore its potential, and adoption soon gathered pace.

Grain took a two-way approach to AI adoption. Leaders set the direction for change, while employees were encouraged to explore using AI. 

Through weekly learning sessions, team members could explore how AI tools can help improve their day-to-day work and share what they had learnt with the rest of the team. This created a cycle of experimentation: someone would discover a new use case, test it out, and then passed useful applications on to their colleagues. 

One example came from Grain’s stewarding team, which handles the essential work of managing the company’s dishes and equipment. 

A significant problem the company faced was predicting how much dirty ware is coming back. This, in turn, affected how much manpower was needed for each shift and which equipment required attention.

With the help of AI, Grain’s stewarding team built a system that forecasts ware volumes and manpower needs, while also tracking maintenance and routine tasks.

The system now saves the team 15 to 20 hours each week, reduces missed tasks and repeat defects by 20%, and cuts issue resolution time by 50%.

AI doesn’t always have to solve a big problem

But not every use of AI at Grain involves building a new system or tackling a major operational problem.

Some of the changes are much smaller—and might not seem significant on their own. An employee might use AI to summarise information, organise data, draft something more quickly, or take a repetitive task off their plate.

Individually, these may only save a few minutes here and there. But across a team, and repeated day after day, those minutes can add up.

For Sung, that is ultimately what AI adoption is about: not using AI for the sake of it, but constantly asking whether there is a better, faster or simpler way to do something.

This approach has also been supported by the technology foundations Grain built over the years. Through government support, Grain was able to strengthen its technology capabilities and build up its tech team from a few people to a team of 10.

Today, AI has become part of Grain’s day-to-day operations, with around 200 employees actively using or building AI-powered tools. More than 100 new tools and workflows have also been rolled out, with many more being created and used by employees at an individual level.

Taking the first step doesn’t have to be difficult

Looking back on his AI adoption journey, Sung emphasises that businesses do not need to make a large investment or have a team of technical experts to start using AI.

For small businesses especially, he believes the first step is simply being willing to learn and experiment. The tools are increasingly accessible, and many can be tested without significant upfront investment.

In Grain’s case, the technology may have changed over the years, but the approach has remained the same: find a problem, try something new, learn from it, and keep improving.

The key, says Sung, is not to wait until AI is perfect before getting started. The earlier businesses begin experimenting, the sooner they can understand what works for them—and where AI can genuinely make a difference.

For businesses that are unsure where to begin, there are also avenues available to help them take that first step. 

Enterprise Singapore provides support and resources for businesses looking to build their digital capabilities and explore new technologies, giving small businesses a starting point for their own AI journey.

Visit the Enterprise Singapore website here to find out how your business can take its next step in its AI journey.

Featured Image Credit: Vulcan Post/ Grain

• Cummings Aerospace fired two 3D-printed Hellhound S3 jet drones from a buggy-mounted launcher, a first for the weapon
• One operator sent both drones on separate autonomous missions using a single handheld fire control system
• The new launcher holds up to eight drones, and Cummings plans to fire it next from unmanned ground and naval vehicles

A small American defense firm has just shown what mass-produced, 3D-printed air power could look like in the field, and it fits on the back of a utility vehicle.

Cummings Aerospace has fired two of its 3D-printed Hellhound S3 jet-powered drones from a launcher mounted on a Polaris buggy, with a single operator using one handheld controller to send both drones off on separate autonomous missions.

Roughly 60pc of the reductions will come from within support functions, impacting developers and other professionals.

Bank and financial services company Barclays has announced it expects to cut 5,000 jobs, representing around 5pc of the bank’s total headcount. The layoffs are part of Barclay’s wider plan to cut costs using artificial intelligence. 

Reportedly, around 60pc of the reductions are coming from within Barclay’s support functions, with developers among those expected to be impacted. Of the 5,000 roles being eliminated, 1,000 were already cut in the first half of the year, with the remainder to go by the end of the year. 

“The changes that we’re making in the third and fourth quarters of this year are sizable,” Barclays’ chief financial officer Anna Cross told analysts in a call according to Bloomberg. “They relate both to the simplification of the organisation and to some of the impacts that we’re starting to see from AI.”

Barclays is nearing the culmination of a three-year strategy designed to improve performance, ramp up its technology and significantly cut costs. 

So far this year, the institution has spent around £600m as part of a wider plan to reduce future costs. Barclays has stated that it has a further £300m or so worth of savings planned for the final three months of the year.

Barclays Investment bank had a mixed third quarter in which revenue from fixed income and currency trading fell by nearly 20pc year-on-year to £1.01bn – less than what was expected by analysts. It was a better quarter in relation to equities revenue, which jumped 47pc.

It is a challenging landscape for jobseekers and professionals currently as there have been several high-profile job cuts announced so far in October, including, 1,000 people from eBay, 400 from EA and 1,000 employees from Netflix. 

Don’t miss out on the knowledge you need to succeed. Sign up for the Daily Brief, Silicon Republic’s digest of need-to-know sci-tech news.

During Meta’s earnings call on Wednesday, the company revealed its board had approved a new class of non-voting stock, called Class C common stock. The shares give the holder an ownership stake but no vote on company decisions. This class takes effect in January. Meta says it will use the stock for capital raising, employee pay, and acquisitions — including its expensive push into AI — while maintaining the current voting structure that favors its founder and CEO, Mark Zuckerberg, who controls around 60% of the vote.

Now, however, the New York Times has reported there’s another reason for the new class: helping Zuckerberg pay for California’s proposed “billionaire tax,” if voters approve it. Because the new shares carry no votes, he could sell some of them to cover the tax without giving up voting control.

Proposition 40, which was drafted by Berkeley tax law professors and is being sponsored by California’s largest healthcare union (SEIU United Healthcare Workers West), would level a one-time 5% wealth tax on the net worth of several hundred California billionaires who primarily live in the state. Backers say the policy could generate as much as $100 billion over five years, the bulk of which would be used to pay for the state’s healthcare needs, with the rest for food assistance and education.

The Times also reports that Zuckerberg pressed Meta’s board to come up with a plan to protect him from the tax. According to the paper, he told board members in September that if they couldn’t reach an agreement, he’d list his Palo Alto property for sale, potentially kicking off a media firestorm. Not long afterward, the stock plan materialized, the newspaper writes.

The Times reporting is partially based on a recent SEC filing made by Meta, which documents the concern surrounding Proposition 40 and how it informed discussions that led to the new stock class.

The filing says that as far back as July, Zuckerberg was discussing the billionaire tax with board members. The topic came up again in additional meetings and communications throughout that month and August.

The filing also describes how the plan would work. Meta is creating a new class of non-voting shares, called Class C, and will give shareholders one of them for every Class A or Class B share they own. The company calls this a one-time stock dividend and says it should work out to a two-for-one stock split. The dividend “will not change the voting power of any shareholder,” Meta says.

That is where Prop 40 comes in. The filing says the dividend “will allow Mr. Zuckerberg to immediately sell or transfer up to 20% of the shares of Class C common stock that he receives in the Dividend, representing 10% of his overall economic stake in the Company, for any reason, including so that he may pay his potential tax liability under California Proposition 40, if enacted into law, without affecting his majority voting control.” Because the dividend is one-for-one, half of his post-dividend shares will be Class C, so the 20% cap equals 10% of his total economic stake.

When reached for comment by TechCrunch, Meta referred us to a quote included in its recent earnings press release that reiterates that part of the motivation for the creation of the stock was to keep Zuckerberg onboard: “The Special Committee affirmed its belief that it was important for Mr. Zuckerberg to continue to lead the Company from California, including because it was crucial that Mr. Zuckerberg remains in close coordination with the Company’s management and in close proximity to Meta Superintelligence Labs.”

It’s been estimated that Zuckerberg would have to pay as much as $11 billion as part of the tax.

Prop 40 has notably riled many of Silicon Valley’s most prominent businesspeople. Google co-founder Sergey Brin has aggressively campaigned against the measure, even spending a small fortune in an effort to defeat it. Other business leaders and critics of the proposal have criticized it online, with many claiming that it amounts to economic suicide for California, driving a capital flight from the state. However, as Meta’s new policy would appear to show, the state’s mega-companies and the people who run them have creative ways of dealing with the tax, should it materialize.

“Looks like billionaires will stay and figure out a way to pay the tax,” Democratic U.S. Representative Ro Khanna, a vocal proponent of the tax, wrote on X, after news of Meta’s strategy spread online. “If we pass Prop 40, poor California kids can have healthcare,” he added.