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Britain’s technology brief is now everyone’s job and nobody’s responsibility

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PUBLIC SECTOR

Whitehall has scattered science, AI, and digital government across a thicket of competing ministerial portfolios

OPINION “Where do we put digital government? You know, all those billions we spend on consultants and legacy systems?”

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“Oh, that! Put it with sports and tourism. And something we’re calling ‘place’.”

It might be a fictional conversation between a SpAd* and a mandarin**, but in reality, the outcome is more or less the same. With the arrival of Andy Burnham as UK prime minister came a shake-up of responsibilities in Whitehall, leaving responsibility for science, technology, and government tech scattered across several departments and eliminating the dedicated technology ministerial role.

Shortly after the changes were announced in July, Dame Chi Onwurah, chair of the House of Commons Science, Innovation and Technology Committee, wrote to the government asking for an explanation. The government had yet to confirm what the new roles and responsibilities meant in practice, and there was no news on ministerial portfolios, she said.

Now a joint letter from the ministers leading three departments attempts to answer Onwurah’s questions. It brings clarity only by laying bare the government’s confused thinking and lack of credibility.

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Take space, for example. The letter says BIST aims to “support companies from breakthrough ideas and research excellence through to commercialization, scaling and exporting, and to fortify the UK’s global leadership in this space.” When it comes to literal space, however, responsibility falls to Baroness Lloyd of Effra.

A law and history graduate, Lloyd worked in Tony Blair’s policy unit before becoming his deputy chief of staff. She will fit responsibility for the UK’s public and private space sectors between her cyber, regulatory reform, corporate governance, and Insolvency Service duties. She will work across two departments: the Department for Business, Innovation, Science and Trade (BIST) and the Department for Digital, Culture, Media and Sport (DCMS).

We’re sure the role will afford plenty of time to help oversee the £7.8 billion of cross-government spending brought together under the new space strategy intended to cover orbital collision warnings, low Earth orbit communications, military intelligence, launch capabilities, and space science.

The question is, where did technology go? Isn’t space related to technology? Technology was in the Department for Science, Innovation and Technology. But that T is now Trade. The D that stood for Department in DSIT is gone; in DCMS, it stands for Digital. (The DWP and DHSC still keep their D for Department, for those wishing to understand that no rules apply here.)

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But what is digital? It underpins everything. “The technologies shaping our economy are also transforming how people create, communicate, learn, participate and access public services. By expanding DCMS’s remit to include responsibility for tech sector oversight and digital, including: digital skills, digital infrastructure and connectivity, cyber security, and the delivery of a modern digital government, we are enabling DCMS to lead the transformation of public services while strengthening and growing the digital, cyber and information foundations on which our economy and society depend.”

OK, but why is the technology sector separated from science? If digital underpins everything, then it is also worryingly vague. Is it really closer to culture and media? A photographer might want to use Photoshop, but they don’t need to know how the software works.

The development of computer hardware and software has gone hand in hand with wider research. The World Wide Web and DeepMind both came out of university projects, not to mention one of the early modern computers, the Manchester Mark 1, developed at the University of Manchester with input from WWII code breaker Alan Turing.

To further muddy the waters, Kanishka Narayan was appointed Minister of State for AI, a joint Cabinet Office and BIST role that comes with Cabinet attendance.

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Responsibility for science and technology is now spread across four departments. Chris McDonald, Minister of State for Science, Innovation and Investment, works jointly across BIST and the Department of Health and Social Care. Science sits with business and trade, but digital sits with “creative industries” and sport. Digital government – which has been in three departments over two years – gets a junior minister in the DCMS. Stephanie Peacock is expected to perform that role along with responsibility for sport, tourism, and place (which is not defined in the letter or elsewhere). It is questionable whether she will get the backing needed to confront big tech suppliers repeatedly feasting on government spending while other ministers court those same companies for investment. Her public announcements so far have focused more on Blackpool staycations and the Commonwealth Games than digital government.

In their letter, the three ministers said the changes were necessary because “the UK stands at a critical juncture where unprecedented global changes demand that we secure our position as a world leader in AI, science and technology. In this context, we cannot see science and technology as an isolated issue, limited to one department. Instead it is a major priority that cuts across the whole of government and is vital to the UK’s future economic prosperity.”

But the government’s answer has been to break up the former technology department and scatter its responsibilities among portfolios where they will struggle for attention. As for tech in the public sector, we might hope the government will stop getting beaten up by suppliers, but we will be waiting a long time. ®

* Special Advisor in the British civil service
** slang term for a senior UK civil servant

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Upgraded In All The Right Places

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Ultra-level features and a few design tweaks highlight the updates.

RATING : 8.4 / 10

Pros
  • Extremely comfortable
  • Improved audio and ANC performance


Cons
  • Battery life is unchanged
  • Design is still all business


We may receive a commission on purchases made from links.

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When I think about Bose headphones, the iconic QuietComfort line immediately comes to mind. No, not the more recent Ultra version with all of today’s bells and whistles. I’m talking about the business-traveler-chic models that popularized active noise cancellation (ANC). They were never going to win any design contests, but you could rely on them to give you some relief on a flight while also offering decent audio quality.

The company rebranded these to the QuietComfort Headphones a few years back, and now Bose returns with the second-generation version. This time, there are some modest design changes, although the understated look is still intact. What’s more, the second-gen QC Headphones borrow features from the pricier QuietComfort Ultra Headphones which enhance both audio and ANC overall.

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What’s new on the second-generation QuietComfort Headphones?

While this new version undoubtedly fits the aesthetic of the regular QuietComfort line, Bose made two notable design changes. First, there’s an updated headband that slides smoothly to adjust. Next, the company refined the shape of the earcups while installing improved ear pads for better cushioning. In a third change, a decidedly less exciting one, Bose relocated the power/Bluetooth pairing switch from the outside of the right ear cup to the bottom edge of the left ear cup. This doesn’t really impact the experience, but it does give the headphones a cleaner look on both sides.

In terms of features, Bose brought Immersive Audio to the regular QuietComfort Headphones for the first time. This is the company’s take on spatial audio that doesn’t rely on specially created content. Instead, the tool upscales any movies, shows or music as needed for enhanced listening. Before now, Immersive Audio was exclusive to the Ultra line of QuietComfort Headphones. Plus, Bose’s Cinema Mode, which enhances dialogue without constraining the wide soundstage of Immersive Audio, is on the second-gen QC Headphones too.

The company’s CustomTune feature is also a new addition, a tool that calibrates audio and noise cancellation to the acoustic properties of your ears. It’s like room calibration for a soundbar, but for your headphones. And if you’re into lossless audio, you can listen with a cable over USB-C at up to 24-bit/48kHz. What’s more, the headphones can be charged while you’re using them with a cable. If you’ll recall, the previous QuietComfort Headphones still had a 3.5mm port for wired use. Bose ditched that on this new version as the only wired connectivity is over USB-C — for both charging and listening. For in-flight entertainment systems, there’s a USB-C to 3.5mm cable in the box, or you could opt for a $30 accessory like the AirFly for wireless use.

The company also improved ANC performance on this new model with the addition of ActiveSense. This feature automatically applies noise cancellation when the headphones detect sudden spikes of noise if you’re using Aware (transparency) mode. Bose says ActiveSense now responds more naturally to those brief periods of disruption before returning to ambient sound mode. The company also explains that the ANC system on the second-gen QC Headphones can better compensate for changes in the ear cup seal due to glasses. And last but not least, you can disable ANC entirely in the Bose app this time around.

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What’s good about these headphones?

I’ll get to audio and ANC performance in a minute, but I must first applaud Bose for refining the QC Headphones without raising the price. This second-gen version costs $359, same as the previous installment did when it debuted. At a time where almost everything is more expensive, I’d expect any headphone company to raise prices on new models by at least $50, but that didn’t happen here. Plus, this price tag gives Bose fans a compelling alternative to the $449 second-gen QuietComfort Ultra headphones that costs significantly less.

ANC has long been the trademark feature of the QuietComfort lineup, and that doesn’t change here. These headphones continue Bose’s strong track record for effective noise cancellation with this model does well against constant noise sources (like fans) in addition to respectably lowering the volume on human voices (on TV and IRL). The second-gen QC Headphones don’t completely silence a chatty neighbor, but they consistently reduce the distraction.

While I concede the second-gen QuietComfort Ultra Headphones are Bose’s best option in terms of pure sound quality, this regular model is no slouch. The tuning is balanced, providing adequate low-end thump when a song demands it — like Nine Inch Noize’s “Vessel.” Even without Immersive Audio active, these QuietComfort Headphones provide plenty of fine detail in the texture and grit of the synthesizers on that track. Switch over to Basement’s WIRED and you get the same level of clarity and nuance in the band’s alt-grunge songs, particularly in the guitars. And it’s no surprise that more mellow genres sound great here. Billy Strings’ “Bluewater Breakdown” is embedded with all of the string-instrument subtleties that a lot of headphones don’t offer.

When I first took the new QC Headphones out of the case, I was immediately struck by how lightweight they are. Compared to the current Ultra headphones, this model is about 34 grams lighter, which makes a huge difference in comfort. I could tell the difference as soon as I put them on, and the disparity only increased the longer I wore both sets. Plus, the soft ear pads are both pillowy and sturdy enough that you can’t feel the edges of the ear cups. Lastly, the clamping pressure of the headband is adequate for respectable ANC performance without becoming a burden on my large head.

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What’s not so good about the new QuietComfort Headphones?

If you didn’t like the design of the regular QuietComfort Headphones line before now, I highly doubt Bose did enough to change your mind. These are still the less-polished option compared to the pricier, shinier QC Ultra Headphones. I can appreciate fans of this model prefer it that way, and the company offers a dark pink and two green color variants if you need a splash of personality.

My only real complaint with the new QC Headphones is that battery life remains the same as the previous model. You get 24 hours of ANC use on a charge, which should be enough for multiple days, but the QC Ultra Headphones last 30 hours. I would’ve liked to see at least a modest bump in longevity here to go along with the feature additions and other improvements.

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Wrap-up

After all these years, the QuietComfort line still lives up to its name. The second-generation QuietComfort Headphones are an all-around upgrade over the 2023 version, a compelling option that costs less than the QuietComfort Ultra Headphones (second-gen). I would’ve loved to see the upgrades extend to longer battery life, but if that’s my only gripe, the company did well. And if a few more hours of use would’ve come with a higher price, I can be happy with what’s here.

The regular QuietComfort Headphones remain a perfectly suitable, highly comfortable option that’s adept at noise cancellation and provides above average sound quality. That all combines to bolster Bose’s decades-long run of consistent performance, a source of reliability that isn’t likely to disappoint customers anytime soon.

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AI agents are learning to spend money. Who will handle the payments?

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AI is already changing how people find and buy things online, comparing prices, narrowing down options, doing in seconds what used to take an afternoon of tabs open.

An AI agent could find a flight that fits your schedule, for example. Giving it permission to actually buy the ticket is a more complicated problem.

That is because most payment systems were built around people. Someone enters their card details, signs into an account, clicks approve. If software is going to complete more tasks on their own, they will also need a way to pay without stopping to ask permission every time.

There are signs this could become a much bigger part of how software works. Gartner expects agentic AI to be built into 33% of enterprise software applications by 2028, up from less than 1% in 2024. McKinsey estimates that AI agents could mediate between $3 trillion and $5 trillion in global consumer commerce by 2030.

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How those agents actually pay is now becoming its own technology problem. Mastercard, Coinbase, and blockchain networks, including XDC, are among those trying to solve it.

When software needs to buy something

Mastercard is preparing for the same possibility. When it launched Agent Pay for Machines in June, the company described a future in which agents could continuously buy services from each other, including payments worth fractions of a cent.

That is where XDC AI also comes in: by providing AI agents with the capability to find and pay for digital services on demand, rather relying on traditional human checkout flows, the platform allows software to programmatically handle micro-transactions in real time.

Every internet transaction so far has assumed a person is on the other end of it,” said Atul Khekade, co-founder of XDC Network. “AI Agents are breaking that assumption completely. If software is going to act on our behalf, it needs a way to pay for what it needs without waiting for someone to approve it every time.

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XDC AI
Credit: XDC AI

A user can give an agent access to a wallet and set a limit on how much it is allowed to spend. When the agent needs data from a paid API to finish the task, it can make the request and pay for it in USDC, with XDC covering the gas fee, so the agent does not also need to hold XDC to make the payment.

XDC Tech, the US institutional arm of XDC Network, has also integrated with Bridge, a Stripe company, helping to connect those onchain payments with more traditional financial infrastructure by giving developers access to infrastructure for moving between fiat currencies and stablecoins.

An agent researching a market could need information from several paid data sources. Another might need access to a particular API or a small amount of computing power to finish a task. Instead of someone setting up a new account or subscription every time, the agent could find the service and pay only for what it needs.

An old part of the web finds a new use

XDC is building this on x402, an open protocol developed by Coinbase. That resurrects HTTP 402, an old web status code meaning “Payment Required” that has existed for years without becoming widely used. An agent requests a paid API, the server responds with a price instead of the data, and the agent’s wallet pays automatically, no login, no card number, no human in the loop. XDC has built that flow into its own marketplace, where an agent can find an API, pay per use in USDC, and stay within whatever limit its owner set.

Adoption is still early, but x402 is beginning to attract some large names. The Linux Foundation now oversees the x402 Foundation, which has 40 members including Mastercard, Visa, Stripe, American Express, Google, AWS and Circle. That does not mean x402 has become a mainstream payment rail, but it gives the protocol considerably more institutional backing than it had when Coinbase first introduced it.

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That is a major reason why the infrastructure work matters more than the headlines right now. Fully autonomous shopping is still limited, and AI is much further along at helping people compare options than at completing purchases on its own. But the direction is clear, and XDC is betting that when agents do start paying their own way, they will need rails built for machine speed rather than human checkout, cents instead of dollars, and thousands of transactions instead of one.

The gap between x402’s onchain activity and its ecosystem valuation is a reminder that infrastructure and adoption rarely move at the same pace. What is being built is real, the settlement rails, the wallet permissions, and integrations with players like Bridge, but the volume moving through them today is still a fraction of what the numbers around this space suggest.

For now, AI remains far better at helping people decide what to buy than at completing the purchase itself. That is where the real contest is playing out. Card networks are wagering that trust and identity, the problem they have spent decades solving for humans, will matter just as much for machines.

Networks built for stablecoin settlement, XDC among them, are wagering the opposite: that speed and near-zero fees will define this market once agents start transacting at scale. In the end, the better approach will probably come down to the use case. But what is certain is that the infrastructure decisions being made now, by companies like Mastercard and XDC, will shape how autonomous commerce actually works once it arrives.

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More than half of AI job postings seek skills beyond job titles, research finds

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Andela collected data from 47,101 technical job postings from Fortune 500 companies and 2,026 skill descriptions. 

New research from global talent platform Andela has found that in a working landscape being transformed daily by AI, organisations are failing to update their job descriptions and titles in line with changes. 

Andela’s ‘Emerging Skills Research’ collected data from 47,101 technical job postings from Fortune 500 companies and 2,026 skill descriptions. 

A core finding of the research was the revelation that 53pc of AI job postings are asking for skills that don’t match the listed job title, highlighting a disconnect between organisations, recruiters and jobseekers. 

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“AI is changing tech workflows faster than ever and we need new ways to get ahead of those changes,” said Carrol Chang, Andela’s CEO. 

“This groundbreaking research, based on our proprietary skills taxonomy updated for the AI world, provides a headlight, not a rear-view mirror.

“With it, companies will identify emerging roles and skills ahead of the market, enabling both enterprises and employees to be more strategic and successful.”

Rambling roles

Andela’s research found that among the roughly 1,832 postings targeting people with titles such as AI engineer and ML engineer, more than half of the required skills pulled from at least two different and established roles. 

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The report said: “For familiar titles like AI engineer, companies are seeking a different, unnamed role that includes skills such as LLM orchestration, autonomous agent and vector databases. Or, companies hire data scientists but then ask them to ship LLM agents.”

Reviewing job listings from Fortune 500 companies, Andela found that 23 ‘groups’ of skills kept appearing together, but without any official job title being attached. Eight of the groups appeared to suggest a brand new kind of job, 14 were found to be hybrids of old jobs with new skill expectations, and one was dropped due to a lack of confirmed data. 

Two examples of ‘new jobs’ discovered are MLOps pipeline engineer, which combines parts of five existing job roles into one, and LLM application engineer, where someone builds apps using AI models that already exist, instead of building those models from scratch.

Andela found 6,758 job listings essentially asking for an LLM application engineer – they listed all the relevant skills, but the companies didn’t use that job title because it doesn’t officially exist yet. This shows companies need these skills faster than the job market has caught up with proper names for them, according to the research.  

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The report said: “The findings underscore the challenges companies face, driven by the unprecedented speed of change in the post-AI era, to accurately identify emerging skills, name them and attach them to job roles. Mismatches result in lost time, money and opportunity for both employer and employee. 

“Job descriptions written for yesterday’s roles filter out the candidates companies actually need. Companies that fail to see emerging needs for human skills, especially as AI changes what it can do, will continually chase the wrong thing, and companies who hire today for yesterday’s roles will likely accrue ‘talent debt’ alongside technical debt.”

According to Cory Hymel, an author on the report and Andela’s head of research, gaps that widen the divide between what companies think they are hiring for and what the role truly requires are becoming structural liabilities. 

As of now, there are a number of emerging tech roles as identified in the research, which include: MLOps pipeline engineer; LLM application engineer; FinOps reliability engineer; docs-as-code engineer; product front-end engineer; lakehouse analytics engineer, DevSecOps security engineer; and SecOps observability engineer.

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IKEA’s latest boxy Bluetooth speaker comes with Spotify Tap, stereo pairing, and a temptingly low price

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  • The Badkruka is IKEA’s newest affordable Bluetooth speaker
  • It has Spotify Tap integration and physical controls
  • You can pair multiple speakers together in a variety of setups

It seems IKEA is on a roll when it comes to cube-shaped, low-price Bluetooth speakers: following on from the Ikea Kallsup that we tested earlier this year, we now have the IKEA Badkruka, which is several times bigger and offers some extra features.

There’s no official announcement about the Badkruka just yet, so we’re relying on the product page on IKEA’s German website (via Notebookcheck) for all the details. It also shows up on the Swedish site, but not the US, UK, or Australia yet.

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Higher prices can’t crimp server sales as AI drives demand

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SYSTEMS

Shipments rise with enterprise and government buyers joining the hyperscaler spending spree

While high memory costs have hurt PC shipments, the server market continues to grow as AI infrastructure spending spreads beyond hyperscalers to corporate and government buyers.

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According to market intelligence firm IDC, the second quarter was a bumper one for the server sector, with vendor revenue reaching an all-time high of $166.3 billion. That was a 52 percent increase from the same period last year.

The picture for servers therefore differs from that for laptops and desktops. There, unit shipments have fallen as buyers are discouraged by higher prices, driven by shortages of memory components. Yet higher prices have helped larger vendors sustain their revenue.

In contrast, server shipments increased by 15.4 percent year-on-year in Q2, despite average selling prices being pushed up by elevated memory pricing and continued supply issues with other components. IDC said average selling prices increased across both GPU-accelerated and non-accelerated systems.

Average selling prices for GPU-accelerated servers rose by nearly 44 percent to $170,200, even as GPU unit shipments fell 10.8 percent year-on-year. For non-accelerated systems, average pricing was up by more than 33 percent to nearly $13,000.

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AI infrastructure investment from hyperscalers and large cloud providers remains the largest source of demand, IDC observes. GPU-accelerated servers for the AI market made up nearly 53 percent of total revenue during Q2.

However, it also says that AI server adoption is broadening beyond the largest players into enterprise and government-directed deployments across a growing number of countries, a policy and capex-driven layer of demand that is largely insulated from near-term commercial budget cycles.

“The notable shift in the server market this quarter is in who is now buying,” said Kuba Stolarski, IDC research vice president for Computing Platforms and Service Provider Infrastructure.

“Demand is broadening beyond the largest hyperscalers toward specialized cloud providers (or neoclouds), sovereign AI programs backed by public capital, and enterprises beginning to adopt agentic and inferencing workloads,” he added.

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Non-x86 servers now account for 44.8 percent of all server market revenue, according to IDC. That share has fallen from the first quarter, when they made up nearly half the total, despite the actual revenue figure rising from $58.7 billion to $74.4 billion.

Another trend highlighted by IDC is that the big brands are starting to eat into the share of original design manufacturers (ODMs), the so-called white box server makers that have traditionally met the requirements of the hyperscalers.

While ODMs collectively still make up the lion’s share of server market revenue, this fell from over 60 percent last year to 53.9 percent in Q2. Leading the way is Dell Technologies, whose share rose from 7.7 percent a year ago to 13.4 percent. Supermicro is the second largest player, with 6.1 percent, followed by Lenovo on 5.1 percent, while HPE came fourth with 3.5 percent.

The United States remains the biggest server market, generating $112.2 billion in Q2, or 67.4 percent of global revenue. China generated $26.4 billion, while Asia-Pacific excluding China and Japan reached $10.9 billion. Western Europe generated $9.1 billion and Central and Eastern Europe $0.7 billion. ®

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Raiders star Ashton Jeanty backs Nukleus, a tech platform for athletes and their advisors

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Las Vegas Raiders running back Ashton Jeanty, an investor in Nukleus and a spokesperson for the platform. (Nukleus Photo / Ben Miller)

Hector Rivas spent a decade building ThriftBooks into one of the country’s largest used-book sellers, before an unlikely second act: co-founding a sports agency representing NFL players.

That career change led him to the problem behind his newest startup, and to the Las Vegas Raiders running back who just invested in it.

Nukleus founder and CEO Hector Rivas. (LinkedIn Photo)

Nukleus, based in Issaquah, Wash., is building what Rivas calls an operating system for the business of sports. The idea is a single workspace for everyone in an athlete’s orbit: agent, lawyer, CPA, financial advisor, marketing team, and others. It lets them all work from the same contracts, deadlines and records, rather than each keeping a separate pile of emails and spreadsheets.

The idea came out of Rivas’s years at Disruptive Sports, the agency he co-founded in 2020 and left earlier this year.

Ashton Jeanty, who signed a four-year, $35.9 million rookie contract with the Raiders in 2025, has taken equity in the company and signed on to serve as its public face.

Nukleus has also named four strategic investors: Mat McBride, Microsoft’s executive vice president and CFO for commercial products and infrastructure; WaFd Bank President and CEO Brent Beardall; investor Skyler Nelson, previously of Vulcan Capital and its successor firm Cercano; and Dr. Brett Kindle of the Andrews Institute in Gulf Breeze, Fla.

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The company has a team of 12 based out of its Issaquah office, plus a supporting engineering team in India. Most of the team is engineering.

Other executives include CTO Eric Ahlstrom, previously at Microsoft, Unity, Oracle and ESPN; chief creative officer Ben Miller, a former creative director at the University of Washington and CAA Sports; and CFO Matt Porter, who worked with Rivas at ThriftBooks, EcoGoodz and Disruptive.

Nukleus closed a pre-seed round from friends and family in 2025 and is raising again now. Rivas declined to disclose the amount raised by the company so far.

From books to football: Rivas was ThriftBooks’ first CEO, running the used-book seller for about a decade after it launched in 2003. Based in the Seattle area, the company grew during his tenure from a storage unit in Kirkland, Wash., to 10 distribution facilities in 10 states, by his account.

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He went on to found EcoGoodz, a used-goods and overstock brokerage, and in 2020 co-founded Disruptive Sports Agency with agent Henry Organ.

Rivas, an NFLPA-certified contract advisor, worked the business side of the agency. He left earlier this year to build Nukleus full time.

The years inside the agency are what produced the idea.

Everyone in a player’s orbit was working off “their own version of the truth,” Rivas explained via email: the agent, the lawyer, the CPA, the financial advisor, the marketing team. The athlete, he said, “was the one absorbing the cost of that disconnect,” in slower decisions and deals that fell through the cracks.

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The pitch in Las Vegas: Jeanty and Rivas knew each other from Rivas’s years at the sports agency, and Rivas said the running back had been tracking what he was building.

“Because Ashton and I already knew each other, and he’d been aware of what I was building, the conversation came together naturally,” Rivas said.

He flew to Las Vegas to walk Jeanty through the model, the team, and where the company was headed. Rivas said Jeanty’s equity reflects both money invested and his role promoting the platform.

In a statement, Jeanty described the job of running his own career.

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“Coming into the NFL, you become a CEO, directing a team of agents, advisors, and marketers, whether you’re ready or not,” he said. “Nukleus is what finally gets them all on the same page, so I can actually run that team the way it should be run. That’s why I invested in it.”

Where things stand: The product is in a free beta with about 30 users, including athletes, agents, agencies, lawyers and marketing staff. Nukleus plans to charge $99 per user per month for a starter plan and $249 for a full-featured one, with custom enterprise pricing. Athletes join free.

Alongside contract storage, deadline tracking and a shared workspace, the company is building AI tools meant to answer questions about contract terms and league rules.

Others are working similar territory. Agent Live 360 sells software built specifically for sports agents, and Opendorse, which says it works with more than 1,000 sports agents, offers tools to negotiate, approve and track deals. Nukleus says it differs from narrower tools by serving everyone in an athlete’s orbit.

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The bigger bet: The company is looking well past a single app.

“Long-term, I don’t see this as a tool athletes use, I see it as the infrastructure the entire business of sports runs on,” Rivas said. “Every athlete becomes the center of their own connected team, and every professional working with them, across every sport, at every level, operates on one shared system instead of a hundred disconnected ones.”

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Where Should Apple Go After The iPhone Duo? Bring On Smaller And Larger Foldables

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No matter how you feel about the iPhone Duo and its exorbitant $1,999 price, its existence proves that Apple has finally figured out how to make a foldable. And on a broader level, it also shows that Apple isn’t too proud to follow in the footsteps of Samsung and other Android phone makers. If that’s the case, I’m hoping Apple also isn’t afraid to copy Samsung’s smaller Z Flip phones, which flip down horizontally, and larger devices like Lenovo’s X1 Fold and ASUS’s ZenBook Fold 17. An “iPhone Flip” could potentially satisfy people demanding a new iPhone Mini, and a future foldable iPad Pro could truly differentiate that tablet from the increasingly capable iPad Air.

This all seems obvious, of course. Now that Apple has shown it can develop ultra-thin device connected by a sturdy hinge, it should be easier for the company to scale its designs smaller and larger. I’m just hoping it doesn’t take forever. After all, it took Apple nearly seven years to finally respond to the Galaxy Z Fold (which, admittedly, was practically a beta product for its first few generations). What better way for Apple’s new CEO, John Ternus, to follow up the iPhone Duo’s debut than with a smaller iPhone Flip next year? And given how both ASUS and Lenovo have been slow to improve their large foldable tablets, there’s room for Apple to truly innovate in that space.

What would an “iPhone Flip” look like? Apple wouldn’t have to stray far from the template laid out by Samsung and others. Take an iPhone 17, then imagine casually folding the top down, just like how we used to close older cellphones. Also like Samsung’s devices, an iPhone Flip would need a small external display to glance at notifications and handle basic tasks, like taking a selfie with its rear cameras.

Such a design wouldn’t be an exotic innovation for Apple. Small foldables have been around for six years now; they’ve been practically normalized. They typically cost half as much as large foldable smartphones (and in many cases even less). Anecdotally, I’ve also noticed many “normie” smartphone users toting the Z Flip or Moto Razr, whereas I rarely see the Z Fold being used by non-techies.

While Apple is rumored to be working on a major iPhone redesign for its 20th anniversary next year, I’m not sure a bezel-less screen with curved edges will really excite anyone. But an iPhone Flip that can easily slip into a pocket or small purse? I’ve been begging for that for years.

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When it comes to a foldable iPad, Apple also has room to do far more than ASUS or Lenovo, both of which are stuck building for Windows. Based on what we’ve seen of the iPhone Duo, Apple has thought deeply about how to juggle apps and functionality across folding screens. As usual, it has the software edge. An iPad Fold could replicate the look of the iPhone Duo by having a smaller iPad Mini-sized screen up front, and a larger screen internally. But I could also see Apple forgoing the external display entirely for cost reasons. Personally, I’d want a device like this for its fullscreen tablet and folded, pseudo-laptop modes.

When fully opened, it could work just like any iPad today. But imagine folding it in half and using the top half as a laptop screen, while the bottom is reserved for a touchscreen keyboard with haptic feedback. Or you could use that folded formation to multitask: Play a YouTube video up top, while juggling between Slack and hand-written notes on the bottom half. I could also imagine having it stand up vertically while still folded in half, giving you taller windows for multi-tasking. Slap on a wireless keyboard, and it’s practically like having a super-light mini-desktop

Both ASUS and Lenovo relied on large 16.3-inch OLED screens for their foldable tablets, but I don’t think Apple needs to go that large. A 13-inch foldable iPad Pro would still be pretty useful when cut in half. A smaller 11-inch iPad Fold could be a great portable journal, similar to the unreleased Surface Neo. (And yes, it’s hilarious that Apple now has products using the Duo and Neo names, as if it was rubbing salt into Microsoft’s wounds.)

Figuring out the intricacies of a foldable iPad would likely take Apple years, and truthfully, there’s not a huge demand for something like that just yet. But Samsung has done much of the groundwork for delivering a potential iPhone Flip, Apple just has to follow that template.

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From OK grades to Dartmouth Hall of Fame: Remitly’s Matt Oppenheimer on his ‘strengths and shadows’

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Matt Oppenheimer, second from right, at his Dartmouth College Entrepreneur Hall of Fame induction ceremony in San Francisco on Thursday. The Remitly co-founder is joined by school friends and dignitaries, from left, Jeff CroweAndrea Reisman JohnsonTrevor JensenMaia Josebachvili, Dartmouth President Sian Leah Beilock, and Jamie Coughlin. (Photo courtesy of Matt Oppenheimer)

Nearly 25 years after enrolling at Dartmouth College to study psychology and embarking on a path that led him to co-found Seattle fintech giant Remitly, Matt Oppenheimer has been inducted into the Ivy League school’s Entrepreneur Hall of Fame.

The honor, presented Thursday night in San Francisco as part of Dartmouth’s annual Entrepreneurs Forum, comes seven months after Oppenheimer stepped down as Remitly’s long-time CEO to become chairman of the board.

Created by the Magnuson Center for Entrepreneurship, the Hall of Fame honors Dartmouth alumni who have made lasting positive impacts through their ventures. Oppenheimer joins a select group of honorees with Northwest ties — including Smartsheet co-founders Brent Frei and Mark Mader — and used his acceptance remarks to express deep gratitude to the admissions officers who took a chance on a kid from Boise, Idaho, with “OK grades” and “below average SAT scores.”

Speaking with GeekWire ahead of the event, Oppenheimer recalled how his early college years studying social psychology helped shape his understanding of business.

“I think a lot of business and entrepreneurship does come down to interpersonal dynamics,” Oppenheimer said. “I am a people person. But how do you find what I call career-market fit when it comes to really understanding and connecting with people? That’s ultimately my strength, but it was really hard to define earlier in my career.”

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After graduating from Dartmouth in 2005, Oppenheimer earned an MBA from Harvard Business School and worked in Kenya for Barclays Bank, where seeing families hit with steep fees on cross-border money transfers inspired him to start Remitly in 2011.

He served as CEO for nearly 15 years, guiding the company through its 2021 NASDAQ IPO and building it into a fintech powerhouse serving over 9 million customers across more than 170 countries before transitioning to chairman in February.

In his acceptance speech on Thursday, Oppenheimer focused on a central philosophy he calls leading authentically through “towering strengths and shadows.”

“Each of us has a few towering strengths — things we are in the top 10% of the world at doing. Not good at. Towering,” he said. “And almost always, that tower casts a shadow. The same trait that makes you exceptional at one thing quietly makes you a liability at another. They aren’t two traits. They’re one trait, seen from two sides.”

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Matt Oppenheimer was introduced in San Francisco on Thursday by his Dartmouth classmates, Maia Josebachvili, left, and Trevor Jensen, right. (Photo courtesy of Matt Oppenheimer)

He pointed to his own extreme tenacity as an example, noting how it helped him build Remitly through years of investor rejections and early product stumbles, but how it also had a darker side.

“That same tenacity can lock onto things that are unhealthy, or unchangeable, or both,” Oppenheimer shared, candidly discussing his personal experiences with OCD-related anxiety and depression. “This isn’t a character flaw sitting next to my strengths. It is the shadow of my greatest strength, from the same place. Which means it’s something to work with … harness the tower, manage the shadow … rather than something to be ashamed of.”

Seven months into his transition from operational CEO to board chairman, Oppenheimer says the shift has felt surprisingly comfortable. Free from managing daily execution, he now channels that same intensity into coaching current leaders and serving on corporate boards.

“I have so much trust in Sebastian [Gunningham], our CEO, and it’s super exciting to support him in a chair capacity,” Oppenheimer told GeekWire. “I get to share reflections on the journey, mentor, and coach. I didn’t know that would be the case, because you hear so many examples of founder-CEOs who transition and have a really hard time with it.”

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That mentorship extends to Seattle’s broader startup community, where Oppenheimer is an active member of Foundations, a collective of local tech founders and AI leaders. When advising early stage entrepreneurs, he urges them to remain hyper-focused on solving a single, deep customer problem rather than spreading themselves thin.

And while AI has vastly accelerated product development, Oppenheimer notes that the core fundamentals of building a business haven’t changed.

“With fintech, you still have to build the trust, get the licensing, and build out the compliance infrastructure and banking relationships,” he said. “The actual building and deployment of product got a lot faster, but if you don’t have great judgment, you can go down the wrong path pretty quickly.”

Looking back 25 years later, Oppenheimer noted that the Dartmouth admissions officers who took a chance on him didn’t look past his test scores by accident — they told him years later that they were drawn to his personal qualities and humanity.

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“Two strangers in an office in Hanover found my tower before I had any idea what it was, and then they handed me the place to build on it,” Oppenheimer said in his closing remarks. “That isn’t a debt. It’s a privilege. And the only sensible thing to do with a privilege is use it well.”

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How Threat Actors Are Turning Trusted AI Platforms Into an Attack Surface

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Hackers monitoring targets

As AI platforms become part of daily workflows, attackers have found a new way in: the platforms themselves. The Huntress Security Operations Center (SOC) says the bigger day-to-day risk comes from threat actors abusing the AI features people already trust and rely on, rather than attacks on the AI companies or models themselves.

Over the past nine months, Huntress has tracked incidents in which attackers weaponized shareable AI content, public mini-apps, and sponsored search placement to target AI users and deliver malware.

Legitimate features, hijacked

Huntress has observed threat actors abuse a handful of real AI platform features, including:

  • Claude Artifacts: content Claude generates and displays in a chat preview pane, which users can publish and share via a public link.

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  • claude.ai/share links: shareable URLs created when someone publishes a Claude conversation; these can surface in search engines when posted to crawlable spots like forums or social media.

  • ChatGPT and Grok conversations: shared, indexable conversations hosted on chatgpt.com and grok.com that can rank for troubleshooting searches.

Each of these sits inside a trust boundary. Users recognize the platform, the branding, and the surrounding content, so malicious instructions or downloads look legitimate. These campaigns often only run for hours or days before a provider pulls the content down, but that’s enough time to trick victims before getting caught.

Your files are encrypted, your operations are down, an attacker has named their price, and they’re waiting for you to respond. Do you pay? Do you negotiate? Do you even engage at all?

Choose your next move in a simulated ransomware incident, built from tactics Huntress has seen used against real businesses. You’ll see how ransomware operators behave when they think they’re in control, and what steps you can take for catching an attack before it becomes a negotiation.

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FakeAgent: malvertising through a Claude Artifact

In July, Huntress saw a campaign called FakeAgent hit more than 29 organizations. It started with a malicious Claude Artifact hosted on the real claude.ai domain.

Since public Artifacts are meant for lightweight demos and get minimal vetting from Anthropic beyond a generic disclaimer, attackers built a convincing fake Claude Desktop download page.

Victims searching Bing for the Claude desktop app landed on the fake page and clicked what looked like a legitimate download link. Instead, they were redirected to an external domain that delivered the SectopRAT malware.

Huntress reported the Artifact and Anthropic removed it by July 22, but incidents tied to the same redirect domain continued into August.

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Figure 1: Claude Desktop/Cowork phishing page hosted as a Claude Artifact.
Figure 1: Claude Desktop/Cowork phishing page hosted as a Claude Artifact.

A fake install guide hiding in claude.ai/share

In a separate incident, a victim searching Google for “Claude on Mac” clicked a sponsored result that led to a claude.ai/share link posing as an Apple Support install guide. Because the page lived on Anthropic’s own domain, it carried none of the usual red flags: no lookalike URL, no certificate warning.

The fake guide instructed the victim to paste a curl command into Terminal, kicking off a six-stage chain that deployed the MacSync stealer. It harvested cookies, credentials, keychain secrets, Telegram sessions, and SSH and cloud keys.

Figure 2: The weaponized claude.ai shared conversation, badged as shared by Apple Support, walking the victim through pasting a curl one-liner into Terminal.
Figure 2: The weaponized claude.ai shared conversation, badged as shared by Apple Support,

walking the victim through pasting a curl one-liner into Terminal.

AI poisoning via ChatGPT and Grok

A third pattern targets AI-generated troubleshooting advice itself. In December, a routine search for “clear disk space on macOS” surfaced high-ranking ChatGPT and Grok conversations that gave ClickFix-style instructions instead of real fixes.

Attackers had crafted the conversations, hit “share” to generate a public URL on the platform’s trusted domain, and used SEO poisoning to push the link to the top of Google’s results.

Because the links lived on real chatgpt.com and grok.com domains, victims trusted the advice and ran the suggested Terminal commands, which delivered the AMOS stealer. 

Figure 3: Top search results and highly rated links via Google Search
Figure 3: Top search results and highly rated links via Google Search

What defenders should do

None of these attacks broke through the AI platform security. They exploited the trust users place in familiar brands and real domains. 

Defenders should treat clipboard-driven execution and AI-assisted troubleshooting as security risks. Restrict script execution from the clipboard and enforce application allow-listing. Watch for new scheduled tasks and antivirus exclusion changes, and train users to spot ClickFix-style lures. Report suspicious AI-hosted content to the platform vendor quickly.

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These campaigns tend to be short-lived, but fast reporting and layered controls can shrink the window attackers get to exploit them.

If you’re interested in this kind of tradecraft and exploring how attackers evolve their tactics, join our experts at Tradecraft Tuesday, where we break it all down every month. 

Sponsored and written by Huntress Labs.

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ClickFix attacks infecting PCs and Macs are going viral

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For the people behind the attacks, ClickFix now makes their job much easier. Prior to ClickFix, they would have needed to install the malware (tracked as Lorem Ipsum, security firm BlueVoyant said recently) using resource-intensive infrastructure, including SEO-manipulated and malvertised download portals, Microsoft-trusted signing certificates, and continuously rotated domains for delivering Microsoft Installer packages.

“The pivot to ClickFix in late May 2026 eliminates the code-signing requirement entirely, substituting the legitimacy of a validly signed installer with a different form of legitimacy: a user voluntarily executing the malicious command in their own terminal,” BlueVoyant said. “[T]he ClickFix model broadens the victim pool from users searching specifically for Microsoft Teams to anyone browsing a compromised website.”

The situation for macOS users isn’t any better. Both Mac security firm Jamf and a researcher have ​​documented macOS variations of ClickFix that can bypass Gatekeeper protections.

ClickFix attackers keep finding new ways to use public services—including publicly published Google Sheets documents, according to Cisco Talos. Other attackers, including Russia’s state-sponsored Sandworm, are hosting their control infrastructure in blockchain-based smart contracts. Security firm Netskope recently found another campaign that used the same approach. The security company counted 5,400 sites beaconing to it, an indication of the reach and scope of that campaign. And as OS makers and defenders build new defenses, attackers keep finding documented ways to work around them.

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The upshot of all this is that ClickFix is a highly effective and efficient means of spreading all sorts of malware. It’s not going away, and victim-blaming or shaming only makes the problem worse.

There are a fair number of plugins, standalone products, and built-in defenses that are designed to blunt the success of ClickFix attacks. For instance, BlockBlock, the software that monitors Macs for processes that seek to permanently install themselves, can block ClickFix attacks as soon as a user presses the ⌘+V keys. Ublock has been updated to do something similar.

Beyond those fixes, those of us with more security training should build awareness with our less experienced neighbors, family members, and friends. The mass adoption of ClickFix demonstrates its success, and it’s not going away any time soon.

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