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As the US war on Iran sent gas prices soaring, American car buyers flocked to electric vehicles - and in particular hybrids. After a sluggish winter and fall, EV sales rebounded in the second quarter of 2026, with automakers posting some of their best numbers since the elimination of the federal EV tax credit last […]

This story originally appeared in The Algorithm, our weekly newsletter on AI. To get stories like this in your inbox first, sign up here. Anthropic—currently the world’s most valuable AI company, with a nearly $1 trillion valuation—has a reputation for publishing strange and heady research. It’s looking into whether AI models can feel pain, for example,…

The biggest smartphone makers keep on trucking in the face of component shortages and economic uncertainty.

A Tesla representative at a DC hearing said the vehicle is “an active product being built.” But its timeline isn’t clear.

The states allege that the deal would harm movie theaters, basic cable distributors, and audiences.

Android and iOS both have built-in tools to easily open QR codes from screenshots.

"Context bombing" tricks hacking agents into shutting down before they can do harm.

The Cybersecurity and Infrastructure Security Agency (CISA) has issued a postmortem on a data leak in which a contractor published dozens of internal CISA credentials -- including AWS Govcloud keys -- in a public GitHub repository for almost six months before being notified by KrebsOnSecurity. Experts say the gaps identified in the agency's initial response provide important lessons that all security teams should absorb.

Today, I’m talking with Xinzhou Wu, who is the head of automotive at Nvidia. Nvidia is obviously in the news constantly because of the AI boom — it’s one of the most valuable companies in the world, because the AI industry can’t get enough of the company’s GPUs. But Nvidia is also a key supplier […]

This will be the first Starship test flight for SpaceX as a public company, testing the market's appetite for the company's "fly, fail, fix" approach to rocket development, which often ends in fireballs.

A panel on data ownership challenged the definition of "ownership," arguing it must extend beyond simple account control to include structural independence, interoperability, and community governance. Speakers like Zenna Fiscella, Paul Frazee, Boris Mann, and Robin Berjon emphasised the need for shared standards, unbundled platforms, and better tools to support user sovereignty. By Olimpiu Pop

The brain layer was scoring high because the test was leaking. The actual capability was being silently rejected by a misconfigured gate. Both findings landed in the same week. Part 18 ended on a clean diagnosis. The brain layer reasoned correctly when the encoder fed it correct inputs. The encoder didn't always feed it correct inputs. So the path forward was upstream: more physics-shaped training data for the encoder, retrain, re-validate. I wrote the drops, kicked off the retrain, and watched the held-out eval climb. It hit twenty-three out of twenty-six. Eighty-eight percent. The number I'd been chasing. I sat with that for an evening. Twenty-three of twenty-six on compositional reasoning probes the model had never seen during training. The Phase 8 cutover gate from Stage D had been sixty percent. I was thirty points past it. The brain layer had not only survived its missing-from-production months, it had come back stronger. The number was wrong. I figured this out the next morning while writing what was going to be the celebration commit. Something nagged about the eval set. The training data generator built the eval pairs independently from the training pairs, drawn from a different source list. That should have given me a clean train/test split. But I noticed the eval generator was running before the training generator wrote its file, and neither side knew about the other. I dropped into a Python shell and intersected the two pair sets by their input-output keys. Twenty-three of twenty-six held-out probes were also present in training data. Eighty-eight percent of my held-out eval wasn't held out. The model wasn't generalizing. It was memorizing the answers it had already been shown, then being graded on whether it remembered them. The three pairs that were genuinely unseen, I checked those separately. The model got one right. Three out of twelve when I went back through other historical evals and ran the same overlap check. About a quarter, with no statistica

Builder Journal · ARC Prize 2026 There is a specific horror in a detective story when you realize the witness everyone trusted has been lying, or just wrong, the whole time, and every conclusion built on their testimony has to come down with them. I had that moment with my own notes this month. The unreliable witness was me. Context, if you are new to this thread : I'm competing in the ARC Prize 2026, building an agent that has to win games it has never seen. It had been stuck, underperforming on the hidden test in a way I could see on the scoreboard but could not explain, and I had been hunting the cause across several sessions. The two comforting facts In two earlier work sessions I had written down, as settled conclusions, two things about why the agent was failing. One: the failure was a kind that only happens on the hidden online games, so it could not be taken apart and studied on my own machine. Two: the practice games I did have were useless for investigating it anyway, because they scored a flat zero on the relevant measure. Notice what those two beliefs do when you put them together. They say, in a calm and reasonable voice, that there is nothing to be done here. The problem is unreachable, the practice data is a dead end, the smart move is to spend your energy elsewhere. They were not just facts. They were permission to stop looking. So I stopped looking. Twice. The hour that knocked it all down Eventually I made myself do the one thing I had been quietly avoiding. Instead of rereading my own notes for the third time, I went and checked. I wrote small probes and ran them against the real artifacts, the actual code and the actual game data, rather than against my memory of what they did. Both beliefs collapsed inside an hour. The failure was not unreachable. It came apart cleanly, deterministically, on the games I already had sitting on my disk. And the "dead end" practice data was not a dead end at all. It showed the problem plainly the moment I asked it

If you ask me what part of the system I protect the most, the answer is the database. I've been writing software alone for twenty-four years, and across every platform I've built, the rule has stayed the same: the web servers can take whatever you throw at them, the batches can be rebuilt, but the database has to stay idle on purpose. Not because I love idle databases, but because the day a database actually starts to struggle is a day with very few good options. This article is about what "keep the database idle on purpose" actually means in practice, and about one particular kind of graph that, in my experience, almost nobody is watching. The three layers and what each of them gets I think of a production system as having three tiers, and each tier gets a different rule. The web server tier can be horizontally scaled. If load grows, you add machines. If something is wrong, you take a machine out of the pool, and the others handle it. Failures here are visible immediately, and they're cheap to recover from. The batch server tier can be scaled up or out depending on the work. A batch that's too slow can be split. A batch that crashes can be retried. End users don't see batch servers, so a stuck batch is a problem for me and not for them. Some headroom up here is fine. The database tier is the one I treat completely differently. The database is not where you absorb load. The database is what you protect from load. The reason is simple: the other tiers can be rebuilt or re-scaled. The database is the irreplaceable record. If it slows down, everything slows down. If it falls over, you don't have many minutes before the rest of the stack notices. So my rule for the database is: keep it idle. Not idle in the sense of "doing nothing." Idle in the sense of "running well below its capacity, at all times, so that any extra load it picks up has somewhere to go." For more than a decade I ran a large appliance-grade database where I kept the load average below 1 at all times. N

Someone would ask a question in a public Slack channel. Every so often a couple of people would start to answer. Then the manager would step in, say what was going to happen, and the thread would go quiet. On its own, it looks like nothing. A decisive manager keeping things moving. But it was a team going quietly into debt, and the dead Slack thread was one of the interest payments. You already know tech debt. You cut a corner in the code to ship faster, and you pay interest on it later in bugs, slow changes, and the one file nobody wants to touch. Culture debt works the same way, except the corners you cut aren't in the code. They're in the norms, the expectations, and the relationships that decide how people actually work together. But tech debt is visible. You can see it, point at the file, write a ticket, argue about whether it's worth paying down. Culture debt is more dangerous because it gives you none of that. You don't watch it accruing. You see the symptoms, and by the time they show up, the debt has already compounded. Let me tell you how a team I joined got there. The reward was volume. The only thing that reliably got praised was pushing a lot of code. The manager was open about it...their whole framing of the job was being able to out ship anyone on the team. Everyone else stayed quiet. Nobody ever stood up and argued against quality. If you'd asked, the manager would have agreed that testing mattered and that quality mattered. Those things just never got prioritized. So over and over, what actually got rewarded (volume) quietly beat what everyone said they wanted. This didn't happen out loud. The reward silently won every time. You can guess what that bought. Planning went first, so features shipped in half finished states and got abandoned there. Testing basically didn't exist. We had a QA person, but things slipped through constantly. Bugs were everywhere. Plenty of features barely worked, and some just didn't. The human side hollowed out at the same

Oppo's Watch X3 is a Wear OS watch that'll outlast all of its rivals.

These butt-cleaning machines also offer luxe features like custom seat warming and adjustable water flows.

Swimming against the iGarden Swim Jet X Pro 10’s artificial current is a real workout, even if it doesn’t quite replace a full-size lap pool.

By some benchmarks, Julia code can run 10X to 1,000X faster than Python—but there’s a reason it’s not a very popular programming language.

In this podcast, Michael Stiefel spoke to Sarah Wells about the relationship of governance to software architecture. Governance enables teams to work effectively by establishing procedures that minimize system complexity, improve security, and reduce repetitive tasks. Targeted checklists help engineers by reducing the stress over these procedures. By Sarah Wells