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Employees had previously raised concerns about the initiative, which involves collecting workers’ keystroke data to train AI models.

"Fractional CTO" has become the title people put on their LinkedIn profile when "senior developer" doesn't sound senior enough. I play this role for some of my clients, so I have opinions about what it actually means — and what it doesn't. The confusion isn't just semantics. If you hire the wrong thing under this label, you pay consulting rates for work that a good contractor would have done better. The Problem with the Label The term covers a surprisingly wide range of people and arrangements. At one end, you have experienced technical leaders — people who have actually run engineering organizations, made architectural decisions that constrained companies for years, hired and let go technical staff, and owned the consequences. At the other end, you have developers who decided their day rate felt more justifiable with a fancier title. Both call themselves fractional CTOs. The market hasn't sorted this out yet. The reason it matters: these are fundamentally different services with different prices, different deliverables, and different risks. Mixing them up is how companies end up paying €200/hour for someone to help them choose a JavaScript framework. What a Real Fractional CTO Actually Owns Owns is the operative word. Not "advises on." Not "contributes to." Owns. Technical architecture decisions. When you're building a system that will handle real volume, real users, and real money — the decisions made in the first few months constrain everything that follows. What database, what caching strategy, how the services are separated, where the complexity lives. A fractional CTO makes those calls and stakes their reputation on them. They're not writing a report about options. They're deciding. Tech stack and vendor selection. When a vendor pitches you something, someone needs to evaluate it who has seen enough vendors to know which ones are overselling. When a developer suggests a library, someone needs to know whether it's the right tool or just the tool that developer

Big Tech is throwing big money into data center buildouts. As national opposition to the facilities grows, some workers are beginning to question whether it’s worth it.

The history books are littered with the corpses of corporate record labels started by companies that had no business being in the music industry. Bose thinks it can be the exception to the rule. It thinks it can be Red Bull. And, while Bose has more of a right to dip its toes into the […]

Anthropic recently reported that Claude now handles around 95% of its internal analytics requests, letting employees query business data independently instead of relying on data teams. The company attributes this result less to advances in models and more to data governance, semantic definitions, and operational discipline. By Renato Losio

The biggest World Cup ever is pushing fans, players, and host cities to their limits—and experts say this is only the beginning.

Getting the future right is now big business. But at a festival in Berkeley, forecasters worry that sports markets could take the whole industry down.

Anthropic still can’t distribute Claude Mythos or Fable 5 after running afoul of the Trump administration. But no one can say exactly what the company did wrong.

On today’s Uncanny Valley, we dive into the dysfunction in Meta’s newly formed AI unit and why it’s been driving already-low employee morale even further into the ground.

The software engineers filed a complaint with Seattle’s civil rights office accusing Amazon of illegally retaliating against them for expressing their personal political beliefs.

The rich are getting richer. Here’s what wealth advisers are telling their tech clients right now.

Days before Anthropic took its most advanced AI models offline, the White House ordered the company to revoke SK Telecom’s access to Claude Mythos over claims of alleged ties to China.

In Shenzhen, workers at IO-AI Tech control humanoid robots using a VR rig reminiscent of Ready Player One.

The build-vs-buy question gets answered wrong in both directions. Scrappy teams build things they should have bought, wasting six months reinventing Stripe. Enterprise teams buy things they should have built, ending up with a duct-taped stack of ten SaaS products that cost more than a full-stack engineer. The real answer depends on five questions most decision frameworks don't ask. This guide is a practical walkthrough for anyone trying to figure out the right call for their own business. The Myth That Distorts Every Build-vs-Buy Conversation "Buying is cheaper." This is the default assumption, and it's wrong often enough to be dangerous. Buying looks cheaper because the cost is monthly instead of upfront -- a psychological trick, not an economic one. Run the numbers on any SaaS tool over 5 years and you'll usually find the cost lands within 2x of building custom. Sometimes below. The real cost difference is not price; it's time, flexibility, and ownership. When you buy: You spend less today, more in year 3 You get speed now, rigidity later You trade money for control You own none of the code When you build: You spend more today, less per year You trade speed now for flexibility later You trade money for control You own the code and can change anything Both are rational trades. The question is which one matches the stage and strategy of your business. When Buying Wins Start with the easy case. Buy off-the-shelf when: 1. The problem is generic and solved. Email hosting, payment processing, accounting, HR payroll, customer support tickets, video conferencing, file storage. These are solved problems. Building your own is nearly always the wrong call. 2. The space has mature competitive options. If there are 5 reputable companies competing on price and features, you benefit from that competition. Building custom takes you out of it. 3. Your process is standard. If you do exactly what every other company in your vertical does, a tool built for every company in your verti

A Silicon Valley software maker and an ecommerce company reveal to WIRED how they are navigating the emerging challenge of “tokenomics.”

Anthropic leaders flew to Washington, DC, to meet with White House officials on Monday. After high-level talks, they're still split on the risk Claude Fable 5 presents.

In an internal memo seen by WIRED, Bosworth promised employees more stability, better communication, and the return of workplace perks as the company seeks to improve morale.

Today, I’m talking with Adam Bry, who is CEO of Skydio, the leading US maker of autonomous drones. Before we recorded this episode, I actually got to remotely operate one of Skydio’s drones in the Bay Area from Adam’s laptop in our podcast studio in New York and fly an indoor drone around our office. […]

Fox has announced that it's acquiring Roku outright, in a deal that values the streaming company at $22 billion. Once the deal is complete, Fox content will be promoted more heavily than before on Roku streamers and smart TVs. The deal will see Fox's TV networks and Tubi streamer combine with Roku's network of streaming […]

The UK government is introducing a ban on social media for children and a minimum age for some chatbots in an attempt to shield young people from dangerous corners of the web.