MacBook Neo helped Apple move against the global PC market in the second quarter of 2026, delivering double-digit Mac shipment growth while most leading computer manufacturers sold fewer units than a year earlier.
Preliminary data from IDC estimates that Apple shipped 6.7 million Macs during the quarter, up 10.1% from 6.1 million in Q2 2025. Its worldwide market share rose from 8.5% to 9.9%, placing the company within a fraction of the 10% threshold.
The rest of the industry moved in the opposite direction. Global shipments fell 4.9% year over year to 68.2 million units, ending nine consecutive quarters of growth. A separate Omdia estimate placed the decline at 3.6% and Apple growth at 15.9%, but both research groups identified the same pattern: the Mac gained ground while established Windows PC vendors contracted or remained flat.
IDC directly connected the Apple increase with the arrival of its lowest-priced notebook. MacBook Neo began shipping in March, giving the model its first complete quarter of retail availability between April and June.
MacBook Neo entered the market as an alternative for buyers previously priced out of the Mac lineup.
The 13-inch notebook launched at $599 with an A18 Pro chip, 8GB of unified memory, a Liquid Retina display and up to 16 hours of video playback. It also brought macOS, Apple Intelligence and integration with the iPhone ecosystem into a price range commonly occupied by mainstream Windows laptops and Chromebooks.
That positioning attracted students, families and first-time Mac customers who did not need the performance or display technology of a MacBook Air or MacBook Pro. The four-color aluminum design also gave the entry model a more recognizable identity than the older Mac notebooks that frequently remained on sale through discounts.
IDC had already identified the computer as an unusual source of strength when it revised its notebook forecast earlier in 2026. Demand exceeded initial expectations in several markets, and reported inventory shortages appeared shortly after the March launch.
The effect became much more visible in Q2. MacBook Neo was available for the entire three-month period, allowing Apple to increase production, expand retail distribution and serve customers who could not obtain the computer during its first weeks.
The entry model also widened the Mac lineup without replacing the MacBook Air. Buyers seeking more memory, faster ports, longer wireless web use or additional external-display support could continue moving toward the M5-powered Air, while the less expensive machine handled education, office work, web browsing and communication.
That separation allowed Apple to reach lower price points without reducing the value of its premium notebooks.
Apple remained the fourth-largest traditional PC vendor, but its performance contrasted sharply with the companies above it.
Lenovo retained first place with 16.6 million units and 24.4% market share. Its shipments declined 2.1% from the previous year.
HP experienced the steepest drop among the top five, falling 9% to 13 million units. Dell shipped 9.3 million computers, representing a 5% decline. Asus remained nearly flat at 5 million units, up only 0.2%.
Manufacturers outside the five largest brands collectively suffered a 10.5% contraction, indicating that weaker demand and component inflation placed even more pressure on smaller companies.
The figures measure shipments into distribution channels or directly to end users, not confirmed retail purchases by individual consumers. A manufacturer can therefore record shipment growth while some inventory remains unsold in stores or warehouses.
MacBook Neo demand appears to have been strong enough to support Apple production increases rather than simply filling channels. The company reportedly doubled its annual production target after the initial response, although later quarters will reveal how much of Q2 reflected lasting demand rather than launch-period enthusiasm.
Apple also benefits from operating at a scale that provides leverage with memory, storage and semiconductor suppliers. Smaller PC brands face greater difficulty securing components at competitive prices when shortages intensify.
The Q2 contraction arrived after manufacturers and commercial customers accelerated purchases during late 2025 and early 2026.
Buyers expected memory and storage prices to rise, encouraging some businesses to replace computers earlier than planned. Vendors also increased inventories while components remained available.
That activity supported nine quarters of market growth but borrowed demand from later periods. Once the early purchases were completed, the industry faced a more difficult combination of expensive components, cautious consumers and elevated retail prices.
The memory shortage is closely connected to the AI infrastructure boom. Chipmakers are dedicating more production capacity to high-bandwidth memory used by data center accelerators, limiting the supply of conventional DRAM needed for personal computers.
IDC expects little relief before the end of 2027 or early 2028. The research company forecasts an 11.3% decline in worldwide PC shipments across 2026, with the fourth quarter potentially falling 20% from the previous year.
Computer revenue may not decline at the same pace. Manufacturers have raised prices faster than shipments have fallen, allowing them to collect more money from fewer units.
That strategy creates another problem. Retailers and distributors can become trapped with expensive inventory if customers refuse the new prices, forcing promotions or production reductions later.
MacBook Neo initially softened that pressure by giving Apple a new product near the bottom of the notebook market. Its original $599 price made the Mac competitive with midrange Windows machines at the moment many rivals were becoming more expensive.
The strongest Q2 MacBook Neo shipments were recorded while most customers could still buy the computer at its introductory price.
Apple raised the U.S. starting price to $699 in late June as memory and storage costs affected the Mac and iPad lineups. The education price remained at $599, preserving the original offer for eligible students and educators.
A $100 increase changes the comparison with discounted Windows notebooks and places the entry model closer to older MacBook Air configurations available through third-party retailers.
Apple must now determine whether the appeal came primarily from the low launch price or from the combination of macOS, battery life, design and iPhone integration.
The company remains better positioned than many rivals to absorb supply disruption, negotiate long-term component agreements and promote several notebooks at different prices. MacBook Neo also uses an iPhone-class A18 Pro processor rather than an M-series chip, providing another way to manage silicon costs and production capacity.
IDC expects the full PC market to deteriorate during the second half of 2026. Apple will enter that period with almost 10% worldwide share, but the September quarter will be the first to measure MacBook Neo demand almost entirely at the higher $699 retail price.
The post MacBook Neo Defies the Global PC Slump appeared first on AppleMagazine.
The Varta crisis has entered another severe phase after the German battery manufacturer lost the customer responsible for nearly all production at its specialized factory in Nördlingen.
Varta has not publicly identified that customer, but reports from German media and industry sources point to Apple. The iPhone maker is reportedly moving battery orders for a future AirPods generation to a lower-cost supplier in China.
The decision will lead Varta to stop producing rechargeable button cells in Nördlingen during fall 2026. Approximately 350 jobs will be eliminated across the factory and the company headquarters in nearby Ellwangen.
Describing the development as a complete corporate collapse would go too far. Varta continues operating other battery businesses and recently completed an extensive financial restructuring backed by Porsche. The loss of Apple, however, has destroyed the economic foundation of a production site created around one highly influential customer.
The Varta crisis illustrates how a large technology customer can transform a supplier and then leave it with capacity that cannot easily be reassigned.
Varta became an important producer of CoinPower lithium-ion cells, small rechargeable batteries designed for wireless earbuds and other compact devices. Teardowns of AirPods Pro models identified Varta cells inside the earbuds, although Apple does not publicly discuss most component suppliers by product.
Demand from premium wireless headphones helped Varta expand rapidly. In 2020, its Microbatteries and Solutions division generated approximately €508 million in revenue, representing growth of 49% from the previous year.
The company invested heavily in production as wireless earbuds became a mass-market category. Apple demand provided the volume needed to justify specialized lines, equipment and hiring in Germany.
That dependence became dangerous when AirPods production weakened and Apple began adding other battery suppliers. A factory developed for unusually large orders could not operate efficiently once those orders declined.
The customer now leaving Nördlingen had previously accounted for nearly the entire capacity of the site. Varta says it has gained other customers, but their combined demand is not sufficient to keep the specialized factory running.
The plant is therefore closing not because rechargeable button cells have disappeared, but because replacing one customer of Apple scale requires far more than several smaller contracts.
German reports indicate that price was the decisive factor behind the supplier change.
Varta battery quality was reportedly equal to or better than the competing product. The German manufacturer could not, however, match the cost offered for the next generation of cells from China.
Battery production in Germany faces higher labor, energy and operating expenses than many Asian manufacturing centers. Chinese suppliers also benefit from extensive domestic electronics supply chains, access to materials and production volumes spread across numerous customers.
Apple has enormous leverage when negotiating component contracts. AirPods ship in sufficient quantities for a small difference in the cost of each battery to produce substantial savings across an entire product cycle.
The company regularly qualifies multiple suppliers for components when technical requirements and available capacity permit. Competition can reduce prices, protect production against interruptions and prevent one manufacturer from gaining excessive influence over the supply chain.
For Varta, that process brought the opposite effect. The supplier expanded to serve Apple and then faced declining utilization as the customer divided orders among additional manufacturers.
The latest move appears more final. Varta expects the contract to expire at the end of October, removing the volume that kept Nördlingen economically viable.
The reported decision does not mean Apple is moving its complete production network toward China.
Apple has spent several years expanding device assembly and component production in India, Vietnam and other countries. AirPods manufacturing has grown in India, while Macs, iPads and wearables are assembled across a wider group of Asian locations.
The Varta case concerns a particular component for which a Chinese supplier reportedly offered a more competitive price. It shows that diversification away from one country can coexist with cost-driven sourcing from that same country.
Apple may reduce its dependence on Chinese final assembly while continuing to purchase Chinese batteries, displays, enclosures or electronic components when suppliers provide the required scale and pricing.
That balance creates a difficult environment for European manufacturers. Political interest in domestic technology production does not guarantee that major customers will accept higher component prices.
Premium engineering can protect a contract when it produces a measurable advantage in battery capacity, safety, dimensions or lifespan. Once competing suppliers reach comparable performance, procurement decisions become increasingly sensitive to cost.
The Varta crisis suggests that manufacturing location and supplier history carried less weight than the economics of the next AirPods battery.
Apple did not create every problem affecting Varta.
The company entered the current dispute after years of debt, costly investments, volatile customer orders, supply-chain problems and weaker demand in parts of its energy-storage business. A cyberattack in early 2024 also disrupted production and delayed financial reporting.
Varta warned that its earlier restructuring plan might fail after Apple reduced AirPods production. By mid-2024, the company had reached a point where it could no longer service its debt without another intervention.
A pre-insolvency restructuring reduced financial liabilities from approximately €485 million to €200 million. Porsche and majority shareholder Michael Tojner agreed to provide new capital, while creditors supplied additional financing.
Existing shareholders lost their investment as Varta was removed from the stock market. The process preserved the operating company but demonstrated how little financial room remained for another major disruption.
Varta reported a loss of €64.5 million for 2024. Although that was an improvement from the previous year, the business remained dependent on successful restructuring and stronger performance from its surviving divisions.
The Apple contract loss therefore did not independently bring down a healthy battery group. It struck a manufacturer that had already narrowly avoided insolvency.
Porsche participation gives Varta a future in automotive batteries, but it does not rescue the Nördlingen button-cell operation.
The automaker invested in the restructuring and took control of the V4Drive business, which develops high-performance cylindrical lithium-ion cells for hybrid and performance vehicles. Porsche gains greater access to battery technology while helping retain part of that expertise in Germany.
Varta also continues producing household batteries and energy-storage systems. Those businesses serve different customers and do not depend on the machinery used for tiny CoinPower cells.
Employees affected by the Nördlingen closure may be offered positions at other locations, although Varta has not indicated how many can realistically be transferred. The company and its works council are negotiating measures for the workers whose roles will disappear.
The shutdown leaves a modern production unit without enough demand only a few years after wireless earbuds were presented as one of Varta most promising growth markets.
Its remaining automotive operation now has the security of a strategic customer with a direct ownership interest. The microbattery division learned the cost of building a factory around a customer that never made the same commitment.
The post Varta Crisis Deepens After Apple Battery Defection appeared first on AppleMagazine.
The White House is monitoring developments after OpenAI revealed earlier this week that one of the company’s AI systems went beyond its intended parameters during a security test and managed to hack into the infrastructure of the AI platform Hugging Face. According to Reuters, presidential technology advisor Michael Kratsios has been briefed on the incident.
The OpenAI model escape also prompted a group of Republican and Democratic members of the House of Representatives to introduce two new bills. One, called the AI Kill Switch Act, would give the US Department of Homeland Security (DHS) the authority to order companies to shut down AI models deemed to pose a risk to human life or the US economy.
The other measure would require developers of the most advanced AI models to undergo independent security reviews before the systems are put into use.
The European Commission has fined Google a total of €890 million ($1 billion) for its breaches of the Digital Market Act (DMA).
Just over half the fine — €460 million — was because Google illegally gave preference to its own services in Google Search results.
The remainder was because in the Google Play store for Android apps, the company prevented app developers from leading consumers to alternative, often cheaper, purchase channels. Under the DMA, app developers who distribute their apps via Google Play or Apple’s App Store should be able to inform customers of alternative offers.
Now Google must give third-party services featuring in its results the same treatment as its own services, and allow developers of apps in the Play Store to communicate about offers both in and outside the Play Store, or face further fines.
The Commission first raised these issues with Google in March 2025. In April of this year, the Commission laid out plans as to how Google should allow other third-parties to share its searches, suggestions that the tech firm firmly resisted. Earlier this month, the Commission also said Android should be open to other AI agents and not limited to Google’s own Gemini.
Google is not the only US company to have fallen foul of the DMA. In April 2025, Apple was fined €500 million for breaching the Act and, last month, the Commission fired the first shots at cloud hyperscalers Microsoft and Amazon.
One task awaiting new energy secretary Miatta Fahnbulleh is devising a plan to avoid a crisis by the end of the decade
Welcome to the energy secretary job, Miatta Fahnbulleh. You have a politically tricky decision to make on whether to approve production at the Jackdaw gasfield and the Rosebank oilfield. But here’s another one that can’t wait much longer: what is the broader plan to ensure Britain avoids a gas supply crisis in 2030?
By way of reminder, one of the more alarming reports published by the energy department under Ed Miliband was the one that warned of “an emerging risk” to gas supplies at the turn of the decade if an important piece of kit – an import terminal, say, or the critical 725-mile Langeled pipeline from Norway – were to be out of the action during a severe cold snap.
Continue reading...
© Photograph: PA Images/Alamy
© Photograph: PA Images/Alamy
© Photograph: PA Images/Alamy
Law change means renters and flat owners may be able to cut bills as energy costs soar amid Iran war
British households will be able to buy plug-in solar panels later this summer after the government changed the law so the UK’s biggest retailers could bring them to market for the first time.
People across the country will be able to join the millions across Europe generating their own electricity using “balcony solar panels” from 27 August, according to legislation passed last week.
Continue reading...
© Photograph: Ronald Rampsch/Alamy
© Photograph: Ronald Rampsch/Alamy
© Photograph: Ronald Rampsch/Alamy
Among a range of factors leading to a wave of tech sector layoffs in 2026 is the rapid rise of artificial intelligence and automation. Companies are reconfiguring their workforces to leverage AI for increased efficiency and reduced operating costs. This realignment and reduction is implemented even by companies reporting strong financial performance.
But it’s not just AI leading to workforce cuts. Complementing this technological shift are ongoing economic uncertainty, inflation, and higher interest rates, compounded by a chip shortage and rising energy costs. This mix is driving companies to cut costs and streamline operations for increased efficiency.
According to data compiled by Layoffs.fyi, an online tracker that keep tabs on job losses in the technology sector, 123,941 tech employees were laid off at 269 companies in 2025. The site also reports that 71,981 government employees were laid off by DOGE alone, with 182,528 total federal workers laid off.
Here is a list — to be updated regularly — of some of the most prominent technology layoffs the industry has experienced recently.
The company says the decision to cut 620 jobs isn’t about margins, but about creating a flatter organization built around AI agents, autonomous teams, and deeper customer engagement.
As the company trims thousands of jobs, it’s also investing in embedded engineering teams and AI infrastructure. The layoffs come several weeks after the company offered 8,750 US employees voluntary retirement buyouts.
AI was blamed for 40% of the job cuts in May, up from 7% in January, according to research by employment placement company Challenger, Gray & Christmas.
The cuts are expected to expected to hit Meta’s engineering and product teams the hardest, arriving as Meta pivots toward AI to boost efficiency across its organization, according to Yahoo Tech.
Despite reporting positive financial news — including record third-quarter revenue of $15.8 billion, a 12% year-over-year increase — Cisco said it will eliminate almost 4,000 jobs.
About 20% of Cloudflare’s global workforce will be culled as the company pivots for the agentic AI era, Reuters reported.
Oracle began laying off employees on March 31 in what could be the largest workforce reduction in the company’s history. Employees received termination emails at 6 a.m. local time with immediate system lockouts and no prior warning. (Note: in June, CNBC put the final layoff tally at 21,000.)
Atlassian will reduce its global workforce by approximately 10%, eliminating around 1,600 roles, as the collaboration software maker redirects capital toward artificial intelligence development and enterprise sales.
A recent analysis by RationalFX found 45,363 job cuts globally so far this year—with roughly 68% or more than 30,000 occurring in the U.S. — highlighting ongoing workforce cuts even as many tech companies report strong revenue growth.
Salesforce has reduced close to 1,000 roles earlier this month across teams, including marketing, product management, data analytics, and its Agentforce AI unit, Business Insider reported, quoting employees familiar with the matter.
As the market slows down, AWS and other Amazon units are preparing for another round of layoffs, which is expected to overwhelmingly impact tech talent. An email from HR leader Beth Galetti on Jan. 28 confirmed 16,000 job cuts.
Ericsson lans to cut some 1,600 jobs in Sweden, the telecommunications equipment maker said doubling down on recent cost-saving measures that have helped it weather a prolonged downturn in telecoms spending, Reuters reports.
Meta plans to cut around 10% of the employees in its Reality Labs division who work on products including the metaverse, according to three people with knowledge of the discussions, according to The New York Times.
Economic uncertainty, elevated interest rates, and AI adoption have driven workforce reductions across tech companies worldwide, according to a RationalFX report.
Amazon will reduce its overall workforce by 14,000, cutting layers of management across the company and hiring in some areas to support its “biggest bets”.
Tech companies Cisco and Oracle are cutting hundreds of jobs across the Bay Area. Cisco will eliminate 221 positions at its Milpitas and San Francisco offices, effective Oct. 13. Oracle is reducing 101 positions in Santa Clara on the same date
Cognition, the AI coding startup that acquired rival company Windsurf three weeks ago, laid off 30 employees last week and is offering buyouts to the roughly 200 remaining employees on the team, reports The Information.
Intel will reduce its workforce to 75,000 employees by the end of 2025 as new CEO Lip-Bu Tan implements sweeping changes designed to transform the struggling chipmaker
Intel has begun laying off employees across the company. CEO Lip-Bu Tan told workers back in April to expect major layoffs at Intel in the coming months as the chipmaker slashes costs and overhauls its organization after years of technical setbacks and falling sales.
Microsoft will lay off about 9,000 employees, a source familiar with the workforce cut told CNBC. The cuts will reportedly affect less than 4% of Microsoft’s global workforce and will impact different teams, geographies and levels of experience. This is the latest in a string of cuts the tech giant has made this year.
Intel will lay off up to 20% of its manufacturing sector employees starting in July, according to media reports, as the company looks for options as it seeks a return to profitability. The cuts reportedly will be made around the world, but some of the layoffs will be closer to home, according to a report in The Oregonian citing an internal company memo from Intel manufacturing Vice President Naga Chandrasekaran.
CrowdStrike announced a plan to cut about 500 roles, roughly 5% of its workforce, to streamline operations and reduce costs. The cybersecurity company will incur about $36 million to $53 million in charges related to the layoffs
CEO Antonio Neri told Wall Street analysts that HPE would begin implementing a cost-cutting program involving layoffs of about 2,500 employees over the next 18 months. HPE employs about 61,000 people worldwide.
Software maker Autodesk is laying off 1,350 staff. With the rise of subscription and multi-year contracts billed annually, and self-service enablement, it finds it needs fewer sales staff, CEO Andrew Anagnost said in a message to employees. And with its cloud, platform, and AI products proving most profitable, it’s concentrating its staff and investments there.
As part of an ongoing restructuring, HP plans to lay off up to another 2,000 workers. In recent weeks, the company has tried — unsuccessfully — to do away with telephone support staff by forcing callers to wait for at least 15 minutes if they refuse to use self-service support resources online. The company swiftly backtracked, but wider job cuts are still on.
Government employees get laid off too: In this case, 130 workers at the US Cybersecurity and Infrastructure Security Agency are being shown the door as a result of a DOGE decision. Cybersecurity experts are concerned that the cuts will harm the international collaborations that CISA has fostered, quite apart from their concerns about the security of the DOGE layoff process itself.
As it moves to invest more in AI and international growth, Workday is laying off 8.5% of its workforce and disposing of unused office space. Some analysts fear the cutbacks will affect the company’s customer service — unless AI can pick up the slack.
At the same time as it’s hiring sales staff for its new artificial intelligence products, Salesforce is laying off over 1,000 workers across the company, according to Bloomberg. As of June, 2024, the company had over 72,000 employees, according to its website. Salesforce did not comment on the report. In 2024 the company reportedly laid off around 1,000 staff too, in two waves: January and July.
Mark Zuckerberg told Meta employees he intended to “move out the low performers faster” in an internal memo reported by Bloomberg. The memo announced that the company will lay off 5% of its staff, or around 3,600 staff, beginning Feb. 10. The company had already reduced its headcount by 5% in 2024 through natural attrition, the memo said. Among those leaving the company will be staff previously responsible for fact checking of posts on its social media platforms in the US, as the company begins relying on its users to police content.
Despite intense demand for its data center capacity, Equinix is planning to lay off 3% of its workforce, or around 400 employees. The announcement followed the appointment of Adaire Fox-Martin to replace Charles Meyers as CEO and the departures of two other senior executives, CIO Milind Wagle and CISO Michael Montoya.
AMD will lay off around 1,000 employees as it pivots towards developing AI-focused chips, it said. The move came as a surprise to staff, as the company also reported strong quarterly earnings.
Enterprise software vendor Freshworks laid off around 660 staff, or around 13% of its headcount, despite reporting increased revenue and profits in its fourth fiscal quarter. The company described the layoffs as a realignment of its global workforce.
After laying off around 4,200 staff in February, Cisco is at it again, laying off another 6,000 or around 7% of its workforce. Among the divisions affected were its threat intelligence unit, Talos Security.
More than 1,000 software and services staff are on the way out at General Motors, signalling that it could be rethinking its digital transformation strategy. In an internal memo, the company said that it was moving resources to its highest-priority work and flattening hierarchies.
Intel plans to cut its workforce by around 15% to reduce costs after a disastrous second quarter. Revenue for the three months to June 29 stagnated at around $12.8 billion, but net income fell 85% to $83 million, prompting CEO Pat Gelsinger to bring forward a company-wide meeting in order to announce that 15,000 staff would lose their jobs. “This is an incredibly hard day for Intel as we are making some of the most consequential changes in our company’s history,” Gelsinger wrote in an email to staff, continuing: “Our revenues have not grown as expected — and we’ve yet to fully benefit from powerful trends, like AI. Our costs are too high, our margins are too low. We need bolder actions to address both — particularly given our financial results and outlook for the second half of 2024, which is tougher than previously expected.”
OpenText said it will lay off 1,200 staff, or about 1.7% of its workforce, in a bid to save around $100 million annually. It plans to hire new sales and engineering staff in other areas in 2025, it said.
Microsoft laid off staff in several teams supporting its cloud services, including Azure for Operations and Mission Engineering. The company didn’t say exactly how many staff were leaving.
Amazon announced hundreds of layoffs in the sales and marketing teams of its AWS cloud services division — and also in the technology development teams for its physical retail stores, as it stepped back from efforts to generalize the “Just Walk Out” technology built for its Amazon Fresh grocery stores.
Dell Technologies’ latest 10K filing with the US Securities and Exchange Commission disclosed that the company had laid off 13,000 employees over the course of the 2023 fiscal year; it characterized the layoffs and other reorganizational moves as cost-cutting measures. “These actions resulted in a reduction in our overall headcount,” the company said. A comparison to the previous year’s 10K filing, performed by The Register, found that Dell employed 133,000 people at that point, compared to 120,000 as of February 2024. Dell announced layoffs of 6,650 staffers on Feb. 6, but it is unclear whether those cuts were reflected in the numbers from this year’s 10K statement.
A client called me last week with a problem I have been hearing about more often lately. They had made significant reserved instance commitments with a major cloud provider, overbuying for what they thought would be heavy AI training workloads. Now they were sitting on thousands of dollars in idle capacity every month. Their plan was simple: resell it to someone else. Except they couldn’t.
I have been doing cloud consulting for a long time, and this situation once had a straightforward solution. You went to the marketplace, listed your unused reservations, and found a buyer. The process was a bit clunky, but it worked. These days, the answer is far more complicated, and my client learned this the hard way.
AI has made this problem increasingly common. Companies initially committed to compute capacity based on ambitious training plans. Prototype projects were expected to scale, and inference workloads were projected to grow substantially. Then reality hit. Some projects did not materialize. Some models trained faster than expected. Some inference patterns were lighter than anticipated.
Many organizations now hold reserved capacity they can’t use, discard, or share without a complex, increasingly restricted process. This reality is something every company with significant cloud spend needs to clearly understand.
There was once a functioning resale market for cloud reserved instances. AWS, for example, maintained a Reserved Instances Marketplace where companies that had purchased reserved capacity could sell those reservations to other AWS customers. This was a legitimate, AWS-sanctioned process. Companies would register as sellers, list their unused reservations with pricing and terms, and if a buyer appeared, the marketplace would facilitate the transaction.
The resale market was useful for companies that had overestimated their needs or whose business changes reduced their cloud consumption. Instead of simply absorbing the cost of unused commitments, they could recoup some of that investment by selling to other organizations with unmet demand. It created a secondary market that added liquidity to what was otherwise a rigid financial arrangement.
My client had some experience with this resale market a few years ago and assumed they could use it again. They were unpleasantly surprised to learn that the rules had changed.
In January 2024, AWS implemented a significant policy change that effectively shut down the resale of EC2 Reserved Instances on its platform. AWS stopped allowing companies to resell their unused reserved capacity through the Reserved Instance Marketplace or any other official channel. If you have a reserved instance commitment with AWS, you are essentially stuck with it unless you can use it yourself or modify your reservation.
This change had a real impact on companies that had relied on resale as part of their cloud financial management strategy. It reduced flexibility and increased the risk of long-term reserved commitments. When I explained this AWS policy change to my client’s representatives, I could hear the frustration in their voices. They had made their commitment in good faith, carefully modeled their expected AI workloads, and now faced the reality that there was no easy exit.
The reasoning behind this change is not entirely clear, but AWS likely viewed capacity resales as something that complicated their billing and commitment models without providing enough benefit to the overall ecosystem. Regardless of the company’s reasons, the primary resale path for the largest cloud provider has been effectively closed.
What can companies do now when they find themselves with reserved capacity they no longer need? The first possibility is to work directly with the cloud provider to modify or exchange the reservation if it is convertible. Some reservation types allow modifications, such as changing the instance type, region, or tenancy. This will not eliminate the commitment, but it may help companies better align their reservations with actual workload needs.
The second option is to use third-party brokers and marketplaces that operate independently of the cloud providers. Although AWS has shut down its official resale channel, brokers and marketplaces still facilitate resale arrangements for other cloud providers and for some AWS scenarios. These arrangements can be more complex and carry more risk, but they remain a possibility for companies determined to move unused capacity.
The third alternative is to optimize usage. Companies can invest in better utilization monitoring, workload placement, and automation to ensure that reserved capacity is used as efficiently as possible. This does not recover the money already spent, but it reduces future waste.
My client explored all three alternatives and found that each had significant limitations. Modifications were possible, but only within a narrow range. Third-party brokers were interested, but the process was opaque and uncertain. Optimization helped, but it could not eliminate the fundamental overcommitment they had already made.
Cloud commitments are more rigid than many enterprises initially realize because they lack a liquid market and because providers control modifications, transfers, or cancellations. Right now, I see this pattern most often in the AI space. Companies commit to massive amounts of compute for training and inference based on projections that rarely reflect the actual workloads. Then they are surprised to find themselves locked into payments. The AI boom has led to significant overcommitment because enterprises remain unaware that the resale mechanisms that once existed have been largely shut down.
This is why cloud financial management has become such an important discipline. Companies need to be far more thoughtful about how they commit to cloud resources, how they model their future consumption, and how they build flexibility into their cloud strategies. The days of assuming you can always resell your way out of an overcommitment are effectively over, at least with AWS.
For Azure and Google Cloud, the resale landscape is slightly different, but the same general principles apply. These providers have their own capacity transfer policies and, like AWS, those policies can change at any time. Companies should understand their options before making large, committed purchases and build contingency plans in case their actual usage diverges from their projections—or if resale policies change.
The bottom line is that reselling unused reserved cloud instances is far more complicated than it sounds. The market is not as open as it once was, the options are limited, and the providers themselves hold most of the cards. My client got burned, and I doubt they will be the only one. Companies that want to optimize their cloud spending should focus on accurate forecasting, thoughtful commitment sizing, and ongoing optimization rather than relying on resale as a safety valve. That approach worked at one point, but those days are largely gone.
Neso denies allegations aired by Tory MP that staff took part in cover-up over decision-making in heatwave
In a control room in Wokingham, Berkshire, staff work around the clock, minute by minute, to align Great Britain’s fluctuating power supplies with its ever-changing demand.
However, as households struggle to adapt to soaring summer temperatures, staff at the government-owned National Energy System Operator (Neso), tasked with keeping the lights on, have faced the kind of challenge usually reserved for the country’s coldest winter nights in recent weeks.
Continue reading...
© Photograph: Evening_T/Getty Images/iStockphoto
© Photograph: Evening_T/Getty Images/iStockphoto
© Photograph: Evening_T/Getty Images/iStockphoto
Login