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From galaxies to groceries: how Sarah Bridle made the switch from cosmology to food

20 July 2026 at 11:00

What happens when a cosmologist points their tools at the dinner plate instead of the night sky? One person who has done just that is Sarah Bridle, who studied natural sciences at the University of Cambridge in the UK and then stayed on to do a PhD in cosmology, graduating in 2000. Having spent two decades mapping dark matter and building large collaborations around open data, Bridle is now chair in food, climate and society at the University of York, applying that same quantitative, physics based mindset to food.

Food manufacturing is a huge sector: in the UK, it employs 400,000 people and contributes £28bn to the economy. Physics underpins much in the field – everything from productivity, food safety and food security to health and nutrition, waste reduction and environmental impact. Bridle talks to Gleb Yakubov, a food physicist at the University of Leeds, about what inspired their switch from cosmology to food physics and tips for those looking to follow suit. Yakubov is a committee member of the food physics group of the Institute of Physics (IOP), which bridges industry and academia, raises the profile of physics in food, and represents the community to policymakers.

What attracted you to food physics?

It began when I heard that the late David MacKay, who was working at the University of Cambridge, was ill. He worked on error-correction codes, education and artificial intelligence, before pivoting to sustainability and became chief scientific adviser to the UK energy department. I started thinking hard about why we do what we do, and what would happen without him doing the fantastic work he led on energy and climate.

I began watching his talks and learning about climate change – something I hadn’t really engaged with while immersed in astrophysics. In one of his penultimate presentations, he highlighted food as having huge potential to influence climate change through diets and how we produce food. From that moment on I wanted to understand this area – it was compelling, timely and I got obsessed.

You’ve called land use the “dark matter” of climate solutions – what do you mean by this?

Most people aren’t aware that food is responsible for up to a third of global greenhouse gas emissions and, in the UK, about 70% of land is used for agriculture. Many climate solutions involve land – forests for sequestration, biofuels, solar – and people often say “we can’t spare land, we need it for food”. But the way we use land for food can be extremely inefficient, which blocks those climate solutions. That’s a huge, underappreciated lever. 

When you started working in food, what surprised you most?

As a data geek, I expected it to be all about technical solutions but what surprised me was how dominant social and cultural factors are too. You see versions of the so-called “Jevons paradox”: introduce an efficient technology and people just use more of it, cancelling the gains. Unless, that is, you pair it with social and cultural change. Food systems aren’t just complicated; they’re a complex mix of people, incentives, norms and feedback loops.

How did you shift that approach, given that people don’t always behave rationally?

I don’t think people are random; they just use different decision criteria than many models assume. For example, if you raise the price of meat to reduce consumption, some people may see it as more of a luxury and desire it more. You can get perverse responses unless you understand the social context. On top of that, my recent work looks at the potential for civil unrest and even societal collapse – uncertainties we wouldn’t have anticipated five years ago. It pushes us to combine quantitative modelling with deeper social insight.

Can you share an example where astrophysics tools didn’t work in a food context?

Early on I tried to repurpose multispectral satellite-imaging techniques to detect blackgrass in UK wheat fields. Blackgrass is a serious weed that hits yields and this felt like a neat transfer – I’d been analysing astronomical imaging, so why not fields? But it turned out to be too difficult with satellite data alone. Variables like soil moisture, rockiness and other field conditions confounded the signals. That experience nudged me away from a pure imaging approach toward broader system modelling – and, later, back to data with more contextual integration.

Tell us about your “future food calculator”?

About five years ago we started building a quantitative model of the food system to compare interventions on a common footing: on-farm practices such as fertiliser, irrigation, crop management; consumer dietary shifts; and land-use choices. We turned it into a web-based dashboard inspired by MacKay’s energy calculator. Users can move sliders, explore UK production and consumption, greenhouse gas emissions, self-sufficiency and land use, and ask, “Do these choices get us to net zero, and with what trade-offs?”

How do you handle the “people” side – demographics and messaging – in such models and outreach?

You have to meet people where they are. Older generations, on average, are more focused on health than climate. Children and younger people tend to feel invincible about health but are very concerned about climate. If you’re trying to encourage dietary change, those differences matter for messaging and for assumptions in models.

What have you learned about information versus behaviour change?

From obesity research we know that giving people information often doesn’t change behaviour. But it does increase receptiveness to policy. You couldn’t have a sugary drinks tax without enough people accepting that sugary drinks contribute to type 2 diabetes and put pressure on the National Health Service.

I think the same is true for climate and food: we need systemic changes that make sustainable choices easy by default, and public understanding helps make those changes legitimate. Reformulation and choice architecture are good examples – you can reduce beef content in a lasagne by adding pulses, or put low-impact options first in canteens. Many people won’t even notice, but outcomes improve.

While space has an intrinsic “wow” factor, how do you create that for the food industry?

For many people there’s a complete disconnect between food and how it’s produced. Experience helps more than pictures so community garden projects, for example, let people see how hard it is to grow food and how weather drives yields. That fosters respect for food, reduces waste, increases interest in the natural world and builds practical resilience.

Agriculture and wind farms in close proximity
Balancing act Food production is responsible for up to a third of global greenhouse gas emissions. (Courtesy: iStock/Stephen Meese)

You’ve also advised on environmental labelling – what should a good label do?

People already face a lot of labels, and shopping may not be when they’re most receptive. Studies show labels don’t shift individual purchasing as much as you might expect. But labels do change production. In pilot programmes, adding climate labels led operators to change what they offered once they saw the differences. In Canada, when authorities announced a tighter threshold for “red” sugar labels, manufacturers reformulated to avoid red. So the big impact is upstream – on what gets produced.

What’s inside the “digital twin” of UK food you’re building and what can it tell policymakers?

We take UK production and consumption, feed use and losses, and then we test interventions and see how they affect greenhouse-gas emissions and self-sufficiency. An example is soil carbon management practices such as how to reduce tillage – the mechanical manipulation of soil to prepare seedbeds – manage crop residues and control weeds. Another is dietary and consumer preference shifts, such as reducing red meat consumption. The twin helps interrogate trade-offs and unintended consequences, and assess whether a bundle of changes can hit net-zero targets while maintaining resilience.

Herbicides like glyphosate illustrate those trade-offs. How do you manage that complexity?

Exactly. No-till – an agricultural technique that plants crops without disturbing the soil through traditional ploughing or tilling – can reduce emissions but may increase reliance on herbicides if weed pressure rises. The point is to quantify those interactions at the system level and compare pathways transparently, rather than assuming any single intervention is universally better in isolation.

How do the field’s data practices compare with astrophysics – and what would you change tomorrow?

Food physics feels like astrophysics did 20–30 years ago. In astrophysics today everybody codes, collaborations are large and data and code are open. When we released Python code on GitHub for food-system models and invited contributions, basically no-one engaged because the skills weren’t there. Many models live in Excel rather than in transparent, version-controlled code.

We need standards, shared datasets, open code and co-ordinated efforts

Sarah Bridle

Even at the policy interface there are gaps: you might get a major report with spreadsheets but not the underlying code or assumptions, which we then have to reverse-engineer. With a problem as urgent as climate change, that level of opacity isn’t defensible. We need standards, shared datasets, open code and co-ordinated efforts.

What advice do you have for physicists or mathematicians who want to follow in your footsteps?

Quantitative modelling, open-source practices and Python-based tooling are highly sought after right now. Help build transparent models and shared datasets, and join or create collaborative efforts that mirror modern astrophysics consortia. Also, find your people. The best advice I got was to “adopt your own mentors”. I worked with a career coach and asked people for 30-minute calls. Many were lukewarm, but a few were transformative and became long-term collaborators. It was painful but made all the difference.

What is a concrete step someone could take now?

One is to bring open-science habits to food-system work: publish code and assumptions, contribute quantitative skills to cross-disciplinary teams, help build shared datasets and reproducible models, and translate findings into accessible tools – like interactive calculators – for policymakers and the public.

What motivates you now?

My motivation is about doing what I can to help with the crisis we’re walking into. It’s a way to channel worries about the future into practical improvements.

Looking a decade ahead, what would success look like for the UK food system?

Success would mean that UK production and consumption are aligned with net-zero targets and that land is used more efficiently so other climate solutions can scale. Through product reformulation and choice, I hope we can make low-impact diets easy by default. I also hope that self-sufficiency and resilience improve – and that open, quantitative modelling with transparent code and assumptions is embedded in policymaking.

The post From galaxies to groceries: how Sarah Bridle made the switch from cosmology to food appeared first on Physics World.

From ideas to industry: a theoretical physicist’s journey into Silicon Valley

1 July 2026 at 11:00

When Ryan Hamerly was a 15-year-old at Boulder High School in Colorado, he spent his summer building a Tesla coil after seeing a classroom demonstration. “I thought that was really, really cool,” he recalls. “I wanted to make one myself, and as a result I ended up studying the theory of electricity and magnetism over one summer.”

In hindsight, Hamerly realizes he didn’t use much theory to construct the coil, which became part of a school physics project. “Most of the design was based on things I had read on the Internet,” he explains, “but I did try to teach myself electricity and magnetism – and it did work in the end.”

In 2006 Hamerly’s interest in physics took him to the California Institute of Technology (Caltech) for his undergraduate studies. Keen to do graduate research, Hamerly was most fascinated by fundamental theoretical problems in quantum field theory, such as dark matter and quantum gravity. But as he started toying between different options, he had a chance encounter with Hideo Mabuchi, an applied physicist at Stanford University.

“One thing that Hideo told me that I thought was particularly fascinating,” says Hamerly, “is that quantum field theory is just a generic tool that applies in many other fields.” He therefore ended up doing a PhD in optical and quantum computing under Mabuchi’s supervision, which he completed in 2016.

Hamerly then moved to Japan, where he studied at the National Institute of Informatics in Tokyo – a time he characterizes as “sort of a postdoc, but more an excuse to travel for a year”. He did, though, get a paper out of it “so it wasn’t wasted”. In Tokyo, Hamerly worked with Mabuchi’s longtime friend Yoshihisa Yamamoto – a quantum optics researcher who had previously led a group at Japanese telecoms giant NTT for over two decades.

Step into industry

When Hamerly returned to the US in 2017, he did a formal postdoc under quantum photonics engineer Dirk Englund at the Massachusetts Institute of Technology (MIT). And in a fortuitous turn of events, Yamamoto also came to the US to establish the Silicon Valley start-up NTT Research, with the intention of forming collaborations with US universities.

“[Yamamoto] just called me up and said they had a position at NTT to work in optical computing,” he says. “At the time it made most sense to stay at MIT working as a collaborator [rather than relocate to the NTT campus] because that was where a lot of our experiments were being done.”

Today, Hamerly is a senior research scientist at NTT Research’s Physics and Informatics (PHI) Lab in Sunnyvale, California. He divides his time between MIT – where his collaboration with Englund continues – and the PHI laboratory, about 15 km from Stanford. He works at the intersection of optics, deep learning and quantum computation. For example, one of Hamerly’s projects looks into ways to reduce the energy consumption of AI data centres using optical interconnects in place of electronic ones.

Researchers hope it might one day be possible to design processors that perform calculations using optical logic that are either impossible, or at least energetically unfeasible, using electronic logic. To this end, in January 2026 Hamerly co-founded Opticore – a company producing photonic integrated circuits for energy-efficient, high-speed AI – with UC Berkeley professors Mengjie Yu and Zaijun Chen, who was previously a postdoc in Englund’s MIT group.

Different setting, same science

Hamerly does not view his place at NTT Research as purely an industry position. “The mission at NTT Research is about generating ideas that will ultimately have some use in industry,” he explains, “but the fundamental focus is on those ideas and on the research.”

The mission at NTT Research is about generating ideas that will ultimately have some use in industry

His experience at NTT Research has shown him that an industrial lab can be smaller and more focused than one at a university – but that can be a double-edged sword. “[At a university] it’s nice to be able to go into seminar rooms and see a talk from a travelling world expert in a different field,” he says, “but on the other hand, the average person [at NTT] tends to be a lot more experienced and productive than say a graduate student in academia who is still learning.”

Ryan Hamerly writing on a whiteboard
Starting out Ryan Hamerly recently helped launch photonic processor start-up Opticore alongside his academic collaborators. (Courtesy: NTT Research, Inc)

However, the chance to meet and interact with scientists from different areas is still the same. “Science is science, regardless of what institution you’re affiliated with,” he says. “We’re still doing the same things: we do research in a lab, we write up the results, submit them and publish them in journals, and we go to conferences and present our work.”

Hamerly still sees himself as principally a theorist. He spends much of his time writing computer code – occasionally for models that run on a supercomputer but usually for models that can run on his laptop. The rest of his time is focused on writing papers, travelling to present work, responding to reviews or in meetings.

Looking to the future, Hamerly believes that technology will impact research, but that the core elements of a researcher’s role are likely to remain similar for the foreseeable future. “The job of a researcher before the Internet, for example, is not too different from a post-Internet researcher,” he says, pointing to how you still have to communicate research via papers and conferences, and understand the field by reading others’ publications.

“There will definitely be changes in the way you do every one of these things in the next 10 years, especially with AI, but I don’t see any of them becoming optional.”

For young researchers entering the field, Hamerly advises keeping your options open. He did not envisage himself leaving full-time academia and work in an industrial lab, but switched because it offered a better opportunity to pursue the research he wanted to do. “They are both good routes to do research,” he concludes, “but you might find – based on which offers you get – that one is better than another.”

The post From ideas to industry: a theoretical physicist’s journey into Silicon Valley appeared first on Physics World.

Ask me anything: Mary Bishai – ‘For a self-professed nerd like me, doing big science is heaven’

15 June 2026 at 11:00

Born and raised in Egypt, Mary Bishai studied physics at the University of Colorado, Boulder, US, before doing a master’s and PhD, also in physics, at Purdue University. After a postdoc at Fermilab, she joined Brookhaven National Laboratory in 2004, where she is now a distinguished scientist. Bishai served as co-spokesperson for the Deep Underground Neutrino Experiment (DUNE) from 2023 to 2025 and, over the years, has collaborated on many other leading particle-physics projects, including MicroBooNE, the Daya Bay neutrino experiment, the Main Injector Neutrino Oscillation Search, the CDF experiment at Fermilab, and the CLEO experiment at Cornell University. In 2026 she was elected fellow of the American Association for the Advancement of Science.

What skills do you use every day in your job?

I enjoy brainstorming. If I am having a mental block or get stuck in a technical or personal interaction issue, I walk down the hall to chat with a colleague about their work – even if it isn’t related to my own problem. This serves two purposes. First, it helps ameliorate the feelings of loneliness and frustration to discuss your challenges with others. Second, a surefire cure for any mental block is to divert your attention to a different topic. Another essential skill is to try to play devil’s advocate with myself and colleagues. My team finds this infuriating sometimes, but it’s vital – you need to be your toughest critic.

What do you like best and least about your job?

For a self-professed nerd like me, doing big science is heaven. I get to geek out on a broad set of technical and scientific challenges and work with lots of really cool experts from a variety of disciplines. Recently, for example, as part of DUNE, I’ve been looking at designs for the infrastructure that houses the Long Baseline Neutrino Facility. Located at Fermilab near Chicago, it will send the world’s most powerful beam of neutrinos to a detector in an underground lab 1300 km away in South Dakota.

In any given week, I might find myself discussing the mechanical engineering of detectors or learning about the civil engineering required for large-scale facilities. I might be discovering fascinating details about the hydrogeology of the Fermilab site, exploring the design of focusing magnets, or studying the results of simulations of high-energy particle interactions in materials.

I could also find myself in a meeting of the artificial intelligence (AI) expert team, learning new AI approaches, such as improving the search for neutrinos from supernovae using our detectors. Wandering the hallways, I might bump into a colleague from Brookhaven’s chemistry division and get chatting about new detector materials. I also work with theorists on new ideas for physics at DUNE.

I’m happiest trying to connect the dots between physics goals and technical and engineering disciplines, coming up with multidisciplinary design solutions to realize these massive science projects

I trained as an experimental particle physicist, but I’m happiest trying to connect the dots between physics goals and technical and engineering disciplines, coming up with multidisciplinary design solutions to realize these massive science projects. Best of all is when I ask a question in an area I’m not an expert in – say civil engineering – and someone replies: “Hmm, we hadn’t thought about that.”

My least favourite part of the job is that it can be very challenging to deal with large international collaborations of scientists and engineers over the very long time scales of large-scale projects. You need a lot of emotional resilience, stamina and patience to keep going for the decades it takes to get these large-scale projects to fruition. Burn out and despondency are downsides; keeping yourself and your team going is very difficult.  

What do you know today that you wish you knew when you were starting out in your career?

Always be honest to the science. If it looks like something you put a lot of effort into is a dead end, drop it; don’t wait until someone tells you to stop. There will be a lot of dead ends before you find the right direction. When an approach fails, it means you have a new intellectual challenge – and that’s the fun part. Don’t be afraid to challenge established dogma and groupthink, even if it means difficult discussions with your colleagues no matter how senior. And most importantly, don’t keep pushing when you are burning out. It’s okay to step back and slow down for a while.

The post Ask me anything: Mary Bishai – ‘For a self-professed nerd like me, doing big science is heaven’ appeared first on Physics World.

From equations to nuclear medicine: Keamogetswe Ramonaheng on building medical physics in Africa

1 June 2026 at 11:00

For Keamogetswe Ramonaheng, physics was never just about equations – it was about clarity. “From a young age, I was attracted to mathematics and science as a way of understanding complex phenomena through a structured approach,” she says. “Physics was the area that spoke to me the most because it is the foundation for the fundamental principles that govern the natural world.”

Ramonaheng is head of medical physics and radiobiology at the Nuclear Medicine Research Infrastructure (NuMeRI) in Pretoria, South Africa, where she applies the principles of radiation science to treat cancer. NuMeRI, which opened in 2024, is the first research facility in Africa dedicated to nuclear medicine. It’s a joint venture between the Steve Biko Academic Hospital, the University of Pretoria, iThemba Laboratories for Accelerator-Based Sciences and the Nuclear Energy Corporation of South Africa.

Ramonaheng’s academic journey began at the University of the Free State (UFS), where she completed her undergraduate and honours studies before starting an internship at Universitas Academic Hospital in Bloemfontein. There she saw how a rigorous physics training can lead to tangible, clinical benefits. “The ability to comprehend and harness the interaction between radiation and matter in the human body demonstrated the power and relevance of scientific inquiry,” she recalls.

In many ways, nuclear medicine found me

Keamogetswe Ramonaheng

Thanks to a fellowship from the International Atomic Energy Agency (IAEA), Ramonaheng completed a clinical placement at Royal North Shore Hospital in Sydney, Australia. She later continued her postgraduate studies at UFS, becoming the first Black South African woman to earn a PhD in medical physics for nuclear medicine. “In many ways, nuclear medicine found me,” says Ramonaheng, who is grateful to the encouragement of various senior staff members who saw her potential and guided her into the field.

Multifaceted role

Following a spell as an independent medical physicist and manager at Universitas Academic Hospital and lecturer at UFS, Ramonaheng joined NuMeRI in 2024 and the University of Pretoria. Along with the team of scientists she leads, Ramonaheng oversees the safe and effective use of ionizing radiation at NuMeRI used to treat and diagnose disease in a safe and effective manner.

It’s a varied role, which stretches from providing patient-focused clinical services to carrying out applied research. “We integrate research with operations,” says Ramonaheng. “That requires careful planning and rigorous quality assurance, ensuring that innovation does not compromise safety.”

Among her duties, Ramonaheng carries out dosimetry calculations for innovative radiopharmaceuticals, works on new forms of quantitative imaging, and helps to develop novel radionuclide therapies, including using alpha particles to treat cancer. She also uses gamma-ray cameras equipped with highly sensitive cadmium-zinc-telluride detectors, which allow radiopharmaceuticals to be quantified and imaged more precisely.

Ramonaheng is particularly interested in “theranostics” – a form of “precision medicine” that combines therapy with diagnostics. It involves giving a patient a tumour-targeting molecule labelled with a radionuclide. This allows the tumour to be visualized using techniques such as positron emission tomography (PET) or single-photon emission computerized tomography (SPECT). The same molecule – or one similar to it – is then used to deliver a therapeutic radionuclide directly to the tumour.

Daily challenges

For Ramonaheng, a typical day is fast-paced. Mornings often begin with her overseeing radiation-safety protocols and ensuring that radiation imaging and counting equipment are working as well as possible, such that they meet quality assurance standards. Through the day, Ramonaheng also oversees all operational medical-physics activities and carries out her duties as chair of NuMeRI’s radiation protection committee.

As the day progresses, she might find herself reviewing clinical theranostics dosimetry workflows to carrying out patient-specific dose calculations or evaluating quantitative imaging metrics from SPECT/CT and PET/CT systems. Other tasks include reviewing research protocols for cancer theranostics, mentoring postgraduate students at the University of Pretoria, and examining clinical trials.

Innovation accelerates when silos are dismantled

Keamogetswe Ramonaheng

Ramonaheng works in a highly interdisciplinary environment, collaborating with radiographers, nurses, radiochemists, radiopharmacists, medical physicists and clinicians to address live issues in real time. “Innovation accelerates when silos are dismantled,” she says.

The work is not without its challenges. Funding for postgraduate training is a persistent concern. Clinical physics is also a highly specialized field, which means it can be hard to recruit people with the right skills, who might be drawn to better-paid industry jobs. In addition, NuMeRI is an operationally complex mix of advanced imaging systems, radiopharmaceuticals and clinical regulations, which requires good project-management and planning skills.

But Ramonaheng, who recently won two awards at the 8th Theranostics World Congress in Cape Town, feels the benefits outweigh the challenges. “It is very fulfilling to see the translation of research into clinical application,” she says. Just as gratifying, she adds, is watching her students move from their studies to publications and clinical applications. “You see the entire process of scientific advancement.”

A more promising future

Looking ahead, Ramonaheng envisages a growing use of artificial intelligence (AI) in her work. She also collaborates with national and international partners to automate workflows and enhance efficiency, precision and patient-centred care. Another ambition for Ramonaheng is to further strengthen NuMeRI as an Africa-wide hub for research, clinical service and training – a vision reinforced by the IAEA recently naming NuMeRI as one of 18 global “anchor centres” for its work in radiotherapy and medical imaging.

Ramonaheng believes medical physics will grow rapidly in Africa over the next 10 years, fuelled by an expansion of theranostics and precision medicine. Her hope is to guide this growth through mentorship and leadership, ensuring that Africa develops its own talent pool of medical physicists who can address the continent’s unique healthcare needs.

Africa suffers, for example, from limited access to advanced imaging and targeted therapies. Ramonaheng’s aim is to optimize personalized and precision medicine for cancer patients, ultimately improving treatment outcomes and quality of life. Eventually, she hopes, medical physics will be recognized as a profession across the continent. “We are building not only research outputs but human capital.”

Leadership is not only about the creation of paths, but the creation of paths where there were no paths previously

Keamogetswe Ramonaheng

Being a pioneer in the field has required resilience on her part. “Competence must be coupled with confidence,” says Ramonaheng, who has had to learn the unwritten rules of a world dominated by men. As a mentor, her guiding principle is the African concept of motho ke motho ka batho babang – a person is a person only through others. “Leadership is not only about the creation of paths,” she says, “but the creation of paths where there were no paths previously.”

Her message to young physicists – particularly women and those from other underrepresented groups – is clear. “Medical physics is a dynamic and impactful field at the intersection of physics, medicine and technology,” she says. “ It allows you to see the direct translation of science to patients.” Medical physics requires resilience, curiosity and commitment, but for Ramonaheng its beauty is that equations don’t stay on paper – they become a tool for healing.

The post From equations to nuclear medicine: Keamogetswe Ramonaheng on building medical physics in Africa appeared first on Physics World.

The AI jobs apocalypse probably isn’t coming anytime soon

25 July 2026 at 14:00

Artificial intelligence may not deliver on its promise of vast economic opportunity at a price that humanity is willing to pay

In March, Anthropic, the cutting-edge artificial intelligence business that gave us the chatbot Claude, published an analysis on the impact of AI on employment, to help us assess the claim that intelligent robots were about to redefine human existence, ending demand for human labor.

Last year in May, Anthropic’s co-founder, Dario Amodei, claimed AI could wipe out half of all entry-level jobs in one to five years. Last January, he told us AI would probably become a “general labor substitute for humans”. In June he said we risk “a world where the economic trade-off dial is stuck on the hypergrowth, hyper-inequality setting”.

Continue reading...

© Photograph: DragonImages/Getty Images

© Photograph: DragonImages/Getty Images

© Photograph: DragonImages/Getty Images

Tech layoffs: A 2026 timeline

23 July 2026 at 09:02

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.

Notable tech layoffs in 2026

  • Monday.com
  • Microsoft
  • Meta
  • Cisco
  • Cloudflare
  • Oracle
  • Atlassian
  • Salesforce
  • Amazon
  • Ericsson

July 22, 2026: Monday.com cuts 20% of its workforce to restructure for the AI era

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.

July 6, 2026: Microsoft cuts 4,800 jobs, primarily in sales and Xbox teams

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.

June 5, 2026: Tech industry cut 38,242 jobs in May, worst since 2024

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.

May 20, 2026: Meta cuts 8,000 jobs, around 10% of workforce

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.

May 13, 2026: Cisco to cut nearly 4,000 jobs despite strong growth in AI, enterprise networking

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.

May 7, 2026: Cloudflare to cut 1,100 jobs in AI-focused restructuring

About 20% of Cloudflare’s global workforce will be culled as the company pivots for the agentic AI era, Reuters reported.

April 1, 2026: Oracle to cut up to 30,000 jobs globally, putting enterprise support and roadmaps at risk

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.)

March 12, 2026: Atlassian cuts 1,600 jobs to fund AI and enterprise expansion

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.

March 11, 2026: Tech layoffs surpass 45,000 in early 2026

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.

February 10, 2026: Salesforce lays off staffers as executive leadership churn continues

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.

January 23, 2026: Amazon layoffs expected to disproportionately hit AWS and tech talent

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.

January 15, 2026: Ericsson plans to shed 1,600 jobs in Sweden

 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.

January 13, 2026: Meta plans to cut around 10% of employees in Reality Labs business

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.

Layoffs in 2025

  • Cisco
  • Oracle
  • Windsurf
  • Intel
  • Microsoft
  • Crowdstrike
  • HPE
  • Autodesk
  • HPE
  • CISA
  • Workday
  • Salesforce
  • Meta

Global tech-sector layoffs surpass 244,000 in 2025

Economic uncertainty, elevated interest rates, and AI adoption have driven workforce reductions across tech companies worldwide, according to a RationalFX report.

October 28, 2025: Amazon to cut 14,000 jobs across company

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”.

August 18, 2025: Cisco and Oracle to cut hundreds of Bay Area jobs

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 

August 5, 2025: 3 weeks after acquiring Windsurf, Cognition offers staff the exit door

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.

July 25, 2025, Intel to lay off 22% of workforce, CEO Tan signals ‘no more blank checks’

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

July 8, 2025, Intel layoffs begin: Chipmaker is cutting many thousands of jobs

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.

July 2, 2025: Microsoft will cut 9,000 workers

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.

June 17, 2025: Intel looks to factory layoffs to return to profitability

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.

May 7, 2025: CrowdStrike to lay off 5% of staff

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

March 6, 2025: HPE cuts 2,500 jobs, remains committed to Juniper buy

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.

Feb. 27, 2025: Autodesk to lay off 9% of workforce

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.

Feb. 27, 2025: HP to lay off 2,000 more

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.

Feb. 21, 2025: CISA lays off 130

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.

Feb. 5, 2025: Workday lays off 1,750

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.

Feb. 4, 2025: Salesforce lays off over 1,000

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.

Jan. 14, 2025: Meta will lay off 5% of workforce

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.

Tech layoffs in 2024

  • Equinix
  • AMD
  • Freshworks
  • Cisco
  • General Motors
  • Intel
  • OpenText
  • Microsoft
  • AWS
  • Dell

Nov. 26, 2024: Equinix to cut 3% of staff

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.

Nov. 13, 2024: AMD to cut 4% of workforce

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.

Nov. 7, 2024: Freshworks lays off 660

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.

Sept. 17, 2024: Cisco lays off 6,000

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.

Aug. 20, 2024: General Motors lays off 1,000 software staff

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.

August 1, 2024: Intel removes 15,000 roles

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.”

July 4, 2024: OpenText to lay off 1,200

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.

June 4, 2024: Microsoft lays off staff in Azure division

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.

April 4, 2024: Amazon downsizes AWS in a fresh cost-cutting round

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.

April 1, 2024: Dell acknowledges 13,000 job cuts

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.

See news of earlier layoffs.

OECD: Physical labor isn’t immune from AI disruptions

21 July 2026 at 12:00

Jobs involving physical labor are at high risk of disruption from automation, with new technologies such as AI robots becoming more prevalent, according to a recent study by the Organization for Economic Co-operation and Development (OECD). That means workers in construction and extraction, farming, fishing, forestry, production and material transportation could be affected by fast-moving technology changes.

“Routine and low-skilled jobs are at higher risk,” the Paris-based public policy group said, adding that “overall, jobs requiring non-routine cognitive, social and creative skills are less susceptible to automation.”

The kinds of creative and cognitive jobs still thought to be less exposed to automation include social work and community service roles. 

OECD also said management jobs — which often require workers to devise creative answers to solve problems — fall within the creative and cognitive category. “While AI has made some high-skill job requirements more susceptible to automation, many critical skills in these roles remain difficult to automate,” OECD said.

The same still holds true for some physical and manual labor jobs – including cleaners, agricultural workers, food-prep assistants, and laborers — which are less exposed to the affects of AI, OECD said.  

But people who work in programming, translating and interpretation positions could find their work affected by the quick rise of AI tools and services. According to the organization, global AI uptake rose from 7% in 2021 to 20% in 2025.

“In these occupations, GenAI could perform a significant share of tasks at least twice as fast today or in the near future,” OECD said.

The effects of the AI boom are not always uniform across industries or regions. In a separate 2026 Employment Outlook study released by the group, exposure to disruption from generative AI (genAI) ranges from about 16% in some areas to more than 70% elsewhere, depending on industries and occupations. 

Numerous research firms have said in recent years that AI is driving short-term job losses, though tech industry experts and analysts have argued AI will also create new careers and jobs as agentic AI takes over low-skilled work. 

AI technology has become so ubiquitous that it’s been compared to electricity — virtually all companies will need it or at least know how to use it. But it’s adoption has been hindered at times as companies struggle to find ROI from its use, and by regulatory and ethical hurdles.

In the US, AI blamed for June job losses

According to a Challenger, Gray & Christmas study released earlier this month, AI was cited as the top reason for job cuts in June. The outplacement firm said employers cut 45,849 job cuts in June, of which 14,029 were attributed to AI, with the tech industry leading the cuts.

“Tech remains the epicenter of this year’s cuts,” Challenger said. “AI is the dominant force as companies are restructuring around it, automating roles, and reallocating budgets toward new capabilities. The sector is being reshaped in real time.”

Overall, AI has been responsible for 173,568 job cuts since 2021, the company said.

AI is hurting jobs in customer service, internal reporting, telecommunications, and hosting automation, said Victor Janulaitis, a staffing consultant who was formerly CEO at Janco Associates Inc.

“C-level executives continue to be focused on eliminating ‘non-essential’ managers, staff, and services,” he said. “Coders and developers have limited opportunities with legacy applications.”

While jobs in the IT sector overall are declining, current hiring tends to skew in the direction of people with AI skills. A report this month by CompTIA put job listings with AI skills at around 500,000, which is close to double the number in January.

“Employers in other industries are accelerating digital transformation initiatives and moving from AI experimentation to implementation,” said Seth Robinson, CompTIA’s vice president for industry research.

That view dovetails with what ManpowerGroup, the recruitment firm, is seeing; demand for AI-related skills has nearly doubled over the past year, said Ger Doyle, regional president of North America at ManpowerGroup.

That growth extends well beyond traditional technology roles as companies move from experimenting to AI deployments at scale, Doyle said. “We’re seeing it influence hiring across occupations ranging from data science and engineering to project management and operational roles,” he said.

OpenAI’s new hardware is a $230, 13-switch keyboard for Codex

17 July 2026 at 18:07

OpenAI is selling its first hardware — without any help from Jony Ive. It describes the Codex Micro as a “command center for agentic work” but it’s really a 13-switch wireless keyboard customized to help developers keep tabs on what their Codex agents are doing. It costs $230.

The keyboard has 13 mechanical switches (one keycap covers two of them by default), a rotary encoder, joystick, and RGB backlighting around the whole keypad and individual keys. It comes with 32 customizable icon keycaps.

OpenAI claims that the Codex Micro is a serious business tool: The command keys enable Codex users accept changes, reject outputs, push-to-talk, start new chats, and trigger custom actions. The rotary encoder can be used to dial up the “brainpower” allocated to tasks — or in more conventional terms, how many tokens to allocate to reasoning on a task. And the RGB lighting can provide feedback on how various tasks are progressing. And the RGB lighting under the “agent” keys can provide feedback on how various tasks are progressing.

The Codex Micro’s manufacturer, Work Louder, already has a similar device on the market, the Creator Micro, which offers similar functionality, but without the colorful keys. It costs $56 less than the Codex Micro, however.

The Codex Micro will fit in snugly with OpenAI’s other merchandise, where using Codex is as much about a fashion statement as a technological choice.

This article first appeared on InfoWorld.

AI OK in Linux development, says Torvalds

17 July 2026 at 15:10

Linus Torvalds has a complicated relationship with AI, seeing both its good and bad points. But his latest remarks on the usefulness of AI may have raised a few eyebrows in open-source circles.

Just a few weeks after the Linux founder complained that a “continued flood” of AI-generated vulnerability reports had made the Linux kernel security mailing list “almost entirely unmanageable”, he has come to see the advantages of the technology.

“Linux is not one of those anti-AI projects,” Torvalds wrote in an email response to Linux Kernel senior engineer Roman Gushchin, archived at Kernel.org.

“It can also be a somewhat painful tool, both for maintainer workloads and just from a ‘it keeps finding embarrassing bugs’ standpoint,” he said of the use of AI in security scanning. “The solution is to make sure those LLM tools help maintainers instead of just causing them pain.”

Developers should be free to choose whether they use AI, he said. “We’re not forcing anybody to use it, but I will very loudly ignore people who try to argue against other people from using it.”

Torvalds’ measured support for AI does not come completely out of the blue: Around the same time that he was complaining about AI distorting security maintenance, he also spoke about its usefulness, claiming that it could improve programmer productivity by a factor of 10.

This article first appeared on InfoWorld.

Did AI decide who lost their jobs? Meta is heading to court over that question

16 July 2026 at 02:50

Enterprises that use AI in hiring and firing decisions continue to be under scrutiny, and this time it’s Meta under the microscope.

A legal complaint filed on July 13 in a US District Court in California alleges that Meta used AI systems that unfairly and illegally selected workers for termination while they were out on protected leave.

More than two dozen anonymous plaintiffs are seeking a preliminary injunction that would prevent the company from finalizing their separations or altering their compensation, benefits, or protected leave status.

Meta has countered that the claims lack merit and that its workforce decisions were, and continue to be, made by people, not AI.

An important lesson

These allegations should serve as an important lesson to other businesses using AI in their HR decision-making, analysts note.

“Enterprises must begin by rejecting the convenient assumption that AI improves workforce decisions simply by touching them,” said Sanchit Vir Gogia, chief analyst at Greyhound Research.

There is “scant independent proof” that AI makes layoff choices more accurate or more lawful, he said. “It makes them faster, and faster has never been shown to be fairer.”

The claims against Meta

The complaint states that, on May 20, 2026, Meta began notifying roughly 10% of its workforce (around 8,000 employees) that they had been selected for termination. The company also announced that several thousand more would be reassigned to new AI initiatives. But this came even as Meta reported record revenues in Q1 2026 ($56.31 billion, a 33% year-over-year increase), and pledged to spend upwards of $100 billion on AI this year.

In addition to questioning the need for staff cuts, the filing alleges that Meta used a “constellation” of internal AI systems to score, rank, and select employees for termination. These tools included Meta’s internal AI coworker, “Metamate,” employee-trained “second-brain” agents that replicated their output, algorithms tracking keystrokes and other digital activity, and AI token usage dashboards.

“Meta did not assemble the termination list through the considered judgment of managers who knew the work,” the complaint claims.

The 26 plaintiffs, all current or former employees, requested, took, or were approved for “statutorily protected” leave within 24 months of the workforce reduction, and claim they were “disproportionately selected” for layoff based on scoring that essentially penalized them for exercising their legal right to take leave.

These practices are prohibited by federal and state law; The US Family and Medical Leave Act, for one, prohibits the use of protected leave as a “negative factor” in employment decisions. Further, the plaintiffs allege that Meta violated the US Worker Adjustment and Retraining Notification (WARN) Act that requires employers with 100 or more employees to provide written notice 60 calendar days in advance of mass layoffs.

This notice gives employees reasonable time to seek alternate employment; however, the complaint argues, an employee undergoing “significant medical treatment” or providing “around the clock care” for a “weeks old newborn” or other loved ones “cannot also be told that during this exact same time period they must look for new work.”

In one scenario, according to the filing, a scientist was identified for termination just two days before she gave birth while on pregnancy leave. In another, an engineer’s manager tied his performance rating to “broken time” when an injury prevented him from working. In a third, a researcher was called out after requesting time off following a medical diagnosis.

The plaintiffs are seeking a preliminary injunction pending an independent audit of the “algorithmically assisted selection process” and “resolution of the merits of their claims” in arbitration.

Once terminations are finalized, the harm to plaintiffs “cannot be undone by money damages alone,” the complaint states. For employees out on leave, “every day that goes by constitutes additional harm, in that Meta is taking away the entire purpose of a protected leave.”

Considerations for enterprises

Any system that materially influences who keeps a job is not an HR tool, Gogia noted. “It is high-risk enterprise infrastructure.”

An “AI-determined” process delegates the outcome to the system, while an “AI-assisted” one gives the system the ability to rank, recommend, and summarize, with a human formally making the final decision. Exposure arises in either model, Gogia pointed out, because the output has often been compressed and eliminates detail by the time of executive approval.

There must be one non-negotiable role in the process, Gogia said: A single executive with the authority to halt the process, suspend the model, and delay decisions when evidence does not hold. This person should be “a meaningful reviewer [who] understands the model’s limits, knows the actual work, and holds the authority to challenge the recommendation, with every override visible and reviewable,” he said. At the same time, the objective is to “govern the machine and the manager together,” since human judgement brings its own “risks, favoritism, and proximity” bias.

Gogia advised enterprises to retain fixed memory for auditing, determine who chose the auditor, what was excluded, and whether the result can be reproduced. They should also inventory every source feeding the model and its origins, and run adverse-impact analysis before making any firing decisions.

Leave details must never be identified as inactivity or weak adoption; a protected absence is not ordinary missing data, and the system has to be informed of this. Rather, these circumstances belong in an “independent review lane,” where human reviewers get enough context to “neutralize” the period without receiving specific leave details, Gogia said.

He pointed to another important question: What should the “second brain” AI agent that ingested the employee’s communications and documents to replicate the employee’s output be allowed to do when humans are away, and who owns that output?

Ultimately, said Gogia, “the safest position is not to ban AI from workforce planning. Used with discipline, it can expose duplicated work and inconsistent assessment, and it can challenge human bias rather than automate it.”

How employees can protect their rights

Employees, for their part, need a genuine window in which to challenge inaccurate data before separation becomes “irreversible,” and they should “fight the record, not the algorithm,” Gogia advised.

That means that, while the model cannot explain itself, documented evidence can. Employees should lawfully retain their own reviews, leave approvals, and severance documents, and build a chronology of events: When leave was requested, when performance language changed, when new metrics appeared, Gogia said.

Impacted workers should ask in writing which criteria were used in the decision, whether automated systems materially influenced it, how protected leave was treated, and what information about them influenced the result and how that information was verified.

Further, it’s important to take note of deadlines; the federal discrimination window is typically six months, although that is extended to 10 in many places, and internal processes are “not obliged to respect it,” said Gogia.

His ultimate advice for workers: “Preserve the lawful record, and protect the deadline.”

This article originally appeared on CIO.com.

How to unionize your tech workplace

15 July 2026 at 12:00

The best time for tech workers to unionize was 20 years ago, when they had plenty of leverage. The second-best time is now, when they don’t.

Mass layoffs, AI-driven displacement, corporate surveillance, workplace disillusionment have created conditions that have made organizing compelling for tech professionals. But the federal labor board that has historically protected workers’ right to organize has been weakened, and the companies that once feared it are openly defying it.

Here’s how organizers and labor experts describe the pros and cons to organizing — and how you can get started.

This is Part 2 of a series on tech worker unionization. Also see Part 1: “A brewing battle: More IT workers want unions. The industry doesn’t.”

What unions can — and can’t — do for you

The single biggest benefit of a union contract for most tech workers isn’t pay — it’s protection against arbitrary termination, especially in the wake of recent mass layoffs in tech. In the United States, nonunion “at-will” workers can be fired at any time without a stated reason, while unionized workers negotiate protections written into their contracts.

“That fear of the company letting you go for anything at any time…with a union they just can’t do that,” says Zak Thompson, a senior software engineer at Kickstarter and union steward at Kickstarter United. Now that Kickstarter employees are unionized, people are less worried that saying something negative will result in termination.

“I’ve been shocked at the willingness of my co-workers to speak up against what they see as poor or controversial business decisions,” Thompson says.

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Zak Thompson from Kickstarter United


Fee Christoph

Beyond job security, unions can deliver concrete material gains. Kickstarter United was formed in 2020, although getting there wasn’t easy: two employees were fired during the organizing campaign — which itself became a galvanizing event. And while the union hasn’t been able to prevent layoffs, it did negotiate better terms: four months of severance pay and four to six months of continued health insurance, versus the two to three weeks per year of work that management had initially proposed.

Other benefits include a four-day work week; AI protections; a minimum pay floor; and standards for raises, promotions, and time off for the company’s 59 employees.

Unions can give tech workers a voice in decisions that affect their daily work — including how AI tools are deployed. “Nobody I’ve spoken to is against new technology or getting trained in it,” says Max Belasco, a business systems analyst at the University of California Los Angeles School of Law and co-chair of the UCLA chapter of the University Professional and Technical Employees/Communications Workers of America (UPTE-CWA) Local 9119.

“But when new technology is being implemented, we want to know: what’s the five-year vision, the 10-year vision? Are we implementing this in a way that betters staffing, increases efficiency, or eases the lives of people already working? Or are we trying to take away jobs, automate people out of their pension or paycheck?” Belasco says.

The challenges are real. Tech professionals are less inclined to leave their jobs in the current market because wages haven’t been increasing as fast as they once were, and it can take longer to land another job.

“Tech moved from a very tight labor market in 2022 (1.85% unemployment rate) to a noticeably weaker one in 2024–2026 (3.49%),” although that’s still better than the national unemployment rate of 4.36% through May of this year, says Liya Palagashvili, senior research fellow and director of the Labor Policy Project at the Mercatus Center at George Mason University.

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Liya Palagashvili of the Mercatus Center at George Mason University

Mercatus Center at George Mason University

Flexibility is a concern. The more substantive challenge, raised by economists including Palagashvili, is that traditional union contracts impose uniform terms across an entire bargaining unit, limiting the flexibility that many tech workers — and their employers —currently enjoy. Tech firms need to move fast, adjusting teams, products, and roles on the fly.

“Collective bargaining agreements can make those adjustments much more difficult, whether by making them slower, costlier, or inconsistent with the contract,” she says.

Workers skeptical of unions in a survey of 1,900 tech professionals conducted by the career site Blind cited specific concerns: that unions are “not meritocratic,” “prevent innovation,” and “hold back earnings of top performers.”

Thompson from Kickstarter United pushes back: “We have nothing in our contract about ‘you can’t bend down and pick up a piece of trash because that’s someone else’s job.’ The company is free to give bonuses and individual raises as much as they like. This is all just up to the people who are bargaining the contract from the union side.”

Organizing carries potentially serious personal risks. During negotiations for a second three-year contract in 2025, Kickstarter United went on strike for 42 days. A few months later, the company announced layoffs.

“They let go strong union leaders, including a person who had bargained our last contract,” Thompson says. The union appealed, and the issue is now going to arbitration.

If you form a union, don’t expect much support from the National Labor Relations Board, the agency that certifies US labor unions and protects workers’ right to organize, in terms of prosecuting complaints of unfair labor practices, Thompson warns. “We’re in a political moment in this country with a pretty weakened NLRB. You have to be ready to organize and withhold worker power without any guarantee of safety.”

Organizers are up against an enormous union avoidance industry. Organizers can expect fierce pushback as soon as the business discovers that organizing is underway.

“There’s a multi-billion-dollar industry in union avoidance,” says Alan McAvinney, a Google software engineer and organizing chair, Alphabet Workers Union-CWA, a 1,400-member minority union of Alphabet employees. (Google is a subsidiary of Alphabet.)

US employers spend roughly $1.7 billion a year on union avoidance consultants and law firms, according to a May 2026 report by the Economic Policy Institute and LaborLab.

Expect hardball tactics. Management may play hardball during the time between when organizers announce their intention to unionize and the actual vote. For example, management can threaten to fire foreign-born workers in the US on H-1B visas if they support the union. Those workers would then have just 60 days to find a new sponsoring employer or lose their H-1B status, according to a recent Tech Workers Coalition blog post.

And at venture capital-backed startups, investment agreements sometimes require management to attest there is no union activity — meaning a public organizing drive can trigger funding withdrawal. Or, if a unionized company is acquired, the new management can dissolve the union overnight by reclassifying unionized workers as new hires.

With these sobering facts in mind, here is how organizers who have done it describe the process of creating a union.

Step 1: Start a conversation with your co-workers

At the University of California, a two-tier system had evolved where some tech workers were unionized and some weren’t, Belasco says. Management created new titles that fell outside the union even though they had similar job descriptions and responsibilities to those in the union. Those nonunion employees received lower pay and benefits than their unionized peers, which created resentment and instability.

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Max Belasco from the UCLA chapter of UPTE-CWA

Zac Goldstein

Belasco and other organizers wanted to eliminate that division by bringing everyone under the same contract. But when they began their unionization drive, “the biggest barrier we faced wasn’t management opposition — it was that people felt this was just the best-case scenario realistically available: ‘We have this job at the university, we have concerns about automation and layoffs, but what can we really do about it?'” he says.

The antidote to that fatalism, organizers say, is simple: “Just start talking to your immediate co-workers. Are they experiencing the same challenges you are experiencing?” says McAvinney. “There’s no need to start talking about a union at this point.”

Just get a consensus and start building a group of like-minded individuals, Thompson advises. “Always start with one-on-one conversations, and that’s what you should do the whole time. That’s the key to organizing,” he says.

Tech workers often think they’re a special case, says Thompson, and therefore that unionization isn’t a good fit. “You’re not special. You are a company of workers, you are organizing, and there is a playbook for that. Trust the process, because it tends to work pretty well,” he says.

Step 2: Who’s on board, and who’s not? Map your workplace, but keep it quiet

Once there’s a consensus, continue to grow your network. Keep a list of everyone you’ve spoken with and note their disposition: “Is this person union-friendly or anti-union? Would they be a strong organizer?” Thompson says.

Maintaining secrecy early on is essential, because anti-union tactics will start immediately, and that can stop union organizing before it can gain momentum.

“Generally, employers do not want to share power with their workforce,” McAvinney says. Employers will deploy every means at their disposal to stop organizing efforts and peel away potential yes votes.

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Alan McAvinney from Alphabet Workers Union-CWA


Aran Per Ink

“If you look at historical examples, having 70% approval before the employer finds out about you results in a high percentage of wins when you actually cast the vote. Historically, that’s an effective buffer,” he says.

There’s a real threat of firing and layoffs. The traditional tech worker belief that job mobility makes collective action unnecessary is now being tested by a tighter job market, McAvinney says, noting that workers who many believe were fired for speaking out back in 2019 were a galvanizing factor in his union’s formation.

“You generally don’t want to be in a situation where the employer feels comfortable firing everyone. Part of that is thinking from a cynical standpoint about what the consequences would be to the employer if they did fire everyone,” he says.

One-on-one conversations that include personally asking co-workers to keep conversations confidential are key to keeping things quiet, Belasco says. When 2,100 UC tech workers voted to unionize in May, 96% voted in favor. To stay out of earshot of managers, avoid employee surveillance tools, and sidestep conference calls that could be recorded, organizers met with workers in their homes.

“That tactic is probably what made the difference between winning the election and getting the majority we got,” he says.

Step 3: Find the right union affiliation or go it alone

“Running a campaign against major employers requires the resources and expertise of the larger labor movement, even if workers publicly present as independent,” says Kate Bronfenbrenner, director of labor education research and senior lecturer emeritus at Cornell University’s School of Industrial and Labor Relations.

Options include the Communications Workers of America (CWA), Service Employees International Union (SEIU), and the Office and Professional Employees International Union (OPEIU), among others. Another resource, the Tech Workers Coalition (TWC), provides training on organizing tactics, AI-in-workplace issues, and contract negotiation, and can match workers to the right unions for their needs.

The Alphabet Workers Union decided early on to affiliate with CWA. “They gave us a bunch of support early on in our campaign with no strings attached,” McAvinney says.

Kickstarter is organized through OPEIU, Thompson says. “They’ll usually have resources and staff that can help you through the next steps: collecting signatures in support of a union, bringing that to management, holding a vote — the more formalized things that interact with US labor law. They’ll also help with organizing along the way,” he says.

For workers at institutions where a union already exists, there may be a faster path. Organizers at UCLA did what’s called a “unit modification,” aligning with UPTE. By organizing under UPTE, the workers didn’t have to negotiate a new contract from scratch — they joined an already-negotiated contract covering existing UPTE tech members, which put them in “a much stronger position” than starting fresh, Belasco says.

Step 4: Choose your union model: majority vs. pre-majority or minority

Assess what’s practical for your organizing effort. In a majority union, more than 50% of all workers in a defined bargaining unit must vote to join the union through an NLRB-supervised election in the private sector, or a Public Employment Relations Board (PERB)-supervised election for public sector workers.

The NLRB must certify the union, which then operates under its legal protections. This means, for example, that the employer must bargain, negotiated contracts are enforceable, violations must go to the NLRB or arbitration, and workers can’t be dismissed without just cause.

A pre-majority or minority union is a minority labor organization operating without NLRB protections or collective bargaining agreements. “Pre-majority means that workers are able to demonstrate majority support — through signed cards, petitions, a walkout, or everyone wearing solidarity T-shirts — without going through a formal election,” Bronfenbrenner says.

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Kate Bronfenbrenner from the School of Industrial and Labor Relations, Cornell University


ILR School/Cornell University

The Alphabet Workers Union-CWA (AWU-CWA) formed as a pre-majority union because achieving majority status across a globally distributed workforce of over 100,000 was not a realistic near-term goal. “An underground model where you try to reach 70% support across a workforce of over 100,000 people isn’t realistic,” McAvinney says.

A pre-majority union can still make a difference, he says. For example, the Alphabet Workers Union-CWA convinced management to offer voluntary exit packages — buyouts — prior to announcing layoffs.

For smaller organizations, a majority union may be the more practical option — it’s more attainable, McAvinney says. “I don’t think [the pre-majority union model] is the correct thing to do in all situations. I certainly would not recommend it to a 200-person shop.”

Kickstarter, which had fewer than 100 employees, was able to form a majority union, with 55% voting to organize.

Ultimately, says McAvinney, “there’s no inflection point where you go from being able to win nothing to winning everything, even with a contract and a supermajority. But the more people you have who are willing and able to fight for what they want, the more you’ll be able to get.”

Step 5: Who should — and should not — be in your union?

Belasco’s situation at UCLA illustrates a broader strategic choice that every organizing campaign must make. He had been in a union position in educational technology when he was told his role would be reclassified as a non-union position.

“I was given a choice: apply to the new non-union position to continue doing the work I’d trained for, or stay in my union position doing service desk work I wasn’t used to,” he says. “Essentially, it was a choice between job security and career progression.”

Belasco joined a “wall-to-wall” union, which represents a broad range of university professional and technical employees across the UC system rather than a single job category, such as engineers or tech professionals.

Kickstarter United is another example of a wall-to-wall union. “It’s not just the engineers who are unionized, but also customer support, designers — everyone,” Thompson says.

Wall-to-wall unions are more powerful, but they’re also more difficult to achieve. Under US labor law, “professionals have to vote separately on whether they want to be combined with other workers,” says Bronfenbrenner. “You can never have a wall-to-wall unit without giving professionals the chance to decide whether they want to be separate.”

The law’s “professional employees” category includes roles like software engineers and developers but not necessarily others. For example, customer support specialists and QA analysts would fall into the “non-professional workers” category.

“For decades, the pattern was either to organize everybody except the engineers, or manage to organize the engineers and fail to bring in everybody else — neither of which builds real worker power,” says Simone Robutti, an organizer with Tech Workers Coalition Global, an international branch of TWC based in Berlin.

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Simone Robutti from Tech Workers Coalition Global


TWC

Step 6: You won the vote. Get ready for what comes next

Winning a union vote means having a seat at the table, says Thompson. “Once the workers have come together and agreed they want that seat, you bring that to management, and they have a chance to voluntarily recognize a union,” he says.

But in most cases employers contest the results, which must be certified by the NLRB or PERB. That process, in which the employer uses various tactics to challenge the legitimacy of the outcome, can take weeks or months.

Unfortunately, the legal framework that is supposed to protect workers during this process has been significantly weakened in the last few years. In a potentially more ominous development, SpaceX, Amazon, Trader Joe’s, Starbucks, and the University of Southern California have in separate legal actions challenged the constitutionality of the NLRB, arguing that the agency’s structure violates the separation of powers. The Fifth Circuit Court of Appeals upheld injunctions against the NLRB in SpaceX’s case in August 2025 — a serious challenge to the agency’s authority.

In the meantime, some companies may disregard negotiated contracts, which can lead to lengthy legal appeals or extended arbitration.

“The NLRB can still force an election, but it can’t force a contract, and companies are saying they simply won’t comply,” Bronfenbrenner says. This is where the expertise and resources of affiliation with a major union can help, she adds.

As a result, contract negotiations can take far longer than workers might expect. At Kickstarter, for example, two years and four months elapsed from the time of the union vote to the first contract, and that was at a 59-person company with a relatively cooperative employer. At larger companies with more aggressive legal teams, the timeline will be longer.

Forming a union is hard work, Robutti says. “It’s not a service you pay for and they protect you. It doesn’t happen spontaneously, and it doesn’t happen magically. It’s the choice to take responsibility for improving your workplace.”

See Part 1: A brewing battle: More IT workers want unions. The industry doesn’t.

Entry-level AI workers now need ‘senior-level’ skills, PwC says

24 June 2026 at 12:00

AI has created a tough job environment for entry-level workers and things aren’t getting better anytime soon — even those with AI capabilities now need “senior-level” skills to land a job.

“AI-exposed entry-level roles are seven times more likely to require traditionally senior-level skills such as judgement and leadership,” consulting firm PwC said in a study released this month.

That’s because AI is changing the traditional career ladder. Companies are increasingly looking for candidates that use the cutting-edge tools and services to amplify their performance and grow faster. “Organizations must rethink how they mentor and train junior staff, helping them step up to complex decision-making much earlier in their careers,” PwC said.

Entry-level job seekers with or without AI skills are already dealing with stagnant wages,  layoffs, and stalled hiring. 

(The PwC findings echo similar concerns raised late last year in McKinsey’s State of AI report. Many companies are reducing headcount by deploying AI agents to take over entry-level jobs.)

Early-career AI job postings “have flatlined in highly AI exposed sectors,” and listings for junior roles with mid-career or senior-level skills have grown 35% since 2019, PwC said.  The consulting firm largely discounted the notion that AI is taking jobs away, though other studies point in the opposite direction. 

By the end of May, AI-driven job cuts had reached 87,174 for 2026, already outpacing the total of around 54,836 in 2025, according to figures released by Challenger, Gray and Christmas earlier this month.

The AI-driven layoffs haven’t reached the “jobpocalypse” stage yet, and workers are more productive with it, said Andy Challenger, chief revenue officer at Challenger, Gray and Christmas. But companies are rethinking hiring and long-term operational strategies as AI becomes a routine component in daily workflows and processes, he said.

Businesses are “restructuring aggressively as they reposition for an AI-driven economy,” he said.

That’s putting downward pressure on entry-level hiring as AI tools absorb more routine work, said Kye Mitchell, head of Experis US, a part of ManpowerGroup. “That doesn’t remove opportunity, but it changes the expectations. Employers now expect candidates to come in with hands-on experience, AI familiarity, and the ability to contribute faster,” Mitchell said.

Compensation remains strong for specialized, in-demand skills, while more commoditized roles such as customer service, helpdesk, and some entry-level positions  are flattening. “The shift overall is toward skills-based hiring, where demonstrable capability matters more than credentials alone,” Mitchell said.

Graduates who combine technical fundamentals with practical experience, AI fluency and strong communication skills stand out quickly. Job candidates can’t rely solely on academic credentials. 

“Employers are moving away from ‘train-from-scratch’ hiring and looking for talent that can contribute earlier and continue to adapt,” Mitchell said.

The PwC study also focused on the productivity gap between companies that have invested heavily in AI and companies lagging in adoption.

Since ChatGPT showed up in 2022, AI-exposed companies have seen productivity gains of 40% versus other companies. “The companies achieving the biggest productivity gains from AI are not using it only to cut costs,” PwC said.

AI-forward firms are also raising headcounts and wages. “Far from being a job killer, AI may actually be a job expander when used to unlock growth and enter new markets,” PwC said. 

Workers who use their domain expertise to supplement AI tools can advance, with AI-exposed roles “2.5 times more likely to rely on skills like empathy, judgement, and creativity that become even more valuable as AI absorbs some routine work,” PwC said.

Robots will replace 700K delivery workers, warns head of e-commerce giant

23 June 2026 at 20:31

China’s e-commerce giant JD.com is preparing for a future where packages are delivered by robots instead of people. The company’s founder and chairman, Richard Liu, expects robots will “sooner or later” take over deliveries from the company’s roughly 700,000 couriers.

“It will definitely be robots delivering packages. But I really don’t want our 700,000 brothers to go without food and without jobs,” Liu said at the Asia-Pacific Economic Cooperation CEO Forum, according to the Financial Times.

He did not provide a more specific timeframe for the change. As part of the transition, Liu said JD.com has entered into agreements with about 120 schools to retrain couriers for new professions, including the repair and maintenance of robots.

The number of gig workers in China — including delivery drivers, chauffeurs, and factory workers on temporary contracts — is expected to reach about 320 million this year, according to Chinese researchers. At the same time, the youth unemployment rate stands at over 16%.

Code like Hemingway

17 June 2026 at 10:00

I was blessed with a terrific high school English teacher. Ms. Jewel was funny, kind, interesting, and tough on us. I can still spell “ecstasy” on the first try because of her. One of the more memorable lessons she taught was a “Hemingway and Fitzgerald” module. 

I loved the short stories of both, but Hemingway’s work always stuck out for me. It’s cliché to say that Hemingway was terse, but we only say it because it is true. He could pack more into a page than most writers. He didn’t waste a syllable. 

Software developers are soon going to have to take a lesson from Hemingway.

It’s not hard to be concise in code. You have to be, by design. The compiler won’t put up with any throat-clearing and jibber-jabber. You can’t meander. You have to use a very strict set of words and symbols, and you have to use them in a defined way. 

Thanks to agentic development, we don’t write code anymore. But we are writing for the agents. A lot. 

All about the spec

Let me explain. Claude Code, Codex, Copilot, and the rest all love to be “spoken” to in Markdown. We used to define our code with unit tests and specifications written for humans. Now, it’s all about the spec. And the spec needs to be both complete and concise. 

It needs to be complete in the sense that if you leave something out or forget to define something, the agent will very likely fill in the gaps for you. Forget a feature or requirement, and the agent will go off confidently and almost certainly in the wrong direction.

At the same time, you need to be concise. Because if you are too effusive, you may give the agent ideas that you don’t want it to have. If you write like Fitzgerald — lush and expansive —  the agent will be off and running in a direction you can’t be sure about. 

Our compilers will stop cold if we aren’t precise and concise. Our agents? They will proceed with confidence, diligently producing a result that looks great but isn’t what we want.

So we need to learn to write like Hemingway and pack as much meaning into as few words as possible. Or, as Paul Graham said:

paul graham tweet

Foundry

Let’s be clear

For years, we’ve been writing semi-vague Jira tickets and expecting our fellow humans to fill in the gaps and “get the gist” of what we were trying to do. We don’t have that luxury anymore. Developers who aren’t able to move on from “Jira-speak” to “Agent-speak” are going to struggle. If we don’t follow Graham’s advice in writing those specs, who knows what we’ll get.

Maybe someday agents will know the ins and outs of our business well enough to “know what we mean,” but they can’t today. The time we used to spend coding now needs to be spent perfecting our new craft of writing precise specifications for our agents to execute.

Every listicle ever written on “How to be a Great Developer” says you need to be a great communicator — but that was communication with other humans. 

Ms. Jewel always taught us that our writing is only as clear as our thinking. Our compilers forced us to write clearly. Our coding agents won’t do that. I’m sure there are many developers out there now who wish they had listened more closely to their high school English teacher.

Q&A: A look at forward-deployed engineers, AWS style

16 June 2026 at 08:00

Hot AI companies can’t stop talking about forward-deployed engineers (FDEs), which are now very much in vogue. 

FDEs, in case you haven’t heard, are hired by companies looking (hoping?) to successfully deploy AI tools and services. It’s one of the hotter professions in a world still trying to understand the impact of AI on careers.

So, what exactly are FDEs — are they techy lone rangers like the ones OpenAI, Google and Microsoft are hiring? Turns out it’s not so much about individual engineers who swoop in to design and roll out AI deployments; it’s more about a team of engineers working together at customer sites.

At least, that’s the view at Amazon Web Services (AWS).

In fact, according to Taimur Rashid, managing director of the AWS Generative AI Innovation Center, the FDE concept pre-dates the current generative AI (genAI) gold rush. The same kinds of engineering teams were needed for the earlier machine-learning and cloud eras to help companies with deployments.

AWS's Taimur Rashid

Taimur Rashid, managing director of the AWS Generative AI Innovation Center,

AWS

Rashid recently talked about how AWS sees FDEs as a profession in a conversation with Computerworld. And he weighed in on the desired job skills the company seeks in this increasingly AI-centric era.

What is an FDE? “We view it as a team. It’s a cross-functional team that has engineers, scientists, strategists, and folks that can piece technology and business together. In some cases, we do have to have security engineers in there, too. 

“I see them as anesthesiologists. They have to prep so many things, monitor things throughout. We see ourselves as a frontier deployment team helping customers adopt all forms of AI, whether it’s genAI, agentic AI, even emerging trends like physical AI. We’re helping these companies become frontier themselves.”

How does an FDE engagement begin, and how is it structured? “Where we see the forward deployed model is when customers come in — for example, we have our executive briefing center in Seattle and in Arlington, VA. When customers share what they’re trying to do, very quickly a customer’s like, “What’s the quickest way I can go and build something with you?” 

“We’ll forward deploy our people in, we’ll embed them in your business and we’ll go through these 45-day sprints that we typically design. Through those successive sprints, we’re building stuff together, we’re proving value, and then they can expand that to a much broader engagement.

Where do FDEs actually sit? Client side, internally, or in-between? “It’s mixed, and it largely depends on what the customer’s preference is. We’ve seen models where the customer has been very adamant that, ‘We want your teams with us in our business.’  In those cases, we forward deploy the majority of the teams on site. 

“We have models where customers are fine with you being wherever you’re based, as long as you’re still embedded virtually. And then there’s a hybrid. We deploy anywhere from five to seven people. Sometimes, the baseline is actually three.”

Will cost savings be the job of an FDE, or someone else on the team? “I expect these teams to be able to architect systems that have those cost requirements in mind, whether it’s use a different model for a different use case that doesn’t increase the per-token cost…or think about ways where you can use semantic caching. I personally think you may have a high spend in token consumption, but if you’re generating revenue, as long as the economics work out, then you’re at peace.”

What challenges have you gone through deploying FDEs in the real world? “One of the challenges worth highlighting is when customers get really excited about us forward deploying resources, what they end up realizing is [that] they’re not set up to absorb that right away. They realize they have to go through … process-related things, security access — all those operational things. 

“One very good example is the Commonwealth Bank of Australia. They said: “Prioritization’s a big thing, and if you forward deploy and you’re 100% dedicated, how do we ensure that our teams are also equally 100% dedicated?’ When you’re sitting in your office, you’re distracted by your day-to-day. So they said, ‘Why don’t we create a neutral ground in Seattle? You fly your people, we’ll fly our people. We’ll give them three weeks of dedicated time so they have no distractions.’”

Have you gone into projects where they want AI but have no security or governance ready? “I’ve been through this before, certainly. We do see customers that have security processes and capabilities, but it’s not as tight as it should be in the age of AI. Governance is the biggest area where customers right now have the biggest gap. I’m talking governance around agents. In the past two months, almost 100% of the conversation around agents is not about capability. It’s all about governance. 

“That is a big area right now where forward deploy teams are helping with governance education, and building the scaffolding for that.”

How does software engineering fit into the FDE model? “One of the greatest learnings is that as we forward deploy resources and get customers to take AI and integrate it into their systems, the knowledge of software engineering is so important. Today, a customer can use one of the Claude models and scan their code base and look at vulnerabilities. 

“The tough part is not assessing those vulnerabilities, it’s remediating [them]. Remediating [them] requires software engineering experience, because you have got to merge code, test it, deploy it. We largely see that the frontier software development teams are smaller and they’re managing agents that are doing various tasks across the software development lifecycle.”

AWS has many models at your scale, open source, closed — it’s more complex than what other AI vendors offer.  How do you nail down the talent? “It’s massive, and when you look at not only scale, it’s the complexity of the stack. We take an approach where we fundamentally do three important things: No. 1, we want to ensure people understand concepts; they have to understand pre-training, post-training, reinforcement, fine-tuning. 

“Secondly, we make sure that our teams are well versed in their first-party services. The third thing is that by design, AWS has always been about choice. We say, ‘Let’s do 80-20 here. What is 20% of those specialties that we need to have, which can cover 80% of what most customers are trying to do?’”

What skills should software developers learn to move into FDE work — the top three or four things? “We look at three categories. First category is entirely functional. Are they more engineering specific? Are they science specific? Are they security specific? Our litmus test is not only knowledge of the function, but the actual hands-on work that they can do with it. Secondly is around domain. I focus on what is their domain understanding across the whole AI lifecycle? The third thing is cultural. We are looking for folks that are okay at dealing with ambiguity, being good at stakeholder management, and having that startup mindset. 

“This AI transformation’s not for the faint of heart.”

There’s a rush for FDEs from OpenAI, Google, and others. What’s different about what you look for? “I don’t know entirely what the others are looking for, but I’ll tell you what we have been looking for in the past. When we hired solution architects, it was about systems level understanding. But what I see more and more is hands-on experience, cultural mindset, all these things are very important. If I had to pick one thing that is going to be very important in the talent that we either upskill or future talent that we hire, it has to be the application of AI towards software engineering and system integration tasks.

You’re upskilling AWS talent as well? “We do. You will see some publications coming out in the next couple of weeks around how do we do this across our software teams and how does that translate to customer-facing roles.”

AI needs young developers – and old developers

15 June 2026 at 10:00

Enterprises are increasingly investing copious amounts of cash in AI without a lot to show for it. This could be, in part, because the wrong people are leading the change.

As I’ve argued before⁠, AI isn’t likely to eliminate developers so much as change what we need from them. For example, we keep asking whether junior developers are needed in a world where large language models can write code faster and cheaper. What this overlooks is the reality that these younger developers and their relative inexperience may be exactly what we need to rewrite the rules of software development.

This thought hit me while reading James Governor’s riff on something Ben Griffiths⁠ wrote about our industry’s habit of confusing age with authority. Griffiths remembered sitting through a conference talk in which a speaker tried to shame a young audience for not recognizing some of the older men who had shaped computing. The irony, Ben noted, was that many of those “old men” had done their world-changing work when they were younger than the people being lectured. Bill Joy wrote vi when he was 22, John Carmack created Doom at 23, Linus Torvalds launched Linux at 22, etc. Many of our industry’s titans made their biggest contributions before they had decades of experience.

The point isn’t that young people are smarter. They’re not. The point isn’t that the key to AI success is to ignore more experienced developers. That’s dumb. Rather, it’s a suggestion that Griffiths’ larger point is right: At the beginning of big shifts, experience can be a mixed blessing. It can help you see risk, but it can also make you overconfident in old ways. The most successful enterprises will find ways to balance youthful innovation with experienced guardrails.

The factory doesn’t redesign itself

Zara Zhang recently pointed to Paul David’s classic 1990 paper, “The Dynamo and the Computer,”⁠ as a way to understand why so many companies have “adopted” AI without much to show for it. David’s argument, simplified, is that electricity didn’t immediately transform factories. For a long time, factories simply swapped out the central steam engine for an electric motor while keeping the same layout, the same workflows, and the same assumptions.

Electricity was new, but we largely stifled its potential by force-fitting it into old factory systems.

The big productivity gains came later, when factories stopped treating electricity as a cleaner steam engine and started redesigning work around smaller motors distributed throughout the factory. Once each machine could have its own motor, the factory no longer had to organize itself around a single driveshaft. Work could instead be reorganized around the flow of production.

That’s a decent description of where many enterprises are with AI. Enterprises today are buying copilot licenses by the thousands, wiring agents into existing applications, etc., and then wondering why the results are so uneven, as I’ve written⁠. This is the equivalent of swapping the steam engine for an electric one and declaring that the AI modernization work is done. It’s not. Not even close.

The real payoff won’t come from asking AI to write the same tickets a bit faster. It will instead come from changing how teams define work and how (and what) developers build. The “factory” has to change.

So here’s the uncomfortable question: Who is most likely to build the new factory?

Experience cuts both ways

There’s an obvious danger in romanticizing youth. Plenty of bad software has been written by people with unlimited confidence and limited context. Enterprises need software that works, yes, but “works” also means it complies, scales, respects security boundaries, and more.

This is where experienced developers matter. A lot.

As I pointed out recently, the agent era makes engineering judgment more important than ever. After all, AI makes it easier to generate code, but easier code generation can become easier technical debt generation. Hence, the limiting factor becomes less of “Can we create something?” and more of “Can we create the right thing, in the right place, with the right constraints?” Taste is required, in other words.

Senior engineers are often better at seeing those constraints because their experience gives them “taste.” They know why the weird validation rule exists, and they remember the customer who depended on the undocumented behavior. They understand why a simple schema change can turn into a multi-week migration.

But experience also has a shadow side, because it can make the current process feel inevitable. A senior engineer may see an AI assistant as a faster autocomplete because that’s the easiest way to fit AI into their existing mental model. A junior developer, less invested in the old workflow, may ask the more interesting questions: Why are we doing this ticket at all? Why isn’t the spec executable? Why can’t the agent generate the test harness first?

It’s not that the more experienced developers don’t know these questions. Rather, they may simply not have the energy to rage against the machine, as it were.

The value of inexperience

The worst way to use junior developers in the AI era is to treat them as cheaper versions of senior developers. That was always a bad idea, but AI makes it worse. If the job is “take this ticket, generate some code, and send it to a senior person for review,” the junior developer becomes a human wrapper around a coding assistant. That helps no one. The junior doesn’t learn much, the senior gets buried in review, and the enterprise ends up with more code, which, as I’ve said, is hardly a good thing.

Instead, junior developers should be given room to explore new workflows, with just enough oversight from experienced colleagues. That might mean giving these newer developers interesting questions to answer, such as:

  • How would we redesign onboarding if every internal API had an AI-readable contract and examples that actually worked?
  • How would we change code review if the agent produced a change summary, test evidence, dependency risk, and rollback plan with every pull request?
  • How would we build features if product requirements were written as executable acceptance tests rather than vague prose?
  • How would we reduce toil if agents could safely perform routine migrations, dependency updates, or incident triage within clearly defined boundaries?

These are not toy problems. They’re not “junior work.” They’re exactly the sort of process redesign that enterprises need but generally avoid because everyone is too busy running on the existing hamster wheel.

Finding the balance

So what should engineering leaders do? First, stop treating AI adoption as an individual productivity contest. We seem to be moving quickly away from the idea that “lots of tokens” equals “great engineer,” but the fact that we even flirted with it is damning. I love how Santiago Valdarrama eviscerates this vanity metric: “Measuring AI productivity in number of lines written is a stupid mistake. One day, everyone will have always been against this.” Instead we should be asking questions like, “What part of our software delivery process no longer makes sense?” AI’s biggest gains will come when we change how we specify, test, review, and ship software.

Second, mix up your AI workflow teams. No, not committees or PowerPoint-producing centers of excellence. I’m talking about combining two or three newer developers who are already fluent in AI-native tools with two or three senior engineers who understand production, security, architecture, and organizational constraints. Then give them a real workflow to redesign, such as dependency upgrades or test creation.

Third, make the senior engineer’s job less about saying no and more about defining the guardrails within which others can say yes. I’ve argued that golden paths are key to using AI effectively. Good senior engineers should define the paved roads: approved patterns, test requirements, observability standards, etc. Then let junior developers and agents move quickly inside those boundaries.

Fourth, reward deletion. This may be the most important point. Going back to the factory electricity metaphor, we’ll fail with AI modernization if we simply add AI without removing outdated processes.

Bring everyone to the table

The future of software development won’t belong to the young. It won’t belong to the old, either. It will belong to teams that combine the talents of both.

Newer developers often bring impatience. They’re less likely to accept the existing workflow as sacred. They’re more likely to try weird tools, compose them in unexpected ways, and wonder why enterprise software development feels like a ritualized exercise in waiting for permission.

Experienced developers bring judgment. They know that software has users, auditors, attackers, budgets, latency, history, and consequences. They know that the right answer is often boring, and boring is good.

Enterprises need both. They need the developer who asks why the factory is still organized around the old drive shaft, and they need the developer who knows which machines will kill someone if moved casually. In sum, every development team needs people who know why the old system exists… as well as those who don’t.

Microsoft president responds to students’ distrust for AI

12 June 2026 at 16:26

Microsoft’s president, Brad Smith, has reacted to student discontent with AI, telling today’s graduates that there is still a place for human creativity.

Students across the US have booed speakers who talked up AI at their graduation ceremonies in recent months, including Google’s former CEO Eric Schmidt, the CEO of a record label, and a real estate executive.

Smith hasn’t ventured out onto a podium to share his views, but in a lengthy blog post, AI, Jobs and the Next Generation, acknowledged students’ concerns about their futures.

He said that, just as painting survived the arrival of photography, so will the job market survive the arrival of AI. “While it may feel unfair that the job market is so uncertain, you were made for this moment. Technology is second nature to your generation. Constant change has taught you how to adapt quickly,” he wrote.

He also used the blog to promote a book written by his colleagues Ryan Roslansky and Aneesh Raman on how to get ahead at work in the age of AI.

The corporate world will see massive changes, he said: “This includes AI automation of tasks in current entry-level positions and, especially in the tech sector, corporate pressure to reduce headcount to help pay for AI’s enormous capital expenditures.”

Some of those changes are already here. In the past six months, we have seen massive job losses at Oracle, at Meta and at AWS. There are no signs of any let-up: Last month saw the tech industry shed more than 38,000 jobs. Students contemplating their future will find little comfort in Smith’s optimistic words, particularly as his essay shows that Microsoft is not making any changes to its AI program going forward.

Tech industry cut 38,242 jobs in May, worst since 2024

5 June 2026 at 17:36

Technology companies announced 38,242 job cuts in the US in May 2026, the highest monthly total for the sector since August 2024, according to research by employment placement company Challenger, Gray & Christmas. So far this year the company has observed 123,653 US technology job cuts, a rise of 66 percent from the same period in 2025.

These figures represent the third successive month that there has been an increase in job layoffs across all sectors, the company said.

“The labor market is being reshaped by technology in real time. AI is now the leading reason companies give for cutting jobs and the primary industry citing it is technology,” said Andy Challenger, chief revenue office at Challenger, Gray and Christmas.”

AI was blamed for 38,579 of the 97,006 job cuts announced across all industries tracked by the company. It accounted for 40% of the cuts observed in May, up from 7% in January.

This year has already seen some major layoffs in technology. In March, HPE slashed 2,500 jobs from its wage bill, while Oracle announced plans to shed an unspecified number of developers. And the cuts keep on coming, just last month, Meta shed 8,000 employees.

Microsoft makes Linux developers feel more at home in Windows with Coreutils release

4 June 2026 at 21:25

Microsoft has announced Coreutils, a new Windows 11 feature that allows developers to run many popular Linux command line utilities natively on Windows from a single binary.

Revealed at this week’s Build 2026 developer conference in Seattle, Coreutils is about reducing what Microsoft terms the “cognitive load” faced by developers when moving between Windows and other platforms.

Currently, accessing the Linux command line utilities that are considered essential in many CI/CD development environments on Windows requires a kludge that involves either opening an emulation such as Git Bash, or a virtualized Windows Linux Subsystem (WSL) terminal.

Both are time-consuming and inefficient. As Microsoft’s announcement puts it: “Developers constantly move between platforms, but familiar commands don’t work consistently, forcing workarounds, lost speed and context switching.”

Coreutils removes the need for this back and forth, allowing developers to run most Linux commands straight from the Windows CMD command prompt, PowerShell, or Windows Terminal.

“Whether you’re moving between Linux, macOS, WSL, containers or cloud environments, the commands and workflows you’ve built over years just work in your Windows environment,” Microsoft said.

Most utilities, but not all

Installed as a single executable (via WinGet: install Microsoft.Coreutils), Coreutils for Windows itself is a Rust rewrite of the GNU uutils/coreutils project that provides commands that are universal across Linux distros.

Fundamental to making Coreutils efficient to manage is the fact that individual Linux commands run from a multi-call executable which maps via NTFS hardlinks pointing to each command. The advantage of this approach is that there’s only one binary to install, one binary to sign, and one binary to patch or update.

Microsoft lists 75 Linux utilities supported by Coreutils, including commonly-used commands such as ls, cp, find, grep, find, rm, du, hostname, and uptime.

However, some Coreutils commands clash with existing CMD or Powershell commands, or are otherwise not possible to execute; Microsoft provides a compatibility table listing conflicts. This means that some commands are not available, specifically: dir, expand, kill, more, timeout, and whoami.

There are also some commands omitted from Coreutils because a command relies on a POSIX Unix/Linux feature that Windows doesn’t implement in a compatible way; some examples are chmod, chown, id, stty, and chroot.

In other cases, the command will execute in one context, CMD, but not in PowerShell. Microsoft explained the complex order of precedence:  “Whether the Coreutils version runs depends on the shell, the PATH order, and (for PowerShell) the alias table.”

As well as Coreutils, the Build 2026 developer conference also saw Microsoft announce WSL containers CLI and API to deploy Linux containers on Windows, a new framework for autonomous agents with open source governance tools, and Microsoft Scout, an AI agent designed to automate tasks in Microsoft 365.

This article originally appeared on InfoWorld.

‘Happiness is not just about GDP’: ambitious plan or utopia?

4 June 2026 at 07:28

Some will question its credibility – but the alternative future to the one imagined in the Global Justice Report is far more bleak

In our increasingly dystopian world, who wouldn’t want to at least be open to a utopian antidote? The Global Justice Report, published on Thursday, outlines how to build a prosperous, equitable world within safe planetary boundaries. It’s a push from the modern eco-socialist left in a global battle for ideas that will shape the future.

Based on past social achievements and future energy transformation, it indicates that the overwhelming majority of people on the planet could, by the end of the century, work less and earn more – while keeping temperatures down and avoiding much of the current destruction of nature. It is an ambitious, comprehensive and upbeat plan, and a stronger argument around which to build a political campaign than abstract goals of net zero or decarbonisation.

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© Photograph: Emmanuel Croset/AFP/Getty Images

© Photograph: Emmanuel Croset/AFP/Getty Images

© Photograph: Emmanuel Croset/AFP/Getty Images

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