“I call it the James Bond phone,” Samsung’s Annika Bizon, vice president of mobile product and marketing in the U.K. and Ireland, told Digital Trends during a conversation about the new Galaxy S25 Edge shortly after its announcement.  “I call it the Bruce Wayne phone.” Samsung’s smartphone specialist product manager Kadesh Beckford said later in the same call. Recommended Videos Why did these names come up, and how do they relate to the new, slimline smartphone? It turns out, understanding why the comparisons were drawn is key to understanding the Galaxy S25 Edge itself, and Samsung’s daring plan with it.  A statement maker Andy Boxall / Digital Trends I really wanted to understand who Samsung has made the Galaxy S25 Edge — a 5.8mm, 163 gram flagship smartphone — for, and spoke at length about it with Bizon and Beckford during an online conversation soon after the phone’s announcement.  “Samsung has seen people want lightness, slimness, and to know they have the very best technology in their device,” Bizon explained. “The S25 Edge is for people who want to make a statement, and it blows my mind how we’ve managed to fit so much into such a small space. I call it the James Bond of phones. He would only have the coolest of phones.” While the comparison with a cool character makes sense, what she said next showed while Bond would be a great fit for the S25 Edge, the phone has been positioned and pitched quite differently to other Samsung mobile devices. “We’ve looked at the younger market,” Bizon said, “but we don’t know who else it will be for yet, and that’s exciting. We’ve done the research to find there’s demand, so we’ve got the foundations, but we’ve got to learn who’s buying it, what they’re using it for, and how they’re enjoying it.” A phone with presence Andy Boxall / Digital Trends The more we talked about the Galaxy S25 Edge, the more delightfully experimental it sounded. Not in terms of its technology, but how it fits into Samsung’s range of devices, and the people the company expects it to appeal to. It’s how Batman entered the conversation.  “I call it the Bruce Wayne phone,” Beckford laughed, “In Jet Black it’d match up with the Batmobile really well.”  Beckford continued to say what the phone means to him, and his own reference to a well-known character related more to the S25 Edge’s presence than its coolness. “It allows me to make a statement. You put an S25 Edge down on the table, and it means something.” Beckford gave some deep insight into how the Galaxy S25 Edge enters new territory for Samsung: “Our Galaxy S25 Ultra and Galaxy Z Fold 6 phones are called ‘Life Maximizers,” he said, “while the base Galaxy S25, S25 Plus, and FE phones are ‘Social Expressers. What’s happening is we’re seeing people who want a bit of both. They want to express themselves, but they also want the power and performance from a Life Maximizer phone brings. The S25 Edge is a device that fits into both these areas.”  Internal innovation Samsung It was becoming clear the S25 Edge is more than just a new entry into the S25 series, and understanding some of the engineering that went into making it sees it shift closer to the Z Fold series for innovation. Beckford talked about some of the challenges faced by the team making the phone: “The camera module was a challenge,” he said. “The 200-megapixel main sensor is quite thick, but we reduced it in size by 18% to fit. It means the phone is well balanced. In a confined space you usually lose performance from the processor if there’s no heat dissipation. We’ve used special cooling and a vapor chamber to ensure the phone runs at its highest performance without overheating. These are challenges that come from making a phone this slim, but we solved them.”Why doesn’t the S25 Edge have a telephoto camera? After all, the Galaxy S25 Plus has one. It goes back to the phone appealing to two usually separate groups of buyers. The main and wide-angle cameras are key on the Galaxy Z Flip 6, and the S25 Edge is as much a part of that family as it is the S Series. Beckford pointed out that although there are only two cameras, you still get a macro mode and a 2x optical quality zoom alongside them.  A new direction for Samsung The Galaxy S25 Edge has elements of the technical innovation we love from Samsung’s ongoing range of folding devices, blended with the mainstream appeal of its S series phones. What differentiates it is the incredible slim, lightweight body and design. Bizon ended our conversation by telling me how this has shaped her personal opinion of the S25 Edge. “I think it’s beautiful,” she said. “It’s a statement about you, I like that it’s a conversation starter, and I see it stepping more into fashion and style.” She added, “You have to be playful and quirky and do things differently to attract people.” I felt this likely best described what Samsung is hoping to achieve with the Galaxy S25 Edge.  Playful, quirky, interesting, cool, fashionable, and stylish. When was the last time all of these words could be used together to describe a single mobile device? It’s certainly not recently, and the fact we’re using them to talk about a new Samsung — a brand few would consider daring when it comes to design — smartphone is a particular surprise.  There was an air of excitement during my conversation with Bizon and Beckford. Like it was the start of something new and exciting, but also ever-so-slightly mysterious and experimental too. After playing it safe with the Galaxy S25 and Galaxy S25 Ultra, Samsung has let itself go wild with the Galaxy S25 Edge and in the best way possible it’s not entirely sure where it’s going to lead, which makes us like this incredibly slim phone even more.

A risk-averse business culture and complex regulations have stifled innovation on the continent, weighing on its future. ‘This is an existential challenge.’

A welcome surprise Space Force official: Commercial satellites can do a lot more than we thought "They could shave off about a third of the time and over half the cost." Stephen Clark – May 19, 2025 5:12 pm | 5 Astranis, founded in 2015, has designed a satellite bus with electric propulsion that can fly in geosynchronous orbit. Credit: Astranis Astranis, founded in 2015, has designed a satellite bus with electric propulsion that can fly in geosynchronous orbit. Credit: Astranis Story text Size Small Standard Large Width * Standard Wide Links Standard Orange * Subscribers only   Learn more A generation ago, when former NASA administrator Dan Goldin promoted the mantra of a "faster, better, cheaper" approach to the agency's science missions, critics often joked that NASA could only pick two. That's no longer the case. NASA is finding success in its partnerships with commercial space companies, especially SpaceX, with lower costs, quicker results, and improved performance. The Space Force and the National Reconnaissance Office, the US government's spy satellite agency, are also capitalizing on new products and services from commercial industry. In many cases, these new capabilities come from venture-backed startups already developing and operating satellites for commercial use. The idea is to focus the Space Force and the NRO on missions that only they can do, according to Chris Scolese, director of the NRO. Military and intelligence agencies are already buying launch services, communications services, and satellite surveillance imagery on a commercial basis. These missions also have commercial applications, so the government is purchasing products and services with rockets and satellites that already exist. Now, the military is starting to use a commercial model for missions that, at least today, lack any meaningful commercial market. In these cases, the Space Force and the NRO must go out and pay a company to build an entire fleet of satellites that will exclusively serve the government. But rather than dictating stringent requirements and micromanaging every phase of the program, as the Space Force and NRO have typically done, they're going with a more hands-off approach. This change in procurement strategy is yielding results, officials said last week in a hearing convened by the House Armed Services Committee. Numerous companies are now manufacturing satellite buses, the basic chassis that hosts instruments, sensors, and payloads tailored for a range of missions. Most of them come from SpaceX, which mass-produces satellites for its Starlink broadband network. But there are others, and the market is richer than many US officials thought. "We're finding that commercial buses are not only available, but they're also capable of doing a lot of what our missions require, and they're available at a much lower cost than going off and developing a brand new bus," Scolese said. A case study in procurement The Space Force and the NRO kicked off several initiatives over the last few years to look at ways to exploit these commercial technologies. Some of these programs are already producing results. The Space Force's Space Development Agency has launched the first 27 prototypes for a future network of hundreds of satellites in low-Earth orbit (LEO) to detect and monitor missile launches, and relay tracking data to the ground. The National Reconnaissance Office, which owns the government's spy satellites, awarded contracts in 2022 worth $4 billion to buy commercial imagery from three companies—newcomers BlackSky, Planet, and incumbent provider Maxar—with their privately owned spacecraft. The NRO also started launching its own fleet of commercially built spy satellites last year to more rapidly gather imagery of places around the world. Nearly 200 of these satellites, based on SpaceX's Starlink design, have launched in the last year. Most recently, the Space Force rejigged how it plans to buy a series of new space surveillance satellites for the Geosynchronous Space Situational Awareness Program, or GSSAP. These satellites are designed to fly near and inspect other objects near geosynchronous orbit, a ring around the equator more than 22,000 miles (nearly 36,000 kilometers) above Earth. In that orbit, a spacecraft moves in synchronicity with Earth's rotation, giving satellites a constant view of the same region of the planet. This makes geosynchronous orbit a popular location for satellites designed for communications, early-warning, and eavesdropping missions. This image shows what the Space Force's fleet of missile-warning and missile-tracking satellites might look like in 2030, with a mix of platforms in geosynchronous orbit, medium-Earth orbit, and low-Earth orbit. Credit: Space Systems Command The Space Force has launched six GSSAP satellites built by Northrop Grumman, one of America's largest traditional defense contractors. Five of them are still operational, and the military wants to buy more. But this time, the Space Force will procure the satellites through a commercial arrangement. Instead of dictating stringent requirements to contractors and purchasing the satellites outright, the Space Force will levy fewer requirements and select a commercial company to develop the next generation of GSSAP satellites. Last year, the Pentagon canvassed the commercial satellite industry to see what might be available. Military officials soon hit a roadblock. The Space Force—and particularly US Space Command—closely guards details of the GSSAP program. The program's most exquisite capabilities are classified, and the Space Force defined requirements for the next-generation GSSAP satellites that would be subject to similar levels of secrecy. Leaders at Space Command, which actually uses the GSSAP satellites, agreed to relax their requirements, according to Maj. Gen. Stephen Purdy, acting assistant secretary of the Air Force for space acquisition and integration.  The decision allowed the Space Force to move forward with a commercial procurement strategy that Purdy said will cut the cost of the system in half and reduce its development timeline by a third. "So, we're off working now with that program office to go start off a more commercial line," Purdy said. "And when I say commercial in this particular aspect, just to clarify, this is accomplishing the same GSSAP mission. Our operators will fly the GSSAP system using the same ground systems and data they do now, but these would be using faster, commercial build times... and cheaper, less expensive parts in order to bring that together in a faster sense." An artist's illustration of two of the Space Force's GSSAP surveillance satellites, built by Northrop Grumman. Credit: US Space Force The next-gen GSSAP spacecraft may not meet the same standards as the Space Force's existing inspector satellites, but the change comes with benefits beyond lower costs and faster timelines. It will be unclassified and will be open to multiple vendors to build and launch space surveillance satellites, injecting some level of competition into the program. It will also be eligible for sales to other countries. More for less with GPS There's another area where Purdy said the Space Force was surprised by what commercial satellite builders were offering. Last year, the Pentagon used a new "Quick Start" procurement model authorized by Congress to establish a program to bolster the GPS navigation network, which is run by the Space Force but relied upon by commercial users and private citizens around the world. The Space Force has more than 30 GPS satellites in medium-Earth orbit (MEO) at an altitude of roughly 12,550 miles (20,200 kilometers). Purdy said the network is "vulnerable" because the constellation has a relatively small number of satellites, at least relative to the Space Force's newest programs. In MEO, the satellites are within range of direct ascent anti-satellite weapons. Many of the GPS satellites are aging, and the newer ones, built by Lockheed Martin, cost about $250 million apiece. With the Resilient GPS program, the Space Force aims to reduce the cost to $50 million to $80 million per satellite. The satellites will be smaller than the GPS satellites flying today and will transmit a core set of signals. "We're looking to add more resiliency and more numbers," Purdy said. "We actually didn't think that we were going to get much, to be honest with you, and it was a surprise to us, and a major learning [opportunity] for us, learning last year that satellite prices had—they were low in LEO already, but they were lowering in MEO," Purdy said. "So, that convinced us that we should proceed with it. The results have actually been more surprising and encouraging than we thought. "The [satellite] buses actually bring a higher power level than our current program of record does, which allows us to punch through jamming in a better sense. We can achieve better results, we think, over time, going after these commercial buses," Purdy said. "So that's caused me to think, for our mainline GPS system, we’re actually looking at that for alternative ways to get after that." Maj. Gen. Stephen Purdy oversees the Space Force's acquisition programs at the Pentagon. Credit: Jonathan Newton/The Washington Post via Getty Images In September, the Space Force awarded four agreements to Astranis, Axient, L3Harris, and Sierra Space to produce design concepts for new Resilient GPS satellites. Astranis and Axient are relatively new to satellite manufacturing. Astranis is a pioneer in low-mass Internet satellites in geosynchronous orbit, and a non-traditional defense contractor. Axient, acquired by a company named Astrion last year, has focused on producing small CubeSats. The military will later select one or more of these companies to move forward with producing up to eight Resilient GPS satellites for launch as soon as 2028. Early planning is already underway for a follow-on set of Resilient GPS satellites with additional capabilities, according to the Space Force. The experience with the R-GPS program inspired the Space Force to look at other mission areas that might be well-served with a similar procurement approach. They settled on GSSAP as the next frontier. Scolese, director of the NRO, said his agency is examining how to use commercial satellite constellations for other purposes beyond Earth imaging. This might include a program to employ commercially procured satellites for signals intelligence (SIGINT) missions, he said. "It's not just the commercial imagery," Scolese said. "It's also commercial RF (Radio Frequency, or SIGINT) and newer phenomenologies as where we're working with that industry to go off and help advance those." Stephen Clark Space Reporter Stephen Clark Space Reporter Stephen Clark is a space reporter at Ars Technica, covering private space companies and the world’s space agencies. Stephen writes about the nexus of technology, science, policy, and business on and off the planet. 5 Comments

A male white-faced capuchin monkey carrying a baby howler monkeyBrendan Barrett/Max Planck Institute of Animal Behavior Capuchin monkeys on a remote Panamanian island are abducting babies from howler monkey families, in a first-of-its-kind trend. The wild population of white-faced capuchins (Cebus capucinus imitator) living on Jicarón Island has been monitored with 86 motion cameras since 2017 to capture their sophisticated use of stone tools to crack open hard fruits, nuts and shellfish. Five years into recording the footage, in 2022, a researcher noticed one of the young male capuchin monkeys with an infant monkey from another species clinging to its back. This capuchin, nicknamed Joker, picked up at least four baby howler monkeys (Alouatta palliata coibensis) over four months, sometimes holding onto them for more than a week. Advertisement At first, the researchers thought it was a case of “one individual who maybe is a little weird or a little quirky”, says Zoë Goldsborough from the Max Planck Institute of Animal Behavior, who spotted the behaviour. “We didn’t expect to find this.” Then, five months after they saw Joker with an infant, four other young male capuchins were found carrying around howler babies. Over 15 months, the capuchin group took in 11 howler babies younger than four weeks old. The behaviour spread around the population through social learning, like a “primate fad or fashion”, says Andrew Whiten at the University of St Andrews, UK, who wasn’t involved in the study. Unmissable news about our planet delivered straight to your inbox every month. Sign up to newsletter While mature female monkeys sometimes adopt abandoned babies of other species, which may be a way to practise caring for their young, the Jicaròn monkeys doing this are all immature males. And instead of adopting abandoned infants, they seem to be actively taking the howlers from their families. There is no footage of the thefts, but they did document capuchins preventing the howler babies from escaping. Footage also shows howler monkey parents searching and calling for their infants in the canopy as the capuchins get defensive. The abducted infants probably all die from malnourishment, since they are too young to survive without their mother’s milk. Researchers saw at least three howler monkey infants being carried around even when dead. Two white-faced capuchins with a baby howler monkeyBrendan Barrett / Max Planck Institute of Animal Behavior Learning from others can be beneficial, which is why a trend can take off even when the behaviour has no real benefits to the monkeys, says Whiten. Since the Jicarón capuchins have no predators and very little competition, the craze could have arisen as a result of having spare time to try new things, and possibly out of boredom. There might also be something about the conditions of life on a remote island that are conducive to innovative behaviours arising and being spread. It is these same young male monkeys who most use tools on Jicarón, notes Goldsborough. “Maybe if you have a tradition already, you’re more likely to also copy their other behaviours.” Topics:

In 2019, Karen Hao, a senior reporter with MIT Technology Review, pitched me on writing a story about a then little-known company, OpenAI. It was her biggest assignment to date. Hao’s feat of reporting took a series of twists and turns over the coming months, eventually revealing how OpenAI’s ambition had taken it far afield from its original mission. The finished story was a prescient look at a company at a tipping point—or already past it. And OpenAI was not happy with the result. Hao’s new book, Empire of AI: Dreams and Nightmares in Sam Altman’s OpenAI, is an in-depth exploration of the company that kick-started the AI arms race, and what that race means for all of us. This excerpt is the origin story of that reporting. — Niall Firth, executive editor, MIT Technology Review I arrived at OpenAI’s offices on August 7, 2019. Greg Brockman, then thirty‑one, OpenAI’s chief technology officer and soon‑to‑be company president, came down the staircase to greet me. He shook my hand with a tentative smile. “We’ve never given someone so much access before,” he said. At the time, few people beyond the insular world of AI research knew about OpenAI. But as a reporter at MIT Technology Review covering the ever‑expanding boundaries of artificial intelligence, I had been following its movements closely. Until that year, OpenAI had been something of a stepchild in AI research. It had an outlandish premise that AGI could be attained within a decade, when most non‑OpenAI experts doubted it could be attained at all. To much of the field, it had an obscene amount of funding despite little direction and spent too much of the money on marketing what other researchers frequently snubbed as unoriginal research. It was, for some, also an object of envy. As a nonprofit, it had said that it had no intention to chase commercialization. It was a rare intellectual playground without strings attached, a haven for fringe ideas. But in the six months leading up to my visit, the rapid slew of changes at OpenAI signaled a major shift in its trajectory. First was its confusing decision to withhold GPT‑2 and brag about it. Then its announcement that Sam Altman, who had mysteriously departed his influential perch at YC, would step in as OpenAI’s CEO with the creation of its new “capped‑profit” structure. I had already made my arrangements to visit the office when it subsequently revealed its deal with Microsoft, which gave the tech giant priority for commercializing OpenAI’s technologies and locked it into exclusively using Azure, Microsoft’s cloud‑computing platform. Each new announcement garnered fresh controversy, intense speculation, and growing attention, beginning to reach beyond the confines of the tech industry. As my colleagues and I covered the company’s progression, it was hard to grasp the full weight of what was happening. What was clear was that OpenAI was beginning to exert meaningful sway over AI research and the way policymakers were learning to understand the technology. The lab’s decision to revamp itself into a partially for‑profit business would have ripple effects across its spheres of influence in industry and government.  So late one night, with the urging of my editor, I dashed off an email to Jack Clark, OpenAI’s policy director, whom I had spoken with before: I would be in town for two weeks, and it felt like the right moment in OpenAI’s history. Could I interest them in a profile? Clark passed me on to the communications head, who came back with an answer. OpenAI was indeed ready to reintroduce itself to the public. I would have three days to interview leadership and embed inside the company. Brockman and I settled into a glass meeting room with the company’s chief scientist, Ilya Sutskever. Sitting side by side at a long conference table, they each played their part. Brockman, the coder and doer, leaned forward, a little on edge, ready to make a good impression; Sutskever, the researcher and philosopher, settled back into his chair, relaxed and aloof. I opened my laptop and scrolled through my questions. OpenAI’s mission is to ensure beneficial AGI, I began. Why spend billions of dollars on this problem and not something else? Brockman nodded vigorously. He was used to defending OpenAI’s position. “The reason that we care so much about AGI and that we think it’s important to build is because we think it can help solve complex problems that are just out of reach of humans,” he said. He offered two examples that had become dogma among AGI believers. Climate change. “It’s a super‑complex problem. How are you even supposed to solve it?” And medicine. “Look at how important health care is in the US as a political issue these days. How do we actually get better treatment for people at lower cost?” On the latter, he began to recount the story of a friend who had a rare disorder and had recently gone through the exhausting rigmarole of bouncing between different specialists to figure out his problem. AGI would bring together all of these specialties. People like his friend would no longer spend so much energy and frustration on getting an answer. Why did we need AGI to do that instead of AI? I asked. This was an important distinction. The term AGI, once relegated to an unpopular section of the technology dictionary, had only recently begun to gain more mainstream usage—in large part because of OpenAI. And as OpenAI defined it, AGI referred to a theoretical pinnacle of AI research: a piece of software that had just as much sophistication, agility, and creativity as the human mind to match or exceed its performance on most (economically valuable) tasks. The operative word was theoretical. Since the beginning of earnest research into AI several decades earlier, debates had raged about whether silicon chips encoding everything in their binary ones and zeros could ever simulate brains and the other biological processes that give rise to what we consider intelligence. There had yet to be definitive evidence that this was possible, which didn’t even touch on the normative discussion of whether people should develop it. AI, on the other hand, was the term du jour for both the version of the technology currently available and the version that researchers could reasonably attain in the near future through refining existing capabilities. Those capabilities—rooted in powerful pattern matching known as machine learning—had already demonstrated exciting applications in climate change mitigation and health care. Sutskever chimed in. When it comes to solving complex global challenges, “fundamentally the bottleneck is that you have a large number of humans and they don’t communicate as fast, they don’t work as fast, they have a lot of incentive problems.” AGI would be different, he said. “Imagine it’s a large computer network of intelligent computers—they’re all doing their medical diagnostics; they all communicate results between them extremely fast.” This seemed to me like another way of saying that the goal of AGI was to replace humans. Is that what Sutskever meant? I asked Brockman a few hours later, once it was just the two of us. “No,” Brockman replied quickly. “This is one thing that’s really important. What is the purpose of technology? Why is it here? Why do we build it? We’ve been building technologies for thousands of years now, right? We do it because they serve people. AGI is not going to be different—not the way that we envision it, not the way we want to build it, not the way we think it should play out.” That said, he acknowledged a few minutes later, technology had always destroyed some jobs and created others. OpenAI’s challenge would be to build AGI that gave everyone “economic freedom” while allowing them to continue to “live meaningful lives” in that new reality. If it succeeded, it would decouple the need to work from survival. “I actually think that’s a very beautiful thing,” he said. In our meeting with Sutskever, Brockman reminded me of the bigger picture. “What we view our role as is not actually being a determiner of whether AGI gets built,” he said. This was a favorite argument in Silicon Valley—the inevitability card. If we don’t do it, somebody else will. “The trajectory is already there,” he emphasized, “but the thing we can influence is the initial conditions under which it’s born. “What is OpenAI?” he continued. “What is our purpose? What are we really trying to do? Our mission is to ensure that AGI benefits all of humanity. And the way we want to do that is: Build AGI and distribute its economic benefits.” His tone was matter‑of‑fact and final, as if he’d put my questions to rest. And yet we had somehow just arrived back to exactly where we’d started. Our conversation continued on in circles until we ran out the clock after forty‑five minutes. I tried with little success to get more concrete details on what exactly they were trying to build—which by nature, they explained, they couldn’t know—and why, then, if they couldn’t know, they were so confident it would be beneficial. At one point, I tried a different approach, asking them instead to give examples of the downsides of the technology. This was a pillar of OpenAI’s founding mythology: The lab had to build good AGI before someone else built a bad one. Brockman attempted an answer: deepfakes. “It’s not clear the world is better through its applications,” he said. I offered my own example: Speaking of climate change, what about the environmental impact of AI itself? A recent study from the University of Massachusetts Amherst had placed alarming numbers on the huge and growing carbon emissions of training larger and larger AI models. That was “undeniable,” Sutskever said, but the payoff was worth it because AGI would, “among other things, counteract the environmental cost specifically.” He stopped short of offering examples. “It is unquestioningly very highly desirable that data centers be as green as possible,” he added. “No question,” Brockman quipped. “Data centers are the biggest consumer of energy, of electricity,” Sutskever continued, seeming intent now on proving that he was aware of and cared about this issue. “It’s 2 percent globally,” I offered. “Isn’t Bitcoin like 1 percent?” Brockman said. “Wow!” Sutskever said, in a sudden burst of emotion that felt, at this point, forty minutes into the conversation, somewhat performative. Sutskever would later sit down with New York Times reporter Cade Metz for his book Genius Makers, which recounts a narrative history of AI development, and say without a hint of satire, “I think that it’s fairly likely that it will not take too long of a time for the entire surface of the Earth to become covered with data centers and power stations.” There would be “a tsunami of computing . . . almost like a natural phenomenon.” AGI—and thus the data centers needed to support them—would be “too useful to not exist.” I tried again to press for more details. “What you’re saying is OpenAI is making a huge gamble that you will successfully reach beneficial AGI to counteract global warming before the act of doing so might exacerbate it.” “I wouldn’t go too far down that rabbit hole,” Brockman hastily cut in. “The way we think about it is the following: We’re on a ramp of AI progress. This is bigger than OpenAI, right? It’s the field. And I think society is actually getting benefit from it.” “The day we announced the deal,” he said, referring to Microsoft’s new $1 billion investment, “Microsoft’s market cap went up by $10 billion. People believe there is a positive ROI even just on short‑term technology.” OpenAI’s strategy was thus quite simple, he explained: to keep up with that progress. “That’s the standard we should really hold ourselves to. We should continue to make that progress. That’s how we know we’re on track.” Later that day, Brockman reiterated that the central challenge of working at OpenAI was that no one really knew what AGI would look like. But as researchers and engineers, their task was to keep pushing forward, to unearth the shape of the technology step by step. He spoke like Michelangelo, as though AGI already existed within the marble he was carving. All he had to do was chip away until it revealed itself. There had been a change of plans. I had been scheduled to eat lunch with employees in the cafeteria, but something now required me to be outside the office. Brockman would be my chaperone. We headed two dozen steps across the street to an open‑air café that had become a favorite haunt for employees. This would become a recurring theme throughout my visit: floors I couldn’t see, meetings I couldn’t attend, researchers stealing furtive glances at the communications head every few sentences to check that they hadn’t violated some disclosure policy. I would later learn that after my visit, Jack Clark would issue an unusually stern warning to employees on Slack not to speak with me beyond sanctioned conversations. The security guard would receive a photo of me with instructions to be on the lookout if I appeared unapproved on the premises. It was odd behavior in general, made odder by OpenAI’s commitment to transparency. What, I began to wonder, were they hiding, if everything was supposed to be beneficial research eventually made available to the public? At lunch and through the following days, I probed deeper into why Brockman had cofounded OpenAI. He was a teen when he first grew obsessed with the idea that it could be possible to re‑create human intelligence. It was a famous paper from British mathematician Alan Turing that sparked his fascination. The name of its first section, “The Imitation Game,” which inspired the title of the 2014 Hollywood dramatization of Turing’s life, begins with the opening provocation, “Can machines think?” The paper goes on to define what would become known as the Turing test: a measure of the progression of machine intelligence based on whether a machine can talk to a human without giving away that it is a machine. It was a classic origin story among people working in AI. Enchanted, Brockman coded up a Turing test game and put it online, garnering some 1,500 hits. It made him feel amazing. “I just realized that was the kind of thing I wanted to pursue,” he said. In 2015, as AI saw great leaps of advancement, Brockman says that he realized it was time to return to his original ambition and joined OpenAI as a cofounder. He wrote down in his notes that he would do anything to bring AGI to fruition, even if it meant being a janitor. When he got married four years later, he held a civil ceremony at OpenAI’s office in front of a custom flower wall emblazoned with the shape of the lab’s hexagonal logo. Sutskever officiated. The robotic hand they used for research stood in the aisle bearing the rings, like a sentinel from a post-apocalyptic future. “Fundamentally, I want to work on AGI for the rest of my life,” Brockman told me. What motivated him? I asked Brockman. What are the chances that a transformative technology could arrive in your lifetime? he countered. He was confident that he—and the team he assembled—was uniquely positioned to usher in that transformation. “What I’m really drawn to are problems that will not play out in the same way if I don’t participate,” he said. Brockman did not in fact just want to be a janitor. He wanted to lead AGI. And he bristled with the anxious energy of someone who wanted history‑defining recognition. He wanted people to one day tell his story with the same mixture of awe and admiration that he used to recount the ones of the great innovators who came before him. A year before we spoke, he had told a group of young tech entrepreneurs at an exclusive retreat in Lake Tahoe with a twinge of self‑pity that chief technology officers were never known. Name a famous CTO, he challenged the crowd. They struggled to do so. He had proved his point. In 2022, he became OpenAI’s president. During our conversations, Brockman insisted to me that none of OpenAI’s structural changes signaled a shift in its core mission. In fact, the capped profit and the new crop of funders enhanced it. “We managed to get these mission‑aligned investors who are willing to prioritize mission over returns. That’s a crazy thing,” he said. OpenAI now had the long‑term resources it needed to scale its models and stay ahead of the competition. This was imperative, Brockman stressed. Failing to do so was the real threat that could undermine OpenAI’s mission. If the lab fell behind, it had no hope of bending the arc of history toward its vision of beneficial AGI. Only later would I realize the full implications of this assertion. It was this fundamental assumption—the need to be first or perish—that set in motion all of OpenAI’s actions and their far‑reaching consequences. It put a ticking clock on each of OpenAI’s research advancements, based not on the timescale of careful deliberation but on the relentless pace required to cross the finish line before anyone else. It justified OpenAI’s consumption of an unfathomable amount of resources: both compute, regardless of its impact on the environment; and data, the amassing of which couldn’t be slowed by getting consent or abiding by regulations. Brockman pointed once again to the $10 billion jump in Microsoft’s market cap. “What that really reflects is AI is delivering real value to the real world today,” he said. That value was currently being concentrated in an already wealthy corporation, he acknowledged, which was why OpenAI had the second part of its mission: to redistribute the benefits of AGI to everyone. Was there a historical example of a technology’s benefits that had been successfully distributed? I asked. “Well, I actually think that—it’s actually interesting to look even at the internet as an example,” he said, fumbling a bit before settling on his answer. “There’s problems, too, right?” he said as a caveat. “Anytime you have something super transformative, it’s not going to be easy to figure out how to maximize positive, minimize negative. “Fire is another example,” he added. “It’s also got some real drawbacks to it. So we have to figure out how to keep it under control and have shared standards. “Cars are a good example,” he followed. “Lots of people have cars, benefit a lot of people. They have some drawbacks to them as well. They have some externalities that are not necessarily good for the world,” he finished hesitantly. “I guess I just view—the thing we want for AGI is not that different from the positive sides of the internet, positive sides of cars, positive sides of fire. The implementation is very different, though, because it’s a very different type of technology.” His eyes lit up with a new idea. “Just look at utilities. Power companies, electric companies are very centralized entities that provide low‑cost, high‑quality things that meaningfully improve people’s lives.” It was a nice analogy. But Brockman seemed once again unclear about how OpenAI would turn itself into a utility. Perhaps through distributing universal basic income, he wondered aloud, perhaps through something else. He returned to the one thing he knew for certain. OpenAI was committed to redistributing AGI’s benefits and giving everyone economic freedom. “We actually really mean that,” he said. “The way that we think about it is: Technology so far has been something that does rise all the boats, but it has this real concentrating effect,” he said. “AGI could be more extreme. What if all value gets locked up in one place? That is the trajectory we’re on as a society. And we’ve never seen that extreme of it. I don’t think that’s a good world. That’s not a world that I want to sign up for. That’s not a world that I want to help build.” In February 2020, I published my profile for MIT Technology Review, drawing on my observations from my time in the office, nearly three dozen interviews, and a handful of internal documents. “There is a misalignment between what the company publicly espouses and how it operates behind closed doors,” I wrote. “Over time, it has allowed a fierce competitiveness and mounting pressure for ever more funding to erode its founding ideals of transparency, openness, and collaboration.” Hours later, Elon Musk replied to the story with three tweets in rapid succession: “OpenAI should be more open imo” “I have no control & only very limited insight into OpenAI. Confidence in Dario for safety is not high,” he said, referring to Dario Amodei, the director of research. “All orgs developing advanced AI should be regulated, including Tesla” Afterward, Altman sent OpenAI employees an email. “I wanted to share some thoughts about the Tech Review article,” he wrote. “While definitely not catastrophic, it was clearly bad.” It was “a fair criticism,” he said that the piece had identified a disconnect between the perception of OpenAI and its reality. This could be smoothed over not with changes to its internal practices but some tuning of OpenAI’s public messaging. “It’s good, not bad, that we have figured out how to be flexible and adapt,” he said, including restructuring the organization and heightening confidentiality, “in order to achieve our mission as we learn more.” OpenAI should ignore my article for now and, in a few weeks’ time, start underscoring its continued commitment to its original principles under the new transformation. “This may also be a good opportunity to talk about the API as a strategy for openness and benefit sharing,” he added, referring to an application programming interface for delivering OpenAI’s models. “The most serious issue of all, to me,” he continued, “is that someone leaked our internal documents.” They had already opened an investigation and would keep the company updated. He would also suggest that Amodei and Musk meet to work out Musk’s criticism, which was “mild relative to other things he’s said” but still “a bad thing to do.” For the avoidance of any doubt, Amodei’s work and AI safety were critical to the mission, he wrote. “I think we should at some point in the future find a way to publicly defend our team (but not give the press the public fight they’d love right now).” OpenAI wouldn’t speak to me again for three years. From the book , to be published on May 20, 2025, by Penguin Press, an imprint of Penguin Publishing Group, a division of Penguin Random House LLC. Copyright © 2025 by Karen Hao.

Moody's downgrades the US credit from Aaa to Aa1. Andrew Kelly/REUTERS 2025-05-19T23:49:01Z Save Saved Read in app This story is available exclusively to Business Insider subscribers. Become an Insider and start reading now. Have an account? Ray Dalio said on X that Moody's credit downgrade doesn't cover the risks of government money printing. Moody's downgraded US credit to Aa1, citing growing deficits and ballooning interest payments. A GOP tax bill could worsen US debts, with proposed tax breaks and increased defense spending. Billionaire investor Ray Dalio thinks Moody's recent downgrade of the US sovereign credit rating doesn't capture the danger of the federal government simply printing cash to cover its bills."You should know that credit ratings understate credit risks because they only rate the risk of the government not paying its debt," Dalio, the founder of Bridgewater Associates, warned said on X. "They don't include the greater risk that the countries in debt will print money to pay their debts thus causing holders of the bonds to suffer losses from the decreased value of the money they're getting.""For those who care about the value of their money, the risks for US government debt are greater than the rating agencies are conveying," Dalio added.Dalio's comments came after Moody's, the international financial services company, downgraded the US credit from Aaa to Aa1 on Friday, citing growing deficits and surging interest payments. That makes Moody's the last of the three major credit agencies to bump America's credit off the highest rating. S&P Global Ratings downgraded the US back in 2011, and Fitch Ratings followed suit in 2023.In response to the downgrade, stocks slipped on Monday while Treasury yields spiked. The 30-year bond yield jumped 4.995%, and the 10-year bond yield rose to 4.521%.Adding to investor concerns, economists are sounding the alarm on a tax cut bill proposed by Republicans that could come to pass given the slim GOP majorities in both the House and the Senate.The bill proposes tax breaks for the wealthiest Americans through a higher estate tax exemption, interest tax breaks for private equity, and a $150 billion boost in defense spending. It also plans to increase the child tax credit by $500 and eliminate taxes on tips and overtime pay.Despite the bill also proposing spending cuts to Medicaid and SNAP and to hike taxes for immigrants, the Budget Lab at Yale, a nonpartisan policy research center, says that the GOP bill would worsen America's debt."The bill as currently proposed would substantially add to the deficit, even if accounting for possible tariff revenue," authors ofAccording to the report, Sudan and Japan are the only two countries with a debt-to-GDP ratio over 180%."Assuming temporary provisions expire, the bill's baseline cost of $3.4 trillion would make it the largest spending package in US history," the report added.In a rare Sunday night vote on May 18, the GOP tax cut bill narrowly passed the House Budget Committee, which days before rejected the bill. The bill now heads to the House for a vote this week.A spokesperson for Dalio did not immediately respond to a request for comment. Recommended video

The CEO of Grand Theft Auto 6 developer Rockstar Game's parent company Take-Two Interactive has confirmed he doesn't play video games, despite the company preparing to launch possibly the biggest game of all timeTech10:15, 19 May 2025Will we be flying jets again?GTA 6 has reportedly been in development for years, and throughout the last year or so, Take-Two's CEO Strauss Zelnick has been quick to point out the lengths Rockstar is going to in order to produce something worth the hype.Last week, he promised the game—which was recently delayed to May of 2026— would be worth the wait, but he's now made a surprising admission during a CNBC interview.‌While Zelnick has long explained he doesn't play a lot of games, the man who also holds the keys to franchises like WWE 2K, NBA 2K, and the upcoming Borderlands 4 and Mafia: The Old Country via 2K has suggested he doesn't play games at all.‌Extolling the company's earnings as a "great year", and pointing to Rockstar offering a "better quarter" for Red Dead Online and GTA Online, as well as 2K's release of Civilization 7 and an upward trajectory on NBA and "multiple hits" from Zynga, Zelnick is then pressed on GTA 6."It's a pretty short delay, it's less than six months," Zelnick explained, adding "generally when we announce a date certain, we're able to hit that date".Article continues belowFans have been crying out for a return to Vice City(Image: Rockstar Games/AFP via Getty Ima)"The key thing is that Rockstar Games is trying to create the best thing anyone's ever seen in entertainment, not just interactive entertainment. That's a tall order, and I think consumers have huge hopes for the title," he added, pointing to GTA 6's second trailer breaking viewership records set by the first trailer, and adding that the delay was due to giving Rockstar Games the time it needs to polish.Asked if Zelnick has played GTA 6, he said "I'm not a gamer".‌"I don't play video games, I'm not the consumer-in-chief" he explains, saying he shares his opinions "pretty openly" but says his role is "to attract and retain the best talent in the business and then get out of their way".Jason Duval is our second protagonist's name(Image: Rockstar)Zelnick also expressed his confidence that Take-Two's acquisition of Zynga is a response to the growing presence of mobile games in the industry.Article continues belowAt the time of the delay, Rockstar's statement said: "We are very sorry this is later than you expected. The interest and excitement surrounding a new Grand Theft Auto has been truly humbling for our entire team. We want to thank you for your support and your patience as we work to finish the game.""With every game we have released, the goal has always been to try and exceed your expectations, and Grand Theft Auto VI is no exception. We hope you understand that we need this extra time to deliver at the level of quality you expect and deserve."For the latest breaking news and stories from across the globe from the Daily Star, sign up for our newsletters.‌‌‌

Whatever Naughty Dog is cooking it doesn’t seem to be more The Last Of Us (Sony Interactive Entertainment) The makers of The Last Of Us are working a second new game that doesn’t seem to be a sequel and is by the creative director of Mavel’s Avengers. It’s now five years since Naughty Dog has released a brand new game. That means they haven’t launched anything entirely new on the PlayStation 5, just remakes like The Last Of Us Part 1. They did announce Intergalactic: The Heretic Prophet last year, but they didn’t say when it would be out or show anything other than a few seconds of gameplay. The assumption is that Intergalactic will be their next game, but studio head Neil Druckmann has revealed that he’s also working on a second unannocued new game. Naughty Dog has said before that they’re making ‘multiple’ new single-player games at the moment, but there’s no clue as to what they are. However, whatever this second title is it’s very unlikely to be The Last Of Us Part 3, because Druckmann says he is not the director. Druckmann has been inconsistent when discussing The Last Of Us Part 3, at times implying it has little chance of ever being made and at other times admitting he has an outline for the story. Sony would no doubt love a third game, but Naughty Dog’s fame and level of success appears to give them the freedom to do whatever they want, including cancelling plans for The Last Of Us Online. Druckmann’s comments were made as part of a Press X to Continue podcast, where he revealed that, ‘there’s another game that’s being worked on at Naughty Dog where I am more of a producer role.’ ‘I get to mentor and watch this other team, and give feedback and be the executive in the room,’ he added. Unless he feels it’s something Sony has forced upon the studio, it seems very unlikely that Druckmann would take such a back seat role for The Last Of Us Part 3, considering he was a director on the first two games (and heavily involved in the TV show). His comments give no clue as to what this secret game is but back in March movie insider DanielRPK suggested that Naughty Dog has a second game underway, that’s not The Last Of Us Part 3, and is being led by Shaun Escayg. More Trending That matches very closely with what Druckmann said, with DanielRPK suggesting that the new game has already been in development for three years (a triple-A game usually needs at least five years nowadays). Escayg started as an animator, before directing half-sequel Uncharted: The Lost Legacy and becoming creative director for Marvel’s Avengers and then The Last Of Us Part 1 (as that implies, he left and then rejoined Naughty Dog). Although there have been rumours of a remake, Naughty Dog has stated multiple times that it is done with the Uncharted franchise, with reports that Sony has been trying, so far unsuccessfully, to get other studios to work on it instead. That’s where the solid rumours dry up but there has been fan talk for some time now that Naughty Dog is working on a new fantasy IP, possibly one involving dragons. There’s little evidence for that, but if the new game has been in development for three years, that could be the source of those rumours… Uncharted: The Lost Legacy was pretty good for what it was (Sony Interactive Entertainment) Email gamecentral@metro.co.uk, leave a comment below, follow us on Twitter, and sign-up to our newsletter. To submit Inbox letters and Reader’s Features more easily, without the need to send an email, just use our Submit Stuff page here. For more stories like this, check our Gaming page. GameCentral Sign up for exclusive analysis, latest releases, and bonus community content. This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply. Your information will be used in line with our Privacy Policy

The annual Computex computing conference in Taipei, Taiwan, isn’t going to be filled to the brim with as many wacky gadgets as CES 2025, but that doesn’t mean there’s nothing noteworthy. Nvidia tried to make the show about itself with the latest in its Blackwell series of GPUs, launching the GeForce RTX 5060 and expanding its AI software suite, and we also got new laptops via the Razer Blade 14 and Acer Predator Triton 14 AI. But amid those expected releases, we also got some quirkier releases, which may prove to be a lot more interesting than an entry-level graphics card. If you’re on the lookout for the fun stuff, we’ve got you covered. We’ll be keeping this post updated as we see more news from Computex, so stay tuned. Elgato’s Stream Deck ‘Modules’ Wants to Give Everybody Desktop Buttons © Elgato Content creators swear by Stream Decks, but the average layperson may not understand what all the fuss is about. These devices are control panels that are tied to commands on your PC. These keys could offer controls as simple as opening up Adobe Premiere, or as complex as exporting a finished program. Elgato, the maker of some of the more-popular decks, now imagines its Stream Decks as a “platform.” First up is a slew of modules that offer the most-barebones Stream Deck experience with variations that include six, 15, or 32 keys. There’s a separate dock that will let you network a Stream Deck directly through ethernet, as well, but the big push is with a Virtual Stream Deck. This is merely a program that lets you create custom hotkeys you can access with a single click on a desktop. Asus ROG’s Split Keyboard for Gamers Could Moonlight as a Pair of Nunchucks © Asus If Razer can give us an ergonomic vertical mouse, why shouldn’t Asus’ gamer-centric ROG brand hand us a split keyboard? The company said the Falcata 75% keyboard is good if you only need your WASD keys and need to free up desktop space. It’s using the company’s own ROG HFX V2 magnetic keyboard switches with a customizable 0.1 to 3.5mm travel. But better yet, the switches are hot swappable if you prefer a row of Cherry keys. The split design and removable angled palm rests should offer better ergonomics for people who have issues with carpal tunnel or wrist pain on a traditional singular keyboard. Asus would much rather talk about its 8,000Hz polling rate, which is a measure of how quickly the device can report its key presses to the PC. The Return of the Mouse With Too Many Keys is Now a Pseudo Stream Deck © Corsair Corsair’s Scimitar Elite WL SE was built for gamers who need to quickly hit innumerable hotkeys, and Corsair wants its gamer mouse to be a productivity device as well. The mouse sports a grand total of 16 programmable buttons, the majority of which are on a large “KeySlider” located on the left side of the mouse. This is the kind of mouse that’s ostensibly for competitive MMO gamers who want to have all their actions at easy reach on one hand. Combined with Elgato’s new Stream Deck features, the Scimitar can now bring up Virtual Stream Deck or even execute commands if you need to quickly access your work apps, open up web pages, or access stream controls. Oh, it also comes in white. This Is Where I’d Put an Xbox Handheld, if I Had One © Asus We were crossing our fingers, hoping to finally see the supposed Xbox-branded handheld PC being produced by Asus at this year’s Computex. Instead, in the first few days, the company dropped a peripheral that seems a little too on the nose if it’s still pretending that an ROG Ally 2 doesn’t exist. The ROG Bulwark Dock is like the many other official and third-party devices meant to keep your Steam Deck or whatever ROG Ally or Ally X you have on hand upright and on a charge. It’s a 7-in-1 dock that supports 4K at 144Hz output through HDMI 2.1. The nice thing about this dock is that the 90-degree USB-C cable isn’t married to any one spot on the device, making it easier to plug into the port of whatever handheld you’re using for power passthrough. Asus says this design, with its shallow cup, will work with phones and laptops as well, but we assume it should be good for an Xbox handheld, whenever that arrives. You Can Use AI to Make the Plugins for Nvidia’s AI © Nvidia Nvidia’s AI-ception now includes its own Project G-Assist, combined with a coding tool powered by OpenAI’s ChatGPT. G-Assist is the company’s chatbot integrated with the Nvidia app, and currently, it’s only capable of offering barebones PC diagnostics or suggesting changes to your graphics settings. The best aspect of the chatbot’s “small language model” is that it works fully on-device, but users themselves may be able to amend the AI’s limited feature set with a plugin builder. This could allow users to make G-Assist interact with other apps. But you don’t even need to know how to code well to build a plugin, as the plugin builder uses a separate AI chatbot to write it for you. Nvidia suggested this will work with apps like Spotify for music and volume control, but we’d much prefer to see it work as a legitimate PC assistant so we don’t need to access several competing apps just to change settings on our keyboards and mice. This Cute PC Case Wouldn’t Look Out of Place in a Field of Flowers © Hyte Judging by their name, Hyte’s X50 cases would seem like any other boxy PC case, but you can already tell by that image that the design is very, very different from the standard black boxes most people are willing to stick under their desk. Both the X50 and X50 Air are made with 1mm-thick steel frame alongside micro-mesh and 4mm laminated glass panels. These are all formed around the cases’ rounded design. The “Air” model only comes in white or black, but the X50 colorways, including “Cherry,” “Taro Milk,” “Strawberry Milk,” and “Matcha Milk” are all colors you would normally find at your local bubble tea spot. At $150, the X50 seems like the kind of case that will make your PC stand out from the pack of hard-edged fish tank designs you see from most companies. The case should arrive sometime this summer. Dell’s New AI-Centric Laptop Has the Worst Name Imaginable © Dell This is the Dell Pro Max Plus. It’s a name that squashes every rank of iPhone nomenclature into one. Beyond the company’s increasingly confusing naming conventions, the Pro Max Plus has one interesting component you won’t find on most other laptops. It contains a discrete NPU, namely the Qualcomm Cloud AI 100 chip. An NPU, or neural processing unit, is a dedicated portion of a chip or discrete processor for handling intensive AI processes. A typical PC with the latest AMD, Intel, or Qualcomm Snapdragon X processor can support between 45 and 50 TOPS, or trillions of operations per second. That in itself is a derived value for generally comparing AI processing. The Qualcomm Cloud AI 100 hits around 350 TOPS. It’s not nearly the max TOPS of a discrete graphics processor (the lowest-level Blackwell GPU from Nvidia, the RTX 5060, can do 614 TOPS), but the Dell Pro Max Plus Ultra Premium Supreme, or whatever it’s called, won’t have to worry nearly as much about power consumption with an AI-specific chip.

Flovik House / Fabian Tan ArchitectSave this picture!© BricksbeginHouses•Kuala Lumpur, Malaysia Architects: Fabian Tan Architect Area Area of this architecture project Area:  4000 ft² Year Completion year of this architecture project Year:  2024 Photographs Photographs:Bricksbegin Lead Architects: Fabian Tan More SpecsLess Specs Save this picture! Text description provided by the architects. Flovik House, nestled in a quiet Kuala Lumpur hillside, is a two-storey bungalow on a 6,800 square foot plot with a 4,000 square foot built-up area. The house has been fully transformed while maintaining the original split level of approximately 1.5 meters.Save this picture!Save this picture!Save this picture!Save this picture!Upon entering the foyer, the lower ground's former living area is now converted into an enclosed study room. Moving up to the upper ground floor, the rear portion was rebuilt to create a spacious double-volume living and dining area that opens to a serene koi pond. Perched above this is an elevated planter and rock garden with a coping that conceals a waterfall transitioning into seating at the open deck, which connects to the spacious kitchen with a marble-top island and warm timber cabinets.Save this picture!The living area flows into a bar lounge, utilizing the home's unique angles to form openings along mid-landings. This space connects to a grand, high-ceiling front deck for lounging, accessible directly via an external staircase. Structural columns integrate into seating, maintaining proportion while overlooking the expansive front garden.Save this picture!A key feature of the house is a two-panel pivoting wall above the sliding doors, appearing as a static architectural element but offering four dynamic configurations that adjust light, ventilation, and side views while maintaining privacy from the neighboring house.Save this picture!Save this picture!Save this picture!Ascending the staircase, the master suite comprises a bedroom, a walk-in wardrobe, and a large bathroom with a bathtub. The upper first floor features a family room overlooking the double-height living spaces and open deck. A corridor leads to two additional en suite bedrooms. At the rooftop level, the home opens to panoramic views of the neighborhood greenery and glimpses of the city skyline. The essential idea is to seamlessly blend the new and old through interconnected spaces and cross-linked openness to the surrounding gardens and beyond.Save this picture! Project gallerySee allShow less About this officeFabian Tan ArchitectOffice••• MaterialConcreteMaterials and TagsPublished on May 19, 2025Cite: "Flovik House / Fabian Tan Architect" 19 May 2025. ArchDaily. Accessed . <https://www.archdaily.com/1030166/flovik-house-fabian-tan-architect&gt ISSN 0719-8884Save世界上最受欢迎的建筑网站现已推出你的母语版本!想浏览ArchDaily中国吗?是否 You've started following your first account!Did you know?You'll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my stream