Google will start testing a feature this year that uses machine learning to weed out children trying to access adult content on YouTube. The machine learning-based age estimation model will try to predict whether a user is under 18 and, if so, apply appropriate age filter settings to their account. The announcement came amid a flurry of Google child safety announcements as the US Senate considers a bill that would ban pre-teens from social media.YouTube CEO Neal Mohan first mentioned the ML age restriction feature on Tuesday in his letter about the platforms bets for the coming year. Well use machine learning in 2025 to help us estimate a users age distinguishing between younger viewers and adults to help provide the best and most age-appropriate experiences and protections, he wrote.A YouTube spokesperson clarified to Engadget that the model will make its predictions using data like the types of info the person searches for, the categories of videos they watch and the age of their accounts. For example, if someone frequently searches for info about mortgage lending or taxes, that probably points to the person being over 18. Ditto for an account thats over 20 years old.If the ML model predicts that someone is underage, YouTube will apply its standard protections to deliver a more age-appropriate experience. Of course, the platform blocks explicit (and otherwise age-restricted) videos from under-18 users. Googles underage restrictions also include its SafeSearch Filter, which (as its name suggests) blocks explicit content from search results.YouTube told Engadget it will begin testing the filtration tool by the end of this year. The platform plans to roll it out globally in 2026. Although YouTubes CEO first announced the feature, Google will test the feature in other areas, too. However, we dont yet know where else the new ML feature will pop up. Google isnt alone in trialing such a feature.Google isnt alone in trialing such a moderation feature. Last year, Meta said it would use an adult classifier tool to identify underage Instagram users posing as adults.GoogleGoogle also said on Wednesday that School Time, a feature previously only available as a smartwatch app on the Fitbit Ace LTE and Galaxy Watch for Kids, will roll out to Android phones and tablets. Part of Googles Family Link parental controls app, School Time will let parents determine what phone features and apps their children can use during school hours. Parents can choose which apps remain active (like, say, learning-friendly apps) while allowing messages and calls from certain contacts. The idea is to minimize screen time and help kids focus on their work while still green-lighting emergency contacts.Along similar lines, the Android Family Link app will let parents approve or deny contacts to add to their childrens devices. (This is another feature making its way over from the Galaxy Watch for Kids.) Parents can then limit calls and texts to only approved contacts. However, that feature isnt quite here yet: Google says it will roll out in the coming months.Finally, this spring, parents using Google parental control features can add tap-to-pay to their childrens Android phones. (Google said this was coming last year.) Parents will be able to approve a payment card, add or remove further cards and view the childs transactions. Google says the feature will also work for things like gift cards and concert tickets.This article originally appeared on Engadget at https://www.engadget.com/ai/google-will-use-machine-learning-to-try-and-tell-if-a-user-is-under-18-204713279.html?src=rss

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The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.Over the past decade, the rising cost of insulin epitomized the broader systemic issue of higher healthcare out-of-pocket costs that prevented many Americans from accessing essential care. People with diabetes, who rely on insulin to maintain their health, were routinely priced out of accessing their medicationsforced to choose between filling their prescriptions or paying other bills. As a result, lowering the cost of insulin became a political rallying cry, compelling elected officials and regulators to take action.Given the complexity of the American healthcare system, theres no magic bullet when it comes to reducing insulin pricesor any prescription price for that matter. Patent protections, gaps in targeted affordability regulations, and supply chain issues are just a handful of the network dynamics at play. But, through collaborative efforts by pharma, lawmakers, and other stakeholders, the tide on insulin prices is beginning to turn.New research from GoodRx shows that the average price per insulin unit dropped 42% from 2019 to mid-2024the lowest average in a decade. Notably, it wasnt just one factor that contributed to this significant drop. The Inflation Reduction Act, which began capping costs for Medicare enrollees, was a game changer for millions of Americans. Voluntary manufacturer price cuts and savings programs, as well as increased approvals of biosimilars and generics, also drove big declines in insulin prices. Collectively, these efforts reflect a pivotal shift toward improving accessibility. Most importantly, this illustrates how, when the industry comes together, we can make medications more affordable.Collaboration as a catalyst for changeTo usher in a new era of affordable medicine, working together across the healthcare ecosystem is essential. Pharmaceutical companies, policymakers, insurance companies, and healthcare systems each hold a critical piece of the solution. While insulin price reductions are a notable victory, out-of-pocket costs for prescription medications continue to trend upward. Since 2014, prescription list prices have grown nearly 40%. Today, fewer medications are covered by insurance, and others are subject to restrictions like step therapy and prior authorizations. These factors contribute to why an estimated 53 million Americans leave their medications at the pharmacy counter every month.The insulin example demonstrates the impact that joint efforts can have in making lasting change, and private partners can play a significant role in driving innovation. At GoodRx, we saw an opportunity to contribute to the solution by partnering with Sanofi in 2023 to offer their most prescribed insulin, Lantus, for only $35 to all Americanswhether they had insurance or not. This happened before the manufacturer implemented its own program for consumers with commercial insurance and within the same coverage year that Medicare enrollees began benefiting from $35 insulin copay caps.Apply the insulin blueprintThough insulin was the starting point, it was only the first step on our path to better support people with diabetes. Since partnering with Sanofi, GoodRx broadened its efforts by launching cash-pay programs with other manufacturers to make essential diabetes medications and devices more affordableespecially for those not covered by insurance or with high out-of-pocket costs. For instance, weve partnered with Dexcom to lower the price of their Dexcom G6 and Dexcom G7 continuous glucose monitors by over $200 per month for consumers with diabetes. Both of these programs have brought savings to thousands of people who used GoodRx to complement insurance shortfalls.Our success with diabetes offers a playbook to tackle affordability challenges for other chronic conditions, such as heart and renal diseases. The groundbreaking medications and technology used to treat and monitor these conditions, especially solutions new to the market, typically come with high price tags that put them out of reach for many people. But it doesnt have to be this way.To prioritize affordability and increase access to lifesaving treatments, there must be a sustained commitment to transparency and accountability from all stakeholders. Policymakers can strengthen and expand consumer-centric legislation while enforcing regulations that ensure companies prioritize the needs of people over profits. Pharmaceutical companies can prioritize the development of innovative treatments to advance patient care while also taking deliberate steps to improve affordability. This includes providing savings programs and supporting the production of biosimilars and generics to ensure broader patient access to lifesaving medication.Charting a path forwardAt GoodRx, we collaborate with partners across the healthcare industry, from pharmaceutical companies to retail pharmacies and healthcare professionals. These interactions provide an unparalleled vantage point for identifying opportunities to improve transparency and affordability.The journey toward making healthcare more affordable is undeniably complex, but the insulin price reduction serves as a beacon of hope. It underscores how sustained, collaborative efforts and a shared commitment to the public good can improve access to critical medications for those who need them most. The path forward is clear, and it is up to us as industry leaders to follow it.Dorothy Gemmell is chief commercial officer and president, manufacturer solutions at GoodRx.

The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.When I was a college student renting an apartment in New York City, I learned firsthand that the rental process was overly complex and inefficient. My friends and I lost out on an apartment we really wanted simply because we couldnt gather the necessary documentation fast enough.That experience stuck with me, and it sparked an ideawhy not electronically store all of the documentation you need to apply for rental housing so its always ready at your fingertips. So I built an app to do just that.Along the way, I began talking to more people on both sides of the rental process, and I realized the issues went beyond just tenants.Understand both sides of the equationAs I spoke with more landlords, I realized that they were just as frustrated as tenants, if not more so. I saw that independent landlords, in particular, felt a deep connection to their tenants and wanted them to have a positive experience. Yet, they were forced into a system filled with inefficienciesusing pens, paper, and spreadsheets to manage complex situations, resulting in logistical headaches.Independent landlords told me about pain points they were struggling with: how to collect rent efficiently; how to handle maintenance requests in a timely fashion; how to fill vacant units faster; and how to create a rental experience that makes people want to stay. Meanwhile, the technology available was not cost effective nor purpose-built for them. The existing systems were designed for massive property managers with different issues and budgets.Interacting with renters (and being one myself) revealed that renters value convenience just as much as their landlords. Tenants also struggled with outdated payment systems, maintenance requests getting lost or forgotten, and difficulties communicating with their landlords, making them feel dissatisfied and less likely to renew their leases. They wanted an easy way to pay rent, submit maintenance requests, and stay informed about issues (like property water shutoffs or garbage day changes).Driven by the belief that there had to be a better way, I saw an opportunity to bridge this gap, making the renting process easier for both landlords and tenants. Listening to the needs of both sides was instrumental in turning a personal project into an industry-changing solution.The power of customer feedback (and trust)Since my desire to build a software platform was born from talking to potential product users, it was only natural that listening to customers has been the cornerstone of my product development approach. One of my biggest regrets was waiting too long before sharing the platform with potential customers.I spent over two years building the first version without letting anyone use it because I was convinced it had to be perfect. Ive since learned that waiting for a perfect or customer-ready product before releasing it is counterproductive.In technology, quick iterations are important. If a technical feature or update can solve 50% of the customers problems, just release it. Helping people sooner is better than waiting until a solution is 95% complete. Plus, customer feedback will help refine and optimize the product along the way.Once we got our product into customers hands, their feedback shaped everything. We learned that some features we thought were essential werent actually necessary, while othersones we hadnt even consideredbecame must-haves. By creating a direct feedback loop, we could pivot quickly, iterate fast, and build a product that truly meets users needs.Both customers and investors are willing to take a leap of faith with you if they feel heard and included in the journey. Weve built a technology platform alongside users, and that collaboration has been invaluable. By staying engaged with our customers, weve ensured that were delivering what they actually need, not just what we think they need.A data-driven, customer-centric approachOnce you have a good process to incorporate customer feedback into the development process, adding and analyzing data provides an even higher level of alignment on goals and decision making. Data gives us the why behind our choices, creating transparency and understanding within the company. This approach allows us to focus on the right thingsgiving customers everything they need, and nothing they dont.As Steve Jobs once said, innovation is actually saying no to a thousand good ideas so you can focus on the most important ones, and I believe that wholeheartedly. Starting with your customer lets you focus on the most important ideas, and making data-driven decisions helps you refine those ideas and turn them into real solutions that help real people.Case in point: We added a Credit Boost feature that allowed tenants to report their on-time rent payments to TransUnion to help them build credit and/or boost their credit scores. When analyzing our internal data over the past four years, we learned that landlords are likely to see a 13% jump in on-time rent payments when their tenants use it.So this feature that was originally intended to benefit tenants was also benefiting landlords. Therefore, we added partnerships with Experian and Equifax, becoming the first property management software to enable on-time rent reporting to all three major credit bureaus, and we also made the feature available to landlords so they could purchase it for their tenants as an extra perk or amenity.We used this approach to improve landlords and tenant relationships and lives many times. Some examples: offering autopay to reduce missed rent payments and late fees; providing customizable experiences such as template builders for pre-qualification and application processes; developing accelerated two-day funding for rent payments; and adding state-of-the-art security layers to protect landlord and tenant identities, protecting them against fraud.We are continuously iterating, adapting, and refining the platform to ensure that renting is an easy and enjoyable experience for all. By focusing on these principles, weve created a platform that not only simplifies property management but also improves relationships between landlords and tenants. Investors can dedicate more time to their personal lives while growing their financial success, and renters benefit from a seamless, hassle-free process.Embrace the entrepreneurial mindsetUltimately, Ive learned that success comes from a simple but powerful philosophy: Build only whats needed, listen to the people who use your product, and always look for ways to make things better. By focusing on these principles, weve created a platform that simplifies property management and makes renting a better experience for everyone.Renting shouldnt be a battleit should be a partnership. And thats the future we continue to build.Ryan Barone is cofounder and CEO of RentRedi.

Kobe and Nike share a long-standing partnership that feels as if it has existed since always. Their connection is so deeply ingrained that casual Kobe fans could be forgiven for not knowing that he once had a cordial relationship with the three-stripes brand before things soured over the Kobe 2 silhouette. Yes, the very Kobe 2 that is making a comeback in 2025 in a striking Silver Metallic colorway and with a new moniker.As one of the greatest NBA talents of all time, Kobe Bryant was a key figure in adidas basketball scheme of things for over five years. His partnership began in his rookie season in 1996 and continued until the launch of the Kobe 2 signature shoe in 2002. Inspired by the Audi TT, the bulky silhouette did serve Kobe on-court for a season, but it never truly suited him. It is believed, this played a role in his eventual move to Nike, a partnership that endures even after his untimely passing.Designer: adidasThe new renamed (for obvious reasons) Kobe 2 is called adidas Crazy 2. But the archival revisit retains the influence and court-level aesthetics to please the modern fanbase. The metallic silver colorway renders it into a futuristic if you may, cyberpunk-ish category but adidas has been cautious of its streamlined design and traditional basketball nuances.From how the pair looks in the released images, it has a bold and beefy appearance for a second I felt it was made of brushed metal but its pretty close to the historic adidas sneaker that once Kobe Bryant actually donned on the court. A marketable tagline sneakerheads long awaiting the return of Kobes ultimate adidas basketball sneakers would buy.The adidas Crazy 2 Silver Metallic wears a synthetic upper, which is glossy silver with subtle black accents. While the slip-on design has a color twist, the bulky midsole has the deep grooves of the OG, which would assure performance. The style quotient is tipped by the three strips on the midsole and adidas branding on the rubber toe box.A gracious nod to the Kobe-era and the legends time with adidas, the Crazy 2 is already creating a buzz on social media. The images are everywhere and anticipation is on the high. If youre in the queue, the adidas Crazy 2 Silver Metallic will release in April 2025 through adidas online and in stores. It is likely to retail for $160.The post Arriving in April, adidas Crazy 2 Silver Metallic revives Kobe 2 signature shoes nostalgia first appeared on Yanko Design.

Danish studio BIG, in partnership with local architecture firm ALB-Architect, has designed a striking curving, folded roof for the Opera and Ballet Theatre of Kosovo in Pristina, drawing inspiration from traditional Kosovan skirts. This performance venue will serve as the home for the Kosovo Philharmonic, Ballet, and Opera, featuring a 1,200-seat concert hall, a 1,000-seat theatre hall, a 300-seat recital hall, and an integrated education and conference center.The star feature of the venue is a sculptural roof that is inspired by the shape of the Xhubleta a traditional bell-shaped fold skirt. The roof peels away from the ground to unveil glazed facades, and it will be clad in photovoltaic tiles. A stone-paved public square will circle the structure. Our design for the Opera and Ballet Theatre of Kosovo is designed like an efficient factory for the fabrication of artistic performances, saidBIG founder Bjarke Ingels. The rational nucleus is wrapped in a continuous canopy, creating an engaging public space open in all directions. The undulating roof creates a flowing and inviting gesture evocative of the Xhubleta, the traditional national dress of Kosovo, he concluded.Designer: Bjarke Ingels GroupThe theatre, adjacent to the Palace of Youth and Sports, Fadil Vokrri Stadium, and the Public Services Ministry, will feature expansive outdoor staircases on either side to facilitate pedestrian movement through the area. BIG created the structure to integrate elements of Kosovos cultural heritage while functioning as a modern venue that honors and showcases the nations performing arts.The design for the Opera and Ballet Theatre of Kosovo allows for the flexibility to accommodate the precise needs of the organizations who will occupy the spaces within while providing a modern facility that can elicit joy and delight for future generations of visitors and performers alike, said BIG London partner Andy Young. The theatres design symbolizes a new era of the arts and culture of Kosovo, with the potential to touch the heart of everyone who experiences it.The lobby serves as a central hub connecting all four performance halls, and will be bathed in natural light streaming through an expansive skylight. This design choice enhances the aesthetic appeal of the lobby, while also creating a welcoming and bright atmosphere for patrons as they move between the various venues.The performance halls will feature elegantly curved timber interiors, contributing to a warm and inviting ambiance. The seating will be upholstered in luxurious velvet, adding to the comfort and sophistication of the space. The acoustic curtains, meticulously designed for both functionality and visual interest, will adorn the halls.The post Bjarke Ingels Group Designs A Curving Photovoltaic Roof For The Kosovo Opera & Ballet Theater first appeared on Yanko Design.

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