J Allard, a former Microsoft executive and one of the minds behind the Zune, is leading a new team at Amazon, CNBC reports. Allard is officially the vice president of Amazon's ZeroOne, which, based on at least one Amazon job listing, is "a special projects team dedicated to inventing breakthrough consumer product categories." What ZeroOne is actually working on remains a bit mysterious, but CNBC was able to find another listing for a "Senior Applied Scientist" role that suggests the team will be "conceiving, designing, and bringing to market computer vision techniques for a new smart-home product." Computer vision is the umbrella term for technologies that allow computer systems to "understand" images and video — for example, the ability for a Ring Video Doorbell to identify when a package is on your door step. Depending on your taste in MP3 players, Allard's role in the creation of the Microsoft Zune could justifiably give you pause. Microsoft's failed MP3 player looked distinct, but was no match for the popularity of the iPod. The Zune was one of several interesting, if unsuccessful projects Allard led at Microsoft, including the Microsoft Kin, and the Courier, a book-style tablet that was later reimagined as the Surface Neo. Allard also co-created the original Xbox, arguably his biggest claim to fame at the company. ZeroOne will exist inside Amazon's larger devices and services division, which is led by Panos Panay, another Microsoft expat. Panay joined Amazon to lead the division in 2023, after several years overseeing the development of Surface hardware and Windows 11 at Microsoft. Since Panay joined the company, Amazon has launched a new lineup of Kindles and introduced Alexa+, its integration of generative AI into the well-known voice assistant. Hiring both Allard and Panay suggests Amazon plans to lean even harder into product development going forward.This article originally appeared on Engadget at https://www.engadget.com/big-tech/the-zunes-creator-is-leading-a-secretive-team-at-amazon-194136949.html?src=rss

Thanks to the legal discovery process, Google’s antitrust trial with the Department of Justice has provided a fascinating glimpse into the future of ChatGPT.An internal OpenAI strategy document titled “ChatGPT: H1 2025 Strategy” describes the company’s aspiration to build an “AI super assistant that deeply understands you and is your interface to the internet.” Although the document is heavily redacted in parts, it reveals that OpenAI aims for ChatGPT to soon develop into much more than a chatbot. “In the first half of next year, we’ll start evolving ChatGPT into a super-assistant: one that knows you, understands what you care about, and helps with any task that a smart, trustworthy, emotionally intelligent person with a computer could do,” reads the document from late 2024. “The timing is right. Models like 02 and 03 are finally smart enough to reliably perform agentic tasks, tools like computer use can boost ChatGPT’s ability to take action, and interaction paradigms like multimodality and generative UI allow both ChatGPT and users to express themselves in the best way for the task.”The document goes on to describe a “super assistant” as “an intelligent entity with T-shaped skills” for both widely applicable and niche tasks. “The broad part is all about making life easier: answering a question, finding a home, contacting a lawyer, joining a gym, planning vacations, buying gifts, managing calendars, keeping track of todos, sending emails.” It mentions coding as an early example of a more niche task.Even when reading around the redactions, it’s clear that OpenAI sees hardware as essential to its future, and that it wants people to think of ChatGPT as not just a tool, but a companion. This tracks with Sam Altman recently saying that young people are using ChatGPT like a “ life advisor.”“Today, ChatGPT is in our lives through existing form factors — our website, phone, and desktop apps,” another part of the strategy document reads. “But our vision for ChatGPT is to help you with all of your life, no matter where you are. At home, it should help answer questions, play music, and suggest recipes. On the go, it should help you get to places, find the best restaurants, or catch up with friends. At work, it should help you take meeting notes, or prepare for the big presentation. And on solo walks, it should help you reflect and wind down.” At the same time, OpenAI finds itself in a wobbly position. Its infrastructure isn’t able to handle ChatGPT’s rising usage, which explains Altman’s focus on building data centers. In a section of the document describing AI chatbot competition, the company writes that “we are leading here, but we can’t rest,” and that “growth and revenue won’t line up forever.” It acknowledges that there are “powerful incumbents who will leverage their distribution to advantage their own products,” and states that OpenAI will advocate for regulation that requires other platforms to allow people to set ChatGPT as the default assistant. (Coincidentally, Apple is rumored to soon let iOS users also select Google’s Gemini for Siri queries. Meta AI just hit one billion users as well, thanks mostly to its many hooks in Instagram, WhatsApp, and Facebook.) “We have what we need to win: one of the fastest-growing products of all time, a category-defining brand, a research lead (reasoning, multimodal), a compute lead, a world-class research team, and an increasing number of effective people with agency who are motivated to ship,” the OpenAI document states. “We don’t rely on ads, giving us flexibility on what to build. Our culture values speed, bold moves, and self-disruption. Maintaining these advantages is hard work but, if we do, they will last for a while.”ElsewhereApple chickens out: For the first time in a decade, Apple won’t have its execs participate in John Gruber’s annual post-WWDC live podcast. Gruber recently wrote the viral “something is rotten in the state of Cupertino” essay, which was widely discussed in Apple circles. Although he hasn’t publicly connected that critical piece to the company backing out of his podcast, it’s easy to see the throughline. It says a lot about the state of Apple when its leaders don’t even want to participate in what has historically been a friendly forum.Elon was high: As Elon Musk attempts to reframe the public’s view of him by doing interviews about SpaceX, The New York Times reports that last year, he was taking so much ketamine that it “was affecting his bladder.” He also reportedly “traveled with a daily medication box that held about 20 pills, including ones with the markings of the stimulant Adderall.” Both Musk and the White House have had multiple opportunities to directly refute this report, and they have not. Now, Musk is at least partially stepping away from DOGE along with key lieutenants like Steve Davis. DOGE may be a failure based on Musk’s own stated hopes for spending cuts, but his closeness to Trump has certainly helped rescue X from financial ruin and grown SpaceX’s business. Now, the more difficult work begins: saving Tesla. Overheard“The way we do ranking is sacrosanct to us.” - Google CEO Sundar Pichai on Decoder, explaining why the company’s search results won’t be changed for President Trump or anyone else. “Compared to previous technology changes, I’m a little bit more worried about the labor impact… Yes, people will adapt, but they may not adapt fast enough.” - Anthropic CEO Dario Amodei on CNN raising the alarm about the technology he is developing. “Meta is a very different company than it was nine years ago when they fired me.” - Anduril founder Palmer Luckey telling Ashlee Vance why he is linking up with Mark Zuckerberg to make headsets for the military. Personnel logThe flattening of Meta’s AI organization has taken effect, with VP Ahmad Al-Dahle no longer overseeing the entire group. Now, he co-leads “AGI Foundations” with Amir Frenkel, VP of engineering, while Connor Hayes runs all AI products. All three men now report to Meta CPO Chris Cox, who has diplomatically framed the changes as a way to “give each org more ownership.”Xbox co-founder J Allard is leading a new ‘breakthrough’ devices group at Amazon called ZeroOne. One of the devices will be smart home-related, according to job listings.C.J. Mahoney, a former Trump administration official, is being promoted to general counsel at Microsoft, which has also hired Lisa Monaco from the last Biden administration to lead global policy. Reed Hastings is joining the board of Anthropic “because I believe in their approach to AI development, and to help humanity progress.” (He’s joining Anthropic’s corporate board, not the supervising board of its public benefit trust that can hire and fire corporate directors.)Sebastian Barrios, previously SVP at Mercado Libre, is joining Roblox as SVP of engineering for several areas, including ads, game discovery, and the company’s virtual currency work.Fidji Simo’s replacement at Instacart will be chief business officer Chris Rogers, who will become the company’s next CEO on August 15th after she officially joins OpenAI.Link listMore to click on:If you haven’t already, don’t forget to subscribe to The Verge, which includes unlimited access to Command Line and all of our reporting.As always, I welcome your feedback, especially if you have thoughts on this issue or a story idea to share. You can respond here or ping me securely on Signal.Thanks for subscribing.See More:

Thanks to the legal discovery process, Google’s antitrust trial with the Department of Justice has provided a fascinating glimpse into the future of ChatGPT.An internal OpenAI strategy document titled “ChatGPT: H1 2025 Strategy” describes the company’s aspiration to build an “AI super assistant that deeply understands you and is your interface to the internet.” Although the document is heavily redacted in parts, it reveals that OpenAI aims for ChatGPT to soon develop into much more than a chatbot. “In the first half of next year, we’ll start evolving ChatGPT into a super-assistant: one that knows you, understands what you care about, and helps with any task that a smart, trustworthy, emotionally intelligent person with a computer could do,” reads the document from late 2024. “The timing is right. Models like 02 and 03 are finally smart enough to reliably perform agentic tasks, tools like computer use can boost ChatGPT’s ability to take action, and interaction paradigms like multimodality and generative UI allow both ChatGPT and users to express themselves in the best way for the task.”The document goes on to describe a “super assistant” as “an intelligent entity with T-shaped skills” for both widely applicable and niche tasks. “The broad part is all about making life easier: answering a question, finding a home, contacting a lawyer, joining a gym, planning vacations, buying gifts, managing calendars, keeping track of todos, sending emails.” It mentions coding as an early example of a more niche task.Even when reading around the redactions, it’s clear that OpenAI sees hardware as essential to its future, and that it wants people to think of ChatGPT as not just a tool, but a companion. This tracks with Sam Altman recently saying that young people are using ChatGPT like a “ life advisor.”“Today, ChatGPT is in our lives through existing form factors — our website, phone, and desktop apps,” another part of the strategy document reads. “But our vision for ChatGPT is to help you with all of your life, no matter where you are. At home, it should help answer questions, play music, and suggest recipes. On the go, it should help you get to places, find the best restaurants, or catch up with friends. At work, it should help you take meeting notes, or prepare for the big presentation. And on solo walks, it should help you reflect and wind down.” At the same time, OpenAI finds itself in a wobbly position. Its infrastructure isn’t able to handle ChatGPT’s rising usage, which explains Altman’s focus on building data centers. In a section of the document describing AI chatbot competition, the company writes that “we are leading here, but we can’t rest,” and that “growth and revenue won’t line up forever.” It acknowledges that there are “powerful incumbents who will leverage their distribution to advantage their own products,” and states that OpenAI will advocate for regulation that requires other platforms to allow people to set ChatGPT as the default assistant. (Coincidentally, Apple is rumored to soon let iOS users also select Google’s Gemini for Siri queries. Meta AI just hit one billion users as well, thanks mostly to its many hooks in Instagram, WhatsApp, and Facebook.) “We have what we need to win: one of the fastest-growing products of all time, a category-defining brand, a research lead (reasoning, multimodal), a compute lead, a world-class research team, and an increasing number of effective people with agency who are motivated to ship,” the OpenAI document states. “We don’t rely on ads, giving us flexibility on what to build. Our culture values speed, bold moves, and self-disruption. Maintaining these advantages is hard work but, if we do, they will last for a while.”ElsewhereApple chickens out: For the first time in a decade, Apple won’t have its execs participate in John Gruber’s annual post-WWDC live podcast. Gruber recently wrote the viral “something is rotten in the state of Cupertino” essay, which was widely discussed in Apple circles. Although he hasn’t publicly connected that critical piece to the company backing out of his podcast, it’s easy to see the throughline. It says a lot about the state of Apple when its leaders don’t even want to participate in what has historically been a friendly forum.Elon was high: As Elon Musk attempts to reframe the public’s view of him by doing interviews about SpaceX, The New York Times reports that last year, he was taking so much ketamine that it “was affecting his bladder.” He also reportedly “traveled with a daily medication box that held about 20 pills, including ones with the markings of the stimulant Adderall.” Both Musk and the White House have had multiple opportunities to directly refute this report, and they have not. Now, Musk is at least partially stepping away from DOGE along with key lieutenants like Steve Davis. DOGE may be a failure based on Musk’s own stated hopes for spending cuts, but his closeness to Trump has certainly helped rescue X from financial ruin and grown SpaceX’s business. Now, the more difficult work begins: saving Tesla. Overheard“The way we do ranking is sacrosanct to us.” - Google CEO Sundar Pichai on Decoder, explaining why the company’s search results won’t be changed for President Trump or anyone else. “Compared to previous technology changes, I’m a little bit more worried about the labor impact… Yes, people will adapt, but they may not adapt fast enough.” - Anthropic CEO Dario Amodei on CNN raising the alarm about the technology he is developing. “Meta is a very different company than it was nine years ago when they fired me.” - Anduril founder Palmer Luckey telling Ashlee Vance why he is linking up with Mark Zuckerberg to make headsets for the military. Personnel logThe flattening of Meta’s AI organization has taken effect, with VP Ahmad Al-Dahle no longer overseeing the entire group. Now, he co-leads “AGI Foundations” with Amir Frenkel, VP of engineering, while Connor Hayes runs all AI products. All three men now report to Meta CPO Chris Cox, who has diplomatically framed the changes as a way to “give each org more ownership.”Xbox co-founder J Allard is leading a new ‘breakthrough’ devices group at Amazon called ZeroOne. One of the devices will be smart home-related, according to job listings.C.J. Mahoney, a former Trump administration official, is being promoted to general counsel at Microsoft, which has also hired Lisa Monaco from the last Biden administration to lead global policy. Reed Hastings is joining the board of Anthropic “because I believe in their approach to AI development, and to help humanity progress.” (He’s joining Anthropic’s corporate board, not the supervising board of its public benefit trust that can hire and fire corporate directors.)Sebastian Barrios, previously SVP at Mercado Libre, is joining Roblox as SVP of engineering for several areas, including ads, game discovery, and the company’s virtual currency work.Fidji Simo’s replacement at Instacart will be chief business officer Chris Rogers, who will become the company’s next CEO on August 15th after she officially joins OpenAI.Link listMore to click on:If you haven’t already, don’t forget to subscribe to The Verge, which includes unlimited access to Command Line and all of our reporting.As always, I welcome your feedback, especially if you have thoughts on this issue or a story idea to share. You can respond here or ping me securely on Signal.Thanks for subscribing.See More:

Carrie Pallardy, Contributing ReporterMay 29, 20255 Min ReadWilliam Mullins via Alamy StockJohn Deere hired its first CISO in 2014, and James Johnson has remained in that role at the agricultural equipment company to this day. Johnson sat down with InformationWeek to talk about how he got started in his career, why working through a nation state attack was pivotal to his love of security, and how John Deere is building a talent of pipeline in the time of the cybersecurity skills gap.  From Network Engineer to Chief Information Security Officer Johnson started his career as a network engineer at windows and doors company Pella. He loved working in the network space but soon realized that he might grow bored there given enough time.  Derek Benz, a friend of Johnson’s and now CISO of Coca-Cola, suggested looking into security. Johnson went out and got a Certified Information Systems Security Professional (CISSP) certification, which helped him land a job as a pen tester at manufacturing and technology company Honeywell.  During his time at Honeywell, the company was hit by Titan Rain, a series of coordinated cyberattacks carried out by a Chinese APT.  James Johnson, CISO“Getting a chance to see how nation states target companies and what they’re capable of doing, I think really made the mission even more important to me at that point,” Johnson shares. “When you do have the nation-state attack early on your career, it’s kind of a game changer … just thinking about the value of the work that you're doing and why it matters.” Related:He spent 11 years at Honeywell, steadily working up the ranks to become a CISO overseeing various divisions within the company. And then, a call came from John Deere.  John Deere’s First CISO That call came at the right time. Johnson had reached a point at Honeywell where his growth would likely be limited for a period of time.  “I was pleasantly surprised by the opportunity,” says Johnson. “I had a great connection to John Deere coming out of Iowa, growing up in the farming community, seeing a lot of that … great brand and an opportunity to really build something that from scratch again.” While building a security program as a first-time CISO is an exciting opportunity, it comes with its challenges. When Johnson arrived, he noticed how trusting the culture was at John Deere. “It’s a great value that John Deere has … they really try to strive to do the right thing with integrity, but that’s not the way the world operates on the digital front,” he says. One of his mentors early on in his tenure at John Deere told him that he was going to have work on shifting the entire company culture as he built his security organization.  Related:And he has made strides. When he first got there, everyone was using relatively simple passwords. Yet, the process to change those passwords was cumbersome and time-consuming.  “Today, MFA is deployed across the company. We have complex passwords,” he says. “We're trying to find ways to use biometrics more.” An Evolving Role His responsibilities in the CISO role have grown over time. When he first joined, he was overseeing IT security and operations. Financial product security, data security and governance; his team have taken on more and more over time.  “We built the program from about 32 people to … 220 people strong now in our organization,” he says.  Johnson has been with John Deere for more than a decade. Not every CISO or CIO sticks with the same company for that long, but Johnson has found that longevity has its benefits. He has built relationships with the board and his C-suite peers “It's pretty hard to get good at something in two or three years,” he explains. “You’re there longer. You’ve got the relationships. You’ve got the ability to influence things and really make a bigger difference.” Today, he is working alongside John Deere’s leadership to navigate the thrilling possibilities and security concerns of AI.  Related:Building a Talent Pipeline While the possibility of a security incident always looms in a CISO’s mind, Johnson is thinking about talent, too. “We will not succeed without the right people in our organization driving the right change,” he says.  John Deere is taking multiple approaches to bringing the right people to his team. First, he looks to other teams for people who are experts and not necessarily in security. He looks for promising talent and asks, “Can I teach that person security?” And the answer to that question in many cases has been “yes.” “We’ve got folks who used to be lead engineers on the product side who now are running our product security department, and they were never interested in security at all,” he says. John Deere also makes use of cyber talent through its bug bounty program, which has paid out more than $1.5 million since 2022.  Having been a pen tester, Johnson knows how frustrating it can be for someone to discover a vulnerability only for a company to do nothing to fix it. “We have service-level agreements to get certain vulnerabilities that are critical, high, medium, low, fixed within a certain period of time, and in most cases, we beat those numbers,” he says.  John Deere also works with Iowa State University to cultivate talent. “We put some services on campus, part of their tech center, that are services you probably would never get a chance to really work with or learn in college,” says Johnson.  He knows it would be difficult to find cloud security experts, for example, so they are helping develop those experts at Iowa State. “We’ve built a pipeline of talent out of Iowa State University because they know our brand,” says Johnson.  About the AuthorCarrie PallardyContributing ReporterCarrie Pallardy is a freelance writer and editor living in Chicago. She writes and edits in a variety of industries including cybersecurity, healthcare, and personal finance.See more from Carrie PallardyWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like

Carrie Pallardy, Contributing ReporterMay 29, 20255 Min ReadWilliam Mullins via Alamy StockJohn Deere hired its first CISO in 2014, and James Johnson has remained in that role at the agricultural equipment company to this day. Johnson sat down with InformationWeek to talk about how he got started in his career, why working through a nation state attack was pivotal to his love of security, and how John Deere is building a talent of pipeline in the time of the cybersecurity skills gap.  From Network Engineer to Chief Information Security Officer Johnson started his career as a network engineer at windows and doors company Pella. He loved working in the network space but soon realized that he might grow bored there given enough time.  Derek Benz, a friend of Johnson’s and now CISO of Coca-Cola, suggested looking into security. Johnson went out and got a Certified Information Systems Security Professional (CISSP) certification, which helped him land a job as a pen tester at manufacturing and technology company Honeywell.  During his time at Honeywell, the company was hit by Titan Rain, a series of coordinated cyberattacks carried out by a Chinese APT.  James Johnson, CISO“Getting a chance to see how nation states target companies and what they’re capable of doing, I think really made the mission even more important to me at that point,” Johnson shares. “When you do have the nation-state attack early on your career, it’s kind of a game changer … just thinking about the value of the work that you're doing and why it matters.” Related:He spent 11 years at Honeywell, steadily working up the ranks to become a CISO overseeing various divisions within the company. And then, a call came from John Deere.  John Deere’s First CISO That call came at the right time. Johnson had reached a point at Honeywell where his growth would likely be limited for a period of time.  “I was pleasantly surprised by the opportunity,” says Johnson. “I had a great connection to John Deere coming out of Iowa, growing up in the farming community, seeing a lot of that … great brand and an opportunity to really build something that from scratch again.” While building a security program as a first-time CISO is an exciting opportunity, it comes with its challenges. When Johnson arrived, he noticed how trusting the culture was at John Deere. “It’s a great value that John Deere has … they really try to strive to do the right thing with integrity, but that’s not the way the world operates on the digital front,” he says. One of his mentors early on in his tenure at John Deere told him that he was going to have work on shifting the entire company culture as he built his security organization.  Related:And he has made strides. When he first got there, everyone was using relatively simple passwords. Yet, the process to change those passwords was cumbersome and time-consuming.  “Today, MFA is deployed across the company. We have complex passwords,” he says. “We're trying to find ways to use biometrics more.” An Evolving Role His responsibilities in the CISO role have grown over time. When he first joined, he was overseeing IT security and operations. Financial product security, data security and governance; his team have taken on more and more over time.  “We built the program from about 32 people to … 220 people strong now in our organization,” he says.  Johnson has been with John Deere for more than a decade. Not every CISO or CIO sticks with the same company for that long, but Johnson has found that longevity has its benefits. He has built relationships with the board and his C-suite peers “It's pretty hard to get good at something in two or three years,” he explains. “You’re there longer. You’ve got the relationships. You’ve got the ability to influence things and really make a bigger difference.” Today, he is working alongside John Deere’s leadership to navigate the thrilling possibilities and security concerns of AI.  Related:Building a Talent Pipeline While the possibility of a security incident always looms in a CISO’s mind, Johnson is thinking about talent, too. “We will not succeed without the right people in our organization driving the right change,” he says.  John Deere is taking multiple approaches to bringing the right people to his team. First, he looks to other teams for people who are experts and not necessarily in security. He looks for promising talent and asks, “Can I teach that person security?” And the answer to that question in many cases has been “yes.” “We’ve got folks who used to be lead engineers on the product side who now are running our product security department, and they were never interested in security at all,” he says. John Deere also makes use of cyber talent through its bug bounty program, which has paid out more than $1.5 million since 2022.  Having been a pen tester, Johnson knows how frustrating it can be for someone to discover a vulnerability only for a company to do nothing to fix it. “We have service-level agreements to get certain vulnerabilities that are critical, high, medium, low, fixed within a certain period of time, and in most cases, we beat those numbers,” he says.  John Deere also works with Iowa State University to cultivate talent. “We put some services on campus, part of their tech center, that are services you probably would never get a chance to really work with or learn in college,” says Johnson.  He knows it would be difficult to find cloud security experts, for example, so they are helping develop those experts at Iowa State. “We’ve built a pipeline of talent out of Iowa State University because they know our brand,” says Johnson.  About the AuthorCarrie PallardyContributing ReporterCarrie Pallardy is a freelance writer and editor living in Chicago. She writes and edits in a variety of industries including cybersecurity, healthcare, and personal finance.See more from Carrie PallardyWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like

Carrie Pallardy, Contributing ReporterMay 21, 20258 Min Readrudi1976 via Alamy StockNick Lucius has spent his entire career in government service. He has put his skills as an attorney and data scientist to work in several roles with the City of Chicago. Last year, he was confirmed as the city’s CIO, heading up the newly formed Department of Technology and Innovation.  “I’m proud of what we're doing in Chicago … saving significant amounts of money by being more efficient,” Lucius tells InformationWeek. “We’ve saved $6 million already in 2025, which is a significant part of our budget. But [we did] so without a reduction in the delivery of services to humans.”  He talks about how he built his career and how he is aiming to increase both efficiency and access to services for Chicagoans.  Law and Computer Science Lucius plays guitar and piano. His early career ambitions focused on music but shifted to politics and government. During his undergraduate years at Ohio State University, he worked for the Ohio Statehouse.  “I was just really interested in the power of the justice system and how just how much having an advocate can really make a difference in that,” Lucius shares.  That interest led him to law school. He attended DePaul University, a choice that was driven by its location. “Chicago, I chose for the city. I absolutely love the city,” he recalls.  Related:Lucius earned joint degrees in law and computer science. His original intention was to pursue patent law with an interest in technology issues.  Nick LuciusWhile his career took a different path, his skills in computer science and law have served him well. “If I learned anything in the law, it was that having someone articulating as an advocate on behalf of a cause can do so much to move us toward progress,” he says.Armed with the ability to shape a narrative and champion a cause, Lucius has seen how technology can breathe life into those visions.  “On the technology side, I can then build and say, ‘OK, now we’re going to implement a system ... We’re going to create something. We’re going to put something out there that wasn’t out there before to move this cause forward,’” he says.  A Career in Government Lucius had those plans for patent law, but he graduated around the time of the Great Recession that began in 2007. Law firms weren’t hiring. But, as it turns out, the City of Chicago was. He got his start as assistant corporation counsel in the city’s Department of Law, focusing on foreclosures and abandoned buildings. “As soon as I started doing that, I forgot about everything I went to school for, and I spent about 10 years in litigation trying to help out the people of Chicago,” he says.  Related:After all those years of litigation, Lucius’s interest in technology began to resurface. “I also noticed that in my legal cases I had to do a lot of digging into city data systems and city technology systems in order to get my evidence,” he recalls.  He saw how modernizing city systems and connecting those systems across departments could make a big difference in the lives of residents. That spark got him back to his technology roots. He started taking on community projects and volunteer coding classes to hone his skills.  That reinvigorated interest in technology lead to roles as a data scientist with the city and then chief data officer and CTO with the office of the mayor.  Spearheading a New Department As Lucius moved through each of these roles and now in his position as CIO, he increasingly took on leadership responsibilities.  “I’m a builder by nature. And so I always love to roll up my sleeves and get into a problem,” says Lucius. “I find myself in the role now more often of … people [looking] to me for inspiration … leadership and vision.”  As the head of the department of technology and innovation, Lucius and his team have responsibilities for a vast array of systems that support the third-most populous city in the country.  Related:“We do so much: everything from supply the drinking water, pumping billions of gallons to not just Chicago but 125 cities in the area coming from Lake Michigan. Two major airports, international airports, 250 square miles of roads and sewers,” Lucius notes. “What we do is so massive, and one of the first orders of business when we got started was, we have a lot to just maintain and support.” Lucius leads a team of 75 people, which is slated to grow to 150 by the end of the year. In addition, he works with a large network of vendors and consultants that support the city’s IT systems.  The team is organized into different groups: planning, delivery, support, and cybersecurity. “When someone comes and says, ‘Hey, Nick, I need some help. I need a new website. I need a new app. I need you to solve this problem for me.’ We’re going to plan it. We’re going to build it. We’re going to deliver it. After that, we’ll support it, and we’ll make it’s safe and secure.” Lucius spends the majority of a typical day, up to 75% of it, in collaboration spaces. He is talking to team members, attending events, working to ideate. The remainder of his day is spent thinking about the future.  “What’s happening with AI? Where are we going with quantum computing here in Chicago? What’s our innovation play right now?” he asks.  As any CIO knows, not every day is a typical one. Systems go down. Fires have to be put out. Lucius was just a few months into the CIO role when the CrowdStrike global IT outage hit last year, impacting Windows machines across the city.  “Those kinds of days, when they come … it could be the only thing I do from the moment I wake up until the moment I go to sleep,” says Lucius.  While days like this are inevitable, Lucius and his team still have a bigger picture and goals in sight. The more time it takes to access a benefit, the harder it is for the people who need that benefit the most to get it. He is hoping to use technology to increase equity and accessibility to government services.  “I want to see a decrease in the difficulty that it takes a person with a disability to apply for everything from a disability sticker for the car so that they can park close to their home, to apply for social benefits programs, whether that’s financial assistance or assistance with something in their home or something necessary for their life,” he offers as an example.  Challenges in Government  CIOs across industries share many of the same responsibilities and challenges, but there are sector-specific nuances, too. Lucius notes how much scrutiny public sector CIOs face compared to their private sector peers.  “Even publicly traded organizations don’t quite have the amount of scrutiny and attention that that a major government institution gets,” he contends.  And there is a reason for that pressure. Transparency is important. Delivering government services to citizens is essential. That responsibility is one of the biggest worries on Lucius’s mind.  Major government technology projects often get a lot of time and money, and yet they might fail. “You don’t have to look too far to see examples,” says Lucius. “When Healthcare.gov launched, it didn’t work.” He believes that it isn’t enough to have a great idea, get it funded, and get it launched. He sees the need to constantly evaluate projects to ensure they are actually successful.  “Success is when something works better for Chicagoans and something works better for a human being on the other end, and they get that benefit,” he emphasizes.  How should young people with ambitions in technology and government be thinking about these challenges, particularly during such a turbulent time? Lucius still wants to see people chase their dreams, but he cautions that they need something to latch onto in such a high-pressure field.  “Maybe [you] have family or [you] have personal experience where what we do here helped or maybe … you’ve just seen the benefit play out for human beings out there in the world,” says Lucius. “If you can latch on to that, that’s something you need in order to get through some of these experiences.”  A Reimagined Future Lucius sees people in the government technology space at a crossroads. They are faced with the major pressures of today’s societal and financial upheaval and the promises of delivering on new technology, like AI.  “All these things … have the potential to make things faster and more efficient, but then also bring the dangers of widening inequities and creating divides in society,” says Lucius. “We sit at the cusp of the reimagination of what it is to govern and what it is to oversee the provision of benefits in this society. And I want government technologists to recognize that … we can own that.” Lucius wants to bring services and benefits to the people of Chicago more efficiently without reducing those services. “We talk a lot about government efficiency these days,” he says. “I think Chicago is a great example.” About the AuthorCarrie PallardyContributing ReporterCarrie Pallardy is a freelance writer and editor living in Chicago. She writes and edits in a variety of industries including cybersecurity, healthcare, and personal finance.See more from Carrie PallardyWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like

Carrie Pallardy, Contributing ReporterMay 21, 20258 Min Readrudi1976 via Alamy StockNick Lucius has spent his entire career in government service. He has put his skills as an attorney and data scientist to work in several roles with the City of Chicago. Last year, he was confirmed as the city’s CIO, heading up the newly formed Department of Technology and Innovation.  “I’m proud of what we're doing in Chicago … saving significant amounts of money by being more efficient,” Lucius tells InformationWeek. “We’ve saved $6 million already in 2025, which is a significant part of our budget. But [we did] so without a reduction in the delivery of services to humans.”  He talks about how he built his career and how he is aiming to increase both efficiency and access to services for Chicagoans.  Law and Computer Science Lucius plays guitar and piano. His early career ambitions focused on music but shifted to politics and government. During his undergraduate years at Ohio State University, he worked for the Ohio Statehouse.  “I was just really interested in the power of the justice system and how just how much having an advocate can really make a difference in that,” Lucius shares.  That interest led him to law school. He attended DePaul University, a choice that was driven by its location. “Chicago, I chose for the city. I absolutely love the city,” he recalls.  Related:Lucius earned joint degrees in law and computer science. His original intention was to pursue patent law with an interest in technology issues.  Nick LuciusWhile his career took a different path, his skills in computer science and law have served him well. “If I learned anything in the law, it was that having someone articulating as an advocate on behalf of a cause can do so much to move us toward progress,” he says.Armed with the ability to shape a narrative and champion a cause, Lucius has seen how technology can breathe life into those visions.  “On the technology side, I can then build and say, ‘OK, now we’re going to implement a system ... We’re going to create something. We’re going to put something out there that wasn’t out there before to move this cause forward,’” he says.  A Career in Government Lucius had those plans for patent law, but he graduated around the time of the Great Recession that began in 2007. Law firms weren’t hiring. But, as it turns out, the City of Chicago was. He got his start as assistant corporation counsel in the city’s Department of Law, focusing on foreclosures and abandoned buildings. “As soon as I started doing that, I forgot about everything I went to school for, and I spent about 10 years in litigation trying to help out the people of Chicago,” he says.  Related:After all those years of litigation, Lucius’s interest in technology began to resurface. “I also noticed that in my legal cases I had to do a lot of digging into city data systems and city technology systems in order to get my evidence,” he recalls.  He saw how modernizing city systems and connecting those systems across departments could make a big difference in the lives of residents. That spark got him back to his technology roots. He started taking on community projects and volunteer coding classes to hone his skills.  That reinvigorated interest in technology lead to roles as a data scientist with the city and then chief data officer and CTO with the office of the mayor.  Spearheading a New Department As Lucius moved through each of these roles and now in his position as CIO, he increasingly took on leadership responsibilities.  “I’m a builder by nature. And so I always love to roll up my sleeves and get into a problem,” says Lucius. “I find myself in the role now more often of … people [looking] to me for inspiration … leadership and vision.”  As the head of the department of technology and innovation, Lucius and his team have responsibilities for a vast array of systems that support the third-most populous city in the country.  Related:“We do so much: everything from supply the drinking water, pumping billions of gallons to not just Chicago but 125 cities in the area coming from Lake Michigan. Two major airports, international airports, 250 square miles of roads and sewers,” Lucius notes. “What we do is so massive, and one of the first orders of business when we got started was, we have a lot to just maintain and support.” Lucius leads a team of 75 people, which is slated to grow to 150 by the end of the year. In addition, he works with a large network of vendors and consultants that support the city’s IT systems.  The team is organized into different groups: planning, delivery, support, and cybersecurity. “When someone comes and says, ‘Hey, Nick, I need some help. I need a new website. I need a new app. I need you to solve this problem for me.’ We’re going to plan it. We’re going to build it. We’re going to deliver it. After that, we’ll support it, and we’ll make it’s safe and secure.” Lucius spends the majority of a typical day, up to 75% of it, in collaboration spaces. He is talking to team members, attending events, working to ideate. The remainder of his day is spent thinking about the future.  “What’s happening with AI? Where are we going with quantum computing here in Chicago? What’s our innovation play right now?” he asks.  As any CIO knows, not every day is a typical one. Systems go down. Fires have to be put out. Lucius was just a few months into the CIO role when the CrowdStrike global IT outage hit last year, impacting Windows machines across the city.  “Those kinds of days, when they come … it could be the only thing I do from the moment I wake up until the moment I go to sleep,” says Lucius.  While days like this are inevitable, Lucius and his team still have a bigger picture and goals in sight. The more time it takes to access a benefit, the harder it is for the people who need that benefit the most to get it. He is hoping to use technology to increase equity and accessibility to government services.  “I want to see a decrease in the difficulty that it takes a person with a disability to apply for everything from a disability sticker for the car so that they can park close to their home, to apply for social benefits programs, whether that’s financial assistance or assistance with something in their home or something necessary for their life,” he offers as an example.  Challenges in Government  CIOs across industries share many of the same responsibilities and challenges, but there are sector-specific nuances, too. Lucius notes how much scrutiny public sector CIOs face compared to their private sector peers.  “Even publicly traded organizations don’t quite have the amount of scrutiny and attention that that a major government institution gets,” he contends.  And there is a reason for that pressure. Transparency is important. Delivering government services to citizens is essential. That responsibility is one of the biggest worries on Lucius’s mind.  Major government technology projects often get a lot of time and money, and yet they might fail. “You don’t have to look too far to see examples,” says Lucius. “When Healthcare.gov launched, it didn’t work.” He believes that it isn’t enough to have a great idea, get it funded, and get it launched. He sees the need to constantly evaluate projects to ensure they are actually successful.  “Success is when something works better for Chicagoans and something works better for a human being on the other end, and they get that benefit,” he emphasizes.  How should young people with ambitions in technology and government be thinking about these challenges, particularly during such a turbulent time? Lucius still wants to see people chase their dreams, but he cautions that they need something to latch onto in such a high-pressure field.  “Maybe [you] have family or [you] have personal experience where what we do here helped or maybe … you’ve just seen the benefit play out for human beings out there in the world,” says Lucius. “If you can latch on to that, that’s something you need in order to get through some of these experiences.”  A Reimagined Future Lucius sees people in the government technology space at a crossroads. They are faced with the major pressures of today’s societal and financial upheaval and the promises of delivering on new technology, like AI.  “All these things … have the potential to make things faster and more efficient, but then also bring the dangers of widening inequities and creating divides in society,” says Lucius. “We sit at the cusp of the reimagination of what it is to govern and what it is to oversee the provision of benefits in this society. And I want government technologists to recognize that … we can own that.” Lucius wants to bring services and benefits to the people of Chicago more efficiently without reducing those services. “We talk a lot about government efficiency these days,” he says. “I think Chicago is a great example.” About the AuthorCarrie PallardyContributing ReporterCarrie Pallardy is a freelance writer and editor living in Chicago. She writes and edits in a variety of industries including cybersecurity, healthcare, and personal finance.See more from Carrie PallardyWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like

Table of Contents Table of Contents Table of Contents Skullcandy vs. Bose: Sound quality Skullcandy vs. Bose: Noise cancellation Skullcandy vs. Bose: Comfort and design Skullcandy vs. Bose: Battery life Skullcandy vs. Bose: Companion apps and extra features Our winner: Get the Bose earbuds on sale How We Tested Frequently Asked Questions The noise-cancelling earbuds market is not just crowded — it's packed. If a brand wants to stand out with a new release, it faces the difficult task of bringing something new to the table that can outshine the products of the major brands like Sony, Apple, and, of course, Bose. Skullcandy's new earbuds, the Method 360 ANC earbuds, are attempting to do just that by partnering with one of those major brands — Bose. The earbuds come with Bose-powered sound at the very impressive introductory price of $99.99 (Skullcandy will be raising the price to $129.99 at an unspecified date in the future). The cheapest Bose earbuds, on the other hand, are the QuietComfort earbuds, which retail for $179. Though they are considerably more expensive, they do often go on sale for $149 and have reached the record-low price of $129, which made us especially curious to put them head to head with the Skullcandy earbuds.Below, you'll find our breakdown of how the Bose QuietComfort earbuds compare to the Skullcandy Method 360 ANCs. Skullcandy vs. Bose: Sound qualityIn the press release for the Method 360 earbuds, Skullcandy called them its "most advanced audio experience to date." In listening to everything from indie rock, video game soundtracks, and podcasts, I can see why. The Skullcandy earbuds had a balance that matched up easily to other impressive budget earbuds I've tested. Whether I was listening to the Final Fantasy VII soundtrack or a live Daft Punk performance, these earbuds punched above a $100 price point. How does Bose-powered sound compare to the real deal? Credit: Bethany Allard / Mashable However, when listening to them side by side with the Bose earbuds, the Skullcandy earbuds felt muffled and muddier (though I wouldn't describe them as muddy on their own).When listening to Japanese Breakfast's "Savage Good Boy," I could still pick out different parts of the song's instrumentation, but I had to listen harder to pick up the piano past the guitar and vocals than I did with the Bose earbuds. While listening to the "Hush (Still Woozy remix)" by The Marías, the layers of the song were present with the Skullcandy earbuds, but shined with the Boses. Ultimately, the Skullcandys provided a solid listening experience, but the one the Bose earbuds provided was undeniably better. At the same volume, the QuietComfort earbuds sounded warmer, fuller, and generally more powerful. (I say this as someone who doesn't necessarily love bumping the volume super high.) Bose offers five total EQ presets, plus a custom setting. Credit: Screenshot: Bose Compared to Skullcandy's three presets and custom equalizer. Credit: Screenshot: Skullcandy For both, I found their standard mix to be on the bass-heavy side. However, Bose offers five EQ presets and a custom equalizer, compared to Skullcandy's three presets with a custom equalizer.Winner: Bose QuietComfortSkullcandy vs. Bose: Noise cancellationSkullcandy uses four mics to help block out sound, compared to the QuietComforts' three mics.That said, Bose's earbuds literally have the words quiet and comfort in their name. Not to mention, the brand's been a leader in the noise-cancelling space for quite some time. Whether I was working at home with my partner on the other side of the wall, in a cafe, library, or taking a walk, I generally found the Bose earbuds more adept at muting and outright blocking out sounds. That especially came through when I used just the noise cancellation without music to help it.However, the Skullcandy earbuds do offer adjustable ANC via the companion app, which isn't currently available on any pair of Bose earbuds. For their price point, it's not a feature I expected, but one I was pleasantly surprised to encounter. At its highest setting, the noise cancellation only had the slightest hiss. While Bose essentially had none at all in my experience, I was still surprised that the Skullcandy's noise cancellation was comparable at all, considering the price discrepancy. The Skullcandy companion app allows you to adjust the ANC on a sliding scale. Credit: Screenshot: Skullcandy And still, it's worth saying: the Skullcandy earbuds' ANC is very impressive for the price point. While working at the library, I could barely hear the murmurs of a conversation across the room that I could make out word for word without wearing the earbuds. On the Bose buds, the conversation disappeared altogether, giving them the slightest edge. Both earbuds allow you to toggle the ANC on and off and activate a transparency mode. With this last setting, the Bose stood out more effortlessly, amplifying the world around me just enough without overly emphasizing sounds or the room tone. The Skullcandy earbuds, on the other hand, exhibited a stronger background hiss in this mode. It didn't make it unusable by any means, but definitely less pleasant than that of the Bose earbuds.Winner: Bose QuietComfort, by a hair Skullcandy vs. Bose: Comfort and designFor how they fit into the ear, the designs are quite similar on these earbuds, which makes them wear very similarly. In my ears, I found the Bose earbuds to be slightly more comfortable, but both pairs come with three sizes of stability bands and three sizes of ear tips. At the end of the day, fit can be very personal, especially with earbuds. The earbuds have a similar shape, and both come equipped with a similar type of ear tip and stability band. Credit: Bethany Allard / Mashable As for the earbuds themselves, the Skullcandy earbuds actually resembled the Bose QuietComfort Ultra earbuds more, with a slightly elongated stem and exterior touch controls with the perfect level of sensitivity. As someone who far prefers tactile on-ear controls, I was surprised by how well these earbuds distinguished the different types of presses. I think because the earbud has a slight groove where the touch controls are, it's easy to identify where to touch, and to not brush against the surface and activate the controls accidentally.On the other hand, the regular QC earbuds have a flatter, more rounded touch control surface, which, in my testing of these earbuds last fall, I found to err on the side of oversensitivity. While I didn't experience that issue much this time around, it's worth noting that I tested them initially during a time of year I was wearing more hats and hoods. The Skullcandy earbuds perform like the Bose QuietComfort earbuds (pictured left) but look more like the QuietComfort Ultra earbuds (pictured right). Credit: Bethany Allard / Mashable The Skullcandy earbuds might've taken the win in this section, if not for one glaring feature — their case. Unlike most other earbuds cases that merely snap open and closed, this one has a sliding mechanism with an O-ring and a slot for one earbud on either side of the interior case. If the intention was to create something outside of the box, Skullcandy did a great job, but it sacrificed some functionality in the process. This case is super bulky. Credit: Bethany Allard / Mashable As you can see, the case is huge compared to the earbuds, meaning if you're not using the O-ring, it is one of the least travel-friendly pairs of earbuds out there. In their design, Skullcandy seemed to assume that's how most people would use the case, as they placed the earbuds on the opposite side of the case. In other words, when looking at it head-on, the right earbud goes on the left side, and the left earbud goes on the right side. If you have the case clipped onto your belt with the front facing outward, this configuration makes perfect sense. In pretty much every other use case, it makes none.The Bose case, on the other hand, is relatively compact and has a clear spot for each earbud. The Bose earbuds don't have a clip-on ring, but feel marginally more portable. Credit: Bethany Allard / Mashable Both earbuds are IPX4 water-resistant, so they should withstand sweating during workouts just fine.Our winner: TieSkullcandy vs. Bose: Battery lifeThere's not much to say here other than both of these earbuds have excellent battery life. With ANC on, Skullcandy estimates you can get roughly nine hours per charge, with 23 hours of battery life in the case. Bose estimates 8.5 hours, with 31.5 hours in the case. Numbers-wise, Bose is the winner here, but in two work weeks of testing, I only needed to charge up the Skullcandy earbuds once. The Bose app has a feature that lets you easily see the hours breakdown of your remaining battery life, but it's not something I checked on super regularly during testing. Related Stories The Bose app makes it easy to tell how much playtime you have left. Credit: Screenshot: Bose For day-to-day use, I found these earbuds performed very similar in the battery life department.Our winner: TieSkullcandy vs. Bose: Companion apps and extra featuresWhen testing these earbuds side by side, I noticed right away that the Bose-powered element doesn't make itself hidden. Skullcandy adopted the Bose QuietComfort's power-on sound, voice assistant, and tiled app interface. The Skullcandy app. Credit: Screenshot: Skullcandy Versus the Bose app. Credit: Screenshot: Bose While the Bose app has a few more features, including a battery prediction, smart calls, and a voice assistant section, there's also quite a bit of overlap. Both have equalizer settings, touch control customization, low latency modes, and even a remote selfie section.Numbers-wise, Bose simply has more features you can mess around with to truly tailor your earbud experience to what suits you best. Features-wise, Skullcandy has a slight edge with adjustable ANC, but Bose's better ANC overall, alongside the greater customization, its battery prediction screen, and more varied EQ presets help it stand out ahead of the cheaper earbuds.Our winner: Bose QuietComfortOur winner: Get the Bose earbuds on saleThe fact that a pair of Skullcandy earbuds can stand up to Bose earbuds at all is a testament to what the brand has done with the Method 360 ANCs. While overall, I wouldn't call them exactly the same, I would say they're similar enough that you won't be upset to grab them at $100. If they stayed at their introductory price forever, they'd be easy to recommend as the winner of this matchup.However, they will be jumping up to $129.99. Combined with the fact that the Bose earbuds get marked down to $149 frequently enough that these earbuds will sit just $20 apart with some regularity, it's hard not to suggest just springing the extra $20 to get slightly better earbuds with slightly more features. Get the Skullcandy and Bose earbuds Bose QuietComfort earbuds $179.00 at Amazon Skullcandy Method 360 ANC $99.99 at Amazon Still can't decide? Check out our full reviews of the Bose QuietComfort earbuds and the Skullcandy Method 360 ANC earbuds. If you have a bigger budget, we recommend checking out our review of the Bose QuietComfort Ultra earbuds.