• Ankur Kothari Q&A: Customer Engagement Book Interview

    Reading Time: 9 minutes
    In marketing, data isn’t a buzzword. It’s the lifeblood of all successful campaigns.
    But are you truly harnessing its power, or are you drowning in a sea of information? To answer this question, we sat down with Ankur Kothari, a seasoned Martech expert, to dive deep into this crucial topic.
    This interview, originally conducted for Chapter 6 of “The Customer Engagement Book: Adapt or Die” explores how businesses can translate raw data into actionable insights that drive real results.
    Ankur shares his wealth of knowledge on identifying valuable customer engagement data, distinguishing between signal and noise, and ultimately, shaping real-time strategies that keep companies ahead of the curve.

     
    Ankur Kothari Q&A Interview
    1. What types of customer engagement data are most valuable for making strategic business decisions?
    Primarily, there are four different buckets of customer engagement data. I would begin with behavioral data, encompassing website interaction, purchase history, and other app usage patterns.
    Second would be demographic information: age, location, income, and other relevant personal characteristics.
    Third would be sentiment analysis, where we derive information from social media interaction, customer feedback, or other customer reviews.
    Fourth would be the customer journey data.

    We track touchpoints across various channels of the customers to understand the customer journey path and conversion. Combining these four primary sources helps us understand the engagement data.

    2. How do you distinguish between data that is actionable versus data that is just noise?
    First is keeping relevant to your business objectives, making actionable data that directly relates to your specific goals or KPIs, and then taking help from statistical significance.
    Actionable data shows clear patterns or trends that are statistically valid, whereas other data consists of random fluctuations or outliers, which may not be what you are interested in.

    You also want to make sure that there is consistency across sources.
    Actionable insights are typically corroborated by multiple data points or channels, while other data or noise can be more isolated and contradictory.
    Actionable data suggests clear opportunities for improvement or decision making, whereas noise does not lead to meaningful actions or changes in strategy.

    By applying these criteria, I can effectively filter out the noise and focus on data that delivers or drives valuable business decisions.

    3. How can customer engagement data be used to identify and prioritize new business opportunities?
    First, it helps us to uncover unmet needs.

    By analyzing the customer feedback, touch points, support interactions, or usage patterns, we can identify the gaps in our current offerings or areas where customers are experiencing pain points.

    Second would be identifying emerging needs.
    Monitoring changes in customer behavior or preferences over time can reveal new market trends or shifts in demand, allowing my company to adapt their products or services accordingly.
    Third would be segmentation analysis.
    Detailed customer data analysis enables us to identify unserved or underserved segments or niche markets that may represent untapped opportunities for growth or expansion into newer areas and new geographies.
    Last is to build competitive differentiation.

    Engagement data can highlight where our companies outperform competitors, helping us to prioritize opportunities that leverage existing strengths and unique selling propositions.

    4. Can you share an example of where data insights directly influenced a critical decision?
    I will share an example from my previous organization at one of the financial services where we were very data-driven, which made a major impact on our critical decision regarding our credit card offerings.
    We analyzed the customer engagement data, and we discovered that a large segment of our millennial customers were underutilizing our traditional credit cards but showed high engagement with mobile payment platforms.
    That insight led us to develop and launch our first digital credit card product with enhanced mobile features and rewards tailored to the millennial spending habits. Since we had access to a lot of transactional data as well, we were able to build a financial product which met that specific segment’s needs.

    That data-driven decision resulted in a 40% increase in our new credit card applications from this demographic within the first quarter of the launch. Subsequently, our market share improved in that specific segment, which was very crucial.

    5. Are there any other examples of ways that you see customer engagement data being able to shape marketing strategy in real time?
    When it comes to using the engagement data in real-time, we do quite a few things. In the recent past two, three years, we are using that for dynamic content personalization, adjusting the website content, email messaging, or ad creative based on real-time user behavior and preferences.
    We automate campaign optimization using specific AI-driven tools to continuously analyze performance metrics and automatically reallocate the budget to top-performing channels or ad segments.
    Then we also build responsive social media engagement platforms like monitoring social media sentiments and trending topics to quickly adapt the messaging and create timely and relevant content.

    With one-on-one personalization, we do a lot of A/B testing as part of the overall rapid testing and market elements like subject lines, CTAs, and building various successful variants of the campaigns.

    6. How are you doing the 1:1 personalization?
    We have advanced CDP systems, and we are tracking each customer’s behavior in real-time. So the moment they move to different channels, we know what the context is, what the relevance is, and the recent interaction points, so we can cater the right offer.
    So for example, if you looked at a certain offer on the website and you came from Google, and then the next day you walk into an in-person interaction, our agent will already know that you were looking at that offer.
    That gives our customer or potential customer more one-to-one personalization instead of just segment-based or bulk interaction kind of experience.

    We have a huge team of data scientists, data analysts, and AI model creators who help us to analyze big volumes of data and bring the right insights to our marketing and sales team so that they can provide the right experience to our customers.

    7. What role does customer engagement data play in influencing cross-functional decisions, such as with product development, sales, and customer service?
    Primarily with product development — we have different products, not just the financial products or products whichever organizations sell, but also various products like mobile apps or websites they use for transactions. So that kind of product development gets improved.
    The engagement data helps our sales and marketing teams create more targeted campaigns, optimize channel selection, and refine messaging to resonate with specific customer segments.

    Customer service also gets helped by anticipating common issues, personalizing support interactions over the phone or email or chat, and proactively addressing potential problems, leading to improved customer satisfaction and retention.

    So in general, cross-functional application of engagement improves the customer-centric approach throughout the organization.

    8. What do you think some of the main challenges marketers face when trying to translate customer engagement data into actionable business insights?
    I think the huge amount of data we are dealing with. As we are getting more digitally savvy and most of the customers are moving to digital channels, we are getting a lot of data, and that sheer volume of data can be overwhelming, making it very difficult to identify truly meaningful patterns and insights.

    Because of the huge data overload, we create data silos in this process, so information often exists in separate systems across different departments. We are not able to build a holistic view of customer engagement.

    Because of data silos and overload of data, data quality issues appear. There is inconsistency, and inaccurate data can lead to incorrect insights or poor decision-making. Quality issues could also be due to the wrong format of the data, or the data is stale and no longer relevant.
    As we are growing and adding more people to help us understand customer engagement, I’ve also noticed that technical folks, especially data scientists and data analysts, lack skills to properly interpret the data or apply data insights effectively.
    So there’s a lack of understanding of marketing and sales as domains.
    It’s a huge effort and can take a lot of investment.

    Not being able to calculate the ROI of your overall investment is a big challenge that many organizations are facing.

    9. Why do you think the analysts don’t have the business acumen to properly do more than analyze the data?
    If people do not have the right idea of why we are collecting this data, we collect a lot of noise, and that brings in huge volumes of data. If you cannot stop that from step one—not bringing noise into the data system—that cannot be done by just technical folks or people who do not have business knowledge.
    Business people do not know everything about what data is being collected from which source and what data they need. It’s a gap between business domain knowledge, specifically marketing and sales needs, and technical folks who don’t have a lot of exposure to that side.

    Similarly, marketing business people do not have much exposure to the technical side — what’s possible to do with data, how much effort it takes, what’s relevant versus not relevant, and how to prioritize which data sources will be most important.

    10. Do you have any suggestions for how this can be overcome, or have you seen it in action where it has been solved before?
    First, cross-functional training: training different roles to help them understand why we’re doing this and what the business goals are, giving technical people exposure to what marketing and sales teams do.
    And giving business folks exposure to the technology side through training on different tools, strategies, and the roadmap of data integrations.
    The second is helping teams work more collaboratively. So it’s not like the technology team works in a silo and comes back when their work is done, and then marketing and sales teams act upon it.

    Now we’re making it more like one team. You work together so that you can complement each other, and we have a better strategy from day one.

    11. How do you address skepticism or resistance from stakeholders when presenting data-driven recommendations?
    We present clear business cases where we demonstrate how data-driven recommendations can directly align with business objectives and potential ROI.
    We build compelling visualizations, easy-to-understand charts and graphs that clearly illustrate the insights and the implications for business goals.

    We also do a lot of POCs and pilot projects with small-scale implementations to showcase tangible results and build confidence in the data-driven approach throughout the organization.

    12. What technologies or tools have you found most effective for gathering and analyzing customer engagement data?
    I’ve found that Customer Data Platforms help us unify customer data from various sources, providing a comprehensive view of customer interactions across touch points.
    Having advanced analytics platforms — tools with AI and machine learning capabilities that can process large volumes of data and uncover complex patterns and insights — is a great value to us.
    We always use, or many organizations use, marketing automation systems to improve marketing team productivity, helping us track and analyze customer interactions across multiple channels.
    Another thing is social media listening tools, wherever your brand is mentioned or you want to measure customer sentiment over social media, or track the engagement of your campaigns across social media platforms.

    Last is web analytical tools, which provide detailed insights into your website visitors’ behaviors and engagement metrics, for browser apps, small browser apps, various devices, and mobile apps.

    13. How do you ensure data quality and consistency across multiple channels to make these informed decisions?
    We established clear guidelines for data collection, storage, and usage across all channels to maintain consistency. Then we use data integration platforms — tools that consolidate data from various sources into a single unified view, reducing discrepancies and inconsistencies.
    While we collect data from different sources, we clean the data so it becomes cleaner with every stage of processing.
    We also conduct regular data audits — performing periodic checks to identify and rectify data quality issues, ensuring accuracy and reliability of information. We also deploy standardized data formats.

    On top of that, we have various automated data cleansing tools, specific software to detect and correct data errors, redundancies, duplicates, and inconsistencies in data sets automatically.

    14. How do you see the role of customer engagement data evolving in shaping business strategies over the next five years?
    The first thing that’s been the biggest trend from the past two years is AI-driven decision making, which I think will become more prevalent, with advanced algorithms processing vast amounts of engagement data in real-time to inform strategic choices.
    Somewhat related to this is predictive analytics, which will play an even larger role, enabling businesses to anticipate customer needs and market trends with more accuracy and better predictive capabilities.
    We also touched upon hyper-personalization. We are all trying to strive toward more hyper-personalization at scale, which is more one-on-one personalization, as we are increasingly capturing more engagement data and have bigger systems and infrastructure to support processing those large volumes of data so we can achieve those hyper-personalization use cases.
    As the world is collecting more data, privacy concerns and regulations come into play.
    I believe in the next few years there will be more innovation toward how businesses can collect data ethically and what the usage practices are, leading to more transparent and consent-based engagement data strategies.
    And lastly, I think about the integration of engagement data, which is always a big challenge. I believe as we’re solving those integration challenges, we are adding more and more complex data sources to the picture.

    So I think there will need to be more innovation or sophistication brought into data integration strategies, which will help us take a truly customer-centric approach to strategy formulation.

     
    This interview Q&A was hosted with Ankur Kothari, a previous Martech Executive, for Chapter 6 of The Customer Engagement Book: Adapt or Die.
    Download the PDF or request a physical copy of the book here.
    The post Ankur Kothari Q&A: Customer Engagement Book Interview appeared first on MoEngage.
    #ankur #kothari #qampampa #customer #engagement
    Ankur Kothari Q&A: Customer Engagement Book Interview
    Reading Time: 9 minutes In marketing, data isn’t a buzzword. It’s the lifeblood of all successful campaigns. But are you truly harnessing its power, or are you drowning in a sea of information? To answer this question, we sat down with Ankur Kothari, a seasoned Martech expert, to dive deep into this crucial topic. This interview, originally conducted for Chapter 6 of “The Customer Engagement Book: Adapt or Die” explores how businesses can translate raw data into actionable insights that drive real results. Ankur shares his wealth of knowledge on identifying valuable customer engagement data, distinguishing between signal and noise, and ultimately, shaping real-time strategies that keep companies ahead of the curve.   Ankur Kothari Q&A Interview 1. What types of customer engagement data are most valuable for making strategic business decisions? Primarily, there are four different buckets of customer engagement data. I would begin with behavioral data, encompassing website interaction, purchase history, and other app usage patterns. Second would be demographic information: age, location, income, and other relevant personal characteristics. Third would be sentiment analysis, where we derive information from social media interaction, customer feedback, or other customer reviews. Fourth would be the customer journey data. We track touchpoints across various channels of the customers to understand the customer journey path and conversion. Combining these four primary sources helps us understand the engagement data. 2. How do you distinguish between data that is actionable versus data that is just noise? First is keeping relevant to your business objectives, making actionable data that directly relates to your specific goals or KPIs, and then taking help from statistical significance. Actionable data shows clear patterns or trends that are statistically valid, whereas other data consists of random fluctuations or outliers, which may not be what you are interested in. You also want to make sure that there is consistency across sources. Actionable insights are typically corroborated by multiple data points or channels, while other data or noise can be more isolated and contradictory. Actionable data suggests clear opportunities for improvement or decision making, whereas noise does not lead to meaningful actions or changes in strategy. By applying these criteria, I can effectively filter out the noise and focus on data that delivers or drives valuable business decisions. 3. How can customer engagement data be used to identify and prioritize new business opportunities? First, it helps us to uncover unmet needs. By analyzing the customer feedback, touch points, support interactions, or usage patterns, we can identify the gaps in our current offerings or areas where customers are experiencing pain points. Second would be identifying emerging needs. Monitoring changes in customer behavior or preferences over time can reveal new market trends or shifts in demand, allowing my company to adapt their products or services accordingly. Third would be segmentation analysis. Detailed customer data analysis enables us to identify unserved or underserved segments or niche markets that may represent untapped opportunities for growth or expansion into newer areas and new geographies. Last is to build competitive differentiation. Engagement data can highlight where our companies outperform competitors, helping us to prioritize opportunities that leverage existing strengths and unique selling propositions. 4. Can you share an example of where data insights directly influenced a critical decision? I will share an example from my previous organization at one of the financial services where we were very data-driven, which made a major impact on our critical decision regarding our credit card offerings. We analyzed the customer engagement data, and we discovered that a large segment of our millennial customers were underutilizing our traditional credit cards but showed high engagement with mobile payment platforms. That insight led us to develop and launch our first digital credit card product with enhanced mobile features and rewards tailored to the millennial spending habits. Since we had access to a lot of transactional data as well, we were able to build a financial product which met that specific segment’s needs. That data-driven decision resulted in a 40% increase in our new credit card applications from this demographic within the first quarter of the launch. Subsequently, our market share improved in that specific segment, which was very crucial. 5. Are there any other examples of ways that you see customer engagement data being able to shape marketing strategy in real time? When it comes to using the engagement data in real-time, we do quite a few things. In the recent past two, three years, we are using that for dynamic content personalization, adjusting the website content, email messaging, or ad creative based on real-time user behavior and preferences. We automate campaign optimization using specific AI-driven tools to continuously analyze performance metrics and automatically reallocate the budget to top-performing channels or ad segments. Then we also build responsive social media engagement platforms like monitoring social media sentiments and trending topics to quickly adapt the messaging and create timely and relevant content. With one-on-one personalization, we do a lot of A/B testing as part of the overall rapid testing and market elements like subject lines, CTAs, and building various successful variants of the campaigns. 6. How are you doing the 1:1 personalization? We have advanced CDP systems, and we are tracking each customer’s behavior in real-time. So the moment they move to different channels, we know what the context is, what the relevance is, and the recent interaction points, so we can cater the right offer. So for example, if you looked at a certain offer on the website and you came from Google, and then the next day you walk into an in-person interaction, our agent will already know that you were looking at that offer. That gives our customer or potential customer more one-to-one personalization instead of just segment-based or bulk interaction kind of experience. We have a huge team of data scientists, data analysts, and AI model creators who help us to analyze big volumes of data and bring the right insights to our marketing and sales team so that they can provide the right experience to our customers. 7. What role does customer engagement data play in influencing cross-functional decisions, such as with product development, sales, and customer service? Primarily with product development — we have different products, not just the financial products or products whichever organizations sell, but also various products like mobile apps or websites they use for transactions. So that kind of product development gets improved. The engagement data helps our sales and marketing teams create more targeted campaigns, optimize channel selection, and refine messaging to resonate with specific customer segments. Customer service also gets helped by anticipating common issues, personalizing support interactions over the phone or email or chat, and proactively addressing potential problems, leading to improved customer satisfaction and retention. So in general, cross-functional application of engagement improves the customer-centric approach throughout the organization. 8. What do you think some of the main challenges marketers face when trying to translate customer engagement data into actionable business insights? I think the huge amount of data we are dealing with. As we are getting more digitally savvy and most of the customers are moving to digital channels, we are getting a lot of data, and that sheer volume of data can be overwhelming, making it very difficult to identify truly meaningful patterns and insights. Because of the huge data overload, we create data silos in this process, so information often exists in separate systems across different departments. We are not able to build a holistic view of customer engagement. Because of data silos and overload of data, data quality issues appear. There is inconsistency, and inaccurate data can lead to incorrect insights or poor decision-making. Quality issues could also be due to the wrong format of the data, or the data is stale and no longer relevant. As we are growing and adding more people to help us understand customer engagement, I’ve also noticed that technical folks, especially data scientists and data analysts, lack skills to properly interpret the data or apply data insights effectively. So there’s a lack of understanding of marketing and sales as domains. It’s a huge effort and can take a lot of investment. Not being able to calculate the ROI of your overall investment is a big challenge that many organizations are facing. 9. Why do you think the analysts don’t have the business acumen to properly do more than analyze the data? If people do not have the right idea of why we are collecting this data, we collect a lot of noise, and that brings in huge volumes of data. If you cannot stop that from step one—not bringing noise into the data system—that cannot be done by just technical folks or people who do not have business knowledge. Business people do not know everything about what data is being collected from which source and what data they need. It’s a gap between business domain knowledge, specifically marketing and sales needs, and technical folks who don’t have a lot of exposure to that side. Similarly, marketing business people do not have much exposure to the technical side — what’s possible to do with data, how much effort it takes, what’s relevant versus not relevant, and how to prioritize which data sources will be most important. 10. Do you have any suggestions for how this can be overcome, or have you seen it in action where it has been solved before? First, cross-functional training: training different roles to help them understand why we’re doing this and what the business goals are, giving technical people exposure to what marketing and sales teams do. And giving business folks exposure to the technology side through training on different tools, strategies, and the roadmap of data integrations. The second is helping teams work more collaboratively. So it’s not like the technology team works in a silo and comes back when their work is done, and then marketing and sales teams act upon it. Now we’re making it more like one team. You work together so that you can complement each other, and we have a better strategy from day one. 11. How do you address skepticism or resistance from stakeholders when presenting data-driven recommendations? We present clear business cases where we demonstrate how data-driven recommendations can directly align with business objectives and potential ROI. We build compelling visualizations, easy-to-understand charts and graphs that clearly illustrate the insights and the implications for business goals. We also do a lot of POCs and pilot projects with small-scale implementations to showcase tangible results and build confidence in the data-driven approach throughout the organization. 12. What technologies or tools have you found most effective for gathering and analyzing customer engagement data? I’ve found that Customer Data Platforms help us unify customer data from various sources, providing a comprehensive view of customer interactions across touch points. Having advanced analytics platforms — tools with AI and machine learning capabilities that can process large volumes of data and uncover complex patterns and insights — is a great value to us. We always use, or many organizations use, marketing automation systems to improve marketing team productivity, helping us track and analyze customer interactions across multiple channels. Another thing is social media listening tools, wherever your brand is mentioned or you want to measure customer sentiment over social media, or track the engagement of your campaigns across social media platforms. Last is web analytical tools, which provide detailed insights into your website visitors’ behaviors and engagement metrics, for browser apps, small browser apps, various devices, and mobile apps. 13. How do you ensure data quality and consistency across multiple channels to make these informed decisions? We established clear guidelines for data collection, storage, and usage across all channels to maintain consistency. Then we use data integration platforms — tools that consolidate data from various sources into a single unified view, reducing discrepancies and inconsistencies. While we collect data from different sources, we clean the data so it becomes cleaner with every stage of processing. We also conduct regular data audits — performing periodic checks to identify and rectify data quality issues, ensuring accuracy and reliability of information. We also deploy standardized data formats. On top of that, we have various automated data cleansing tools, specific software to detect and correct data errors, redundancies, duplicates, and inconsistencies in data sets automatically. 14. How do you see the role of customer engagement data evolving in shaping business strategies over the next five years? The first thing that’s been the biggest trend from the past two years is AI-driven decision making, which I think will become more prevalent, with advanced algorithms processing vast amounts of engagement data in real-time to inform strategic choices. Somewhat related to this is predictive analytics, which will play an even larger role, enabling businesses to anticipate customer needs and market trends with more accuracy and better predictive capabilities. We also touched upon hyper-personalization. We are all trying to strive toward more hyper-personalization at scale, which is more one-on-one personalization, as we are increasingly capturing more engagement data and have bigger systems and infrastructure to support processing those large volumes of data so we can achieve those hyper-personalization use cases. As the world is collecting more data, privacy concerns and regulations come into play. I believe in the next few years there will be more innovation toward how businesses can collect data ethically and what the usage practices are, leading to more transparent and consent-based engagement data strategies. And lastly, I think about the integration of engagement data, which is always a big challenge. I believe as we’re solving those integration challenges, we are adding more and more complex data sources to the picture. So I think there will need to be more innovation or sophistication brought into data integration strategies, which will help us take a truly customer-centric approach to strategy formulation.   This interview Q&A was hosted with Ankur Kothari, a previous Martech Executive, for Chapter 6 of The Customer Engagement Book: Adapt or Die. Download the PDF or request a physical copy of the book here. The post Ankur Kothari Q&A: Customer Engagement Book Interview appeared first on MoEngage. #ankur #kothari #qampampa #customer #engagement
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    Ankur Kothari Q&A: Customer Engagement Book Interview
    Reading Time: 9 minutes In marketing, data isn’t a buzzword. It’s the lifeblood of all successful campaigns. But are you truly harnessing its power, or are you drowning in a sea of information? To answer this question (and many others), we sat down with Ankur Kothari, a seasoned Martech expert, to dive deep into this crucial topic. This interview, originally conducted for Chapter 6 of “The Customer Engagement Book: Adapt or Die” explores how businesses can translate raw data into actionable insights that drive real results. Ankur shares his wealth of knowledge on identifying valuable customer engagement data, distinguishing between signal and noise, and ultimately, shaping real-time strategies that keep companies ahead of the curve.   Ankur Kothari Q&A Interview 1. What types of customer engagement data are most valuable for making strategic business decisions? Primarily, there are four different buckets of customer engagement data. I would begin with behavioral data, encompassing website interaction, purchase history, and other app usage patterns. Second would be demographic information: age, location, income, and other relevant personal characteristics. Third would be sentiment analysis, where we derive information from social media interaction, customer feedback, or other customer reviews. Fourth would be the customer journey data. We track touchpoints across various channels of the customers to understand the customer journey path and conversion. Combining these four primary sources helps us understand the engagement data. 2. How do you distinguish between data that is actionable versus data that is just noise? First is keeping relevant to your business objectives, making actionable data that directly relates to your specific goals or KPIs, and then taking help from statistical significance. Actionable data shows clear patterns or trends that are statistically valid, whereas other data consists of random fluctuations or outliers, which may not be what you are interested in. You also want to make sure that there is consistency across sources. Actionable insights are typically corroborated by multiple data points or channels, while other data or noise can be more isolated and contradictory. Actionable data suggests clear opportunities for improvement or decision making, whereas noise does not lead to meaningful actions or changes in strategy. By applying these criteria, I can effectively filter out the noise and focus on data that delivers or drives valuable business decisions. 3. How can customer engagement data be used to identify and prioritize new business opportunities? First, it helps us to uncover unmet needs. By analyzing the customer feedback, touch points, support interactions, or usage patterns, we can identify the gaps in our current offerings or areas where customers are experiencing pain points. Second would be identifying emerging needs. Monitoring changes in customer behavior or preferences over time can reveal new market trends or shifts in demand, allowing my company to adapt their products or services accordingly. Third would be segmentation analysis. Detailed customer data analysis enables us to identify unserved or underserved segments or niche markets that may represent untapped opportunities for growth or expansion into newer areas and new geographies. Last is to build competitive differentiation. Engagement data can highlight where our companies outperform competitors, helping us to prioritize opportunities that leverage existing strengths and unique selling propositions. 4. Can you share an example of where data insights directly influenced a critical decision? I will share an example from my previous organization at one of the financial services where we were very data-driven, which made a major impact on our critical decision regarding our credit card offerings. We analyzed the customer engagement data, and we discovered that a large segment of our millennial customers were underutilizing our traditional credit cards but showed high engagement with mobile payment platforms. That insight led us to develop and launch our first digital credit card product with enhanced mobile features and rewards tailored to the millennial spending habits. Since we had access to a lot of transactional data as well, we were able to build a financial product which met that specific segment’s needs. That data-driven decision resulted in a 40% increase in our new credit card applications from this demographic within the first quarter of the launch. Subsequently, our market share improved in that specific segment, which was very crucial. 5. Are there any other examples of ways that you see customer engagement data being able to shape marketing strategy in real time? When it comes to using the engagement data in real-time, we do quite a few things. In the recent past two, three years, we are using that for dynamic content personalization, adjusting the website content, email messaging, or ad creative based on real-time user behavior and preferences. We automate campaign optimization using specific AI-driven tools to continuously analyze performance metrics and automatically reallocate the budget to top-performing channels or ad segments. Then we also build responsive social media engagement platforms like monitoring social media sentiments and trending topics to quickly adapt the messaging and create timely and relevant content. With one-on-one personalization, we do a lot of A/B testing as part of the overall rapid testing and market elements like subject lines, CTAs, and building various successful variants of the campaigns. 6. How are you doing the 1:1 personalization? We have advanced CDP systems, and we are tracking each customer’s behavior in real-time. So the moment they move to different channels, we know what the context is, what the relevance is, and the recent interaction points, so we can cater the right offer. So for example, if you looked at a certain offer on the website and you came from Google, and then the next day you walk into an in-person interaction, our agent will already know that you were looking at that offer. That gives our customer or potential customer more one-to-one personalization instead of just segment-based or bulk interaction kind of experience. We have a huge team of data scientists, data analysts, and AI model creators who help us to analyze big volumes of data and bring the right insights to our marketing and sales team so that they can provide the right experience to our customers. 7. What role does customer engagement data play in influencing cross-functional decisions, such as with product development, sales, and customer service? Primarily with product development — we have different products, not just the financial products or products whichever organizations sell, but also various products like mobile apps or websites they use for transactions. So that kind of product development gets improved. The engagement data helps our sales and marketing teams create more targeted campaigns, optimize channel selection, and refine messaging to resonate with specific customer segments. Customer service also gets helped by anticipating common issues, personalizing support interactions over the phone or email or chat, and proactively addressing potential problems, leading to improved customer satisfaction and retention. So in general, cross-functional application of engagement improves the customer-centric approach throughout the organization. 8. What do you think some of the main challenges marketers face when trying to translate customer engagement data into actionable business insights? I think the huge amount of data we are dealing with. As we are getting more digitally savvy and most of the customers are moving to digital channels, we are getting a lot of data, and that sheer volume of data can be overwhelming, making it very difficult to identify truly meaningful patterns and insights. Because of the huge data overload, we create data silos in this process, so information often exists in separate systems across different departments. We are not able to build a holistic view of customer engagement. Because of data silos and overload of data, data quality issues appear. There is inconsistency, and inaccurate data can lead to incorrect insights or poor decision-making. Quality issues could also be due to the wrong format of the data, or the data is stale and no longer relevant. As we are growing and adding more people to help us understand customer engagement, I’ve also noticed that technical folks, especially data scientists and data analysts, lack skills to properly interpret the data or apply data insights effectively. So there’s a lack of understanding of marketing and sales as domains. It’s a huge effort and can take a lot of investment. Not being able to calculate the ROI of your overall investment is a big challenge that many organizations are facing. 9. Why do you think the analysts don’t have the business acumen to properly do more than analyze the data? If people do not have the right idea of why we are collecting this data, we collect a lot of noise, and that brings in huge volumes of data. If you cannot stop that from step one—not bringing noise into the data system—that cannot be done by just technical folks or people who do not have business knowledge. Business people do not know everything about what data is being collected from which source and what data they need. It’s a gap between business domain knowledge, specifically marketing and sales needs, and technical folks who don’t have a lot of exposure to that side. Similarly, marketing business people do not have much exposure to the technical side — what’s possible to do with data, how much effort it takes, what’s relevant versus not relevant, and how to prioritize which data sources will be most important. 10. Do you have any suggestions for how this can be overcome, or have you seen it in action where it has been solved before? First, cross-functional training: training different roles to help them understand why we’re doing this and what the business goals are, giving technical people exposure to what marketing and sales teams do. And giving business folks exposure to the technology side through training on different tools, strategies, and the roadmap of data integrations. The second is helping teams work more collaboratively. So it’s not like the technology team works in a silo and comes back when their work is done, and then marketing and sales teams act upon it. Now we’re making it more like one team. You work together so that you can complement each other, and we have a better strategy from day one. 11. How do you address skepticism or resistance from stakeholders when presenting data-driven recommendations? We present clear business cases where we demonstrate how data-driven recommendations can directly align with business objectives and potential ROI. We build compelling visualizations, easy-to-understand charts and graphs that clearly illustrate the insights and the implications for business goals. We also do a lot of POCs and pilot projects with small-scale implementations to showcase tangible results and build confidence in the data-driven approach throughout the organization. 12. What technologies or tools have you found most effective for gathering and analyzing customer engagement data? I’ve found that Customer Data Platforms help us unify customer data from various sources, providing a comprehensive view of customer interactions across touch points. Having advanced analytics platforms — tools with AI and machine learning capabilities that can process large volumes of data and uncover complex patterns and insights — is a great value to us. We always use, or many organizations use, marketing automation systems to improve marketing team productivity, helping us track and analyze customer interactions across multiple channels. Another thing is social media listening tools, wherever your brand is mentioned or you want to measure customer sentiment over social media, or track the engagement of your campaigns across social media platforms. Last is web analytical tools, which provide detailed insights into your website visitors’ behaviors and engagement metrics, for browser apps, small browser apps, various devices, and mobile apps. 13. How do you ensure data quality and consistency across multiple channels to make these informed decisions? We established clear guidelines for data collection, storage, and usage across all channels to maintain consistency. Then we use data integration platforms — tools that consolidate data from various sources into a single unified view, reducing discrepancies and inconsistencies. While we collect data from different sources, we clean the data so it becomes cleaner with every stage of processing. We also conduct regular data audits — performing periodic checks to identify and rectify data quality issues, ensuring accuracy and reliability of information. We also deploy standardized data formats. On top of that, we have various automated data cleansing tools, specific software to detect and correct data errors, redundancies, duplicates, and inconsistencies in data sets automatically. 14. How do you see the role of customer engagement data evolving in shaping business strategies over the next five years? The first thing that’s been the biggest trend from the past two years is AI-driven decision making, which I think will become more prevalent, with advanced algorithms processing vast amounts of engagement data in real-time to inform strategic choices. Somewhat related to this is predictive analytics, which will play an even larger role, enabling businesses to anticipate customer needs and market trends with more accuracy and better predictive capabilities. We also touched upon hyper-personalization. We are all trying to strive toward more hyper-personalization at scale, which is more one-on-one personalization, as we are increasingly capturing more engagement data and have bigger systems and infrastructure to support processing those large volumes of data so we can achieve those hyper-personalization use cases. As the world is collecting more data, privacy concerns and regulations come into play. I believe in the next few years there will be more innovation toward how businesses can collect data ethically and what the usage practices are, leading to more transparent and consent-based engagement data strategies. And lastly, I think about the integration of engagement data, which is always a big challenge. I believe as we’re solving those integration challenges, we are adding more and more complex data sources to the picture. So I think there will need to be more innovation or sophistication brought into data integration strategies, which will help us take a truly customer-centric approach to strategy formulation.   This interview Q&A was hosted with Ankur Kothari, a previous Martech Executive, for Chapter 6 of The Customer Engagement Book: Adapt or Die. Download the PDF or request a physical copy of the book here. The post Ankur Kothari Q&A: Customer Engagement Book Interview appeared first on MoEngage.
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  • The AI execution gap: Why 80% of projects don’t reach production

    Enterprise artificial intelligence investment is unprecedented, with IDC projecting global spending on AI and GenAI to double to billion by 2028. Yet beneath the impressive budget allocations and boardroom enthusiasm lies a troubling reality: most organisations struggle to translate their AI ambitions into operational success.The sobering statistics behind AI’s promiseModelOp’s 2025 AI Governance Benchmark Report, based on input from 100 senior AI and data leaders at Fortune 500 enterprises, reveals a disconnect between aspiration and execution.While more than 80% of enterprises have 51 or more generative AI projects in proposal phases, only 18% have successfully deployed more than 20 models into production.The execution gap represents one of the most significant challenges facing enterprise AI today. Most generative AI projects still require 6 to 18 months to go live – if they reach production at all.The result is delayed returns on investment, frustrated stakeholders, and diminished confidence in AI initiatives in the enterprise.The cause: Structural, not technical barriersThe biggest obstacles preventing AI scalability aren’t technical limitations – they’re structural inefficiencies plaguing enterprise operations. The ModelOp benchmark report identifies several problems that create what experts call a “time-to-market quagmire.”Fragmented systems plague implementation. 58% of organisations cite fragmented systems as the top obstacle to adopting governance platforms. Fragmentation creates silos where different departments use incompatible tools and processes, making it nearly impossible to maintain consistent oversight in AI initiatives.Manual processes dominate despite digital transformation. 55% of enterprises still rely on manual processes – including spreadsheets and email – to manage AI use case intake. The reliance on antiquated methods creates bottlenecks, increases the likelihood of errors, and makes it difficult to scale AI operations.Lack of standardisation hampers progress. Only 23% of organisations implement standardised intake, development, and model management processes. Without these elements, each AI project becomes a unique challenge requiring custom solutions and extensive coordination by multiple teams.Enterprise-level oversight remains rare Just 14% of companies perform AI assurance at the enterprise level, increasing the risk of duplicated efforts and inconsistent oversight. The lack of centralised governance means organisations often discover they’re solving the same problems multiple times in different departments.The governance revolution: From obstacle to acceleratorA change is taking place in how enterprises view AI governance. Rather than seeing it as a compliance burden that slows innovation, forward-thinking organisations recognise governance as an important enabler of scale and speed.Leadership alignment signals strategic shift. The ModelOp benchmark data reveals a change in organisational structure: 46% of companies now assign accountability for AI governance to a Chief Innovation Officer – more than four times the number who place accountability under Legal or Compliance. This strategic repositioning reflects a new understanding that governance isn’t solely about risk management, but can enable innovation.Investment follows strategic priority. A financial commitment to AI governance underscores its importance. According to the report, 36% of enterprises have budgeted at least million annually for AI governance software, while 54% have allocated resources specifically for AI Portfolio Intelligence to track value and ROI.What high-performing organisations do differentlyThe enterprises that successfully bridge the ‘execution gap’ share several characteristics in their approach to AI implementation:Standardised processes from day one. Leading organisations implement standardised intake, development, and model review processes in AI initiatives. Consistency eliminates the need to reinvent workflows for each project and ensures that all stakeholders understand their responsibilities.Centralised documentation and inventory. Rather than allowing AI assets to proliferate in disconnected systems, successful enterprises maintain centralised inventories that provide visibility into every model’s status, performance, and compliance posture.Automated governance checkpoints. High-performing organisations embed automated governance checkpoints throughout the AI lifecycle, helping ensure compliance requirements and risk assessments are addressed systematically rather than as afterthoughts.End-to-end traceability. Leading enterprises maintain complete traceability of their AI models, including data sources, training methods, validation results, and performance metrics.Measurable impact of structured governanceThe benefits of implementing comprehensive AI governance extend beyond compliance. Organisations that adopt lifecycle automation platforms reportedly see dramatic improvements in operational efficiency and business outcomes.A financial services firm profiled in the ModelOp report experienced a halving of time to production and an 80% reduction in issue resolution time after implementing automated governance processes. Such improvements translate directly into faster time-to-value and increased confidence among business stakeholders.Enterprises with robust governance frameworks report the ability to many times more models simultaneously while maintaining oversight and control. This scalability lets organisations pursue AI initiatives in multiple business units without overwhelming their operational capabilities.The path forward: From stuck to scaledThe message from industry leaders that the gap between AI ambition and execution is solvable, but it requires a shift in approach. Rather than treating governance as a necessary evil, enterprises should realise it enables AI innovation at scale.Immediate action items for AI leadersOrganisations looking to escape the ‘time-to-market quagmire’ should prioritise the following:Audit current state: Conduct an assessment of existing AI initiatives, identifying fragmented processes and manual bottlenecksStandardise workflows: Implement consistent processes for AI use case intake, development, and deployment in all business unitsInvest in integration: Deploy platforms to unify disparate tools and systems under a single governance frameworkEstablish enterprise oversight: Create centralised visibility into all AI initiatives with real-time monitoring and reporting abilitiesThe competitive advantage of getting it rightOrganisations that can solve the execution challenge will be able to bring AI solutions to market faster, scale more efficiently, and maintain the trust of stakeholders and regulators.Enterprises that continue with fragmented processes and manual workflows will find themselves disadvantaged compared to their more organised competitors. Operational excellence isn’t about efficiency but survival.The data shows enterprise AI investment will continue to grow. Therefore, the question isn’t whether organisations will invest in AI, but whether they’ll develop the operational abilities necessary to realise return on investment. The opportunity to lead in the AI-driven economy has never been greater for those willing to embrace governance as an enabler not an obstacle.
    #execution #gap #why #projects #dont
    The AI execution gap: Why 80% of projects don’t reach production
    Enterprise artificial intelligence investment is unprecedented, with IDC projecting global spending on AI and GenAI to double to billion by 2028. Yet beneath the impressive budget allocations and boardroom enthusiasm lies a troubling reality: most organisations struggle to translate their AI ambitions into operational success.The sobering statistics behind AI’s promiseModelOp’s 2025 AI Governance Benchmark Report, based on input from 100 senior AI and data leaders at Fortune 500 enterprises, reveals a disconnect between aspiration and execution.While more than 80% of enterprises have 51 or more generative AI projects in proposal phases, only 18% have successfully deployed more than 20 models into production.The execution gap represents one of the most significant challenges facing enterprise AI today. Most generative AI projects still require 6 to 18 months to go live – if they reach production at all.The result is delayed returns on investment, frustrated stakeholders, and diminished confidence in AI initiatives in the enterprise.The cause: Structural, not technical barriersThe biggest obstacles preventing AI scalability aren’t technical limitations – they’re structural inefficiencies plaguing enterprise operations. The ModelOp benchmark report identifies several problems that create what experts call a “time-to-market quagmire.”Fragmented systems plague implementation. 58% of organisations cite fragmented systems as the top obstacle to adopting governance platforms. Fragmentation creates silos where different departments use incompatible tools and processes, making it nearly impossible to maintain consistent oversight in AI initiatives.Manual processes dominate despite digital transformation. 55% of enterprises still rely on manual processes – including spreadsheets and email – to manage AI use case intake. The reliance on antiquated methods creates bottlenecks, increases the likelihood of errors, and makes it difficult to scale AI operations.Lack of standardisation hampers progress. Only 23% of organisations implement standardised intake, development, and model management processes. Without these elements, each AI project becomes a unique challenge requiring custom solutions and extensive coordination by multiple teams.Enterprise-level oversight remains rare Just 14% of companies perform AI assurance at the enterprise level, increasing the risk of duplicated efforts and inconsistent oversight. The lack of centralised governance means organisations often discover they’re solving the same problems multiple times in different departments.The governance revolution: From obstacle to acceleratorA change is taking place in how enterprises view AI governance. Rather than seeing it as a compliance burden that slows innovation, forward-thinking organisations recognise governance as an important enabler of scale and speed.Leadership alignment signals strategic shift. The ModelOp benchmark data reveals a change in organisational structure: 46% of companies now assign accountability for AI governance to a Chief Innovation Officer – more than four times the number who place accountability under Legal or Compliance. This strategic repositioning reflects a new understanding that governance isn’t solely about risk management, but can enable innovation.Investment follows strategic priority. A financial commitment to AI governance underscores its importance. According to the report, 36% of enterprises have budgeted at least million annually for AI governance software, while 54% have allocated resources specifically for AI Portfolio Intelligence to track value and ROI.What high-performing organisations do differentlyThe enterprises that successfully bridge the ‘execution gap’ share several characteristics in their approach to AI implementation:Standardised processes from day one. Leading organisations implement standardised intake, development, and model review processes in AI initiatives. Consistency eliminates the need to reinvent workflows for each project and ensures that all stakeholders understand their responsibilities.Centralised documentation and inventory. Rather than allowing AI assets to proliferate in disconnected systems, successful enterprises maintain centralised inventories that provide visibility into every model’s status, performance, and compliance posture.Automated governance checkpoints. High-performing organisations embed automated governance checkpoints throughout the AI lifecycle, helping ensure compliance requirements and risk assessments are addressed systematically rather than as afterthoughts.End-to-end traceability. Leading enterprises maintain complete traceability of their AI models, including data sources, training methods, validation results, and performance metrics.Measurable impact of structured governanceThe benefits of implementing comprehensive AI governance extend beyond compliance. Organisations that adopt lifecycle automation platforms reportedly see dramatic improvements in operational efficiency and business outcomes.A financial services firm profiled in the ModelOp report experienced a halving of time to production and an 80% reduction in issue resolution time after implementing automated governance processes. Such improvements translate directly into faster time-to-value and increased confidence among business stakeholders.Enterprises with robust governance frameworks report the ability to many times more models simultaneously while maintaining oversight and control. This scalability lets organisations pursue AI initiatives in multiple business units without overwhelming their operational capabilities.The path forward: From stuck to scaledThe message from industry leaders that the gap between AI ambition and execution is solvable, but it requires a shift in approach. Rather than treating governance as a necessary evil, enterprises should realise it enables AI innovation at scale.Immediate action items for AI leadersOrganisations looking to escape the ‘time-to-market quagmire’ should prioritise the following:Audit current state: Conduct an assessment of existing AI initiatives, identifying fragmented processes and manual bottlenecksStandardise workflows: Implement consistent processes for AI use case intake, development, and deployment in all business unitsInvest in integration: Deploy platforms to unify disparate tools and systems under a single governance frameworkEstablish enterprise oversight: Create centralised visibility into all AI initiatives with real-time monitoring and reporting abilitiesThe competitive advantage of getting it rightOrganisations that can solve the execution challenge will be able to bring AI solutions to market faster, scale more efficiently, and maintain the trust of stakeholders and regulators.Enterprises that continue with fragmented processes and manual workflows will find themselves disadvantaged compared to their more organised competitors. Operational excellence isn’t about efficiency but survival.The data shows enterprise AI investment will continue to grow. Therefore, the question isn’t whether organisations will invest in AI, but whether they’ll develop the operational abilities necessary to realise return on investment. The opportunity to lead in the AI-driven economy has never been greater for those willing to embrace governance as an enabler not an obstacle. #execution #gap #why #projects #dont
    WWW.ARTIFICIALINTELLIGENCE-NEWS.COM
    The AI execution gap: Why 80% of projects don’t reach production
    Enterprise artificial intelligence investment is unprecedented, with IDC projecting global spending on AI and GenAI to double to $631 billion by 2028. Yet beneath the impressive budget allocations and boardroom enthusiasm lies a troubling reality: most organisations struggle to translate their AI ambitions into operational success.The sobering statistics behind AI’s promiseModelOp’s 2025 AI Governance Benchmark Report, based on input from 100 senior AI and data leaders at Fortune 500 enterprises, reveals a disconnect between aspiration and execution.While more than 80% of enterprises have 51 or more generative AI projects in proposal phases, only 18% have successfully deployed more than 20 models into production.The execution gap represents one of the most significant challenges facing enterprise AI today. Most generative AI projects still require 6 to 18 months to go live – if they reach production at all.The result is delayed returns on investment, frustrated stakeholders, and diminished confidence in AI initiatives in the enterprise.The cause: Structural, not technical barriersThe biggest obstacles preventing AI scalability aren’t technical limitations – they’re structural inefficiencies plaguing enterprise operations. The ModelOp benchmark report identifies several problems that create what experts call a “time-to-market quagmire.”Fragmented systems plague implementation. 58% of organisations cite fragmented systems as the top obstacle to adopting governance platforms. Fragmentation creates silos where different departments use incompatible tools and processes, making it nearly impossible to maintain consistent oversight in AI initiatives.Manual processes dominate despite digital transformation. 55% of enterprises still rely on manual processes – including spreadsheets and email – to manage AI use case intake. The reliance on antiquated methods creates bottlenecks, increases the likelihood of errors, and makes it difficult to scale AI operations.Lack of standardisation hampers progress. Only 23% of organisations implement standardised intake, development, and model management processes. Without these elements, each AI project becomes a unique challenge requiring custom solutions and extensive coordination by multiple teams.Enterprise-level oversight remains rare Just 14% of companies perform AI assurance at the enterprise level, increasing the risk of duplicated efforts and inconsistent oversight. The lack of centralised governance means organisations often discover they’re solving the same problems multiple times in different departments.The governance revolution: From obstacle to acceleratorA change is taking place in how enterprises view AI governance. Rather than seeing it as a compliance burden that slows innovation, forward-thinking organisations recognise governance as an important enabler of scale and speed.Leadership alignment signals strategic shift. The ModelOp benchmark data reveals a change in organisational structure: 46% of companies now assign accountability for AI governance to a Chief Innovation Officer – more than four times the number who place accountability under Legal or Compliance. This strategic repositioning reflects a new understanding that governance isn’t solely about risk management, but can enable innovation.Investment follows strategic priority. A financial commitment to AI governance underscores its importance. According to the report, 36% of enterprises have budgeted at least $1 million annually for AI governance software, while 54% have allocated resources specifically for AI Portfolio Intelligence to track value and ROI.What high-performing organisations do differentlyThe enterprises that successfully bridge the ‘execution gap’ share several characteristics in their approach to AI implementation:Standardised processes from day one. Leading organisations implement standardised intake, development, and model review processes in AI initiatives. Consistency eliminates the need to reinvent workflows for each project and ensures that all stakeholders understand their responsibilities.Centralised documentation and inventory. Rather than allowing AI assets to proliferate in disconnected systems, successful enterprises maintain centralised inventories that provide visibility into every model’s status, performance, and compliance posture.Automated governance checkpoints. High-performing organisations embed automated governance checkpoints throughout the AI lifecycle, helping ensure compliance requirements and risk assessments are addressed systematically rather than as afterthoughts.End-to-end traceability. Leading enterprises maintain complete traceability of their AI models, including data sources, training methods, validation results, and performance metrics.Measurable impact of structured governanceThe benefits of implementing comprehensive AI governance extend beyond compliance. Organisations that adopt lifecycle automation platforms reportedly see dramatic improvements in operational efficiency and business outcomes.A financial services firm profiled in the ModelOp report experienced a halving of time to production and an 80% reduction in issue resolution time after implementing automated governance processes. Such improvements translate directly into faster time-to-value and increased confidence among business stakeholders.Enterprises with robust governance frameworks report the ability to many times more models simultaneously while maintaining oversight and control. This scalability lets organisations pursue AI initiatives in multiple business units without overwhelming their operational capabilities.The path forward: From stuck to scaledThe message from industry leaders that the gap between AI ambition and execution is solvable, but it requires a shift in approach. Rather than treating governance as a necessary evil, enterprises should realise it enables AI innovation at scale.Immediate action items for AI leadersOrganisations looking to escape the ‘time-to-market quagmire’ should prioritise the following:Audit current state: Conduct an assessment of existing AI initiatives, identifying fragmented processes and manual bottlenecksStandardise workflows: Implement consistent processes for AI use case intake, development, and deployment in all business unitsInvest in integration: Deploy platforms to unify disparate tools and systems under a single governance frameworkEstablish enterprise oversight: Create centralised visibility into all AI initiatives with real-time monitoring and reporting abilitiesThe competitive advantage of getting it rightOrganisations that can solve the execution challenge will be able to bring AI solutions to market faster, scale more efficiently, and maintain the trust of stakeholders and regulators.Enterprises that continue with fragmented processes and manual workflows will find themselves disadvantaged compared to their more organised competitors. Operational excellence isn’t about efficiency but survival.The data shows enterprise AI investment will continue to grow. Therefore, the question isn’t whether organisations will invest in AI, but whether they’ll develop the operational abilities necessary to realise return on investment. The opportunity to lead in the AI-driven economy has never been greater for those willing to embrace governance as an enabler not an obstacle.(Image source: Unsplash)
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  • Waymo limits service ahead of today’s ‘No Kings’ protests

    In Brief

    Posted:
    10:54 AM PDT · June 14, 2025

    Image Credits:Mario Tama / Getty Images

    Waymo limits service ahead of today’s ‘No Kings’ protests

    Alphabet-owned robotaxi company Waymo is limiting service due to Saturday’s scheduled nationwide “No Kings” protests against President Donald Trump and his policies.
    A Waymo spokesperson confirmed the changes to Wired on Friday. Service is reportedly affected in San Francisco, Austin, Atlanta, and Phoenix, and is entirely suspended in Los Angeles. It’s not clear how long the limited service will last.
    As part of protests last weekend in Los Angeles against the Trump administration’s immigration crackdown, five Waymo vehicles were set on fire and spray painted with anti-Immigration and Customs Enforcementmessages. In response, Waymo suspended service in downtown LA.
    While it’s not entirely clear why protestors targeted the vehicles, they may be seen as a surveillance tool, as police departments have requested robotaxi footage for their investigations in the past.According to the San Francisco Chronicle, the city’s fire chief told officials Wednesday that “in a period of civil unrest, we will not try to extinguish those fires unless they are up against a building.”

    Topics
    #waymo #limits #service #ahead #todays
    Waymo limits service ahead of today’s ‘No Kings’ protests
    In Brief Posted: 10:54 AM PDT · June 14, 2025 Image Credits:Mario Tama / Getty Images Waymo limits service ahead of today’s ‘No Kings’ protests Alphabet-owned robotaxi company Waymo is limiting service due to Saturday’s scheduled nationwide “No Kings” protests against President Donald Trump and his policies. A Waymo spokesperson confirmed the changes to Wired on Friday. Service is reportedly affected in San Francisco, Austin, Atlanta, and Phoenix, and is entirely suspended in Los Angeles. It’s not clear how long the limited service will last. As part of protests last weekend in Los Angeles against the Trump administration’s immigration crackdown, five Waymo vehicles were set on fire and spray painted with anti-Immigration and Customs Enforcementmessages. In response, Waymo suspended service in downtown LA. While it’s not entirely clear why protestors targeted the vehicles, they may be seen as a surveillance tool, as police departments have requested robotaxi footage for their investigations in the past.According to the San Francisco Chronicle, the city’s fire chief told officials Wednesday that “in a period of civil unrest, we will not try to extinguish those fires unless they are up against a building.” Topics #waymo #limits #service #ahead #todays
    TECHCRUNCH.COM
    Waymo limits service ahead of today’s ‘No Kings’ protests
    In Brief Posted: 10:54 AM PDT · June 14, 2025 Image Credits:Mario Tama / Getty Images Waymo limits service ahead of today’s ‘No Kings’ protests Alphabet-owned robotaxi company Waymo is limiting service due to Saturday’s scheduled nationwide “No Kings” protests against President Donald Trump and his policies. A Waymo spokesperson confirmed the changes to Wired on Friday. Service is reportedly affected in San Francisco, Austin, Atlanta, and Phoenix, and is entirely suspended in Los Angeles. It’s not clear how long the limited service will last. As part of protests last weekend in Los Angeles against the Trump administration’s immigration crackdown, five Waymo vehicles were set on fire and spray painted with anti-Immigration and Customs Enforcement (ICE) messages. In response, Waymo suspended service in downtown LA. While it’s not entirely clear why protestors targeted the vehicles, they may be seen as a surveillance tool, as police departments have requested robotaxi footage for their investigations in the past. (Waymo says it challenges requests that it sees as overly broad or lacking a legal basis.) According to the San Francisco Chronicle, the city’s fire chief told officials Wednesday that “in a period of civil unrest, we will not try to extinguish those fires unless they are up against a building.” Topics
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  • MedTech AI, hardware, and clinical application programmes

    Modern healthcare innovations span AI, devices, software, images, and regulatory frameworks, all requiring stringent coordination. Generative AI arguably has the strongest transformative potential in healthcare technology programmes, with it already being applied across various domains, such as R&D, commercial operations, and supply chain management.Traditional models for medical appointments, like face-to-face appointments, and paper-based processes may not be sufficient to meet the fast-paced, data-driven medical landscape of today. Therefore, healthcare professionals and patients are seeking more convenient and efficient ways to access and share information, meeting the complex standards of modern medical science. According to McKinsey, Medtech companies are at the forefront of healthcare innovation, estimating they could capture between billion and billion annually in productivity gains. Through GenAI adoption, an additional billion plus in revenue is estimated from products and service innovations. A McKinsey 2024 survey revealed around two thirds of Medtech executives have already implemented Gen AI, with approximately 20% scaling their solutions up and reporting substantial benefits to productivity.  While advanced technology implementation is growing across the medical industry, challenges persist. Organisations face hurdles like data integration issues, decentralised strategies, and skill gaps. Together, these highlight a need for a more streamlined approach to Gen AI deployment. Of all the Medtech domains, R&D is leading the way in Gen AI adoption. Being the most comfortable with new technologies, R&D departments use Gen AI tools to streamline work processes, such as summarising research papers or scientific articles, highlighting a grassroots adoption trend. Individual researchers are using AI to enhance productivity, even when no formal company-wide strategies are in place.While AI tools automate and accelerate R&D tasks, human review is still required to ensure final submissions are correct and satisfactory. Gen AI is proving to reduce time spent on administrative tasks for teams and improve research accuracy and depth, with some companies experiencing 20% to 30% gains in research productivity. KPIs for success in healthcare product programmesMeasuring business performance is essential in the healthcare sector. The number one goal is, of course, to deliver high-quality care, yet simultaneously maintain efficient operations. By measuring and analysing KPIs, healthcare providers are in a better position to improve patient outcomes through their data-based considerations. KPIs can also improve resource allocation, and encourage continuous improvement in all areas of care. In terms of healthcare product programmes, these structured initiatives prioritise the development, delivery, and continual optimisation of medical products. But to be a success, they require cross-functional coordination of clinical, technical, regulatory, and business teams. Time to market is critical, ensuring a product moves from the concept stage to launch as quickly as possible.Of particular note is the emphasis needing to be placed on labelling and documentation. McKinsey notes that AI-assisted labelling has resulted in a 20%-30% improvement in operational efficiency. Resource utilisation rates are also important, showing how efficiently time, budget, and/or headcount are used during the developmental stage of products. In the healthcare sector, KPIs ought to focus on several factors, including operational efficiency, patient outcomes, financial health of the business, and patient satisfaction. To achieve a comprehensive view of performance, these can be categorised into financial, operational, clinical quality, and patient experience.Bridging user experience with technical precision – design awardsInnovation is no longer solely judged by technical performance with user experiencebeing equally important. Some of the latest innovations in healthcare are recognised at the UX Design Awards, products that exemplify the best in user experience as well as technical precision. Top products prioritise the needs and experiences of both patients and healthcare professionals, also ensuring each product meets the rigorous clinical and regulatory standards of the sector. One example is the CIARTIC Move by Siemens Healthineers, a self-driving 3D C-arm imaging system that lets surgeons operate, controlling the device wirelessly in a sterile field. Computer hardware company ASUS has also received accolades for its HealthConnect App and VivoWatch Series, showcasing the fusion of AIoT-driven smart healthcare solutions with user-friendly interfaces – sometimes in what are essentially consumer devices. This demonstrates how technical innovation is being made accessible and becoming increasingly intuitive as patients gain technical fluency.  Navigating regulatory and product development pathways simultaneously The establishing of clinical and regulatory paths is important, as this enables healthcare teams to feed a twin stream of findings back into development. Gen AI adoption has become a transformative approach, automating the production and refining of complex documents, mixed data sets, and structured and unstructured data. By integrating regulatory considerations early and adopting technologies like Gen AI as part of agile practices, healthcare product programmes help teams navigate a regulatory landscape that can often shift. Baking a regulatory mindset into a team early helps ensure compliance and continued innovation. Want to learn more about AI and big data from industry leaders? Check out AI & Big Data Expo taking place in Amsterdam, California, and London. The comprehensive event is co-located with other leading events including Intelligent Automation Conference, BlockX, Digital Transformation Week, and Cyber Security & Cloud Expo.Explore other upcoming enterprise technology events and webinars powered by TechForge here.
    #medtech #hardware #clinical #application #programmes
    MedTech AI, hardware, and clinical application programmes
    Modern healthcare innovations span AI, devices, software, images, and regulatory frameworks, all requiring stringent coordination. Generative AI arguably has the strongest transformative potential in healthcare technology programmes, with it already being applied across various domains, such as R&D, commercial operations, and supply chain management.Traditional models for medical appointments, like face-to-face appointments, and paper-based processes may not be sufficient to meet the fast-paced, data-driven medical landscape of today. Therefore, healthcare professionals and patients are seeking more convenient and efficient ways to access and share information, meeting the complex standards of modern medical science. According to McKinsey, Medtech companies are at the forefront of healthcare innovation, estimating they could capture between billion and billion annually in productivity gains. Through GenAI adoption, an additional billion plus in revenue is estimated from products and service innovations. A McKinsey 2024 survey revealed around two thirds of Medtech executives have already implemented Gen AI, with approximately 20% scaling their solutions up and reporting substantial benefits to productivity.  While advanced technology implementation is growing across the medical industry, challenges persist. Organisations face hurdles like data integration issues, decentralised strategies, and skill gaps. Together, these highlight a need for a more streamlined approach to Gen AI deployment. Of all the Medtech domains, R&D is leading the way in Gen AI adoption. Being the most comfortable with new technologies, R&D departments use Gen AI tools to streamline work processes, such as summarising research papers or scientific articles, highlighting a grassroots adoption trend. Individual researchers are using AI to enhance productivity, even when no formal company-wide strategies are in place.While AI tools automate and accelerate R&D tasks, human review is still required to ensure final submissions are correct and satisfactory. Gen AI is proving to reduce time spent on administrative tasks for teams and improve research accuracy and depth, with some companies experiencing 20% to 30% gains in research productivity. KPIs for success in healthcare product programmesMeasuring business performance is essential in the healthcare sector. The number one goal is, of course, to deliver high-quality care, yet simultaneously maintain efficient operations. By measuring and analysing KPIs, healthcare providers are in a better position to improve patient outcomes through their data-based considerations. KPIs can also improve resource allocation, and encourage continuous improvement in all areas of care. In terms of healthcare product programmes, these structured initiatives prioritise the development, delivery, and continual optimisation of medical products. But to be a success, they require cross-functional coordination of clinical, technical, regulatory, and business teams. Time to market is critical, ensuring a product moves from the concept stage to launch as quickly as possible.Of particular note is the emphasis needing to be placed on labelling and documentation. McKinsey notes that AI-assisted labelling has resulted in a 20%-30% improvement in operational efficiency. Resource utilisation rates are also important, showing how efficiently time, budget, and/or headcount are used during the developmental stage of products. In the healthcare sector, KPIs ought to focus on several factors, including operational efficiency, patient outcomes, financial health of the business, and patient satisfaction. To achieve a comprehensive view of performance, these can be categorised into financial, operational, clinical quality, and patient experience.Bridging user experience with technical precision – design awardsInnovation is no longer solely judged by technical performance with user experiencebeing equally important. Some of the latest innovations in healthcare are recognised at the UX Design Awards, products that exemplify the best in user experience as well as technical precision. Top products prioritise the needs and experiences of both patients and healthcare professionals, also ensuring each product meets the rigorous clinical and regulatory standards of the sector. One example is the CIARTIC Move by Siemens Healthineers, a self-driving 3D C-arm imaging system that lets surgeons operate, controlling the device wirelessly in a sterile field. Computer hardware company ASUS has also received accolades for its HealthConnect App and VivoWatch Series, showcasing the fusion of AIoT-driven smart healthcare solutions with user-friendly interfaces – sometimes in what are essentially consumer devices. This demonstrates how technical innovation is being made accessible and becoming increasingly intuitive as patients gain technical fluency.  Navigating regulatory and product development pathways simultaneously The establishing of clinical and regulatory paths is important, as this enables healthcare teams to feed a twin stream of findings back into development. Gen AI adoption has become a transformative approach, automating the production and refining of complex documents, mixed data sets, and structured and unstructured data. By integrating regulatory considerations early and adopting technologies like Gen AI as part of agile practices, healthcare product programmes help teams navigate a regulatory landscape that can often shift. Baking a regulatory mindset into a team early helps ensure compliance and continued innovation. Want to learn more about AI and big data from industry leaders? Check out AI & Big Data Expo taking place in Amsterdam, California, and London. The comprehensive event is co-located with other leading events including Intelligent Automation Conference, BlockX, Digital Transformation Week, and Cyber Security & Cloud Expo.Explore other upcoming enterprise technology events and webinars powered by TechForge here. #medtech #hardware #clinical #application #programmes
    WWW.ARTIFICIALINTELLIGENCE-NEWS.COM
    MedTech AI, hardware, and clinical application programmes
    Modern healthcare innovations span AI, devices, software, images, and regulatory frameworks, all requiring stringent coordination. Generative AI arguably has the strongest transformative potential in healthcare technology programmes, with it already being applied across various domains, such as R&D, commercial operations, and supply chain management.Traditional models for medical appointments, like face-to-face appointments, and paper-based processes may not be sufficient to meet the fast-paced, data-driven medical landscape of today. Therefore, healthcare professionals and patients are seeking more convenient and efficient ways to access and share information, meeting the complex standards of modern medical science. According to McKinsey, Medtech companies are at the forefront of healthcare innovation, estimating they could capture between $14 billion and $55 billion annually in productivity gains. Through GenAI adoption, an additional $50 billion plus in revenue is estimated from products and service innovations. A McKinsey 2024 survey revealed around two thirds of Medtech executives have already implemented Gen AI, with approximately 20% scaling their solutions up and reporting substantial benefits to productivity.  While advanced technology implementation is growing across the medical industry, challenges persist. Organisations face hurdles like data integration issues, decentralised strategies, and skill gaps. Together, these highlight a need for a more streamlined approach to Gen AI deployment. Of all the Medtech domains, R&D is leading the way in Gen AI adoption. Being the most comfortable with new technologies, R&D departments use Gen AI tools to streamline work processes, such as summarising research papers or scientific articles, highlighting a grassroots adoption trend. Individual researchers are using AI to enhance productivity, even when no formal company-wide strategies are in place.While AI tools automate and accelerate R&D tasks, human review is still required to ensure final submissions are correct and satisfactory. Gen AI is proving to reduce time spent on administrative tasks for teams and improve research accuracy and depth, with some companies experiencing 20% to 30% gains in research productivity. KPIs for success in healthcare product programmesMeasuring business performance is essential in the healthcare sector. The number one goal is, of course, to deliver high-quality care, yet simultaneously maintain efficient operations. By measuring and analysing KPIs, healthcare providers are in a better position to improve patient outcomes through their data-based considerations. KPIs can also improve resource allocation, and encourage continuous improvement in all areas of care. In terms of healthcare product programmes, these structured initiatives prioritise the development, delivery, and continual optimisation of medical products. But to be a success, they require cross-functional coordination of clinical, technical, regulatory, and business teams. Time to market is critical, ensuring a product moves from the concept stage to launch as quickly as possible.Of particular note is the emphasis needing to be placed on labelling and documentation. McKinsey notes that AI-assisted labelling has resulted in a 20%-30% improvement in operational efficiency. Resource utilisation rates are also important, showing how efficiently time, budget, and/or headcount are used during the developmental stage of products. In the healthcare sector, KPIs ought to focus on several factors, including operational efficiency, patient outcomes, financial health of the business, and patient satisfaction. To achieve a comprehensive view of performance, these can be categorised into financial, operational, clinical quality, and patient experience.Bridging user experience with technical precision – design awardsInnovation is no longer solely judged by technical performance with user experience (UX) being equally important. Some of the latest innovations in healthcare are recognised at the UX Design Awards, products that exemplify the best in user experience as well as technical precision. Top products prioritise the needs and experiences of both patients and healthcare professionals, also ensuring each product meets the rigorous clinical and regulatory standards of the sector. One example is the CIARTIC Move by Siemens Healthineers, a self-driving 3D C-arm imaging system that lets surgeons operate, controlling the device wirelessly in a sterile field. Computer hardware company ASUS has also received accolades for its HealthConnect App and VivoWatch Series, showcasing the fusion of AIoT-driven smart healthcare solutions with user-friendly interfaces – sometimes in what are essentially consumer devices. This demonstrates how technical innovation is being made accessible and becoming increasingly intuitive as patients gain technical fluency.  Navigating regulatory and product development pathways simultaneously The establishing of clinical and regulatory paths is important, as this enables healthcare teams to feed a twin stream of findings back into development. Gen AI adoption has become a transformative approach, automating the production and refining of complex documents, mixed data sets, and structured and unstructured data. By integrating regulatory considerations early and adopting technologies like Gen AI as part of agile practices, healthcare product programmes help teams navigate a regulatory landscape that can often shift. Baking a regulatory mindset into a team early helps ensure compliance and continued innovation. (Image source: “IBM Achieves New Deep Learning Breakthrough” by IBM Research is licensed under CC BY-ND 2.0.)Want to learn more about AI and big data from industry leaders? Check out AI & Big Data Expo taking place in Amsterdam, California, and London. The comprehensive event is co-located with other leading events including Intelligent Automation Conference, BlockX, Digital Transformation Week, and Cyber Security & Cloud Expo.Explore other upcoming enterprise technology events and webinars powered by TechForge here.
    0 Yorumlar 0 hisse senetleri 0 önizleme
  • Fox News AI Newsletter: Hollywood studios sue 'bottomless pit of plagiarism'

    The Minions pose during the world premiere of the film "Despicable Me 4" in New York City, June 9, 2024. NEWYou can now listen to Fox News articles!
    Welcome to Fox News’ Artificial Intelligence newsletter with the latest AI technology advancements.IN TODAY’S NEWSLETTER:- Major Hollywood studios sue AI company over copyright infringement in landmark move- Meta's Zuckerberg aiming to dominate AI race with recruiting push for new ‘superintelligence’ team: report- OpenAI says this state will play central role in artificial intelligence development The website of Midjourney, an artificial intelligencecapable of creating AI art, is seen on a smartphone on April 3, 2023, in Berlin, Germany.'PIRACY IS PIRACY': Two major Hollywood studios are suing Midjourney, a popular AI image generator, over its use and distribution of intellectual property.AI RACE: Meta CEO Mark Zuckerberg is reportedly building a team of experts to develop artificial general intelligencethat can meet or exceed human capabilities.TECH HUB: New York is poised to play a central role in the development of artificial intelligence, OpenAI executives told key business and civic leaders on Tuesday. Attendees watch a presentation during an event on the Apple campus in Cupertino, Calif., Monday, June 9, 2025. APPLE FALLING BEHIND: Apple’s annual Worldwide Developers Conferencekicked off on Monday and runs through Friday. But the Cupertino-based company is not making us wait until the end. The major announcements have already been made, and there are quite a few. The headliners are new software versions for Macs, iPhones, iPads and Vision. FROM COAL TO CODE: This week, Amazon announced a billion investment in artificial intelligence infrastructure in the form of new data centers, the largest in the commonwealth's history, according to the eCommerce giant.DIGITAL DEFENSE: A growing number of fire departments across the country are turning to artificial intelligence to help detect and respond to wildfires more quickly. Rep. Darin LaHood, R-Ill., leaves the House Republican Conference meeting at the Capitol Hill Club in Washington on Tuesday, May 17, 2022. SHIELD FROM BEIJING: Rep. Darin LaHood, R-Ill., is introducing a new bill Thursday imploring the National Security Administrationto develop an "AI security playbook" to stay ahead of threats from China and other foreign adversaries. ROBOT RALLY PARTNER: Finding a reliable tennis partner who matches your energy and skill level can be a challenge. Now, with Tenniix, an artificial intelligence-powered tennis robot from T-Apex, players of all abilities have a new way to practice and improve. DIGITAL DANGER ZONE: Scam ads on Facebook have evolved beyond the days of misspelled headlines and sketchy product photos. Today, many are powered by artificial intelligence, fueled by deepfake technology and distributed at scale through Facebook’s own ad system.  Fairfield, Ohio, USA - February 25, 2011 : Chipotle Mexican Grill Logo on brick building. Chipotle is a chain of fast casual restaurants in the United States and Canada that specialize in burritos and tacos.'EXPONENTIAL RATE': Artificial intelligence is helping Chipotle rapidly grow its footprint, according to CEO Scott Boatwright. AI TAKEOVER THREAT: The hottest topic nowadays revolves around Artificial Intelligenceand its potential to rapidly and imminently transform the world we live in — economically, socially, politically and even defensively. Regardless of whether you believe that the technology will be able to develop superintelligence and lead a metamorphosis of everything, the possibility that may come to fruition is a catalyst for more far-leftist control.FOLLOW FOX NEWS ON SOCIAL MEDIASIGN UP FOR OUR OTHER NEWSLETTERSDOWNLOAD OUR APPSWATCH FOX NEWS ONLINEFox News GoSTREAM FOX NATIONFox NationStay up to date on the latest AI technology advancements and learn about the challenges and opportunities AI presents now and for the future with Fox News here. This article was written by Fox News staff.
    #fox #news #newsletter #hollywood #studios
    Fox News AI Newsletter: Hollywood studios sue 'bottomless pit of plagiarism'
    The Minions pose during the world premiere of the film "Despicable Me 4" in New York City, June 9, 2024. NEWYou can now listen to Fox News articles! Welcome to Fox News’ Artificial Intelligence newsletter with the latest AI technology advancements.IN TODAY’S NEWSLETTER:- Major Hollywood studios sue AI company over copyright infringement in landmark move- Meta's Zuckerberg aiming to dominate AI race with recruiting push for new ‘superintelligence’ team: report- OpenAI says this state will play central role in artificial intelligence development The website of Midjourney, an artificial intelligencecapable of creating AI art, is seen on a smartphone on April 3, 2023, in Berlin, Germany.'PIRACY IS PIRACY': Two major Hollywood studios are suing Midjourney, a popular AI image generator, over its use and distribution of intellectual property.AI RACE: Meta CEO Mark Zuckerberg is reportedly building a team of experts to develop artificial general intelligencethat can meet or exceed human capabilities.TECH HUB: New York is poised to play a central role in the development of artificial intelligence, OpenAI executives told key business and civic leaders on Tuesday. Attendees watch a presentation during an event on the Apple campus in Cupertino, Calif., Monday, June 9, 2025. APPLE FALLING BEHIND: Apple’s annual Worldwide Developers Conferencekicked off on Monday and runs through Friday. But the Cupertino-based company is not making us wait until the end. The major announcements have already been made, and there are quite a few. The headliners are new software versions for Macs, iPhones, iPads and Vision. FROM COAL TO CODE: This week, Amazon announced a billion investment in artificial intelligence infrastructure in the form of new data centers, the largest in the commonwealth's history, according to the eCommerce giant.DIGITAL DEFENSE: A growing number of fire departments across the country are turning to artificial intelligence to help detect and respond to wildfires more quickly. Rep. Darin LaHood, R-Ill., leaves the House Republican Conference meeting at the Capitol Hill Club in Washington on Tuesday, May 17, 2022. SHIELD FROM BEIJING: Rep. Darin LaHood, R-Ill., is introducing a new bill Thursday imploring the National Security Administrationto develop an "AI security playbook" to stay ahead of threats from China and other foreign adversaries. ROBOT RALLY PARTNER: Finding a reliable tennis partner who matches your energy and skill level can be a challenge. Now, with Tenniix, an artificial intelligence-powered tennis robot from T-Apex, players of all abilities have a new way to practice and improve. DIGITAL DANGER ZONE: Scam ads on Facebook have evolved beyond the days of misspelled headlines and sketchy product photos. Today, many are powered by artificial intelligence, fueled by deepfake technology and distributed at scale through Facebook’s own ad system.  Fairfield, Ohio, USA - February 25, 2011 : Chipotle Mexican Grill Logo on brick building. Chipotle is a chain of fast casual restaurants in the United States and Canada that specialize in burritos and tacos.'EXPONENTIAL RATE': Artificial intelligence is helping Chipotle rapidly grow its footprint, according to CEO Scott Boatwright. AI TAKEOVER THREAT: The hottest topic nowadays revolves around Artificial Intelligenceand its potential to rapidly and imminently transform the world we live in — economically, socially, politically and even defensively. Regardless of whether you believe that the technology will be able to develop superintelligence and lead a metamorphosis of everything, the possibility that may come to fruition is a catalyst for more far-leftist control.FOLLOW FOX NEWS ON SOCIAL MEDIASIGN UP FOR OUR OTHER NEWSLETTERSDOWNLOAD OUR APPSWATCH FOX NEWS ONLINEFox News GoSTREAM FOX NATIONFox NationStay up to date on the latest AI technology advancements and learn about the challenges and opportunities AI presents now and for the future with Fox News here. This article was written by Fox News staff. #fox #news #newsletter #hollywood #studios
    WWW.FOXNEWS.COM
    Fox News AI Newsletter: Hollywood studios sue 'bottomless pit of plagiarism'
    The Minions pose during the world premiere of the film "Despicable Me 4" in New York City, June 9, 2024.  (REUTERS/Kena Betancur) NEWYou can now listen to Fox News articles! Welcome to Fox News’ Artificial Intelligence newsletter with the latest AI technology advancements.IN TODAY’S NEWSLETTER:- Major Hollywood studios sue AI company over copyright infringement in landmark move- Meta's Zuckerberg aiming to dominate AI race with recruiting push for new ‘superintelligence’ team: report- OpenAI says this state will play central role in artificial intelligence development The website of Midjourney, an artificial intelligence (AI) capable of creating AI art, is seen on a smartphone on April 3, 2023, in Berlin, Germany. (Thomas Trutschel/Photothek via Getty Images)'PIRACY IS PIRACY': Two major Hollywood studios are suing Midjourney, a popular AI image generator, over its use and distribution of intellectual property.AI RACE: Meta CEO Mark Zuckerberg is reportedly building a team of experts to develop artificial general intelligence (AGI) that can meet or exceed human capabilities.TECH HUB: New York is poised to play a central role in the development of artificial intelligence (AI), OpenAI executives told key business and civic leaders on Tuesday. Attendees watch a presentation during an event on the Apple campus in Cupertino, Calif., Monday, June 9, 2025.  (AP Photo/Jeff Chiu)APPLE FALLING BEHIND: Apple’s annual Worldwide Developers Conference (WWDC) kicked off on Monday and runs through Friday. But the Cupertino-based company is not making us wait until the end. The major announcements have already been made, and there are quite a few. The headliners are new software versions for Macs, iPhones, iPads and Vision. FROM COAL TO CODE: This week, Amazon announced a $20 billion investment in artificial intelligence infrastructure in the form of new data centers, the largest in the commonwealth's history, according to the eCommerce giant.DIGITAL DEFENSE: A growing number of fire departments across the country are turning to artificial intelligence to help detect and respond to wildfires more quickly. Rep. Darin LaHood, R-Ill., leaves the House Republican Conference meeting at the Capitol Hill Club in Washington on Tuesday, May 17, 2022.  (Bill Clark/CQ-Roll Call, Inc via Getty Images)SHIELD FROM BEIJING: Rep. Darin LaHood, R-Ill., is introducing a new bill Thursday imploring the National Security Administration (NSA) to develop an "AI security playbook" to stay ahead of threats from China and other foreign adversaries. ROBOT RALLY PARTNER: Finding a reliable tennis partner who matches your energy and skill level can be a challenge. Now, with Tenniix, an artificial intelligence-powered tennis robot from T-Apex, players of all abilities have a new way to practice and improve. DIGITAL DANGER ZONE: Scam ads on Facebook have evolved beyond the days of misspelled headlines and sketchy product photos. Today, many are powered by artificial intelligence, fueled by deepfake technology and distributed at scale through Facebook’s own ad system.  Fairfield, Ohio, USA - February 25, 2011 : Chipotle Mexican Grill Logo on brick building. Chipotle is a chain of fast casual restaurants in the United States and Canada that specialize in burritos and tacos. (iStock)'EXPONENTIAL RATE': Artificial intelligence is helping Chipotle rapidly grow its footprint, according to CEO Scott Boatwright. AI TAKEOVER THREAT: The hottest topic nowadays revolves around Artificial Intelligence (AI) and its potential to rapidly and imminently transform the world we live in — economically, socially, politically and even defensively. Regardless of whether you believe that the technology will be able to develop superintelligence and lead a metamorphosis of everything, the possibility that may come to fruition is a catalyst for more far-leftist control.FOLLOW FOX NEWS ON SOCIAL MEDIASIGN UP FOR OUR OTHER NEWSLETTERSDOWNLOAD OUR APPSWATCH FOX NEWS ONLINEFox News GoSTREAM FOX NATIONFox NationStay up to date on the latest AI technology advancements and learn about the challenges and opportunities AI presents now and for the future with Fox News here. This article was written by Fox News staff.
    0 Yorumlar 0 hisse senetleri 0 önizleme
  • How a US agriculture agency became key in the fight against bird flu

    A dangerous strain of bird flu is spreading in US livestockMediaMedium/Alamy
    Since Donald Trump assumed office in January, the leading US public health agency has pulled back preparations for a potential bird flu pandemic. But as it steps back, another government agency is stepping up.

    While the US Department of Health and Human Servicespreviously held regular briefings on its efforts to prevent a wider outbreak of a deadly bird flu virus called H5N1 in people, it largely stopped once Trump took office. It has also cancelled funding for a vaccine that would have targeted the virus. In contrast, the US Department of Agriculturehas escalated its fight against H5N1’s spread in poultry flocks and dairy herds, including by funding the development of livestock vaccines.
    This particular virus – a strain of avian influenza called H5N1 – poses a significant threat to humans, having killed about half of the roughly 1000 people worldwide who tested positive for it since 2003. While the pathogen spreads rapidly in birds, it is poorly adapted to infecting humans and isn’t known to transmit between people. But that could change if it acquires mutations that allow it to spread more easily among mammals – a risk that increases with each mammalian infection.
    The possibility of H5N1 evolving to become more dangerous to people has grown significantly since March 2024, when the virus jumped from migratory birds to dairy cows in Texas. More than 1,070 herds across 17 states have been affected since then.
    H5N1 also infects poultry, placing the virus in closer proximity to people. Since 2022, nearly 175 million domestic birds have been culled in the US due to H5N1, and almost all of the 71 people who have tested positive for it had direct contact with livestock.

    Get the most essential health and fitness news in your inbox every Saturday.

    Sign up to newsletter

    “We need to take this seriously because whenconstantly is spreading, it’s constantly spilling over into humans,” says Seema Lakdawala at Emory University in Georgia. The virus has already killed a person in the US and a child in Mexico this year.
    Still, cases have declined under Trump. The last recorded human case was in February, and the number of affected poultry flocks fell 95 per cent between then and June. Outbreaks in dairy herds have also stabilised.
    It isn’t clear what is behind the decline. Lakdawala believes it is partly due to a lull in bird migration, which reduces opportunities for the virus to spread from wild birds to livestock. It may also reflect efforts by the USDA to contain outbreaks on farms. In February, the USDA unveiled a billion plan for tackling H5N1, including strengthening farmers’ defences against the virus, such as through free biosecurity assessments. Of the 150 facilities that have undergone assessment, only one has experienced an H5N1 outbreak.
    Under Trump, the USDA also continued its National Milk Testing Strategy, which mandates farms provide raw milk samples for influenza testing. If a farm is positive for H5N1, it must allow the USDA to monitor livestock and implement measures to contain the virus. The USDA launched the programme in December and has since ramped up participation to 45 states.
    “The National Milk Testing Strategy is a fantastic system,” says Erin Sorrell at Johns Hopkins University in Maryland. Along with the USDA’s efforts to improve biosecurity measures on farms, milk testing is crucial for containing the outbreak, says Sorrell.

    But while the USDA has bolstered its efforts against H5N1, the HHS doesn’t appear to have followed suit. In fact, the recent drop in human cases may reflect decreased surveillance due to workforce cuts, says Sorrell. In April, the HHS laid off about 10,000 employees, including 90 per cent of staff at the National Institute for Occupational Safety and Health, an office that helps investigate H5N1 outbreaks in farm workers.
    “There is an old saying that if you don’t test for something, you can’t find it,” says Sorrell. Yet a spokesperson for the US Centers for Disease Control and Preventionsays its guidance and surveillance efforts have not changed. “State and local health departments continue to monitor for illness in persons exposed to sick animals,” they told New Scientist. “CDC remains committed to rapidly communicating information as needed about H5N1.”
    The USDA and HHS also diverge on vaccination. While the USDA has allocated million toward developing vaccines and other solutions for preventing H5N1’s spread in livestock, the HHS cancelled million in contracts for influenza vaccine development. The contracts – terminated on 28 May – were with the pharmaceutical company Moderna to develop vaccines targeting flu subtypes, including H5N1, that could cause future pandemics. The news came the same day Moderna reported nearly 98 per cent of the roughly 300 participants who received two doses of the H5 vaccine in a clinical trial had antibody levels believed to be protective against the virus.
    The US has about five million H5N1 vaccine doses stockpiled, but these are made using eggs and cultured cells, which take longer to produce than mRNA-based vaccines like Moderna’s. The Moderna vaccine would have modernised the stockpile and enabled the government to rapidly produce vaccines in the event of a pandemic, says Sorrell. “It seems like a very effective platform and would have positioned the US and others to be on good footing if and when we needed a vaccine for our general public,” she says.

    The HHS cancelled the contracts due to concerns about mRNA vaccines, which Robert F Kennedy Jr – the country’s highest-ranking public health official – has previously cast doubt on. “The reality is that mRNA technology remains under-tested, and we are not going to spend taxpayer dollars repeating the mistakes of the last administration,” said HHS communications director Andrew Nixon in a statement to New Scientist.
    However, mRNA technology isn’t new. It has been in development for more than half a century and numerous clinical trials have shown mRNA vaccines are safe. While they do carry the risk of side effects – the majority of which are mild – this is true of almost every medical treatment. In a press release, Moderna said it would explore alternative funding paths for the programme.
    “My stance is that we should not be looking to take anything off the table, and that includes any type of vaccine regimen,” says Lakdawala.
    “Vaccines are the most effective way to counter an infectious disease,” says Sorrell. “And so having that in your arsenal and ready to go just give you more options.”
    Topics:
    #how #agriculture #agency #became #key
    How a US agriculture agency became key in the fight against bird flu
    A dangerous strain of bird flu is spreading in US livestockMediaMedium/Alamy Since Donald Trump assumed office in January, the leading US public health agency has pulled back preparations for a potential bird flu pandemic. But as it steps back, another government agency is stepping up. While the US Department of Health and Human Servicespreviously held regular briefings on its efforts to prevent a wider outbreak of a deadly bird flu virus called H5N1 in people, it largely stopped once Trump took office. It has also cancelled funding for a vaccine that would have targeted the virus. In contrast, the US Department of Agriculturehas escalated its fight against H5N1’s spread in poultry flocks and dairy herds, including by funding the development of livestock vaccines. This particular virus – a strain of avian influenza called H5N1 – poses a significant threat to humans, having killed about half of the roughly 1000 people worldwide who tested positive for it since 2003. While the pathogen spreads rapidly in birds, it is poorly adapted to infecting humans and isn’t known to transmit between people. But that could change if it acquires mutations that allow it to spread more easily among mammals – a risk that increases with each mammalian infection. The possibility of H5N1 evolving to become more dangerous to people has grown significantly since March 2024, when the virus jumped from migratory birds to dairy cows in Texas. More than 1,070 herds across 17 states have been affected since then. H5N1 also infects poultry, placing the virus in closer proximity to people. Since 2022, nearly 175 million domestic birds have been culled in the US due to H5N1, and almost all of the 71 people who have tested positive for it had direct contact with livestock. Get the most essential health and fitness news in your inbox every Saturday. Sign up to newsletter “We need to take this seriously because whenconstantly is spreading, it’s constantly spilling over into humans,” says Seema Lakdawala at Emory University in Georgia. The virus has already killed a person in the US and a child in Mexico this year. Still, cases have declined under Trump. The last recorded human case was in February, and the number of affected poultry flocks fell 95 per cent between then and June. Outbreaks in dairy herds have also stabilised. It isn’t clear what is behind the decline. Lakdawala believes it is partly due to a lull in bird migration, which reduces opportunities for the virus to spread from wild birds to livestock. It may also reflect efforts by the USDA to contain outbreaks on farms. In February, the USDA unveiled a billion plan for tackling H5N1, including strengthening farmers’ defences against the virus, such as through free biosecurity assessments. Of the 150 facilities that have undergone assessment, only one has experienced an H5N1 outbreak. Under Trump, the USDA also continued its National Milk Testing Strategy, which mandates farms provide raw milk samples for influenza testing. If a farm is positive for H5N1, it must allow the USDA to monitor livestock and implement measures to contain the virus. The USDA launched the programme in December and has since ramped up participation to 45 states. “The National Milk Testing Strategy is a fantastic system,” says Erin Sorrell at Johns Hopkins University in Maryland. Along with the USDA’s efforts to improve biosecurity measures on farms, milk testing is crucial for containing the outbreak, says Sorrell. But while the USDA has bolstered its efforts against H5N1, the HHS doesn’t appear to have followed suit. In fact, the recent drop in human cases may reflect decreased surveillance due to workforce cuts, says Sorrell. In April, the HHS laid off about 10,000 employees, including 90 per cent of staff at the National Institute for Occupational Safety and Health, an office that helps investigate H5N1 outbreaks in farm workers. “There is an old saying that if you don’t test for something, you can’t find it,” says Sorrell. Yet a spokesperson for the US Centers for Disease Control and Preventionsays its guidance and surveillance efforts have not changed. “State and local health departments continue to monitor for illness in persons exposed to sick animals,” they told New Scientist. “CDC remains committed to rapidly communicating information as needed about H5N1.” The USDA and HHS also diverge on vaccination. While the USDA has allocated million toward developing vaccines and other solutions for preventing H5N1’s spread in livestock, the HHS cancelled million in contracts for influenza vaccine development. The contracts – terminated on 28 May – were with the pharmaceutical company Moderna to develop vaccines targeting flu subtypes, including H5N1, that could cause future pandemics. The news came the same day Moderna reported nearly 98 per cent of the roughly 300 participants who received two doses of the H5 vaccine in a clinical trial had antibody levels believed to be protective against the virus. The US has about five million H5N1 vaccine doses stockpiled, but these are made using eggs and cultured cells, which take longer to produce than mRNA-based vaccines like Moderna’s. The Moderna vaccine would have modernised the stockpile and enabled the government to rapidly produce vaccines in the event of a pandemic, says Sorrell. “It seems like a very effective platform and would have positioned the US and others to be on good footing if and when we needed a vaccine for our general public,” she says. The HHS cancelled the contracts due to concerns about mRNA vaccines, which Robert F Kennedy Jr – the country’s highest-ranking public health official – has previously cast doubt on. “The reality is that mRNA technology remains under-tested, and we are not going to spend taxpayer dollars repeating the mistakes of the last administration,” said HHS communications director Andrew Nixon in a statement to New Scientist. However, mRNA technology isn’t new. It has been in development for more than half a century and numerous clinical trials have shown mRNA vaccines are safe. While they do carry the risk of side effects – the majority of which are mild – this is true of almost every medical treatment. In a press release, Moderna said it would explore alternative funding paths for the programme. “My stance is that we should not be looking to take anything off the table, and that includes any type of vaccine regimen,” says Lakdawala. “Vaccines are the most effective way to counter an infectious disease,” says Sorrell. “And so having that in your arsenal and ready to go just give you more options.” Topics: #how #agriculture #agency #became #key
    WWW.NEWSCIENTIST.COM
    How a US agriculture agency became key in the fight against bird flu
    A dangerous strain of bird flu is spreading in US livestockMediaMedium/Alamy Since Donald Trump assumed office in January, the leading US public health agency has pulled back preparations for a potential bird flu pandemic. But as it steps back, another government agency is stepping up. While the US Department of Health and Human Services (HHS) previously held regular briefings on its efforts to prevent a wider outbreak of a deadly bird flu virus called H5N1 in people, it largely stopped once Trump took office. It has also cancelled funding for a vaccine that would have targeted the virus. In contrast, the US Department of Agriculture (USDA) has escalated its fight against H5N1’s spread in poultry flocks and dairy herds, including by funding the development of livestock vaccines. This particular virus – a strain of avian influenza called H5N1 – poses a significant threat to humans, having killed about half of the roughly 1000 people worldwide who tested positive for it since 2003. While the pathogen spreads rapidly in birds, it is poorly adapted to infecting humans and isn’t known to transmit between people. But that could change if it acquires mutations that allow it to spread more easily among mammals – a risk that increases with each mammalian infection. The possibility of H5N1 evolving to become more dangerous to people has grown significantly since March 2024, when the virus jumped from migratory birds to dairy cows in Texas. More than 1,070 herds across 17 states have been affected since then. H5N1 also infects poultry, placing the virus in closer proximity to people. Since 2022, nearly 175 million domestic birds have been culled in the US due to H5N1, and almost all of the 71 people who have tested positive for it had direct contact with livestock. Get the most essential health and fitness news in your inbox every Saturday. Sign up to newsletter “We need to take this seriously because when [H5N1] constantly is spreading, it’s constantly spilling over into humans,” says Seema Lakdawala at Emory University in Georgia. The virus has already killed a person in the US and a child in Mexico this year. Still, cases have declined under Trump. The last recorded human case was in February, and the number of affected poultry flocks fell 95 per cent between then and June. Outbreaks in dairy herds have also stabilised. It isn’t clear what is behind the decline. Lakdawala believes it is partly due to a lull in bird migration, which reduces opportunities for the virus to spread from wild birds to livestock. It may also reflect efforts by the USDA to contain outbreaks on farms. In February, the USDA unveiled a $1 billion plan for tackling H5N1, including strengthening farmers’ defences against the virus, such as through free biosecurity assessments. Of the 150 facilities that have undergone assessment, only one has experienced an H5N1 outbreak. Under Trump, the USDA also continued its National Milk Testing Strategy, which mandates farms provide raw milk samples for influenza testing. If a farm is positive for H5N1, it must allow the USDA to monitor livestock and implement measures to contain the virus. The USDA launched the programme in December and has since ramped up participation to 45 states. “The National Milk Testing Strategy is a fantastic system,” says Erin Sorrell at Johns Hopkins University in Maryland. Along with the USDA’s efforts to improve biosecurity measures on farms, milk testing is crucial for containing the outbreak, says Sorrell. But while the USDA has bolstered its efforts against H5N1, the HHS doesn’t appear to have followed suit. In fact, the recent drop in human cases may reflect decreased surveillance due to workforce cuts, says Sorrell. In April, the HHS laid off about 10,000 employees, including 90 per cent of staff at the National Institute for Occupational Safety and Health, an office that helps investigate H5N1 outbreaks in farm workers. “There is an old saying that if you don’t test for something, you can’t find it,” says Sorrell. Yet a spokesperson for the US Centers for Disease Control and Prevention (CDC) says its guidance and surveillance efforts have not changed. “State and local health departments continue to monitor for illness in persons exposed to sick animals,” they told New Scientist. “CDC remains committed to rapidly communicating information as needed about H5N1.” The USDA and HHS also diverge on vaccination. While the USDA has allocated $100 million toward developing vaccines and other solutions for preventing H5N1’s spread in livestock, the HHS cancelled $776 million in contracts for influenza vaccine development. The contracts – terminated on 28 May – were with the pharmaceutical company Moderna to develop vaccines targeting flu subtypes, including H5N1, that could cause future pandemics. The news came the same day Moderna reported nearly 98 per cent of the roughly 300 participants who received two doses of the H5 vaccine in a clinical trial had antibody levels believed to be protective against the virus. The US has about five million H5N1 vaccine doses stockpiled, but these are made using eggs and cultured cells, which take longer to produce than mRNA-based vaccines like Moderna’s. The Moderna vaccine would have modernised the stockpile and enabled the government to rapidly produce vaccines in the event of a pandemic, says Sorrell. “It seems like a very effective platform and would have positioned the US and others to be on good footing if and when we needed a vaccine for our general public,” she says. The HHS cancelled the contracts due to concerns about mRNA vaccines, which Robert F Kennedy Jr – the country’s highest-ranking public health official – has previously cast doubt on. “The reality is that mRNA technology remains under-tested, and we are not going to spend taxpayer dollars repeating the mistakes of the last administration,” said HHS communications director Andrew Nixon in a statement to New Scientist. However, mRNA technology isn’t new. It has been in development for more than half a century and numerous clinical trials have shown mRNA vaccines are safe. While they do carry the risk of side effects – the majority of which are mild – this is true of almost every medical treatment. In a press release, Moderna said it would explore alternative funding paths for the programme. “My stance is that we should not be looking to take anything off the table, and that includes any type of vaccine regimen,” says Lakdawala. “Vaccines are the most effective way to counter an infectious disease,” says Sorrell. “And so having that in your arsenal and ready to go just give you more options.” Topics:
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  • Premier Truck Rental: Inside Sales Representative - Remote Salt Lake Area

    Are you in search of a company that resonates with your proactive spirit and entrepreneurial mindset? Your search ends here with Premier Truck Rental! Company Overview At Premier Truck Rental, we provide customized commercial fleet rentals nationwide, helping businesses get the right trucks and equipment to get the job done. Headquartered in Fort Wayne, Indiana, PTR is a family-owned company built on a foundation of integrity, innovation, and exceptional service. We serve a wide range of industriesincluding construction, utilities, and infrastructureby delivering high-quality, ready-to-work trucks and trailers tailored to each customers needs. At PTR, we dont just rent truckswe partner with our customers to drive efficiency and success on every job site. Please keep reading Not sure if you meet every requirement? Thats okay! We encourage you to apply if youre passionate, hardworking, and eager to contribute. We know that diverse perspectives and experiences make us stronger, and we want you to be part of our journey. Inside Sales Representativeat PTR is a friendly, people-oriented, and persuasive steward of the sales process. This role will support our Territory Managers with their sales pipeline while also prospecting and cross-selling PTR products themselves. This support includes driving results by enrolling the commitment and buy-in of other internal departments to achieve sales initiatives. The Inside Sales Representative will also represent PTRs commitment to being our customers easy button by serving as the main point of contact. They will be the front-line hero by assisting them in making informed decisions, providing guidance on our rentals, and resolving any issues they might face. We are seeking someone eager to develop their sales skills and grow within our organization. This role is designed as a stepping stone to a Territory Sales Managerposition, providing hands-on experience with customer interactions, lead qualification, and sales process execution. Ideal candidates will demonstrate a strong drive for results, the ability to build relationships, and a proactive approach to learning and development. High-performing ISRs will have the opportunity to be mentored, trained, and considered for promotion into a TSM role as part of their career path at PTR. COMPENSATION This position offers a competitive compensation package of base salaryplus uncapped commissions =OTE annually. RESPONSIBILITIES Offer top-notch customer service and respond with a sense of urgency for goal achievement in a fast-paced sales environment. Build a strong pipeline of customers by qualifying potential leads in your territory. This includes strategic prospecting and sourcing. Develop creative ways to engage and build rapport with prospective customers by pitching the Premier Truck Rental value proposition. Partner with assigned Territory Managers by assisting with scheduling customer visits, trade shows, new customer hand-offs, and any other travel requested. Facilitate in-person meetings and set appointments with prospective customers. Qualify and quote inquiries for your prospective territories both online and from the Territory Manager. Input data into the system with accuracy and follow up in a timely fashion. Facilitate the onboarding of new customers through the credit process. Drive collaboration between customers, Territory Managers, Logistics, and internal teams to coordinate On-Rent and Off-Rent notices with excellent attention to detail. Identify and arrange the swap of equipment from customers meeting the PTR de-fleeting criteria. Manage the sales tools to organize, compile, and analyze data with accuracy for a variety of activities and multiple projects occurring simultaneously.Building and developing a new 3-4 state territory! REQUIREMENTS MUST HAVE2+ years of strategic prospecting or account manager/sales experience; or an advanced degree or equivalent experience converting prospects into closed sales. Tech-forward approach to sales strategy. Excellent prospecting, follow-up, and follow-through skills. Committed to seeing deals through completion. Accountability and ownership of the sales process and a strong commitment to results. Comfortable with a job that has a variety of tasks and is dynamic and changing. Proactive prospecting skills and can overcome objections; driven to establish relationships with new customers. Ability to communicate in a clear, logical manner in formal and informal situations. Proficiency in CRMs and sales tracking systems Hunters mindsetsomeone who thrives on pursuing new business, driving outbound sales, and generating qualified opportunities. Prospecting: Going on LinkedIn, Looking at Competitor data, grabbing contacts for the TM, may use technology like Apollo and LinkedIn Sales Navigator Partner closely with the Territory Manager to ensure a unified approach in managing customer relationships, pipeline development, and revenue growth. Maintain clear and consistent communication to align on sales strategies, customer needs, and market opportunities, fostering a seamless and collaborative partnership with the Territory Manager. Consistently meet and exceed key performance indicators, including rental revenue, upfit revenue, and conversion rates, by actively managing customer accounts and identifying growth opportunities. Support the saturation and maturation of the customer base through strategic outreach, relationship management, and alignment with the Territory Manager to drive long-term success. Remote in the United States with some travel to trade shows, quarterly travel up to a week at a time, and sales meetingsNICE TO HAVE Rental and/or sales experience in the industry. Proficiency in , Apollo.io , LinkedIn Sales Navigator, Power BI, MS Dynamics, Chat GPT. Established relationships within the marketplace or territory. Motivated to grow into outside territory management position with relocation On Target Earnings:EMPLOYEE BENEFITSWellness & Fitness: Take advantage of our on-site CrossFit-style gym, featuring a full-time personal trainer dedicated to helping you reach your fitness goals. Whether you're into group classes, virtual personal training, personalized workout plans, or nutrition coaching, weve got you covered!Exclusive Employee Perks: PTR Swag & a Uniform/Boot Allowance, On-site Micro-Markets stocked with snacks & essentials, discounts on phone plans, supplier vehicles, mobile detailing, tools, & equipmentand much more!Profit SharingYour Success, rewarded: At PTR, we believe in sharing success. Our Profit-SharingComprehensive BenefitsStarting Day One:Premium healthcare coverage401matching & long-term financial planning Paid time off that lets you recharge Life, accidental death, and disability coverage Ongoing learning & development opportunitiesTraining, Growth & RecognitionWe partner with Predictive Index to better understand your strengths, ensuring tailored coaching, structured training, and career development. Performance and attitude evaluations every 6 months keep you on track for growth.Culture & ConnectionMore Than Just a JobAt PTR, we dont just build relationships with our customerswe build them with each other. Our tech-forward, highly collaborative culture is rooted in our core values. Connect and engage through:PTR Field Days & Team EventsThe Extra Mile Recognition ProgramPTR Text Alerts & Open CommunicationPremier Truck Rental Is an Equal Opportunity Employer We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law. If you need support or accommodation due to a disability, contact us at PI6e547fa1c5-
    #premier #truck #rental #inside #sales
    Premier Truck Rental: Inside Sales Representative - Remote Salt Lake Area
    Are you in search of a company that resonates with your proactive spirit and entrepreneurial mindset? Your search ends here with Premier Truck Rental! Company Overview At Premier Truck Rental, we provide customized commercial fleet rentals nationwide, helping businesses get the right trucks and equipment to get the job done. Headquartered in Fort Wayne, Indiana, PTR is a family-owned company built on a foundation of integrity, innovation, and exceptional service. We serve a wide range of industriesincluding construction, utilities, and infrastructureby delivering high-quality, ready-to-work trucks and trailers tailored to each customers needs. At PTR, we dont just rent truckswe partner with our customers to drive efficiency and success on every job site. Please keep reading Not sure if you meet every requirement? Thats okay! We encourage you to apply if youre passionate, hardworking, and eager to contribute. We know that diverse perspectives and experiences make us stronger, and we want you to be part of our journey. Inside Sales Representativeat PTR is a friendly, people-oriented, and persuasive steward of the sales process. This role will support our Territory Managers with their sales pipeline while also prospecting and cross-selling PTR products themselves. This support includes driving results by enrolling the commitment and buy-in of other internal departments to achieve sales initiatives. The Inside Sales Representative will also represent PTRs commitment to being our customers easy button by serving as the main point of contact. They will be the front-line hero by assisting them in making informed decisions, providing guidance on our rentals, and resolving any issues they might face. We are seeking someone eager to develop their sales skills and grow within our organization. This role is designed as a stepping stone to a Territory Sales Managerposition, providing hands-on experience with customer interactions, lead qualification, and sales process execution. Ideal candidates will demonstrate a strong drive for results, the ability to build relationships, and a proactive approach to learning and development. High-performing ISRs will have the opportunity to be mentored, trained, and considered for promotion into a TSM role as part of their career path at PTR. COMPENSATION This position offers a competitive compensation package of base salaryplus uncapped commissions =OTE annually. RESPONSIBILITIES Offer top-notch customer service and respond with a sense of urgency for goal achievement in a fast-paced sales environment. Build a strong pipeline of customers by qualifying potential leads in your territory. This includes strategic prospecting and sourcing. Develop creative ways to engage and build rapport with prospective customers by pitching the Premier Truck Rental value proposition. Partner with assigned Territory Managers by assisting with scheduling customer visits, trade shows, new customer hand-offs, and any other travel requested. Facilitate in-person meetings and set appointments with prospective customers. Qualify and quote inquiries for your prospective territories both online and from the Territory Manager. Input data into the system with accuracy and follow up in a timely fashion. Facilitate the onboarding of new customers through the credit process. Drive collaboration between customers, Territory Managers, Logistics, and internal teams to coordinate On-Rent and Off-Rent notices with excellent attention to detail. Identify and arrange the swap of equipment from customers meeting the PTR de-fleeting criteria. Manage the sales tools to organize, compile, and analyze data with accuracy for a variety of activities and multiple projects occurring simultaneously.Building and developing a new 3-4 state territory! REQUIREMENTS MUST HAVE2+ years of strategic prospecting or account manager/sales experience; or an advanced degree or equivalent experience converting prospects into closed sales. Tech-forward approach to sales strategy. Excellent prospecting, follow-up, and follow-through skills. Committed to seeing deals through completion. Accountability and ownership of the sales process and a strong commitment to results. Comfortable with a job that has a variety of tasks and is dynamic and changing. Proactive prospecting skills and can overcome objections; driven to establish relationships with new customers. Ability to communicate in a clear, logical manner in formal and informal situations. Proficiency in CRMs and sales tracking systems Hunters mindsetsomeone who thrives on pursuing new business, driving outbound sales, and generating qualified opportunities. Prospecting: Going on LinkedIn, Looking at Competitor data, grabbing contacts for the TM, may use technology like Apollo and LinkedIn Sales Navigator Partner closely with the Territory Manager to ensure a unified approach in managing customer relationships, pipeline development, and revenue growth. Maintain clear and consistent communication to align on sales strategies, customer needs, and market opportunities, fostering a seamless and collaborative partnership with the Territory Manager. Consistently meet and exceed key performance indicators, including rental revenue, upfit revenue, and conversion rates, by actively managing customer accounts and identifying growth opportunities. Support the saturation and maturation of the customer base through strategic outreach, relationship management, and alignment with the Territory Manager to drive long-term success. Remote in the United States with some travel to trade shows, quarterly travel up to a week at a time, and sales meetingsNICE TO HAVE Rental and/or sales experience in the industry. Proficiency in , Apollo.io , LinkedIn Sales Navigator, Power BI, MS Dynamics, Chat GPT. Established relationships within the marketplace or territory. Motivated to grow into outside territory management position with relocation On Target Earnings:EMPLOYEE BENEFITSWellness & Fitness: Take advantage of our on-site CrossFit-style gym, featuring a full-time personal trainer dedicated to helping you reach your fitness goals. Whether you're into group classes, virtual personal training, personalized workout plans, or nutrition coaching, weve got you covered!Exclusive Employee Perks: PTR Swag & a Uniform/Boot Allowance, On-site Micro-Markets stocked with snacks & essentials, discounts on phone plans, supplier vehicles, mobile detailing, tools, & equipmentand much more!Profit SharingYour Success, rewarded: At PTR, we believe in sharing success. Our Profit-SharingComprehensive BenefitsStarting Day One:Premium healthcare coverage401matching & long-term financial planning Paid time off that lets you recharge Life, accidental death, and disability coverage Ongoing learning & development opportunitiesTraining, Growth & RecognitionWe partner with Predictive Index to better understand your strengths, ensuring tailored coaching, structured training, and career development. Performance and attitude evaluations every 6 months keep you on track for growth.Culture & ConnectionMore Than Just a JobAt PTR, we dont just build relationships with our customerswe build them with each other. Our tech-forward, highly collaborative culture is rooted in our core values. Connect and engage through:PTR Field Days & Team EventsThe Extra Mile Recognition ProgramPTR Text Alerts & Open CommunicationPremier Truck Rental Is an Equal Opportunity Employer We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law. If you need support or accommodation due to a disability, contact us at PI6e547fa1c5- #premier #truck #rental #inside #sales
    WEWORKREMOTELY.COM
    Premier Truck Rental: Inside Sales Representative - Remote Salt Lake Area
    Are you in search of a company that resonates with your proactive spirit and entrepreneurial mindset? Your search ends here with Premier Truck Rental! Company Overview At Premier Truck Rental (PTR), we provide customized commercial fleet rentals nationwide, helping businesses get the right trucks and equipment to get the job done. Headquartered in Fort Wayne, Indiana, PTR is a family-owned company built on a foundation of integrity, innovation, and exceptional service. We serve a wide range of industriesincluding construction, utilities, and infrastructureby delivering high-quality, ready-to-work trucks and trailers tailored to each customers needs. At PTR, we dont just rent truckswe partner with our customers to drive efficiency and success on every job site. Please keep reading Not sure if you meet every requirement? Thats okay! We encourage you to apply if youre passionate, hardworking, and eager to contribute. We know that diverse perspectives and experiences make us stronger, and we want you to be part of our journey. Inside Sales Representative (ISR) at PTR is a friendly, people-oriented, and persuasive steward of the sales process. This role will support our Territory Managers with their sales pipeline while also prospecting and cross-selling PTR products themselves. This support includes driving results by enrolling the commitment and buy-in of other internal departments to achieve sales initiatives. The Inside Sales Representative will also represent PTRs commitment to being our customers easy button by serving as the main point of contact. They will be the front-line hero by assisting them in making informed decisions, providing guidance on our rentals, and resolving any issues they might face. We are seeking someone eager to develop their sales skills and grow within our organization. This role is designed as a stepping stone to a Territory Sales Manager (TSM) position, providing hands-on experience with customer interactions, lead qualification, and sales process execution. Ideal candidates will demonstrate a strong drive for results, the ability to build relationships, and a proactive approach to learning and development. High-performing ISRs will have the opportunity to be mentored, trained, and considered for promotion into a TSM role as part of their career path at PTR. COMPENSATION This position offers a competitive compensation package of base salary ($50,000/yr) plus uncapped commissions =OTE $85,000 annually. RESPONSIBILITIES Offer top-notch customer service and respond with a sense of urgency for goal achievement in a fast-paced sales environment. Build a strong pipeline of customers by qualifying potential leads in your territory. This includes strategic prospecting and sourcing. Develop creative ways to engage and build rapport with prospective customers by pitching the Premier Truck Rental value proposition. Partner with assigned Territory Managers by assisting with scheduling customer visits, trade shows, new customer hand-offs, and any other travel requested. Facilitate in-person meetings and set appointments with prospective customers. Qualify and quote inquiries for your prospective territories both online and from the Territory Manager. Input data into the system with accuracy and follow up in a timely fashion. Facilitate the onboarding of new customers through the credit process. Drive collaboration between customers, Territory Managers, Logistics, and internal teams to coordinate On-Rent and Off-Rent notices with excellent attention to detail. Identify and arrange the swap of equipment from customers meeting the PTR de-fleeting criteria. Manage the sales tools to organize, compile, and analyze data with accuracy for a variety of activities and multiple projects occurring simultaneously.Building and developing a new 3-4 state territory! REQUIREMENTS MUST HAVE2+ years of strategic prospecting or account manager/sales experience; or an advanced degree or equivalent experience converting prospects into closed sales. Tech-forward approach to sales strategy. Excellent prospecting, follow-up, and follow-through skills. Committed to seeing deals through completion. Accountability and ownership of the sales process and a strong commitment to results. Comfortable with a job that has a variety of tasks and is dynamic and changing. Proactive prospecting skills and can overcome objections; driven to establish relationships with new customers. Ability to communicate in a clear, logical manner in formal and informal situations. Proficiency in CRMs and sales tracking systems Hunters mindsetsomeone who thrives on pursuing new business, driving outbound sales, and generating qualified opportunities. Prospecting: Going on LinkedIn, Looking at Competitor data, grabbing contacts for the TM, may use technology like Apollo and LinkedIn Sales Navigator Partner closely with the Territory Manager to ensure a unified approach in managing customer relationships, pipeline development, and revenue growth. Maintain clear and consistent communication to align on sales strategies, customer needs, and market opportunities, fostering a seamless and collaborative partnership with the Territory Manager. Consistently meet and exceed key performance indicators (KPIs), including rental revenue, upfit revenue, and conversion rates, by actively managing customer accounts and identifying growth opportunities. Support the saturation and maturation of the customer base through strategic outreach, relationship management, and alignment with the Territory Manager to drive long-term success. Remote in the United States with some travel to trade shows, quarterly travel up to a week at a time, and sales meetingsNICE TO HAVE Rental and/or sales experience in the industry. Proficiency in , Apollo.io , LinkedIn Sales Navigator, Power BI, MS Dynamics, Chat GPT. Established relationships within the marketplace or territory. Motivated to grow into outside territory management position with relocation On Target Earnings: ($85,000)EMPLOYEE BENEFITSWellness & Fitness: Take advantage of our on-site CrossFit-style gym, featuring a full-time personal trainer dedicated to helping you reach your fitness goals. Whether you're into group classes, virtual personal training, personalized workout plans, or nutrition coaching, weve got you covered!Exclusive Employee Perks: PTR Swag & a Uniform/Boot Allowance, On-site Micro-Markets stocked with snacks & essentials, discounts on phone plans, supplier vehicles, mobile detailing, tools, & equipmentand much more!Profit SharingYour Success, rewarded: At PTR, we believe in sharing success. Our Profit-SharingComprehensive BenefitsStarting Day One:Premium healthcare coverage (medical, dental, vision, mental health & virtual healthcare)401(k) matching & long-term financial planning Paid time off that lets you recharge Life, accidental death, and disability coverage Ongoing learning & development opportunitiesTraining, Growth & RecognitionWe partner with Predictive Index to better understand your strengths, ensuring tailored coaching, structured training, and career development. Performance and attitude evaluations every 6 months keep you on track for growth.Culture & ConnectionMore Than Just a JobAt PTR, we dont just build relationships with our customerswe build them with each other. Our tech-forward, highly collaborative culture is rooted in our core values. Connect and engage through:PTR Field Days & Team EventsThe Extra Mile Recognition ProgramPTR Text Alerts & Open CommunicationPremier Truck Rental Is an Equal Opportunity Employer We are an equal opportunity employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability status, protected veteran status, or any other characteristic protected by law. If you need support or accommodation due to a disability, contact us at PI6e547fa1c5-
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  • fxpodcast: Landman’s special effects and explosions with Garry Elmendorf

    Garry Elmendorf isn’t just a special effects supervisor, he’s a master of controlled chaos. With over 50 years in the business, from Logan’s Run in the ’70s to the high-octane worlds of Yellowstone, 1883, 1923, and Landman. Elmendorf has shaped the visual DNA of Taylor Sheridan’s TV empire with a mix of old-school craft and jaw-dropping spectacle. In the latest fxpodcast, Garry joins us to break down the physical effects work behind some of the most explosive moments in Landman.
    As regular listeners know, we occasionally conduct interviews with individuals working in SFX, rather than with VFX. Garry’s work is not the kind of work that’s built in post and his approach is grounded in real-world physics, practical fabrication, and deeply collaborative on-set discipline. Take the aircraft crash in Landman’s premiere: there was no CGI here, other than comp cleanup. It was shot with just a Frankenstein plane built from scrap, rigged with trip triggers and detonated in real time.
    Or the massive oil rig explosion, which involved custom pump jacks, 2,000 gallons of burning diesel and gasoline, propane cannons, and tightly timed pyro rigs. The scale is cinematic. Safety, Garry insists, is always his first concern, but what keeps him up at night is timing. One mistimed trigger, one failed ignition, and the shot is ruined.

    In our conversation, Garry shares incredible behind-the-scenes insights into how these sequences are devised, tested, and executed, whether it’s launching a van skyward via an air cannon or walking Billy Bob Thornton within 40 feet of a roaring fireball. There’s a tactile intensity to his work, and a trust among his crew that only comes from decades of working under pressure. From assembling a crashable aircraft out of mismatched parts to rigging oil rig explosions with precise control over flame size, duration, and safety, his work is rooted in mechanical problem-solving and coordination across departments.

    In Landman, whether coordinating multiple fuel types to achieve specific smoke density or calculating safe clearances for actors and crew around high-temperature pyrotechnics, Elmendorf’s contribution reflects a commitment to realism and repeatability on set. The result is a series where the physicality of explosions, crashes, and fire-driven action carries weight, both in terms of production logistics and visual impact.

    Listen to the full interview on the fxpodcast.
    #fxpodcast #landmans #special #effects #explosions
    fxpodcast: Landman’s special effects and explosions with Garry Elmendorf
    Garry Elmendorf isn’t just a special effects supervisor, he’s a master of controlled chaos. With over 50 years in the business, from Logan’s Run in the ’70s to the high-octane worlds of Yellowstone, 1883, 1923, and Landman. Elmendorf has shaped the visual DNA of Taylor Sheridan’s TV empire with a mix of old-school craft and jaw-dropping spectacle. In the latest fxpodcast, Garry joins us to break down the physical effects work behind some of the most explosive moments in Landman. As regular listeners know, we occasionally conduct interviews with individuals working in SFX, rather than with VFX. Garry’s work is not the kind of work that’s built in post and his approach is grounded in real-world physics, practical fabrication, and deeply collaborative on-set discipline. Take the aircraft crash in Landman’s premiere: there was no CGI here, other than comp cleanup. It was shot with just a Frankenstein plane built from scrap, rigged with trip triggers and detonated in real time. Or the massive oil rig explosion, which involved custom pump jacks, 2,000 gallons of burning diesel and gasoline, propane cannons, and tightly timed pyro rigs. The scale is cinematic. Safety, Garry insists, is always his first concern, but what keeps him up at night is timing. One mistimed trigger, one failed ignition, and the shot is ruined. In our conversation, Garry shares incredible behind-the-scenes insights into how these sequences are devised, tested, and executed, whether it’s launching a van skyward via an air cannon or walking Billy Bob Thornton within 40 feet of a roaring fireball. There’s a tactile intensity to his work, and a trust among his crew that only comes from decades of working under pressure. From assembling a crashable aircraft out of mismatched parts to rigging oil rig explosions with precise control over flame size, duration, and safety, his work is rooted in mechanical problem-solving and coordination across departments. In Landman, whether coordinating multiple fuel types to achieve specific smoke density or calculating safe clearances for actors and crew around high-temperature pyrotechnics, Elmendorf’s contribution reflects a commitment to realism and repeatability on set. The result is a series where the physicality of explosions, crashes, and fire-driven action carries weight, both in terms of production logistics and visual impact. Listen to the full interview on the fxpodcast. #fxpodcast #landmans #special #effects #explosions
    WWW.FXGUIDE.COM
    fxpodcast: Landman’s special effects and explosions with Garry Elmendorf
    Garry Elmendorf isn’t just a special effects supervisor, he’s a master of controlled chaos. With over 50 years in the business, from Logan’s Run in the ’70s to the high-octane worlds of Yellowstone, 1883, 1923, and Landman. Elmendorf has shaped the visual DNA of Taylor Sheridan’s TV empire with a mix of old-school craft and jaw-dropping spectacle. In the latest fxpodcast, Garry joins us to break down the physical effects work behind some of the most explosive moments in Landman. As regular listeners know, we occasionally conduct interviews with individuals working in SFX, rather than with VFX. Garry’s work is not the kind of work that’s built in post and his approach is grounded in real-world physics, practical fabrication, and deeply collaborative on-set discipline. Take the aircraft crash in Landman’s premiere: there was no CGI here, other than comp cleanup. It was shot with just a Frankenstein plane built from scrap, rigged with trip triggers and detonated in real time. Or the massive oil rig explosion, which involved custom pump jacks, 2,000 gallons of burning diesel and gasoline, propane cannons, and tightly timed pyro rigs. The scale is cinematic. Safety, Garry insists, is always his first concern, but what keeps him up at night is timing. One mistimed trigger, one failed ignition, and the shot is ruined. In our conversation, Garry shares incredible behind-the-scenes insights into how these sequences are devised, tested, and executed, whether it’s launching a van skyward via an air cannon or walking Billy Bob Thornton within 40 feet of a roaring fireball. There’s a tactile intensity to his work, and a trust among his crew that only comes from decades of working under pressure. From assembling a crashable aircraft out of mismatched parts to rigging oil rig explosions with precise control over flame size, duration, and safety, his work is rooted in mechanical problem-solving and coordination across departments. In Landman, whether coordinating multiple fuel types to achieve specific smoke density or calculating safe clearances for actors and crew around high-temperature pyrotechnics, Elmendorf’s contribution reflects a commitment to realism and repeatability on set. The result is a series where the physicality of explosions, crashes, and fire-driven action carries weight, both in terms of production logistics and visual impact. Listen to the full interview on the fxpodcast.
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  • Star Trek: Strange New Worlds’ third season falls short of its second

    This is a spoiler-free preview of the first five episodes of season three.
    Star Trek: Strange New Worlds ended its second season with arguably the single strongest run of any streaming-era Trek. The show was made with such confidence in all departments that if there were flaws, you weren’t interested in looking for them. Since then, it’s gone from being the best modern Trek, to being the only modern Trek. Unfortunately, at the moment it needs to be the standard bearer for the show, it’s become noticeably weaker and less consistent. 
    As usual, I’ve seen the first five episodes, but can’t reveal specifics about what I’ve seen. I can say plenty of the things that made Strange New Worlds the best modern-day live-action Trek remain in place. It’s a show that’s happy for you to spend time with its characters as they hang out, and almost all of them are deeply charming. This is, after all, a show that uses as motif the image of the crew in Pike’s quarters as the captain cooks for his crew.
    Its format, with standalone adventures blended with serialized character drama, means it can offer something new every week. Think back to the first season, when “Memento Mori,” a tense action thriller with the Gorn, was immediately followed by “Spock Amock,” a goofy, starbase-set body-swap romantic comedy of manners centered around Spock. Strange New Worlds is the first Trek in a long while to realize audiences don’t just want a ceaseless slog of stern-faced, angry grimdark. And if they want that, they can go watch Picard and Section 31.
    Marni Grossman/Paramount+
    But, as much as those things are SNW’s greatest strength, it’s a delicate balance to ensure the series doesn’t lurch too far either way. And, it pains me to say this, the show spends the first five episodes of its third season going too far in both directions. No specifics, but one episode I’m sure was on the same writers room whiteboard wishlist as last season’s musical episode. What was clearly intended as a chance for everyone to get out of their usual roles and have fun falls flat. Because the episode can never get past the sense it’s too delighted in its own silliness to properly function.
    Marni Grossman/Paramount+
    At the other end of the scale, we get sprints toward the eye-gouging grimdark that blighted those other series. Sure, the series has gone to dark places before, but previously with more of a sense of deftness, rather than just going for the viscerally-upsetting gore. A cynic might suggest that, as Paramount’s other Trek projects ended, franchise-overseer Alex Kurtzman — who has pushed the franchise into “grittier” territory whenever he can — had more time to spend in the SNW writers’ room.
    Much as I’ve enjoyed the series’ soapier elements, the continuing plotlines take up an ever bigger part of each episode’s runtime so far. Consequently, the story of the week gets less service, making them feel weaker and less coherent. One episode pivots two thirds of the way in to act as a low-key sequel to an episode from season two. But since we’ve only got ten minutes left, it feels thrown in as an afterthought, or to resolve a thread the creative team felt they were obliged to deal with.
    In fact, this and the recently-finished run of Doctor Who suffered from the same problem that blights so many streaming-era shows, which is the limited episode order. Rather than producing TV on the scale broadcast networks were able to — yearly runs of 22-, 24- or 26 episodes, a lot ofgenre shows get less than half that. The result is that each episode has to be More Important Than The Last One in a way that’s exhausting for a viewer.
    But Strange New Worlds can’t solve all the economic issues with the streaming model on its own. My hope is that, much like in its first season, the weaker episodes are all in its front half to soften us up for the moments of quality that followed toward its conclusion.
    ASIDE: Shortly before publication, Paramount announced Strange New Worlds would end in its fifth season, which would be cut from ten episodes to six. It's not surprising — given the equally-brilliant Lower Decks was also axed after passing the same milestone — but it is disappointing. My only hope is that the series doesn't spend that final run awkwardly killing off the series' young ensemble one by one in order to replace them with the entire original series' roster as to make it "line up." Please, let them be their own things. This article originally appeared on Engadget at
    #star #trek #strange #new #worlds
    Star Trek: Strange New Worlds’ third season falls short of its second
    This is a spoiler-free preview of the first five episodes of season three. Star Trek: Strange New Worlds ended its second season with arguably the single strongest run of any streaming-era Trek. The show was made with such confidence in all departments that if there were flaws, you weren’t interested in looking for them. Since then, it’s gone from being the best modern Trek, to being the only modern Trek. Unfortunately, at the moment it needs to be the standard bearer for the show, it’s become noticeably weaker and less consistent.  As usual, I’ve seen the first five episodes, but can’t reveal specifics about what I’ve seen. I can say plenty of the things that made Strange New Worlds the best modern-day live-action Trek remain in place. It’s a show that’s happy for you to spend time with its characters as they hang out, and almost all of them are deeply charming. This is, after all, a show that uses as motif the image of the crew in Pike’s quarters as the captain cooks for his crew. Its format, with standalone adventures blended with serialized character drama, means it can offer something new every week. Think back to the first season, when “Memento Mori,” a tense action thriller with the Gorn, was immediately followed by “Spock Amock,” a goofy, starbase-set body-swap romantic comedy of manners centered around Spock. Strange New Worlds is the first Trek in a long while to realize audiences don’t just want a ceaseless slog of stern-faced, angry grimdark. And if they want that, they can go watch Picard and Section 31. Marni Grossman/Paramount+ But, as much as those things are SNW’s greatest strength, it’s a delicate balance to ensure the series doesn’t lurch too far either way. And, it pains me to say this, the show spends the first five episodes of its third season going too far in both directions. No specifics, but one episode I’m sure was on the same writers room whiteboard wishlist as last season’s musical episode. What was clearly intended as a chance for everyone to get out of their usual roles and have fun falls flat. Because the episode can never get past the sense it’s too delighted in its own silliness to properly function. Marni Grossman/Paramount+ At the other end of the scale, we get sprints toward the eye-gouging grimdark that blighted those other series. Sure, the series has gone to dark places before, but previously with more of a sense of deftness, rather than just going for the viscerally-upsetting gore. A cynic might suggest that, as Paramount’s other Trek projects ended, franchise-overseer Alex Kurtzman — who has pushed the franchise into “grittier” territory whenever he can — had more time to spend in the SNW writers’ room. Much as I’ve enjoyed the series’ soapier elements, the continuing plotlines take up an ever bigger part of each episode’s runtime so far. Consequently, the story of the week gets less service, making them feel weaker and less coherent. One episode pivots two thirds of the way in to act as a low-key sequel to an episode from season two. But since we’ve only got ten minutes left, it feels thrown in as an afterthought, or to resolve a thread the creative team felt they were obliged to deal with. In fact, this and the recently-finished run of Doctor Who suffered from the same problem that blights so many streaming-era shows, which is the limited episode order. Rather than producing TV on the scale broadcast networks were able to — yearly runs of 22-, 24- or 26 episodes, a lot ofgenre shows get less than half that. The result is that each episode has to be More Important Than The Last One in a way that’s exhausting for a viewer. But Strange New Worlds can’t solve all the economic issues with the streaming model on its own. My hope is that, much like in its first season, the weaker episodes are all in its front half to soften us up for the moments of quality that followed toward its conclusion. ASIDE: Shortly before publication, Paramount announced Strange New Worlds would end in its fifth season, which would be cut from ten episodes to six. It's not surprising — given the equally-brilliant Lower Decks was also axed after passing the same milestone — but it is disappointing. My only hope is that the series doesn't spend that final run awkwardly killing off the series' young ensemble one by one in order to replace them with the entire original series' roster as to make it "line up." Please, let them be their own things. This article originally appeared on Engadget at #star #trek #strange #new #worlds
    WWW.ENGADGET.COM
    Star Trek: Strange New Worlds’ third season falls short of its second
    This is a spoiler-free preview of the first five episodes of season three. Star Trek: Strange New Worlds ended its second season with arguably the single strongest run of any streaming-era Trek. The show was made with such confidence in all departments that if there were flaws, you weren’t interested in looking for them. Since then, it’s gone from being the best modern Trek, to being the only modern Trek. Unfortunately, at the moment it needs to be the standard bearer for the show, it’s become noticeably weaker and less consistent.  As usual, I’ve seen the first five episodes, but can’t reveal specifics about what I’ve seen. I can say plenty of the things that made Strange New Worlds the best modern-day live-action Trek remain in place. It’s a show that’s happy for you to spend time with its characters as they hang out, and almost all of them are deeply charming. This is, after all, a show that uses as motif the image of the crew in Pike’s quarters as the captain cooks for his crew. Its format, with standalone adventures blended with serialized character drama, means it can offer something new every week. Think back to the first season, when “Memento Mori,” a tense action thriller with the Gorn, was immediately followed by “Spock Amock,” a goofy, starbase-set body-swap romantic comedy of manners centered around Spock. Strange New Worlds is the first Trek in a long while to realize audiences don’t just want a ceaseless slog of stern-faced, angry grimdark. And if they want that, they can go watch Picard and Section 31. Marni Grossman/Paramount+ But, as much as those things are SNW’s greatest strength, it’s a delicate balance to ensure the series doesn’t lurch too far either way. And, it pains me to say this, the show spends the first five episodes of its third season going too far in both directions (although, mercifully, not at the same time). No specifics, but one episode I’m sure was on the same writers room whiteboard wishlist as last season’s musical episode. What was clearly intended as a chance for everyone to get out of their usual roles and have fun falls flat. Because the episode can never get past the sense it’s too delighted in its own silliness to properly function. Marni Grossman/Paramount+ At the other end of the scale, we get sprints toward the eye-gouging grimdark that blighted those other series. Sure, the series has gone to dark places before, but previously with more of a sense of deftness, rather than just going for the viscerally-upsetting gore. A cynic might suggest that, as Paramount’s other Trek projects ended, franchise-overseer Alex Kurtzman — who has pushed the franchise into “grittier” territory whenever he can — had more time to spend in the SNW writers’ room. Much as I’ve enjoyed the series’ soapier elements, the continuing plotlines take up an ever bigger part of each episode’s runtime so far. Consequently, the story of the week gets less service, making them feel weaker and less coherent. One episode pivots two thirds of the way in to act as a low-key sequel to an episode from season two. But since we’ve only got ten minutes left, it feels thrown in as an afterthought, or to resolve a thread the creative team felt they were obliged to deal with (they didn’t). In fact, this and the recently-finished run of Doctor Who suffered from the same problem that blights so many streaming-era shows, which is the limited episode order. Rather than producing TV on the scale broadcast networks were able to — yearly runs of 22-, 24- or 26 episodes, a lot of (expensive) genre shows get less than half that. The result is that each episode has to be More Important Than The Last One in a way that’s exhausting for a viewer. But Strange New Worlds can’t solve all the economic issues with the streaming model on its own. My hope is that, much like in its first season, the weaker episodes are all in its front half to soften us up for the moments of quality that followed toward its conclusion. ASIDE: Shortly before publication, Paramount announced Strange New Worlds would end in its fifth season, which would be cut from ten episodes to six. It's not surprising — given the equally-brilliant Lower Decks was also axed after passing the same milestone — but it is disappointing. My only hope is that the series doesn't spend that final run awkwardly killing off the series' young ensemble one by one in order to replace them with the entire original series' roster as to make it "line up." Please, let them be their own things. This article originally appeared on Engadget at https://www.engadget.com/entertainment/tv-movies/star-trek-strange-new-worlds-third-season-falls-short-of-its-second-020030139.html?src=rss
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  • AN EXPLOSIVE MIX OF SFX AND VFX IGNITES FINAL DESTINATION BLOODLINES

    By CHRIS McGOWAN

    Images courtesy of Warner Bros. Pictures.

    Final Destination Bloodlines, the sixth installment in the graphic horror series, kicks off with the film’s biggest challenge – deploying an elaborate, large-scale set piece involving the 400-foot-high Skyview Tower restaurant. While there in 1968, young Iris Campbellhas a premonition about the Skyview burning, cracking, crumbling and collapsing. Then, when she sees these events actually starting to happen around her, she intervenes and causes an evacuation of the tower, thus thwarting death’s design and saving many lives. Years later, her granddaughter, Stefani Reyes, inherits the vision of the destruction that could have occurred and realizes death is still coming for the survivors.

    “I knew we couldn’t put the wholeon fire, but Tonytried and put as much fire as he could safely and then we just built off thatand added a lot more. Even when it’s just a little bit of real fire, the lighting and interaction that can’t be simulated, so I think it was a success in terms of blending that practical with the visual.”
    —Nordin Rahhali, VFX Supervisor

    The film opens with an elaborate, large-scale set piece involving the 400-foot-high Skyview Tower restaurant – and its collapse. Drone footage was digitized to create a 3D asset for the LED wall so the time of day could be changed as needed.

    “The set that the directors wanted was very large,” says Nordin Rahhali, VFX Supervisor. “We had limited space options in stages given the scale and the footprint of the actual restaurant that they wanted. It was the first set piece, the first big thing we shot, so we had to get it all ready and going right off the bat. We built a bigger volume for our needs, including an LED wall that we built the assets for.”

    “We were outside Vancouver at Bridge Studios in Burnaby. The custom-built LED volume was a little over 200 feet in length” states Christian Sebaldt, ASC, the movie’s DP. The volume was 98 feet in diameter and 24 feet tall. Rahhali explains, “Pixomondo was the vendor that we contracted to come in and build the volume. They also built the asset that went on the LED wall, so they were part of our filming team and production shoot. Subsequently, they were also the main vendor doing post, which was by design. By having them design and take care of the asset during production, we were able to leverage their assets, tools and builds for some of the post VFX.” Rahhali adds, “It was really important to make sure we had days with the volume team and with Christian and his camera team ahead of the shoot so we could dial it in.”

    Built at Bridge Studios in Burnaby outside Vancouver, the custom-built LED volume for events at the Skyview restaurant was over 200 feet long, 98 feet wide and 24 feet tall. Extensive previs with Digital Domain was done to advance key shots.Zach Lipovsky and Adam Stein directed Final Destination Bloodlines for New Line film, distributed by Warner Bros., in which chain reactions of small and big events lead to bloody catastrophes befalling those who have cheated death at some point. Pixomondo was the lead VFX vendor, followed by FOLKS VFX. Picture Shop also contributed. There were around 800 VFX shots. Tony Lazarowich was the Special Effects Supervisor.

    “The Skyview restaurant involved building a massive setwas fire retardant, which meant the construction took longer than normal because they had to build it with certain materials and coat it with certain things because, obviously, it serves for the set piece. As it’s falling into chaos, a lot of that fire was practical. I really jived with what Christian and directors wanted and how Tony likes to work – to augment as much real practical stuff as possible,” Rahhali remarks. “I knew we couldn’t put the whole thing on fire, but Tony tried and put as much fire as he could safely, and then we just built off thatand added a lot more. Even when it’s just a little bit of real fire, the lighting and interaction can’t be simulated, so I think it was a success in terms of blending that practical with the visual.”

    The Skyview restaurant required building a massive set that was fire retardant. Construction on the set took longer because it had to be built and coated with special materials. As the Skyview restaurant falls into chaos, much of the fire was practical.“We got all the Vancouver skylineso we could rebuild our version of the city, which was based a little on the Vancouver footprint. So, we used all that to build a digital recreation of a city that was in line with what the directors wanted, which was a coastal city somewhere in the States that doesn’t necessarily have to be Vancouver or Seattle, but it looks a little like the Pacific Northwest.”
    —Christian Sebaldt, ASC, Director of Photography

    For drone shots, the team utilized a custom heavy-lift drone with three RED Komodo Digital Cinema cameras “giving us almost 180 degrees with overlap that we would then stitch in post and have a ridiculous amount of resolution off these three cameras,” Sebaldt states. “The other drone we used was a DJI Inspire 3, which was also very good. And we flew these drones up at the height. We flew them at different times of day. We flew full 360s, and we also used them for photogrammetry. We got all the Vancouver skyline so we could rebuild our version of the city, which was based a little on the Vancouver footprint. So, we used all that to build a digital recreation of a city that was in line with what the directors wanted, which was a coastal city somewhere in the States that doesn’t necessarily have to be Vancouver or Seattle, but it looks a little like the Pacific Northwest.” Rahhali adds, “All of this allowed us to figure out what we were going to shoot. We had the stage build, and we had the drone footage that we then digitized and created a 3D asset to go on the wallwe could change the times of day”

    Pixomondo built the volume and the asset that went on the LED wall for the Skyview sequence. They were also the main vendor during post. FOLKS VFX and Picture Shop contributed.“We did extensive previs with Digital Domain,” Rahhali explains. “That was important because we knew the key shots that the directors wanted. With a combination of those key shots, we then kind of reverse-engineeredwhile we did techvis off the previs and worked with Christian and the art department so we would have proper flexibility with the set to be able to pull off some of these shots.some of these shots required the Skyview restaurant ceiling to be lifted and partially removed for us to get a crane to shoot Paulas he’s about to fall and the camera’s going through a roof, that we then digitally had to recreate. Had we not done the previs to know those shots in advance, we would not have been able to build that in time to accomplish the look. We had many other shots that were driven off the previs that allowed the art department, construction and camera teams to work out how they would get those shots.”

    Some shots required the Skyview’s ceiling to be lifted and partially removed to get a crane to shoot Paul Campbellas he’s about to fall.

    The character Iris lived in a fortified house, isolating herself methodically to avoid the Grim Reaper. Rahhali comments, “That was a beautiful locationGVRD, very cold. It was a long, hard shoot, because it was all nights. It was just this beautiful pocket out in the middle of the mountains. We in visual effects didn’t do a ton other than a couple of clean-ups of the big establishing shots when you see them pull up to the compound. We had to clean up small roads we wanted to make look like one road and make the road look like dirt.” There were flames involved. Sebaldt says, “The explosionwas unbelievably big. We had eight cameras on it at night and shot it at high speed, and we’re all going ‘Whoa.’” Rahhali notes, “There was some clean-up, but the explosion was 100% practical. Our Special Effects Supervisor, Tony, went to town on that. He blew up the whole house, and it looked spectacular.”

    The tattoo shop piercing scene is one of the most talked-about sequences in the movie, where a dangling chain from a ceiling fan attaches itself to the septum nose piercing of Erik Campbelland drags him toward a raging fire. Rahhali observes, “That was very Final Destination and a great Rube Goldberg build-up event. Richard was great. He was tied up on a stunt line for most of it, balancing on top of furniture. All of that was him doing it for real with a stunt line.” Some effects solutions can be surprisingly extremely simple. Rahhali continues, “Our producercame up with a great gagseptum ring.” Richard’s nose was connected with just a nose plug that went inside his nostrils. “All that tugging and everything that you’re seeing was real. For weeks and weeks, we were all trying to figure out how to do it without it being a big visual effects thing. ‘How are we gonna pull his nose for real?’ Craig said, ‘I have these things I use to help me open up my nose and you can’t really see them.’ They built it off of that, and it looked great.”

    Filmmakers spent weeks figuring out how to execute the harrowing tattoo shop scene. A dangling chain from a ceiling fan attaches itself to the septum nose ring of Erik Campbell– with the actor’s nose being tugged by the chain connected to a nose plug that went inside his nostrils.

    “ome of these shots required the Skyview restaurant ceiling to be lifted and partially removed for us to get a crane to shoot Paulas he’s about to fall and the camera’s going through a roof, that we then digitally had to recreate. Had we not done the previs to know those shots in advance, we would not have been able to build that in time to accomplish the look. We had many other shots that were driven off the previs that allowed the art department, construction and camera teams to work out how they would get those shots.”
    —Nordin Rahhali, VFX Supervisor

    Most of the fire in the tattoo parlor was practical. “There are some fire bars and stuff that you’re seeing in there from SFX and the big pool of fire on the wide shots.” Sebaldt adds, “That was a lot of fun to shoot because it’s so insane when he’s dancing and balancing on all this stuff – we were laughing and laughing. We were convinced that this was going to be the best scene in the movie up to that moment.” Rahhali says, “They used the scene wholesale for the trailer. It went viral – people were taking out their septum rings.” Erik survives the parlor blaze only to meet his fate in a hospital when he is pulled by a wheelchair into an out-of-control MRI machine at its highest magnetic level. Rahhali comments, “That is a good combination of a bunch of different departments. Our Stunt Coordinator, Simon Burnett, came up with this hard pull-wire linewhen Erik flies and hits the MRI. That’s a real stunt with a double, and he hit hard. All the other shots are all CG wheelchairs because the directors wanted to art-direct how the crumpling metal was snapping and bending to show pressure on him as his body starts going into the MRI.”

    To augment the believability that comes with reality, the directors aimed to capture as much practically as possible, then VFX Supervisor Nordin Rahhali and his team built on that result.A train derailment concludes the film after Stefani and her brother, Charlie, realize they are still on death’s list. A train goes off the tracks, and logs from one of the cars fly though the air and kills them. “That one was special because it’s a hard sequence and was also shot quite late, so we didn’t have a lot of time. We went back to Vancouver and shot the actual street, and we shot our actors performing. They fell onto stunt pads, and the moment they get touched by the logs, it turns into CG as it was the only way to pull that off and the train of course. We had to add all that. The destruction of the houses and everything was done in visual effects.”

    Erik survives the tattoo parlor blaze only to meet his fate in a hospital when he is crushed by a wheelchair while being pulled into an out-of-control MRI machine.

    Erikappears about to be run over by a delivery truck at the corner of 21A Ave. and 132A St., but he’s not – at least not then. The truck is actually on the opposite side of the road, and the person being run over is Howard.

    A rolling penny plays a major part in the catastrophic chain reactions and seems to be a character itself. “The magic penny was a mix from two vendors, Pixomondo and FOLKS; both had penny shots,” Rahhali says. “All the bouncing pennies you see going through the vents and hitting the fan blade are all FOLKS. The bouncing penny at the end as a lady takes it out of her purse, that goes down the ramp and into the rail – that’s FOLKS. The big explosion shots in the Skyview with the penny slowing down after the kid throws itare all Pixomondo shots. It was a mix. We took a little time to find that balance between readability and believability.”

    Approximately 800 VFX shots were required for Final Destination Bloodlines.Chain reactions of small and big events lead to bloody catastrophes befalling those who have cheated Death at some point in the Final Destination films.

    From left: Kaitlyn Santa Juana as Stefani Reyes, director Adam Stein, director Zach Lipovsky and Gabrielle Rose as Iris.Rahhali adds, “The film is a great collaboration of departments. Good visual effects are always a good combination of special effects, makeup effects and cinematography; it’s all the planning of all the pieces coming together. For a film of this size, I’m really proud of the work. I think we punched above our weight class, and it looks quite good.”
    #explosive #mix #sfx #vfx #ignites
    AN EXPLOSIVE MIX OF SFX AND VFX IGNITES FINAL DESTINATION BLOODLINES
    By CHRIS McGOWAN Images courtesy of Warner Bros. Pictures. Final Destination Bloodlines, the sixth installment in the graphic horror series, kicks off with the film’s biggest challenge – deploying an elaborate, large-scale set piece involving the 400-foot-high Skyview Tower restaurant. While there in 1968, young Iris Campbellhas a premonition about the Skyview burning, cracking, crumbling and collapsing. Then, when she sees these events actually starting to happen around her, she intervenes and causes an evacuation of the tower, thus thwarting death’s design and saving many lives. Years later, her granddaughter, Stefani Reyes, inherits the vision of the destruction that could have occurred and realizes death is still coming for the survivors. “I knew we couldn’t put the wholeon fire, but Tonytried and put as much fire as he could safely and then we just built off thatand added a lot more. Even when it’s just a little bit of real fire, the lighting and interaction that can’t be simulated, so I think it was a success in terms of blending that practical with the visual.” —Nordin Rahhali, VFX Supervisor The film opens with an elaborate, large-scale set piece involving the 400-foot-high Skyview Tower restaurant – and its collapse. Drone footage was digitized to create a 3D asset for the LED wall so the time of day could be changed as needed. “The set that the directors wanted was very large,” says Nordin Rahhali, VFX Supervisor. “We had limited space options in stages given the scale and the footprint of the actual restaurant that they wanted. It was the first set piece, the first big thing we shot, so we had to get it all ready and going right off the bat. We built a bigger volume for our needs, including an LED wall that we built the assets for.” “We were outside Vancouver at Bridge Studios in Burnaby. The custom-built LED volume was a little over 200 feet in length” states Christian Sebaldt, ASC, the movie’s DP. The volume was 98 feet in diameter and 24 feet tall. Rahhali explains, “Pixomondo was the vendor that we contracted to come in and build the volume. They also built the asset that went on the LED wall, so they were part of our filming team and production shoot. Subsequently, they were also the main vendor doing post, which was by design. By having them design and take care of the asset during production, we were able to leverage their assets, tools and builds for some of the post VFX.” Rahhali adds, “It was really important to make sure we had days with the volume team and with Christian and his camera team ahead of the shoot so we could dial it in.” Built at Bridge Studios in Burnaby outside Vancouver, the custom-built LED volume for events at the Skyview restaurant was over 200 feet long, 98 feet wide and 24 feet tall. Extensive previs with Digital Domain was done to advance key shots.Zach Lipovsky and Adam Stein directed Final Destination Bloodlines for New Line film, distributed by Warner Bros., in which chain reactions of small and big events lead to bloody catastrophes befalling those who have cheated death at some point. Pixomondo was the lead VFX vendor, followed by FOLKS VFX. Picture Shop also contributed. There were around 800 VFX shots. Tony Lazarowich was the Special Effects Supervisor. “The Skyview restaurant involved building a massive setwas fire retardant, which meant the construction took longer than normal because they had to build it with certain materials and coat it with certain things because, obviously, it serves for the set piece. As it’s falling into chaos, a lot of that fire was practical. I really jived with what Christian and directors wanted and how Tony likes to work – to augment as much real practical stuff as possible,” Rahhali remarks. “I knew we couldn’t put the whole thing on fire, but Tony tried and put as much fire as he could safely, and then we just built off thatand added a lot more. Even when it’s just a little bit of real fire, the lighting and interaction can’t be simulated, so I think it was a success in terms of blending that practical with the visual.” The Skyview restaurant required building a massive set that was fire retardant. Construction on the set took longer because it had to be built and coated with special materials. As the Skyview restaurant falls into chaos, much of the fire was practical.“We got all the Vancouver skylineso we could rebuild our version of the city, which was based a little on the Vancouver footprint. So, we used all that to build a digital recreation of a city that was in line with what the directors wanted, which was a coastal city somewhere in the States that doesn’t necessarily have to be Vancouver or Seattle, but it looks a little like the Pacific Northwest.” —Christian Sebaldt, ASC, Director of Photography For drone shots, the team utilized a custom heavy-lift drone with three RED Komodo Digital Cinema cameras “giving us almost 180 degrees with overlap that we would then stitch in post and have a ridiculous amount of resolution off these three cameras,” Sebaldt states. “The other drone we used was a DJI Inspire 3, which was also very good. And we flew these drones up at the height. We flew them at different times of day. We flew full 360s, and we also used them for photogrammetry. We got all the Vancouver skyline so we could rebuild our version of the city, which was based a little on the Vancouver footprint. So, we used all that to build a digital recreation of a city that was in line with what the directors wanted, which was a coastal city somewhere in the States that doesn’t necessarily have to be Vancouver or Seattle, but it looks a little like the Pacific Northwest.” Rahhali adds, “All of this allowed us to figure out what we were going to shoot. We had the stage build, and we had the drone footage that we then digitized and created a 3D asset to go on the wallwe could change the times of day” Pixomondo built the volume and the asset that went on the LED wall for the Skyview sequence. They were also the main vendor during post. FOLKS VFX and Picture Shop contributed.“We did extensive previs with Digital Domain,” Rahhali explains. “That was important because we knew the key shots that the directors wanted. With a combination of those key shots, we then kind of reverse-engineeredwhile we did techvis off the previs and worked with Christian and the art department so we would have proper flexibility with the set to be able to pull off some of these shots.some of these shots required the Skyview restaurant ceiling to be lifted and partially removed for us to get a crane to shoot Paulas he’s about to fall and the camera’s going through a roof, that we then digitally had to recreate. Had we not done the previs to know those shots in advance, we would not have been able to build that in time to accomplish the look. We had many other shots that were driven off the previs that allowed the art department, construction and camera teams to work out how they would get those shots.” Some shots required the Skyview’s ceiling to be lifted and partially removed to get a crane to shoot Paul Campbellas he’s about to fall. The character Iris lived in a fortified house, isolating herself methodically to avoid the Grim Reaper. Rahhali comments, “That was a beautiful locationGVRD, very cold. It was a long, hard shoot, because it was all nights. It was just this beautiful pocket out in the middle of the mountains. We in visual effects didn’t do a ton other than a couple of clean-ups of the big establishing shots when you see them pull up to the compound. We had to clean up small roads we wanted to make look like one road and make the road look like dirt.” There were flames involved. Sebaldt says, “The explosionwas unbelievably big. We had eight cameras on it at night and shot it at high speed, and we’re all going ‘Whoa.’” Rahhali notes, “There was some clean-up, but the explosion was 100% practical. Our Special Effects Supervisor, Tony, went to town on that. He blew up the whole house, and it looked spectacular.” The tattoo shop piercing scene is one of the most talked-about sequences in the movie, where a dangling chain from a ceiling fan attaches itself to the septum nose piercing of Erik Campbelland drags him toward a raging fire. Rahhali observes, “That was very Final Destination and a great Rube Goldberg build-up event. Richard was great. He was tied up on a stunt line for most of it, balancing on top of furniture. All of that was him doing it for real with a stunt line.” Some effects solutions can be surprisingly extremely simple. Rahhali continues, “Our producercame up with a great gagseptum ring.” Richard’s nose was connected with just a nose plug that went inside his nostrils. “All that tugging and everything that you’re seeing was real. For weeks and weeks, we were all trying to figure out how to do it without it being a big visual effects thing. ‘How are we gonna pull his nose for real?’ Craig said, ‘I have these things I use to help me open up my nose and you can’t really see them.’ They built it off of that, and it looked great.” Filmmakers spent weeks figuring out how to execute the harrowing tattoo shop scene. A dangling chain from a ceiling fan attaches itself to the septum nose ring of Erik Campbell– with the actor’s nose being tugged by the chain connected to a nose plug that went inside his nostrils. “ome of these shots required the Skyview restaurant ceiling to be lifted and partially removed for us to get a crane to shoot Paulas he’s about to fall and the camera’s going through a roof, that we then digitally had to recreate. Had we not done the previs to know those shots in advance, we would not have been able to build that in time to accomplish the look. We had many other shots that were driven off the previs that allowed the art department, construction and camera teams to work out how they would get those shots.” —Nordin Rahhali, VFX Supervisor Most of the fire in the tattoo parlor was practical. “There are some fire bars and stuff that you’re seeing in there from SFX and the big pool of fire on the wide shots.” Sebaldt adds, “That was a lot of fun to shoot because it’s so insane when he’s dancing and balancing on all this stuff – we were laughing and laughing. We were convinced that this was going to be the best scene in the movie up to that moment.” Rahhali says, “They used the scene wholesale for the trailer. It went viral – people were taking out their septum rings.” Erik survives the parlor blaze only to meet his fate in a hospital when he is pulled by a wheelchair into an out-of-control MRI machine at its highest magnetic level. Rahhali comments, “That is a good combination of a bunch of different departments. Our Stunt Coordinator, Simon Burnett, came up with this hard pull-wire linewhen Erik flies and hits the MRI. That’s a real stunt with a double, and he hit hard. All the other shots are all CG wheelchairs because the directors wanted to art-direct how the crumpling metal was snapping and bending to show pressure on him as his body starts going into the MRI.” To augment the believability that comes with reality, the directors aimed to capture as much practically as possible, then VFX Supervisor Nordin Rahhali and his team built on that result.A train derailment concludes the film after Stefani and her brother, Charlie, realize they are still on death’s list. A train goes off the tracks, and logs from one of the cars fly though the air and kills them. “That one was special because it’s a hard sequence and was also shot quite late, so we didn’t have a lot of time. We went back to Vancouver and shot the actual street, and we shot our actors performing. They fell onto stunt pads, and the moment they get touched by the logs, it turns into CG as it was the only way to pull that off and the train of course. We had to add all that. The destruction of the houses and everything was done in visual effects.” Erik survives the tattoo parlor blaze only to meet his fate in a hospital when he is crushed by a wheelchair while being pulled into an out-of-control MRI machine. Erikappears about to be run over by a delivery truck at the corner of 21A Ave. and 132A St., but he’s not – at least not then. The truck is actually on the opposite side of the road, and the person being run over is Howard. A rolling penny plays a major part in the catastrophic chain reactions and seems to be a character itself. “The magic penny was a mix from two vendors, Pixomondo and FOLKS; both had penny shots,” Rahhali says. “All the bouncing pennies you see going through the vents and hitting the fan blade are all FOLKS. The bouncing penny at the end as a lady takes it out of her purse, that goes down the ramp and into the rail – that’s FOLKS. The big explosion shots in the Skyview with the penny slowing down after the kid throws itare all Pixomondo shots. It was a mix. We took a little time to find that balance between readability and believability.” Approximately 800 VFX shots were required for Final Destination Bloodlines.Chain reactions of small and big events lead to bloody catastrophes befalling those who have cheated Death at some point in the Final Destination films. From left: Kaitlyn Santa Juana as Stefani Reyes, director Adam Stein, director Zach Lipovsky and Gabrielle Rose as Iris.Rahhali adds, “The film is a great collaboration of departments. Good visual effects are always a good combination of special effects, makeup effects and cinematography; it’s all the planning of all the pieces coming together. For a film of this size, I’m really proud of the work. I think we punched above our weight class, and it looks quite good.” #explosive #mix #sfx #vfx #ignites
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    AN EXPLOSIVE MIX OF SFX AND VFX IGNITES FINAL DESTINATION BLOODLINES
    By CHRIS McGOWAN Images courtesy of Warner Bros. Pictures. Final Destination Bloodlines, the sixth installment in the graphic horror series, kicks off with the film’s biggest challenge – deploying an elaborate, large-scale set piece involving the 400-foot-high Skyview Tower restaurant. While there in 1968, young Iris Campbell (Brec Bassinger) has a premonition about the Skyview burning, cracking, crumbling and collapsing. Then, when she sees these events actually starting to happen around her, she intervenes and causes an evacuation of the tower, thus thwarting death’s design and saving many lives. Years later, her granddaughter, Stefani Reyes (Kaitlyn Santa Juana), inherits the vision of the destruction that could have occurred and realizes death is still coming for the survivors. “I knew we couldn’t put the whole [Skyview restaurant] on fire, but Tony [Lazarowich, Special Effects Supervisor] tried and put as much fire as he could safely and then we just built off that [in VFX] and added a lot more. Even when it’s just a little bit of real fire, the lighting and interaction that can’t be simulated, so I think it was a success in terms of blending that practical with the visual.” —Nordin Rahhali, VFX Supervisor The film opens with an elaborate, large-scale set piece involving the 400-foot-high Skyview Tower restaurant – and its collapse. Drone footage was digitized to create a 3D asset for the LED wall so the time of day could be changed as needed. “The set that the directors wanted was very large,” says Nordin Rahhali, VFX Supervisor. “We had limited space options in stages given the scale and the footprint of the actual restaurant that they wanted. It was the first set piece, the first big thing we shot, so we had to get it all ready and going right off the bat. We built a bigger volume for our needs, including an LED wall that we built the assets for.” “We were outside Vancouver at Bridge Studios in Burnaby. The custom-built LED volume was a little over 200 feet in length” states Christian Sebaldt, ASC, the movie’s DP. The volume was 98 feet in diameter and 24 feet tall. Rahhali explains, “Pixomondo was the vendor that we contracted to come in and build the volume. They also built the asset that went on the LED wall, so they were part of our filming team and production shoot. Subsequently, they were also the main vendor doing post, which was by design. By having them design and take care of the asset during production, we were able to leverage their assets, tools and builds for some of the post VFX.” Rahhali adds, “It was really important to make sure we had days with the volume team and with Christian and his camera team ahead of the shoot so we could dial it in.” Built at Bridge Studios in Burnaby outside Vancouver, the custom-built LED volume for events at the Skyview restaurant was over 200 feet long, 98 feet wide and 24 feet tall. Extensive previs with Digital Domain was done to advance key shots. (Photo: Eric Milner) Zach Lipovsky and Adam Stein directed Final Destination Bloodlines for New Line film, distributed by Warner Bros., in which chain reactions of small and big events lead to bloody catastrophes befalling those who have cheated death at some point. Pixomondo was the lead VFX vendor, followed by FOLKS VFX. Picture Shop also contributed. There were around 800 VFX shots. Tony Lazarowich was the Special Effects Supervisor. “The Skyview restaurant involved building a massive set [that] was fire retardant, which meant the construction took longer than normal because they had to build it with certain materials and coat it with certain things because, obviously, it serves for the set piece. As it’s falling into chaos, a lot of that fire was practical. I really jived with what Christian and directors wanted and how Tony likes to work – to augment as much real practical stuff as possible,” Rahhali remarks. “I knew we couldn’t put the whole thing on fire, but Tony tried and put as much fire as he could safely, and then we just built off that [in VFX] and added a lot more. Even when it’s just a little bit of real fire, the lighting and interaction can’t be simulated, so I think it was a success in terms of blending that practical with the visual.” The Skyview restaurant required building a massive set that was fire retardant. Construction on the set took longer because it had to be built and coated with special materials. As the Skyview restaurant falls into chaos, much of the fire was practical. (Photo: Eric Milner) “We got all the Vancouver skyline [with drones] so we could rebuild our version of the city, which was based a little on the Vancouver footprint. So, we used all that to build a digital recreation of a city that was in line with what the directors wanted, which was a coastal city somewhere in the States that doesn’t necessarily have to be Vancouver or Seattle, but it looks a little like the Pacific Northwest.” —Christian Sebaldt, ASC, Director of Photography For drone shots, the team utilized a custom heavy-lift drone with three RED Komodo Digital Cinema cameras “giving us almost 180 degrees with overlap that we would then stitch in post and have a ridiculous amount of resolution off these three cameras,” Sebaldt states. “The other drone we used was a DJI Inspire 3, which was also very good. And we flew these drones up at the height [we needed]. We flew them at different times of day. We flew full 360s, and we also used them for photogrammetry. We got all the Vancouver skyline so we could rebuild our version of the city, which was based a little on the Vancouver footprint. So, we used all that to build a digital recreation of a city that was in line with what the directors wanted, which was a coastal city somewhere in the States that doesn’t necessarily have to be Vancouver or Seattle, but it looks a little like the Pacific Northwest.” Rahhali adds, “All of this allowed us to figure out what we were going to shoot. We had the stage build, and we had the drone footage that we then digitized and created a 3D asset to go on the wall [so] we could change the times of day” Pixomondo built the volume and the asset that went on the LED wall for the Skyview sequence. They were also the main vendor during post. FOLKS VFX and Picture Shop contributed. (Photo: Eric Milner) “We did extensive previs with Digital Domain,” Rahhali explains. “That was important because we knew the key shots that the directors wanted. With a combination of those key shots, we then kind of reverse-engineered [them] while we did techvis off the previs and worked with Christian and the art department so we would have proper flexibility with the set to be able to pull off some of these shots. [For example,] some of these shots required the Skyview restaurant ceiling to be lifted and partially removed for us to get a crane to shoot Paul [Max Lloyd-Jones] as he’s about to fall and the camera’s going through a roof, that we then digitally had to recreate. Had we not done the previs to know those shots in advance, we would not have been able to build that in time to accomplish the look. We had many other shots that were driven off the previs that allowed the art department, construction and camera teams to work out how they would get those shots.” Some shots required the Skyview’s ceiling to be lifted and partially removed to get a crane to shoot Paul Campbell (Max Lloyd-Jones) as he’s about to fall. The character Iris lived in a fortified house, isolating herself methodically to avoid the Grim Reaper. Rahhali comments, “That was a beautiful location [in] GVRD [Greater Vancouver], very cold. It was a long, hard shoot, because it was all nights. It was just this beautiful pocket out in the middle of the mountains. We in visual effects didn’t do a ton other than a couple of clean-ups of the big establishing shots when you see them pull up to the compound. We had to clean up small roads we wanted to make look like one road and make the road look like dirt.” There were flames involved. Sebaldt says, “The explosion [of Iris’s home] was unbelievably big. We had eight cameras on it at night and shot it at high speed, and we’re all going ‘Whoa.’” Rahhali notes, “There was some clean-up, but the explosion was 100% practical. Our Special Effects Supervisor, Tony, went to town on that. He blew up the whole house, and it looked spectacular.” The tattoo shop piercing scene is one of the most talked-about sequences in the movie, where a dangling chain from a ceiling fan attaches itself to the septum nose piercing of Erik Campbell (Richard Harmon) and drags him toward a raging fire. Rahhali observes, “That was very Final Destination and a great Rube Goldberg build-up event. Richard was great. He was tied up on a stunt line for most of it, balancing on top of furniture. All of that was him doing it for real with a stunt line.” Some effects solutions can be surprisingly extremely simple. Rahhali continues, “Our producer [Craig Perry] came up with a great gag [for the] septum ring.” Richard’s nose was connected with just a nose plug that went inside his nostrils. “All that tugging and everything that you’re seeing was real. For weeks and weeks, we were all trying to figure out how to do it without it being a big visual effects thing. ‘How are we gonna pull his nose for real?’ Craig said, ‘I have these things I use to help me open up my nose and you can’t really see them.’ They built it off of that, and it looked great.” Filmmakers spent weeks figuring out how to execute the harrowing tattoo shop scene. A dangling chain from a ceiling fan attaches itself to the septum nose ring of Erik Campbell (Richard Harmon) – with the actor’s nose being tugged by the chain connected to a nose plug that went inside his nostrils. “[S]ome of these shots required the Skyview restaurant ceiling to be lifted and partially removed for us to get a crane to shoot Paul [Campbell] as he’s about to fall and the camera’s going through a roof, that we then digitally had to recreate. Had we not done the previs to know those shots in advance, we would not have been able to build that in time to accomplish the look. We had many other shots that were driven off the previs that allowed the art department, construction and camera teams to work out how they would get those shots.” —Nordin Rahhali, VFX Supervisor Most of the fire in the tattoo parlor was practical. “There are some fire bars and stuff that you’re seeing in there from SFX and the big pool of fire on the wide shots.” Sebaldt adds, “That was a lot of fun to shoot because it’s so insane when he’s dancing and balancing on all this stuff – we were laughing and laughing. We were convinced that this was going to be the best scene in the movie up to that moment.” Rahhali says, “They used the scene wholesale for the trailer. It went viral – people were taking out their septum rings.” Erik survives the parlor blaze only to meet his fate in a hospital when he is pulled by a wheelchair into an out-of-control MRI machine at its highest magnetic level. Rahhali comments, “That is a good combination of a bunch of different departments. Our Stunt Coordinator, Simon Burnett, came up with this hard pull-wire line [for] when Erik flies and hits the MRI. That’s a real stunt with a double, and he hit hard. All the other shots are all CG wheelchairs because the directors wanted to art-direct how the crumpling metal was snapping and bending to show pressure on him as his body starts going into the MRI.” To augment the believability that comes with reality, the directors aimed to capture as much practically as possible, then VFX Supervisor Nordin Rahhali and his team built on that result. (Photo: Eric Milner) A train derailment concludes the film after Stefani and her brother, Charlie, realize they are still on death’s list. A train goes off the tracks, and logs from one of the cars fly though the air and kills them. “That one was special because it’s a hard sequence and was also shot quite late, so we didn’t have a lot of time. We went back to Vancouver and shot the actual street, and we shot our actors performing. They fell onto stunt pads, and the moment they get touched by the logs, it turns into CG as it was the only way to pull that off and the train of course. We had to add all that. The destruction of the houses and everything was done in visual effects.” Erik survives the tattoo parlor blaze only to meet his fate in a hospital when he is crushed by a wheelchair while being pulled into an out-of-control MRI machine. Erik (Richard Harmon) appears about to be run over by a delivery truck at the corner of 21A Ave. and 132A St., but he’s not – at least not then. The truck is actually on the opposite side of the road, and the person being run over is Howard. A rolling penny plays a major part in the catastrophic chain reactions and seems to be a character itself. “The magic penny was a mix from two vendors, Pixomondo and FOLKS; both had penny shots,” Rahhali says. “All the bouncing pennies you see going through the vents and hitting the fan blade are all FOLKS. The bouncing penny at the end as a lady takes it out of her purse, that goes down the ramp and into the rail – that’s FOLKS. The big explosion shots in the Skyview with the penny slowing down after the kid throws it [off the deck] are all Pixomondo shots. It was a mix. We took a little time to find that balance between readability and believability.” Approximately 800 VFX shots were required for Final Destination Bloodlines. (Photo: Eric Milner) Chain reactions of small and big events lead to bloody catastrophes befalling those who have cheated Death at some point in the Final Destination films. From left: Kaitlyn Santa Juana as Stefani Reyes, director Adam Stein, director Zach Lipovsky and Gabrielle Rose as Iris. (Photo: Eric Milner) Rahhali adds, “The film is a great collaboration of departments. Good visual effects are always a good combination of special effects, makeup effects and cinematography; it’s all the planning of all the pieces coming together. For a film of this size, I’m really proud of the work. I think we punched above our weight class, and it looks quite good.”
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