PlayStation Studios boss Hermen Hulst has insisted that Bungie's upcoming live service shooter Marathon won't make the same mistakes as Concord.Discussing the company's live service ambitions during a fireside chat aimed at investors, Hulst said the market remains a "great opportunity" for PlayStation despite the company having a decidedly patchy track record when it comes to live service offerings.Last year, the company launched and swiftly scrapped live service hero shooter Concord after it failed to hit the ground running. It shuttered developer Firewalk weeks later after conceding the title "did not hit our targets."Sony scrapped two more live services titles in development at internal studios Bluepoint Games and Bend Studios in January this year. Earlier this week, it confirmed an undisclosed number of workers at Bend had been laid off as the studio transitions to its next project.Hulst said the company has learned hard lessons from those failures, and believes Marathon is well positioned to succeed as a result. "There are som unique challenges associated [with live service titles]. We've had some early successes as with Helldivers II. We've also faced some challenges, as with the release of Concord," said Hulst."I think that some really good work went into that title. Some really big efforts. But ultimately that title entered into a hyper-competitive segment of the market. I think it was insufficiently differentiated to be able to resonate with players. So we have reviewed our processes in light of this to deeply understand how and why that title failed to meet expectations—and to ensure that we are not going to make the same mistakes again."Related:PlayStation Studios boss claims the demise of Concord presented a learning opportunityHulst said PlayStation Studios has now implemented more rigorous processes for validating and revalidating its creative, commercial, and development assumptions and hypothesis. "We do that on a much more ongoing basis," he added. "That's the plan that will ensure we're investing in the right opportunities at the right time, all while maintaining much more predictable timelines for Marathon."The upcoming shooter is set to be the first new Bungie title in over a decade—and the first project outside of Destiny the studio has worked on since it was acquired by PlayStation in 2022.Hulst said the aim is to release a "very bold, very innovative, and deeply engaging title." He explained Marathon is currently navigating test cycles that have yielded "varied" feedback, but said those mixed impressions have been "super useful."Related:"That's why you do these tests. The constant testing and constant revalidation of assumptions that we just talked about, to me, is so valuable to iterate and to constantly improves the title," he added. "So when launch comes we're going to give the title the optimal chance of success."Hulst might be exuding confidence, but a recent report from Forbes claimed morale is in "free fall" at Bungie after the studio admitted to using stolen art assets in Marathon. That "varied" player feedback has also reportedly caused concern internally ahead of Marathon's proposed September 23 launch date.The studio was also made to ensure layoffs earlier this year, with Sony cutting 220 roles after exceeding "financial safety margins."

Things are warming up as Remedy’s FBC: Firebreak approaches its June 17 launch on PlayStation 5 as part of the PlayStation Plus Game Catalog. We chatted with Communications Director Thomas Puha, Lead Level Designer Teemu Huhtiniemi, Lead Designer/Lead Technical Designer Anssi Hyytiainen, and Game Director/Lead Writer Mike Kayatta about some of the fascinating and often hilarious development secrets behind the first-person shooter. PlayStation Blog: First, what PS5 and PS5 Pro features did you utilize? Thomas Puha: We’ll support 3D Audio, and we’re prioritising 60 FPS on both formats. We’re aiming for FSR2 with an output resolution of 2560 x 1440 (1440p) on PS, and PSSR with an output resolution of 3840×2160 (4K) on PS5 Pro. Some of the DualSense wireless controller’s features are still a work in progress, but we’re looking to use haptic feedback in a similar way to our previous titles, such as Control and Alan Wake 2. For example, we want to differentiate the weapons to feel unique from each other using the adaptive triggers. Going into the game itself, were there any other influences on its creation outside of Control? Mike Kayatta: We looked at different TV shows that had lots of tools for going into a place and dealing with a crisis. One was a reality show called Dirty Jobs, where the host Mike Rowe finds these terrible, dangerous, or unexpected jobs that you don’t know exist, like cleaning out the inside of a water tower. We also looked at PowerWash Simulator. Cleaning dirt is oddly meditative and really fulfilling. It made me wish a zombie attacked me to break the Zen, and then I’d go right back to cleaning. And we were like, that would be pretty fun in the game. Play Video Were there specific challenges you faced given it’s your first multiplayer game and first-person shooter? Anssi Hyytiainen: It’s radically different from a workflow point of view. You can’t really test it alone, necessarily, which is quite a different experience. And then there are times when one player is missing things on their screen that others are seeing. It was like, “What are you shooting at?” What’s been your favorite moments developing the game so far? Teemu Huhtiniemi: There were so many. But I like when we started seeing all of these overlapping systems kind of click, because there’s a long time in the development where you talk about things on paper and have some prototypes, but you don’t really see it all come together until a point. Then you start seeing the interaction between the systems and all the fun that comes out of that. Kayatta: I imagine there’s a lot of people who probably are a little skeptical about Remedy making something so different. Even internally, when the project was starting. And once we got the trailer out there, everyone was so nervous, but it got a pretty positive reaction. Exposing it to the public is very motivating, because with games, for a very long time, there is nothing, or it is janky and it’s ugly and you don’t find the fun immediately. Were there any specific ideals you followed while you worked on the game? Kayatta: Early on we were constantly asking ourselves, “Could this only happen in Control or at Remedy?” Because the first thing you hear is, “Okay, this is just another co-op multiplayer shooter” – there’s thousands of them, and they’re all good. So what can we do to make it worth playing our game? We were always saying we’ve got this super weird universe and really interesting studio, so we’re always looking at what we could do that nobody else can. Huhtiniemi: I think for me it was when we chose to just embrace the chaos. Like, that’s the whole point of the game. It’s supposed to feel overwhelming and busy at times, so that was great to say it out loud. Kayatta: Yeah, originally we had a prototype where there were only two Hiss in the level, but it just didn’t work, it wasn’t fun. Then everything just accidentally went in the opposite direction, where it was super chaos. At some point we actually started looking at Overcooked quite a bit, and saying, “Look, just embrace it. It’s gonna be nuts.” How did you finally decide on the name FBC: Firebreak, and were there any rejected, alternate, or working titles? Kayatta: So Firebreak is named after real world firebreaks, where you deforest an area to prevent a fire from spreading, but firebreaks are also topographical features of the Oldest House. And so we leaned into the term being a first responder who stops fires from spreading. The FBC part came from not wanting to put ‘Control’ in the title, so Control players wouldn’t feel like they had to detour to this before Control 2, but we didn’t want to totally detach from it either as that felt insincere. An external partner pitched a title. They were very serious about talking up the game being in the Oldest House, and then dramatically revealed the name: Housekeepers. I got what they were going for, but I was like, we cannot call it this. It was like you were playing as a maid!   FBC: Firebreak launches on PS5 June 17 as a day on PlayStation Plus Game Catalog title.

By TREVOR HOGG Images courtesy of Pixar. The character design of Glordon is based on a tardigrade, which is a microscopic water bear. Rather than look at the unknown as something to be feared, Pixar has decided to do some wish fulfillment with Elio, where a lonely adolescent astrophile gets abducted by aliens and is mistaken as the leader of Earth. Originally conceived and directed by Adrian Molina, the coming-of-age science fiction adventure was shepherded by Domee Shi and Madeline Sharafian, who had previously worked together on Turning Red. “Space is often seen as dark, mysterious and scary, but there is also so much hope, wonder and curiosity,” notes Shi, director of Elio. “It’s like anything is ‘out there.’ Elio captures how a lot of us feel at different points of our lives, when we were kids like him, or even now wanting to be off of this current planet because it’s just too much. For Elio, it’s a rescue. I feel that there’s something so universal about that feeling of wanting to be taken away and taken care of. To know that you’re not alone and somebody chose you and picked you up.” The character design of Glordon is based on a tardigrade, which is a microscopic water bear. There is a stark contrast between how Earth and the alien world, known as the Communiverse, are portrayed. “The more we worked with the animators on Glordon and Helix, they began to realize that Domee and I respond positively when those [alien] characters are exaggerated, made cute, round and chubby,” states Sharafian, director of Elio. “That automatically started to differentiate the way the Earth and space feel.” A certain question had to be answered when designing the United Nations-inspired Communiverse. “It was coming from a place of this lonely kid who feels like no one wants him on Earth,” Shi explains. “What would be heaven and paradise for him? The Communiverse was built around that idea.” A sense of belonging is an important theme. “It’s also inspired by Adrian Molina’s backstory, and our backstories too, of going to animation college,” Sharafian remarks. “For the first time, we said, ‘This is where everybody like me is!’” Green is the thematic color for Elio. Visual effects are an important storytelling tool. “Especially, for our movie, which is about this boy going to this crazy incredible world of the Communiverse,” Shi observes. “It has to be dazzling and look spectacular on the big screen and feel like paradise. Elio is such a visual feast, and you do feel like, ‘I want to stay here no matter what. I can’t believe that this place even exists.’ Visual effects are a powerful tool to help you feel what the characters are feeling.” A wishlist became a reality for the directors. “Claudia Chung Sanii [Visual Effects Supervisor] gave Domee and me carte blanche for wish fulfillment for ourselves,” Sharafian remarks. “What do you want Elio’s outfit in space to look like? It was a difficult costume, but now when we watch the movie, we’re all so proud of it. Elio looks fabulous, and he’s so happy to be wearing that outfit. Who would want to take that off?” The Communiverse was meant to feel like a place that a child would love to visit and explore. Methodology rather than technology went through the biggest change for the production. “The Communiverse is super complex and has lots of moving pieces. But there’s not much CG can’t do anymore,” notes Claudia Chung Sanii. “Elemental did effects characters. We did long curly hair, dresses, capes, water and fire. What we hadn’t done before was be a part of that design process. How do we get lighting into layout? How do we see the shaders in animation in layout? The tools department was working on a software called Luna which does that. I went to the tools department and asked, ‘Can I play around with it?’ They were like, ‘Okay. But it’s not ready yet.’ Tools will basically be bringing RenderMan and an interactive lighting workflow to the pipeline across all of these DCCs. Because we light in Katana, you can’t get back upstream. The conceit that we were dipping our toe in on Elio was, ‘Whatever you do in lighting, anyone on the pipeline can see it.’” The influence of microscopic forms and macro photography grounded the Communiverse in natural phenomena. The variety in the Communiverse is a contrast to the regimented world on the military base. There were no departmental borders, in particular with cinematography. “We had our layout and lighting DPs start on the same day. Derek Williams wouldn’t shoot anything without Jordan Rempel, our lighting DP, seeing it,” Sanii states. “Jordan would drop in lighting and start doing key lighting as Derek’s team was laying out. It wasn’t like you had to hit the render button, wait for the render to come up and go, ‘Oh, my god, it’s dark! I didn’t know that it was nighttime.’” A new term was adopted. “Meredith Hom [Production Manager] and I pulled the entire crew and leadership into this mental concept that we called the ‘college project.’ For some of us, college was a time when we didn’t have titles and crafts. You begged, borrowed and stole to hit that deadline. So much of our world has become linear in our process that I wanted to break that down to, ‘No. We’re all working together. The scope of this film is too large for us to wait for each other to finish our piece. If this person is slammed, fine. Figure out a different idea to do it with what tools you have.’” Directors Domee Shi and Madeline Sharafian are drawn to chubby, exaggerated and cute characters. Forgoing the word ‘no’ led to the technology breaking down. “I remember times when crowds [department] is dressing all of the aliens and because of forgetting to constrain it to the Communiverse, they all show up at the origin, and you’re going, ‘Why is there a whole party going on over there?’” Sanii laughs. “On Elio, it was always forward. There were no rules about locking things down or not installing over the weekend. It was always like, ‘Put it all in, and we’ll deal with it on Monday.’ There would be some funny stuff. We never QC’d something before walking it into the room. Everyone saw how the sausage was made. It was fun and not fun for Harley Jessup [Production Designer] because sometimes there would be a big thing in the middle screen, and he would say, ‘Is that finished?’ There was no way we could get through this film if we kept trying to fix the thing that broke.” An aerial image of Elio as he attempts to get abducted by aliens. Part of the design of the Coummuniverse was inspired by Chinese puzzle balls. A former visual effects art director at ILM, Harley Jessup found his previous experiences on projects like Innerspace to be helpful on Elio. “I liked that the directors wanted to build on the effects films from the 1980s and early 1990s,” reflects Jessup. “I was there and part of that. It was fun to look back. At the time, the techniques were all practical, matte paintings and miniatures, which are fun to work with, but without the safety net of CG. One thing Dennis Muren [VES] was keen on, was how people see things like the natural phenomenon you might see in a microscopic or macro photography form. We were using that. I was looking at the mothership of Close Encounters of the Third Kind, which Dennis shot when he was a young artist. It was nice to be able to bring all of that history to this film.” Earth was impacted by a comment made by Pete Docter (CCO, Pixar). “He said, ‘The military base should feel like a parking lot,” Jessup reveals. “You should know why Elio wants to be anywhere else. And the Communiverse needs to be inviting. We built a lot of contrast into those two worlds. The brutalist architecture on the military base, with its hard edges and heavy horizontal forms close to the earth, needed to be harsh but beautiful in its own way, so we tried for that. The Communiverse would be in contrast and be all curves, translucent surfaces and stained-glass backlit effects. Things were wide open about what it could be because each of the aliens are from a different climate and gravity. There are some buildings that are actually upside down on it, and the whole thing is rotating inside like clockwork. It is hopefully an appealing, fun world. It’s not a dystopian outer space.” Exploring various facial expressions for Elio. A tough character to get right was Aunt Olga, who struggles to be the guardian of her nephew. Character designs of Elio and Glordon. which shows them interacting with each other. Architecture was devised to reflect the desired tone for scenes. “In the Grand Assembly Hall where each alien has a desk and booth, the booth is shaped like an eyelid that can close or open,” Jessup explains. “It increases the feeling that they’re evaluating and observing Elio and each of the candidates that have come to join the Communiverse.” A couple of iconic cinematic franchises were avoided for aesthetic reasons. “As much as I love Star Wars and Star Trek, we wanted to be different from those kinds of aliens that are often more humanoid.” Ooooo was the first alien to be designed. “We did Ooooo in collaboration with the effects team, which was small at that time. She was described as a liquid supercomputer. We actually used the wireframe that was turning up and asked, what if it ended up being this network of little lights that are moving around and can express how much she was thinking? Ooooo is Elio’s guide to the Communiverse; her body would deform, so she could become a big screen or reach out and pluck things. Ooooo has an ability like an amoeba to stretch.” Flexibility is important when figuring out shot design. “On Elio, we provided the layout department with a rudimentary version of our environments,” states David Luoh, Sets Supervisor. “It might be simple geometry. We’re not worried necessarily about shading, color and material yet. Things are roughly in place but also built in a way that is flexible. As they’re sorting out the camera and testing out staging, they can move elements of the set around. Maybe this architectural piece needs to be shifted or larger or smaller. There was a variation on what was typically expected of set deliveries of environments to our layout department. That bar was lowered to give the layout department something to work with sooner and also with more flexibility. From their work we get context as to how we partner with our art and design department to build and finalize those environments.” Regional biomes known as disks are part of the Communiverse. “There are aquatic, lush forest, snow and ice, and hot lava disks,” Luoh remarks. “The hot disk is grounded in the desert, volcanic rock and lava, while for the lush disk we looked at interesting plant life found in the world around us.” The Communiverse is a complex geometric form. “We wanted these natural arrangements of alien districts, and that was all happening on this twisting and curving terrain in a way that made traditional dressing approaches clunky. Oftentimes, you’re putting something on the ground or mounted, and the ground is always facing upward. But if you have to dress the wall or ceiling, it becomes a lot more difficult to manipulate and place on something with that dynamic and shape. You have stuff that casts light, is see-through and shifting over time. Ooooo is a living character that looks like electronic circuitry that is constantly moving, and we also have that element in the walls, floors and bubble transport that carry the characters around.” Sets were adjusted throughout the production. “We try to anticipate situations that might come up,” Luoh states. “What if we have a series of shots where you’re getting closer and closer to the Communiverse and you have to bridge the distance between your hero and set extension background? There is a partnership with story, but certainly with our layout camera staging department. As we see shots come out of their work, we know where we need to spend the time to figure out, are we going to see the distant hills in this way? We’re not going to build it until we know because it can be labor-intensive. There is a responsiveness to what we are starting to see as shots get made.” Combining the familiar into something unfamiliar was a process. “There was this curation of being inspired by existing alien sci-fi depictions, but also reaching back into biological phenomena or interesting material because we wanted to ground a lot of those visual elements and ideas in something that people could intuitively grasp on to, even if they were combined or arranged in a way that is surprising, strange and delightful.”

We are told to customize, expand, and provide more options, but that might be a silent killer for our conversion rate. Using behavioral psychology and modern product design, this piece explains why brands like Apple use fewer, smarter choices to convert better.Image generated using ChatgptJam-packed decisionsImagine standing in a supermarket aisle in front of the jam section. How do you decide which jam to buy? You could go for your usual jam, or maybe this is your first time buying jam. Either way, a choice has to be made. Or does it?You may have seen the vast number of choices, gotten overwhelmed, and walked away. The same scenario was reflected in the findings of a 2000 study by Iyengar and Lepper that explored how the number of choice options can affect decision-making.Iyengar and Lepper set up two scenarios; the first customers in a random supermarket being offered 24 jams for a free tasting. In another, they were offered only 6. One would expect that the first scenario would see more sales. After all, more variety means a happier customer. However:Image created using CanvaWhile 60% of customers stopped by for a tasting, only 3% ended up making a purchase.On the other hand, when faced with 6 options, 40% of customers stopped by, but 30% of this number ended up making a purchase.The implications of the study were evident. While one may think that more choices are better when faced with the same, decision-makers prefer fewer.This phenomenon is known as the Paradox of Choice. More choice leads to less satisfaction because one gets overwhelmed.This analysis paralysis results from humans being cognitive misers that is decisions that require deeper thinking feel exhausting and like they come at a cognitive cost. In such scenarios, we tend not to make a choice or choose a default option. Even after a decision has been made, in many cases, regret or the thought of whether you have made the ‘right’ choice can linger.A sticky situationHowever, a 2010 meta-analysis by Benjamin Scheibehenne was unable to replicate the findings. Scheibehenne questioned whether it was choice overload or information overload that was the issue. Other researchers have argued that it is the lack of meaningful choice that affects satisfaction. Additionally, Barry Schwartz, a renowned psychologist and the author of the book ‘The Paradox of Choice: Why Less Is More,’ also later suggested that the paradox of choice diminishes in the presence of a person’s knowledge of the options and if the choices have been presented well.Does that mean the paradox of choice was an overhyped notion? I conducted a mini-study to test this hypothesis.From shelves to spreadsheets: testing the jam jar theoryI created a simple scatterplot in R using a publicly available dataset from the Brazilian e-commerce site Olist. Olist is Brazil’s largest department store on marketplaces. After delivery, customers are asked to fill out a satisfaction survey with a rating or comment option. I analysed the relationship between the number of distinct products in a category (choices) and the average customer review (satisfaction).Scatterplot generated in R using the Olist datasetBased on the almost horizontal regression line on the plot above, it is evident that more choice does not lead to more satisfaction. Furthermore, categories with fewer than 200 products tend to have average review scores between 4.0 and 4.3. Whereas, categories with more than 1,000 products do not have a higher average satisfaction score, with some even falling below 4.0. This suggests that more choices do not equal more satisfaction and could also reduce satisfaction levels.These findings support the Paradox of Choice, and the dataset helps bring theory into real-world commerce. A curation of lesser, well-presented, and differentiated options could lead to more customer satisfaction.Image created using CanvaFurthermore, the plot could help suggest a more nuanced perspective; people want more choices, as this gives them autonomy. However, beyond a certain point, excessive choice overwhelms rather than empowers, leaving people dissatisfied. Many product strategies reflect this insight: the goal is to inspire confident decision-making rather than limiting freedom. A powerful example of this shift in thinking comes from Apple’s history.Simple tastes, sweeter decisionsImage source: Apple InsiderIt was 1997, and Steve Jobs had just made his return to Apple. The company at the time offered 40 different products; however, its sales were declining. Jobs made one question the company’s mantra,“What are the four products we should be building?”The following year, Apple saw itself return to profitability after introducing the iMac G3. While its success can be attributed to the introduction of a new product line and increased efficiency, one cannot deny that the reduction in the product line simplified the decision-making process for its consumers.To this day, Apple continues to implement this strategy by having a few SKUs and confident defaults.Apple does not just sell premium products; it sells a premium decision-making experience by reducing friction in decision-making for the consumer.Furthermore, a 2015 study based on analyzing scenarios where fewer choice options led to increased sales found the following mitigating factors in buying choices:Time Pressure: Easier and quicker choices led to more sales.Complexity of options: The easier it was to understand what a product was, the better the outcome.Clarity of Preference: How easy it was to compare alternatives and the clarity of one’s preferences.Motivation to Optimize: Whether the consumer wanted to put in the effort to find the ‘best’ option.Picking the right spreadWhile the extent of the validity of the Paradox of Choice is up for debate, its impact cannot be denied. It is still a helpful model that can be used to drive sales and boost customer satisfaction. So, how can one use it as a part of your business’s strategy?Remember, what people want isn’t 50 good choices. They want one confident, easy-to-understand decision that they think they will not regret.Here are some common mistakes that confuse consumers and how you can apply the Jam Jar strategy to curate choices instead:Image is created using CanvaToo many choices lead to decision fatigue.Offering many SKU options usually causes customers to get overwhelmed. Instead, try curating 2–3 strong options that will cover the majority of their needs.2. Being dependent on the users to use filters and specificationsWhen users have to compare specifications themselves, they usually end up doing nothing. Instead, it is better to replace filters with clear labels like “Best for beginners” or “Best for oily skin.”3. Leaving users to make comparisons by themselvesToo many options can make users overwhelmed. Instead, offer default options to show what you recommend. This instills within them a sense of confidence when making the final decision.4. More transparency does not always mean more trustInformation overload never leads to conversions. Instead, create a thoughtful flow that guides the users to the right choices.5. Users do not aim for optimizationAssuming that users will weigh every detail before making a decision is not rooted in reality. In most cases, they will go with their gut. Instead, highlight emotional outcomes, benefits, and uses instead of numbers.6. Not onboarding users is a critical mistakeHoping that users will easily navigate a sea of products without guidance is unrealistic. Instead, use onboarding tools like starter kits, quizzes, or bundles that act as starting points.7. Variety for the sake of varietyUsers crave clarity more than they crave variety. Instead, focus on simplicity when it comes to differentiation.And lastly, remember that while the paradox of choice is a helpful tool in your business strategy arsenal, more choice is not inherently bad. It is the lack of structure in the decision-making process that is the problem. Clear framing will always make decision-making a seamless experience for both your consumers and your business.How jam jars explain Apple’s success was originally published in UX Collective on Medium, where people are continuing the conversation by highlighting and responding to this story.

Where others have become obsessed with speed and trends, Sergio Membrillas has built a career on slowing down and staying true to his craft. Over 13 years as a professional illustrator, he's evolved a distinct style – bold, graphic, and quietly playful – that feels both timeless and entirely his own. But this evolution, as he's quick to point out, wasn't something he forced. "I believe evolution is essential for every artist," Sergio reflects. "Change is not something I resist; it's something I enjoy and welcome as part of the creative journey." His work, initially influenced by a love of Mid-Century graphic design, has gradually absorbed references as diverse as Etruscan art, Mesopotamian motifs, and early 20th-century traditional tattoos. It's a portfolio built on curiosity, not conformity. Despite his stylistic clarity, Sergio's process remains refreshingly analogue at its core. He still begins each project with pencil and paper, leaning into the tactility of drawing by hand. "I've always valued having a physical relationship with art," he says. "There's something essential about feeling the wood of the pencil, manually erasing mistakes, rather than simply double-tapping a screen." His philosophy of working slowly, attentively, and with purpose shows in the balanced compositions and confident use of negative space that has become his signature. Sergio credits his background in graphic design for this instinctive sense of structure. "There has always been a strong graphic sensibility within me," he says, noting that the discipline of design continues to inform his illustration practice, particularly in editorial and poster work where clarity and storytelling must co-exist. Yet, like many creative careers, his path into illustration wasn't plotted from the start. Initially, Sergio imagined illustration would complement his design projects, not become the main event. "At first, I thought I would incorporate my illustrations into my graphic design projects – but in the end, it turned out to be the other way around." A commission for EasyJet's in-flight magazine marked a pivotal moment that reframed illustration from a hobby to a profession. "It made me realize that being an illustrator is a real profession, just like any other." Fast-forward to today, and Sergio's client list reads like a who's who of publishing and design, from The New Yorker to Pentagram. While the calibre of collaborators has changed, what matters most remains the same: trust. "When a client trusts your work and approaches projects with an open mind, collaboration flourishes," he says. It's in these open, trusting relationships that Sergio finds the space to experiment and further develop his ideas. Unsurprisingly, editorial work holds a special place for him. "Editorial projects offer wider creative margins, allowing for greater flexibility and innovation," he explains. Compared to the tighter confines of advertising, editorial illustration offers the opportunity to tell nuanced stories, and Sergio is clear that he views every assignment, regardless of format, as a collaborative effort. If one thing is clear, though, it's that he's not that he's afraid to say no when needed. Maintaining a strong personal voice is non-negotiable. "I always strive to stay true to myself and ensure that every project I undertake reflects a clear personal signature," he says. For Sergio, authenticity isn't just a matter of artistic pride; it's what differentiates an illustrator in a saturated, increasingly automated industry. Valencia is home for Sergio, a city he credits with much of his creative energy. "Oh, Valencia! It's a beautiful city that inspires me and brings me joy," he says, describing it as a European cousin to Los Angeles with its sun-soaked streets and vibrant cultural scene. The blend of tradition and modernity fuels his practice, offering constant inspiration without the sensory overload that often accompanies larger creative hubs. Given the pressure many creatives feel to keep pace with shifting trends, Sergio's approach feels almost radical. "I'm not particularly interested in trends," he says. "What truly matters to me is the feeling of having done something meaningful and fulfilling by the end of the day." Instead of chasing what's fashionable, he draws inspiration from a surprisingly eclectic bookshelf, mixing everything from Wim Crouwel's graphic design classics to studies on Scandinavian tattoos and Alec Soth's photography. It's a reminder that fresh ideas rarely come from looking where everyone else is looking. In the era of AI and content overload, the role of the illustrator is changing, but Sergio remains optimistic. While machine learning might churn out images at record speed, it can't replicate the nuance and emotional intelligence that underpin great illustration. "Illustrators can tell stories, evoke emotions, and create meaningful connections that machines simply cannot replicate," he says. "Our role is shifting, but the value of authentic, thoughtful illustration remains indispensable." That insistence on authenticity carries through to the advice he offers younger illustrators navigating a commercial landscape. "Create work that makes you happy when you go to sleep at night," Sergio advises. "It's important to find projects that align with your values and passions so your artistic voice remains authentic." It's an ethos that has carried him through more than a decade of creative highs and industry shifts. Perhaps it's the real secret behind the clarity of his practice, which he has built not on chasing trends or algorithms but on careful craft, deliberate evolution, and the simple, enduring joy of a well-made pencil and a blank piece of paper.

Ahead of the TechEx North America event on June 4-5, we’ve been lucky enough to speak to Kieran Norton, Deloitte’s US Cyber AI & Automation leader, who will be one of the speakers at the conference on June 4th. Kieran’s 25+ years in the sector mean that as well as speaking authoritatively on all matters cybersecurity, his most recent roles include advising Deloitte clients on many issues around cybersecurity when using AI in business applications.The majority of organisations have in place at least the bare minimum of cybersecurity, and thankfully, in most cases, operate a decently comprehensive raft of cybersecurity measures that cover off communications, data storage, and perimeter defences.However, in the last couple of years, AI has changed the picture, both in terms of how companies can leverage the technology internally, and in how AI is used in cybersecurity – in advanced detection, and in the new ways the tech is used by bad actors.As a Considered a relatively new area, AI, smart automation, data governance and security all inhabit a niche at present. But given the growing presence of AI in the enterprise, those niches are set to become mainstream issues: problems, solutions, and advice that will need to be observed in every organisation, sooner rather than later.Governance and riskIntegrating AI into business processes isn’t solely about the technology and methods for its deployment. Internal processes will need to change to make best use of AI, and to better protect the business that’s using AI daily. Kieran draws a parallel to earlier changes made necessary by new technologies: “I would correlate [AI] with cloud adoption where it was a fairly significant shift. People understood the advantages of it and were moving in that direction, although sometimes it took them more time than others to get there.”Those changes mean casting the net wide, to encompass the update of governance frameworks, establishing secure architectures, even leveraging a new generation of specialists to ensure AI and the data associated with it are used safely and responsibly. Companies actively using AI have to detect and correct bias, test for hallucinations, impose guardrails, manage where, and by whom AI is used, and more. As Kieran puts it: “You probably weren’t doing a lot of testing for hallucination, bias, toxicity, data poisoning, model vulnerabilities, etc. That now has to be part of your process.”These are big subjects, and for the fuller picture, we advocate that readers attend the two talks at TechEx North America that Kieran’s to give. He’ll be exploring both sides of the AI coin – issues around AI deployment for the business, and the methods that companies can implement to deter and detect the new breed of AI-powered malware and attack vectors.The right use-casesKieran advocates that companies start with smaller, lower-risk AI implementations. While some of the first sightings of AI ‘in the wild’ have been chatbots, he was quick to differentiate between a chatbot that can intelligently answer questions from customers, and agents, which can take action by means of triggering interactions with the apps and services the business operates. “So there’s a delineation […] chatbots have been one of the primary starting places […] As we get into agents and agentic, that changes the picture. It also changes the complexity and risk profile.”Customer-facing agentic AI instances are indubitably higher risk, as a misstep can have  significant effects on a brand. “That’s a higher risk scenario. Particularly if the agent is executing financial transactions or making determinations based on healthcare coverage […] that’s not the first use case you want to try.”“If you plug 5, 6, 10, 50, a hundred agents together, you’re getting into a network of agency […] the interactions become quite complex and present different issues,” he said.In some ways, the issues around automation and system-to-system interfaces have been around for close on a decade. Data silos and RPA (robotic process automation) challenges are the hurdles enterprises have been trying to jump for several years. “You still have to know where your data is, know what data you have, have access to it […] The fundamentals are still true.”In the AI era, fundamental questions about infrastructure, data visibility, security, and sovereignty are arguably more relevant. Any discussions about AI tend to circle around the same issues, which throws into relief Kieran’s statements that a conversation about AI in the enterprise has to be wide-reaching and concern many of the operational and infrastructural underpinnings of the enterprise.Kieran therefore emphasises the importance of practicality, and a grounded assessment of need and ability as needing careful examination before AI can gain a foothold. “If you understand the use case […] you should have a pretty good idea of the ROI […] and therefore whether or not it’s worth the pain and suffering to go through building it.”At Deloitte, AI is being put to use where there is a clear use case with a measurable return: in the initial triage-ing of SOC tickets. Here the AI acts as a Level I incident analysis engine. “We know how many tickets get generated a day […] if we can take 60 to 80% of the time out of the triage process, then that has a significant impact.” Given the technology’s nascence, demarcating a specific area of operations where AI can be used acts as both prototype and proof of effectiveness. The AI is not customer-facing, and there are highly-qualified experts in their fields who can check and oversee the AI’s deliberations.ConclusionKieran’s message for business professionals investigating AI uses for their organisations was not to build an AI risk assessment and management programme from scratch. Instead, companies should evolve existing systems, have a clear understanding of each use-case, and avoid the trap of building for theoretical value.“You shouldn’t create another programme just for AI security on top of what you’re already doing […] you should be modernising your programme to address the nuances associated with AI workloads.” Success in AI starts with clear, realistic goals built on solid foundations.You can read more about TechEx North America here and sign up to attend. Visit the Deloitte team at booth #153 and drop in on its sessions on June 4: ‘Securing the AI Stack’ on the AI & Big Data stage from 9:20am-9:50am, and ‘Leveraging AI in Cybersecurity for business transformation’ on the Cybersecurity stage, 10:20am – 10:50am.Learn more about Deloitte’s solutions and service offerings for AI in business and cybersecurity or email the team at uscyberai@deloitte.com.(Image source: “Symposium Cisco Ecole Polytechnique 9-10 April 2018 Artificial Intelligence & Cybersecurity” by Ecole polytechnique / Paris / France is licensed under CC BY-SA 2.0.)

Behind 69 Walker Street’s facade in the Tribeca neighborhood of New York is a beehive of designers all striving toward the same goal: making great work, whether big or small, luxury residential or affordable housing, interiors or ground up. Fogarty Finger occupies three floors of the industrial loft building so ubiquitous in the neighborhood Robert De Niro made famous. The 130-person firm was founded in 2003 by Chris Fogarty and Robert Finger after the pair spent a decade working at SOM. Alexandra Cuber joined the office in 2014 and is a director in Fogarty Finger’s interiors studio. John Zimmer also teamed up as a director, following a stint in San Francisco. Despite having grown significantly, Fogarty Finger remains malleable, and responsive to ever-evolving industry trends. “About 80 percent of our clients are return clients,” Fogarty told AN. “Not only do clients often come back, they also recommend us. For the longest time we didn’t do business development because we didn’t need to. Now, at our size, we have to be a bit more thoughtful.” “One of many things that differentiates us from other, larger offices is that we’re still first-generation leadership,” Finger added. “We bring a very boutique approach to everything we do. Nobody has an expectation of what the firm does from generations past. This means we don’t have people above us managing us from the financial side [who are] responsible for many, many offices. This gives us more freedom in terms of design; we don’t come with the same overhead as many other firms have.” Astoria West (Alexander Severin) Astoria West, 2022 A waterfront site Fogarty Finger recently negotiated is in Astoria, Queens. Astoria West is a handsome, 500-unit luxury residential complex that’s easily recognizable from Manhattan thanks to its bays, which jut out from the facade. The complex is broken up into three buildings with a shared courtyard. “We had a supertight budget,” Fogarty said. “The client came to us and said, ‘I need something I can recognize while standing in Manhattan.’ So we used dormer rules that allowed for these vertical portals into the apartment, which gave it an identity. Working on a very slim budget, a lot of detailing and thinking went into the windows, which change size, and the brick patterns. A lot of thought also went into the ground plane. We wanted to make apartments that people couldn’t look into from the sidewalk, without creating a soulless pedestrian experience outside.” Private Equity Office (David Mitchell) Private Equity Office, 2024 Fogarty Finger’s interiors studio collaborates with high-caliber real estate, financial services, and legal firms across the Eastern Seaboard. Recently, Fogarty Finger redesigned a space within an iconic Manhattan tower for a private equity firm; the result was a design that’s both inviting and dignifying. “Companies put a lot of thought into their address, but so often how they want their interiors to look and work is an open-ended conversation,” Finger said. “Real estate is becoming a very experience-driven industry, which is affecting everything.” For Fogarty Finger, helping financial services and legal practices arrive at a clear understanding of their identity is paramount, as was the case in this project, in which the client requested to stay anonymous. “We often start with visioning sessions,” Cuber said. “We ask clients to describe themselves in a few words, which often rattles them a bit. It’s so interesting taking these interviews and creating a space that reflects the client and how they want to present themselves.” The Eliza + Inwood Public Library (Alexander Severin) The Eliza + Inwood Public Library, 2024 What to do with all of New York City’s publicly owned land has mayoral candidates talking. Amid ongoing debates, one thing seems clear: The new Eliza Apartments at the redeveloped Inwood Public Library in Manhattan is a very good precedent to use when negotiating city land moving forward. Mayoral candidates Zohran Mamdani, Zellnor Myrie, and Andrew Cuomo all alluded to the Eliza + Inwood Public Library in their housing plans as a case study to emulate. The mixed-use building opened earlier this year and was reviewed by AN. Fogarty Finger designed the ground-up building and its accompanying apartments, while Andrew Berman Architects ideated the ground-level library. “This is a truly multiuse building,” Zimmer said. “It has a community center that’s used for vocational training and STEM in the cellar, and there’s also a universal pre-K.” Nevins Landing in Gowanus, Brooklyn (Courtesy Fogarty Finger) Nevins Landing, 2021– The Gowanus neighborhood is one of the largest, most significant development sites underway in New York today. Many high-profile firms are designing buildings near the polluted canal—a Superfund site in a yearslong cleanup—and Fogarty Finger is one of them. The firm is behind 320 and 340 Nevins Landing, on the banks of what many hope becomes the “eco-friendly Amsterdam of Brooklyn.” Fogarty Finger’s design at Nevins Landing can be understood as two separate plinths that front a shared plaza with towers above them. The facades mimic the old brick buildings in the neighborhood, with all of their idiosyncrasies. One of the other commendable features of Nevins Landing’s design is its retail component: Fogarty Finger created internal public corridors lined with a variety of small commercial spaces. This will ensure the ground level of Nevins Landing is a happening display of artists and coffee shops instead of, say, another Walgreens. “Our goal was to make a neighborhood,” Cuber said.

If you’ve ever been locked out of your work computer, you know the urgent need to reach IT support. Unfortunately, help desk staff are often busy assisting others, which can mean a significant delay before you regain access. Andrei Serban realized the critical importance of IT’s manual work when he was a product lead on Rippling’s apps and integrations team. Serban, who joined Rippling after it acquired his coding security startup Fuzzbuzz in 2023, saw an opportunity to automate many of the help desk’s basic tasks with AI, from resetting passwords, to granting access to apps like Figma and Miro, to routine troubleshooting. Serban couldn’t wait to get started on his vision. He left Rippling last year to found Console, a startup on a mission to help IT teams reduce mundane, repetitive tasks, thereby freeing up time for help desk professionals to work on more strategic and sophisticated projects. While trying to automate help desk functions isn’t new, Console differentiates itself from existing competitors — including Moveworks, which was acquired by ServiceNow in March for $2.85 billion — by forgoing long, complex installation processes. Thanks to its easy integration with Slack, Console’s AI assistant can be made available to everyone in the company in just a few weeks. “We’re able to get there so fast because we don’t require you to replace your help desk,” he said. Console sees itself as an AI co-worker that up-levels existing help desk professionals. Serban even suggested that as companies digitize more of their operations, the IT function will become increasingly vital. Employees message Console on Slack and the startup’s AI agent quickly responds to requests because it knows everything about the user, from their specific laptop model to the applications they have permission to use. Console’s AI can resolve over 50% of the tasks on its own, and it will loop in someone from IT for more complex issues, Serban said. Techcrunch event Save now through June 4 for TechCrunch Sessions: AI Save $300 on your ticket to TC Sessions: AI—and get 50% off a second. Hear from leaders at OpenAI, Anthropic, Khosla Ventures, and more during a full day of expert insights, hands-on workshops, and high-impact networking. These low-rate deals disappear when the doors open on June 5. Exhibit at TechCrunch Sessions: AI Secure your spot at TC Sessions: AI and show 1,200+ decision-makers what you’ve built — without the big spend. Available through May 9 or while tables last. Berkeley, CA | June 5 REGISTER NOW The fast install time attracted customers, including Scale AI, Flock Safety, and Calendly. These customer wins have led Console to secure $6.2 million in seed funding from Thrive Capital. Vince Hankes, a partner at Thrive, said that the firm, which has backed many of the leading AI companies, including OpenAI, Cursor, and Scale AI, has had a thesis about artificial intelligence’s potential to assist with IT tasks since ChatGPT was first released in the fall of 2022. While Hankes acknowledged that Console’s fast integration might make it seem easily replaceable, he believes its AI technology will improve so quickly with user adoption that it will become an indispensable, deeply integrated system essential to everyone at the customer’s company. Console’s goal is to eventually start supporting other functions, including answering employee requests about HR, finance, and legal. “We want Console to be an employee’s first call for help,” Serban said.  Topics