The Brazilian game industry is drowning in mediocrity, and it's time we face the truth! How can we even think about establishing ourselves on the global stage when we can't even support our own developers? The discussions at Gamescom Latam 2025 reveal a tragic reality: endless barriers, lack of investment, and a government that doesn't give a damn about the creative minds trying to shine. It's infuriating to see talent wasted because of systemic failures! If we want to make it political, let’s demand real change and support for our industry. We can’t afford to sit on the sidelines while our potential is squandered! #BrazilianGameIndustry #GamescomLatam2025 #SupportOurDevelopers #GameDevelopment #PoliticalChange

One of the four pillars of good conversation is levity. You needn’t be a comedian, you can but have some funTetra Images, LLC/Alamy Conversation lies at the heart of our relationships – yet many of us find it surprisingly hard to talk to others. We may feel anxious at the thought of making small talk with strangers and struggle to connect with the people who are closest to us. If that sounds familiar, Alison Wood Brooks hopes to help. She is a professor at Harvard Business School, where she teaches an oversubscribed course called “TALK: How to talk gooder in business and life”, and the author of a new book, Talk: The science of conversation and the art of being ourselves. Both offer four key principles for more meaningful exchanges. Conversations are inherently unpredictable, says Wood Brooks, but they follow certain rules – and knowing their architecture makes us more comfortable with what is outside of our control. New Scientist asked her about the best ways to apply this research to our own chats. David Robson: Talking about talking feels quite meta. Do you ever find yourself critiquing your own performance? Alison Wood Brooks: There are so many levels of “meta-ness”. I have often felt like I’m floating over the room, watching conversations unfold, even as I’m involved in them myself. I teach a course at Harvard, andall get to experience this feeling as well. There can be an uncomfortable period of hypervigilance, but I hope that dissipates over time as they develop better habits. There is a famous quote from Charlie Parker, who was a jazz saxophonist. He said something like, “Practise, practise, practise, and then when you get on stage, let it all go and just wail.” I think that’s my approach to conversation. Even when you’re hyper-aware of conversation dynamics, you have to remember the true delight of being with another human mind, and never lose the magic of being together. Think ahead, but once you’re talking, let it all go and just wail. Reading your book, I learned that a good way to enliven a conversation is to ask someone why they are passionate about what they do. So, where does your passion for conversation come from? I have two answers to this question. One is professional. Early in my professorship at Harvard, I had been studying emotions by exploring how people talk about their feelings and the balance between what we feel inside and how we express that to others. And I realised I just had this deep, profound interest in figuring out how people talk to each other about everything, not just their feelings. We now have scientific tools that allow us to capture conversations and analyse them at large scale. Natural language processing, machine learning, the advent of AI – all this allows us to take huge swathes of transcript data and process it much more efficiently. Receive a weekly dose of discovery in your inbox. Sign up to newsletter The personal answer is that I’m an identical twin, and I spent my whole life, from the moment I opened my newborn eyes, existing next to a person who’s an exact copy of myself. It was like observing myself at very close range, interacting with the world, interacting with other people. I could see when she said and did things well, and I could try to do that myself. And I saw when her jokes failed, or she stumbled over her words – I tried to avoid those mistakes. It was a very fortunate form of feedback that not a lot of people get. And then, as a twin, you’ve got this person sharing a bedroom, sharing all your clothes, going to all the same parties and playing on the same sports teams, so we were just constantly in conversation with each other. You reached this level of shared reality that is so incredible, and I’ve spent the rest of my life trying to help other people get there in their relationships, too. “TALK” cleverly captures your framework for better conversations: topics, asking, levity and kindness. Let’s start at the beginning. How should we decide what to talk about? My first piece of advice is to prepare. Some people do this naturally. They already think about the things that they should talk about with somebody before they see them. They should lean into this habit. Some of my students, however, think it’s crazy. They think preparation will make the conversation seem rigid and forced and overly scripted. But just because you’ve thought ahead about what you might talk about doesn’t mean you have to talk about those things once the conversation is underway. It does mean, however, that you always have an idea waiting for you when you’re not sure what to talk about next. Having just one topic in your back pocket can help you in those anxiety-ridden moments. It makes things more fluent, which is important for establishing a connection. Choosing a topic is not only important at the start of a conversation. We’re constantly making decisions about whether we should stay on one subject, drift to something else or totally shift gears and go somewhere wildly different. Sometimes the topic of conversation is obvious. Even then, knowing when to switch to a new one can be trickyMartin Parr/Magnum Photos What’s your advice when making these decisions? There are three very clear signs that suggest that it’s time to switch topics. The first is longer mutual pauses. The second is more uncomfortable laughter, which we use to fill the space that we would usually fill excitedly with good content. And the third sign is redundancy. Once you start repeating things that have already been said on the topic, it’s a sign that you should move to something else. After an average conversation, most people feel like they’ve covered the right number of topics. But if you ask people after conversations that didn’t go well, they’ll more often say that they didn’t talk about enough things, rather than that they talked about too many things. This suggests that a common mistake is lingering too long on a topic after you’ve squeezed all the juice out of it. The second element of TALK is asking questions. I think a lot of us have heard the advice to ask more questions, yet many people don’t apply it. Why do you think that is? Many years of research have shown that the human mind is remarkably egocentric. Often, we are so focused on our own perspective that we forget to even ask someone else to share what’s in their mind. Another reason is fear. You’re interested in the other person, and you know you should ask them questions, but you’re afraid of being too intrusive, or that you will reveal your own incompetence, because you feel you should know the answer already. What kinds of questions should we be asking – and avoiding? In the book, I talk about the power of follow-up questions that build on anything that your partner has just said. It shows that you heard them, that you care and that you want to know more. Even one follow-up question can springboard us away from shallow talk into something deeper and more meaningful. There are, however, some bad patterns of question asking, such as “boomerasking”. Michael Yeomansand I have a recent paper about this, and oh my gosh, it’s been such fun to study. It’s a play on the word boomerang: it comes back to the person who threw it. If I ask you what you had for breakfast, and you tell me you had Special K and banana, and then I say, “Well, let me tell you about my breakfast, because, boy, was it delicious” – that’s boomerasking. Sometimes it’s a thinly veiled way of bragging or complaining, but sometimes I think people are genuinely interested to hear from their partner, but then the partner’s answer reminds them so much of their own life that they can’t help but start sharing their perspective. In our research, we have found that this makes your partner feel like you weren’t interested in their perspective, so it seems very insincere. Sharing your own perspective is important. It’s okay at some point to bring the conversation back to yourself. But don’t do it so soon that it makes your partner feel like you didn’t hear their answer or care about it. Research by Alison Wood Brooks includes a recent study on “boomerasking”, a pitfall you should avoid to make conversations flowJanelle Bruno What are the benefits of levity? When we think of conversations that haven’t gone well, we often think of moments of hostility, anger or disagreement, but a quiet killer of conversation is boredom. Levity is the antidote. These small moments of sparkle or fizz can pull us back in and make us feel engaged with each other again. Our research has shown that we give status and respect to people who make us feel good, so much so that in a group of people, a person who can land even one appropriate joke is more likely to be voted as the leader. And the joke doesn’t even need to be very funny! It’s the fact that they were confident enough to try it and competent enough to read the room. Do you have any practical steps that people can apply to generate levity, even if they’re not a natural comedian? Levity is not just about being funny. In fact, aiming to be a comedian is not the right goal. When we watch stand-up on Netflix, comedians have rehearsed those jokes and honed them and practised them for a long time, and they’re delivering them in a monologue to an audience. It’s a completely different task from a live conversation. In real dialogue, what everybody is looking for is to feel engaged, and that doesn’t require particularly funny jokes or elaborate stories. When you see opportunities to make it fun or lighten the mood, that’s what you need to grab. It can come through a change to a new, fresh topic, or calling back to things that you talked about earlier in the conversation or earlier in your relationship. These callbacks – which sometimes do refer to something funny – are such a nice way of showing that you’ve listened and remembered. A levity move could also involve giving sincere compliments to other people. When you think nice things, when you admire someone, make sure you say it out loud. This brings us to the last element of TALK: kindness. Why do we so often fail to be as kind as we would like? Wobbles in kindness often come back to our egocentrism. Research shows that we underestimate how much other people’s perspectives differ from our own, and we forget that we have the tools to ask other people directly in conversation for their perspective. Being a kinder conversationalist is about trying to focus on your partner’s perspective and then figuring what they need and helping them to get it. Finally, what is your number one tip for readers to have a better conversation the next time they speak to someone? Every conversation is surprisingly tricky and complex. When things don’t go perfectly, give yourself and others more grace. There will be trips and stumbles and then a little grace can go very, very far. Topics: #four #sciencebased #rules #that #will

“The best way to predict the future is to invent it,” the famed computer scientist Alan Kay once said. Uttered more out of exasperation than as inspiration, his remark has nevertheless attained gospel-like status among Silicon Valley entrepreneurs, in particular a handful of tech billionaires who fancy themselves the chief architects of humanity’s future.  Sam Altman, Jeff Bezos, Elon Musk, and others may have slightly different goals and ambitions in the near term, but their grand visions for the next decade and beyond are remarkably similar. Framed less as technological objectives and more as existential imperatives, they include aligning AI with the interests of humanity; creating an artificial superintelligence that will solve all the world’s most pressing problems; merging with that superintelligence to achieve immortality; establishing a permanent, self-­sustaining colony on Mars; and, ultimately, spreading out across the cosmos. While there’s a sprawling patchwork of ideas and philosophies powering these visions, three features play a central role, says Adam Becker, a science writer and astrophysicist: an unshakable certainty that technology can solve any problem, a belief in the necessity of perpetual growth, and a quasi-religious obsession with transcending our physical and biological limits. In his timely new book, More Everything Forever: AI Overlords, Space Empires, and Silicon Valley’s Crusade to Control the Fate of Humanity, Becker calls this triumvirate of beliefs the “ideology of technological salvation” and warns that tech titans are using it to steer humanity in a dangerous direction.  “In most of these isms you’ll find the idea of escape and transcendence, as well as the promise of an amazing future, full of unimaginable wonders—so long as we don’t get in the way of technological progress.” “The credence that tech billionaires give to these specific science-fictional futures validates their pursuit of more—to portray the growth of their businesses as a moral imperative, to reduce the complex problems of the world to simple questions of technology,to justify nearly any action they might want to take,” he writes. Becker argues that the only way to break free of these visions is to see them for what they are: a convenient excuse to continue destroying the environment, skirt regulations, amass more power and control, and dismiss the very real problems of today to focus on the imagined ones of tomorrow.  A lot of critics, academics, and journalists have tried to define or distill the Silicon Valley ethos over the years. There was the “Californian Ideology” in the mid-’90s, the “Move fast and break things” era of the early 2000s, and more recently the “Libertarianism for me, feudalism for thee”  or “techno-­authoritarian” views. How do you see the “ideology of technological salvation” fitting in?  I’d say it’s very much of a piece with those earlier attempts to describe the Silicon Valley mindset. I mean, you can draw a pretty straight line from Max More’s principles of transhumanism in the ’90s to the Californian Ideologyand through to what I call the ideology of technological salvation. The fact is, many of the ideas that define or animate Silicon Valley thinking have never been much of a ­mystery—libertarianism, an antipathy toward the government and regulation, the boundless faith in technology, the obsession with optimization.  What can be difficult is to parse where all these ideas come from and how they fit together—or if they fit together at all. I came up with the ideology of technological salvation as a way to name and give shape to a group of interrelated concepts and philosophies that can seem sprawling and ill-defined at first, but that actually sit at the center of a worldview shared by venture capitalists, executives, and other thought leaders in the tech industry.  Readers will likely be familiar with the tech billionaires featured in your book and at least some of their ambitions. I’m guessing they’ll be less familiar with the various “isms” that you argue have influenced or guided their thinking. Effective altruism, rationalism, long­termism, extropianism, effective accelerationism, futurism, singularitarianism, ­transhumanism—there are a lot of them. Is there something that they all share?  They’re definitely connected. In a sense, you could say they’re all versions or instantiations of the ideology of technological salvation, but there are also some very deep historical connections between the people in these groups and their aims and beliefs. The Extropians in the late ’80s believed in self-­transformation through technology and freedom from limitations of any kind—ideas that Ray Kurzweil eventually helped popularize and legitimize for a larger audience with the Singularity.  In most of these isms you’ll find the idea of escape and transcendence, as well as the promise of an amazing future, full of unimaginable wonders—so long as we don’t get in the way of technological progress. I should say that AI researcher Timnit Gebru and philosopher Émile Torres have also done a lot of great work linking these ideologies to one another and showing how they all have ties to racism, misogyny, and eugenics. You argue that the Singularity is the purest expression of the ideology of technological salvation. How so? Well, for one thing, it’s just this very simple, straightforward idea—the Singularity is coming and will occur when we merge our brains with the cloud and expand our intelligence a millionfold. This will then deepen our awareness and consciousness and everything will be amazing. In many ways, it’s a fantastical vision of a perfect technological utopia. We’re all going to live as long as we want in an eternal paradise, watched over by machines of loving grace, and everything will just get exponentially better forever. The end. The other isms I talk about in the book have a little more … heft isn’t the right word—they just have more stuff going on. There’s more to them, right? The rationalists and the effective altruists and the longtermists—they think that something like a singularity will happen, or could happen, but that there’s this really big danger between where we are now and that potential event. We have to address the fact that an all-powerful AI might destroy humanity—the so-called alignment problem—before any singularity can happen.  Then you’ve got the effective accelerationists, who are more like Kurzweil, but they’ve got more of a tech-bro spin on things. They’ve taken some of the older transhumanist ideas from the Singularity and updated them for startup culture. Marc Andreessen’s “Techno-Optimist Manifesto”is a good example. You could argue that all of these other philosophies that have gained purchase in Silicon Valley are just twists on Kurzweil’s Singularity, each one building on top of the core ideas of transcendence, techno­-optimism, and exponential growth.  Early on in the book you take aim at that idea of exponential growth—specifically, Kurzweil’s “Law of Accelerating Returns.” Could you explain what that is and why you think it’s flawed? Kurzweil thinks there’s this immutable “Law of Accelerating Returns” at work in the affairs of the universe, especially when it comes to technology. It’s the idea that technological progress isn’t linear but exponential. Advancements in one technology fuel even more rapid advancements in the future, which in turn lead to greater complexity and greater technological power, and on and on. This is just a mistake. Kurzweil uses the Law of Accelerating Returns to explain why the Singularity is inevitable, but to be clear, he’s far from the only one who believes in this so-called law. “I really believe that when you get as rich as some of these guys are, you can just do things that seem like thinking and no one is really going to correct you or tell you things you don’t want to hear.” My sense is that it’s an idea that comes from staring at Moore’s Law for too long. Moore’s Law is of course the famous prediction that the number of transistors on a chip will double roughly every two years, with a minimal increase in cost. Now, that has in fact happened for the last 50 years or so, but not because of some fundamental law in the universe. It’s because the tech industry made a choice and some very sizable investments to make it happen. Moore’s Law was ultimately this really interesting observation or projection of a historical trend, but even Gordon Mooreknew that it wouldn’t and couldn’t last forever. In fact, some think it’s already over.  These ideologies take inspiration from some pretty unsavory characters. Transhumanism, you say, was first popularized by the eugenicist Julian Huxley in a speech in 1951. Marc Andreessen’s “Techno-Optimist Manifesto” name-checks the noted fascist Filippo Tommaso Marinetti and his futurist manifesto. Did you get the sense while researching the book that the tech titans who champion these ideas understand their dangerous origins? You’re assuming in the framing of that question that there’s any rigorous thought going on here at all. As I say in the book, Andreessen’s manifesto runs almost entirely on vibes, not logic. I think someone may have told him about the futurist manifesto at some point, and he just sort of liked the general vibe, which is why he paraphrases a part of it. Maybe he learned something about Marinetti and forgot it. Maybe he didn’t care.  I really believe that when you get as rich as some of these guys are, you can just do things that seem like thinking and no one is really going to correct you or tell you things you don’t want to hear. For many of these billionaires, the vibes of fascism, authoritarianism, and colonialism are attractive because they’re fundamentally about creating a fantasy of control.  You argue that these visions of the future are being used to hasten environmental destruction, increase authoritarianism, and exacerbate inequalities. You also admit that they appeal to lots of people who aren’t billionaires. Why do you think that is?  I think a lot of us are also attracted to these ideas for the same reasons the tech billionaires are—they offer this fantasy of knowing what the future holds, of transcending death, and a sense that someone or something out there is in control. It’s hard to overstate how comforting a simple, coherent narrative can be in an increasingly complex and fast-moving world. This is of course what religion offers for many of us, and I don’t think it’s an accident that a sizable number of people in the rationalist and effective altruist communities are actually ex-evangelicals. More than any one specific technology, it seems like the most consequential thing these billionaires have invented is a sense of inevitability—that their visions for the future are somehow predestined. How does one fight against that? It’s a difficult question. For me, the answer was to write this book. I guess I’d also say this: Silicon Valley enjoyed well over a decade with little to no pushback on anything. That’s definitely a big part of how we ended up in this mess. There was no regulation, very little critical coverage in the press, and a lot of self-mythologizing going on. Things have started to change, especially as the social and environmental damage that tech companies and industry leaders have helped facilitate has become more clear. That understanding is an essential part of deflating the power of these tech billionaires and breaking free of their visions. When we understand that these dreams of the future are actually nightmares for the rest of us, I think you’ll see that senseof inevitability vanish pretty fast.  This interview was edited for length and clarity. Bryan Gardiner is a writer based in Oakland, California.  #tech #billionaires #are #making #risky

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

Reading Time: 9 minutes In the ever-evolving landscape of customer engagement, staying ahead of the curve is not just advantageous, it’s essential. That’s why, for Chapter 7 of “The Customer Engagement Book: Adapt or Die,” we sat down with Mirela Cialai, a seasoned expert in CRM and Martech strategies at brands like Equinox. Mirela brings a wealth of knowledge in aligning technology roadmaps with business goals, shifting organizational focuses from acquisition to retention, and leveraging hyper-personalization to drive success. In this interview, Mirela dives deep into building robust customer engagement technology roadmaps. She unveils the “PAPER” framework—Plan, Audit, Prioritize, Execute, Refine—a simple yet effective strategy for marketers. You’ll gain insights into identifying gaps in your Martech stack, ensuring data accuracy, and prioritizing initiatives that deliver the greatest impact and ROI. Whether you’re navigating data silos, striving for cross-functional alignment, or aiming for seamless tech integration, Mirela’s expertise provides practical solutions and actionable takeaways.   Mirela Cialai Q&A Interview 1. How do you define the vision for a customer engagement platform roadmap in alignment with the broader business goals? Can you share any examples of successful visions from your experience? Defining the vision for the roadmap in alignment with the broader business goals involves creating a strategic framework that connects the team’s objectives with the organization’s overarching mission or primary objectives. This could be revenue growth, customer retention, market expansion, or operational efficiency. We then break down these goals into actionable areas where the team can contribute, such as improving engagement, increasing lifetime value, or driving acquisition. We articulate how the team will support business goals by defining the KPIs that link CRM outcomes — the team’s outcomes — to business goals. In a previous role, the CRM team I was leading faced significant challenges due to the lack of attribution capabilities and a reliance on surface-level metrics such as open rates and click-through rates to measure performance. This approach made it difficult to quantify the impact of our efforts on broader business objectives such as revenue growth. Recognizing this gap, I worked on defining a vision for the CRM team to address these shortcomings. Our vision was to drive measurable growth through enhanced data accuracy and improved attribution capabilities, which allowed us to deliver targeted, data-driven, and personalized customer experiences. To bring this vision to life, I developed a roadmap that focused on first improving data accuracy, building our attribution capabilities, and delivering personalization at scale. By aligning the vision with these strategic priorities, we were able to demonstrate the tangible impact of our efforts on the key business goals. 2. What steps did you take to ensure data accuracy? The data team was very diligent in ensuring that our data warehouse had accurate data. So taking that as the source of truth, we started cleaning the data in all the other platforms that were integrated with our data warehouse — our CRM platform, our attribution analytics platform, etc. That’s where we started, looking at all the different integrations and ensuring that the data flows were correct and that we had all the right flows in place. And also validating and cleaning our email database — that helped, having more accurate data. 3. How do you recommend shifting organizational focus from acquisition to retention within a customer engagement strategy? Shifting an organization’s focus from acquisition to retention requires a cultural and strategic shift, emphasizing the immense value that existing customers bring to long-term growth and profitability. I would start by quantifying the value of retention, showcasing how retaining customers is significantly more cost-effective than acquiring new ones. Research consistently shows that increasing retention rates by just 5% can boost profits by at least 25 to 95%. This data helps make a compelling case to stakeholders about the importance of prioritizing retention. Next, I would link retention to core business goals by demonstrating how enhancing customer lifetime value and loyalty can directly drive revenue growth. This involves shifting the organization’s focus to retention-specific metrics such as churn rate, repeat purchase rate, and customer LTV. These metrics provide actionable insights into customer behaviors and highlight the financial impact of retention initiatives, ensuring alignment with the broader company objectives. By framing retention as a driver of sustainable growth, the organization can see it not as a competing priority, but as a complementary strategy to acquisition, ultimately leading to a more balanced and effective customer engagement strategy. 4. What are the key steps in analyzing a brand’s current Martech stack capabilities to identify gaps and opportunities for improvement? Developing a clear understanding of the Martech stack’s current state and ensuring it aligns with a brand’s strategic needs and future goals requires a structured and strategic approach. The process begins with defining what success looks like in terms of technology capabilities such as scalability, integration, automation, and data accessibility, and linking these capabilities directly to the brand’s broader business objectives. I start by doing an inventory of all tools currently in use, including their purpose, owner, and key functionalities, assessing if these tools are being used to their full potential or if there are features that remain unused, and reviewing how well tools integrate with one another and with our core systems, the data warehouse. Also, comparing the capabilities of each tool and results against industry standards and competitor practices and looking for missing functionalities such as personalization, omnichannel orchestration, or advanced analytics, and identifying overlapping tools that could be consolidated to save costs and streamline workflows. Finally, review the costs of the current tools against their impact on business outcomes and identify technologies that could reduce costs, increase efficiency, or deliver higher ROI through enhanced capabilities. Establish a regular review cycle for the Martech stack to ensure it evolves alongside the business and the technological landscape. 5. How do you evaluate whether a company’s tech stack can support innovative customer-focused campaigns, and what red flags should marketers look out for? I recommend taking a structured approach and first ensure there is seamless integration across all tools to support a unified customer view and data sharing across the different channels. Determine if the stack can handle increasing data volumes, larger audiences, and additional channels as the campaigns grow, and check if it supports dynamic content, behavior-based triggers, and advanced segmentation and can process and act on data in real time through emerging technologies like AI/ML predictive analytics to enable marketers to launch responsive and timely campaigns. Most importantly, we need to ensure that the stack offers robust reporting tools that provide actionable insights, allowing teams to track performance and optimize campaigns. Some of the red flags are: data silos where customer data is fragmented across platforms and not easily accessible or integrated, inability to process or respond to customer behavior in real time, a reliance on manual intervention for tasks like segmentation, data extraction, campaign deployment, and poor scalability. If the stack struggles with growing data volumes or expanding to new channels, it won’t support the company’s evolving needs. 6. What role do hyper-personalization and timely communication play in a successful customer engagement strategy? How do you ensure they’re built into the technology roadmap? Hyper-personalization and timely communication are essential components of a successful customer engagement strategy because they create meaningful, relevant, and impactful experiences that deepen the relationship with customers, enhance loyalty, and drive business outcomes. Hyper-personalization leverages data to deliver tailored content that resonates with each individual based on their preferences, behavior, or past interactions, and timely communication ensures these personalized interactions occur at the most relevant moments, which ultimately increases their impact. Customers are more likely to engage with messages that feel relevant and align with their needs, and real-time triggers such as cart abandonment or post-purchase upsells capitalize on moments when customers are most likely to convert. By embedding these capabilities into the roadmap through data integration, AI-driven insights, automation, and continuous optimization, we can deliver impactful, relevant, and timely experiences that foster deeper customer relationships and drive long-term success. 7. What’s your approach to breaking down the customer engagement technology roadmap into manageable phases? How do you prioritize the initiatives? To create a manageable roadmap, we need to divide it into distinct phases, starting with building the foundation by addressing data cleanup, system integrations, and establishing metrics, which lays the groundwork for success. Next, we can focus on early wins and quick impact by launching behavior-based campaigns, automating workflows, and improving personalization to drive immediate value. Then we can move to optimization and expansion, incorporating predictive analytics, cross-channel orchestration, and refined attribution models to enhance our capabilities. Finally, prioritize innovation and scalability, leveraging AI/ML for hyper-personalization, scaling campaigns to new markets, and ensuring the system is equipped for future growth. By starting with foundational projects, delivering quick wins, and building towards scalable innovation, we can drive measurable outcomes while maintaining our agility to adapt to evolving needs. In terms of prioritizing initiatives effectively, I would focus on projects that deliver the greatest impact on business goals, on customer experience and ROI, while we consider feasibility, urgency, and resource availability. In the past, I’ve used frameworks like Impact Effort Matrix to identify the high-impact, low-effort initiatives and ensure that the most critical projects are addressed first. 8. How do you ensure cross-functional alignment around this roadmap? What processes have worked best for you? Ensuring cross-functional alignment requires clear communication, collaborative planning, and shared accountability. We need to establish a shared understanding of the roadmap’s purpose and how it ties to the company’s overall goals by clearly articulating the “why” behind the roadmap and how each team can contribute to its success. To foster buy-in and ensure the roadmap reflects diverse perspectives and needs, we need to involve all stakeholders early on during the roadmap development and clearly outline each team’s role in executing the roadmap to ensure accountability across the different teams. To keep teams informed and aligned, we use meetings such as roadmap kickoff sessions and regular check-ins to share updates, address challenges collaboratively, and celebrate milestones together. 9. If you were to outline a simple framework for marketers to follow when building a customer engagement technology roadmap, what would it look like? A simple framework for marketers to follow when building the roadmap can be summarized in five clear steps: Plan, Audit, Prioritize, Execute, and Refine. In one word: PAPER. Here’s how it breaks down. Plan: We lay the groundwork for the roadmap by defining the CRM strategy and aligning it with the business goals. Audit: We evaluate the current state of our CRM capabilities. We conduct a comprehensive assessment of our tools, our data, the processes, and team workflows to identify any potential gaps. Prioritize: initiatives based on impact, feasibility, and ROI potential. Execute: by implementing the roadmap in manageable phases. Refine: by continuously improving CRM performance and refining the roadmap. So the PAPER framework — Plan, Audit, Prioritize, Execute, and Refine — provides a structured, iterative approach allowing marketers to create a scalable and impactful customer engagement strategy. 10. What are the most common challenges marketers face in creating or executing a customer engagement strategy, and how can they address these effectively? The most critical is when the customer data is siloed across different tools and platforms, making it very difficult to get a unified view of the customer. This limits the ability to deliver personalized and consistent experiences. The solution is to invest in tools that can centralize data from all touchpoints and ensure seamless integration between different platforms to create a single source of truth. Another challenge is the lack of clear metrics and ROI measurement and the inability to connect engagement efforts to tangible business outcomes, making it very hard to justify investment or optimize strategies. The solution for that is to define clear KPIs at the outset and use attribution models to link customer interactions to revenue and other key outcomes. Overcoming internal silos is another challenge where there is misalignment between teams, which can lead to inconsistent messaging and delayed execution. A solution to this is to foster cross-functional collaboration through shared goals, regular communication, and joint planning sessions. Besides these, other challenges marketers can face are delivering personalization at scale, keeping up with changing customer expectations, resource and budget constraints, resistance to change, and others. While creating and executing a customer engagement strategy can be challenging, these obstacles can be addressed through strategic planning, leveraging the right tools, fostering collaboration, and staying adaptable to customer needs and industry trends. By tackling these challenges proactively, marketers can deliver impactful customer-centric strategies that drive long-term success. 11. What are the top takeaways or lessons that you’ve learned from building customer engagement technology roadmaps that others should keep in mind? I would say one of the most important takeaways is to ensure that the roadmap directly supports the company’s broader objectives. Whether the focus is on retention, customer lifetime value, or revenue growth, the roadmap must bridge the gap between high-level business goals and actionable initiatives. Another important lesson: The roadmap is only as effective as the data and systems it’s built upon. I’ve learned the importance of prioritizing foundational elements like data cleanup, integrations, and governance before tackling advanced initiatives like personalization or predictive analytics. Skipping this step can lead to inefficiencies or missed opportunities later on. A Customer Engagement Roadmap is a strategic tool that evolves alongside the business and its customers. So by aligning with business goals, building a solid foundation, focusing on impact, fostering collaboration, and remaining adaptable, you can create a roadmap that delivers measurable results and meaningful customer experiences.     This interview Q&A was hosted with Mirela Cialai, Director of CRM & MarTech at Equinox, for Chapter 7 of The Customer Engagement Book: Adapt or Die. Download the PDF or request a physical copy of the book here. The post Mirela Cialai Q&A: Customer Engagement Book Interview appeared first on MoEngage. #mirela #cialai #qampampa #customer #engagement

Nier: Automata creators deny characters "were problematic overseas" and blame mistranslated subtitle for censorship rumours Nier miss. Image credit: Square Enix News by Vikki Blake Contributor Published on June 14, 2025 Nier: Automata producer Yosuke Saito and director Yoko Taro have denied that any of their character designs were restricted for Western audiences. As spotted by Automaton, the developers were compelled to comment after a mistranslated Japanese-to-English subtitle intimated Nier: Automata had been subjected to censorship from Square Enix to meet global standards. GODDESS OF VICTORY: NIKKE | Producers' Creative Dialogue Special Livestream.Watch on YouTube In the interview above, Sony executive Yoshida Shuhei asked the developers about their design process. "Our concept is always to do something that's 'not like anything else'. What I mean is, if Nier: Replicant had a boy as the main character, Nier: Automata would have a girl protagonist. If Western sci-fi is filled with Marine-like soldiers, we might go in the opposite direction and use Gothic Lolita outfits, for example," Taro said. "We tend to take the contrarian route." "There are, of course, certain things that are ethically or morally inappropriate – even if they're just aspects of a character," Saito added, according to the subtitles. "We try to draw a line by establishing rules about what’s acceptable and what’s not. "While certain things might be acceptable in Japan, they could become problematic in certain overseas regions, and even characters could become problematic as well. These are the kind of situationwe usually try to avoid creating. As a result, there are actually countries where we couldn't officially release Nier: Automata." This immediately caused consternation with fans but as Automaton points out, this "could be a little tricky to translate, even for an advanced Japanese speaker". When asked directly about the claim, Taro denied it, saying on X/Twitter: "I've never heard of such a thing happening". Saito simply said he thought the things he'd mentioned had been mistranslated, and would clarify this in a future livestream. In the same interview, former PlayStation exec Shuhei Yoshida called Nier: Automata the "game that changed everything", as it was responsible for reviving the Japanese games industry on its release. In a recent interview, Yoshida discussed how during the PS3 era, sales of Japanese games had declined, and increasingly studios there were chasing "overseas tastes". That changed with NieR: Automata in 2017, released for the PS4. "I think Yoko Taro created it without paying any mind at all to making it sell overseas, but it was a tremendous success," Yoshida said. #nier #automata #creators #deny #characters

This is today’s edition of The Download, our weekday newsletter that provides a daily dose of what’s going on in the world of technology.Tech billionaires are making a risky bet with humanity’s future Sam Altman, Jeff Bezos, Elon Musk, and others may have slightly different goals, but their grand visions for the next decade and beyond are remarkably similar.They include aligning AI with the interests of humanity; creating an artificial superintelligence that will solve all the world’s most pressing problems; merging with that superintelligence to achieve immortality; establishing a permanent, self-­sustaining colony on Mars; and, ultimately, spreading out across the cosmos.Three features play a central role with powering these visions, says Adam Becker, a science writer and astrophysicist: an unshakable certainty that technology can solve any problem, a belief in the necessity of perpetual growth, and a quasi-religious obsession with transcending our physical and biological limits.In his timely new book, More Everything Forever: AI Overlords, Space Empires, and Silicon Valley’s Crusade to Control the Fate of Humanity, Becker reveals how these fantastical visions conceal a darker agenda. Read the full story. —Bryan Gardiner This story is from the next print edition of MIT Technology Review, which explores power—who has it, and who wants it. It’s set to go live on Wednesday June 25, so subscribe & save 25% to read it and get a copy of the issue when it lands! Here’s what food and drug regulation might look like under the Trump administration Earlier this week, two new leaders of the US Food and Drug Administration published a list of priorities for the agency. Both Marty Makary and Vinay Prasad are controversial figures in the science community. They were generally highly respected academics until the covid pandemic, when their contrarian opinions on masking, vaccines, and lockdowns turned many of their colleagues off them. Given all this, along with recent mass firings of FDA employees, lots of people were pretty anxious to see what this list might include—and what we might expect the future of food and drug regulation in the US to look like. So let’s dive into the pair’s plans for new investigations, speedy approvals, and the “unleashing” of AI. —Jessica Hamzelou This article first appeared in The Checkup, MIT Technology Review’s weekly biotech newsletter. To receive it in your inbox every Thursday, and read articles like this first, sign up here. The must-reads I’ve combed the internet to find you today’s most fun/important/scary/fascinating stories about technology. 1 NASA is investigating leaks on the ISSIt’s postponed launching private astronauts to the station while it evaluates.+ Its core component has been springing small air leaks for months.+ Meanwhile, this Chinese probe is en route to a near-Earth asteroid.2 Undocumented migrants are using social media to warn of ICE raidsThe DIY networks are anonymously reporting police presences across LA.+ Platforms’ relationships with protest activism has changed drastically.  3 Google’s AI Overviews is hallucinating about the fatal Air India crashIt incorrectly stated that it involved an Airbus plane, not a Boeing 787.+ Why Google’s AI Overviews gets things wrong.4 Chinese engineers are sneaking suitcases of hard drives into the countryTo covertly train advanced AI models.+ The US is cracking down on Huawei’s ability to produce chips.+ What the US-China AI race overlooks.5 The National Hurricane Center is joining forces with DeepMindIt’s the first time the center has used AI to predict nature’s worst storms.+ Here’s what we know about hurricanes and climate change.6 OpenAI is working on a product with toymaker MattelAI-powered Barbies?!+ Nothing is safe from the creep of AI, not even playtime.+ OpenAI has ambitions to reach billions of users.7 Chatbots posing as licensed therapists may be breaking the lawDigital rights organizations have filed a complaint to the FTC.+ How do you teach an AI model to give therapy?8 Major companies are abandoning their climate commitmentsBut some experts argue this may not be entirely bad.+ Google, Amazon and the problem with Big Tech’s climate claims.9 Vibe coding is shaking up software engineeringEven though AI-generated code is inherently unreliable.+ What is vibe coding, exactly?10 TikTok really loves hotdogs And who can blame it?Quote of the day “It kind of jams two years of work into two months.” —Andrew Butcher, president of the Maine Connectivity Authority, tells Ars Technica why it’s so difficult to meet the Trump administration’s new plans to increase broadband access in certain states. One more thing The surprising barrier that keeps us from building the housing we needIt’s a tough time to try and buy a home in America. From the beginning of the pandemic to early 2024, US home prices rose by 47%. In large swaths of the country, buying a home is no longer a possibility even for those with middle-class incomes. For many, that marks the end of an American dream built around owning a house. Over the same time, rents have gone up 26%.The reason for the current rise in the cost of housing is clear to most economists: a lack of supply. Simply put, we don’t build enough houses and apartments, and we haven’t for years. But the reality is that even if we ease the endless permitting delays and begin cutting red tape, we will still be faced with a distressing fact: The construction industry is not very efficient when it comes to building stuff. Read the full story. —David Rotman We can still have nice things A place for comfort, fun and distraction to brighten up your day.+ If you’re one of the unlucky people who has triskaidekaphobia, look away now.+ 15-year old Nicholas is preparing to head from his home in the UK to Japan to become a professional sumo wrestler.+ Earlier this week, London played host to 20,000 women in bald caps. But why?+ Why do dads watch TV standing up? I need to know. #download #gambling #with #humanitys #future

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

Industrial AI isn’t slowing down. Germany is ready. Following London Tech Week and GTC Paris at VivaTech, NVIDIA founder and CEO Jensen Huang’s European tour continued with a stop in Germany to discuss with Chancellor Friedrich Merz — pictured above — new partnerships poised to bring breakthrough innovations on the world’s first industrial AI cloud. This AI factory, to be located in Germany and operated by Deutsche Telekom, will enable Europe’s industrial leaders to accelerate manufacturing applications including design, engineering, simulation, digital twins and robotics. “In the era of AI, every manufacturer needs two factories: one for making things, and one for creating the intelligence that powers them,” said Jensen Huang, founder and CEO of NVIDIA. “By building Europe’s first industrial AI infrastructure, we’re enabling the region’s leading industrial companies to advance simulation-first, AI-driven manufacturing.” “Europe’s technological future needs a sprint, not a stroll,” said Timotheus Höttges, CEO of Deutsche Telekom AG. “We must seize the opportunities of artificial intelligence now, revolutionize our industry and secure a leading position in the global technology competition. Our economic success depends on quick decisions and collaborative innovations.” This AI infrastructure — Germany’s single largest AI deployment — is an important leap for the nation in establishing its own sovereign AI infrastructure and providing a launchpad to accelerate AI development and adoption across industries. In its first phase, it’ll feature 10,000 NVIDIA Blackwell GPUs — spanning NVIDIA DGX B200 systems and NVIDIA RTX PRO Servers — as well as NVIDIA networking and AI software. NEURA Robotics’ training center for cognitive robots. NEURA Robotics, a Germany-based global pioneer in physical AI and cognitive robotics, will use the computing resources to power its state-of-the-art training centers for cognitive robots — a tangible example of how physical AI can evolve through powerful, connected infrastructure. At this work’s core is the Neuraverse, a seamlessly networked robot ecosystem that allows robots to learn from each other across a wide range of industrial and domestic applications. This platform creates an app-store-like hub for robotic intelligence — for tasks like welding and ironing — enabling continuous development and deployment of robotic skills in real-world environments. “Physical AI is the electricity of the future — it will power every machine on the planet,” said David Reger, founder and CEO of NEURA Robotics. “Through this initiative, we’re helping build the sovereign infrastructure Europe needs to lead in intelligent robotics and stay in control of its future.” Critical to Germany’s competitiveness is AI technology development, including the expansion of data center capacity, according to a Deloitte study. This is strategically important because demand for data center capacity is expected to triple over the next five years to 5 gigawatts. Driving Germany’s Industrial Ecosystem Deutsche Telekom will operate the AI factory and provide AI cloud computing resources to Europe’s industrial ecosystem. Customers will be able to run NVIDIA CUDA-X libraries, as well as NVIDIA RTX- and Omniverse-accelerated workloads from leading software providers such as Siemens, Ansys, Cadence and Rescale. Many more stand to benefit. From the country’s robust small- and medium-sized businesses, known as the Mittelstand, to academia, research and major enterprises — the AI factory offers strategic technology leaps. A Speedboat Toward AI Gigafactories The industrial AI cloud will accelerate AI development and adoption from European manufacturers, driving simulation-first, AI-driven manufacturing practices and helping prepare for the country’s transition to AI gigafactories, the next step in Germany’s sovereign AI infrastructure journey. The AI gigafactory initiative is a 100,000 GPU-powered program backed by the European Union, Germany and partners. Poised to go online in 2027, it’ll provide state-of-the-art AI infrastructure that gives enterprises, startups, researchers and universities access to accelerated computing through the establishment and expansion of high-performance computing centers. As of March, there are about 900 Germany-based members of the NVIDIA Inception program for cutting-edge startups, all of which will be eligible to access the AI resources. NVIDIA offers learning courses through its Deep Learning Institute to promote education and certification in AI across the globe, and those resources are broadly available across Germany’s computing ecosystem to offer upskilling opportunities. Additional European telcos are building AI infrastructure for regional enterprises to build and deploy agentic AI applications. Learn more about the latest AI advancements by watching Huang’s GTC Paris keynote in replay. #nvidia #deutsche #telekom #partner #advance