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Perhaps the oldest, most pernicious form of human bias is that of men toward women. It often started at the moment of birth. In ancient Athens, at a public ceremony called the amphidromia, fathers would inspect a newborn and decide whether it would be part of the family, or be cast away. One often socially acceptable reason for abandoning the baby: It was a girl. Female infanticide has been distressingly common in many societies — and its practice is not just ancient history. In 1990, the Nobel Prize-winning economist Amartya Sen looked at birth ratios in Asia, North Africa, and China and calculated that more than 100 million women were essentially “missing” — meaning that, based on the normal ratio of boys to girls at birth and the longevity of both genders, there was a huge missing number of girls who should have been born, but weren’t. Sen’s estimate came before the truly widespread adoption of ultrasound tests that could determine the sex of a fetus in utero — which actually made the problem worse, leading to a wave of sex-selective abortions. These were especially common in countries like India and China; the latter’s one-child policy and old biases made families desperate for their one child to be a boy. The Economist has estimated that since 1980 alone, there have been approximately 50 million fewer girls born worldwide than would naturally be expected, which almost certainly means that roughly that nearly all of those girls were aborted for no other reason than their sex. The preference for boys was a bias that killed in mass numbers.But in one of the most important social shifts of our time, that bias is changing. In a great cover story earlier this month, The Economist reported that the number of annual excess male births has fallen from a peak of 1.7 million in 2000 to around 200,000, which puts it back within the biologically standard birth ratio of 105 boys for every 100 girls. Countries that once had highly skewed sex ratios — like South Korea, which saw almost 116 boys born for every 100 girls in 1990 — now have normal or near-normal ratios. Altogether, The Economist estimated that the decline in sex preference at birth in the past 25 years has saved the equivalent of 7 million girls. That’s comparable to the number of lives saved by anti-smoking efforts in the US. So how, exactly, have we overcome a prejudice that seemed so embedded in human society?Success in school and the workplaceFor one, we have relaxed discrimination against girls and women in other ways — in school and in the workplace. With fewer limits, girls are outperforming boys in the classroom. In the most recent international PISA tests, considered the gold standard for evaluating student performance around the world, 15-year-old girls beat their male counterparts in reading in 79 out of 81 participating countries or economies, while the historic male advantage in math scores has fallen to single digits. Girls are also dominating in higher education, with 113 female students at that level for every 100 male students. While women continue to earn less than men, the gender pay gap has been shrinking, and in a number of urban areas in the US, young women have actually been outearning young men. Government policies have helped accelerate that shift, in part because they have come to recognize the serious social problems that eventually result from decades of anti-girl discrimination. In countries like South Korea and China, which have long had some of the most skewed gender ratios at birth, governments have cracked down on technologies that enable sex-selective abortion. In India, where female infanticide and neglect have been particularly horrific, slogans like “Save the Daughter, Educate the Daughter” have helped change opinions. A changing preferenceThe shift is being seen not just in birth sex ratios, but in opinion polls — and in the actions of would-be parents.Between 1983 and 2003, The Economist reported, the proportion of South Korean women who said it was “necessary” to have a son fell from 48 percent to 6 percent, while nearly half of women now say they want daughters. In Japan, the shift has gone even further — as far back as 2002, 75 percent of couples who wanted only one child said they hoped for a daughter.In the US, which allows sex selection for couples doing in-vitro fertilization, there is growing evidence that would-be parents prefer girls, as do potential adoptive parents. While in the past, parents who had a girl first were more likely to keep trying to have children in an effort to have a boy, the opposite is now true — couples who have a girl first are less likely to keep trying. A more equal futureThere’s still more progress to be made. In northwest of India, for instance, birth ratios that overly skew toward boys are still the norm. In regions of sub-Saharan Africa, birth sex ratios may be relatively normal, but post-birth discrimination in the form of poorer nutrition and worse medical care still lingers. And course, women around the world are still subject to unacceptable levels of violence and discrimination from men.And some of the reasons for this shift may not be as high-minded as we’d like to think. Boys around the world are struggling in the modern era. They increasingly underperform in education, are more likely to be involved in violent crime, and in general, are failing to launch into adulthood. In the US, 20 percent of American men between 25 and 34 still live with their parents, compared to 15 percent of similarly aged women. It also seems to be the case that at least some of the increasing preference for girls is rooted in sexist stereotypes. Parents around the world may now prefer girls partly because they see them as more likely to take care of them in their old age — meaning a different kind of bias against women, that they are more natural caretakers, may be paradoxically driving the decline in prejudice against girls at birth.But make no mistake — the decline of boy preference is a clear mark of social progress, one measured in millions of girls’ lives saved. And maybe one Father’s Day, not too long from now, we’ll reach the point where daughters and sons are simply children: equally loved and equally welcomed.A version of this story originally appeared in the Good News newsletter. Sign up here!See More:

You’ve drawn fifty versions of the same screen — and you still hate every one of them. Begrudgingly, you pick three, show them to your product manager, and hear: “Looks cool, but the idea doesn’t work.” Sound familiar? In this article, I’ll unpack why designers fall into detail work at the wrong moment, examining both process pitfalls and the underlying psychological reasons, as understanding these traps is the first step to overcoming them. I’ll also share tactics I use to climb out of that trap. Reason #1 You’re Afraid To Show Rough Work We designers worship detail. We’re taught that true craft equals razor‑sharp typography, perfect grids, and pixel precision. So the minute a task arrives, we pop open Figma and start polishing long before polish is needed. I’ve skipped the sketch phase more times than I care to admit. I told myself it would be faster, yet I always ended up spending hours producing a tidy mock‑up when a scribbled thumbnail would have sparked a five‑minute chat with my product manager. Rough sketches felt “unprofessional,” so I hid them. The cost? Lost time, wasted energy — and, by the third redo, teammates were quietly wondering if I even understood the brief. The real problem here is the habit: we open Figma and start perfecting the UI before we’ve even solved the problem. So why do we hide these rough sketches? It’s not just a bad habit or plain silly. There are solid psychological reasons behind it. We often just call it perfectionism, but it’s deeper than wanting things neat. Digging into the psychology (like the research by Hewitt and Flett) shows there are a couple of flavors driving this: Socially prescribed perfectionismIt’s that nagging feeling that everyone else expects perfect work from you, which makes showing anything rough feel like walking into the lion’s den. Self-oriented perfectionismWhere you’re the one setting impossibly high standards for yourself, leading to brutal self-criticism if anything looks slightly off. Either way, the result’s the same: showing unfinished work feels wrong, and you miss out on that vital early feedback. Back to the design side, remember that clients rarely see architects’ first pencil sketches, but these sketches still exist; they guide structural choices before the 3D render. Treat your thumbnails the same way — artifacts meant to collapse uncertainty, not portfolio pieces. Once stakeholders see the upside, roughness becomes a badge of speed, not sloppiness. So, the key is to consciously make that shift: Treat early sketches as disposable tools for thinking and actively share them to get feedback faster. Reason #2: You Fix The Symptom, Not The Cause Before tackling any task, we need to understand what business outcome we’re aiming for. Product managers might come to us asking to enlarge the payment button in the shopping cart because users aren’t noticing it. The suggested solution itself isn’t necessarily bad, but before redesigning the button, we should ask, “What data suggests they aren’t noticing it?” Don’t get me wrong, I’m not saying you shouldn’t trust your product manager. On the contrary, these questions help ensure you’re on the same page and working with the same data. From my experience, here are several reasons why users might not be clicking that coveted button: Users don’t understand that this step is for payment. They understand it’s about payment but expect order confirmation first. Due to incorrect translation, users don’t understand what the button means. Lack of trust signals (no security icons, unclear seller information). Unexpected additional costs (hidden fees, shipping) that appear at this stage. Technical issues (inactive button, page freezing). Now, imagine you simply did what the manager suggested. Would you have solved the problem? Hardly. Moreover, the responsibility for the unresolved issue would fall on you, as the interface solution lies within the design domain. The product manager actually did their job correctly by identifying a problem: suspiciously, few users are clicking the button. Psychologically, taking on this bigger role isn’t easy. It means overcoming the fear of making mistakes and the discomfort of exploring unclear problems rather than just doing tasks. This shift means seeing ourselves as partners who create value — even if it means fighting a hesitation to question product managers (which might come from a fear of speaking up or a desire to avoid challenging authority) — and understanding that using our product logic expertise proactively is crucial for modern designers. There’s another critical reason why we, designers, need to be a bit like product managers: the rise of AI. I deliberately used a simple example about enlarging a button, but I’m confident that in the near future, AI will easily handle routine design tasks. This worries me, but at the same time, I’m already gladly stepping into the product manager’s territory: understanding product and business metrics, formulating hypotheses, conducting research, and so on. It might sound like I’m taking work away from PMs, but believe me, they undoubtedly have enough on their plates and are usually more than happy to delegate some responsibilities to designers. Reason #3: You’re Solving The Wrong Problem Before solving anything, ask whether the problem even deserves your attention. During a major home‑screen redesign, our goal was to drive more users into paid services. The initial hypothesis — making service buttons bigger and brighter might help returning users — seemed reasonable enough to test. However, even when A/B tests (a method of comparing two versions of a design to determine which performs better) showed minimal impact, we continued to tweak those buttons. Only later did it click: the home screen isn’t the place to sell; visitors open the app to start, not to buy. We removed that promo block, and nothing broke. Contextual entry points deeper into the journey performed brilliantly. Lesson learned: Without the right context, any visual tweak is lipstick on a pig. Why did we get stuck polishing buttons instead of stopping sooner? It’s easy to get tunnel vision. Psychologically, it’s likely the good old sunk cost fallacy kicking in: we’d already invested time in the buttons, so stopping felt like wasting that effort, even though the data wasn’t promising. It’s just easier to keep fiddling with something familiar than to admit we need a new plan. Perhaps the simple question I should have asked myself when results stalled was: “Are we optimizing the right thing or just polishing something that fundamentally doesn’t fit the user’s primary goal here?” That alone might have saved hours. Reason #4: You’re Drowning In Unactionable Feedback We all discuss our work with colleagues. But here’s a crucial point: what kind of question do you pose to kick off that discussion? If your go-to is “What do you think?” well, that question might lead you down a rabbit hole of personal opinions rather than actionable insights. While experienced colleagues will cut through the noise, others, unsure what to evaluate, might comment on anything and everything — fonts, button colors, even when you desperately need to discuss a user flow. What matters here are two things: The question you ask, The context you give. That means clearly stating the problem, what you’ve learned, and how your idea aims to fix it. For instance: “The problem is our payment conversion rate has dropped by X%. I’ve interviewed users and found they abandon payment because they don’t understand how the total amount is calculated. My solution is to show a detailed cost breakdown. Do you think this actually solves the problem for them?” Here, you’ve stated the problem (conversion drop), shared your insight (user confusion), explained your solution (cost breakdown), and asked a direct question. It’s even better if you prepare a list of specific sub-questions. For instance: “Are all items in the cost breakdown clear?” or “Does the placement of this breakdown feel intuitive within the payment flow?” Another good habit is to keep your rough sketches and previous iterations handy. Some of your colleagues’ suggestions might be things you’ve already tried. It’s great if you can discuss them immediately to either revisit those ideas or definitively set them aside. I’m not a psychologist, but experience tells me that, psychologically, the reluctance to be this specific often stems from a fear of our solution being rejected. We tend to internalize feedback: a seemingly innocent comment like, “Have you considered other ways to organize this section?” or “Perhaps explore a different structure for this part?” can instantly morph in our minds into “You completely messed up the structure. You’re a bad designer.” Imposter syndrome, in all its glory. So, to wrap up this point, here are two recommendations: Prepare for every design discussion.A couple of focused questions will yield far more valuable input than a vague “So, what do you think?”. Actively work on separating feedback on your design from your self-worth.If a mistake is pointed out, acknowledge it, learn from it, and you’ll be less likely to repeat it. This is often easier said than done. For me, it took years of working with a psychotherapist. If you struggle with this, I sincerely wish you strength in overcoming it. Reason #5 You’re Just Tired Sometimes, the issue isn’t strategic at all — it’s fatigue. Fussing over icon corners can feel like a cozy bunker when your brain is fried. There’s a name for this: decision fatigue. Basically, your brain’s battery for hard thinking is low, so it hides out in the easy, comfy zone of pixel-pushing. A striking example comes from a New York Times article titled “Do You Suffer From Decision Fatigue?.” It described how judges deciding on release requests were far more likely to grant release early in the day (about 70% of cases) compared to late in the day (less than 10%) simply because their decision-making energy was depleted. Luckily, designers rarely hold someone’s freedom in their hands, but the example dramatically shows how fatigue can impact our judgment and productivity. What helps here: Swap tasks.Trade tickets with another designer; novelty resets your focus. Talk to another designer.If NDA permits, ask peers outside the team for a sanity check. Step away.Even a ten‑minute walk can do more than a double‑shot espresso. By the way, I came up with these ideas while walking around my office. I was lucky to work near a river, and those short walks quickly turned into a helpful habit. And one more trick that helps me snap out of detail mode early: if I catch myself making around 20 little tweaks — changing font weight, color, border radius — I just stop. Over time, it turned into a habit. I have a similar one with Instagram: by the third reel, my brain quietly asks, “Wait, weren’t we working?” Funny how that kind of nudge saves a ton of time. Four Steps I Use to Avoid Drowning In Detail Knowing these potential traps, here’s the practical process I use to stay on track: 1. Define the Core Problem & Business Goal Before anything, dig deep: what’s the actual problem we’re solving, not just the requested task or a surface-level symptom? Ask ‘why’ repeatedly. What user pain or business need are we addressing? Then, state the clear business goal: “What metric am I moving, and do we have data to prove this is the right lever?” If retention is the goal, decide whether push reminders, gamification, or personalised content is the best route. The wrong lever, or tackling a symptom instead of the cause, dooms everything downstream. 2. Choose the Mechanic (Solution Principle) Once the core problem and goal are clear, lock the solution principle or ‘mechanic’ first. Going with a game layer? Decide if it’s leaderboards, streaks, or badges. Write it down. Then move on. No UI yet. This keeps the focus high-level before diving into pixels. 3. Wireframe the Flow & Get Focused Feedback Now open Figma. Map screens, layout, and transitions. Boxes and arrows are enough. Keep the fidelity low so the discussion stays on the flow, not colour. Crucially, when you share these early wires, ask specific questions and provide clear context (as discussed in ‘Reason #4’) to get actionable feedback, not just vague opinions. 4. Polish the Visuals (Mindfully) I only let myself tweak grids, type scales, and shadows after the flow is validated. If progress stalls, or before a major polish effort, I surface the work in a design critique — again using targeted questions and clear context — instead of hiding in version 47. This ensures detailing serves the now-validated solution. Even for something as small as a single button, running these four checkpoints takes about ten minutes and saves hours of decorative dithering. Wrapping Up Next time you feel the pull to vanish into mock‑ups before the problem is nailed down, pause and ask what you might be avoiding. Yes, that can expose an uncomfortable truth. But pausing to ask what you might be avoiding — maybe the fuzzy core problem, or just asking for tough feedback — gives you the power to face the real issue head-on. It keeps the project focused on solving the right problem, not just perfecting a flawed solution. Attention to detail is a superpower when used at the right moment. Obsessing over pixels too soon, though, is a bad habit and a warning light telling us the process needs a rethink.

IntroductionHi, my name is Pankaj Kholiya, and I am a Senior 3D Character Artist. I've been working in the game industry for the past 8 years. I worked on titles like Call of Duty: Black Ops 6, That Christmas, Ghost of Tsushima Director's Cut, Star Wars: Outlaws, Alan Wake 2, Street Fighter 6, and many more. Currently, I'm working as a freelancer for the gaming and cinematics industry.Since my last interview, I made a few personal works, was a part of a Netflix movie, That Christmas, and worked with Platige on Star Wars: Outlaws and Call of Duty: Black Ops 6 cinematic.The Breakdancing Clothing ProjectIt all started when I witnessed a dance battle that a friend organized. It was like watching Step Up live. There, I got the inspiration to create a break dancer. I started by gathering different references from the internet. I found one particular image on Pinterest and decided to recreate it in 3D.At first, the idea was to create the outfit in one pose, but along the way, I also decided to create a dancing version of the character and explore Unreal Engine. Here is the ref I used for the dancing version:Getting StartedFor the upcoming talents, I'll try to describe my process in a few points. Even before starting Marvelous Designer, I made sure to have my base character ready for animation and simulation. This time, I decided to use the MetaHuman creator for the base due to its high-quality textures and materials. My primary focus was on the clothing, so using MetaHuman saved a lot of time.After I was satisfied with how my MetaHuman looked, I took it to Mixamo to get some animations. I was really impressed by how good the animations worked on the MetaHuman. Once I had the animations, I took the animation into Marvelous Designer and simulated the clothes.For the posed character, I adjusted the rig to match the pose like the reference and used the same method as in this tutorial to pose the character:ClothingFor this particular project, I didn't focus on the topology as it was just for a single render. I just packed the UVs in Marvelous Designer, exported the quad mesh from Marvelous Designer, subdivided it a few times, and started working on the detailing part in ZBrush.For the texture, I used the low-division mesh from the ZBrush file, as I already had the UVs on it. I then baked the normal and other maps on it and took it to Substance 3D Painter.AnimationThere are multiple ways to animate the metahuman character. For this project, I've used Mixamo. I imported my character into Mixamo, selected the animation I liked, and exported it. After that, I just imported it to Marvelous Designer and hit the simulation button. You can check my previous breakdown for the Mixamo pipeline.Once happy with the result, I exported the simulated cloth as an Alembic to Unreal Engine. Tutorial for importing clothes into Unreal Engine:Lighting & RenderingThe main target was to match the lighting closely to the reference. This was my first project in Unreal Engine, so I wanted to explore the lighting and see how far I could go with it. Being new to the Unreal Engine, I went through a lot of tutorials. Here are the lights I've used for the posed version:For the dancing version, I've created a stage like the ref from the Step Up movie: Some tips I found useful for the rendering are in the video below:ConclusionAt first, I had a clear direction for this project and was confident in my skills to tackle the art aspect of it. But things changed when I dived into Unreal Engine for my presentation. More than half the time on this project went into learning and getting used to Unreal Engine. I don't regret a single second I invested in Unreal, as it was a new experience. It took around 15 days to wrap this one up.The lesson I learned is that upgrading your knowledge and learning new things will help you grow as an artist in the long run. Approaching how you make an artwork has changed a lot ever since I started 3D, and adapting to the changing art environment is a good thing. Here are some recommendations if you are interested in learning Unreal Engine.Pankaj Kholiya, Senior 3D Character ArtistInterview conducted by Amber Rutherford

Elon Musk may be gone from the Trump administration — and his friendship status with President Donald Trump may be at best uncertain — but his whirlwind stint in government certainly left its imprint. The Department of Government Efficiency (DOGE), his pet government-slashing project, remains entrenched in Washington. During his 130-day tenure, Musk led DOGE in eliminating about 260,000 federal employee jobs and gutting agencies supporting scientific research and humanitarian aid. But to date, DOGE claims to have saved the government $180 billion — well short of its ambitious (and frankly never realistic) target of cutting at least $2 trillion from the federal budget. And with Musk’s departure still fresh, there are reports that the federal government is trying to rehire federal workers who quit or were let go. For Elaine Kamarck, senior fellow at the Brookings Institution, DOGE’s tactics will likely end up being disastrous in the long run. “DOGE came in with these huge cuts, which were not attached to a plan,” she told Today, Explained co-host Sean Rameswaram. Kamarck knows all about making government more efficient. In the 1990s, she ran the Clinton administration’s Reinventing Government program. “I was Elon Musk,” she told Today, Explained. With the benefit of that experience, she assesses Musk’s record at DOGE, and what, if anything, the billionaire’s loud efforts at cutting government spending added up to. Below is an excerpt of the conversation, edited for length and clarity. There’s much more in the full podcast, so listen to Today, Explained wherever you get podcasts, including Apple Podcasts, Pandora, and Spotify. What do you think Elon Musk’s legacy is? Well, he will not have totally, radically reshaped the federal government. Absolutely not. In fact, there’s a high probability that on January 20, 2029, when the next president takes over, the federal government is about the same size as it is now, and is probably doing the same stuff that it’s doing now. What he did manage to do was insert chaos, fear, and loathing into the federal workforce. There was reporting in the Washington Post late last week that these cuts were so ineffective that the White House is actually reaching out to various federal employees who were laid off and asking them to come back, from the FDA to the IRS to even USAID. Which cuts are sticking at this point and which ones aren’t?First of all, in a lot of cases, people went to court and the courts have reversed those earlier decisions. So the first thing that happened is, courts said, “No, no, no, you can’t do it this way. You have to bring them back.” The second thing that happened is that Cabinet officers started to get confirmed by the Senate. And remember that a lot of the most spectacular DOGE stuff was happening in February. In February, these Cabinet secretaries were preparing for their Senate hearings. They weren’t on the job. Now that their Cabinet secretary’s home, what’s happening is they’re looking at these cuts and they’re saying, “No, no, no! We can’t live with these cuts because we have a mission to do.”As the government tries to hire back the people they fired, they’re going to have a tough time, and they’re going to have a tough time for two reasons. First of all, they treated them like dirt, and they’ve said a lot of insulting things. Second, most of the people who work for the federal government are highly skilled. They’re not paper pushers. We have computers to push our paper, right? They’re scientists. They’re engineers. They’re people with high skills, and guess what? They can get jobs outside the government. So there’s going to be real lasting damage to the government from the way they did this. And it’s analogous to the lasting damage that they’re causing at universities, where we now have top scientists who used to invent great cures for cancer and things like that, deciding to go find jobs in Europe because this culture has gotten so bad.What happens to this agency now? Who’s in charge of it?Well, what they’ve done is DOGE employees have been embedded in each of the organizations in the government, okay? And they basically — and the president himself has said this — they basically report to the Cabinet secretaries. So if you are in the Transportation Department, you have to make sure that Sean Duffy, who’s the secretary of transportation, agrees with you on what you want to do. And Sean Duffy has already had a fight during a Cabinet meeting with Elon Musk. You know that he has not been thrilled with the advice he’s gotten from DOGE. So from now on, DOGE is going to have to work hand in hand with Donald Trump’s appointed leaders.And just to bring this around to what we’re here talking about now, they’re in this huge fight over wasteful spending with the so-called big, beautiful bill. Does this just look like the government as usual, ultimately?It’s actually worse than normal. Because the deficit impacts are bigger than normal. It’s adding more to the deficit than previous bills have done. And the second reason it’s worse than normal is that everybody is still living in a fantasy world. And the fantasy world says that somehow we can deal with our deficits by cutting waste, fraud, and abuse. That is pure nonsense. Let me say it: pure nonsense.Where does most of the government money go? Does it go to some bureaucrats sitting on Pennsylvania Avenue? It goes to us. It goes to your grandmother and her Social Security and her Medicare. It goes to veterans in veterans benefits. It goes to Americans. That’s why it’s so hard to cut it. It’s so hard to cut it because it’s us. And people are living on it. Now, there’s a whole other topic that nobody talks about, and it’s called entitlement reform, right? Could we reform Social Security? Could we make the retirement age go from 67 to 68? That would save a lot of money. Could we change the cost of living? Nobody, nobody, nobody is talking about that. And that’s because we are in this crazy, polarized environment where we can no longer have serious conversations about serious issues. See More:

Last year, MACK Books published Architecture from Below, which anthologized writings by the French Brazilian architect, theorist, and painter Sérgio Ferro. (Douglas Spencer reviewed it for AN.) Now, MACK follows with Design and the Building Site and Complementary Essays, the second in the trilogy of books dedicated to Ferro’s scholarship. The following excerpt of the author’s 2023 preface to the English edition, which preserves its British phrasing, captures Ferro’s realization about the working conditions of construction sites in Brasília. The sentiment is likely relatable even today for young architects as they discover how drawings become buildings. Design and the Building Site and Complementary Essays will be released on May 22. If I remember correctly, it was in 1958 or 1959, when Rodrigo and I were second- or third year architecture students at FAUUSP, that my father, the real estate developer Armando Simone Pereira, commissioned us to design two large office buildings and eleven shops in Brasilia, which was then under construction. Of course, we were not adequately prepared for such an undertaking. Fortunately, Oscar Niemeyer and his team, who were responsible for overseeing the construction of the capital, had drawn up a detailed document determining the essential characteristics of all the private sector buildings. We followed these prescriptions to the letter, which saved us from disaster. Nowadays, it is hard to imagine the degree to which the construction of Brasilia inspired enthusiasm and professional pride in the country’s architects. And in the national imagination, the city’s establishment in the supposedly unpopulated hinterland evoked a re-founding of Brazil. Up until that point, the occupation of our immense territory had been reduced to a collection of arborescent communication routes, generally converging upon some river, following it up to the Atlantic Ocean. Through its ports, agricultural or extractive commodities produced by enslaved peoples or their substitutes passed towards the metropolises; goods were exchanged in the metropolises for more elaborate products, which took the opposite route. Our national identity was summed up in a few symbols, such as the anthem or the flag, and this scattering of paths pointing overseas. Brasilia would radically change this situation, or so we believed. It would create a central hub where the internal communication routes could converge, linking together hithertoseparate junctions, stimulating trade and economic progress in the country’s interior. It was as if, for the first time, we were taking care of ourselves. At the nucleus of this centripetal movement, architecture would embody the renaissance. And at the naval of the nucleus, the symbolic mandala of this utopia: the cathedral. Rodrigo and I got caught up in the euphoria. And perhaps more so than our colleagues, because we were taking part in the adventure with ‘our’ designs. The reality was very different — but we did not know that yet. At that time, architects in Brazil were responsible for verifying that the construction was in line with the design. We had already monitored some of our first building sites. But the construction company in charge of them, Osmar Souza e Silva’s CENPLA, specialized in the building sites of modernist architects from the so-called Escola Paulista led by Vilanova Artigas (which we aspired to be a part of, like the pretentious students we were). Osmar was very attentive to his clients and his workers, who formed a supportive and helpful team. He was even more careful with us, because he knew how inexperienced we were. I believe that the CENPLA was particularly important in São Paulo modernism: with its congeniality, it facilitated experimentation, but for the same reason, it deceived novices like us about the reality of other building sites. Consequently, Rodrigo and I travelled to Brasilia several times to check that the constructions followed ‘our’ designs and to resolve any issues. From the very first trip, our little bubble burst. Our building sites, like all the others in the future capital, bore no relation to Osmar’s. They were more like a branch of hell. A huge, muddy wasteland, in which a few cranes, pile drivers, tractors, and excavators dotted the mound of scaffolding occupied by thousands of skinny, seemingly exhausted wretches, who were nevertheless driven on by the shouts of master builders and foremen, in turn pressured by the imminence of the fateful inauguration date. Surrounding or huddled underneath the marquees of buildings under construction, entire families, equally skeletal and ragged, were waiting for some accident or death to open up a vacancy. In contact only with the master builders, and under close surveillance so we would not speak to the workers, we were not allowed to see what comrades who had worked on these sites later told us in prison: suicide abounded; escape was known to be futile in the unpopulated surroundings with no viable roads; fatal accidents were often caused by weakness due to chronic diarrhoea, brought on by rotten food that came from far away; outright theft took place in the calculation of wages and expenses in the contractor’s grocery store; camps were surrounded by law enforcement. I repeat this anecdote yet again not to invoke the benevolence of potential readers, but rather to point out the conditions that, in my opinion, allowed two students (Flávio Império joined us a little later) still in their professional infancy to quickly adopt positions that were contrary to the usual stance of architects. As the project was more Oscar Niemeyer’s than it was our own, we did not have the same emotional attachment that is understandably engendered between real authors and their designs. We had not yet been imbued with the charm and aura of the métier. And the only building sites we had visited thus far, Osmar’s, were incomparable to those we discovered in Brasilia. In short, our youthfulness and unpreparedness up against an unbearable situation made us react almost immediately to the profession’s satisfied doxa. Unprepared and young perhaps, but already with Marx by our side. Rodrigo and I joined the student cell of the Brazilian Communist Party during our first year at university. In itself, this did not help us much: the Party’s Marxism, revised in the interests of the USSR, was pitiful. Even high-level leaders rarely went beyond the first chapter of Capital. But at the end of the 1950s, the effervescence of the years to come was already nascent:  […] this extraordinary revival […] the rediscovery of Marxism and the great dialectical texts and traditions in the 1960s: an excitement that identifies a forgotten or repressed moment of the past as the new and subversive, and learns the dialectical grammar of a Hegel or an Adorno, a Marx or a Lukács, like a foreign language that has resources unavailable in our own. And what is more: the Chinese and Cuban revolutions, the war in Vietnam, guerrilla warfare of all kinds, national liberation movements, and a rare libertarian disposition in contemporary history, totally averse to fanaticism and respect for ideological apparatuses of (any) state or institution. Going against the grain was almost the norm. We were of course no more than contemporaries of our time. We were soon able to position ourselves from chapters 13, 14, and 15 of Capital, but only because we could constantly cross-reference Marx with our observations from well-contrasted building sites and do our own experimenting. As soon as we identified construction as manufacture, for example, thanks to the willingness and even encouragement of two friends and clients, Boris Fausto and Bernardo Issler, I was able to test both types of manufacture — organic and heterogeneous — on similar-sized projects taking place simultaneously, in order to find out which would be most convenient for the situation in Brazil, particularly in São Paulo. Despite the scientific shortcomings of these tests, they sufficed for us to select organic manufacture. Arquitetura Nova had defined its line of practice, studies, and research. There were other sources that were central to our theory and practice. Flávio Império was one of the founders of the Teatro de Arena, undoubtedly the vanguard of popular, militant theatre in Brazil. He won practically every set design award. He brought us his marvelous findings in spatial condensation and malleability, and in the creative diversion of techniques and material—appropriate devices for an underdeveloped country. This is what helped us pave the way to reformulating the reigning design paradigms.  We had to do what Flávio had done in the theatre: thoroughly rethink how to be an architect. Upend the perspective. The way we were taught was to start from a desired result; then others would take care of getting there, no matter how. We, on the other hand, set out to go down to the building site and accompany those carrying out the labor itself, those who actually build, the formally subsumed workers in manufacture who are increasingly deprived of the knowledge and know-how presupposed by this kind of subsumption. We should have been fostering the reconstitution of this knowledge and know-how—not so as to fulfil this assumption, but in order to reinvigorate the other side of this assumption according to Marx: the historical rebellion of the manufacture worker, especially the construction worker. We had to rekindle the demand that fueled this rebellion: total self-determination, and not just that of the manual operation as such. Our aim was above all political and ethical. Aesthetics only mattered by way of what it included—ethics. Instead of estética, we wrote est ética [this is ethics]. We wanted to make building sites into nests for the return of revolutionary syndicalism, which we ourselves had yet to discover. Sérgio Ferro, born in Brazil in 1938, studied architecture at FAUUSP, São Paulo. In the 1960s, he joined the Brazilian communist party and started, along with Rodrigo Lefevre and Flávio Império, the collective known as Arquitetura Nova. After being arrested by the military dictatorship that took power in Brazil in 1964, he moved to France as an exile. As a painter and a professor at the École Nationale Supérieure d’Architecture de Grenoble, where he founded the Dessin/Chantier laboratory, he engaged in extensive research which resulted in several publications, exhibitions, and awards in Brazil and in France, including the title of Chevalier des Arts et des Lettres in 1992. Following his retirement from teaching, Ferro continues to research, write, and paint.

Solar air heating is among the most cost-effective applications of solar thermal energy. These systems are used for space heating and preheating fresh air for ventilation, typically using glazed or unglazed perforated solar collectors. The collectors draw in outside air, heat it using solar energy, and then distribute it through ductwork to meet building heating and fresh air needs. In 2024, Canada led again the world for the at least seventh year in a row in solar air heating adoption. The four key suppliers – Trigo Energies, Conserval Engineering, Matrix Energy, and Aéronergie – reported a combined 26,203 m2 (282,046 ft2) of collector area sold last year. Several of these providers are optimistic about the growing demand. These findings come from the newly released Canadian Solar Thermal Market Survey 2024, commissioned by Natural Resources Canada. Canada is the global leader in solar air heating. The market is driven by a strong network of experienced system suppliers, optimized technologies, and a few small favorable funding programs – especially in the province of Quebec. Architects and developers are increasingly turning to these cost-effective, façade-integrated systems as a practical solution for reducing onsite natural gas consumption. Despite its cold climate, Canada benefits from strong solar potential with solar irradiance in many areas rivaling or even exceeding that of parts of Europe. This makes solar air heating not only viable, but especially valuable in buildings with high fresh air requirements including schools, hospitals, and offices. The projects highlighted in this article showcase the versatility and relevance of solar air heating across a range of building types, from new constructions to retrofits. Figure 1: Preheating air for industrial buildings: 2,750 m2 (29,600 ft2) of Calento SL solar air collectors cover all south-west and south-east facing facades of the FAB3R factory in Trois-Rivières, Quebec. The hourly unitary flow rate is set at 41 m3/m2 or 2.23 cfm/ft2 of collector area, at the lower range because only a limited number of intake fans was close enough to the solar façade to avoid long ventilation ductwork. Photo: Trigo Energies Quebec’s solar air heating boom: the Trigo Energies story Trigo Energies makes almost 90 per cent of its sales in Quebec. “We profit from great subsidies, as solar air systems are supported by several organizations in our province – the electricity utility Hydro Quebec, the gas utility Energir and the Ministry of Natural Resources,” explained Christian Vachon, Vice President Technologies and R&D at Trigo Energies. Trigo Energies currently has nine employees directly involved in planning, engineering and installing solar air heating systems and teams up with several partner contractors to install mostly retrofit projects. “A high degree of engineering is required to fit a solar heating system into an existing factory,” emphasized Vachon. “Knowledge about HVAC engineering is as important as experience with solar thermal and architecture.” One recent Trigo installation is at the FAB3R factory in Trois-Rivières. FAB3R specializes in manufacturing, repairing, and refurbishing large industrial equipment. Its air heating and ventilation system needed urgent renovation because of leakages and discomfort for the workers. “Due to many positive references he had from industries in the area, the owner of FAB3R contacted us,” explained Vachon. “The existence of subsidies helped the client to go for a retrofitting project including solar façade at once instead of fixing the problems one bit at a time.” Approximately 50 per cent of the investment costs for both the solar air heating and the renovation of the indoor ventilation system were covered by grants and subsidies. FAB3R profited from an Energir grant targeted at solar preheating, plus an investment subsidy from the Government of Quebec’s EcoPerformance Programme.   Blue or black, but always efficient: the advanced absorber coating In October 2024, the majority of the new 2,750 m² (29,600 ft2) solar façade at FAB3R began operation (see figure 1). According to Vachon, the system is expected to cover approximately 13 per cent of the factory’s annual heating demand, which is otherwise met by natural gas. Trigo Energies equipped the façade with its high-performance Calento SL collectors, featuring a notable innovation: a selective, low-emissivity coating that withstands outdoor conditions. Introduced by Trigo in 2019 and manufactured by Almeco Group from Italy, this advanced coating is engineered to maximize solar absorption while minimizing heat loss via infrared emission, enhancing the overall efficiency of the system. The high efficiency coating is now standard in Trigo’s air heating systems. According to the manufacturer, the improved collector design shows a 25 to 35 per cent increase in yield over the former generation of solar air collectors with black paint. Testing conducted at Queen’s University confirms this performance advantage. Researchers measured the performance of transpired solar air collectors both with and without a selective coating, mounted side-by-side on a south-facing vertical wall. The results showed that the collectors with the selective coating produced 1.3 to 1.5 times more energy than those without it. In 2024, the monitoring results were jointly published by Queen’s University and Canmat Energy in a paper titled Performance Comparison of a Transpired Air Solar Collector with Low-E Surface Coating. Selective coating, also used on other solar thermal technologies including glazed flat plate or vacuum tube collectors, has a distinctive blue color. Trigo customers can, however, choose between blue and black finishes. “By going from the normal blue selective coating to black selective coating, which Almeco is specially producing for Trigo, we lose about 1 per cent in solar efficiency,” explained Vachon. Figure 2: Building-integrated solar air heating façade with MatrixAir collectors at the firehall building in Mont Saint Hilaire, south of Montreal. The 190 m2 (2,045 ft2) south-facing wall preheats the fresh air, reducing natural gas consumption by 18 per cent compared to the conventional make-up system. Architect: Leclerc Architecture. Photo: Matrix Energy Matrix Energy: collaborating with architects and engineers in new builds The key target customer group of Matrix Energy are public buildings – mainly new construction. “Since the pandemic, schools are more conscious about fresh air, and solar preheating of the incoming fresh air has a positive impact over the entire school year,” noted Brian Wilkinson, President of Matrix Energy. Matrix Energy supplies systems across Canada, working with local partners to source and process the metal sheets used in their MatrixAir collectors. These metal sheets are perforated and then formed into architectural cladding profiles. The company exclusively offers unglazed, single-stage collectors, citing fire safety concerns associated with polymeric covers. “We have strong relationships with many architects and engineers who appreciate the simplicity and cost-effectiveness of transpired solar air heating systems,” said President Brian Wilkinson, describing the company’s sales approach. “Matrix handles system design and supplies the necessary materials, while installation is carried out by specialized cladding and HVAC contractors overseen by on-site architects and engineers,” Wilkinson added. Finding the right flow: the importance of unitary airflow rates One of the key design factors in solar air heating systems is the amount of air that passes through each square meter of the perforated metal absorber,  known as the unitary airflow rate. The principle is straightforward: higher airflow rates deliver more total heat to the building, while lower flow rates result in higher outlet air temperatures. Striking the right balance between air volume and temperature gain is essential for efficient system performance. For unglazed collectors mounted on building façades, typical hourly flow rates should range between 120 and 170 (m3/h/m2), or 6.6 to 9.4 cfm/ft2. However, Wilkinson suggests that an hourly airflow rate of around 130 m³/h/m² (7.2 cfm/ft2) offers the best cost-benefit balance for building owners. If the airflow is lower, the system will deliver higher air temperatures, but it would then need a much larger collector area to achieve the same air volume and optimum performance, he explained. It’s also crucial for the flow rate to overcome external wind pressure. As wind passes over the absorber, air flow through the collector’s perforations is reduced, resulting in heat losses to the environment. This effect becomes even more pronounced in taller buildings, where wind exposure is greater. To ensure the system performs well even in these conditions, higher hourly airflow rates typically between 150 and 170 m³/m² (8.3 to 9.4 cfm/ft2)  are necessary. Figure 3: One of three apartment blocks of the Maple House in Toronto’s Canary District. Around 160 m2 (1,722 ft2) of SolarWall collectors clad the two-storey mechanical penthouse on the roof. The rental flats have been occupied since the beginning of 2024. Collaborators: architects-Alliance, Claude Cormier et Associés, Thornton Tomasetti, RWDI, Cole Engineering, DesignAgency, MVShore, BA Group, EllisDon. Photo: Conserval Engineering Solar air heating systems support LEED-certified building designs Solar air collectors are also well-suited for use in multi-unit residential buildings. A prime example is the Canary District in Toronto (see Figure 3), where single-stage SolarWall collectors from Conserval Engineering have been installed on several MURBs to clad the mechanical penthouses. “These penthouses are an ideal location for our air heating collectors, as they contain the make-up air units that supply corridor ventilation throughout the building,” explained Victoria Hollick, Vice President of Conserval Engineering. “The walls are typically finished with metal façades, which can be seamlessly replaced with a SolarWall system – maintaining the architectural language without disruption.” To date, nine solar air heating systems have been commissioned in the Canary District, covering a total collector area of over 1,000 m² (10,764 ft2). “Our customers have many motivations to integrate SolarWall technology into their new construction or retrofit projects, either carbon reduction, ESG, or green building certification targets,” explained Hollick. The use of solar air collectors in the Canary District was proposed by architects from the Danish firm Cobe. The black-colored SolarWall system preheats incoming air before it is distributed to the building’s corridors and common areas, reducing reliance on natural gas heating and supporting the pursuit of LEED Gold certification. Hollick estimates the amount of gas saved between 10 to 20 per cent of the total heating load for the corridor ventilation of the multi-unit residential buildings. Additional energy-saving strategies include a 50/50 window-to-wall ratio with high-performance glazing, green roofs, high-efficiency mechanical systems, LED lighting, and Energy Star-certified appliances. The ideal orientation for a SolarWall system is due south. However, the systems can be built at any orientation up to 90° east and west, explained Hollick. A SolarWall at 90° would have approximately 60 per cent of the energy production of the same area facing south.Canada’s expertise in solar air heating continues to set a global benchmark, driven by supporting R&D, by innovative technologies, strategic partnerships, and a growing portfolio of high-impact projects. With strong policy support and proven performance, solar air heating is poised to play a key role in the country’s energy-efficient building future. Figure 4: Claude-Bechard Building in Quebec is a showcase project for sustainable architecture with a 72 m2 (775 ft2) Lubi solar air heating wall from Aéronergie. It serves as a regional administrative center. Architectural firm: Goulet et Lebel Architectes. Photo: Art Massif Bärbel Epp is the general manager of the German Agency solrico, whose focus is on solar market research and international communication. The post Op-ed: Canada’s leadership in solar air heating—Innovation and flagship projects appeared first on Canadian Architect.

Greg Touhill, director of the Software Engineering’s Institute’s (SEI’s) Computer Emergency Response Team (CERT) division is an atypical technology leader. For one thing, he’s been in tech and other leadership positions that span the US Air Force, the US government, the private sector and now SEI’s CERT. More importantly, he’s been a major force in the cybersecurity realm, making the world a safer place and even saving lives. Touhill earned a bachelor’s degree from the Pennsylvania State University, a master’s degree from the University of Southern California, a master’s degree from the Air War College, was a senior executive fellow at the Harvard University Kennedy School of Government and completed executive education studies at the University of North Carolina. “I was a student intern at Carnegie Mellon, but I was going to college at Penn State and studying chemical engineering. As an Air Force ROTC scholarship recipient, I knew I was going to become an Air Force officer but soon realized that I didn’t necessarily want to be a chemical engineer in the Air Force,” says Touhill. “Because I passed all the mathematics, physics, and engineering courses, I ended up becoming a communications, electronics, and computer systems officer in the Air Force. I spent 30 years, one month and three days on active duty in the United States Air Force, eventually retiring as a brigadier general and having done many different types of jobs that were available to me within and even beyond my career field.” Related:Specifically, he was an operational commander at the squadron, group, and wing levels. For example, as a colonel, Touhill served as director of command, control, communications and computers (C4) for the United States Central Command Forces, then he was appointed chief information officer and director, communications and information at Air Mobility Command. Later, he served as commander, 81st Training Wing at Kessler Air Force Base where he was promoted to brigadier general and commanded over 12,500 personnel. After that, he served as the senior defense officer and US defense attaché at the US Embassy in Kuwait, before concluding his military career as the chief information officer and director, C4 systems at the US Transportation Command, one of 10 US combatant commands, where he and his team were awarded the NSA Rowlett Award for the best cybersecurity program in the government. While in the Air Force, Touhill received numerous awards and decorations including the Bronze Star medal and the Air Force Science and Engineering Award. He is the only three-time recipient of the USAF C4 Professionalism Award. Related:Greg Touhill“I got to serve at major combatant commands, work with coalition partners from many different countries and represented the US as part of a diplomatic mission to Kuwait for two years as the senior defense official at a time when America was withdrawing forces out of Iraq. I also led the negotiation of a new bilateral defense agreement with the Kuwaitis,” says Touhill. “Then I was recruited to continue my service and was asked to serve as the deputy assistant secretary of cybersecurity and communications at the Department of Homeland Security, where I ran the operations of what is now known as the Cybersecurity and Infrastructure Security Agency. I was there at a pivotal moment because we were building up the capacity of that organization and setting the stage for it to become its own agency.” While at DHS, there were many noteworthy breaches including the infamous US Office of People Management (OPM) breach. Those events led to Obama’s visit to the National Cybersecurity and Communications Integration Center.  “I got to brief the president on the state of cybersecurity, what we had seen with the OPM breach and some other deficiencies,” says Touhill. “I was on the federal CIO council as the cybersecurity advisor to that since I’d been a federal CIO before and I got to conclude my federal career by being the first United States government chief information security officer. From there, I pivoted to industry, but I also got to return to Carnegie Mellon as a faculty member at Carnegie Mellon’s Heinz College, where I've been teaching since January 2017.” Related:Touhill has been involved in three startups, two of which were successfully acquired. He also served on three Fortune 100 advisory boards and on the Information Systems Audit and Control Association board, eventually becoming its chair for a term during the seven years he served there. Touhill just celebrated his fourth year at CERT, which he considers the pinnacle of the cybersecurity profession and everything he’s done to date. “Over my career I've led teams that have done major software builds in the national security space. I've also been the guy who's pulled cables and set up routers, hubs and switches, and I've been a system administrator. I've done everything that I could do from the keyboard up all the way up to the White House,” says Touhill. “For 40 years, the Software Engineering Institute has been leading the world in secure by design, cybersecurity, software engineering, artificial intelligence and engineering, pioneering best practices, and figuring out how to make the world a safer more secure and trustworthy place. I’ve had a hand in the making of today’s modern military and government information technology environment, beginning as a 22-year-old lieutenant, and hope to inspire the next generation to do even better.” What ‘Success’ Means Many people would be satisfied with their careers as a brigadier general, a tech leader, the White House’s first anything, or working at CERT, let alone running it. Touhill has spent his entire career making the world a safer place, so it’s not surprising that he considers his greatest achievement saving lives. “In the Middle East and Iraq, convoys were being attacked with improvised explosive devices. There were also ‘direct fire’ attacks where people are firing weapons at you and indirect fire attacks where you could be in the line of fire,” says Touhill. “The convoys were using SINCGARS line-of-site walkie-talkies for communications that are most effective when the ground is flat, and Iraq is not flat. As a result, our troops were at risk of not having reliable communications while under attack. As my team brainstormed options to remedy the situation, one of my guys found some technology, about the size of an iPhone, that could covert a radio signal, which is basically a waveform, into a digital pulse I could put on a dedicated network to support the convoy missions.” For $11 million, Touhill and his team quickly architected, tested, and fielded the Radio over IP network (aka “Ripper Net”) that had a 99% reliability rate anywhere in Iraq. Better still, convoys could communicate over the network using any radios. That solution saved a minimum of six lives. In one case, the hospital doctor said if the patient had arrived five minutes later, he would have died. Sage Advice Anyone who has ever spent time in the military or in a military family knows that soldiers are very well disciplined, or they wash out. Other traits include being physically fit, mentally fit, and achieving balance in life, though that’s difficult to achieve in combat. Still, it’s a necessity. “I served three and a half years down range in combat operations. My experience taught me you could be doing 20-hour days for a year or two on end. If you haven’t built a good foundation of being disciplined and fit, it impacts your ability to maintain presence in times of stress, and CISOs work in stressful situations,” says Touhill. “Staying fit also fortifies you for the long haul, so you don’t get burned out as fast.” Another necessary skill is the ability to work well with others.  “Cybersecurity is an interdisciplinary practice. One of the great joys I have as CERT director is the wide range of experts in many different fields that include software engineers, computer engineers, computer scientists, data scientists, mathematicians and physicists,” says Touhill. “I have folks who have business degrees and others who have philosophy degrees. It's really a rich community of interests all coming together towards that common goal of making the world a safer, more secure and more trusted place in the cyber domain. We’re are kind of like the cyber neighborhood watch for the whole world.” He also says that money isn’t everything, having taken a pay cut to go from being an Air Force brigadier general to the deputy assistant secretary of the Department of Homeland Security . “You’ll always do well if you pick the job that matters most. That’s what I did, and I’ve been rewarded every step,” says Touhill.  The biggest challenge he sees is the complexity of cyber systems and software, which can have second, third, and fourth order effects.  “Complexity raises the cost of the attack surface, increases the attack surface, raises the number of vulnerabilities and exploits human weaknesses,” says Touhill. “The No. 1 thing we need to be paying attention to is privacy when it comes to AI because AI can unearth and discover knowledge from data we already have. While it gives us greater insights at greater velocities, we need to be careful that we take precautions to better protect our privacy, civil rights and civil liberties.”