Who are the best teams in College Football 26? You don't have to wonder anymore, as the publisher has revealed the answer.EA Sports' College Football series came soaring back last year, following a hiatus of more than a decade. It became the best-selling sports game of all time, surpassing a record previously held by a COVID-era NBA 2K entry. This year's game is coming soon, and EA is surely hoping to keep its winning streak going.With just a few weeks separating players from the launch of the game, which is even sooner if you preorder, today the publisher has unveiled the game's 10 best teams.Naturally, the list is full of some major programs, though you'll notice they're all of a similar stature, as a few schools have built up major contenders that now stand toe to toe with the legacy giants of the sport.A list like this is partly meant to generate hype, but EA surely knows it'll also unavoidably lead to controversy even when the rankings are determined in good faith. Don't ever let reasonable arguments come between you and your favorite sports teams, right?With that in mind, take a look at the best teams in College Football 26, including several from the Lone Star State, the defending champions, and all four teams from last year's semi-finals. 1. Alabama - 89 OVR 2. Texas - 88 OVR 3. Ohio State - 88 OVR 4. Penn State - 88 OVR 5. Notre Dame - 88 OVR 6. Georgia - 88 OVR 7. Clemson - 88 OVR 8. Texas A&M - 88 OVR 9. Oregon - 86 OVR 10. LSU - 86 OVR #best #teams #sports #college #football

So, Aggro Crab and Landfall have cracked the code to success with "Co-op Climbing: Hit Peak," selling 2 million copies for less than $200,000. Who knew that the secret sauce was a pinch of Korean barbecue mixed with the power of friendship? I mean, forget about innovative gameplay or stunning graphics; it’s all about grilling meat and sharing laughs, right? Maybe next time I should host a barbecue instead of working on my game designs. Clearly, the magic happens when you add a side of bulgogi! If only my life choices came with such a tasty recipe for success. #CoopClimbing #GamingSuccess #KoreanBarbecue #PowerOfFriendship #IndieGames

By TREVOR HOGG Images courtesy of Prime Video. For those seeking an alternative to the MCU, Prime Video has two offerings of the live-action and animated variety that take the superhero genre into R-rated territory where the hands of the god-like figures get dirty, bloodied and severed. “The Boys is about the intersection of celebrity and politics using superheroes,” states Stephan Fleet, VFX Supervisor on The Boys. “Sometimes I see the news and I don’t even know we can write to catch up to it! But we try. Invincible is an intense look at an alternate DC Universe that has more grit to the superhero side of it all. On one hand, I was jealous watching Season 1 of Invincible because in animation you can do things that you can’t do in real life on a budget.” Season 4 does not tone down the blood, gore and body count. Fleet notes, “The writers almost have this dialogue with us. Sometimes, they’ll write in the script, ‘And Fleet will come up with a cool visual effect for how to kill this person.’ Or, ‘Chhiu, our fight coordinator, will make an awesome fight.’ It is a frequent topic of conversation. We’re constantly trying to be inventive and create new ways to kill people!” When Splintersplits in two, the cloning effect was inspired by cellular mitosis. “The writers almost have this dialogue with us. Sometimes, they’ll write in the script, ‘And Fleet will come up with a cool visual effect for how to kill this person.’ Or, ‘Chhiu, our fight coordinator, will make an awesome fight.’ It is a frequent topic of conversation. We’re constantly trying to be inventive and create new ways to kill people!” —Stephan Fleet, VFX Supervisor A total of 1,600 visual effects shots were created for the eight episodes by ILM, Pixomondo, MPC Toronto, Spin VFX, DNEG, Untold Studios, Luma Pictures and Rocket Science VFX. Previs was a critical part of the process. “We have John Griffith, who owns a small company called CNCPT out of Texas, and he does wonderful Unreal Engine level previs,” Fleet remarks. “On set, we have a cartoon of what is going to be done, and you’ll be amazed, specifically for action and heavy visual effects stuff, how close those shots are to the previs when we finish.” Founding Director of Federal Bureau of Superhuman Affairs, Victoria Neuman, literally gets ripped in half by two tendrils coming out of Compound V-enhanced Billy Butcher, the leader of superhero resistance group The Boys. “The word that we like to use on this show is ‘grounded,’ and I like to say ‘grounded’ with an asterisk in this day and age because we’re grounded until we get to killing people in the craziest ways. In this case, having someone floating in the air and being ripped in half by two tendrils was all CG.” Multiple plates were shot to enable Simon Pegg to phase through the actor laying in a hospital bed. Testing can get rather elaborate. “For that end scene with Butcher’s tendrils, the room was two stories, and we were able to put the camera up high along with a bunch of blood cannons,” Fleet recalls. “When the body rips in half and explodes, there is a practical component. We rained down a bunch of real blood and guts right in front of Huey. It’s a known joke that we like to douse Jack Quaid with blood as much as possible! In this case, the special effects team led by Hudson Kenny needed to test it the day before, and I said, “I’ll be the guinea pig for the test.’ They covered the whole place with plastic like it was a Dexter kill room because you don’t want to destroy the set. I’m standing there in a white hazmat suit with goggles on, covered from head to toe in plastic and waiting as they’re tweaking all of these things. It sounds like World War II going on. They’re on walkie talkies to each other, and then all of a sudden, it’s ‘Five, four, three, two, one…’  And I get exploded with blood. I wanted to see what it was like, and it’s intense.” “On set, we have a cartoon of what is going to be done, and you’ll be amazed, specifically for action and heavy visual effects stuff, how close those shots are to the previs when we finish.” —Stephan Fleet, VFX Supervisor The Deep has a love affair with an octopus called Ambrosius, voiced by Tilda Swinton. “It’s implied bestiality!” Fleet laughs. “I would call it more of a romance. What was fun from my perspective is that I knew what the look was going to be, so then it’s about putting in the details and the animation. One of the instincts that you always have when you’re making a sea creature that talks to a humanyou tend to want to give it human gestures and eyebrows. Erik Kripkesaid, ‘No. We have to find things that an octopus could do that conveys the same emotion.’ That’s when ideas came in, such as putting a little The Deep toy inside the water tank. When Ambrosius is trying to have an intimate moment or connect with him, she can wrap a tentacle around that. My favorite experience doing Ambrosius was when The Deep is reading poetry to her on a bed. CG creatures touching humans is one of the more complicated things to do and make look real. Ambrosius’ tentacles reach for his arm, and it becomes an intimate moment. More than touching the skin, displacing the bedsheet as Ambrosius moved ended up becoming a lot of CG, and we had to go back and forth a few times to get that looking right; that turned out to be tricky.” A building is replaced by a massive crowd attending a rally being held by Homelander. In a twisted form of sexual foreplay, Sister Sage has The Deep perform a transorbital lobotomy on her. “Thank you, Amazon for selling lobotomy tools as novelty items!” Fleet chuckles. “We filmed it with a lobotomy tool on set. There is a lot of safety involved in doing something like that. Obviously, you don’t want to put any performer in any situation where they come close to putting anything real near their eye. We created this half lobotomy tool and did this complicated split screen with the lobotomy tool on a teeter totter. The Deep wasin one shot and Sister Sage reacted in the other shot. To marry the two ended up being a lot of CG work. Then there are these close-ups which are full CG. I always keep a dummy head that is painted gray that I use all of the time for reference. In macrophotography I filmed this lobotomy tool going right into the eye area. I did that because the tool is chrome, so it’s reflective and has ridges. It has an interesting reflective property. I was able to see how and what part of the human eye reflects onto the tool. A lot of that shot became about realistic reflections and lighting on the tool. Then heavy CG for displacing the eye and pushing the lobotomy tool into it. That was one of the more complicated sequences that we had to achieve.” In order to create an intimate moment between Ambrosius and The Deep, a toy version of the superhero was placed inside of the water tank that she could wrap a tentacle around. “The word that we like to use on this show is ‘grounded,’ and I like to say ‘grounded’ with an asterisk in this day and age because we’re grounded until we get to killing people in the craziest ways. In this case, having someone floating in the air and being ripped in half by two tendrils was all CG.” —Stephan Fleet, VFX Supervisor Sheep and chickens embark on a violent rampage courtesy of Compound V with the latter piercing the chest of a bodyguard belonging to Victoria Neuman. “Weirdly, that was one of our more traditional shots,’ Fleet states. “What is fun about that one is I asked for real chickens as reference. The chicken flying through his chest is real. It’s our chicken wrangler in green suit gently tossing a chicken. We blended two real plates together with some CG in the middle.” A connection was made with a sci-fi classic. “The sheep kill this bull, and we shot it is in this narrow corridor of fencing. When they run, I always equated it as the Trench Run in Star Wars and looked at the sheep as TIE fighters or X-wings coming at them.” The scene was one of the scarier moments for the visual effects team. Fleet explains, “When I read the script, I thought this could be the moment where we jump the shark. For the shots where the sheep are still and scream to the camera, Untold Studios did a bunch of R&D and came up with baboon teeth. I tried to keep anything real as much as possible, but, obviously, when sheep are flying, they have to be CG. I call it the Battlestar Galactica theory, where I like to shake the camera, overshoot shots and make it sloppy when they’re in the air so you can add motion blur. Comedy also helps sell visual effects.” The sheep injected with Compound V develop the ability to fly and were shot in an imperfect manner to help ground the scenes. Once injected with Compound V, Hugh Campbell Sr.develops the ability to phase through objects, including human beings. “We called it the Bro-nut because his name in the script is Wall Street Bro,” Fleet notes. “That was a complicated motion control shot, repeating the move over and over again. We had to shoot multiple plates of Simon Pegg and the guy in the bed. Special effects and prosthetics created a dummy guy with a hole in his chest with practical blood dripping down. It was meshing it together and getting the timing right in post. On top of that, there was the CG blood immediately around Simon Pegg.” The phasing effect had to avoid appearing as a dissolve. “I had this idea of doing high-frequency vibration on the X axis loosely based on how The Flash vibrates through walls. You want everything to have a loose motivation that then helps trigger the visuals. We tried not to overcomplicate that because, ultimately, you want something like that to be quick. If you spend too much time on phasing, it can look cheesy. In our case, it was a lot of false walls. Simon Pegg is running into a greenscreen hole which we plug in with a wall or coming out of one. I went off the actor’s action, and we added a light opacity mix with some X-axis shake.” Providing a different twist to the fights was the replacement of spurting blood with photoreal rubber duckies during a drug-induced hallucination. Homelanderbreaks a mirror which emphasizes his multiple personality disorder. “The original plan was that special effects was going to pre-break a mirror, and we were going to shoot Anthony Starr moving his head doing all of the performances in the different parts of the mirror,” Fleet reveals. “This was all based on a photo that my ex-brother-in-law sent me. He was walking down a street in Glendale, California, came across a broken mirror that someone had thrown out, and took a photo of himself where he had five heads in the mirror. We get there on the day, and I’m realizing that this is really complicated. Anthony has to do these five different performances, and we have to deal with infinite mirrors. At the last minute, I said, ‘We have to do this on a clean mirror.’ We did it on a clear mirror and gave Anthony different eyelines. The mirror break was all done in post, and we were able to cheat his head slightly and art-direct where the break crosses his chin. Editorial was able to do split screens for the timing of the dialogue.” “For the shots where the sheep are still and scream to the camera, Untold Studios did a bunch of R&D and came up with baboon teeth. I tried to keep anything real as much as possible, but, obviously, when sheep are flying, they have to be CG. I call it the Battlestar Galactica theory, where I like to shake the camera, overshoot shots and make it sloppy when they’re in the air so you can add motion blur. Comedy also helps sell visual effects.” —Stephan Fleet, VFX Supervisor Initially, the plan was to use a practical mirror, but creating a digital version proved to be the more effective solution. A different spin on the bloodbath occurs during a fight when a drugged Frenchiehallucinates as Kimiko Miyashirogoes on a killing spree. “We went back and forth with a lot of different concepts for what this hallucination would be,” Fleet remarks. “When we filmed it, we landed on Frenchie having a synesthesia moment where he’s seeing a lot of abstract colors flying in the air. We started getting into that in post and it wasn’t working. We went back to the rubber duckies, which goes back to the story of him in the bathtub. What’s in the bathtub? Rubber duckies, bubbles and water. There was a lot of physics and logic required to figure out how these rubber duckies could float out of someone’s neck. We decided on bubbles when Kimiko hits people’s heads. At one point, we had water when she got shot, but it wasn’t working, so we killed it. We probably did about 100 different versions. We got really detailed with our rubber duckie modeling because we didn’t want it to look cartoony. That took a long time.” Ambrosius, voiced by Tilda Swinton, gets a lot more screentime in Season 4. When Splintersplits in two was achieved heavily in CG. “Erik threw out the words ‘cellular mitosis’ early on as something he wanted to use,” Fleet states. “We shot Rob Benedict on a greenscreen doing all of the different performances for the clones that pop out. It was a crazy amount of CG work with Houdini and particle and skin effects. We previs’d the sequence so we had specific actions. One clone comes out to the right and the other pulls backwards.” What tends to go unnoticed by many is Splinter’s clones setting up for a press conference being held by Firecracker. “It’s funny how no one brings up the 22-hour motion control shot that we had to do with Splinter on the stage, which was the most complicated shot!” Fleet observes. “We have this sweeping long shot that brings you into the room and follows Splinter as he carries a container to the stage and hands it off to a clone, and then you reveal five more of them interweaving each other and interacting with all of these objects. It’s like a minute-long dance. First off, you have to choreograph it. We previs’d it, but then you need to get people to do it. We hired dancers and put different colored armbands on them. The camera is like another performer, and a metronome is going, which enables you to find a pace. That took about eight hours of rehearsal. Then Rob has to watch each one of their performances and mimic it to the beat. When he is handing off a box of cables, it’s to a double who is going to have to be erased and be him on the other side. They have to be almost perfect in their timing and lineup in order to take it over in visual effects and make it work.” #bouncing #rubber #duckies #flying #sheep

Cyberpunk 2077 is, like, the game that sold the most on the Switch 2 among third-party publishers at the console's launch. You know, just another average day in the gaming world. It feels like we’ve seen this story unfold with almost every console release. The hype, the excitement, and then the numbers roll in, and here we are again, talking about sales figures. It’s kind of fascinating, in a way. Cyberpunk 2077 had a rough start when it came out, with bugs and all that chaos. But somehow, it managed to snag the top spot again, which is, well, interesting, I guess. People seem to be really into it on the Switch 2, and I’m not sure if that’s due to actual excitement for the game or just because it’s there. I mean, it’s not like there are a ton of options available at launch, right? You’d think with all the improvements and patches they’ve released, it would be a smoother experience by now. But still, I can’t help but feel a little underwhelmed. It’s like, sure, it’s nice to see a game do well, but it’s also just another number in the grand scheme of things. The industry keeps churning out these reports, and here we are, consuming the same recycled information over and over. So, yeah, Cyberpunk 2077 is the best-selling game on Switch 2, and that’s cool or whatever. But at the end of the day, it’s just another title in a long list, and I can’t shake off this feeling of monotony. Maybe some people are really excited about it, but for me, it’s all a bit... meh. Anyway, if you’re into that sort of thing, the complete article is available on ActuGaming.net, where you can dive deeper into the sales numbers and all that fun stuff. But honestly, who really needs more stats? #Cyberpunk2077 #Switch2 #GamingNews #GameSales #Boredom

In a world that seems to move relentlessly forward, I find myself standing still, swallowed by the shadows of disappointment. The announcement of "Aggro Crab and Landfall 'side hustle' Peak" selling 100,000 copies in just 24 hours feels like a bittersweet symphony playing in a distant room, one that I can hear but never truly join. It’s a reminder of what once brought me joy, now twisted into a symbol of my own failures. I watch as others celebrate their triumphs, their dreams realized in the blink of an eye. Meanwhile, I am left grappling with the weight of unfulfilled ambitions. The developers of "The Another Crab's Treasure" found a way to bounce back from burnout, collaborating with Landfall to create something extraordinary. Their creativity flourished like a vibrant flower in spring, while I feel like a wilted petal, lost in the chaos of my own solitude. Every tick of the clock echoes the loneliness I carry. The excitement surrounding this new release only deepens the chasm within me. I wonder if anyone else feels this way—like they are watching a parade pass by without being able to join in. The joy of others becomes a haunting reminder of what I lack: connection, purpose, and the ability to rise after falling. The world tells us to keep pushing, to hustle, to create. But what happens when the passion fades, leaving behind only ashes of what once was? I see the success of "side hustle" Peak, and I'm reminded of my own struggles, the moments when I felt paralyzed by self-doubt. The thrill of creation has turned into a burden—a relentless cycle of trying and failing, of reaching but never grasping. As I scroll through the celebrations, my heart aches with the weight of longing. I crave collaboration, companionship, and a sense of belonging. Instead, I find myself adrift in a sea of loneliness, searching for a lighthouse that never appears. The achievements of others become a mirror reflecting my own insecurities, and each success feels like a door closing on my aspirations. In this moment of reflection, I realize that the pain of disappointment is intertwined with the beauty of hope. Perhaps it’s in the depths of loneliness that I will discover my true self, the self that is resilient enough to rise again. Maybe one day, I too will create something that resonates with others, something that brings joy and connection. Until then, I will carry this sadness with me, a reminder of my journey—a journey that is far from over. #Loneliness #Heartbreak #Creativity #Resilience #Hope

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

With the ongoing jobs cuts across the gaming industry, the shift of “Grand Theft Auto 6” from release this fall to a launch next spring, and the distraction of the first new Nintendo console in eight years, there was a chance that Summer Game Fest 2025 wouldn’t have the same allure as the annual video game showcase has had in years past.Related Stories But the gamers came out in full force for the Geoff Keighley-hosted event on June 6, which live-streamed out of the YouTube Theater at SoFi Stadium in Los Angeles. Popular on Variety “Viewership was up significantly year over year,” Keighley told Variety. “Stream charts said it doubled its audience year over year for the peak concurrency to over 3 million peak concurrent viewers, which does not include China.” In person, both the Summer Game Fest live showcase event and its subsequent weekend Play Days event for developers and press saw “significantly higher” media creator attendance this year: more than 600 registered attendees vs. “somewhere in the 400s” in 2024, per SGF. The boost is an indicator that both the current U.S. political climate and significant changes in 2025’s game release schedule, like the delay of “Grand Theft Auto 6” until next May, didn’t affect interest in the event. “Things happen in the industry all the time that are big news worthy happenings,” Summer Game Fest producer and iam8bit co-creator Amanda White. “Switch 2 just happened and we’re here, it’s all working out, everybody’s having a great time playing games. It’s not irrelevant — it’s just part of the way things go.” As big a hit as the Switch 2 was with consumers upon release — selling more than 3.5 million units during the first four days after its June 5 launch — and noted multiple times during the Summer Game Fest live showcase on June 6, Nintendo’s new console was not the star of the three-day Play Days event for developers and media in Downtown Los Angeles, which ran June 7-9. “I have not seen a single attendee with a Switch 2 on campus,” SGF producer and iam8bit co-creator Jon M. Gibson said with a laugh. “There’s a few Switch 2s that Nintendo supplied. Some dev kits for Bandai and for Capcom. Of course, the launch happened on Thursday, so bandwidth from Nintendo is stretched thin with all the midnight launches and stuff. But they’re really supportive and supply some for some pre-release games, which is exciting.” Some big video publishers such as EA, Take-Two and Ubisoft skipped this year’s SGF, eliminating potential splashy in-show hits for eagerly anticipated games like “Grand Theft Auto 6.” But SGF still managed a few big moments, like the announcement and trailer release for “Resident Evil Requiem.” Gibson and White attribute that reveal and other moments like it to the immense trust the festival has managed to build up with video game publishers in just a few years. “We are very proud of our ability to keep the trust of all the publishers on campus,” Gibson said. “Six years into SGF as a whole, four years into Play Days, we’re very good. Because we have to print everything ahead of time, too. So there are lots of unannounced things that we’re very careful about who sees what. We have vendors who print and produce and manufacture physical objects under very tight wraps. We’re just very protective, because we know what it means to have to keep a secret because we’ve had our own games that we’ve had to announce, as well. Capcom is a great example with ‘Resident Evil.’ We knew that for a very long time, but they trusted us with information, and we were very careful about what our team actually knew what was going on.” And even though some of the gaming giants sat this year out, White says conversations were already happening on the Play Days campus about who is ready to return next year and what they’ll bring. “People get excited, they come and see. And each year we grow, so people see more potential,” White said. As for next year, the June show will take place just a few weeks after the planned May 26 release for “GTA 6.” While Switch 2 didn’t seem to distract too much, will the draw of playing the newly launched “GTA 6” prove to be so powerful it outshines whatever could be announced at SGF 2026? “My view is that all boats rise with ‘GTA’ launch,” Keighley said. “It is a singular cultural event that is the biggest thing in all of entertainment this decade. It will bring more people into gaming, sell lots of consoles and bring back lapsed gamers. There will never be a better time to feel the excitement and energy around gaming than SGF 2026.” See more from Variety‘s Q&A with Keighley about Summer Game Fest 2025 below. How was this year’s show impacted by the date shift for “GTA 6”? How much was planned before and after that big announcement? So far as I know there wasn’t any material impact, but I think the date move did allow a number of teams to feel more confident announcing their launch dates. Halfway through the year, what do you see as some of the biggest trends in gaming for 2025, and how did you look to reflect that in the show? We continue to see some of the most interesting and successful games come from smaller teams outside of the traditional publisher system – games like “Clair Obscur,” “Blue Prince” and “REPO.” So we wanted to highlight some of those projects at the show like “Ill” and “Mortal Shell 2.” What game announcements and trailers do you think resonated most with audiences after this show? What assets were the most popular? “Resident Evil Requiem” was a massive moment. Also we saw a lot of love for “Ill” from a small team in Canada and Armenia. #inside #summer #game #fest #how

There has been a new update to the ongoing Stratasys v. Bambu Lab patent infringement lawsuit.  Both parties have agreed to consolidate the lead and member casesinto a single case under Case No. 2:25-cv-00465-JRG.  Industrial 3D printing OEM Stratasys filed the request late last month. According to an official court document, Shenzhen-based Bambu Lab did not oppose the motion. Stratasys argued that this non-opposition amounted to the defendants waiving their right to challenge the request under U.S. patent law 35 U.S.C. § 299. On June 2, the U.S. District Court for the Eastern District of Texas, Marshall Division, ordered Bambu Lab to confirm in writing whether it agreed to the proposed case consolidation. The court took this step out of an “abundance of caution” to ensure both parties consented to the procedure before moving forward. Bambu Lab submitted its response on June 12, agreeing to the consolidation. The company, along with co-defendants Shenzhen Tuozhu Technology Co., Ltd., Shanghai Lunkuo Technology Co., Ltd., and Tuozhu Technology Limited, waived its rights under 35 U.S.C. § 299. The court will now decide whether to merge the cases. This followed U.S. District Judge Rodney Gilstrap’s decision last month to deny Bambu Lab’s motion to dismiss the lawsuits.  The Chinese desktop 3D printer manufacturer filed the motion in February 2025, arguing the cases were invalid because its US-based subsidiary, Bambu Lab USA, was not named in the original litigation. However, it agreed that the lawsuit could continue in the Austin division of the Western District of Texas, where a parallel case was filed last year.  Judge Gilstrap denied the motion, ruling that the cases properly target the named defendants. He concluded that Bambu Lab USA isn’t essential to the dispute, and that any misnaming should be addressed in summary judgment, not dismissal.        A Stratasys Fortus 450mcand a Bambu Lab X1C. Image by 3D Printing industry. Another twist in the Stratasys v. Bambu Lab lawsuit  Stratasys filed the two lawsuits against Bambu Lab in the Eastern District of Texas, Marshall Division, in August 2024. The company claims that Bambu Lab’s X1C, X1E, P1S, P1P, A1, and A1 mini 3D printers violate ten of its patents. These patents cover common 3D printing features, including purge towers, heated build plates, tool head force detection, and networking capabilities. Stratasys has requested a jury trial. It is seeking a ruling that Bambu Lab infringed its patents, along with financial damages and an injunction to stop Bambu from selling the allegedly infringing 3D printers. Last October, Stratasys dropped charges against two of the originally named defendants in the dispute. Court documents showed that Beijing Tiertime Technology Co., Ltd. and Beijing Yinhua Laser Rapid Prototyping and Mould Technology Co., Ltd were removed. Both defendants represent the company Tiertime, China’s first 3D printer manufacturer. The District Court accepted the dismissal, with all claims dropped without prejudice. It’s unclear why Stratasys named Beijing-based Tiertime as a defendant in the first place, given the lack of an obvious connection to Bambu Lab.  Tiertime and Stratasys have a history of legal disputes over patent issues. In 2013, Stratasys sued Afinia, Tiertime’s U.S. distributor and partner, for patent infringement. Afinia responded by suing uCRobotics, the Chinese distributor of MakerBot 3D printers, also alleging patent violations. Stratasys acquired MakerBot in June 2013. The company later merged with Ultimaker in 2022. In February 2025, Bambu Lab filed a motion to dismiss the original lawsuits. The company argued that Stratasys’ claims, focused on the sale, importation, and distribution of 3D printers in the United States, do not apply to the Shenzhen-based parent company. Bambu Lab contended that the allegations concern its American subsidiary, Bambu Lab USA, which was not named in the complaint filed in the Eastern District of Texas. Bambu Lab filed a motion to dismiss, claiming the case is invalid under Federal Rule of Civil Procedure 19. It argued that any party considered a “primary participant” in the allegations must be included as a defendant.    The court denied the motion on May 29, 2025. In the ruling, Judge Gilstrap explained that Stratasys’ allegations focus on the actions of the named defendants, not Bambu Lab USA. As a result, the official court document called Bambu Lab’s argument “unavailing.” Additionally, the Judge stated that, since Bambu Lab USA and Bambu Lab are both owned by Shenzhen Tuozhu, “the interest of these two entities align,” meaning the original cases are valid.   In the official court document, Judge Gilstrap emphasized that Stratasys can win or lose the lawsuits based solely on the actions of the current defendants, regardless of Bambu Lab USA’s involvement. He added that any potential risk to Bambu Lab USA’s business is too vague or hypothetical to justify making it a required party. Finally, the court noted that even if Stratasys named the wrong defendant, this does not justify dismissal under Rule 12. Instead, the judge stated it would be more appropriate for the defendants to raise that argument in a motion for summary judgment. The Bambu Lab X1C 3D printer. Image via Bambu Lab. 3D printing patent battles  The 3D printing industry has seen its fair share of patent infringement disputes over recent months. In May 2025, 3D printer hotend developer Slice Engineering reached an agreement with Creality over a patent non-infringement lawsuit.  The Chinese 3D printer OEM filed the lawsuit in July 2024 in the U.S. District Court for the Northern District of Florida, Gainesville Division. The company claimed that Slice Engineering had falsely accused it of infringing two hotend patents, U.S. Patent Nos. 10,875,244 and 11,660,810. These cover mechanical and thermal features of Slice’s Mosquito 3D printer hotend. Creality requested a jury trial and sought a ruling confirming it had not infringed either patent. Court documents show that Slice Engineering filed a countersuit in December 2024. The Gainesville-based company maintained that Creaility “has infringed and continues to infringe” on both patents. In the filing, the company also denied allegations that it had harassed Creality’s partners, distributors, and customers, and claimed that Creality had refused to negotiate a resolution.   The Creality v. Slice Engineering lawsuit has since been dropped following a mutual resolution. Court documents show that both parties have permanently dismissed all claims and counterclaims, agreeing to cover their own legal fees and costs.  In other news, large-format resin 3D printer manufacturer Intrepid Automation sued 3D Systems over alleged patent infringement. The lawsuit, filed in February 2025, accused 3D Systems of using patented technology in its PSLA 270 industrial resin 3D printer. The filing called the PSLA 270 a “blatant knock off” of Intrepid’s DLP multi-projection “Range” 3D printer.   San Diego-based Intrepid Automation called this alleged infringement the “latest chapter of 3DS’s brazen, anticompetitive scheme to drive a smaller competitor with more advanced technology out of the marketplace.” The lawsuit also accused 3D Systems of corporate espionage, claiming one of its employees stole confidential trade secrets that were later used to develop the PSLA 270 printer. 3D Systems denied the allegations and filed a motion to dismiss the case. The company called the lawsuit “a desperate attempt” by Intrepid to distract from its own alleged theft of 3D Systems’ trade secrets. Who won the 2024 3D Printing Industry Awards? Subscribe to the 3D Printing Industry newsletter to keep up with the latest 3D printing news.You can also follow us on LinkedIn, and subscribe to the 3D Printing Industry Youtube channel to access more exclusive content.Featured image shows a Stratasys Fortus 450mcand a Bambu Lab X1C. Image by 3D Printing industry. #new #court #order #stratasys #bambu

One stock recently impacted by a whirlwind of volatility is Block—the fintech powerhouse behind Square, Cash App, Tidal Music, and more. The company’s COO and CFO, Amrita Ahuja, shares how her team is using new AI tools to find opportunity amid disruption and reach customers left behind by traditional financial systems. Ahuja also shares lessons from the video game industry and discusses Gen Z’s surprising approach to money management.   This is an abridged transcript of an interview from Rapid Response, hosted by Robert Safian, former editor-in-chief of Fast Company. From the team behind the Masters of Scale podcast, Rapid Response features candid conversations with today’s top business leaders navigating real-time challenges. Subscribe to Rapid Response wherever you get your podcasts to ensure you never miss an episode. As a leader, when you’re looking at all of this volatility—the tariffs, consumer sentiment’s been unclear, the stock market’s been all over the place. You guys had a huge one-day drop in early May, and it quickly bounced back. How do you make sense of all these external factors? Yeah, our focus is on what we can control. And ultimately, the thing that we are laser-focused on for our business is product velocity. How quickly can we start small with something, launch something for our customers, and then test and iterate and learn so that ultimately, that something that we’ve launched scales into an important product? I’ll give you an example. Cash App Borrow, which is a product where our customers can get access to a line of credit, often that bridges them from paycheck to paycheck. We know so many Americans are living paycheck to paycheck. That’s a product that we launched about three years ago and have now scaled to serve 9 million actives with billion in credit supply to our customers in a span of a couple short years. The more we can be out testing and launching product at a pace, the more we know we are ultimately delivering value to our customers, and the right things will happen from a stock perspective. Block is a financial services provider. You have Square, the point-of-sale system; the digital wallet Cash App, which you mentioned, which competes with Venmo and Robinhood; and a bunch of others. Then you’ve got the buy-now, pay-later leader Afterpay. You chair Square Financial Services, which is Block’s chartered bank. But you’ve said that in the fintech world, Block is only a little bit fin—that comparatively, it’s more tech. Can you explain what you mean by that? What we think is unique about us is our ability as a technology company to completely change innovation in the space, such that we can help solve systemic issues across credit, payments, commerce, and banking. What that means ultimately is we use technologies like AI and machine learning and data science, and we use these technologies in a unique way, in a way that’s different from a traditional bank. We are able to underwrite those who are often frankly forgotten by the traditional financial ecosystems. Our Square Loans product has almost triple the rate of women-owned businesses that we underwrite. Fifty-eight percent of our loans go to women-owned businesses versus 20% for the industry average. For that Cash App Borrow product I was talking about, 70% of those actives, the 9 million actives that we underwrote, fell below 580 as a FICO score. That’s considered a poor FICO score, and yet 97% of repayments are made on time. And this is because we have unique access to data and these technology and tools which can help us uniquely underwrite this often forgotten customer base. Yeah. I mean, credit—sometimes it’s been blamed for financial excesses. But access to credit is also, as you say, an advantage that’s not available to everyone. Do you have a philosophy between those poles—between risk and opportunity? Or is what you’re saying is that the tech you have allows you to avoid that risk? That’s right. Let’s start with how do the current systems work? It works using inferior data, frankly. It’s more limited data. It’s outdated. Sometimes it’s inaccurate. And it ignores things like someone’s cash flows, the stability of your income, your savings rate, how money moves through your accounts, or how you use alternative forms of credit—like buy now, pay later, which we have in our ecosystem through Afterpay. We have a lot of these signals for our 57 million monthly actives on the Cash App side and for the 4 million small businesses on the Square side, and those, frankly, billions of transaction data points that we have on any given day paired with new technologies. And we intend to continue to be on the forefront of AI, machine learning, and data science to be able to empower more people into the economy. The combination of the superior data and the technologies is what we believe ultimately helps expand access. You have a financial background, but not in the financial services industry. Before Block, you were a video game developer at Activision. Are financial businesses and video games similar? Are there things that are similar about them? There are. There actually are some things that are similar, I will say. There are many things that are unique to each industry. Each industry is incredibly complex. You find that when big technology companies try to do gaming. They’ve taken over the world in many different ways, but they can’t always crack the nut on putting out a great game. Similarly, some of the largest technology companies have dabbled in fintech but haven’t been able to go as deep, so they’re both very nuanced and complex industries. I would say another similarity is that design really matters. Industrial design, the design of products, the interface of products, is absolutely mission-critical to a great game, and it’s absolutely mission-critical to the simplicity and accessibility of our products, be it on Square or Cash App. And then maybe the third thing that I would say is that when I was in gaming, at least the business models were rapidly changing from an intermediary distribution mechanism, like releasing a game once and then selling it through a retailer, to an always-on, direct-to-consumer connection. And similarly with banking, people don’t want to bank from 9 to 5, six days a week. They want 24/7 access to their money and the ability to, again, grow their financial livelihood, move their money around seamlessly. So, some similarities are there in that shift to an intermediary model or a slower model to an always-on, direct-to-consumer connection. Part of your target audience or your target customer base at Block are Gen Z folks. Did you learn things at Activision about Gen Z that has been useful? Are there things that businesses misunderstand about younger generations still? What we’ve learned is that Gen Z, millennial customers, aren’t going to do things the way their parents did. Some of our stats show that 63% of Gen Z customers have moved away from traditional credit cards, and over 80% are skeptical of them. Which means they’re not using a credit card to manage expenses; they’re using a debit card, but then layering on on a transaction-by-transaction basis. Or again, using tools like buy now, pay later, or Cash App Borrow, the means in which they’re managing their consistent cash flows. So that’s an example of how things are changing, and you’ve got to get up to speed with how the next generation of customers expects to manage their money. #blocks #cfo #explains #gen #surprising

By TREVOR HOGG Images courtesy of Chocolate Tribe. Nosipho Maketo-van den Bragt, Owner and CEO, Chocolate Tribe After initially pursuing a career as an attorney, Nosipho Maketo-van den Bragt discovered her true calling was to apply her legal knowledge in a more artistic endeavor with her husband, Rob Van den Bragt, who had forged a career as a visual effects supervisor. The couple co-founded Chocolate Tribe, the Johannesburg and Cape Town-based visual effects and animation studio that has done work for Netflix, BBC, Disney and Voltage Pictures. “It was following my passion and my passion finding me,” observes Maketo-van den Bragt, Owner and CEO of Chocolate Tribe and Founder of AVIJOZI. “I grew up in Soweto, South Africa, and we had this old-fashioned television. I was always fascinated by how those people got in there to perform and entertain us. Living in the townships, you become the funnel for your parents’ aspirations and dreams. My dad was a judge’s registrar, so he was writing all of the court cases coming up for a judge. My dad would come home and tell us stories of what happened in court. I found this enthralling, funny and sometimes painful because it was about people’s lives. I did law and to some extent still practice it. My legal career and entertainment media careers merged because I fell in love with the storytelling aspect of it all. There are those who say that lawyers are failed actors!” Chocolate Tribe hosts what has become the annual AVIJOZI festival with Netflix. AVIJOZI is a two-day, free-access event in Johannesburg focused on Animation/Film, Visual Effects and Interactive Technology. This year’s AVIJOZI is scheduled for September 13-14 in Johannesburg. Photo: Casting Director and Actor Spaces Founder Ayanda Sithebeand friends at AVIJOZI 2024. A personal ambition was to find a way to merge married life into a professional partnership. “I never thought that a lawyer and a creative would work together,” admits Maketo-van den Bragt. “However, Rob and I had this great love for watching films together and music; entertainment was the core fabric of our relationship. That was my first gentle schooling into the visual effects and animation content development space. Starting the company was due to both of us being out of work. I had quit my job without any sort of plan B. I actually incorporated Chocolate Tribe as a company without knowing what we would do with it. As time went on, there was a project that we were asked to come to do. The relationship didn’t work out, so Rob and I decided, ‘Okay, it seems like we can do this on our own.’ I’ve read many books about visual effects and animation, and I still do. I attend a lot of festivals. I am connected with a lot of the guys who work in different visual effects spaces because it is all about understanding how it works and, from a business side, how can we leverage all of that information?” Chocolate Tribe provided VFX and post-production for Checkers supermarket’s “Planet” ad promoting environmental sustainability. The Chocolate Tribe team pushed photorealism for the ad, creating three fully CG creatures: a polar bear, orangutan and sea turtle. With a population of 1.5 billion, there is no shortage of consumers and content creators in Africa. “Nollywood is great because it shows us that even with minimal resources, you can create a whole movement and ecosystem,” Maketo-van den Bragt remarks. “Maybe the question around Nollywood is making sure that the caliber and quality of work is high end and speaks to a global audience. South Africa has the same dynamics. It’s a vibrant traditional film and animation industry that grows in leaps and bounds every year. More and more animation houses are being incorporated or started with CEOs or managing directors in their 20s. There’s also an eagerness to look for different stories which haven’t been told. Africa gives that opportunity to tell stories that ordinary people, for example, in America, have not heard or don’t know about. There’s a huge rise in animation, visual effects and content in general.” Rob van den Bragt served as Creative Supervisor and Nosipho Maketo-van den Bragt as Studio Executive for the “Surf Sangoma” episode of the Disney+ series Kizazi Moto: Generation Fire. Rob van den Bragt, CCO, and Nosipho Maketo-van den Bragt, CEO, Co-Founders of Chocolate Tribe, in an AVIJOZI planning meeting. Stella Gono, Software Developer, working on the Chocolate Tribe website. Family photo of the Maketos. Maketo-van de Bragt has two siblings. Film tax credits have contributed to The Woman King, Dredd, Safe House, Black Sails and Mission: Impossible – Final Reckoning shooting in South Africa. “People understand principal photography, but there is confusion about animation and visual effects,” Maketo-van den Bragt states. “Rebates pose a challenge because now you have to go above and beyond to explain what you are selling. It’s taken time for the government to realize this is a viable career.” The streamers have had a positive impact. “For the most part, Netflix localizes, and that’s been quite a big hit because it speaks to the demographics and local representation and uplifts talent within those geographical spaces. We did one of the shorts for Disney’s Kizazi Moto: Generation Fire, and there was huge global excitement to that kind of anthology coming from Africa. We’ve worked on a number of collaborations with the U.K., and often that melding of different partners creates a fusion of universality. We need to tell authentic stories, and that authenticity will be dictated by the voices in the writing room.” AVIJOZI was established to support the development of local talent in animation, visual effects, film production and gaming. “AVIJOZI stands for Animation Visual Effects Interactive in JOZI,” Maketo-van den Bragt explains. “It is a conference as well as a festival. The conference part is where we have networking sessions, panel discussions and behind-the-scenes presentations to draw the curtain back and show what happens when people create avatars. We want to show the next generation that there is a way to do this magical craft. The festival part is people have film screenings and music as well. We’ve brought in gaming as an integral aspect, which attracts many young people because that’s something they do at an early age. Gaming has become the common sport. AVIJOVI is in its fourth year now. It started when I got irritated by people constantly complaining, ‘Nothing ever happens in Johannesburg in terms of animation and visual effects.’ Nobody wanted to do it. So, I said, ‘I’ll do it.’ I didn’t know what I was getting myself into, and four years later I have lots of gray hair!” Rob van den Bragt served as Animation Supervisor/Visual Effects Supervisor and Nosipho Maketo-van den Bragt as an Executive Producer on iNumber Number: Jozi Goldfor Netflix.Mentorship and internship programs have been established with various academic institutions, and while there are times when specific skills are being sought, like rigging, the field of view tends to be much wider. “What we are finding is that the people who have done other disciplines are much more vibrant,” Maketo-van den Bragt states. “Artists don’t always know how to communicate because it’s all in their heads. Sometimes, somebody with a different background can articulate that vision a bit better because they have those other skills. We also find with those who have gone to art school that the range within their artistry and craftsmanship has become a ‘thing.’ When you have mentally traveled where you have done other things, it allows you to be a more well-rounded artist because you can pull references from different walks of life and engage with different topics without being constrained to one thing. We look for people with a plethora of skills and diverse backgrounds. It’s a lot richer as a Chocolate Tribe. There are multiple flavors.” South African director/producer/cinematographer and drone cinemtography specialist FC Hamman, Founder of FC Hamman Films, at AVIJOZI 2024. There is a particular driving force when it comes to mentoring. “I want to be the mentor I hoped for,” Maketo-van den Bragt remarks. “I have silent mentors in that we didn’t formalize the relationship, but I knew they were my mentors because every time I would encounter an issue, I would be able to call them. One of the people who not only mentored but pushed me into different spaces is Jinko Gotoh, who is part of Women in Animation. She brought me into Women in Animation, and I had never mentored anybody. Here I was, sitting with six women who wanted to know how I was able to build up Chocolate Tribe. I didn’t know how to structure a presentation to tell them about the journey because I had been so focused on the journey. It’s a sense of grit and feeling that I cannot fail because I have a whole community that believes in me. Even when I felt my shoulders sagging, they would be there to say, ‘We need this. Keep it moving.’ This isn’t just about me. I have a whole stream of people who want this to work.” Netflix VFX Manager Ben Perry, who oversees Netflix’s VFX strategy across Africa, the Middle East and Europe, at AVIJOZI 2024. Netflix was a partner in AVIJOZI with Chocolate Tribe for three years. Zama Mfusi, Founder of IndiLang, and Isabelle Rorke, CEO of Dreamforge Creative and Deputy Chair of Animation SA, at AVIJOZI 2024. Numerous unknown factors had to be accounted for, which made predicting how the journey would unfold extremely difficult. “What it looks like and what I expected it to be, you don’t have the full sense of what it would lead to in this situation,” Maketo-van den Bragt states. “I can tell you that there have been moments of absolute joy where I was so excited we got this project or won that award. There are other moments where you feel completely lost and ask yourself, ‘Am I doing the right thing?’ The journey is to have the highs, lows and moments of confusion. I go through it and accept that not every day will be an award-winning day. For the most part, I love this journey. I wanted to be somewhere where there was a purpose. What has been a big highlight is when I’m signing a contract for new employees who are excited about being part of Chocolate Tribe. Also, when you get a new project and it’s exciting, especially from a service or visual effects perspective, we’re constantly looking for that dragon or big creature. It’s about being mesmerizing, epic and awesome.” Maketo-van den Bragt has two major career-defining ambitions. “Fostering the next generation of talent and making sure that they are ready to create these amazing stories properly – that is my life work, and relating the African narrative to let the world see the human aspect of who we are because for the longest time we’ve been written out of the stories and narratives.” #nosipho #maketovan #den #bragt #altered