John Edwards, Technology Journalist & AuthorJune 5, 20254 Min ReadSailGP Australia, USA, and Great Britain racing on San Francisco Bay, CaliforniaDannaphotos via Alamy StockWarren Jones is CTO at SailGP, the organizer of what he describes as the world's most exciting race on water. The event features high-tech F50 boats that speed across the waves at 100 kilometers-per-hour (62 miles-per-hour).  Working in cooperation with Oracle, Jones focuses on innovative solutions for remote broadcast production, data management and distribution, and a newly introduced fan engagement platform. He also leads the team that has won an IBC Innovation Awards for its ambitious and ground-breaking remote production strategy. Among the races Jones organizes is the Rolex SailGP Championship, a global competition featuring national teams battling each other in identical high-tech, high-speed 50-foot foiling catamarans at celebrated venues around the world. The event attracts the sport's top athletes, with national pride, personal glory, and bonus prize money of $12.8 million at stake. Jones also supports event and office infrastructures in London and New York, and at each of the global grand prix events over the course of the season. Prior to joining SailGP, he was IT leader at the America's Cup Event Authority and Oracle Racing. In an online interview, Jones discusses the challenges he faces in bringing reliable data services to event vessels, as well as onshore officials and fans. Related:Warren JonesWhat's the biggest challenge you've faced during your tenure? One of the biggest challenges I faced was ensuring real-time data transmission from our high-performance F50 foiling catamarans to teams, broadcasters, and fans worldwide. SailGP relies heavily on technology to deliver high-speed racing insights, but ensuring seamless connectivity across different venues with variable conditions was a significant hurdle. What caused the problem? The challenge arose due to a combination of factors. The high speeds and dynamic nature of the boats made data capture and transmission difficult. Varying network infrastructure at different race locations created connectivity issues. The need to process and visualize massive amounts of data in real time placed immense pressure on our systems. How did you resolve the problem? We tackled the issue by working with T-Mobile and Ericsson in a robust and adaptive telemetry system capable of transmitting data with minimal latency over 5G. Deploying custom-built race management software that could process and distribute data efficiently [was also important]. Working closely with our global partner Oracle, we optimized Cloud Compute with the Oracle Cloud.  Related:What would have happened if the problem wasn't quickly resolved? Spectator experience would have suffered. Teams rely on real-time analytics for performance optimization, and broadcasters need accurate telemetry for storytelling. A failure here could have resulted in delays, miscommunication, and a diminished fan experience. How long did it take to resolve the problem? It was an ongoing challenge that required continuous innovation. The initial solution took several months to implement, but we’ve refined and improved it over multiple seasons as technology advances and new challenges emerge. Who supported you during this challenge? This was a team effort -- with our partners Oracle, T-Mobile, and Ericsson with our in-house engineers, data scientists, and IT specialists all working closely. The support from SailGP's leadership was also crucial in securing the necessary resources. Did anyone let you down? Rather than seeing it as being let down, I'd say there were unexpected challenges with some technology providers who underestimated the complexity of what we needed. However, we adapted by seeking alternative solutions and working collaboratively to overcome the hurdles. What advice do you have for other leaders who may face a similar challenge? Related:Embrace adaptability. No matter how well you plan, unforeseen challenges will arise, so build flexible solutions. Leverage partnerships. Collaborate with the best in the industry to ensure you have the expertise needed. Stay ahead of technology trends. The landscape is constantly evolving; being proactive rather than reactive is key. Prioritize resilience. Build redundancy into critical systems to ensure continuity even in the face of disruptions. Is there anything else you would like to add? SailGP is as much a technology company as it is a sports league. The intersection of innovation and competition drives us forward and solving challenges like these is what makes this role both demanding and incredibly rewarding. About the AuthorJohn EdwardsTechnology Journalist & AuthorJohn Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications, including Computerworld, CFO Magazine, IBM Data Management Magazine, RFID Journal, and Electronic Design. He has also written columns for The Economist's Business Intelligence Unit and PricewaterhouseCoopers' Communications Direct. John has authored several books on business technology topics. His work began appearing online as early as 1983. Throughout the 1980s and 90s, he wrote daily news and feature articles for both the CompuServe and Prodigy online services. His "Behind the Screens" commentaries made him the world's first known professional blogger.See more from John EdwardsWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like

Before smartphones and the often-problematic push for viral moments, there was the refreshingly simple world of the 1990s celebrity red carpet.A little grittier, more analog, sometimes blurrier, and often completely unfiltered. Less like a polished PR moment and more like snapshots from your cousin's wedding where they served pizza (unironically).The ’90s Red Carpet Was More Grit Than GlitzEdward Furlong, Natasha Lyonne, Demi Moore, and Bruce Willis on the red carpet.Getty Imagesloading...READ MORE | The New Classic Rock? 50 Songs From the ’90s That Don't SuckThe fashion? Grunge with a hint of free-spirited glam. Sometimes sexy and a little slinky, and often confusing to us now. And yet, nobody was angling for that perfect selfie with a fan, because selfies weren't a thing yet. No ring lights, no Instagram Reels, and zero influencers. Just real flashbulbs and plenty of cigarettes.The ’90s Red Carpet Was Full of Familiar Faces, Some Now GoneGetty ImagesGetty Imagesloading...SEE MORE | From Grungy to Groundbreaking: Reliving the ’90s in Iconic PhotosOf course, this look back is filled with familiar faces, many of them stirring a sense of bittersweet nostalgia. One especially moving moment shows Robin Williams proudly standing with wife Marsha and son Zach at the premiere of Father’s Day. Other glimpses of Aaron Carter, Chris Farley, Gene Hackman with his wife Betsy, Val Kilmer, and Anne Heche, Matthew Perry and others serve as subtle reminders of how much has changed since then.LOOK: These '90s Red Carpet Photos Are the Ultimate ThrowbackCheck out 70 photos from '90s red carpets, where stars like Stallone, Robin Williams, and the 'Friends' cast looked way more gritty than glitzy.Gallery Credit: Stephen LenzGet our free mobile appREAD MORE: Beloved ’90s Foods That No Longer ExistLOOK: Relive the ’90s in These Iconic PhotosThese photos capture the good, the grungy, and the groundbreaking moments that defined the ’90s and left their mark on history and pop culture.Gallery Credit: Stephen LenzFiled Under: NostalgiaCategories: Galleries, Movie News, Original Features

John Edwards, Technology Journalist & AuthorJune 5, 20254 Min ReadSailGP Australia, USA, and Great Britain racing on San Francisco Bay, CaliforniaDannaphotos via Alamy StockWarren Jones is CTO at SailGP, the organizer of what he describes as the world's most exciting race on water. The event features high-tech F50 boats that speed across the waves at 100 kilometers-per-hour (62 miles-per-hour).  Working in cooperation with Oracle, Jones focuses on innovative solutions for remote broadcast production, data management and distribution, and a newly introduced fan engagement platform. He also leads the team that has won an IBC Innovation Awards for its ambitious and ground-breaking remote production strategy. Among the races Jones organizes is the Rolex SailGP Championship, a global competition featuring national teams battling each other in identical high-tech, high-speed 50-foot foiling catamarans at celebrated venues around the world. The event attracts the sport's top athletes, with national pride, personal glory, and bonus prize money of $12.8 million at stake. Jones also supports event and office infrastructures in London and New York, and at each of the global grand prix events over the course of the season. Prior to joining SailGP, he was IT leader at the America's Cup Event Authority and Oracle Racing. In an online interview, Jones discusses the challenges he faces in bringing reliable data services to event vessels, as well as onshore officials and fans. Related:Warren JonesWhat's the biggest challenge you've faced during your tenure? One of the biggest challenges I faced was ensuring real-time data transmission from our high-performance F50 foiling catamarans to teams, broadcasters, and fans worldwide. SailGP relies heavily on technology to deliver high-speed racing insights, but ensuring seamless connectivity across different venues with variable conditions was a significant hurdle. What caused the problem? The challenge arose due to a combination of factors. The high speeds and dynamic nature of the boats made data capture and transmission difficult. Varying network infrastructure at different race locations created connectivity issues. The need to process and visualize massive amounts of data in real time placed immense pressure on our systems. How did you resolve the problem? We tackled the issue by working with T-Mobile and Ericsson in a robust and adaptive telemetry system capable of transmitting data with minimal latency over 5G. Deploying custom-built race management software that could process and distribute data efficiently [was also important]. Working closely with our global partner Oracle, we optimized Cloud Compute with the Oracle Cloud.  Related:What would have happened if the problem wasn't quickly resolved? Spectator experience would have suffered. Teams rely on real-time analytics for performance optimization, and broadcasters need accurate telemetry for storytelling. A failure here could have resulted in delays, miscommunication, and a diminished fan experience. How long did it take to resolve the problem? It was an ongoing challenge that required continuous innovation. The initial solution took several months to implement, but we’ve refined and improved it over multiple seasons as technology advances and new challenges emerge. Who supported you during this challenge? This was a team effort -- with our partners Oracle, T-Mobile, and Ericsson with our in-house engineers, data scientists, and IT specialists all working closely. The support from SailGP's leadership was also crucial in securing the necessary resources. Did anyone let you down? Rather than seeing it as being let down, I'd say there were unexpected challenges with some technology providers who underestimated the complexity of what we needed. However, we adapted by seeking alternative solutions and working collaboratively to overcome the hurdles. What advice do you have for other leaders who may face a similar challenge? Related:Embrace adaptability. No matter how well you plan, unforeseen challenges will arise, so build flexible solutions. Leverage partnerships. Collaborate with the best in the industry to ensure you have the expertise needed. Stay ahead of technology trends. The landscape is constantly evolving; being proactive rather than reactive is key. Prioritize resilience. Build redundancy into critical systems to ensure continuity even in the face of disruptions. Is there anything else you would like to add? SailGP is as much a technology company as it is a sports league. The intersection of innovation and competition drives us forward and solving challenges like these is what makes this role both demanding and incredibly rewarding. About the AuthorJohn EdwardsTechnology Journalist & AuthorJohn Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications, including Computerworld, CFO Magazine, IBM Data Management Magazine, RFID Journal, and Electronic Design. He has also written columns for The Economist's Business Intelligence Unit and PricewaterhouseCoopers' Communications Direct. John has authored several books on business technology topics. His work began appearing online as early as 1983. Throughout the 1980s and 90s, he wrote daily news and feature articles for both the CompuServe and Prodigy online services. His "Behind the Screens" commentaries made him the world's first known professional blogger.See more from John EdwardsWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like

Commentary: It doesn't matter if Apple drops more AI at WWDC next week. I'm never turning my camera control button back on, and you should join me.

John Edwards, Technology Journalist & AuthorJune 4, 20254 Min ReadRancz Andrei via Alamy Stock PhotoIt may be hard to believe, but some senior executives actually believe that AI's arrival isn't a ground-shaking event. These individuals tend to be convinced that while AI may be a useful tool in certain situations, it's not going to change business in any truly meaningful way. Call them skeptics or call them realists, but such individuals really do exist, and it's the enterprise's CIOs and other IT leaders who need to gently guide them into reality. AI adoption tends to fall into three mindsets: early adopters who recognize its benefits, skeptics who fear its risks, and a large middle group -- those who are curious, but uncertain, observes Dave McQuarrie, HP's chief commercial officer in an online interview. "The key to closing the AI adoption gap lies in engaging this middle group, equipping them with knowledge, and guiding them through practical implementation." Effective Approaches The most important move is simply getting started. Establish a group of advocates in your company to serve as your early AI adopters, McQuarrie says. "Pick two or three processes to completely automate rather than casting a wide net, and use these as case studies to learn from," he advises. "By beginning with a subset of users, leaders can develop a solid foundation as they roll out the tool more widely across their business." Related:Start small, gather data, and present your use case, demonstrating how AI can support you and your colleagues to do your jobs better and faster, recommends Nicola Cain, CEO and principal consultant at Handley Gill Limited, a UK-based legal, regulatory and compliance consultancy. "This could be by analyzing customer interactions to demonstrate how the introduction of a chatbot to give customers prompt answers to easily addressed questions ... or showing how vast volumes of network log data could be analyzed by AI to identify potentially malign incidents that warrant further investigation," she says in an email interview. Changing Mindsets Question the skeptical leader about their biggest business bottleneck, suggests Jeff Mains, CEO of business consulting firm Champion Leadership Group. "Whether it’s slow decision-making, inconsistent customer experiences, or operational inefficiencies, there's a strategic AI-driven solution for nearly every major business challenge," he explains in an online interview. "The key is showing leaders how AI directly solves their most pressing problems today." When dealing with a reluctant executive, start by identifying an AI use case, Cain says. "AI functionality already performs strongly in areas like forecasting, recognition, event detection, personalization, interaction support, recommendations, and goal-driven optimization," she states. "Good business areas to identify a potential use case could therefore be in finance, customer service, marketing, cyber security, or stock control." Related:Strengthening Your Case Executives respond to proof, not promises, Mains says. "Instead of leading with research reports, I’ve found that real, industry-specific case studies are far more impactful," he observes. "If a direct competitor has successfully integrated AI into sales, marketing, or operations, use that example, because it creates urgency." Instead of just citing AI-driven efficiency gains, Mains recommends framing AI as a way to free-up leadership to focus on high-level strategy rather than day-to-day operations. Instead of trying to pitch AI in broad terms, Mains advises aligning the technology to the company's stated goals. "If the company is struggling with customer retention, talk about how AI can improve personalization," he suggests. "If operational inefficiencies are a problem, highlight AI-driven automation." The moment AI is framed as a business enabler rather than a technology trend, the conversation shifts from resistance to curiosity. Related:When All Else Fails If leadership refuses to embrace AI, it’s important to document the cost of inaction, Mains says. "Keep track of inefficiencies, missed opportunities, and competitor advancements," he recommends. Sometimes, leadership only shifts when management’s view of the risks of staying stagnant outweigh the risks of change. "If a company refuses to innovate despite clear benefits, that’s a red flag for long-term growth." Final Thoughts For enterprises that have so far done little or nothing in the way of AI deployment, the technology may appear optional, McQuarrie observes. Yet soon, operating without AI will become as unthinkable as running a business without the internet. Enterprise leaders who delay AI adoption risk falling behind the competition. "The best approach is to embrace a mindset of humility and curiosity -- actively seek out knowledge, ask questions, and learn from peers who are already seeing AI’s impact," he says. "To stay competitive in this rapidly evolving landscape, leaders should start now." The best companies aren't just using AI to improve; they're using the technology to redefine how they do business, Mains says. Leaders who recognize AI as a business accelerator will be the ones leading their industries in the next decade. "Those who hesitate? They’ll be playing catch-up." he concludes. About the AuthorJohn EdwardsTechnology Journalist & AuthorJohn Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications, including Computerworld, CFO Magazine, IBM Data Management Magazine, RFID Journal, and Electronic Design. He has also written columns for The Economist's Business Intelligence Unit and PricewaterhouseCoopers' Communications Direct. John has authored several books on business technology topics. His work began appearing online as early as 1983. Throughout the 1980s and 90s, he wrote daily news and feature articles for both the CompuServe and Prodigy online services. His "Behind the Screens" commentaries made him the world's first known professional blogger.See more from John EdwardsWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like

John Edwards, Technology Journalist & AuthorJune 4, 20254 Min ReadRancz Andrei via Alamy Stock PhotoIt may be hard to believe, but some senior executives actually believe that AI's arrival isn't a ground-shaking event. These individuals tend to be convinced that while AI may be a useful tool in certain situations, it's not going to change business in any truly meaningful way. Call them skeptics or call them realists, but such individuals really do exist, and it's the enterprise's CIOs and other IT leaders who need to gently guide them into reality. AI adoption tends to fall into three mindsets: early adopters who recognize its benefits, skeptics who fear its risks, and a large middle group -- those who are curious, but uncertain, observes Dave McQuarrie, HP's chief commercial officer in an online interview. "The key to closing the AI adoption gap lies in engaging this middle group, equipping them with knowledge, and guiding them through practical implementation." Effective Approaches The most important move is simply getting started. Establish a group of advocates in your company to serve as your early AI adopters, McQuarrie says. "Pick two or three processes to completely automate rather than casting a wide net, and use these as case studies to learn from," he advises. "By beginning with a subset of users, leaders can develop a solid foundation as they roll out the tool more widely across their business." Related:Start small, gather data, and present your use case, demonstrating how AI can support you and your colleagues to do your jobs better and faster, recommends Nicola Cain, CEO and principal consultant at Handley Gill Limited, a UK-based legal, regulatory and compliance consultancy. "This could be by analyzing customer interactions to demonstrate how the introduction of a chatbot to give customers prompt answers to easily addressed questions ... or showing how vast volumes of network log data could be analyzed by AI to identify potentially malign incidents that warrant further investigation," she says in an email interview. Changing Mindsets Question the skeptical leader about their biggest business bottleneck, suggests Jeff Mains, CEO of business consulting firm Champion Leadership Group. "Whether it’s slow decision-making, inconsistent customer experiences, or operational inefficiencies, there's a strategic AI-driven solution for nearly every major business challenge," he explains in an online interview. "The key is showing leaders how AI directly solves their most pressing problems today." When dealing with a reluctant executive, start by identifying an AI use case, Cain says. "AI functionality already performs strongly in areas like forecasting, recognition, event detection, personalization, interaction support, recommendations, and goal-driven optimization," she states. "Good business areas to identify a potential use case could therefore be in finance, customer service, marketing, cyber security, or stock control." Related:Strengthening Your Case Executives respond to proof, not promises, Mains says. "Instead of leading with research reports, I’ve found that real, industry-specific case studies are far more impactful," he observes. "If a direct competitor has successfully integrated AI into sales, marketing, or operations, use that example, because it creates urgency." Instead of just citing AI-driven efficiency gains, Mains recommends framing AI as a way to free-up leadership to focus on high-level strategy rather than day-to-day operations. Instead of trying to pitch AI in broad terms, Mains advises aligning the technology to the company's stated goals. "If the company is struggling with customer retention, talk about how AI can improve personalization," he suggests. "If operational inefficiencies are a problem, highlight AI-driven automation." The moment AI is framed as a business enabler rather than a technology trend, the conversation shifts from resistance to curiosity. Related:When All Else Fails If leadership refuses to embrace AI, it’s important to document the cost of inaction, Mains says. "Keep track of inefficiencies, missed opportunities, and competitor advancements," he recommends. Sometimes, leadership only shifts when management’s view of the risks of staying stagnant outweigh the risks of change. "If a company refuses to innovate despite clear benefits, that’s a red flag for long-term growth." Final Thoughts For enterprises that have so far done little or nothing in the way of AI deployment, the technology may appear optional, McQuarrie observes. Yet soon, operating without AI will become as unthinkable as running a business without the internet. Enterprise leaders who delay AI adoption risk falling behind the competition. "The best approach is to embrace a mindset of humility and curiosity -- actively seek out knowledge, ask questions, and learn from peers who are already seeing AI’s impact," he says. "To stay competitive in this rapidly evolving landscape, leaders should start now." The best companies aren't just using AI to improve; they're using the technology to redefine how they do business, Mains says. Leaders who recognize AI as a business accelerator will be the ones leading their industries in the next decade. "Those who hesitate? They’ll be playing catch-up." he concludes. About the AuthorJohn EdwardsTechnology Journalist & AuthorJohn Edwards is a veteran business technology journalist. His work has appeared in The New York Times, The Washington Post, and numerous business and technology publications, including Computerworld, CFO Magazine, IBM Data Management Magazine, RFID Journal, and Electronic Design. He has also written columns for The Economist's Business Intelligence Unit and PricewaterhouseCoopers' Communications Direct. John has authored several books on business technology topics. His work began appearing online as early as 1983. Throughout the 1980s and 90s, he wrote daily news and feature articles for both the CompuServe and Prodigy online services. His "Behind the Screens" commentaries made him the world's first known professional blogger.See more from John EdwardsWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like

Native visionOS support, shader baker, Wasm SIMD, and more new features are coming.

Replicube A game by Walaber Entertainment LLCDev snapshot: Godot 4.5 dev 5By: Thaddeus Crews2 June 2025Pre-releaseBrrr… Do you feel that? That’s the cold front of the feature freeze just around the corner. It’s not upon us just yet, but this is likely to be our final development snapshot of the 4.5 release cycle. As we enter the home stretch of new features, bugs are naturally going to follow suit, meaning bug reports and feedback will be especially important for a smooth beta timeframe.Jump to the Downloads section, and give it a spin right now, or continue reading to learn more about improvements in this release. You can also try the Web editor or the Android editor for this release. If you are interested in the latter, please request to join our testing group to get access to pre-release builds.The cover illustration is from Replicube, a programming puzzle game where you write code to recreate voxelized objects. It is developed by Walaber Entertainment LLC (Bluesky, Twitter). You can get the game on Steam.HighlightsIn case you missed them, see the 4.5 dev 1, 4.5 dev 2, 4.5 dev 3, and 4.5 dev 4 release notes for an overview of some key features which were already in those snapshots, and are therefore still available for testing in dev 5.Native visionOS supportNormally, our featured highlights in these development blogs come from long-time contributors. This makes sense of course, as it’s generally those users that have the familiarity necessary for major changes or additions that are commonly used for these highlights. That’s why it might surprise you to hear that visionOS support comes to us from Ricardo Sanchez-Saez, whose pull request GH-105628 is his very first contribution to the engine! It might not surprise you to hear that Ricardo is part of the visionOS engineering team at Apple, which certainly helps get his foot in the door, but that still makes visionOS the first officially-supported platform integration in about a decade.For those unfamiliar, visionOS is Apple’s XR environment. We’re no strangers to XR as a concept (see our recent XR blogpost highlighting the latest Godot XR Game Jam), but XR platforms are as distinct from one another as traditional platforms. visionOS users have expressed a strong interest in integrating with our ever-growing XR community, and now we can make that happen. See you all in the next XR Game Jam!GDScript: Abstract classesWhile the Godot Engine utilizes abstract classes—a class that cannot be directly instantiated—frequently, this was only ever supported internally. Thanks to the efforts of Aaron Franke, this paradigm is now available to GDScript users (GH-67777). Now if a user wants to introduce their own abstract class, they merely need to declare it via the new abstract keyword:abstract class_name MyAbstract extends Node The purpose of an abstract class is to create a baseline for other classes to derive from:class_name ExtendsMyAbstract extends MyAbstract Shader bakerFrom the technical gurus behind implementing ubershaders, Darío Samo and Pedro J. Estébanez bring us another miracle of rendering via GH-102552: shader baker exporting. This is an optional feature that can be enabled at export time to speed up shader compilation massively. This feature works with ubershaders automatically without any work from the user. Using shader baking is strongly recommended when targeting Apple devices or D3D12 since it makes the biggest difference there (over 20× decrease in load times in the TPS demo)!Before:After:However, it comes with tradeoffs:Export time will be much longer.Build size will be much larger since the baked shaders can take up a lot of space.We have removed several MoltenVK bug workarounds from the Forward+ shader, therefore we no longer guarantee support for the Forward+ renderer on Intel Macs. If you are targeting Intel Macs, you should use the Mobile or Compatibility renderers.Baking for Vulkan can be done from any device, but baking for D3D12 needs to be done from a Windows device and baking for Apple .metallib requires a Metal compiler (macOS with Xcode / Command Line Tools installed).Web: WebAssembly SIMD supportAs you might recall, Godot 4.0 initially released under the assumption that multi-threaded web support would become the standard, and only supported that format for web builds. This assumption unfortunately proved to be wishful thinking, and was reverted in 4.3 by allowing for single-threaded builds once more. However, this doesn’t mean that these single-threaded environments are inherently incapable of parallel processing; it just requires alternative implementations. One such implementation, SIMD, is a perfect candidate thanks to its support across all major browsers. To that end, web-wiz Adam Scott has taken to integrating this implementation for our web builds by default (GH-106319).Inline color pickersWhile it’s always been possible to see what kind of variable is assigned to an exported color in the inspector, some users have expressed a keen interest in allowing for this functionality within the script editor itself. This is because it would mean seeing what kind of color is represented by a variable without it needing to be exposed, as well as making it more intuitive at a glance as to what color a name or code corresponds to. Koliur Rahman has blessed us with this quality-of-life goodness, which adds an inline color picker GH-105724. Now no matter where the color is declared, users will be able to immediately and intuitively know what is actually represented in a non-intrusive manner.Rendering goodiesThe renderer got a fair amount of love this snapshot; not from any one PR, but rather a multitude of community members bringing some long-awaited features to light. Raymond DiDonato helped SMAA 1x make its transition from addon to fully-fledged engine feature (GH-102330). Capry brings bent normal maps to further enhance specular occlusion and indirect lighting (GH-89988). Our very own Clay John converted our Compatibility backend to use a fragment shader copy instead of a blit copy, working around common sample rate issues on mobile devices (GH-106267). More technical information on these rendering changes can be found in their associated PRs.SMAA comparison:OffOnBent normal map comparison:BeforeAfterAnd more!There are too many exciting changes to list them all here, but here’s a curated selection:Animation: Add alphabetical sorting to Animation Player (GH-103584).Animation: Add animation filtering to animation editor (GH-103130).Audio: Implement seek operation for Theora video files, improve multi-channel audio resampling (GH-102360).Core: Add --scene command line argument (GH-105302).Core: Overhaul resource duplication (GH-100673).Core: Use Grisu2 algorithm in String::num_scientific to fix serializing (GH-98750).Editor: Add “Quick Load” button to EditorResourcePicker (GH-104490).Editor: Add PROPERTY_HINT_INPUT_NAME for use with @export_custom to allow using input actions (GH-96611).Editor: Add named EditorScripts to the command palette (GH-99318).GUI: Add file sort to FileDialog (GH-105723).I18n: Add translation preview in editor (GH-96921).Import: Add Channel Remap settings to ResourceImporterTexture (GH-99676).Physics: Improve performance with non-monitoring areas when using Jolt Physics (GH-106490).Porting: Android: Add export option for custom theme attributes (GH-106724).Porting: Android: Add support for 16 KB page sizes, update to NDK r28b (GH-106358).Porting: Android: Remove the gradle_build/compress_native_libraries export option (GH-106359).Porting: Web: Use actual PThread pool size for get_default_thread_pool_size() (GH-104458).Porting: Windows/macOS/Linux: Use SSE 4.2 as a baseline when compiling Godot (GH-59595).Rendering: Add new StandardMaterial properties to allow users to control FPS-style objects (hands, weapons, tools close to the camera) (GH-93142).Rendering: FTI - Optimize SceneTree traversal (GH-106244).Changelog109 contributors submitted 252 fixes for this release. See our interactive changelog for the complete list of changes since the previous 4.5-dev4 snapshot.This release is built from commit 64b09905c.DownloadsGodot is downloading...Godot exists thanks to donations from people like you. Help us continue our work:Make a DonationStandard build includes support for GDScript and GDExtension..NET build (marked as mono) includes support for C#, as well as GDScript and GDExtension.While engine maintainers try their best to ensure that each preview snapshot and release candidate is stable, this is by definition a pre-release piece of software. Be sure to make frequent backups, or use a version control system such as Git, to preserve your projects in case of corruption or data loss.Known issuesWindows executables (both the editor and export templates) have been signed with an expired certificate. You may see warnings from Windows Defender’s SmartScreen when running this version, or outright be prevented from running the executables with a double-click (GH-106373). Running Godot from the command line can circumvent this. We will soon have a renewed certificate which will be used for future builds.With every release, we accept that there are going to be various issues, which have already been reported but haven’t been fixed yet. See the GitHub issue tracker for a complete list of known bugs.Bug reportsAs a tester, we encourage you to open bug reports if you experience issues with this release. Please check the existing issues on GitHub first, using the search function with relevant keywords, to ensure that the bug you experience is not already known.In particular, any change that would cause a regression in your projects is very important to report (e.g. if something that worked fine in previous 4.x releases, but no longer works in this snapshot).SupportGodot is a non-profit, open source game engine developed by hundreds of contributors on their free time, as well as a handful of part and full-time developers hired thanks to generous donations from the Godot community. A big thank you to everyone who has contributed their time or their financial support to the project!If you’d like to support the project financially and help us secure our future hires, you can do so using the Godot Development Fund.Donate now

Joao-Pierre S. Ruth, Senior EditorJune 2, 20255 Min ReadJG Photography via Alamy Stock PhotoProviding services to steel mills and mines around the world can call for real-world, heavy lifting. So when Phoenix Global decided it was time for digital transformation as new leadership took the helm, it needed a fresh plan to embrace the cloud.Jeff Suellentrop, chief information and technology officer for Phoenix Global, says the company works with some 17 steel mill sites in the US and abroad, offering slag remediation and metals recovery. “We operate all the heavy equipment, large loaders, dump trucks and basically all the heavy equipment in the steel mill,” he says. “We help process the byproduct of slags.”Slag is the byproduct of steelmaking, in which impurities are removed from the metal. Suellentrop says his company works with slag to help reclaim precious metals to return to the steelmaking process. The part of the byproduct not returned to steelmaking gets crushed and sold to construction and other industrial agencies. “It’s a very renewable process,” he says.Removing the Weight of Legacy TechServicing steel mills is Phoenix Global’s main business, Suellentrop says, with contracts that can last from five through 20 years. “It’s a fairly unique business, fairly complex compared to traditional order-to-cash type of process.Related:That includes very large asset purchases at the onset with tens of millions of dollars spent on equipment to initiate a contract, he says. “We manage all that equipment, all the personnel, and we also maintenance all that equipment.”This all requires a fairly long selling process, with each site built independently. Phoenix Global had a legacy ERP system in place, Suellentrop says, but the unique needs of the sites led to fragmented data that was not very integrated. “Our goal was to get what we call activity-based management, near real-time activity-based management,” he says.The company wanted to start fresh, jettison all the tech debt, and process debt to have a fully integrated, modernized organization. “We’ve replaced every technology in the company in the last two years,” Suellentrop says.Unfettered by the CloudThe core of that change, he says, was cloud-based SAP ERP software, for all of Phoenix Global’s finance, purchasing, processing tech, supply chain, contract management, plans, and telematics. Phoenix Global tapped Syntax Systems to transition to SAP S/4HANA Cloud.Suellentrop says his company is still deploying SAP at its sites, working toward 100% deployment, which will include mobile assets such as connecting loaders and dump trucks. “You can imagine all the telematics data, hours, fuel consumption,” he says. The system includes connecting some 1,700 associates around the world, integrating data, inventory, and managing maintenance shops through SAP. “We’ve taken out all of the hand offs; it’s all automated," Suellentrop says. “We’ve literally taken days out of the turn-around time and driven up utilization of the equipment, saved millions of dollars on inventory.”Related:Maintenance, for example, has been streamlined to let technicians work directly through SAP to order repair parts that would be available that same day. “It’s a fairly high volume of data when it comes to all the information around the assets, asset maintenance, and then obviously tracking of all the different activities and resources,” he says. “Our goal with activity-based management basically is to see near real-time P&L by site to allow us to make near real-time decisions which help us service our customer better.”In prior years, Phoenix Global saw spot implementations of new solutions for certain needs. After Suellentrop joined the company in March 2023, he was asked to architect the complete digital overhaul and digital transformation for the company. “I’m responsible, from the executive team, for that digital transformation and beginning this activity-based management,” he says. “Digital to me is really delivering it at the speed of business and creating a force multiplier. We literally changed every technology, jettisoned almost all of the legacy processes, and displaced them with best practices.”Related:That allowed Phoenix Global to get rid of unintegrated and poor processes, Suellentrop says, and leapfrog to best practices. “More importantly, it allowed us to standardize the whole data set,” he says, which meant not much data grooming was needed, quickening its use with AI. “We basically took out a whole challenge with deploying AI.”New Leadership, New StrategySuellentrop joined Phoenix Global as it emerged from a reorganization, which he says gave the company the chance to start fresh with a new leadership team that had a goal of driving improvements across the board. That included the adoption of AI and a reimagining of the business model. “The steel industry has not embraced digital quite at the pace of some other industries,” he says.The transformation plan aimed for increased safety, profitability, and efficiency. “We went into this with very distinct outcomes, how we saw this business running in the future, and then we basically align the technology to deliver those outcomes,” Suellentrop says. “I can’t stress the importance of that enough, because we had a very clear vision from the leadership team … it takes immense sponsorship, obviously, to jettison all old processes and go to best practices.”That type of change management, he says, included telling staff that processes they followed day to day, perhaps for as long as 15 years, would change. This included digitizing everything, Suellentrop says, including analog records, even for operators driving trucks. “We got rid of all the paper and pencils,” he says. “We’ve deployed tablets; we automated so they didn’t have to enter some things. We want to minimize the human data entry.”Maintenance technicians now use tablets, he says, which allows them to manage work orders, order parts, and plan their workloads.Phoenix Global plans to finish deploying the new system and operating model in the US this year with international sites to follow in 2026, Suellentrop says. “We’re doing financial planning. We have several new AI value-adders that we’re layering on this year in the plants that are deployed … we can hyper tune our processes and our profitability because we’ve got a much higher level of detail.”About the AuthorJoao-Pierre S. RuthSenior EditorJoao-Pierre S. Ruth covers tech policy, including ethics, privacy, legislation, and risk; fintech; code strategy; and cloud & edge computing for InformationWeek. He has been a journalist for more than 25 years, reporting on business and technology first in New Jersey, then covering the New York tech startup community, and later as a freelancer for such outlets as TheStreet, Investopedia, and Street Fight.See more from Joao-Pierre S. RuthWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like

Joao-Pierre S. Ruth, Senior EditorJune 2, 20255 Min ReadJG Photography via Alamy Stock PhotoProviding services to steel mills and mines around the world can call for real-world, heavy lifting. So when Phoenix Global decided it was time for digital transformation as new leadership took the helm, it needed a fresh plan to embrace the cloud.Jeff Suellentrop, chief information and technology officer for Phoenix Global, says the company works with some 17 steel mill sites in the US and abroad, offering slag remediation and metals recovery. “We operate all the heavy equipment, large loaders, dump trucks and basically all the heavy equipment in the steel mill,” he says. “We help process the byproduct of slags.”Slag is the byproduct of steelmaking, in which impurities are removed from the metal. Suellentrop says his company works with slag to help reclaim precious metals to return to the steelmaking process. The part of the byproduct not returned to steelmaking gets crushed and sold to construction and other industrial agencies. “It’s a very renewable process,” he says.Removing the Weight of Legacy TechServicing steel mills is Phoenix Global’s main business, Suellentrop says, with contracts that can last from five through 20 years. “It’s a fairly unique business, fairly complex compared to traditional order-to-cash type of process.Related:That includes very large asset purchases at the onset with tens of millions of dollars spent on equipment to initiate a contract, he says. “We manage all that equipment, all the personnel, and we also maintenance all that equipment.”This all requires a fairly long selling process, with each site built independently. Phoenix Global had a legacy ERP system in place, Suellentrop says, but the unique needs of the sites led to fragmented data that was not very integrated. “Our goal was to get what we call activity-based management, near real-time activity-based management,” he says.The company wanted to start fresh, jettison all the tech debt, and process debt to have a fully integrated, modernized organization. “We’ve replaced every technology in the company in the last two years,” Suellentrop says.Unfettered by the CloudThe core of that change, he says, was cloud-based SAP ERP software, for all of Phoenix Global’s finance, purchasing, processing tech, supply chain, contract management, plans, and telematics. Phoenix Global tapped Syntax Systems to transition to SAP S/4HANA Cloud.Suellentrop says his company is still deploying SAP at its sites, working toward 100% deployment, which will include mobile assets such as connecting loaders and dump trucks. “You can imagine all the telematics data, hours, fuel consumption,” he says. The system includes connecting some 1,700 associates around the world, integrating data, inventory, and managing maintenance shops through SAP. “We’ve taken out all of the hand offs; it’s all automated," Suellentrop says. “We’ve literally taken days out of the turn-around time and driven up utilization of the equipment, saved millions of dollars on inventory.”Related:Maintenance, for example, has been streamlined to let technicians work directly through SAP to order repair parts that would be available that same day. “It’s a fairly high volume of data when it comes to all the information around the assets, asset maintenance, and then obviously tracking of all the different activities and resources,” he says. “Our goal with activity-based management basically is to see near real-time P&L by site to allow us to make near real-time decisions which help us service our customer better.”In prior years, Phoenix Global saw spot implementations of new solutions for certain needs. After Suellentrop joined the company in March 2023, he was asked to architect the complete digital overhaul and digital transformation for the company. “I’m responsible, from the executive team, for that digital transformation and beginning this activity-based management,” he says. “Digital to me is really delivering it at the speed of business and creating a force multiplier. We literally changed every technology, jettisoned almost all of the legacy processes, and displaced them with best practices.”Related:That allowed Phoenix Global to get rid of unintegrated and poor processes, Suellentrop says, and leapfrog to best practices. “More importantly, it allowed us to standardize the whole data set,” he says, which meant not much data grooming was needed, quickening its use with AI. “We basically took out a whole challenge with deploying AI.”New Leadership, New StrategySuellentrop joined Phoenix Global as it emerged from a reorganization, which he says gave the company the chance to start fresh with a new leadership team that had a goal of driving improvements across the board. That included the adoption of AI and a reimagining of the business model. “The steel industry has not embraced digital quite at the pace of some other industries,” he says.The transformation plan aimed for increased safety, profitability, and efficiency. “We went into this with very distinct outcomes, how we saw this business running in the future, and then we basically align the technology to deliver those outcomes,” Suellentrop says. “I can’t stress the importance of that enough, because we had a very clear vision from the leadership team … it takes immense sponsorship, obviously, to jettison all old processes and go to best practices.”That type of change management, he says, included telling staff that processes they followed day to day, perhaps for as long as 15 years, would change. This included digitizing everything, Suellentrop says, including analog records, even for operators driving trucks. “We got rid of all the paper and pencils,” he says. “We’ve deployed tablets; we automated so they didn’t have to enter some things. We want to minimize the human data entry.”Maintenance technicians now use tablets, he says, which allows them to manage work orders, order parts, and plan their workloads.Phoenix Global plans to finish deploying the new system and operating model in the US this year with international sites to follow in 2026, Suellentrop says. “We’re doing financial planning. We have several new AI value-adders that we’re layering on this year in the plants that are deployed … we can hyper tune our processes and our profitability because we’ve got a much higher level of detail.”About the AuthorJoao-Pierre S. RuthSenior EditorJoao-Pierre S. Ruth covers tech policy, including ethics, privacy, legislation, and risk; fintech; code strategy; and cloud & edge computing for InformationWeek. He has been a journalist for more than 25 years, reporting on business and technology first in New Jersey, then covering the New York tech startup community, and later as a freelancer for such outlets as TheStreet, Investopedia, and Street Fight.See more from Joao-Pierre S. RuthWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like