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The man who reinvented the hammer

A trip to Walmart. An aging German shepherd. A cheap disposable camera. These are just a few of the seemingly mundane things that have sparked the relentlessly imaginative mind of Kurt Schroder ’90, leading to some of his groundbreaking inventions. “I just can’t stop doing it,” he says, with a chuckle and a tiny trace of southern Indiana twang. “I invent all the time. It doesn’t matter what it is. I’m always doing experiments.” Schroder grew up on a farm but always knew his future wasn’t in agriculture. With his heart set on studying physics, he applied only to MIT—ignorant, he says, of just how academically rigorous it would be. Once enrolled, he watched as his “super genius” classmates appeared to sail through their classes, while he worked harder than they did but earned only Bs.  Everything changed when he made his way through the notorious gauntlet of Course 8 Junior Lab, considered one of the most demanding two-term lab classes at the Institute. While tinkering during that advanced experimental physics class, he found his path. “It eliminates a lot of people, but for some reason it was the easiest class for me,” he remembers now. “I would not only fix the machines and get them working but actually get better measurements than other people did, and figured out ways to use the equipment to do things that no one had noticed.” But in his regular classes, he still felt he was treading water. “I realized that, okay, I still wanted to be a physicist, but maybe a slightly different kind of physicist,” he says.   For example, the kind of physicist who manages to improve the everyday hammer—a tool so ubiquitous and taken for granted that it hadn’t been reconceived in hundreds, maybe thousands, of years until Schroder came along. Or the kind who would save an old dog using nanoparticles of silver. Or one who would use a $7 camera to brainstorm his way to a new thermal processing technique that has revolutionized the mass production of electronic circuits. After MIT, Schroder spent two years designing weapons for the US Navy before enrolling in a doctoral program in plasma physics at the University of Texas at Austin. As he was approaching his final year, he and his wife, Lisa, went to Walmart one day to run an errand. “Like a stereotypical guy, I walked into the tool section and I started looking at the hammers,” Schroder recalls. “I realized all the hammers were designed incorrectly. It became almost an obsession for me.”  “I became enamored with the fact that I could work on something that everybody had the opportunity to fix and did not.” What Schroder picked up on wasn’t the design of the tools, exactly, but the fact that the manufacturers were effectively broadcasting a flaw. “The labels of all the hammers said ‘We have a shock-­reduction grip’ or a ‘vibration-reducing grip’ and I would try it and it didn’t work,” he says. “They were saying: ‘This is not a solved problem.’ They just gave me the information I needed. Have you ever heard of a tire company that says ‘Our tires are round’?” At the time, Schroder was taking another exacting class, this one on mechanics. The professor told students he planned to cover 14 weeks of the syllabus in a mere six weeks and focus on special topics in the remaining time. Many students were intimidated and dropped out, but Schroder stuck with it. (“It was the type of abuse I was used to at MIT,” he jokes, pointing to his brass rat. “So it was just fine.”) Somewhat fortuitously, one of those “special topics” was baseball bats.  WYATT MCSPADDEN Because Schroder was so consumed by the hammer vibration problem—another activity that involves the mechanics of swinging—he read books about the legendary Boston Red Sox batter Ted Williams to learn more. He interviewed carpenters. He spent a fair amount of time with a hammer in his hand. “I got to be pretty good at it myself. I was just hammering all the time,” he says. “I ended up losing part of my hearing because I was doing all this work on anvils.” He developed tests to measure vibrations and crafted a “cyberglove” that would read them and upload the data into a computer program. After two years of data collection and analysis, he concluded that most attempts to improve hammers involved adding length and therefore weight. That causes fatigue and potentially exacerbates what is known as “hammer elbow” or lateral epicondylitis, a repetitive stress disorder that can plague construction workers.  Schroder determined that there was a “little spot in a hammer where there’s not much vibration”—the part of the handle most people would naturally grasp. He figured out that if you remove weight from the parts of the handle adjacent to the grip and insert foam there, that insulates the user’s hand from the shock of impact and resulting vibration. Using foam inserts also made it feasible for him to redesign the hammer head to increase the effective length of the hammer—and boost momentum transfer by about 15%—without adding weight. In other words, his design not only reduced vibration but made the hammer hit harder with less effort.  These modifications also cut manufacturing costs. Today, Schroder’s design improvements have made their way into the majority of hammers sold in the United States, making hammering much easier on users’ elbows—and relieving manufacturers from the mounting threat of lawsuits for vibration-related workplace injuries.  “It’s kind of a boring thing, really. It’s not something that physicists work on,” he says. “I became enamored with the fact that I could work on something that everybody had the opportunity to fix and did not.” In the course of tackling the hammer problem, Schroder says, he learned that being an inventor is as much about perseverance and grit as it is about science or imagination. His professors told him he was wasting his time and shouldn’t bother. Then, after he presented his innovations to hammer companies, they said they didn’t think his developments were patentable—yet proceeded to incorporate them into their new designs. Two patents were ultimately issued to Schroder, and 16 years later, after suing the hammer companies, he was finally compensated for his innovations. He paid off his house, took his wife and five kids to Italy, and gave the rest of the proceeds to charity, he says. By that time, he had already moved on. In the early 2000s, while working at a company then called Nanotechnologies, Schroder was applying the concept of pulsed power, a subfield of physics and electrical engineering he’d studied at MIT, to synthesize nanoparticles. Pulsed power involves extremely brief, intense bursts of electric current that deliver “a huge amount of power—a ridiculous amount of power—for a short period of time,” Schroder explains. For example, a flash camera might take five seconds to charge, drawing a mere five watts from an AA battery. But when it releases that stored energy in less than a thousandth of a second, the flash is about 20,000 watts. “Inventing is a skill, not a talent. Everyone can be an inventor.” For one of its many projects, the company had been developing an electro-­thermal gun, originally intended for military purposes, that Schroder says had “a very intense arc discharge—a spark, but 100,000 amps.” He describes the 50-megawatt prototypes they produced as “a little bit scary” and calls it a “failed device that never got out of the laboratory.” But his predecessors at the company realized that if they pulled the trigger after removing the projectile from the barrel, the high heat of the pulsed arc discharge would erode the silver electrodes inside the barrel, generating plasma that shot out of the device. When the plasma rapidly cooled, these eroded, or ablated, electrodes reacted with gases to form nanoparticles. An inert gas, like helium, would generate silver nanoparticles. A reactive gas would form nanoparticles of a compound, like silver oxide. Abandoning the idea of an electro­thermal gun altogether, Schroder and his colleagues drew on his expertise in pulsed power and focused on applying it to rods of, say, silver or aluminum to produce nanoparticles of those materials. Then they determined that if they tweaked the length of the pulse, from one millisecond to two or more, they could change the average particle size to suit a broader range of applications. The discovery was “really exciting,” Schroder says now, but it proved difficult to capitalize on given the lack of commercial demand for nanoparticles at the time. The company was on the verge of bankruptcy. Around this time, in 2001, Schroder inherited an ailing 12-year-old German shepherd named Heidi. “She had these pus-y wounds that were a half-inch in diameter and a half-inch deep in her knees and elbows,” Schroder recalls. “The infection was so bad she couldn’t get up.” He began to treat Heidi with a salve made for dogs and horses, but after a couple of weeks she was not improving. “I thought, darn it, I don’t want to put her down,” Schroder remembers. But then he thought of the silver nanoparticles that his company had developed. “I had heard that some of the stuff might be antimicrobial,” he says. So he mixed the nanoparticles into the salve and applied it to Heidi’s wounds. Within two weeks, they had healed, and Heidi could stand and even run. Now the nanoparticle-­infused salve is an FDA-approved product that hospitals use to treat burn victims. “We referred to her, lovingly, as Heidi the Nano Dog,” Schroder says. Today, Schroder is best known for his second nanoparticle invention, which he dreamed up when he became fascinated with the idea of printed electronics. “I thought, wouldn’t it be kind of cool if you could take an inkjet printer cartridge, jailbreak it, and [add metallic] nanoparticles and make a dispersion, make an ink?” he says. “You could print wires on a piece of paper and make the cheapest circuit in the world.” Schroder’s belief that everything can be made better has motivated all his work, from rethinking hammers to developing low-cost printable circuits.COURTESY OF KURT SCHRODER ’90 The problem is that cheaper substrates, including paper and plastic, will ignite at the high temperatures necessary to sinter, or cure, the nanoparticles into wires. (Melting silver requires a temperature of 962 °C, but paper ignites at 233 °C, or the novelistically famous Fahrenheit 451.) Equally problematic, the ovens in which this sintering takes place are often very large and slow, and they require a lot of energy.   This is where a disposable camera enters the picture. “The first one I got from Walgreens. It cost me seven bucks, but I jailbroke it so I could keep on flashing it,” he recalls. Schroder says he figured that he could use the intense flash of light to heat only the nanoparticles (which are black and readily absorb light), sintering them together into wires so fast that the paper or plastic substrate on which he’d printed them did not have a chance to melt or warp. The idea, Schroder explains, was to harness the intensity of the flash (the pulsed power) to generate millisecond bursts of high power using minimal energy. “It was one of those rare times in technological development in which faster, better, and cheaper all happened simultaneously,” he says. He and his colleagues ultimately scaled up the flash concept into an industrial system known as PulseForge, which can generate bursts of heat hot enough to cure nanoparticles into conductive traces—and do it so quickly that their substrates survive the heat. “With this flash lamp technology—­photonic curing, that’s what I called it—we can go up to about 400 °C. But we can do in one millisecond what normally would take 10 minutes or longer,” Schroder says. “This replaces an oven, which can be hundreds of meters long and take up an entire building and use tons and tons of energy.” Today, he is CTO of the company, which is now known as PulseForge. It offers digital thermal processing systems that make manufacturing more sustainable and more affordable. Though he can’t be specific about what the company’s clients manufacture, Schroder says PulseForge’s technology is used to make consumer electronics that most people own today.   After 30 years of experimentation in many fields—including mechanical engineering, chemistry, pulsed power, nanotechnology, and printed electronics—Schroder holds 41 US patents and more than 70 international ones. He’s won the prestigious R&D 100 Award twice. In 2012, the Texas State Bar named him Inventor of the Year, and in 2023, the Austin Intellectual Property Law Association did the same. Schroder says he won’t live long enough to explore all the ideas bouncing around in his head. But one thing he’d like to do is provide some guidance to fledgling inventors—a kind of practical and personal road map to success. He’s already started writing a book, called simply How to Invent. The book was partially inspired by a gathering he organized a few years ago for his oldest daughter, who was then 11, and 40 or so of her friends from a scouting group. Schroder called it an “invention fair.” “I told them: I want you to identify problems in the world,” he says. “You’re going to try to solve them.” He was so impressed with the girls’ ideas, including his daughter’s—a backpack that dispenses M&Ms—that something struck him. “Inventing is a skill, not a talent,” he says. “Everyone can be an inventor, and seeing these 40 little girls come up with some pretty darn good inventions—I realized there’s a process for this.” One of his hard-won pieces of advice is to find joy in that process—to be happy simply because an experiment works. “Don’t focus too much [on] if you’re going to make a zillion dollars or be in charge of it,” he says. “Because guess what? There are a hundred more inventions after that.” There is, however, one intangible trait that every inventor should have: the outlook that a glass is neither half full nor half empty. “The inventor says: ‘I can make a better glass,’” he says. “An inventor always sees a future in which everything is better.” 

A trip to Walmart. An aging German shepherd. A cheap disposable camera.

These are just a few of the seemingly mundane things that have sparked the relentlessly imaginative mind of Kurt Schroder ’90, leading to some of his groundbreaking inventions.

“I just can’t stop doing it,” he says, with a chuckle and a tiny trace of southern Indiana twang. “I invent all the time. It doesn’t matter what it is. I’m always doing experiments.”

Schroder grew up on a farm but always knew his future wasn’t in agriculture. With his heart set on studying physics, he applied only to MIT—ignorant, he says, of just how academically rigorous it would be. Once enrolled, he watched as his “super genius” classmates appeared to sail through their classes, while he worked harder than they did but earned only Bs. 

Everything changed when he made his way through the notorious gauntlet of Course 8 Junior Lab, considered one of the most demanding two-term lab classes at the Institute. While tinkering during that advanced experimental physics class, he found his path.

“It eliminates a lot of people, but for some reason it was the easiest class for me,” he remembers now. “I would not only fix the machines and get them working but actually get better measurements than other people did, and figured out ways to use the equipment to do things that no one had noticed.”

But in his regular classes, he still felt he was treading water. “I realized that, okay, I still wanted to be a physicist, but maybe a slightly different kind of physicist,” he says.  

For example, the kind of physicist who manages to improve the everyday hammer—a tool so ubiquitous and taken for granted that it hadn’t been reconceived in hundreds, maybe thousands, of years until Schroder came along. Or the kind who would save an old dog using nanoparticles of silver. Or one who would use a $7 camera to brainstorm his way to a new thermal processing technique that has revolutionized the mass production of electronic circuits.

After MIT, Schroder spent two years designing weapons for the US Navy before enrolling in a doctoral program in plasma physics at the University of Texas at Austin. As he was approaching his final year, he and his wife, Lisa, went to Walmart one day to run an errand. “Like a stereotypical guy, I walked into the tool section and I started looking at the hammers,” Schroder recalls. “I realized all the hammers were designed incorrectly. It became almost an obsession for me.” 

“I became enamored with the fact that I could work on something that everybody had the opportunity to fix and did not.”

What Schroder picked up on wasn’t the design of the tools, exactly, but the fact that the manufacturers were effectively broadcasting a flaw. “The labels of all the hammers said ‘We have a shock-­reduction grip’ or a ‘vibration-reducing grip’ and I would try it and it didn’t work,” he says. “They were saying: ‘This is not a solved problem.’ They just gave me the information I needed. Have you ever heard of a tire company that says ‘Our tires are round’?”

At the time, Schroder was taking another exacting class, this one on mechanics. The professor told students he planned to cover 14 weeks of the syllabus in a mere six weeks and focus on special topics in the remaining time. Many students were intimidated and dropped out, but Schroder stuck with it. (“It was the type of abuse I was used to at MIT,” he jokes, pointing to his brass rat. “So it was just fine.”) Somewhat fortuitously, one of those “special topics” was baseball bats. 

hammer

WYATT MCSPADDEN

Because Schroder was so consumed by the hammer vibration problem—another activity that involves the mechanics of swinging—he read books about the legendary Boston Red Sox batter Ted Williams to learn more. He interviewed carpenters. He spent a fair amount of time with a hammer in his hand. “I got to be pretty good at it myself. I was just hammering all the time,” he says. “I ended up losing part of my hearing because I was doing all this work on anvils.”

He developed tests to measure vibrations and crafted a “cyberglove” that would read them and upload the data into a computer program. After two years of data collection and analysis, he concluded that most attempts to improve hammers involved adding length and therefore weight. That causes fatigue and potentially exacerbates what is known as “hammer elbow” or lateral epicondylitis, a repetitive stress disorder that can plague construction workers. 

Schroder determined that there was a “little spot in a hammer where there’s not much vibration”—the part of the handle most people would naturally grasp. He figured out that if you remove weight from the parts of the handle adjacent to the grip and insert foam there, that insulates the user’s hand from the shock of impact and resulting vibration. Using foam inserts also made it feasible for him to redesign the hammer head to increase the effective length of the hammer—and boost momentum transfer by about 15%—without adding weight. In other words, his design not only reduced vibration but made the hammer hit harder with less effort. 

These modifications also cut manufacturing costs. Today, Schroder’s design improvements have made their way into the majority of hammers sold in the United States, making hammering much easier on users’ elbows—and relieving manufacturers from the mounting threat of lawsuits for vibration-related workplace injuries. 

“It’s kind of a boring thing, really. It’s not something that physicists work on,” he says. “I became enamored with the fact that I could work on something that everybody had the opportunity to fix and did not.”

In the course of tackling the hammer problem, Schroder says, he learned that being an inventor is as much about perseverance and grit as it is about science or imagination. His professors told him he was wasting his time and shouldn’t bother. Then, after he presented his innovations to hammer companies, they said they didn’t think his developments were patentable—yet proceeded to incorporate them into their new designs. Two patents were ultimately issued to Schroder, and 16 years later, after suing the hammer companies, he was finally compensated for his innovations. He paid off his house, took his wife and five kids to Italy, and gave the rest of the proceeds to charity, he says.

By that time, he had already moved on.

In the early 2000s, while working at a company then called Nanotechnologies, Schroder was applying the concept of pulsed power, a subfield of physics and electrical engineering he’d studied at MIT, to synthesize nanoparticles. Pulsed power involves extremely brief, intense bursts of electric current that deliver “a huge amount of power—a ridiculous amount of power—for a short period of time,” Schroder explains. For example, a flash camera might take five seconds to charge, drawing a mere five watts from an AA battery. But when it releases that stored energy in less than a thousandth of a second, the flash is about 20,000 watts.

“Inventing is a skill, not a talent. Everyone can be an inventor.”

For one of its many projects, the company had been developing an electro-­thermal gun, originally intended for military purposes, that Schroder says had “a very intense arc discharge—a spark, but 100,000 amps.” He describes the 50-megawatt prototypes they produced as “a little bit scary” and calls it a “failed device that never got out of the laboratory.” But his predecessors at the company realized that if they pulled the trigger after removing the projectile from the barrel, the high heat of the pulsed arc discharge would erode the silver electrodes inside the barrel, generating plasma that shot out of the device. When the plasma rapidly cooled, these eroded, or ablated, electrodes reacted with gases to form nanoparticles. An inert gas, like helium, would generate silver nanoparticles. A reactive gas would form nanoparticles of a compound, like silver oxide.

Abandoning the idea of an electro­thermal gun altogether, Schroder and his colleagues drew on his expertise in pulsed power and focused on applying it to rods of, say, silver or aluminum to produce nanoparticles of those materials. Then they determined that if they tweaked the length of the pulse, from one millisecond to two or more, they could change the average particle size to suit a broader range of applications. The discovery was “really exciting,” Schroder says now, but it proved difficult to capitalize on given the lack of commercial demand for nanoparticles at the time. The company was on the verge of bankruptcy.

Around this time, in 2001, Schroder inherited an ailing 12-year-old German shepherd named Heidi. “She had these pus-y wounds that were a half-inch in diameter and a half-inch deep in her knees and elbows,” Schroder recalls. “The infection was so bad she couldn’t get up.” He began to treat Heidi with a salve made for dogs and horses, but after a couple of weeks she was not improving. “I thought, darn it, I don’t want to put her down,” Schroder remembers.

But then he thought of the silver nanoparticles that his company had developed. “I had heard that some of the stuff might be antimicrobial,” he says. So he mixed the nanoparticles into the salve and applied it to Heidi’s wounds. Within two weeks, they had healed, and Heidi could stand and even run. Now the nanoparticle-­infused salve is an FDA-approved product that hospitals use to treat burn victims. “We referred to her, lovingly, as Heidi the Nano Dog,” Schroder says.

Today, Schroder is best known for his second nanoparticle invention, which he dreamed up when he became fascinated with the idea of printed electronics.

“I thought, wouldn’t it be kind of cool if you could take an inkjet printer cartridge, jailbreak it, and [add metallic] nanoparticles and make a dispersion, make an ink?” he says. “You could print wires on a piece of paper and make the cheapest circuit in the world.”

hands hold a print; glowing green LEDs form the outline of a leaf-shape.
Schroder’s belief that everything can be made better has motivated all his work, from rethinking hammers to developing low-cost printable circuits.
COURTESY OF KURT SCHRODER ’90

The problem is that cheaper substrates, including paper and plastic, will ignite at the high temperatures necessary to sinter, or cure, the nanoparticles into wires. (Melting silver requires a temperature of 962 °C, but paper ignites at 233 °C, or the novelistically famous Fahrenheit 451.) Equally problematic, the ovens in which this sintering takes place are often very large and slow, and they require a lot of energy.  

This is where a disposable camera enters the picture.

“The first one I got from Walgreens. It cost me seven bucks, but I jailbroke it so I could keep on flashing it,” he recalls. Schroder says he figured that he could use the intense flash of light to heat only the nanoparticles (which are black and readily absorb light), sintering them together into wires so fast that the paper or plastic substrate on which he’d printed them did not have a chance to melt or warp. The idea, Schroder explains, was to harness the intensity of the flash (the pulsed power) to generate millisecond bursts of high power using minimal energy. “It was one of those rare times in technological development in which faster, better, and cheaper all happened simultaneously,” he says.

He and his colleagues ultimately scaled up the flash concept into an industrial system known as PulseForge, which can generate bursts of heat hot enough to cure nanoparticles into conductive traces—and do it so quickly that their substrates survive the heat.

“With this flash lamp technology—­photonic curing, that’s what I called it—we can go up to about 400 °C. But we can do in one millisecond what normally would take 10 minutes or longer,” Schroder says. “This replaces an oven, which can be hundreds of meters long and take up an entire building and use tons and tons of energy.” Today, he is CTO of the company, which is now known as PulseForge. It offers digital thermal processing systems that make manufacturing more sustainable and more affordable.

Though he can’t be specific about what the company’s clients manufacture, Schroder says PulseForge’s technology is used to make consumer electronics that most people own today.  

After 30 years of experimentation in many fields—including mechanical engineering, chemistry, pulsed power, nanotechnology, and printed electronics—Schroder holds 41 US patents and more than 70 international ones. He’s won the prestigious R&D 100 Award twice. In 2012, the Texas State Bar named him Inventor of the Year, and in 2023, the Austin Intellectual Property Law Association did the same.

Schroder says he won’t live long enough to explore all the ideas bouncing around in his head. But one thing he’d like to do is provide some guidance to fledgling inventors—a kind of practical and personal road map to success. He’s already started writing a book, called simply How to Invent.

The book was partially inspired by a gathering he organized a few years ago for his oldest daughter, who was then 11, and 40 or so of her friends from a scouting group. Schroder called it an “invention fair.”

“I told them: I want you to identify problems in the world,” he says. “You’re going to try to solve them.”

He was so impressed with the girls’ ideas, including his daughter’s—a backpack that dispenses M&Ms—that something struck him. “Inventing is a skill, not a talent,” he says. “Everyone can be an inventor, and seeing these 40 little girls come up with some pretty darn good inventions—I realized there’s a process for this.”

One of his hard-won pieces of advice is to find joy in that process—to be happy simply because an experiment works. “Don’t focus too much [on] if you’re going to make a zillion dollars or be in charge of it,” he says. “Because guess what? There are a hundred more inventions after that.”

There is, however, one intangible trait that every inventor should have: the outlook that a glass is neither half full nor half empty.

“The inventor says: ‘I can make a better glass,’” he says. “An inventor always sees a future in which everything is better.” 

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Uniper to Make Bailout-Related Payment of $2.73B to Germany in Q1

Uniper SE said Tuesday it expects to remit to Germany EUR 2.6 billion ($2.73) in aid repayments this quarter in relation to the government’s bailout of the power and natural gas utility in 2022. Last year Uniper allotted a provisional EUR 3.4 billion to compensate the state for keeping the company afloat during the gas crisis following Russia’s invasion of Ukraine. The amount was subject to Uniper’s 2024 performance. In December 2022 the federal government took over about 99 percent of Uniper’s shareholding and agreed to a capital injection of EUR 25 billion. The state’s takeover from ex-majority owner Fortum Oyj served to prevent the company from collapsing from war-induced losses including from the purchase of substitute gas after Russia’s Gazprom PJSC purportedly failed to deliver contracted supply from mid-2022. The EUR 3.4 billion “should be regarded as repayments to German taxpayers”, Uniper said in a statement August 8, 2024. After winning arbitration against Gazprom in 2024 for undelivered gas, Uniper paid Germany EUR 530 million in September using part of claims realized from the ruling’s award of EUR13 billion in damages, Uniper said Tuesday as it reported yearly results. The $2.6 billion aid repayment plan for the first quarter of 2025 was based on the company’s “excellent earnings of recent years”, it said. For 2024 it logged EUR 221 million in net profit and EUR 1.6 billion in adjusted net profit, dramatically down from EUR 6.34 billion and EUR 4.43 billion, respectively, for 2023. In 2022, when Germany bailed out Uniper, it recorded a net loss of EUR 19.14 billion (-EUR 7.4 billion after adjustments). Adjusted earnings before income, taxes, depreciation and amortization (EBITDA) totaled EUR 2.61 billion for 2024, compared to EUR 7.16 billion for the prior year and -EUR 10.12 billion for 2022. Uniper attributed the huge

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SBM Offshore Logs Record Annual Revenue

SBM Offshore N.V. has posted record directional revenue for 2024, as well as increases in earnings before interest, taxes, depreciation, and amortization (EBITDA) and net profit. The company said in its annual report that directional revenue jumped 35 percent from 2023, reaching $6.1 billion. The increase, according to the company, was driven by Directional Turnkey revenue, which jumped 45 percent. The Turnkey segment pushed directional EBITDA to $1.9 billion, 44 percent above the $1.3 billion reported for 2023.   Directional net profit increased by over 70 percent to $907 million, mainly reflecting the increase in directional EBITDA, SBM Offshore said. “SBM Offshore has delivered excellent results in 2024 with a record-level directional revenue of $6.1 billion and record-level directional EBITDA of $1.9 billion, reflecting three new awards and the purchases of FPSOs Prosperity and Liza Destiny by ExxonMobil Guyana”, Øivind Tangen, CEO of SBM Offshore, said. “Thanks to the addition of three new awards, we ended the year with a record $35.1 billion backlog”, Tangen said. Tangen said the outlook for new deepwater projects is strong given their low break-even prices and low emission intensity. “In the next three years, we see 16 projects in the company’s core market of large and complex FPSOs, driven by the promising prospects in Brazil, Guyana, Suriname, and Namibia. We have ordered our 10th MPF hull giving us two hulls to support tendering activities. We will remain disciplined in selecting the highest quality projects”, Tangen said. SBM Offshore said its projects are progressing, with the FPSO Almirante Tamandaré achieving its first oil in February 2025. The FPSO Alexandre de Gusmão is en route to Brazil, with the first oil expected in mid-2025. FPSO One Guyana is finalizing commissioning, targeting first oil in the second half of 2025. FPSO Jaguar’s hull arrived in Singapore for

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Cisco, Nvidia expand AI partnership to include Silicon One technology

In addition, Cisco and Nvidia will invest in cross-portfolio technology to tackle common challenges like congestion management and load balancing, ensuring that enterprises can accelerate their AI deployments, Patel stated. The vendors said they would also collaborate to create and validate Nvidia Cloud Partner (NCP) and Enterprise Reference Architectures based on Nvidia Spectrum-X with Cisco Silicon One, Hyperfabric, Nexus, UCS Compute, Optics, and other Cisco technologies. History of Cisco, Nvidia collaborations The announcement is just the latest expansion of the Cisco/Nvidia partnership. The companies have already worked together to make Nvidia’s Tensor Core GPUs available in Cisco’s Unified Computing System (UCS) rack and blade servers, including Cisco UCS X-Series and UCS X-Series Direct, to support AI and data-intensive workloads in the data center and at the edge. The integrated package includes Nvidia AI Enterprise software, which features pretrained models and development tools for production-ready AI. Earlier this month, Cisco said it has shipped the UCS C845A M8 Rack Server for enterprise data center environments. The 8U rack server is built on Nvidia’s HGX platform and designed to deliver the accelerated compute capabilities needed for AI workloads such as LLM training, model fine-tuning, large model inferencing, and retrieval-augmented generation (RAG). The companies are also collaborating on AI Pods, which are preconfigured, validated, and optimized infrastructure packages that customers can plug into their data center or edge environments as needed. The Pods are based on Cisco Validated Design principals, which provide a blueprint for building reliable, scalable, and secure network infrastructures, according to Cisco. The Pods include Nvidia AI Enterprise, which features pretrained models and development tools for production-ready AI, and are managed through Cisco Intersight.

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3 strategies for carbon-free data centers

Because of the strain that data centers (as well as other electrification sources, such as electric vehicles) are putting on the grid, “the data center industry needs to develop new power supply strategies to support growth plans,” Dietrich said. Here are the underling factors that play into the three strategies outlined by Uptime. Scale creates new opportunities: It’s not just that more data centers are being built, but the data centers under construction are fundamentally different in terms of sheer magnitude. For example, a typical enterprise data center might require between 10 and 25 megawatts of power. Today, the hyperscalers are building data centers in the 250-megawatt range and a large data center campus could require 1,000 megawatts of power. Data centers not only require a reliable source of power, they also require backup power in the form of generators. Dietrich pointed out that if a data center operator builds out enough backup capacity to support 250 megawatts of demand, they’re essentially building a new, on-site power plant. On the one hand, that new power plant requires permitting, it’s costly, and it requires highly training staffers to operate. On the other hand, it provides an opportunity. Instead of letting this asset sit around unused except in an emergency, organizations can leverage these power plants to generate energy that can be sold back to the grid. Dietrich described this arrangement as a win-win that enables the data center to generate revenue, and it helps the utility to gain a new source of power. Realistic expectations: Alternative energy sources like wind and solar, which are dependent on environmental factors, can’t technically or economically supply 100% of data center power, but they can provide a significant percentage of it. Organizations need to temper their expectations, Dietrich said.

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Questions arise about reasons why Microsoft has cancelled data center lease plans

This, the company said, “allows us to invest and allocate resources to growth areas for our future. Our plans to spend over $80 billion on infrastructure this fiscal year remains on track as we continue to grow at a record pace to meet customer demand.” When asked for his reaction to the findings, John Annand, infrastructure and operations research practice lead at Info-Tech Research Group, pointed to a blog released last month by Microsoft president Brad Smith, and said he thinks the company “is hedging its bets. It reaffirms the $80 billion AI investment guidance in 2025, $40 billion in the US. Why lease when you can build/buy your own?” Over the past four years, he said, Microsoft “has been leasing more data centers than owning. Perhaps they are using the fact that the lessors are behind schedule on providing facilities or the power upgrades required to bring that ratio back into balance. The limiting factor for data centers has always been the availability of power, and this has only become more true with power-hungry AI workloads.” The company, said Annand, “has made very public statements about owning nuclear power plants to help address this demand. If third-party data center operators are finding it tough to provide Microsoft with the power they need, it would make sense that Microsoft vertically integrate its supply chain; so, cancel leases or statements of qualification in favor of investing in the building of their own capacity.” However, Gartner analyst Tony Harvey said of the report, “so much of this is still speculation.” Microsoft, he added, “has not stated as yet that they are reducing their capex spend, and there are reports that Microsoft have strongly refuted that they are making changes to their data center strategy.” The company, he said, “like any other hyperscaler,

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Quantum Computing Advancements Leap Forward In Evolving Data Center and AI Landscape

Overcoming the Barriers to Quantum Adoption Despite the promise of quantum computing, widespread deployment faces multiple hurdles: High Capital Costs: Quantum computing infrastructure requires substantial investment, with uncertain return-on-investment models. The partnership will explore cost-sharing strategies to mitigate risk. Undefined Revenue Models: Business frameworks for quantum services, including pricing structures and access models, remain in development. Hardware Limitations: Current quantum processors still struggle with error rates and scalability, requiring advancements in error correction and hybrid computing approaches. Software Maturity: Effective algorithms for leveraging quantum computing’s advantages remain an active area of research, particularly in real-world AI and optimization problems. SoftBank’s strategy includes leveraging its extensive telecom infrastructure and AI expertise to create real-world testing environments for quantum applications. By integrating quantum into existing data center operations, SoftBank aims to position itself at the forefront of the quantum-AI revolution. A Broader Play in Advanced Computing SoftBank’s quantum initiative follows a series of high-profile moves into the next generation of computing infrastructure. The company has been investing heavily in AI data centers, aligning with its “Beyond Carrier” strategy that expands its focus beyond telecommunications. Recent efforts include the development of large-scale AI models tailored to Japan and the enhancement of radio access networks (AI-RAN) through AI-driven optimizations. Internationally, SoftBank has explored data center expansion opportunities beyond Japan, as part of its efforts to support AI, cloud computing, and now quantum applications. The company’s long-term vision suggests that quantum data centers could eventually play a role in supporting AI-driven workloads at scale, offering performance benefits that classical supercomputers cannot achieve. The Road Ahead SoftBank and Quantinuum’s collaboration signals growing momentum for quantum computing in enterprise settings. While quantum remains a long-term bet, integrating QPUs into data center infrastructure represents a forward-looking approach that could redefine high-performance computing in the years to come. With

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STACK Infrastructure Pushes Aggressive Data Center Expansion and Sustainability Strategy Into 2025

Global data center developer and operator STACK Infrastructure is providing a growing range of digital infrastructure solutions for hyperscalers, cloud service providers, and enterprise clients. Like almost all of the cutting-edge developers in the industry, Stack is maintaining the focus on scalability, reliability, and sustainability while delivering a full range of solutions, including build-to-suit, colocation, and powered shell facilities, with continued development in key global markets. Headquartered in the United States, the company has expanded its presence across North America, Europe, and Asia-Pacific, catering to the increasing demand for high-performance computing, artificial intelligence (AI), and cloud-based workloads. The company is known for its commitment to sustainable growth, leveraging green financing initiatives, energy-efficient designs, and renewable power sources to minimize its environmental impact. Through rapid expansion in technology hubs like Silicon Valley, Northern Virginia, Malaysia, and Loudoun County, the company continues to develop industry benchmarks for innovation and infrastructure resilience. With a customer-centric approach and a robust development pipeline, STACK Infrastructure is shaping the future of digital connectivity and data management in an era of accelerating digital transformation. Significant Developments Across 23 Major Data Center Markets Early in 2024, Stack broke ground on the expansion of their existing 100 MW campus in San Jose, servicing the power constrained Silicon Valley. Stack worked with the city of San Jose to add a 60 MW expansion to their SVY01 data center. While possibly the highest profile of Stack’s developments, due to its location, at that point in time the company had announced significant developments across 23 major data center markets, including:       Stack’s 48 MW Santa Clara data center, featuring immediately available shell space powered by an onsite substation with rare, contracted capacity. Stack’s 56 MW Toronto campus, spanning 19 acres, includes an existing 8 MW data center and 48 MW expansion capacity,

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Meta Update: Opens Mesa, Arizona Data Center; Unveils Major Subsea Cable Initiative; Forges Oklahoma Wind Farm PPA; More

Meta’s Project Waterworth: Building the Global Backbone for AI-Powered Digital Infrastructure Also very recently, Meta unveiled its most ambitious subsea cable initiative yet: Project Waterworth. Aimed at revolutionizing global digital connectivity, the project will span over 50,000 kilometers—surpassing the Earth’s circumference—and connect five major continents. When completed, it will be the world’s longest subsea cable system, featuring the highest-capacity technology available today. A Strategic Expansion to Key Global Markets As announced on Feb. 14, Project Waterworth is designed to enhance connectivity across critical regions, including the United States, India, Brazil, and South Africa. These regions are increasingly pivotal to global digital growth, and the new subsea infrastructure will fuel economic cooperation, promote digital inclusion, and unlock opportunities for technological advancement. In India, for instance, where rapid digital infrastructure growth is already underway, the project will accelerate progress and support the country’s ambitions for an expanded digital economy. This enhanced connectivity will foster regional integration and bolster the foundation for next-generation applications, including AI-driven services. Strengthening Global Digital Highways Subsea cables are the unsung heroes of global digital infrastructure, facilitating over 95% of intercontinental data traffic. With a multi-billion-dollar investment, Meta aims to open three new oceanic corridors that will deliver the high-speed, high-capacity bandwidth needed to fuel innovations like artificial intelligence. Meta’s experience in subsea infrastructure is extensive. Over the past decade, the company has collaborated with various partners to develop more than 20 subsea cables, including systems boasting up to 24 fiber pairs—far exceeding the typical 8 to 16 fiber pairs found in most new deployments. This technological edge ensures scalability and reliability, essential for handling the world’s ever-increasing data demands. Engineering Innovations for Resilience and Capacity Project Waterworth isn’t just about scale—it’s about resilience and cutting-edge engineering. The system will be the longest 24-fiber-pair subsea cable ever built, enhancing

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Microsoft will invest $80B in AI data centers in fiscal 2025

And Microsoft isn’t the only one that is ramping up its investments into AI-enabled data centers. Rival cloud service providers are all investing in either upgrading or opening new data centers to capture a larger chunk of business from developers and users of large language models (LLMs).  In a report published in October 2024, Bloomberg Intelligence estimated that demand for generative AI would push Microsoft, AWS, Google, Oracle, Meta, and Apple would between them devote $200 billion to capex in 2025, up from $110 billion in 2023. Microsoft is one of the biggest spenders, followed closely by Google and AWS, Bloomberg Intelligence said. Its estimate of Microsoft’s capital spending on AI, at $62.4 billion for calendar 2025, is lower than Smith’s claim that the company will invest $80 billion in the fiscal year to June 30, 2025. Both figures, though, are way higher than Microsoft’s 2020 capital expenditure of “just” $17.6 billion. The majority of the increased spending is tied to cloud services and the expansion of AI infrastructure needed to provide compute capacity for OpenAI workloads. Separately, last October Amazon CEO Andy Jassy said his company planned total capex spend of $75 billion in 2024 and even more in 2025, with much of it going to AWS, its cloud computing division.

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John Deere unveils more autonomous farm machines to address skill labor shortage

Join our daily and weekly newsletters for the latest updates and exclusive content on industry-leading AI coverage. Learn More Self-driving tractors might be the path to self-driving cars. John Deere has revealed a new line of autonomous machines and tech across agriculture, construction and commercial landscaping. The Moline, Illinois-based John Deere has been in business for 187 years, yet it’s been a regular as a non-tech company showing off technology at the big tech trade show in Las Vegas and is back at CES 2025 with more autonomous tractors and other vehicles. This is not something we usually cover, but John Deere has a lot of data that is interesting in the big picture of tech. The message from the company is that there aren’t enough skilled farm laborers to do the work that its customers need. It’s been a challenge for most of the last two decades, said Jahmy Hindman, CTO at John Deere, in a briefing. Much of the tech will come this fall and after that. He noted that the average farmer in the U.S. is over 58 and works 12 to 18 hours a day to grow food for us. And he said the American Farm Bureau Federation estimates there are roughly 2.4 million farm jobs that need to be filled annually; and the agricultural work force continues to shrink. (This is my hint to the anti-immigration crowd). John Deere’s autonomous 9RX Tractor. Farmers can oversee it using an app. While each of these industries experiences their own set of challenges, a commonality across all is skilled labor availability. In construction, about 80% percent of contractors struggle to find skilled labor. And in commercial landscaping, 86% of landscaping business owners can’t find labor to fill open positions, he said. “They have to figure out how to do

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2025 playbook for enterprise AI success, from agents to evals

Join our daily and weekly newsletters for the latest updates and exclusive content on industry-leading AI coverage. Learn More 2025 is poised to be a pivotal year for enterprise AI. The past year has seen rapid innovation, and this year will see the same. This has made it more critical than ever to revisit your AI strategy to stay competitive and create value for your customers. From scaling AI agents to optimizing costs, here are the five critical areas enterprises should prioritize for their AI strategy this year. 1. Agents: the next generation of automation AI agents are no longer theoretical. In 2025, they’re indispensable tools for enterprises looking to streamline operations and enhance customer interactions. Unlike traditional software, agents powered by large language models (LLMs) can make nuanced decisions, navigate complex multi-step tasks, and integrate seamlessly with tools and APIs. At the start of 2024, agents were not ready for prime time, making frustrating mistakes like hallucinating URLs. They started getting better as frontier large language models themselves improved. “Let me put it this way,” said Sam Witteveen, cofounder of Red Dragon, a company that develops agents for companies, and that recently reviewed the 48 agents it built last year. “Interestingly, the ones that we built at the start of the year, a lot of those worked way better at the end of the year just because the models got better.” Witteveen shared this in the video podcast we filmed to discuss these five big trends in detail. Models are getting better and hallucinating less, and they’re also being trained to do agentic tasks. Another feature that the model providers are researching is a way to use the LLM as a judge, and as models get cheaper (something we’ll cover below), companies can use three or more models to

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OpenAI’s red teaming innovations define new essentials for security leaders in the AI era

Join our daily and weekly newsletters for the latest updates and exclusive content on industry-leading AI coverage. Learn More OpenAI has taken a more aggressive approach to red teaming than its AI competitors, demonstrating its security teams’ advanced capabilities in two areas: multi-step reinforcement and external red teaming. OpenAI recently released two papers that set a new competitive standard for improving the quality, reliability and safety of AI models in these two techniques and more. The first paper, “OpenAI’s Approach to External Red Teaming for AI Models and Systems,” reports that specialized teams outside the company have proven effective in uncovering vulnerabilities that might otherwise have made it into a released model because in-house testing techniques may have missed them. In the second paper, “Diverse and Effective Red Teaming with Auto-Generated Rewards and Multi-Step Reinforcement Learning,” OpenAI introduces an automated framework that relies on iterative reinforcement learning to generate a broad spectrum of novel, wide-ranging attacks. Going all-in on red teaming pays practical, competitive dividends It’s encouraging to see competitive intensity in red teaming growing among AI companies. When Anthropic released its AI red team guidelines in June of last year, it joined AI providers including Google, Microsoft, Nvidia, OpenAI, and even the U.S.’s National Institute of Standards and Technology (NIST), which all had released red teaming frameworks. Investing heavily in red teaming yields tangible benefits for security leaders in any organization. OpenAI’s paper on external red teaming provides a detailed analysis of how the company strives to create specialized external teams that include cybersecurity and subject matter experts. The goal is to see if knowledgeable external teams can defeat models’ security perimeters and find gaps in their security, biases and controls that prompt-based testing couldn’t find. What makes OpenAI’s recent papers noteworthy is how well they define using human-in-the-middle

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