Jean Paoli has spent his career making documents readable by machines — first as a co-creator of XML, then helping build the file formats behind Microsoft Office. Now his Kirkland, Wash.-based startup, Docugami, is open-sourcing the technology at the heart of its business, betting it can become a standard way to turn documents into data that people and AI agents can trust. 

The company is releasing its technology, called DGML (short for Document Graph Markup Language), under Apache 2.0, a widely used open-source license, so other developers and companies can adopt it.

The idea is to turn it into a shared standard that no single company owns, much as XML became a common foundation across the tech industry. 

The move reflects a shift in where the value is created in AI. Docugami until now has made its money selling software that turns unstructured documents into usable data. It’s betting now that there’s more value in proving that data is trustworthy instead. 

How it works: Docugami is teaming up with Inveniam, a Detroit company whose software helps big investors keep tabs on the mountains of paperwork behind real estate and other hard-to-value assets. Inveniam will record a kind of digital fingerprint of each piece of DGML data on NVNM Chain, its blockchain built with Mantra, a crypto firm that Inveniam is acquiring.

That means, for example, that a single fact buried in a 200-page lease — such as the rental rate, a renewal option, or a default clause — can be verified on its own, without exposing the whole document. An investor, auditor, or AI agent can trace it to the page it came from. 

To work with documents, AI systems usually convert them into a simpler format first. DGML enters a growing field of contenders in that regard, competing with the popular Markdown format and DocLang, a new open standard for AI-ready documents backed by IBM, Nvidia and Red Hat.

The business model: This is a big move for a company of Docugami’s size, taking the 30-person startup in a new direction. Paoli is handing the industry the technology his team spent years building, and pinning the company’s future on a larger idea.

The plan is to make money not from the format itself but from the value of the trusted data. Once a company converts its leases or loans into DGML and anchors the key numbers on the blockchain, investors, lenders and auditors can pay to draw on that verified data.

Docugami will share in the revenue through its partnership with Inveniam. The company also stands to collect a small fee each time a piece of data is recorded on the chain. 

The company is giving away the DGML format and a working version of the software, but not everything. Paoli said the company is keeping some of its own technology private, including AI models it has fine-tuned to read documents, and could sell those or other tools to enterprises. 

“The business model of everybody is changing. And if you know any company where it’s not true, you need to tell me, because I haven’t met them yet,” Paoli said in an interview. 

Docugami has raised about $13 million to date, including a $10 million seed round in 2020 that drew the first investment in Grammarly’s history.

The partnership: Paoli met Patrick O’Meara, Inveniam’s CEO, a few months ago, through a former Microsoft colleague who had become one of O’Meara’s advisers. They quickly realized they had been working toward the same idea from different directions.

Inveniam, founded in 2017, helps big investors keep track of assets that are hard to value, like office towers, private loans and infrastructure. It monitors the documents behind those assets and flags changes as they happen, and its clients include some of the world’s largest sovereign wealth funds, according to O’Meara.

What it lacked was a consistent way to break those documents into verifiable pieces. That is what Docugami provides.

“We’re not putting the data itself on-chain, just a fingerprint of the document. Change one bit, one byte, one pixel, and the hash won’t match,” O’Meara said.

The blockchain comes from Mantra, a crypto company run by John Patrick Mullin. Inveniam invested $20 million in Mantra last year and has since agreed to acquire it outright. Mantra’s OM token collapsed in April 2025, erasing several billion dollars in value. 

Paoli said the project uses the underlying blockchain, not the token.

“Crypto as an industry has gone through a lot of changes in the last 18 to 24 months, and it’s growing up in a lot of ways. This is a real use case with fundamental value, not just pure speculation,” Mantra’s Mullin said in an interview. 

The result is a division of labor: Docugami turns documents into data, Inveniam verifies it and brings the customers, and Mantra provides the chain where the proof is recorded.

The DGML specification, sample documents and reference code are at dgml.io and on GitHub. 

Editor’s note: This story was updated after publication to correct the name of a competing document format, DocLang, and to note that Inveniam’s blockchain is called NVNM Chain.

Clarify, the Seattle-based AI startup that has raised more than $22 million to take on Salesforce and other CRM incumbents, has made its first acquisition: San Francisco-based Seam AI.

Seam’s technology monitors buying signals across the web — such as funding rounds, hiring, website activity, and executive job moves — and surfaces them to sales teams. Clarify plans to fold the technology into a new product called Clarify Signals, slated to launch later this year. 

Clarify is led by co-founders Patrick Thompson (CEO) and Ondrej Hrebicek (CTO), who previously co-founded Iteratively, a Seattle data-analytics startup that was acquired in 2021 by Amplitude, the publicly traded digital-analytics company.

Rationale: Clarify says the deal is part of a shift beyond what it calls a “system of record” that tracks what already happened to a “system of awareness” that flags what’s about to happen. 

Thompson said the Seam deal fills a gap in what Clarify’s own AI can pull from the open web, giving the CRM access to proprietary datasets that can’t be reached with a simple search. 

“The value that Seam is providing is typically the information that’s not necessarily easy to get from the web,” Thompson explained in an interview. “It’s the harder stuff to find.” 

Hrebicek said Clarify’s customers have been looking for a bigger and richer dataset — the ability to “look around the corners on who would be a good lead.” 

Deal points: Financial terms weren’t disclosed. Clarify, which had raised a total of $22.5 million in its seed and Series A rounds from investors including U.S. Venture Partners, Gradient Ventures, and Madrona, said it brought in additional funding as part of the deal but did not disclose the amount. 

As part of the acquisition, five Seam employees are joining Clarify, including Seam co-founder and CEO Nicholas Scavone. With the deal, Clarify is adding a San Francisco office alongside its Seattle headquarters. The company now has 30 people total. 

Backstory: Scavone started Seam in 2020 after five years at Okta, where he saw teams accumulate many different sales and marketing systems, with customer data scattered across all of them. 

Seam raised $7 million including angel funding and a seed round led by Bessemer Venture Partners in April 2024. It counts Zapier, GoFundMe, Drata, and Betterment among its customers. Existing customers are on hold while the technology is integrated into Clarify, but many have already indicated they plan to move over to the new platform.

Scavone said he had been weighing whether to raise a new round or find a home for the company when he and Thompson, who have known each other for years, began talking about a combination. 

“We’re all going after the same big incumbents here,” he said, explaining that he ultimately decided Seam had a better chance of taking on the market’s dominant players by joining forces with Clarify than as a standalone company. 

In a post announcing the deal, the Seam and Clarify founders said they “realized we weren’t building competing products—we were building different halves of the same future.”

Landscape: Clarify is entering a crowded field. Sales-intelligence platforms like Clay, ZoomInfo, and Apollo already sell third-party data to revenue teams, and 6sense and Demandbase lead the account-based marketing category Seam had been targeting.

Thompson said one edge for Clarify is that signals arrive inside the CRM sellers already use, not a separate dashboard. 

The company was co-founded in early 2024 by Thompson, Hrebicek, and Austin Hay, a marketing-technology operator who served as co-CEO alongside Thompson. Hay departed in September 2025 and is now with Khosla Ventures, per his LinkedIn.

What’s next: Clarify plans to launch Signals later this year, Thompson said, noting that the company is considering raising additional funds in a Series B round early next year. 

Anand Subbaraman is departing as CEO of Icertis, the Bellevue, Wash.-based contract management software company said Friday. Chief Financial Officer Rajat Bahri and longtime executive and Icertis board member Jim Moffatt will serve as interim co-CEOs as Icertis searches for its next CEO.

Subbaraman took the helm in August 2025 when Icertis co-founder Samir Bodas stepped down. Bodas had been the company’s only CEO since launching the business in 2009. Bodas shared at the time that he was resigning due to a health concern, and passed away in January after a battle with cancer. 

Subbaraman, who joined Icertis in 2024 as chief operating officer, will serve as an advisor during the leadership transition. No reason was provided for his exit. We’ve asked the company for further details.

“We are grateful for Anand’s service and his work to expand the company’s AI capabilities and scale operations,” Moffatt said in a statement. “As our Board conducts its search for the next CEO, Rajat and I will ensure we do not miss a beat during this important time for our company.”

Founded in 2009, Icertis has raised more than $500 million and was valued at $5 billion four years ago. Its investors include SoftBank’s Vision Fund, SAP and PSP Partners, the firm chaired by lead independent director Penny Pritzker.

Bloomberg reported in February that Icertis was working with Goldman Sachs to explore a potential sale that could value the company at as much as $5 billion, citing people familiar with the matter. Buyout firms had shown preliminary interest, and no final decision had been reached, according to the report.

The company said Friday that Bahri will hold dual roles as interim co-CEO and CFO. He joined Icertis in 2022 and previously served as CFO at several companies, including ID.me; Wish, where he helped lead the company’s IPO; and Jasper Technologies.

Moffatt has served on the Icertis board since 2022, after previously serving on its advisory board, and is a member of the board’s audit and compensation committees. He has also been appointed chair of the board, in addition to his interim leadership role. Moffatt spent more than 35 years at Deloitte, leaving the company as vice chairman and global CEO of Deloitte Consulting. He is now president of JSM Advisors.

— F5 named former Amazon executive Cathy Peterman as executive vice president and chief people officer of the Seattle-based application-delivery and security company. In May, F5 celebrated its 30th year in business.

“Cathy brings a rare combination of strategic depth and genuine humanity that will raise the bar for how we invest in our people,” said CEO François Locoh-Donou in a statement. “She and I share a reverence for culture and its impact on driving sustained results.”

Peterman joins F5 from Wayfair, where she served as CPO for the retail company’s technology organization. Prior to that, she was with Amazon for more than five years, departing as the HR executive for advertising products and technology.

— After more than 27 years at Microsoft, Rudra Mitra has announced his departure. He leaves the role of corporate vice president and head of Microsoft Security Purview, a team addressing data security and governance focused on artificial intelligence and AI agents.

Mitra joined the Redmond, Wash.-based tech giant straight out of college as a software engineer. He has led work on products including Office, Windows Live and Microsoft 365 Cloud Infrastructure.

“Microsoft is a very special place full of incredibly talented people, and this decision comes with gratitude, happiness, and optimism for the future,” he said on LinkedIn. Mitra did not share his next move, saying only that there is “more on that soon.”

— Markham McIntyre, who previously led Seattle’s Office of Economic Development, is now executive director of Climate Surge, which is described as a “project built to accelerate the deployment of climate policies and market solutions in Washington.”

The effort works with corporations, heavy industry, government, developers, advocates, and philanthropy, and is a partnership between Earth Finance, Climate Solutions and Stolte Foundation.

Prior to his role with the city of Seattle, McIntyre was at the Seattle Metropolitan Chamber for more than eight years, leaving in 2022 as executive vice president.

— Qualtrics, an experience management technology company with headquarters in Seattle and Provo, Utah, announced a slate of new hires, all of whom appear to be working remotely:

• Adam Block was named chief sales officer, joining from Motive where he was chief revenue officer.
• Ken Coleman was named senior vice president of marketing, coming from Ramsey Solutions.
• Khoi Hoang was named leader of the global sales engineering organization, joining from Salesforce.
• Aaron Ellis was named leader of corporate sales, joining from Workday.

Qualtrics previously shared news that it promoted Ken Hoang to senior vice president of product.

— Jay Shankar, Amazon’s former vice president of global talent acquisition, has joined Uber in a comparable role. Shankar, who is based in San Francisco, resigned from Amazon in December. Past employers include Adobe and BMC Software.

“When I joined AWS almost 8 years ago to lead recruiting, I had never run a talent acquisition organization. What I discovered was a team of builders who showed me that this work is fundamentally about investing in people and obsessing over customer needs,” Shankar said on LinkedIn.

— Jamie Boyd has joined the advisory board for Seattle’s GemaTEG, a startup building technology to manage the heat produced by computer chips. Boyd is a founder of Cypress Capital Holdings and previously helped build Cascadia, an investment banking franchise focused on energy and climate technologies.

— Seattle immigration tech startup Casium named Kat Kelley as its founding go-to-market lead. Kelley joins from Teaching Strategies, a digital education company, and past employers include Rectxt and brightwheel.

— Wilson Sonsini Goodrich & Rosati, a firm that specializes in corporate and technology-focused legal work, announced that Ty Kayam has joined as counsel in Seattle, expanding the firm’s healthcare regulatory team.

— Rogo named Joe Xavier as chief technology officer of the New York-based finance platform. Early in his career, Xavier held leadership roles at Amazon and Microsoft, and more recently served as Grammarly’s CTO. At Rogo, he will help establish a San Francisco office.

— And in case you missed it: Dave Brown, senior vice president of Amazon Web Services leading its compute, AI and machine learning operations, is leaving after nearly 19 years. He is departing at the end of this month, and Amazon exec Dave Treadwell will take over the group. Read more in this GeekWire story.

[Update, Friday, July 17: Brown is joining Meta, the WSJ reported. More here.]

Dave Brown, who joined Amazon Web Services as one of its earliest EC2 engineers and rose to lead its compute, AI and machine learning services, is leaving after nearly 19 years. 

AWS CEO Matt Garman told employees in a memo posted publicly Wednesday that Brown will depart at the end of July for an unspecified “new role outside of the company.” Amazon exec Dave Treadwell, who joined the company in 2016 after 27 years at Microsoft, will take over the group Aug. 1.

Brown’s exit comes about three months after Amazon promoted him to senior vice president. Brown had been on the company’s senior leadership team since 2023.

His tenure stretched back to the early days of the cloud. He joined AWS in 2007 in Cape Town, South Africa, where Amazon based part of its early EC2 engineering, before relocating to the Seattle area.

In an interview with GeekWire earlier this year, as the company marked the AWS 20th anniversary, Brown recalled Amazon CEO Andy Jassy, then the company’s top cloud executive, gathering the small Cape Town team in those days and telling them the business could one day be worth a billion dollars.

Brown said he could barely grasp the figure at a time when the service was bringing in tens of dollars a day: “I couldn’t even imagine how much a billion dollars was. It sounded like a lot of money.”

AWS today runs at roughly $150 billion in annualized revenue, and grew 28% in its most recent quarter — its fastest pace in nearly four years.

Brown’s role grew with the business. After starting as an engineer on EC2, or Elastic Compute Cloud, he went on to lead its broader compute organization, including close collaborations with the executives running Amazon’s custom silicon business. His purview also expanded to include the machine learning and AI services now central to AWS, such as the Bedrock and SageMaker platforms.

Treadwell has run Amazon’s eCommerce Foundation, the technical backbone of the company’s online retail operations, since joining in 2016. Before that he spent 27 years at Microsoft, where as a corporate vice president he worked on Windows, Xbox, and the .NET software framework.

In his memo, Garman described Treadwell — known internally as “Tread” — as one of AWS’s largest and most vocal internal customers, someone who pushed the cloud group to innovate and will now lead it.

Brown will remain through the end of July to help with the transition. In his own farewell note, he said it felt like the right time to begin a new chapter. “I’ll be cheering you all on from the sidelines,” he wrote.

JPMorgan Chase is building out a new AI software infrastructure team, anchored in Seattle, focused on running AI across its data centers and outside providers in a way that controls costs, protects its intellectual property, and avoids tying its fortunes to any one vendor.

Lori Beer, the bank’s global CIO, discussed the effort as part of a broader interview Tuesday during a stop in Seattle. She said the bank is being “careful about lock-in, strategic risk, financial risk, all those things.”

The move comes as business and tech leaders — including Microsoft CEO Satya Nadella and Palantir CEO Alex Karp — publicly warn about the risks of letting a small number of AI vendors accumulate control over costs, data, and the choice of which AI tools businesses can use.

Beer described the new group as an AI infrastructure team but said it works at the software level, separate from JPMorgan groups that build data centers or procure hardware.

She said the group will, for example, develop systems to determine when to route different types of AI workloads to JPMorgan’s own data centers, when to tap into public cloud providers, and when to use newer specialty computing suppliers.

AI agents are one example of where the bank is drawing a line.

Beer said JPMorgan will build and own the software that runs its agents, while treating the underlying AI models as interchangeable. The agentic layer is specific to JPMorgan’s business, whereas the underlying models are general-purpose, and JPMorgan wants to be able to switch among them as the market changes. 

Cost is another focus. Given the option, Beer said, engineers naturally reach for the newest and most powerful model, even when a cheaper one works as well. Systems built by the new team will route specific workloads to different types of models.

The new AI infrastructure team will be spread across multiple JPMorgan locations, but Beer said the Seattle area offers a high concentration of the required skills, including engineers who built cloud infrastructure at Amazon, Microsoft, and other tech platforms before joining JPMorgan. 

It’s part of a broader focus on AI at JPMorgan’s Seattle Tech Center, which has grown to about 400 people since opening in 2018, with a heavy emphasis on cybersecurity.

JPMorgan said this week that it has named Ture Armas, the bank’s CTO for Commercial Bank Lending Technology, to lead the Seattle Tech Center. Armas will continue in his existing role while adding oversight of the tech center’s strategy, talent, and community engagement. He replaces Mamtha Banerjee, who left in March.

The Seattle Tech Center is preparing to move next month into an expanded space at the JPMorganChase Center, the skyscraper that was renamed from the Russell Investments Center in January. The tech center is currently located in a smaller space in a nearby building. The move will put engineers closer to business teams, which Beer called critical as AI accelerates the pace of product development.

Beer, who started her career as a software engineer at a nuclear facility, joined JPMorgan in 2014 from health insurer WellPoint. In 2017, she became the first CIO to sit on the bank’s Operating Committee. She oversees a technology division of about 70,000 people, including 45,000 engineers, with a $20 billion annual budget. 

JPMorgan reported record second-quarter results Tuesday morning, topping Wall Street expectations. On the earnings call, CEO Jamie Dimon said the bank has almost 1,000 AI use cases across the business, with about 50 he described as the most important, in areas including risk, fraud, marketing, note-taking, and document reading.

In what turned out to be a preview of Beer’s comments later in the day, CFO Jeremy Barnum described the bank’s AI priorities: “Use the right model for the right purpose, be smart about open source where appropriate, and ensure that you’re getting value out of it ultimately.” 

While working for PwC in Jamaica early in her career, Meagan Breidert focused on international development clients. There, she learned about a Caribbean-wide initiative to make the region’s communities more resilient to climate change — adapting infrastructure and building warning systems to withstand stronger storms and rising sea levels.

Breidert left Jamaica with a new direction: a career in sustainability where she could tackle “big, challenging, complex problems,” she said.

Now senior director of sustainability and impact at Seattle-based Slalom, Breidert works out of the Washington, D.C.-area office for the global business and technology consulting firm. In her role, she leads Slalom’s internal climate programs and shapes how the company engages with community members and supports its employees.

Keep reading to learn more about Breidert’s sustainability journey. Her quotes have been edited for clarity and length.

What’s your biggest concern when it comes to addressing climate change?

I worry that the discussion and the divide are being driven by the language we use. If we speak in plain language, we’ll see we all want the same things. We want clean air, we want clean water, we want our kids to grow up healthy. We don’t want toxins in our backyard. It doesn’t matter where you fall on a political spectrum, we as humans want the same things for our families.

What gives you the most hope for the planet?

I’m going to paraphrase the convener and architect of the Paris Agreement, Christiana Figueres. She says, “I focus on the signals, not the noise,” and I really took that to heart. There’s this incredible economic benefit to supporting climate-positive practices and a more sustainable way of living. Renewable energy is more economical, new jobs are being created with the green economy. Companies are actually saving money, the air is cleaner, quality of life improves.

There’s just an abundance of upside, no matter what the motivation is. We’re seeing more and more renewable energy being used, and I think that’s a signal versus the noise.

What is a habit you’ve changed personally because of climate concerns?

My home has solar panels and I can cover my family’s energy load with them. Regardless of my beliefs, economically it’s beneficial and my bills have decreased. My kitchen and home goods are plastic-free to the extent possible, so all glass. And my family’s clothes are sustainable. My son is younger, so he has more churn on clothes — but my clothes are generally natural fibers and secondhand or vintage where possible. And we eat an abundance of beans and tofu.

If you could wave a wand and invent one climate solution, what would it be?

I would love to have ready-made, at-scale solutions for plastic pollution and single-use plastics. At Slalom, we have a plastics commitment on removing problematic and single-use plastics from our operations, especially in our kitchens and break rooms, but for me personally, plastic is a visual, physical problem. People see it on vacation, when they go to the beach, or in daily life, walking down the street.

I would love solutions — whether it’s better recycling mechanisms or advances with bacteria, enzymes, fungi, that are able to break down plastics, or plastics made from less harmful components like seaweed or sugarcane — I would love to see those things come to the market tomorrow.

If you could have coffee with any climate leader, past or present, who would you pick?

I would love to have coffee with the chief sustainability officer at Mars, Alastair Child. M&M’s, particularly peanut, are my favorite candy. But I think the interesting intersection is chocolate, coffee and vanilla grow together in tropical locations that are being the most affected by climate change and extreme weather. What is the plan to secure those supply chains and work with local and Indigenous communities on some of the traditional knowledge for growing those?

We all need to eat, and the planet is changing, and how our food grows, the price of commodities, the quality of those things are going to change. I would love to have this very deep-dive conversation around how my chocolate is going to continue, and my coffee and vanilla!

How do you approach this work and not get overwhelmed?

I really chip away at problems and usually start on the data side, start with the stakeholders and just chip away. My team is great because we like to celebrate the little things, like, “Hey, that stakeholder answered the phone today, that vendor that we’ve been asking for data got us this information.” Before you know it, you look up and you’re like, “Oh, I just talked to 50% of our supply chain and now they’re providing us data.” Those small pieces add up to a lot. We can’t do it alone. It’s an entire ecosystem issue, so one at a time, chipping away.

What impact do you hope your work has in 20 years?

I don’t want to say working myself out of a job because I need a job, we all need jobs, but I would say I look forward to sustainability no longer having to prove its business case. It’s on the checklist. It’s already in there. Nobody has to say, “We’re making a business decision — oh, did somebody check with the sustainability people?” It should just be, “Here’s a business decision. It’s all in here, it’s all embedded, and there’s no question about the sustainability pieces.” Once that happens, then we’ll start to see some of the real gains.

The best thing about Seattle’s grunge era is that it existed before the internet could completely spoil it — although the mainstream media, MTV and fashion designers eventually did their best.

None of them would be any match today for artificial intelligence.

In a new video we spotted on Instagram, a time-traveling vlogger under the handle Roxy In Time goes back to 1992 Seattle to explore the city’s music scene during its heyday. The result is grunge meets 2026 AI slop.

It’s an interesting study in how technology that’s very much being built and hyped in modern Seattle can be used to illustrate what the city sort of looked like more than three decades ago. In the video, it’s two years before the start of Amazon and another 15ish before cloud computing and a massive tech boom truly reshaped the region.

AI is being both celebrated and derided for its ability to help create content like Roxy’s time-traveling exploits. Where some see an innocent, weirdly educational history lesson, others can’t look past the replacement of human creativity, the excess of such material polluting social media channels, and the tech’s ability to deceive viewers in more dangerous ways.

Roxy is an AI-generated influencer — not a real person — with a penchant for visiting historically significant places, both real and imagined. She recently checked out L.A.’s Sunset Strip in 1987 and a New York speakeasy during Prohibition in 1929. In other videos she runs across fantastical figures including Paul Bunyan and Humpty Dumpty, and she visits cavemen in 30,000 B.C.

In the Seattle video, Roxy is dressed for the era’s part in a flannel, Nirvana T-shirt, ripped jeans and combat boots. She starts her tour by saying she’s in town to see the band Mudhoney play at Belltown’s Crocodile Cafe. But first she heads to Easy Street Records in West Seattle to browse records, tapes and CDs.

The video is populated with images of random musicians carrying guitars down the street, and people drinking coffee and reading actual print publications instead of staring at laptops. At The Central Saloon and OK Hotel in Pioneer Square, everyone has long hair, or a beanie, or both. Sweaty music fans in mosh pits seem to fit the timeline.

AI’s artistic limitations do come into focus in a few spots, especially when written words are displayed. The names of bands and clubs on music flyers — such as Comet Tavern — are a jumbled mess. Same goes for some of the names on record dividers at Easy Street, where the store’s neon wording also breaks apart.

Back at the Crocodile, Roxy is in line to see Mudhoney, and she’s confused by an opening act named Pen Cap Chew. Inside, as the show starts, she realizes that Pen Cap Chew is actually Nirvana, playing under the secret moniker because by that time the band was a worldwide sensation riding the success of the album “Nevermind.”

In perhaps the most realistic demonstration of being in 1992 — in a club where no one knows what a smartphone is yet — Roxy ends the video by saying she needs to stop recording.

“I’m putting this thing away, I’ve gotta watch this,” she says.

No way anyone would do that in 2026.

— Rina Hahn has left Seattle’s Remitly as chief marketing officer. Hahn joined the remittance company in 2018 as director of digital marketing and rose to CMO after four years. Before joining Remitly, she was an executive at Blue Nile and Big Fish Games.

The publicly traded company helps customers in more than 170 countries send money internationally.

“I’ve seen firsthand the deep love this company has for its customers and the impact that purpose-driven work can have on immigrants and their families around the world,” she said on LinkedIn. Hahn, who is based in London, did not share her next move. Remitly co-founder Matt Oppenheimer stepped down as CEO in February.

— Temporal announced that Preeti Somal has been promoted to executive vice president in a role that will oversee the company’s engineering, product and design operations, which were recently reorganized under a single leader.

The industry is moving so fast that “we can’t afford any distance between the people who decide what to build and the people who build it. Unifying these functions closes that loop,” said CEO Samar Abbas on LinkedIn.

Somal has been with Temporal for three years, joining from HashiCorp where she held EVP roles.

The Seattle-area software company offers a platform for running complex computer workflows more reliably. In February, the business closed a $300 million round that pushed its valuation to $5 billion. Temporal is No. 2 on the GeekWire 200 is a ranked index of the Pacific Northwest’s top startups.

— Veeam Software, a Seattle-based data protection and ransomware recovery company, appointed Michelle Graff as senior vice president of global partners and channel. She joins from the cybersecurity company Commvault and is based in the San Francisco Bay Area.

“The future belongs to organizations that can transform trusted data into trusted AI with resilience built in from the start,” Graff said on LinkedIn.

Graff’s hiring is the latest in a string of leadership changes at Veeam, which has made five other executive hires or promotions this year.

— Qualtrics, an experience management technology company with headquarters in Seattle and Provo, Utah, has promoted Ken Hoang to senior vice president of product. Hoang is based in San Mateo, Calif., and will work remotely. He was previously a VP at Apptio in Bellevue, Wash.

Qualtrics had a big leadership shakeup in April, when five executives were let go in what CEO Jason Maynard described as an effort to “simplify our structure and ensure we are positioned for our next phase of growth.” Two product executives were among those who left, and Hoang joined the company around that time.

Qualtrics, which employs more than 4,500 people globally, makes software that helps companies gather and act on feedback from customers, employees and others through surveys, AI-powered analytics and other tools.

— Monica Lazo is now the sales director for Loopr AI, a Seattle startup that sells computer vision quality control software to manufacturing firms. She joins from Neurala, an AI platform automating visual inspections that is based in Boston.

— Pacific Northwest National Laboratory has named atmospheric scientist Larry Berg as the director of the Department of Energy’s Atmospheric Radiation Measurement User Facility.

And some departures from Big Tech:

• Mary Birkner is retiring from Microsoft after 21 years, primarily in leadership with Xbox. “I thank you for the laughter and goodness that were part of the journey to all the big work stuff,” she said on LinkedIn.
• Steve Andrews has closed out a 32-year career that included more than 11 years across two stints at Amazon, most recently as senior principal technical program manager. The TPM role “is often misunderstood and misused, so I dedicated a substantial amount of effort helping to set TPMs, their managers, and their teams up for success across the company,” he said. “I hope it made a difference.”
• Jeff Nienaber is departing Microsoft after more than 16 years, leaving the role of senior director and principal PM for the office of the CTO. “I’m really excited to see what tomorrow’s sunrise has in store,” Nienaber said.

T-Mobile’s longest-tenured Un-carrier architect just Un-carriered himself. 

Mike Katz, who started selling VoiceStream phones at Circuit City 28 years ago and rose to help T-Mobile go from an also-ran into the wireless industry’s most formidable competitor, is leaving the Bellevue, Wash.-based carrier as part of a broader executive reshuffling under CEO Srini Gopalan, who took the helm in November. 

Katz, T-Mobile’s chief business and product officer, is stepping away to pursue “new professional interests,” the company said in a press release and SEC filing. The company didn’t provide specifics. We’ve contacted Katz for more on his plans. 

He’ll remain as a strategic advisor through December 2026. 

His responsibilities are being split three ways: 

• Chris Sambar, a wireless industry veteran who spent two decades at rival AT&T and most recently served as COO of Public Storage, will join as chief enterprise officer no later than Oct. 14, overseeing T-Mobile’s SMB, enterprise and government businesses. 
• André Almeida is moving into an expanded role as chief marketing, brand and broadband officer. 
• CTO John Saw‘s purview will grow to include product engineering and cybersecurity. 

Katz was named last month to Gov. Bob Ferguson’s newly created Economic Development Council, a 26-member panel of business, labor, and tribal leaders. His status on the council following his departure from T-Mobile is unclear. 

Over his career at T-Mobile, Katz led the company’s business group, where he helped triple the customer base, and later oversaw marketing, strategy and products, shaping some of the carrier’s most recognizable brand moves: T-Mobile Tuesdays, Magenta Status, and others.

“We built a regional player into a national powerhouse, flipped the industry on its head with the Un-carrier movement, pulled off the Sprint merger, and pushed into broadband and enterprise,” Katz said in a LinkedIn post announcing his departure.

Gopalan praised Katz in the press release, calling him “a driving force of so many of the bold moves that have transformed our company and our industry.”

Sambar’s hiring is a notable move for T-Mobile, which built its Un-carrier brand in part by positioning itself as the scrappy alternative to industry giants AT&T and Verizon. At AT&T, Sambar led the buildout of the company’s 5G mobile network and oversaw the design and deployment of FirstNet, the nationwide public safety communications network. 

A U.S. Naval Academy graduate who served more than 20 years in the Navy, Sambar will report directly to Gopalan and lead T-Mobile’s push into enterprise, government, and emerging growth areas including T-Ads and physical AI.

Bill Colleran, a veteran technology executive who previously led Impinj and sold Innovent Systems to Broadcom, has joined Seattle-based AI coding startup Adronite as CEO.

Edward Rothschild, who co-founded Adronite in 2023 and served as its first CEO, is transitioning to chief technology officer, where he’ll continue leading the company’s product development, including its Adronite Context Engine and Codistry AI code generation tool, according to a news release.

The 15-person company raised a $5 million Series A led by Gatemore Capital Management earlier this year. The platform supports cloud, on-premises and air-gapped deployments, targeting midmarket companies and regulated industries.

Colleran has more than 35 years of experience in semiconductor and enterprise technology. He grew Impinj into a market leader in RFID technology, raising more than $100 million in equity financing. He left the company in 2014 and was succeeded by co-founder Chris Diorio. 

He was also CEO of Innovent Systems, which developed the world’s first CMOS Bluetooth chip and was acquired by Broadcom for approximately $500 million. 

More recently he founded lidar company Lumotive and led Seattle SaaS startup AnswerDash. He holds a Ph.D. in electrical engineering from UCLA and a J.D. from Harvard Law School. 

“Throughout my career, I’ve seen technology industries transformed when complexity becomes manageable,” Colleran said in a statement. “Software development now faces a similar challenge. AI can generate code at an incredible pace, but understanding complex software systems remains difficult for both developers and AI.”

Adronite’s platform aims to help developers and AI agents understand entire codebases rather than working file by file — a challenge especially acute for midmarket companies managing legacy systems without the tooling available to large enterprises. 

The company says its approach can cut token consumption by up to 40%, a claim that could resonate as engineering teams grapple with rising AI costs.

Microsoft is cutting 4,800 jobs, just over 2% of its global workforce, citing a need to revamp its sales and consulting division to keep pace with a rapidly changing tech industry, while overhauling its Xbox business in a push for long-term growth and profitability from gaming. 

The cuts include about 600 jobs in Washington state, home to Microsoft’s Redmond headquarters. That’s down from 3,200 job reductions locally a year ago. Combined with ongoing hiring, Microsoft’s workforce in the state is expected to remain stable at around 52,000 people.

About 1,600 of the 4,800 job cuts being announced Monday are in the Xbox division. Additional Xbox layoffs in the months ahead are expected to bring total job reductions in the gaming division to roughly 3,200, or about 20% of the global Xbox workforce, this fiscal year. 

Microsoft is also spinning off four Xbox game studios to operate independently. 

In an internal memo, Xbox CEO Asha Sharma called it the biggest restructuring in Xbox history, saying the division has been “operating at margins that are 3-10x lower than comparable platform and publishing businesses” and that studios have been losing 64 cents for every dollar invested.

Overall, top executives sought to distinguish Microsoft from other tech giants, saying the cuts were minimized by the redeployment of more than 4,000 employees into new roles over the past year and a voluntary retirement program that let thousands more exit by their own choice.

By comparison, the company last year cut more than 15,000 jobs globally in two rounds of layoffs in spring and summer 2025 — the largest reductions in more than a decade.

The latest cuts come amid record capital spending on the company’s AI infrastructure, pressure from Wall Street to keep operating expenses in check, and a 30% stock slide that has wiped out roughly $1.2 trillion in Microsoft’s market value over the past nine months.

“Microsoft can only be a strong employer if it has a successful business,” said Brad Smith, its president and vice chair, in an interview with GeekWire. “We have to adapt to change.”

Before the latest cuts, the company’s total workforce was about 220,000 people. Across the company, Microsoft expects worldwide headcount to decline year-over-year, CFO Amy Hood said on an April earnings call. 

Amy Coleman, Microsoft’s chief people officer, said in a memo to employees Monday morning that the roles the company is eliminating today are not being directly replaced by AI.

At the same time, she acknowledged, “AI is changing how work gets done.” She added, “Some of the tasks we do every day can now be automated, and that means we all need to keep learning, keep building new skills, and keep adapting as the work evolves.”

However, the line from Coleman’s memo that may get the most attention internally is this: “We are still early on this journey, and there will be more changes ahead; other parts of our business will need to make similar changes.”

In an interview, Coleman stopped short of signaling further layoffs across the company. Instead, she described a larger shift in how Microsoft manages its workforce. That includes reskilling engineers for customer-facing and AI-focused positions, and exploring how to make voluntary exit programs a regular part of the company’s operations — not just a one-time offer, but potentially something employees could opt into annually or on an ongoing basis.

Coleman confirmed that about 30% of roughly 8,750 eligible U.S. employees accepted Microsoft’s first-ever voluntary retirement program in recent weeks, in line with the company’s expectations, which reduced the size of the reduction in force announced Monday. 

The cutbacks and changes in the company’s sales and consulting teams build on last week’s launch of the Microsoft Frontier Company, a $2.5 billion initiative to embed 6,000 engineers inside customers to deploy AI. The shift is reducing some traditional sales and consulting roles and resulting in more technical positions working directly with customers. 

“We’re seeing that we need more engineering excellence in the customer space,” she said. 

Smith said software development is undergoing its biggest shift in the more than 50 years since Microsoft’s founding. The widespread use of AI is making code cheaper and faster to produce, but he said that’s also creating demand for new kinds of roles and work.

“Some things like coding require less time of software developers,” he said. “At the same time, there’s new parts that are growing, whether it’s the product management or software design, or perhaps most importantly, working directly with customers.”

Update: A filing by Microsoft on Monday under the Washington state Worker Adjustment and Retraining Notification Act listed 605 positions being eliminated in Washington state.

The roles span software engineering, product management, sales strategy, data science, business program management, marketing, and game design, among others — ranging from mid-level individual contributors to senior managers, consistent with cuts that reach across both the company’s technical ranks and its sales and consulting operations.

As the country marks its 250th birthday this week, Microsoft is rolling out an unlikely summer project: a six-part series of short videos, hosted by Microsoft President and Vice Chair Brad Smith, that look to American history for lessons relevant to technology and innovation today.

The premise is that every technology debate of the moment — over such issues as patents, privacy, and who gets to shape AI — has a precedent somewhere in the country’s past, and that we’d all benefit from remembering how we got here in the first place.

“We felt that the 250th anniversary of the country deserved some added reflection about the lessons of history, the role of technology, and the questions that we’re facing as a country,” explained Smith, a well-known history buff, in an interview with GeekWire this week.

In the first episode, for example, he stands in Philadelphia’s Independence Square to explain how a steamboat demonstration on the Delaware River in 1787 helped inspire the Constitutional Convention to give Congress the power to grant patents. This was the basis for the intellectual property framework that Smith describes as a bedrock of American innovation.

Savvy viewers may see some irony in a company extolling the virtues of IP protections even as Microsoft and OpenAI defend themselves against a New York Times copyright suit over the material used to train their AI models.

Asked about that, Smith made it clear he doesn’t see a contradiction.

“Every generation of technology has required a new round of legal thinking, legislation and oftentimes lawsuits, so that courts can sustain the balance that has always been needed between new innovation and the protection of things created already,” he said.

He also noted that Microsoft is often the party going to court to protect customers, pointing as one example to the company’s move this week to intervene before Europe’s top court in defense of the European Union and U.S. data-protection framework.

The six-part series was overseen by Smith’s longtime chief of staff, Carol Ann Browne, a Microsoft vice president; and produced by Kirkland, Wash.-based Trifilm. The episodes, around 3 or 4 minutes each, will roll out in the coming weeks. Smith said they recorded during existing travel plans, working the shoots into stops on trips he was already taking.

The series travels next to a Boston courtroom for the birth of privacy rights, Henry Ford’s Detroit assembly line for the spread of new technology, Cincinnati for Tocqueville’s take on nonprofits, Great Falls, Md., for George Washington’s early infrastructure ambitions, and the Lewis and Clark expedition in Montana for the value of uniting competing viewpoints.

“The 250th anniversary of the country is quite rightly an occasion to honor the past, celebrate the past,” Smith said, explaining the motivation for the series. “But let’s make sure we get something out of the past that helps us be more successful in the future.”

Common Room, the fast-rising Seattle startup that built an AI-powered platform to help sales and marketing teams track buying signals across their customers, is being acquired by Zoom.

Terms of the deal were not revealed in a news release on Thursday.

“When we founded Common Room in 2020, we set out with a simple vision: to transform how organizations connect with people,” Common Room co-founder and CEO Linda Lian wrote in a LinkedIn post. “Over the past six years, we’ve had the privilege of building alongside our customers through one of the biggest shifts in enterprise software, the rise of AI.”

Zoom said the acquisition will extend its Zoom Revenue Accelerator platform “upstream,” pairing Common Room’s buyer intelligence with the conversation data Zoom already captures from sales calls — giving reps insight into which accounts are in-market and why to reach out before a call even happens.

“Revenue teams will now have a single, unified platform that will help them reach the right person at the right moment with the right message at every stage of a deal, cutting busywork,” Abhisht Arora, Zoom’s chief strategy officer, said in a blog post.  

Common Room emerged from stealth in 2021 with $52 million in funding from investors including Index Ventures, Madrona Venture Group, Next Play Ventures, Greylock, 01 Advisors and a bevy of angel investors — Etsy CEO Josh Silverman; former Twitter CEO Dick Costolo; and former Axiom CEO Elena Donio.

Early customers included Notion and Pulumi, and the roster has grown to include enterprises large and small.

Lian, a former associate at Madrona Venture Group and senior product marketing manager at Amazon Web Services, co-founded the company alongside three other Seattle tech vets: CTO Viraj Mody, a former engineering director at Dropbox and technical advisor to the CEO at Convoy; chief architect Tom Kleinpeter, previously a principal engineer at Dropbox; and design chief Francis Luu, who spent 10 years at Facebook.

Common Room was the 2022 GeekWire Awards Startup of the Year and is No. 80 on the GeekWire 200, our ranked index of Pacific Northwest startups.

Zoom, the San Jose, Calif.-based company best known for its video conferencing platform, has expanded in recent years into AI-powered tools for sales, customer service and workplace collaboration. The publicly traded company reported nearly $4.9 billion in revenue over the past 12 months and has a market capitalization of roughly $25 billion.

“Joining Zoom connects our graph to the conversations sellers have every day where deals are actually won and to the AI that can act on it,” Lian said in a statement. “With Zoom’s scale, resources, and global reach, we’ll be able to accelerate our roadmap while continuing to serve and innovate for our customers.”

Arjun Bhatia, an equity analyst with William Blair, said in a report Thursday that the “transaction aligns with Zoom’s M&A strategy and priority of embedding AI more deeply into workflows and advancing its vision of becoming a broader system of action for enterprises.”

— Hrishikesh Aradhye has joined Amazon Music as vice president of product and tech for the streaming service. He spent nearly 19 years at Google, most recently as senior director of engineering leading YouTube Music and Podcasts.

“The music industry is going through a tectonic shift that will unlock entirely new kinds of customer experiences through AI,” Aradhye said.

Earlier in his tenure there, he worked at Google Research, where he helped pioneer computer vision and machine learning systems for YouTube and Android.

— Vasu Jakkal is stepping down after six years as Microsoft‘s corporate vice president of Security, Compliance, Identity, Management & Privacy. She thanked colleagues and customers in a LinkedIn post.

“It’s been an epic journey — six years ago, we formed our Security customer solution area and the growth and impact of Microsoft Security over these past years has been incredible as we built the #1 security business in the world while keeping our mission of building a safer world for all at the heart of it,” Jakkal wrote.

Jakkal is based in the San Francisco Bay Area and previously held executive roles at FireEye and Intel. She did not indicate her next move.

— Mika Yamamoto was named chief marketing and customer AI officer for Veeam Software, a Seattle-based data protection and ransomware recovery company. It’s the latest in a string of leadership changes at Veeam, which has made four other executive hires or promotions this year.

Yamamoto previously worked for Seattle-area companies including F5, Microsoft and SAP, and joined Veeam from Los Angeles-based Blackline.

“She has experienced this industry from every angle — analyst, operator, executive leader — and has consistently put the customer and partner at the center of how companies operate,” CEO Anand Eswaran said in a statement.

— In case you missed it, Microsoft has undergone a leadership shakeup within Copilot as the company works to turn its platform into a “super app.” Changes include:

• Jacob Andreou has moved from corporate vice president at Microsoft AI to executive vice president of Copilot. He joined the company in 2025 from Greylock Partners and before that was at Snapchat-maker Snap.
• Peter Sellis has been named Copilot’s lead of design, growth and engineering, reporting to Andreou. He joins Microsoft from Discord and overlapped with Andreou at Snap, where Sellis was VP of product.
• The reshuffle also comes with a departure. Trevor O’Brien, former VP of product for M365 Copilot experiences, has resigned from his role. “The past two and a half years have been inspiring, chaotic, intense, and deeply rewarding,” O’Brien said on LinkedIn. He did not indicate his next move.

— Seattle-based tech executive Niranjan Vijayaragavan has taken the role of CTO at Five9, a cloud-based contact-center-as-a-service company. He joins Five9 from Nintex, where he served as chief product and technology officer. Other past employers include Avalara and Expedia Group.

“Five9 is at the center of one of the most important shifts in customer experience as AI reshapes how companies engage with their customers,” Vijayaragavan said in a statement. The company is based in San Ramon, Calif., but Vijayaragavan will remain in Washington.

— Maura Mast was appointed president of Seattle University, succeeding Eduardo M. Peñalver, who resigned to lead Georgetown University. Mast is the first woman and first mathematician to hold the top role at the Jesuit Catholic university.

“Our world urgently needs spaces of dialogue and discernment that actively work to heal deep divisions and build a more equitable society,” Mast said in a statement, adding that SU can lead in these areas.

Mast will begin the job on Sept. 1 and joins SU from Fordham University, where she served as a dean and mathematics professor.

— The Cascadia Sustainable Aviation Accelerator named Jake Gentry as its executive director. Gentry helped create CSAA, which aims to make the Pacific Northwest a center for the production of sustainable aviation fuel (SAF). He remains a senior director at Seattle’s Earth Finance and is leading the accelerator as part of that organization.

Hawaiian Airlines CEO Diana Birkett-Rakow praised Gentry’s appointment, saying in a statement that he has “the right combination of strategic depth, execution orientation, coalition-building instincts, and commitment to the work.”

Gentry previously held sustainability leadership roles with companies including Point B and Boeing.

— Seattle’s F5 has added Gavin Munroe to its board of directors, where he will serve on the audit and risk committees. Munroe has decades of experience in financial services and most recently was chief information officer and transformation head at Commonwealth Bank of Australia.

— Harini Gokul, a former leader at Microsoft and AWS and past chief customer officer at Entrust, has joined the board of Afiniti. The company builds AI software for call centers that aims to match customers with the appropriate agent. Gokul also serves on the Medina City Council.

— Safe Software, a data and AI enterprise integration platform based in Surrey, British Columbia, has named Nabil Lodey vice president of Europe, the Middle East and Africa. Lodey will help lead the company’s expansion in the UK and Ireland.

— Allison Gruber is now VP and leader of Portland-based Cambia Health Foundation. She previously oversaw Cambia Health Solutions’ Strategy and Innovation team, where she led data-driven strategy initiatives.

— And some more folks are retiring from Microsoft, in addition to those featured Tuesday in a GeekWire story on the company’s first-ever voluntary retirement program:

• Nir Michaely, Azure software engineering manager, closes out 26 years with the company.
• John Ballard, principal security researcher, departs after nearly 30 years.
• Kristen Mattoni, senior product marketing manager, is leaving after 15 years.

Microsoft is preparing to cut thousands of jobs next week, continuing to rein in operating costs as the company pours unprecedented sums into AI infrastructure. 

Business Insider broke the news Tuesday afternoon, saying that the cuts will impact less than 2.5% of the company’s global workforce of about 220,000 people. It includes not just Xbox, where cuts have been signaled for weeks, but also layoffs in sales and consulting. 

GeekWire confirmed the details of the report with a person familiar with the company’s plan. Microsoft isn’t commenting on the report.

The timing follows a familiar pattern. Microsoft often restructures its operations around the close of its fiscal year on June 30, and the cuts would come just as the new year begins. 

The reductions were bigger last year. Microsoft laid off more than 15,000 people in two rounds of cuts a few weeks apart: about 6,000 in May 2025, then around 9,000 (roughly 4% of the company at the time) in early July 2025.

One difference this year: Microsoft’s first-ever voluntary retirement program. About a third of the approximately 8,750 eligible U.S. employees took the buyout, reportedly allowing the company to cut a smaller share of its workforce through layoffs than a year ago. 

The company is on pace to spend more than $100 billion building AI and cloud infrastructure in the fiscal year that just ended — up from $88.7 billion the year before — with about two-thirds going to the chips that power AI. 

Microsoft shares closed Tuesday at $373.02, down 19% over the past month and near a 52-week low, as Wall Street questions whether its heavy AI spending will pay off.

The layoffs come amid a broader wave of restructuring across the tech industry, which has shed more jobs than any other sector this year. U.S. tech companies have announced 123,653 cuts so far in 2026, up 66% from the same stretch of 2025, according to a report from outplacement firm Challenger, Gray & Christmas. 

Across all sectors, not just tech, AI was the most commonly cited reason for job cuts in May — the third straight month it has led the list. The 38,579 cuts attributed to AI were the most in any month since Challenger began tracking the cause in 2023. For the year, AI has been linked to 87,714 cuts, already surpassing the 54,836 attributed to it in all of 2025.

Shawn Mrzena is trading the AI firehose for a welding torch.

In his nearly 25 years at Microsoft, Mrzena has lived through the industry transitions that defined the company’s modern era: the move from on-premises software to hosted services and then the cloud, a succession of CEOs, and now the all-out push into AI.

He also reinvented himself, starting in sales, moving into a business-architect role, then helping to establish and build the company’s data-privacy business. He’s grateful for everything he experienced, likening his Microsoft career to an MBA that no paid education could match. 

But AI is moving faster than anything before it, and in his late 50s, he decided he didn’t need to chase the next big thing again. He has accepted Microsoft’s voluntary retirement offer. 

In the process, he’s taking matters into his own hands, literally. Mrzena, the kind of person who’ll spot a discarded pallet and haul it home to build a table, plans to go to school for welding and metal fabrication, with an eye toward doing part-time fabrication work. It’s a return to his early career, when he worked in the arts and ran printing presses.

“I love the trades,” he said, “because I can feel it and touch it.” 

Mrzena is part of roughly 7% of Microsoft’s U.S. workforce, an estimated 8,750 employees, deemed eligible for its first-ever voluntary retirement program, announced in April.

Over the past few weeks, GeekWire has interviewed and emailed with several longtime Microsoft employees who took the offer — from sales, engineering, marketing and other corners of the company — to find out what drove their decisions and what’s next for them. 

Their specific reasons for taking the offer vary, but a few themes run through their stories: gratitude for long careers at the company, a sense that the timing was finally right and, in some cases, ambivalence about where Microsoft and the industry are headed in the AI era. 

For some, the decision was also shaped by a steady drumbeat of layoffs at Microsoft and across the tech industry. Rather than wait to find out whether the next round of cuts had their name on it, they chose to take their fate into their own hands and leave on their own terms.

The program is part of Microsoft’s effort to trim costs and reshape its workforce while pouring tens of billions into AI. For a company that laid off more than 15,000 people last year, with additional cuts possible, a voluntary offer is also a gentler way to thin its ranks. 

It’s open to U.S. employees at the senior director level and below whose age and years of service add up to at least 70. The package includes a lump-sum payout reaching up to about 39 weeks of pay, or roughly nine months’ salary, depending on level and tenure. 

For many, the bigger draw is health coverage. Microsoft pays it in full for the first year, then lets retirees and their families stay on its plans at COBRA rates for up to four more. The tradeoff: because they’re leaving voluntarily, those who take it generally can’t collect unemployment. 

The “VRP,” as the voluntary retirement program is known inside Microsoft (yes, there’s even an acronym on the way out the door), has received widespread attention inside and outside the company, driven in part by people dreaming of leaving their own workplaces behind. 

Update: About 33% of eligible employees took the retirement, which was within a range of about 30% to 40% that executives had been expecting, according to a person familiar with the numbers. (Microsoft previously declined to provide official numbers.)

Business Insider reported Tuesday evening and GeekWire confirmed that Microsoft plans to cut thousands of jobs next week, less than 2.5% of its global workforce.

Judging from LinkedIn, at least, it has seemed like half the company is leaving, given the crush of longtime Microsofties saying goodbye in advance of the July 1 departure date. The public farewells are largely grateful and often nostalgic, and the responses celebratory. 

But the program has also surfaced concerns. 

Some of those eligible for early retirement were frustrated with the rollout, saying the gap between the announcement and the details fueled weeks of speculation and left people confused. 

Others, reflecting on their careers, point to deeper, longer-running issues inside the company: the constant churn of managers and reorgs that made it hard to finish anything, and a sense that the collaborative culture of Microsoft’s recent era is slipping away.

For those staying behind, there’s another worry: the loss of institutional knowledge and experience as so many longtime employees head for the door at once.

The program puts no restrictions on future employment, and some of those GeekWire interviewed say they aren’t really retiring at all. They range in age from their late 40s to their 60s. One is heading to a startup, another is finishing a doctorate, and a third is moving into conservation work. Others will take a breather before deciding on a second act. 

Aileen Hannah spent 24 years at Microsoft in a range of marketing and partner roles, joining the company’s U.K. subsidiary in 2002 and moving to Redmond in 2010. Along the way she changed countries, raised a daughter and made lifelong friendships.

Now in her mid-50s and divorced, her daughter grown and back in London, she had long been working toward a move into conservation work somewhere in the world, just on a longer timeline. She has no regrets about the years or the pay: she put her daughter through college, has a home she loves, and gets to leave while she’s “still young enough to enjoy it all.” 

When the offer came, she decided a financial and healthcare cushion to make the leap now was worth more than maximizing her final paychecks.

She doesn’t consider it retirement at all. “I consider that Microsoft is releasing me back into the wild,” she said, with no fixed plans beyond “a plate full of possibilities.”

Justin Long spent his entire 28-year career in Microsoft’s Office and M365 engineering organization, with a hand in building, testing and shipping every version of Office since Office 2000. For the last seven years, he was a people manager.

In his early 50s, married 27 years with no children and debt-free, he had been working with a financial adviser and planning to retire at 55. The timing worked out: he was already stepping back into an individual-contributor role and had lined up a strong new manager for his team, so his departure wouldn’t leave them in the lurch. 

The payout, he says, means he won’t have to touch his 401(k) for roughly a decade.

The offer flipped his thinking, he said, from “I’ll put in a few more years” to “hey wow, I can actually retire now.” He intends to make it a true retirement, starting with a trip to Kauai, scuba lessons, and more time on photography, 3D printing and gardening.

James Whelan grew up near Manchester, England, and joined Microsoft’s U.K. arm in 2000, transferring to Redmond in 2012. He moved from enterprise messaging support to a field-engineering role that sent him across Europe, then into partner work and identity engineering, in organizations now part of Microsoft’s Entra and Azure groups.

His retirement comes strangely early. He’s 49, and started just before his 24th birthday. “I’ve been at Microsoft for half my life,” he said. He first heard about the program from a neighbor’s text while visiting friends in Arizona.

When he crunched the numbers, the timing made sense. He wanted to choose his own moment, he said, rather than have it chosen for him.

He isn’t leaving the workforce. The payout isn’t enough to retire on, but it lets him “control my own destiny” and pick his next move. First, a short vacation to mark the start of the next chapter.

Denise Hazlick spent 17 years at msnbc.com, the former Microsoft-NBC venture, before joining Microsoft’s partner organization in 2013, where she ran marketing and communications through the company’s pivots to the cloud, to skilling and certification, and lately to AI.

A former journalist, now 61, she counts nearly three decades tied to Microsoft. She was promoted three times and leaves as a director, and after moving to Texas under the hybrid-work policy in 2023, she had been planning to retire this year anyway. 

Procrastinating just long enough to qualify made the package “a no-brainer,” with the extended healthcare a significant draw. More than the package, though, she was ready. 

“The industry and the company are changing,” she said, “and frankly, I just don’t have the energy or desire to shift yet again.” 

She doesn’t think of herself as fully retired, “just retired from Microsoft.” Her immediate plan is no plan: six months to reset before deciding what comes next.

J.P. Szambelan spent nearly 16 years at Microsoft, starting in its consulting arm and working across the Office, Windows and Surface teams, including work on Windows 10, Surface devices and HoloLens. For his last eight years, he focused on the security business and its relationships with industry analysts. 

Szambelan found the work fulfilling and felt fairly rewarded, he said. Two to three years ago, he began planning his exit in earnest, working with a financial adviser toward what he called “vocational freedom.”

He didn’t think he qualified at first, since his age and years of service fell just short of 70, but the company rounded up, pushing him past a financial milestone he’d been aiming for. After nearly 16 years, he also felt a sense of completion.

It isn’t a true retirement. He’ll be starting work at a startup in July, one he chose for its equity upside. “I’ve still got the fire and strong desire to go build something new,” he said.

Scott Thurlow joined Microsoft in 1993 as one of the original program managers behind Outlook, shipping its first versions before leaving for Expedia in 2003. He returned in 2007 and worked on Bing, the messaging backend behind Teams, and, most recently, the Copilot team.

Married, with a daughter in college, he lives in Bellevue. About three years ago, he started chipping away at a doctorate in his spare time, which he jokes turned his decision into “a race condition between finishing my degree or retiring.” The offer answered it.

The healthcare offered under the Microsoft package gives him the runway to finish the degree without wrestling with Washington’s insurance marketplace. Leaving Microsoft also frees him to pursue his research, which focuses on how organizations can keep humans overseeing engineering work as AI takes on more of it. As an outsider, he can finally interview competitors like Google, Amazon and Meta without the baggage of a blue badge.

Beyond the degree, he’s keeping things open: “True retirement plans? No freaking clue.”

Briand Sanderson joined Microsoft in 1998 as a program manager on Internet Explorer, shipping IE5 through 6, after helping build the pioneering Mosaic browser at the University of Illinois. Over 25-plus years he also helped launch the original Microsoft Surface and, more recently, worked on the company’s Cloud and AI organization.

Now almost 59, he says the decision was “less about leaving and more about timing.” Treated fairly and leaving on good terms, he wanted to go out “on a high note, on my own terms, and with gratitude rather than burnout.”

It’s a true retirement from corporate technology, although he says he would “be a terrible retiree if I just stopped.” He’s turning to photography, which he taught before the pandemic, along with gardening and travel. 

“After a career spent building windows so other people could see more,” he said, “I’m picking up a camera and framing the view myself.”