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.

A judge in Seattle issued a preliminary injunction against Kalshi, finding that Washington state is likely to prove that the fast-growing prediction market is running illegal online gambling.

The ruling by King County Superior Court Judge John McHale, issued Monday, does not immediately halt Kalshi’s operations in the state. McHale granted the injunction in the case brought by Washington AG Nick Brown, but deferred the specifics until early next month.

McHale rejected Kalshi’s argument that oversight by the U.S. Commodity Futures Trading Commission preempts state gambling laws. That has been the basis of Kalshi’s defense against regulators across the country. Washington is the latest state where a court has shot it down.

Kalshi quickly pushed back on the ruling.

“States don’t have jurisdiction to regulate prediction markets. Many courts — including the Third Circuit — have made this clear,” spokesperson Jacki McGavick said in a statement. “We’re disappointed to see Washington State continue wasting taxpayer dollars.”

In his ruling, McHale said Kalshi “willfully ignored” a December 2025 notice from the Washington State Gambling Commission that event-based contracts were not authorized in the state, and cited a Kalshi ad showing a text exchange where one user tells another: “I found a way to bet on the NFL even though we live in Washington.”

Kalshi’s platform lets users bet “yes” or “no” on thousands of events across sports, elections, entertainment, and so-called “mention markets” — wagers on whether public figures will say specific words. The New York-based company, which markets itself as a federally regulated “prediction market,” takes a transaction fee on each bet.

Washington has some of the strictest gambling laws in the country: the legislature banned internet gambling in 2006, and while the state allows a lottery, horse racing, and tribal-casino gambling, online betting is broadly prohibited and sports wagers are legal only in person on tribal lands.

The order requires Kalshi to preserve all records tied to Washington users, including logs, communications, geolocation data and marketing materials.

The specific operational terms of the injunction are still being determined: McHale gave both sides until Aug. 3 to submit proposed language, with a full order to follow by Aug. 5.

Seattle’s Copper has landed a high-profile new backer as it looks to accelerate growth of its consumer rewards platform, announcing Tuesday that Grammy-winning artist, DJ and entrepreneur Diplo has invested in the company.

Financial terms of the investment were not disclosed.

“I’m always looking for things that actually make sense for people,” Diplo said in a statement. “Copper’s one of those — you’re already on your phone, you’re already spending money, and this gives something back. That’s real.”

Copper says more than 4 million members use its platform to earn money through mobile games, cash-back offers and purchases.

Copper CEO Eddie Behringer, who previously co-founded Snap! Raise, said the company is building an alternative to consumer apps that monetize users’ attention.

“Most consumer apps are designed to take more from the user — more time, more money, more attention,” Behringer said in a LinkedIn post. “At Copper, we’re building the opposite.”

Founded in 2019, Copper originally launched as a banking app for teenagers. GeekWire covered the startup in 2022 after it raised $29 million in funding to expand into investing products, at a time when the company had nearly 1 million users.

The startup has since evolved into a broader consumer rewards platform. Copper has raised $42 million to date and recently ranked No. 2 among the Pacific Northwest’s fastest-growing companies in Deloitte’s Technology Fast 500 rankings, based on three-year revenue growth.

Diplo, whose real name is Thomas Wesley Pentz, has built a business portfolio that extends beyond music, investing in technology and consumer startups while launching ventures such as Diplo’s Run Club, a series of 5K races paired with music festivals.

He’s a three-time Grammy winner, and has collaborated with artists like Labrinth and Sia as part of the musical group LSD and worked with musician Mark Ronson on Silk City. He’s also the founder of record label Mad Decent.

In 2024, Copper discontinued its banking services following the collapse of fintech infrastructure provider Synapse, forcing the startup to pivot away from its original business. “Despite our prior planning, this event has forced us to close banking accounts much sooner than anticipated,” Behringer wrote at the time.

The company has since rebuilt around its rewards platform, which it says now serves millions of users.

Behringer said that the company’s mission was always about helping families improve their financial lives.

“As household costs rose, we saw an even bigger opportunity to help the person making everyday spending decisions earn more from the things they were already doing—from buying groceries to shopping in-store and spending time on their phone,” Behringer tells GeekWire via email. “Diplo’s investment is meaningful validation of how far that evolution has come.”

Backstage at a Seattle tech event in the early 2000s, Chris Diorio was waiting his turn to speak. Next to him was Jeff Bezos, whose company was already becoming a household name.

Diorio, the leader of Impinj, then a tiny local startup, turned to the Amazon founder: “Jeff, you’ve got a much bigger near-term opportunity than we do,” Diorio recalls saying, “but we’ve got a much bigger long-term opportunity than you do.”

Before Bezos could respond, he was called onstage.

“The technology turned out to be way harder than I thought,” Diorio acknowledged after telling that story in a recent interview. “But that’s what I told him — and I still believe in those words. Our opportunity is to deliver physical intelligence for every item in the world.”

A quarter-century after that chance encounter, Diorio rang the Nasdaq opening bell Tuesday morning in New York City to mark the 10th anniversary of Impinj’s IPO. The company’s tiny, battery-free RFID chips — each smaller than a grain of sand — have been embedded in more than 160 billion items, including clothing, pharmaceuticals, airline luggage, and groceries.

Impinj commands nearly two-thirds of its market, won a patent war against a rival 15 times its size, and has grown from a $250 million IPO valuation to a market cap of more than $4.2 billion. Along the way, the company survived a billion-dollar industry hype cycle that killed nearly every competitor.

And yet, Impinj has posted exactly one profitable year since going public — thanks to a $45 million legal settlement at the time. Its accumulated deficit stands at $400 million, its financial reports show. Less than 1% of the items it envisions connecting are connected today. 

To Diorio, that speaks to the potential. The company is barely scratching the surface. He cited the 1% stat in his comments before ringing the Nasdaq bell on Tuesday morning, saying the “opportunity is so gigantic that we’ll still have a huge runway ahead of us 10 years from now.”

That the company has gotten to this point is as much a Seattle story as it is a technology story. Impinj has benefitted from a network of patient local investors, academic connections and supporters who gave the company the time that Silicon Valley never would have. 

But no one imagined it would take this long when they got started.

From Caltech to Seattle 

The origins of Impinj were at Caltech in Pasadena, Calif., in the 1990s. Diorio was a graduate student working under Carver Mead, the physicist and engineer who helped coin the term Moore’s Law and helped lay the intellectual foundation for the modern semiconductor industry. 

Together, they discovered a way to change a transistor’s electrical properties after it had been manufactured — a quantum-mechanical phenomenon called “impact-ionized hot electron injection.” That made it possible to build chips so efficient and inexpensive that they could be embedded in disposable packaging. (“Impinj” is derived from that scientific name.)

In an oral history later recorded by the Science History Institute, Mead described Diorio as “a super-bright, super-high-energy guy” who “burned up the track” at Caltech.

After finishing his PhD, Diorio was recommended by Mead to the University of Washington’s computer science department. There was resistance among the UW faculty — his research in analog circuits wasn’t an obvious fit — but professor Larry Ruzzo carried the day. 

Ruzzo essentially said, “This guy is brilliant, and even if he is nothing other than our gift to the rest of the university, we should hire him,” recalled Ed Lazowska, the department chair at the time. 

Diorio joined the UW faculty in 1997. Over the next few years, his research earned a string of honors, including Packard and Sloan fellowships. A couple years later, Diorio met up with Mead on a trip to California, over dinner at Fresh Cream, a long-since-closed French restaurant in Monterey. Diorio asked Mead if it was time to start a company. 

“Are you up for it?” Mead asked. Diorio said yes. They started the paperwork the next day.

Impinj was incorporated in April 2000, headquartered in Seattle. It quickly got the attention of two local investment firms, with behind-the-scenes help from the everpresent Lazowska. 

On April 21, 2000, the UW computer science chair emailed Bob Nelsen at Arch Venture Partners and Tom Alberg at Madrona. He explained that he was urging Diorio and Mead “to get some local $ for the connections,” and that he had pointed them to Arch and Madrona. 

Patrick Ennis, then at Arch, reached out to Diorio that same day. As Ennis recalled in a recent interview, there were plenty of Silicon Valley firms that wanted in, thanks to Mead’s reputation, but Diorio and Mead decided to take Lazowska’s advice and go with Seattle investors. 

Diorio, who likes to take walking meetings, negotiated the terms with Ennis as they made their way on foot through the University of Washington Arboretum one day. The investment closed that summer: $15 million, split evenly between Arch and Madrona. 

Impinj at the time had patents, prototypes, and no real business plan. 

“That’s how venture capital should be done,” said Ennis, who has since become a Madrona venture partner. “You make big bets on great technology and great people.”

Betting the company on RFID

Bill Colleran joined Impinj as CEO in January 2001. He and Diorio had designed satellite chips together at defense contractor TRW in the 1980s. Colleran had just sold his Bluetooth startup, gotten married, and gone on his honeymoon. He came home to a message from Diorio: he’d started a company in Seattle and wanted Colleran to join. 

Colleran was soon in Seattle — one of six or eight people working out of what he warmly recalls as “a crappy little building” in the University District, several of them former TRW colleagues. 

“We were kind of getting the band back together,” he said. 

RFID wasn’t the original plan. Impinj’s first target was improving power efficiency for 3G wireless base stations, but the dot-com bust killed that market, and regardless, the company was too small to compete with the major chipmakers in the wireless industry.

The team spent two years exploring what to do with their technology. Cable modems required too much dependence on Intel, as Colleran recalled. Cell phone radios were dominated by players too big to compete against. GPS turned out to be a poor technical fit — Impinj’s chips excelled at low power, but GPS demanded low electrical noise, a different problem entirely. 

So they eventually settled on RFID, the technology that uses tiny wireless chips to identify and track physical objects. The industry was young, the standards were still being written, and Impinj’s low-power technology seemed tailor-made for it.

As Madrona’s Ennis and Tim Porter write in a piece pegged to the IPO anniversary, “When you have a truly powerful, groundbreaking deep technology, it behooves you to wander the product-market fit wilderness for a while, even when that is unsettling and downright frightening, and even when it runs contrary to what you learn in a VC class in business school.”

Then, a stroke of luck: In June 2003, Walmart announced it would require its top suppliers to tag every pallet and case with RFID chips. The Impinj team celebrated their good fortune. 

“We all high-fived,” Diorio recalled. “We did it. Eighteen months, we’re gonna IPO.”

In reality, it would be another 13 years.

Surviving the RFID hype cycle

Walmart’s announcement triggered a gold rush of venture capital investment into RFID technology startups. But there was no global spectrum allocated, no standard that worked, and no products ready to deliver on the promise. Walmart’s own January 2005 deadline came and went. Only half of its top suppliers could comply.

By 2008, the hype cycle had collapsed. Nearly every RFID startup died or got acquired. 

“More than $1 billion of VC money got poured into RFID,” Diorio recalled. “Way up, crashing down, and only one company that made it out the other side. … We were lucky enough that it was us.”

The real inflection didn’t come until around 2010, when retailers began tagging individual items, not just pallets. Knowing exactly which products were where, in real time, could lift same-store sales by as much as 10%, by solving a basic problem: getting items out of back rooms and onto shelves, making them available for purchase before customers gave up looking for them. 

Impinj filed to go public in April 2011, seeking to raise $100 million. But choppy markets — capped by the botched Facebook IPO in May 2012 — closed the window, and the company withdrew the filing that summer, raising $21 million privately instead.

After 14 years as CEO, Colleran stepped aside in 2014. 

“I didn’t know if I wanted to be a lifelong RFID guy,” he said. 

An exit wasn’t in sight — the IPO window was shut, and a sale didn’t make sense because Impinj made both chips and readers, and “any of the companies that would be interested in boxes weren’t chip companies, and the chip companies weren’t interested in boxes.”

Diorio took over as CEO that November. The venture investors were 14 years in and needed a path to liquidity. He spent the next two years sorting things out and getting the company ready.

The long road to IPO

Porter, now a Madrona managing director, who had worked closely with Alberg on the Impinj investment since 2007, recalled the final stretch. One of the first target dates for trading landed on the day Britain voted to leave the European Union, sending markets into a tailspin. 

“It was a little bit like, are you kidding — what next?” Porter said. 

But on July 21, 2016 — some 16 years after its founding — Impinj went public on the Nasdaq at $14 a share, raising $67 million at a market cap of just over $250 million. 

Alberg, the late, legendary investor, who was one of the first people to back Bezos’ fledgling online bookstore, personally invested $500,000 in the offering — a rare move among venture investors, who typically use IPOs to finally cash out, not double down. 

Porter called Alberg’s move “a really big signal” to the market that demonstrated his long-term belief in Impinj. It was also a smart investment, as it turned out. As noted during the Nasdaq bell-ringing Tuesday morning, Impinj’s share price has grown by nearly 900% since the IPO.

But there was one last hitch. On the night before trading began, the offering was so oversubscribed that the final allocation became a drawn-out negotiation between the board and the bankers over how many shares to issue. It dragged on so long that Diorio and CFO Evan Fein, stuck in Chicago for the roadshow, missed their flight to New York.

Fein had been one of the first people hired at Impinj, joining Colleran in the University District office in 2001 and staying through the whole ride. He was not about to miss the bell-ringing.

The CFO wanted to make a run for it, but Diorio told him there was no way — the flight departed in 30 minutes from O’Hare. Fein tried anyway. He didn’t make it. They stayed in Chicago overnight and caught a flight the next morning.

The company’s CTO at the time rang the bell in Diorio’s place. 

Trial by fire

The celebration was short-lived. After the IPO, demand for RFID surged — but Impinj, thinly capitalized after years of private fundraising, didn’t have the operational capacity to fill the orders. The stock quadrupled from its $14 IPO price to more than $60. Then it all came apart.

NXP Semiconductors, a Dutch chipmaker roughly 15 times Impinj’s size, moved aggressively on pricing and took business away. Customers who had been stockpiling RFID tags pulled back on orders. Revenue declined. On Feb. 2, 2018, the stock plunged 47% in a single day.

What followed was the darkest stretch in the company’s history. The company laid off 9% of its workforce. Then a former employee complaint triggered an audit committee investigation, forcing the company to miss an SEC filing deadline and drawing a deficiency notice from Nasdaq.

For months, the outcome was uncertain. Executives couldn’t trade their stock or issue grants to employees. The investigation cost $1.4 million. NXP, sensing an opportunity, continued to press its advantage.

Diorio described the investigation as mentally draining. The company was spending millions of dollars, the outside attorneys weren’t sharing their findings along the way, following the standard practice, and there was no way to know for certain how it would end. 

“You firmly believe you haven’t done anything wrong,” he said, “but who knows if somebody actually did something wrong that you don’t know about.” 

The investigation ultimately cleared the company, finding “no credible evidence” of wrongdoing, and Impinj received what Diorio called a rare letter from the SEC formally closing the matter. The stock surged 35% on the news.

Diorio called 2018 a turning point. “It was the year where everything got really difficult, the team and the company rallied, and it was the strength and the persistence of the team and their dedication that pulled us out the other side,” he said. “I’ll never forget that.”

The following year, Impinj went on offense. In June 2019, the company sued NXP, alleging it had copied 26 of Impinj’s patents. NXP countersued. The litigation stretched across five years and four lawsuits. In 2023, a federal jury found NXP had willfully infringed Impinj’s patents and awarded $18.5 million in damages. NXP settled in 2024, paying $45 million upfront and agreeing to ongoing royalties of roughly $17 million a year.

Where Impinj stands today

Diorio helped coin an industry term for the technology Impinj had built: RAIN RFID, short for “RAdio-frequency IdentificatioN.” It distinguished what Impinj does (using battery-free chips to identify and track individual items at scale) from other flavors of RFID used for key cards, animal tags, and contactless payments.

Today the company employs more than 450 people, most of them based in its headquarters at 400 Fairview Ave. N. in Seattle, with a test and development lab on Beacon Hill. The workforce is a fraction of NXP’s, which has more than 32,000 employees — a reminder that Impinj has built a market-leading position with a comparatively small team. 

Impinj holds an estimated 64% of the global market for RAIN RFID endpoint chips, up from 51% the year before, according to ABI Research. The company first overtook rival NXP for the market lead in 2024. The industry shipped nearly 53 billion chips in 2024, roughly one for every six or seven people on Earth. Impinj has connected more than 160 billion items cumulatively.

Each chip is battery-free, costs a few pennies, can be read wirelessly from 30 feet away, and identifies individual items at a rate of up to 1,000 per second. Vision systems can’t identify individual items. QR codes require line of sight. NFC has a range of four inches. Bluetooth requires a battery.

“Name any other technology that even gets close,” Diorio said. “You won’t come up with one.”

Privacy concerns nearly killed the RFID industry in its early years, when consumer groups campaigned against the technology in the mid-2000s. Although there’s privacy innovation still to come, Diorio said those fears have largely faded. The chips carry only a number, respond only when powered by an external reader, and don’t track people. 

One retailer already turns its tags invisible after the point of sale, though Diorio noted that’s “not the best solution because then that inhibits recycling.” 

His longer-term goal is cryptographic security, chips that can’t be cloned, putting “a dent in global counterfeiting” while keeping consumer data protected. 

Meanwhile, the competitive landscape is shifting. Diorio views NXP as the only real competitor — “everybody else in the market is a partner,” he said — but the competitor list in Impinj’s SEC filings has grown from two names at the time of the IPO to more than six, including four Chinese chipmakers. When a product costs pennies, low-cost competitors have a natural opening.

Retail apparel remains the core market. About 60% of all RAIN RFID tags go on clothing. But that reliance has made the business volatile. Three times in 10 years as a public company, demand from retailers has dropped sharply, dragging revenue and the stock with it. 

Earlier this year, Impinj’s stock plunged after the company issued guidance well below expectations. Part of the challenge: the company’s top three customers account for 61% of revenue.

The financial picture reflects a company that is still proving itself. Revenue has grown from $123 million in 2018 to $361 million last year, but Impinj has posted just one profitable year since going public — a $41 million gain in 2024, boosted by the NXP settlement.

To Diorio, all of this is prelude. Apparel, he said, is “tiny” compared to the total market of every item manufactured, transported, and sold. General merchandise, supply chain logistics, pharmaceuticals, food — each is an order of magnitude larger, or more.

“We have a gigantic blue ocean,” he said. “It’s the size of the Pacific.”

Machine learning and AI

The company is also using machine learning to move beyond handheld inventory scanning. Fixed readers mounted in ceiling tiles and other locations can track items autonomously at store choke points, from receiving docks to fitting rooms to exits, replacing employees who currently walk the aisles waving handheld scanners. 

More broadly, Diorio sees tagged items as a data source for AI, generating hard information at every point in a product’s journey from factory to shelf to recycling bin. 

“Most of the modeling that goes on today is based on guessing,” he said. “If the models are based on hard data, it’s immensely more valuable.” 

The biggest bet ahead is food. Three of the top five U.S. grocers (Kroger, Walmart, and Albertsons/Safeway) are piloting RFID for food freshness, according to Diorio, using tags to identify items approaching their expiration dates so they can be marked down before they end up in the trash. 

A European grocer is pushing toward fully automated checkout, where a basket of tagged items moves down a conveyor and is read instantly, no scanning required.

These are pilots, not deployments. The grocery market dwarfs apparel in volume, and Impinj has yet to prove it can crack it at scale. But here again, Diorio sees this as untapped potential. 

“My enthusiasm is as high as it’s ever been,” he said. “We are just getting going.”

And this time, he made it to New York to ring the opening bell. 

During his Nasdaq remarks on Tuesday morning, Diorio told the story of getting stuck in Chicago for the IPO a decade ago, using the anecdote to make a larger point.

“The team stepped in,” he said. “The team that was here covered everything, rang the bell, did all the process, and did it beautifully. In fact, probably better than we could have. And that is the story of Impinj. It’s the team.”

Editor’s note: This story was updated July 23, 2026, to reflect ABI Research’s 2025 market share estimate of 64% for Impinj, up from 51% in 2024 as originally reported. The spelling of former CFO Evan Fein’s name was also corrected.

Fresh off a $2 billion fundraising and $900 million line of credit, London-based data center startup Nscale is planning a big expansion at a new engineering office in Bellevue, Wash.

Nscale, one of the fastest-growing companies building AI computing infrastructure, recently inked a deal for nearly 24,000 square feet of space at The Eight office tower in downtown Bellevue.

The office is slated to open in January 2027. It will serve as Nscale’s primary engineering hub in the United States, a company spokesperson said. The company currently employs about 50 people in the Seattle area, and the new office will be able to accommodate up to 250 people.

The company earlier this year hired Nidhi Chappell, the former Microsoft corporate vice president who led Azure AI and high-performance computing infrastructure, including the supercomputers that power ChatGPT. As Nscale’s new president of AI infrastructure, based in the Seattle area, Chappell will oversee the company’s global engineering and data center operations.

“I’ve had a front-row seat to some of the biggest moments in AI over the past several years, but one thing has always stood out: the world remembers the breakthroughs, but it’s the people building the infrastructure behind the scenes who make them possible,” Chappell wrote in a LinkedIn post last week announcing the company’s first “onboarding” event in Seattle.

Nscale, which is also preparing to open an office in New York, said it selected Bellevue because of the Seattle region’s concentration of AI infrastructure talent and its proximity to major customers.

Microsoft is one example. Earlier this year, the companies announced an expanded collaboration to deploy Microsoft’s next-generation AI infrastructure across Europe, including large-scale installations of NVIDIA Vera Rubin GPUs in Norway, Portugal and other locations. Nscale said it would be among the first providers outside of Microsoft to deploy the Vera Rubin platform, supporting Microsoft’s growing AI cloud infrastructure.

The new office is the latest sign of Bellevue’s growing role in the AI economy. The Eastside has become a magnet for companies building AI applications and infrastructure, with xAI, OpenAI, Databricks, CoreWeave, Armada, Anduril and others establishing and expanding offices.

AI companies have been giving a boost to the regional office market overall. Claude maker Anthropic, for example, recently announced an expansion of its offices in Dexter Yard in Seattle.

Nscale was founded in 2024. Its $2 billion funding round earlier this year valued the company at $14.6 billion, believed to be the largest Series C financing ever raised by a European technology company. The capital is being used to expand Nscale’s AI cloud platform, GPU infrastructure and data center footprint across North America and Europe.

Its backers include Astra Capital Management, Citadel, Dell, Jane Street, Lenovo, Linden Advisors, Nokia, NVIDIA and Point72.

News of the Nscale office in Bellevue was first reported by the Puget Sound Business Journal.

Bernie Sanders and Donald Trump agree on almost nothing. But they do agree that the public should own a piece of the AI industry.

The Vermont senator and the president disagree on both the structure and stake of public ownership, but the idea is being discussed at the highest levels of government. Even OpenAI and Anthropic back versions of the idea, though Anthropic’s is a tax rather than a stake. Let’s tune in.

The table below summarizes preliminary proposals and shows how far apart they stand, from a voluntary sliver to an outright seizure. After taking a stake in Intel, the president said he wanted “many more cases like it.” Treasury paid $8.9 billion for 9.9% of Intel in August 2025; by the following spring the stake was worth roughly $36 billion, increasing the appetite for such deals. The Pentagon has already taken 15% of a rare-earth miner. This is a pattern, not a one-off.

The argument for these proposals is a public-finance argument, and a strong one. The science under AI grew out of decades of federally funded research. The training data came from the writing, code, and art of millions of people who were never asked and never paid.

Sanders puts the principle plainly: “When a public resource generates wealth, the public should share in that wealth.”

The cleanest versions cost the taxpayer nothing up front, because the equity is contributed rather than bought. That is not the Intel model, which Washington bought for cash; it is the AI version now on the table, where the shares would be donated. If the bubble bursts, the public is out nothing. If it holds, the public owns a slice. A bet with no ante is a rare thing in public finance.

Source	Stake	Structure
Bernie Sanders	Roughly 50% government position (reported figures vary)	Federal sovereign wealth fund; government holds voting shares; ~$1,000-per-person dividend
Trump administration	Case-by-case equity stakes; 9.9% of Intel (now ~$36B)	Direct federal ownership; framed as a taxpayer “windfall”
OpenAI	~5% of equity (~$42.6B) contributed voluntarily	“Public Wealth Fund” modeled on Alaska’s; returns distributed to citizens
Anthropic	No equity	Taxes on AI firms to fund worker support, possibly UBI

Proposals as of July 2026; talks remain preliminary and any federal version would require an act of Congress.

There’s a real danger, though, in what the government becomes when it owns a piece of the industry it is supposed to regulate. A public stake in AI can be a dividend or a trap, and the whole difference lives in the fine print.

Three things separate the dividend from the trap. The first is the size of the stake. The second is a wall between the government as owner and the government as referee, so the hand that banks the dividend never writes the safety rules. The third is a fence around the money: proceeds earmarked for the workers the technology displaces, not swept into the general fund. None of the three enforces itself.

Here’s a loose historical precedent. In 1998, 46 states settled with the tobacco industry for about $206 billion, paid out over 25 years. The states came to lean on the yearly checks, which quietly made them partners in the survival of the product they were supposed to fight. And the money drifted: today states spend only about three cents of every tobacco dollar on the anti-smoking programs the settlement was meant to fund.

A stake with no end date makes the government a permanent co-owner of the industry it regulates, and permanence is one thing that turned a tobacco settlement into a tobacco dependency. The answer is a fixed end date. The same law that creates the stake should set the year it must end. This is known as a sunset clause.

If Uncle Sam owns a stake, he should collect the dividend through the buildout years, then sell it down on a fixed, published schedule until the position is gone. Ten or 15 years. Economists can pick the number. The deadline should be set in law from the start, so a future Congress cannot quietly extend it.

Temporary co-ownership lets the public bank the upside of the boom without leaving the referee holding shares in the game for good. Sanders and Trump, from opposite ends of the political spectrum, have seized on a real grievance and reached for the permanent version of the remedy, which is the version most likely to curdle. Of course, sunset clauses are not etched in stone either.

Another challenge is that the moment Washington owns pieces of its AI champions, other capitals follow — Beijing, Brussels, the Gulf — each taking a stake in its own, and the claim that American platforms answer to no government gets harder to make. A vendor with the state on its cap table is not a neutral one. No wall and no expiration date solves this problem.

A stake also puts the government in the business of picking winners. Own a piece of OpenAI or Anthropic and Washington acquires a financial interest in their business, and a reason to favor them when it writes the next rule or signs the next contract. The startup is forced to compete against incumbents favored by the feds. And in the fast-moving AI field, the players change rapidly.

AI’s economic challenges are real and the grievance underneath these proposals is legitimate, but government ownership is the wrong remedy. The conflict of interest is real, the precedents are bad, and it’s hard to imagine that a referee with money on the game will be neutral.

Still, the momentum is real, too. Sanders, Trump, and the labs are all pushing versions of the same idea, and one of them may pass. If it does, the temporary version with guardrails beats the permanent one: price it honestly, wall it off, aim the money at the damage, give it a hard end date. None of that is a reason to take the stake. It is only what keeps a bad idea from calcifying into a worse one.

A coalition of activists and community organizations plans to rally Sunday outside Anduril’s Seattle office, protesting the defense technology company’s development of artificial intelligence-powered military systems and its growing presence in the region.

The demonstration, scheduled for 9:30 a.m. at Anduril’s downtown Seattle office, is being organized by groups including BAYAN Washington, International Coalition for Human Rights in the Philippines and The International League of Peoples’ Struggle. Organizers say the event will highlight concerns about the use of AI in warfare, autonomous weapons systems and the expansion of defense technology companies in Washington state. They expect more than 50 to attend.

“The rally will respond to urgent developments in the expansion of AI weapons companies in Washington State and will expose Anduril as an engine of U.S.-led wars of aggression and a domestic threat to migrant and working class communities,” the organizations said in a statement.

Anduril said it recognizes the right to protest, while defending its work supporting the U.S. military and service members.

“We respect the right to free speech and we understand that protests are a hallmark of democratic expression,” Anduril said in a statement provided to GeekWire. “That said, it is perplexing when people choose to protest a company dedicated to supporting the very military that safeguards those rights.”

The company’s statement continued:

“At Anduril, we’re proud of our role in helping the brave men and women who risk their lives to defend the freedoms that we all enjoy, freedoms that include the right to stand outside and protest our existence. We’ll continue to honor those serving our country, even when others stand in opposition.”

The protest comes as Anduril expands its operations in the Seattle area, including a new maritime manufacturing and testing operation along Seattle’s historic Lake Washington Ship Canal. GeekWire reported earlier this year that the company has taken over the former Foss shipyard, where it is thought to be testing autonomous vessels for the U.S. Navy.

Founded in 2017 by entrepreneur Palmer Luckey, Anduril has become one of the most prominent defense technology companies in the country, developing autonomous aircraft, maritime systems, surveillance technologies and AI-powered software platforms for military and national security customers.

The company’s Seattle expansion has drawn attention because of the region’s long history as a hub for aerospace, maritime engineering, artificial intelligence and advanced manufacturing. The new maritime facility on the south bank of the Ship Canal represents a new chapter for a site with deep roots in Seattle’s shipbuilding history.

In announcing the rally, organizers cited the company’s work on autonomous systems, including underwater and surface vessels, and raised concerns about the role of artificial intelligence in global conflicts.

The groups also pointed to the ongoing Rim of the Pacific (RIMPAC) military exercises, a multinational naval exercise held in and around Hawaii. The exercise runs through July 31 and includes participation from dozens of nations.

Anduril has increasingly positioned itself as a technology company focused on modernizing defense capabilities, arguing that faster adoption of advanced software, autonomy and AI can improve the effectiveness and safety of military operations.

Sunday’s event is expected to include speeches, testimonials and cultural performances from participating community organizations.

The rally adds a new point of public debate around Anduril’s expansion in Seattle, as the company builds out its presence in a region already home to major technology companies, aerospace firms and a growing defense innovation sector.

In addition to the new facility at the Foss shipyard, Anduril operates facilities in downtown Seattle and Bellevue, where it expanded last summer with a lease for 39,851 square feet of space at Skyline Tower.

Anduril also is rapidly expanding its operations in California, where the company is headquartered. And it is building a massive facility just south of Columbus, Ohio, that it dubs Arsenal-1, described by the company as “the future of American defense manufacturing.”

In May, the company raised a $5 billion funding round from Thrive Capital, Andreessen Horowitz and others at a $61 billion valuation.

Seattle helped create the modern smartphone era. Now, nearly 40 people in the heart of one of the world’s biggest technology hubs are voluntarily putting theirs away.

The inaugural Month Offline Seattle cohort challenges participants to swap their smartphones for flip phones — or other “dumb phones” — for 35 days, gathering weekly for what organizers describe as part happy hour, part support group.

What started as a niche experiment in Washington, D.C. and Brooklyn has found an enthusiastic audience in Seattle, where organizers expected 10 to 20 participants but have already attracted the largest cohort outside those two cities.

Weekly programs are scheduled during the month-long detox from July 28 to Sept. 1, with activities on Tuesday evenings like bocce ball, bowling and mini golf slated to connect people in real time. There are also themed programs during the week, starting in week one with orientation and goal setting, and followed by topics such as “communication and relationships,” and “attention and boredom.” You can register here.

For a region like Seattle that’s home to Microsoft, Amazon, T-Mobile and a booming AI industry, the idea might sound almost rebellious. But organizers say the goal isn’t to reject technology — it’s to rethink how much of our lives should revolve around our smartphones.

James Wagar, a former investment banker and self-described techno-optimist who has carried a flip phone alongside his smartphone for years, teamed up with therapist and coach Maggie Hollinbeck, who describes herself as a techno-skeptic, to get the Seattle cohort launched. Together, they’re leading the gatherings, serving as the guides to those ready to take a break from their always-connected lifestyles.

“We (finally) seem to be at the beginning of a cultural moment with more people seriously evaluating their relationships with technology,” Wagar tells GeekWire. “Those using flip phones and simpler devices may be the canaries in the coal mine. While I remain a techno-optimist, the attention economy is not sustainable.”

Hollinbeck said she remembers when smartphones felt like a convenience — a way to replace multiple devices with one. But over time, she felt that same “rectangle of glass” had become harder to put down, prompting her to rethink her relationship with technology. She’s already ditched her Facebook and Instagram accounts, and was ready for the next step.

“I’m here to reclaim my time and attention, and I’m doing it in this way because I’ve found that it’s actually pretty hard to disentangle myself from this pocket-sized dementor,” said Hollinbeck. “It’s gonna take a village, so we’re building one.”

The concept has been spreading nationally through the Month Offline movement, but Seattle’s response has surprised the organizers. Most participants found the group not through social media, but through flyers, word of mouth, and conversations at neighborhood pubs during the FIFA World Cup.

Cohort members can use their own flip phone or purchase one at a discounted price of $10, and a commitment to subscribe for four months of discounted wireless service from dumb.co. That’s a total commitment of $42.

Denver, Austin, Los Angeles and Philadelphia also are jumping on the “Month Offline” bandwagon — which is kind of best described as a dry January for the tech obsessed. The organization says it is united by a common mission — “our commitment to attention liberation.”

Wagar and Hollinbeck are also encouraging a GeekWire reporter to join the movement.

So far, no takers.

Note: I actually tried a digital detox for one day back in 2013. Not sure I am ready for 35 days, 13 years later.

One of Amazon’s top cloud leaders will be joining Meta as the Facebook parent company considers turning its massive AI buildout into a cloud business of its own.

That’s the report from the Wall Street Journal overnight, quoting anonymous sources saying that Dave Brown, the senior Amazon executive who led AWS compute and AI services, will join Meta in the coming weeks to work on its data center build-out.

Meta hasn’t committed to becoming a cloud provider, but CEO Mark Zuckerberg has said the idea is on the table. He told shareholders in May that companies were regularly approaching Meta to pay for access to its AI models or spare computing capacity — a business that would put Meta in competition with cloud providers it now relies on, including AWS.

At Meta, Brown will report to infrastructure chief Santosh Janardhan, according to the WSJ report. Janardhan co-leads Meta Compute, an initiative Zuckerberg launched in January to plan the company’s data center buildout. Meta has said it expects to spend $125 billion to $145 billion on capital expenditures this year, much of it tied to AI data centers.

Amazon isn’t commenting on the report. We’ve contacted Meta for confirmation and details.

Brown’s departure from AWS was announced on Wednesday, with a warmly worded message from AWS CEO Matt Garman giving no indication that Amazon would try to challenge or restrict his new role on competitive grounds.

AWS has gone to court before to enforce noncompete agreements against departing executives, suing two AWS leaders who left for Google Cloud in 2019 and 2020, respectively. But such agreements have grown harder to enforce. California bars them almost entirely, and Washington — Amazon’s home state — enacted a near-total ban this year, though it doesn’t take effect until mid-2027.

Garman’s message said Brown had decided to take “a new role outside of the company” but did not say where he was going. He’s remaining at AWS through the end of July to help with the transition.

At AWS, Brown will be succeeded by Dave Treadwell, a longtime Amazon executive who has run the technology behind the company’s retail operations and spent 27 years at Microsoft before joining Amazon in 2016. He takes over AWS Compute and ML Services on Aug. 1.

For the first time in several years, there are indications that the worst may be over for the Seattle region’s battered office market — and artificial intelligence companies appear to be playing a leading role.

The regional office market (spanning Seattle, Bellevue and the surrounding Eastside) posted positive net absorption during the second quarter, meaning companies occupied more office space than they vacated, according to a new report from commercial real estate firm JLL. It’s a notable shift after years of downsizing driven by remote work, layoffs and corporate cost-cutting.

Technology companies accounted for 42.5% of all leasing activity during the quarter, easily outpacing every other industry. JLL said AI-related leasing is on track for a strong year as companies establish engineering hubs in the Seattle region to tap its deep talent pool while taking advantage of office costs that remain well below San Francisco and New York.

In fact, leasing by AI companies has accounted for 21.6% of activity in the Seattle and Eastside year to date, and now the entire AI footprint in the region is 855,000 square feet. That’s double the amount in 2024, according to JLL.

The quarter’s largest deals reflected that trend.

• Databricks signed a 142,000-square-foot lease at Four106 in downtown Bellevue, the biggest office transaction of the quarter.
• DocuSign committed to 116,000 square feet at Seattle’s JPMorgan Chase Center.
• Pokémon moved into The Eight office tower in Bellevue, taking 369,800 square feet of space.

The Pokémon deal helped push the region to 372,000 square feet of positive net absorption for the quarter — reversing a run of quarters in which tenants gave back more space than they took.

The numbers offer an encouraging change after years of gloomy office market reports, but they hardly signal a full recovery. Regional vacancy remains elevated at 23.9%, while overall availability sits at 25%.

Companies continue to consolidate space, landlords are still offering concessions, and asking rents remain under pressure as tenants retain significant negotiating leverage, JLL said in the report

Still, there are indications the market’s fundamentals are improving.

Availability has now declined for two consecutive quarters and has fallen from a peak of 26.5% a year ago. At the same time, JLL reports there is currently no new speculative office construction under way — buildings started without tenants committed — meaning even modest growth in demand could have a greater impact on occupancy than in previous years.

Rather than signaling a broad-based office comeback, the latest leasing data suggests a more nuanced story: AI companies and other fast-growing technology firms are helping stabilize a market that had spent years moving in the opposite direction.

The report reinforces a trend GeekWire has been tracking over the past year as AI companies expand their presence across the Seattle region. Alongside Microsoft and Amazon, companies including OpenAI, Anthropic, xAI, Armada and Anduril have been building engineering teams in the area, drawn by one of the country’s deepest concentrations of AI and cloud computing talent.

Whether that momentum continues will depend on how quickly AI hiring expands and whether more companies decide they need additional space for a new generation of engineers. But after several years defined by shrinking footprints and empty offices, the second quarter offered the first meaningful indication that Seattle’s office market may finally be finding its footing.

A technological time capsule of artifacts from the Seattle region’s aerospace history was saved from the waste bin by an electronics recycler this week. Now he’s trying to solve the mystery: Who owned them, where did they come from, and what exactly are they, anyway?

Computer and electronic parts dating back nearly 50 years were among a donation of items dropped off at the Bellevue, Wash., location of Living Green Technology. Instead of the usual assortment of obsolete laptops, gaming consoles and tangled cords, the lot was like a pristine engineering archive consisting of gold-plated prototype chips, raw silicon architectures exposed under glass, and experimental fiber-optic cables used to pioneer early flight control systems.

Tyler Rivers, founder and CEO of the 13-year-old company, personally inspects weekly collections from his company’s public drop-off sites, and he instantly realized the pieces were far too rare to be shredded for their precious metals.

“I’m kind of the nerd for all this stuff,” Rivers told GeekWire on Wednesday. “I go down many, many rabbit holes with different things.”

Rivers was looking into whether the donor could be tracked down to help piece together the high-tech puzzle. He did his own digging and GeekWire also leaned on Google’s Gemini AI to help identify items in photographs Rivers shared. We’re hoping readers might also email us with their own insights.

For now, we’ve determined that the collection paints a picture of a highly specialized, Cold War-era engineering workspace focused on the physical dawn of modern aviation, spacecraft engineering, and early fiber-optic data networks. It includes:

Texas Instruments SBP9900X microprocessor: A rare, military-grade 16-bit processor from 1977 marked “Experimental.” Built using a specialized architecture resistant to extreme temperatures and ionizing cosmic radiation, this line of chips was famously utilized by NASA and military defense contractors for deep-space and missile guidance systems. (Check out this report on testing radiation-hardened microprocessors.)

Canstar 8×8 optical star coupler: A beautifully preserved, heavy-duty glass-and-metal fiber-optic coupler stamped “8X8 100/120/140.” This component physically fused fiber-optic strands together to split and route light signals — a critical building block for prototyping early, interference-proof “Fly-by-Light” flight control systems.

DDC Total-AceXtreme avionics module: A mechanical engineering sample marked by Data Device Corporation (DDC), a pioneer of 1970s and ’80s military flight systems. The component is designed for MIL-STD-1553, the standard data bus protocol that allows cockpit flight computers, sensors, and avionics to communicate with one another on military aircraft and spacecraft.

Un-lidded hybrid microcircuits: Custom-engineered ceramic and metal cavities housing bare silicon architectures connected by microscopic, gold-bonded wire arrays. These high-reliability hybrids were custom-crafted by hand for military and aerospace programs to pack dense electronic circuitry into compact, hermetically sealed packages.

Rivers has no formal aerospace, computer science or electronics background — he’s a 2012 University of Washington graduate in economics. He started his company as a college student while working at a UPS Store, setting up a drop-off bin on the counter to collect, repair, and resell old cell phones and iPods.

Today, in addition to public e-recycling, Living Green Technology assists businesses, government agencies and others in secure data destruction, asset recovery and more.

Rivers’ hands-on curiosity regularly follows him home. When unique or puzzling items show up at his public drop-off sites, he often takes them home to dissect them in his garage. Among his previous saves is a NASA laptop, complete with receipts and tagging showing it was modified for spaceflight.

“I pretty much deep dive and gather as much information as I can,” Rivers said. “Usually, sadly after that, I stick it on a shelf in my workshop and just leave it there until I figure out what I want to do next with it.”

This particular assortment of salvaged history offers a physical look at engineering hurdles solved decades ago, representing a transition period when computers were first being ruggedized to survive the extreme environments of military aviation and space flight.

For further insight, GeekWire reached out to Andrew “bunnie” Huang, a renowned hardware hacker, author, and MIT-trained electrical engineering Ph.D. widely known for his pioneering work in reverse engineering and open-source hardware. His blog is a hardware geek’s must-read.

After reviewing photos of the Bellevue haul, Huang pointed out that the collection may not actually be a single, unified archive from a lone aerospace project. Instead, he suspects it is the ultimate “collage” of high-tech souvenirs.

“The random tray of components on the black ESD foam… I almost would be inclined to think this was more of a collage of components kept by a technician from various projects,” Huang said. “There’s some pretty nice optical sensors in there with enormous active areas, a random segmented LED display, and an old 2K EEPROM.”

Given the Seattle region’s history around aviation, aerospace and technology, there are surely countless boxes stuck in garages, attics and storage spaces holding the artifacts of innovation.

Lāth Carlson is the former executive director of Living Computers: Museum + Labs, the now-closed Seattle institution founded by Microsoft co-founder Paul Allen as a home for vintage computing equipment. Carlson was accustomed to random boxes showing up on his doorstep.

“Many people don’t realize that most museums would not exist without collectors — people that say, ‘well, that seems like it’s worth keeping’ and put it in a box,” said Carlson, who now leads Seattle’s National Nordic Museum. “Sometimes we get really lucky and they end up being more right than they realize.”

Without speaking for local e-recycling outfits, Carlson recommended getting in touch before just leaving things at a museum, because most are bound by policy to dispose of such items.

For now, Rivers’ latest rescue is safe from the shredder, perhaps waiting for its full story to be uncovered.

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.” 

Sunny Gupta has led two prior enterprise tech companies with backing from venture capital firm Madrona in the past 20 years. iConclude sold to Opsware. Apptio sold to Vista Equity Partners, then to IBM for $4.6 billion.

Now they’re getting the band back together for the AI era. Madrona’s Matt McIlwain is calling it the biggest opportunity “by far.”

Gupta is launching Thira, a Bellevue, Wash.-based enterprise AI startup, with Apptio co-founder Kurt Shintaffer, and leaders from companies such as Atlassian, Oracle, and Databricks. Thira announced Tuesday that it raised $21 million in seed funding led by Madrona, with participation from FUSE.

The idea: Thira is building AI to handle the behind-the-scenes tasks that keep big companies running, like setting up a new hire’s laptop, resetting a locked account, or approving a software purchase. The pitch is to enable a “back-office that runs itself,” according to the company.

It’s starting with IT support. The company is building software agents that can take an IT ticket, work it across the systems where the actual fixes happen — such as ServiceNow, Jira Service Management, Freshservice, and the identity and device-management tools that connect them — and close it out.

Finance and HR systems are also on the roadmap. Thira’s job listings describe agents built to “autonomously run the back-office work that consumes companies today, across IT, finance, HR, and beyond.”

Thira is entering a crowded market. ServiceNow closed its $2.85 billion acquisition of Moveworks last December to build autonomous IT ticket resolution into its service management platform. Startups including Aisera, Rezolve.ai, and Serval are pursuing similar territory.

Part of Thira’s bet is that Gupta and Shintaffer’s relationships with CIOs, which they built over many years at Apptio, will help to give it a foot in the door. Thira says it’s working with 10 companies as design partners ahead of a broader launch this fall.

In many ways, it’s a step beyond Apptio, which helps CIOs see where their companies spend money on technology. Thira is aiming to go past visibility to the “system of execution,” actually doing the work.

In a post on LinkedIn, Gupta said he began hearing from CIOs during Apptio tenure who wanted not only visibility into spending but also the ability to act on inefficiencies and automate work.

“In early 2026, I asked more than twenty CIO friends a simple question: has enough changed that what they’ve been asking for is finally buildable? The answer was yes, and bigger than I expected,” he wrote.

Thira’s team also includes:

• Mudit Goel, previously SVP of engineering at Atlassian;
• Grant Neuman, who was an AI engineer at Oracle Cloud Infrastructure;
• Tarek Madkour, previously director of product management at Databricks;
• and Shashwat Srivastav, previously founder and CEO at AIVOT.

Gupta has been Smartsheet’s executive chair since August 2025, when longtime CEO Mark Mader retired. He also served as acting CEO until Raj Singh was named CEO in October 2025. Shintaffer was Smartsheet’s CFO from July 2025 to May 2026.

McIlwain, the Madrona managing director, is joining Thira’s board of directors. FUSE founding partner Kellan Carter is a board observer.

In a statement, McIlwain said the founding team pairs Gupta and Shintaffer’s two decades of enterprise credibility at Apptio with what he calls “AI-native innovators.” He added, “This is my third time starting and building a company with Sunny and it is by far the largest opportunity we have pursued together.”

Attitudes towards AI differ by country, gender, profession, age, and political affiliation.  A few of those gaps are startling. This article is chock-full of stats. Read it for the surprises, or glance at the bar graph below for a quick overview.

Let’s start with geography, the widest split of all. Ask people in China whether they trust AI and, Edelman finds, nearly nine in 10 say yes; ask Americans and barely a third do. The same chasm shows up, in the Stanford AI Index, on the larger question of whether AI’s benefits outweigh its drawbacks, where most Chinese say it’s good stuff and most Americans have their doubts. 

Here’s a possible explanation. Where economies are young and growing fast, AI reads as a ladder up; where they are mature, it reads as a threat to jobs and more. Trust in AI seems to track two things, confidence in institutions and the expectation of personal gain, and both run higher in many Asian countries than in a wary West.

In the U.S., men are about twice as likely as women to expect AI to be good for society, Pew finds, and the gap is wider still among the researchers who build it. The tempting explanation, that women use the tools less, no longer holds: over the past two years women have drawn even with men in using chatbots, yet they trust them less. Women are also likelier to say AI is moving too fast. 

Adults under 50 reach for ChatGPT at twice the rate of their elders, Pew reports, yet it is the under-30s who are most convinced it will be bad for society. Here, familiarity breeds unease, and for a concrete reason: the young are not only the heaviest users but the most exposed. AI may be coming first for the entry-level jobs they are trying to land, and they sense it, with Gen Z likelier than any older group to expect it to cut into their job prospects, per the Harris Poll. 

Among the AI researchers surveyed, most expect the technology to help the country over the next two decades, Pew’s survey shows; among the public, fewer than one in five do. Some of that is knowledge, since the experts grasp what the systems can and cannot do and fear the lurid scenarios less.

Of course, the people who design AI have their careers and fortunes riding on its success, while the people who answer phones or drive trucks see mainly the threat to their own. The same pattern runs across industries, from technology workers who welcome AI on the job to transportation workers who oppose it. As per Miles’ Law, where you stand depends on where you sit.

The last divide is one that’s moved in recent years, and it’s moved fast. Two years ago Republicans were the AI skeptics; Democrats have since caught up and passed them. Today, just over half of Republicans now trust Washington to regulate AI; barely a third of Democrats do, Pew finds. 

AI companies are now more admired on the right than the left, a Harris Poll shows. Democrats are cooling on companies they once cheered, and Republicans are warming to a boom their side now champions. That said, in both parties more people worry that regulation will do too little than too much; what they split on is whom they trust to do the reining.

Despite some loud voices, there is no single verdict on AI.  Optimism comes from those with the most to gain, in the rising economies and inside the labs; doubts rise from those with the most to lose or the most to fear. Whatever AI turns out to be, it is being built by the people most enthusiastic about it, for a public that is not.

Vinod Khosla has spent four decades building and funding companies around a single idea: hire the right people and get out of their way. He’s one of the most respected and influential investors in Silicon Valley, with a track record of big bets and a habit of not backing down.

On Saturday, a group led by the billionaire venture capitalist and his family agreed to buy the Seattle Seahawks from the estate of the late Microsoft co-founder Paul Allen for a reported $9.6 billion, which would be the highest price ever paid for an NFL team.

Khosla, 71, was born in Pune, India. He earned degrees from the Indian Institute of Technology in New Delhi and Carnegie Mellon before getting his MBA at Stanford, where he landed in Silicon Valley for good. After co-founding Sun in 1982, he spent nearly two decades as a partner at the legendary venture firm Kleiner Perkins before launching Khosla Ventures in 2004.

His firm now manages roughly $15 billion and has backed companies including DoorDash, Affirm, and Opendoor. Khosla was the first VC to invest in OpenAI, putting in $50 million in 2019. Forbes ranked him No. 1 on its Midas List of top tech investors this year and estimates his net worth at $15.6 billion.

But the Seahawks deal isn’t just about Vinod. The Allen estate’s public statement confirming the formal sale agreement described the buyer as “an ownership group led by the Khosla family,” and Vinod’s own quote in the statement was delivered “on behalf of the Khosla family.”

Estate of Paul G. Allen Reaches Agreement to Sell Seattle Seahawks pic.twitter.com/Pmv8i6FEp8

— Seattle Seahawks (@Seahawks) July 11, 2026

An NFL memo sent to all 32 teams Saturday, reported by ESPN’s Adam Schefter and others, identified his wife, Neeru Khosla, as the controlling owner, and said their son, Neal Khosla, “would be expected to have a significant leadership role in the ownership group.”

Neal may be the one to watch. He has described himself on his personal website as “an obsessive sports fan” who likes “bringing a quantitative and analytical lens to understanding the game within the game,” the Seattle Times reports.

He and his father have been San Francisco 49ers season ticket holders for 30 years, and Neal has consulted for both the 49ers and the Miami Heat. The Khosla family last year bought a 3.1% stake in the 49ers — the Seahawks’ NFC West division rivals — which they’ll now have to sell.

But Vinod Khosla’s track record is the clearest window into how the family will approach its Seahawks ownership. Here’s what we know about him based on his long career in tech.

He focuses on people and talent above all else. “A company becomes the people it hires, not the plan it makes,” Khosla said in a 2016 Startup Grind interview.

“Experience doesn’t matter. The rate of learning matters,” he told Sam Altman in a Y Combinator interview the same year, using a football analogy (fittingly as it now turns out): “Pick for the best athlete, not the person who’s the most established wide receiver who knows how to run one pattern.”

At Sun, Khosla spent an inordinate amount of his time on recruiting. He personally reconstructed the org chart of competitor DEC to identify talent that the company could poach.

Speaking at Seattle’s AI House in March 2025, Khosla’s main advice for startup founders was that their success will be driven by the people they hire and the questions they ask.

“The single most important decision by far you will make is the team you build,” he said at the time. “The more questions that get asked around your conference table, the better it will go, the faster you will learn, and the faster you will accumulate advantages.”

“Talent drives everything,” he said at another event in Seattle last summer, the Bloomberg Green Seattle conference on climate change.

For the record, the Seahawks’ current leadership is ostensibly locked in: general manager John Schneider is under contract through 2031, and head coach Mike Macdonald, who led the team to its Super Bowl win in February, is signed through 2029, according to The Seattle Times.

Whether the trademark Khosla obsession with talent will translate into getting involved with draft picks and player personnel will be an interesting question to watch.

He’s a Bay Area guy, not a Seattle guy. Khosla has lived and worked in Silicon Valley since earning his MBA at Stanford in 1980. Khosla Ventures is based in Menlo Park. The family’s 49ers ties underscore that this is not a homegrown owner.

Khosla has made a handful of appearances in the Seattle area over the years. His firm led a $11 million round for Seattle-based AI legal startup Lexion in 2021, and a $15 million round in Viome, the wellness startup co-founded by Seattle-area entrepreneur Naveen Jain, in 2017.

But he has no deep roots in the Pacific Northwest, which is a major difference from Seattle native Paul Allen and his family. How quickly the Khosla family builds a connection to the city and Seahawks fans may matter as much as anything they do on the football side.

He supports the people he picks, but tells it like it is. In more than 30 years on startup boards, Khosla says he has never once voted against a management team, even when he strongly disagrees.

“I’ll argue with them, I’ll debate with them, I’ll push them, but I will not vote against them,” he said in the Startup Grind interview. The Khosla Ventures website puts it more plainly: “Once we pick a management team, we back it and don’t second-guess it.”

For a Seahawks fan base that watched Paul Allen’s sister Jody Allen take a largely hands-off approach as chair of the Allen estate, the philosophy may sound familiar, although Khosla’s version would also come with a willingness to challenge leaders behind closed doors.

For example, Khosla has said he deliberately takes positions he doesn’t believe in when coaching founders — not to mislead them, but to force them to think through risks they haven’t considered.

The Khosla Ventures approach, as explained on its site, is “brutal honesty over hypocritical politeness.”

He’s not without controversy. In 2008, Khosla bought a 53-acre property south of Half Moon Bay, Calif., that included the only access road to Martins Beach, a stretch of coastline that surfers and families had used for decades. He locked the gate and blocked public access, setting off a legal battle that has lasted more than a decade and drawn widespread criticism.

The case has gone to the California Supreme Court and back.

“Every Generation Gets the Beach Villain It Deserves,” the New York Times headlined a 2018 story about the dispute. Khosla has argued it’s a private property rights issue. Critics see it as a billionaire putting his own interests above the public.

The takeaway: he doesn’t back down, even when public opinion is against him.

He’s persistent in business, as well. That habit of not backing down has been consistent throughout his tech and investing career.

When Sun was told it had lost a critical early deal to a rival, Khosla flew from San Francisco to Boston and camped out in the prospective customer’s office until the CEO agreed to see him. By the end of the day, the company had signed with Sun, according to The Generalist.

When defective Philips monitors nearly bankrupted Sun, Khosla went home at 3 a.m. and was back by 7 a.m. for months until the crisis passed, he said in the Y Combinator interview.

“Survive long enough in your field to have time to get lucky,” he told founders at one meetup.

During a 2011 appearance in Seattle, Khosla offered this take on betting big: “I don’t mind the low probability of success, but I better be impactful if we do succeed.” He was talking about startups, but the same idea no doubt applies to chasing another Lombardi Trophy.

On this week’s show, we’re on the GeekWire deck for our annual founder open house, where we dig into Microsoft’s latest round of layoffs — including a major Xbox shakeup — and the surprising rise of hardware companies on the GeekWire 200.

Then we sit down with four guests to talk about how AI is reshaping how they build: 

• Jana Schuster of StackIQ, whose AI-native platform helps companies find redundancy in their software spending — like Rocket Money, but for business — with a small team.
• Blake Resnick and David Benowitz of Brinc Drones, whose mechanical engineers are now vibe coding their own prototypes;
• Boaz Ashkenazy of Shift AI, who’s setting up always-on agents and rethinking how we interact with AI tools.

Finally, this week’s GeekWire Trivia Challenge: how a longtime T-Mobile executive got his start in the wireless business, and the star-studded history of T-Mobile celebrity endorsers.

Stories mentioned:

• Microsoft cuts 4,800 jobs, about 2% globally, revamps salesforce and launches massive Xbox overhaul
• GeekWire 200 update: New unicorns and a hardware surge remake our list of top Pacific NW startups
• Former GitHub CEO’s startup Entire unveils its answer to the crush of AI coding agents
• Chicago software company plants flag in Seattle area as new leadership team seeks AI talent
• T-Mobile exec Mike Katz exits after 28 years, as carrier reshuffles top ranks and taps ex-AT&T leader

Audio editing by Curt Milton.

For the second time in the past 60 days, former Starbucks CEO Howard Schultz has penned an opinion piece in the Wall Street Journal that takes direct aim at the state’s political leadership, calling Seattle Mayor Katie Wilson “inept” and noting that Gov. Bob Ferguson continues to “burden businesses with one tax increase after another.”

Like GeekWire contributing columnist Charles Fitzgerald earlier this month, Schultz also points out that Gov. Ferguson’s recently-formed economic development council has no real startup representation, and is packed with big institutions. 

In his piece, Schultz points specifically to Kent-based Stoke Space, the reusable rocket startup that has raised more than $1 billion in funding, as the kind of company Washington needs to fight to keep.

Schultz, who decamped for Miami earlier this year, is obviously concerned about the well-being of his former state. And the one-time presidential hopeful certainly has a lot of ideas for the place he just left — arguing that the reindustrialization of the U.S. could be sparked by matching entrepreneurs with young people seeking apprenticeship opportunities in the trades. 

In May, Schultz wrote a separate piece in the Journal titled: Seattle Turns Hostile to the Great Businesses It Made.

Schultz makes some good points, and he echoes the statements of many in the business community who are concerned about the current direction. We’ve also reported recently on how other states — including Ohio — are out to eat the lunch of Washington state.

And we’ve pointed out the the long slide in Washington state’s business climate, reporting on CNBC’s report this week that ranks Washington No. 11 for business. That’s down from No. 2 four years ago, and No. 1 in 2017.

But you have to wonder: Is the coffee magnate really the best messenger for what ails Washington state? And what’s his end game? It seems his words would carry more weight had he decided to stick around, and try to fix the broken system. 

Then again, Florida has its own challenges. Perhaps his next editorial will tackle a few of those.

Seattle Seahawks head coach and self-professed football nerd Mike Macdonald just doesn’t understand why any coach or team would ignore the chance to lean into data and analytics.

“Why wouldn’t we use the best information out there?” he said during an interview this week on the Dan Patrick Show. “Why would you be scared about things that are going to possibly help you?”

Macdonald called himself a “psycho data guy” who needs “numbers and tendencies.” He has a new Super Bowl ring to show for his coaching style, but he’s also clear that while advanced technology and metrics may help support the team’s planning and in-game decisions, they don’t drive those decisions completely.

“You don’t have to do what the numbers say,” Macdonald said, adding that variables such as how a game is going, the feel for your own team, and gut instinct can all cancel out data suggestions.

That data-be-damned mentality came into play at the start of last season when the Seahawks, facing a 4th-and-1 from the San Francisco 49ers’ 19-yard line, ignored the analytical model that said to go for it. Macdonald opted to kick a field goal for a three-point lead and ended up losing when the 49ers came back and scored a touchdown.

Seattle started 0-1 and six months later won its second NFL title.

This year, Seattle opens against the New England Patriots, the team they beat 29-13 in Super Bowl LX.

Macdonald hasn’t learned much yet from that game, because he said he’s only watched it once, via tape and not the standard TV broadcast.

“Are you worried there’s a different ending?” Patrick laughed.

[Note: Armon Dadgar, a UW computer science alum, was co-founder and CTO of HashiCorp, a cloud infrastructure automation company that was founded in 2013, went public on the NASDAQ in 2021, and sold to IBM in 2025. In his role, he spoke with thousands of companies adopting cloud across a wide range of industries, giving him a unique perspective on technology adoption.]

Pixar released WALL-E in June 2008, almost two weeks before Apple launched the App Store. The film follows WALL-E, a robot left behind to clean up Earth after it becomes an ecological wasteland no longer suitable for life, stranding humanity out in space. The remaining human population is entirely moribund in hoverchairs and completely immersed in a digital reality.

For many years, I’ve jokingly called it a historical documentary from the future and with each passing year we seem to get closer to its dark prophecy. Today, we live in a “WALL-E economy” with apps and services that cater to convenience and human vice, but with an increasing toll to our mental, physical, and emotional wellbeing, as well as our environment. The growing capabilities and prevalence of AI risks accelerating those trends, and moving us further towards the WALL-E dystopia.

The faustian bargain of WALL-E is that we willingly trade comfort for everything, including our free will. We live a bovine existence, where we are endlessly fed content, told what to wear, what to buy, what to think, and how to vote, and in exchange we are kept safe and warm in the proverbial womb. We get our dopamine, but we never ask at what cost.

Far from being hypothetical, we can see many of these same tradeoffs in the most popular services today. The average American spends around 2.5 hours per day on social media, and for Gen Z it’s even worse, at a stunning 5 hours daily. It feels costless to scroll through memes and share posts with friends, but these services have stolen time from physical activity, connecting with friends, engaging in hobbies, and other activities that foster connection and meaning. We have a crisis of teenage mental health, a loneliness epidemic, rising political extremism, and a “friendship recession.” While correlation is not causation, it’s reasonably safe to admit it’s the phones.

Outside of social media, we have many services of convenience, such as DoorDash, Uber Eats, and Instacart, which are primarily used for food delivery. While you might think they are “luxury services,” data shows that usage is broad across income levels, and in fact disproportionately used by those who can least afford it, even trapping users with “Buy Now, Pay Later” services. The immediate convenience is undeniable, but so is the financial burden to users, damage to restaurant culture as they are forced to adapt to delivery services, and the growing unhappiness that comes with solo dining.

The WALL-E economy often pairs delivering convenience with packaging vice under a shiny application layer. Sports betting services like DraftKings, prediction markets like Kalshi, and retail options trading on Robinhood are prime examples. They are all gambling packaged up and made presentable. Chesterton’s fence reminds us that if we’ve discouraged gambling for millennia, there might be a good reason for it. Unsurprisingly, making these services available 24/7 and putting them in our pockets has led to a rise in addiction, bankruptcy, and suicide.

If the smartphone enabled the WALL-E economy, AI is going to supercharge it. AI is accelerating the ability to collect and analyze data, to highly personalize, and to target algorithmically with precision, with the intent to influence user behavior. This threatens to make the WALL-E economy both smarter and more harmful.

Targeting people who are already lonely and alienated, virtual dating services are one of the most pernicious use cases for AI. Users are willing to believe they’ve found meaningful connection with an AI while getting used to the “frictionless” interaction of chatbots makes the nuanced and ambiguous world of real people that much harder to navigate. It’s clear the cure is worse than the disease, as this only increases social isolation, leading to depression and suicide.

AI will also enable more sophisticated applications of surveillance capitalism and dark patterns that aim to manipulate user behavior. AI-driven customer profiles will determine if you are a price sensitive shopper and use that to inflate prices or apply surge pricing. Betting apps can detect when a frequent gambler hasn’t placed bets recently and give them free credits to lure them back along with a 24/7 AI-bookie that can discuss and encourage bets.

The AI-slop future of social media is clear as Zuckerberg is walking back from the metaverse and pivoting to AI. Social media platforms historically needed users to actually create content, which they could promote based on user interests. The need for content producers vanishes if content can be AI generated, perfectly tailored and personalized, endlessly. This future might increase user engagement, but would likely exacerbate the problems of isolation and alienation that we already face.

We can wax nostalgic for a simpler time, but there is no path back to before smartphones, social media, or AI. We can’t wish it away, and there are staggering amounts of capital being deployed to extend AI to every corner of the economy. While Silicon Valley might argue for “technology inevitability” and the notion that technological progress is inevitable and good, this ignores the fact that people still have agency. Most technology is inseparable from a set of social and political questions, and unfettered use is not inevitable. The recent order banning Anthropic’s Fable and Mythos model is a prime example.

In the movie, WALL-E is given the sisyphean task of cleaning up a ruined Earth. Despite his programming, he imagines a better world and rejects the inevitability of his destiny to fight for something better. Today as we consider the AI-supercharged version of the WALL-E economy, it’s not surprising that most people aren’t enthused. We are suffering from a failure of imagination for what a better future could look like instead.

The rise of “friction-maxxing” as a new trend that rejects convenience as an end to itself is a start. It’s part of the growing recognition that humans need to derive meaning from our lives and work. The growing discourse around the perils of convenience, along with individual behavior changes, help to shift the Overton window. Changing hearts and minds is a crucial step towards new regulations, which are needed to solve the social challenges more broadly. This is a slow process, but we can look to cigarettes as a good historical analogy.

Cigarette companies had a clear incentive to market and sell aggressively, and made a best effort to hide the health impacts of their products, similar to the companies powering the WALL-E economy. Eventually, it became clear that cigarettes pose a major health risk, both to the direct users and the second-hand bystanders, which prompted social changes in how they were viewed and ultimately political changes in how they are regulated. As a result, there has been a dramatic reduction in their usage today.

For the modern WALL-E economy there is no perfect, singular regulation. It requires a democratic process to balance mitigating the harms as we better understand them, with individual rights and autonomy. For digital platforms, countries like Australia and the UK are leading the way in banning the use of social media for children and teenagers, in recognition of the harm they cause. Utah is taking action against “prediction marketplaces” in recognition of them being effectively online gambling. This type of regulatory change is important to solve societal problems but takes time, especially with highly concentrated interests lobbying against a disorganized public.

Beyond just waiting for improved regulation, we can reclaim our individual agency by living with more intentionality. In my personal life, I’ve looked for opportunities to host more regularly, whether a small dinner or a large party to create and foster connections. I’ve worked to reduce the “information noise” by disabling most notifications, limiting time on social media, and spending more time reading on my Kindle distraction free. I consciously avoid eliminating all daily friction to provide a healthy level of resistance. None of these are huge changes, nor will they solve the broader problems, but they help to reshape our environment to avoid depending on willpower alone.

Changing our personal behaviors can help to insulate us from the WALL-E economy, but that isn’t enough. Taxing the profits of AI companies to provide UBI to fund “bread and circuses” couldn’t be more WALL-Esque. We should look to the techno-optimism of the Jetsons, where technology empowered humanity, and build towards a future we are excited about, rather than one we merely accept as inevitable. WALL-E is incredibly dark for a children’s movie, but the struggle of the character ultimately gives hope to a more optimistic future, and brings to mind the old boy scout motto: try to leave this world a little better than you found it.

Special thanks to Josh Kalla, Behzod Sirjani, and Kevin Fishner for their feedback on this post.

Perhaps the only downside to building a golf-focused startup is that it leaves less time to actually play golf.

Dane Renkert will take that tradeoff, for now, as he works on something that he says will change the way people play and interact around the game.

Renkert is co-founder and CEO of Barkie, a Bellingham, Wash.-based startup building an app that aims to be a true AI caddie in every golfer’s pocket — one that tracks scores by voice alone, settles betting games automatically, and rarely requires a golfer to look down at a screen.

Renkert is no slouch as an athlete and golfer. A Washington State University graduate, he played professional baseball for the Milwaukee Brewers before moving into tech and sales leadership roles at Docugami, Komiko, and Ben Kinney Companies. As a competitive golfer, he placed 13th at the 2009 World Long Drive Championship and now boasts a scratch handicap.

The name of the company is a nod to golf terminology — a “barkie” is an honest, hard-fought par saved after a golfer’s drive ricochets off a tree.

The inspiration for the startup stems from Renkert’s own frustration with existing golf mobile apps, which he argues have essentially operated as digital spreadsheets for the last decade. Incumbents like 18 Birdies, The Grint, and Golf Genius require constant manual data entry throughout a round, Renkert said.

Noting that seven out of 10 golfers still use a paper scorecard and pencil because they like the tradition or want to avoid screen distraction, Renkert set out to build a platform centered on a simple philosophy: “keep your head up and not down.”

To translate that concept into software, Renkert initially teamed up in 2025 with co-founder Zubin Wadia, an MIT grad whom he worked alongside for five years at Docugami, the Bellevue, Wash.-based AI startup. Wadia remains a strategic advisor to Barkie.

To achieve the “heads up” experience, Barkie is differentiating itself by launching a full voice user interface that eliminates manual typing entirely. Using standard gear like an Apple Watch or AirPods, golfers can simply speak the outcome of a hole to dynamically update a digital scorecard in the background.

According to Renkert, Barkie is the first to market with an AI-native, voice-first caddie that allows for natural, fluent speech on the course rather than forcing players to toggle through menus and hit arrows to log data.

“The voice thing, in particular, I believe is a massive lift technically, but it’s a big lift from a user experience side as well,” Renkert said, adding that the platform is designed to seamlessly augment the traditions of the game rather than disrupt them.

Under the hood, Barkie relies on a patent-pending dual-layer system to prevent the application from making mistakes or hallucinating numbers. A guardrailed large language model handles the conversational front end — interpreting natural voice requests, answering rules questions, or trading friendly banter.

A separate, rules-based engineering backend handles all the scoring, strokes-gained calculations, and betting math. This split ensures that while golfers can talk to the app like a human caddie, the actual bookkeeping remains completely accurate.

When the betting function comes online, that same backend will settle real-money side games — Nassau, skins, wolf, hammer bets — instantly once a round ends, sparing golfers the aggravation of hashing out who owes what on the 18th green.

Barkie’s simplest use case doesn’t require voice at all. Through a feature called ScoreShot, golfers can snap a photo of a paper scorecard. The app digitizes it and pushes the data directly to GHIN, the USGA’s official handicap system, via a partnership Renkert says gives Barkie access to course-specific data like slope rating and tee-box selection. Golfers without a club membership or GHIN account can still generate a handicap through the app, calculated according to World Handicap System guidelines.

Either way, the result is hole-by-hole performance data that Renkert says no other golf app currently offers — letting players see which holes they’re strongest and weakest on, and, he added, which holes they should be pressing their buddies on.

Barkie is available for download on iOS (optimized for iPhone, iPad, and Apple Watch companion setups) and Android devices via the App Store and Google Play Store.

The app offers a free tier that includes GPS mapping features. The premium tier unlocks unlimited hands-free voice tracking, advanced Strokes Gained analytics, the Barkie Betting Engine, and full GHIN integration. Limited-time pricing is available at $4.99 monthly or $29.99 annually.

Barkie has attracted seed funding from friends and family and notable investors, including Rob Gough, an entrepreneur and collector perhaps best known outside tech circles for his record-setting $5.2 million purchase of a 1952 Topps Mickey Mantle baseball card. According to his LinkedIn, Gough is also an investor in Jeff Bezos’ AI startup Prometheus, which raised $12 billion in Series B funding last month.

“I invested in Barkie.ai because I believe they’re building something that delivers real value to golfers, not just another AI demo,” Gough said in a statement. “Great companies have an unfair advantage, and Barkie has exactly that: a founder with deep domain expertise as a scratch golfer who genuinely understands the game, combined with a world-class AI team recruited from companies like Meta, Google, and NASA.”

Barkie’s cap table also includes former Seattle Seahawks linebacker Lofa Tatupu, who serves as an advisor to the company.

Armed with high-profile backing and a team recruited from tech giants, Renkert isn’t shy about his ambitions to disrupt the entrenched players in the space.

“I want the incumbents to know I have a lot of backing, and I’m coming for you,” Renkert said. “I’m not trying to compete with you, I’m trying to take it over.”

For now, taking over means grinding behind a desk instead of on a fairway. Renkert admits that building the startup cut heavily into his own time on the course this past year — even leading to a rough showing when he tried to qualify for the U.S. Amateur.

But the grind is the point.

“I’ve done a lot of cool things in my life, but this is the hardest I’ve ever worked for something,” Renkert said. “I believe, hopefully, this will be my mantle piece.”