re.green

Fortune's list of venture- and private-equity-backed startups using the profit motive to solve societal problems.

Impact 20 2023-re.green

Established in 2022, this Brazilian startup uses cutting-edge technology and environmental sciences to restore land and provide jobs in Brazil’s Amazon and Atlantic forests. The company has made significant strides in the restoration of 19,000 hectares of land. Re.green also owns Bioflora, Brazil’s largest native tree nursery, which it operates as a training center for reforestation workers. Through collaboration with other nurseries and Brazil’s indigenous communities, re.green says it has been able to preserve 60 native species and has distributed hundreds of thousands of seedlings for reforestation.<br />
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To gather reliable, timely performance data about existing reforestation projects, and to find suitable land for new ones, re.green also collaborates with drone companies and employs satellite imagery and machine learning. The company has ambitious targets, aiming to restore 75,000 hectares of land by 2025, conserve over 3,000 endangered species, and create 32,000 jobs annually.

Impact 20

Get insights into re.green including business profile, stock information, news, and rankings from Fortune.

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re.green | Fortune

re.green Company Profile, Stock Price, News, Rankings | Fortune

An automated assembly line inside a Wonder kitchen can churn out 500 customized burrito bowls with zero order errors. This is a system CEO Marc Lore views as merely the baseline for his $9 billion food-tech enterprise. Fresh off acquiring Sweetgreen’s robotic kitchen technology, Wonder told Fortune's Allie Garfinkle it might go public early next year. Listen to Term Sheet to find out more.

Inside Wonder's Plan to Automate Restaurants: From Robotic Kitchens to Drone Delivery | Term Sheet

Finance

In this episode of Fortune Daily, Energy Editor Jordan Blum breaks down why this summer's extreme heat waves could have a chilling effect on the global economy well into the winter months. We explore how climate change and instability in the Strait of Hormuz are fueling fears of a massive gas shortage.
Plus, we look at a surprising development in Greenland and why the heck Dr. Phil is involved. Finally, Fortune reporter Preston Fore joins us to pull back the curtain on the world of "factory farmed philanthropy."
Subscribe to Fortune Daily for more deep dives into the world's most powerful companies.
Additional images courtesy of Getty Images

Energy Grids Already Strained and Winter is Coming

Are We Running Out of Oil? Winter is Coming.

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How would you describe the global energy price situation over the past couple of months? Yeah, it's, it's a mess. I mean, there's no other way to put it. You're watching Fortune Daily. I'm Ellie Austin. So 4 states are taking Mehta to court this week over whether Facebook and Instagram were designed to be addictive to children. This brings the total number of states who have filed lawsuits against Mehta on this exact subject to 29. The coalition alleges Mehta built addictive features into its apps, misled the public about the risks, and improperly collected children's data in violation of both their own. And federal policies. Mehta strongly disputes the claim, calling the state's allegations, quote, unsubstantiated. What makes this case stand out? Well, the states aren't just seeking damages, they want a nationwide order that could force Meta to tweak its product from age restrictions to infinite scroll. To the algorithms that keep users engaged. So that's the real test here. Can a company built on attention, capturing all of our attention, be forced to redesign around user wellbeing without breaking the ad business that depends on people staying online? We'll watch to see how this story evolves. Now, a 14 story about what happens when celebrity, mental health, and startup money collide. Selena Gomez is being sued by investors in Wonder Mind, which is the mental health startup that she co-founded. The company raised $5 million in 2022 at a $95 million valuation, in part on the promise that Gomez would use her more than 500 million social media followers to help build the business. But investors now allege that the app was never built, key revenue plans never materialized, and the company's financial troubles were not fully disclosed. In a statement to People magazine, Gomez's lawyer said that any allegations Gomez was involved in fraud are quote, completely meritless, both factually and legally. They also said that they are quote, filing a motion to dismiss the baseless claims. So what's the bigger takeaway here? Well, a famous founder can and often does bring attention, access, and a big valuation. But celebrity alone cannot replace a product, a business model, or transparency with investors. Will these allegations make any meaningful dent on Gomez's reputation or the love of her fan base? We'll be watching to see what happens next. OK, so onto the main story for today. This summer's heatwaves continue to sear the global economy, and they may well do so well into winter. Energy editor Jordan Bloom breaks down how climate and Hormu's instability have fueled gas shortage fears this winter. Jordan will also share why Doctor Phil has his eyes on Greenland. Yes, you heard that correctly. And Fortune reporter Preston For tells us about factory farmed philanthropy. Jordan, hello, and thank you so much for joining us. So I wanna start by talking a bit about this summer. It has been boiling hot in Europe where there's been heat waves and wildfires. It's been boiling hot here in New York, so. In Japan that they have uh developed a new word for extraordinarily sweltering days. How would you describe the global energy price situation over the past couple of months, given this context? Yeah, it's a, it's a mess. I mean, there's no other way to put it. Um, the record heat isn't helping at all. We're in a never ending war, never ending story. I want to break into song. Whoa, whoa, whoa, whoa. Uh, I, I, I mean, the, the heat is causing problems with energy prices, of course, it, it's pushing a strain on grids. Um, then the problem is you'll You'll go into the move into the winter months before you know it, and then you'll have problems on that end as well. Um, you know, I'm in Houston right now. It feels like it's 107 degrees outside, nice heat humidity index. Uh, I was in Italy over the summer. It was sweltering there. Fortunately, I'm used to the heat and it didn't bother me too much, but it's, it's brutal. It's brutal. I will say as a European, an important distinction is that in Europe we generally don't have air conditioning, so we don't know what to do with ourselves in these temperatures. America is better, is better set up for this climate. Yes, we moved from one air conditioning building to an air conditioned car to another air conditioned building. Correct, so you mentioned the war. Tell me why the war in Iran continues to have such a huge impact on the global natural gas market in particular, even though here in the US we produce a lot of gas ourselves. Yeah, so the main focus with everything going on in the Middle East is on oil prices, and that's natural because it's the easiest translation to the price you pay at the pump. So everybody's paying a lot more for fuel right now, diesel, jet fuel, gasoline. It's a, it's a major pain. And the, you know what, uh, but it's more than an oil story. It's, it's, well, there's a lot of other stuff. There's helium, there's grain, all kinds of things, but it's also a big natural gas store. And in this case, we're talking about liquefied natural gas, which is the kind of gas you need to get exported, um, just in the liquefied form. Uh, so Qatar, uh, unbeknownst to most people, is one of the 3 biggest exporters of natural gas in the world, along with Australia and the United States. You mentioned the US has plenty of supplies. Uh, so Asia and Europe rely a lot on that Qatari natural gas supply, and a lot of it, most of it is off that offline right now. Some of it was. Seriously damaged by early attacks from Iran, which is going to take a couple of years to repair, and most of the rest of the supplies are just blocked by the, the Strait of Hormuz blockades that are still going on. So, the point is really that Europe and Asia would be stocking up for the winter right now, but they can't so much. So, Uh, just to throw a few numbers in real quick, European gas storage levels are just a little above 50% of their capacity right now, which is really historically low for what you need. Uh, at this point, you would be hoping to get to, you know, 75 or more%. By November, the maybe best case scenario is we'll get to about 75% now, and at that point, You need to be at least 90% filled on a normal basis. So I'm throwing a lot of silly, annoying numbers out there that you won't remember, and that's fine, but the point is, we're way behind schedule in terms of getting stocks up for the winter. Um, and when that winter hits, we're not going to have enough natural gas, uh, especially if it's a bad winter. So what does that mean for consumers if stocks aren't where they should be? They aren't at that 90% as we head into the colder months. Yeah, so just to present that dichotomy again, this is not a big deal for the United States. The US has plenty of natural gas here. It's the leading producer, so prices might be a little elevated in the US, but it won't hurt that much. In Europe, you're going to be paying really high power prices, really high natural gas prices over the winter months regardless. Um, and then if it's a particularly bad winter in terms of cold and freezes, then, you know, you risk some issues with potential blackouts in Asia, it might even be worse because you're creating a situation where Out of the available gas imports, the cargoes, you're going to be bidding on them. And quite frankly, most of the European countries can outbid a lot of the Asian countries. This is a worse story if you're a lower income Southeastern Asian country such as, let's say Bangladesh, for instance, which is also heavily dependent on Qatar and, you know, you, you can't afford to, to bid necessarily the, the high prices. Let's say hypothetically the Strait of Hormuz, which is really a global choke point um for the liquid natural gas market, hypothetically it reopens tomorrow. Would that give Europe and Asia enough time to build up their reserves for the winter? It'll help, but no, you're too far behind already, so you can stock up a little more, but it's just not going to happen at this point. Um, so you're, you're hoping for a mild winter, and this is not a dire over the top warning saying, hey, everybody in Europe's going to freeze this winter. Uh, you know, the odds are there's going to be enough natural gas to go around, but you're going to pay a lot for it. Um, so just be prepared for those really high natural gas, those really high utility prices. Um, are there any governments in Europe, in Asia, wherever it might be kind of taking particularly strategic measures to help protect the consumer here? Yeah, I mean, they're, they're working on it. They're talking about price gap, caps, and different measures. Now one thing that helps, I'll switch the conversation a little bit to the renewable debate. You know, a few years ago when the Ukraine Russia invasion happened, obviously prices were very high. It was a tough winter then, especially as Europe tried to cut off from from Russian gas. Um, so it may not be as bad as that winter, but the thing is Europe's been placing an even greater emphasis on switching to renewables as much as possible, meaning less on fossil fuels. That's been a very bumpy transition, um, you know, fossil fuel proponents will criticize Europe for going too hard, too fast into renewables, and there's been problems, and there absolutely have been problems. At the same time, uh, much of Europe is about 20% less dependent on natural gas than it was 5 years ago. So all of a sudden that helps. It does, it really does. That was going to be my next question. What does this mean for the renewable market? You mentioned Jordan, that prices in in the US may rise slightly but not dramatically. What kind of increase could the consumer expect to see here in the US over the coming months? Yeah, so it'll be marginal. So there's plenty of supply in the US, but, and, and most of natural gas is more domestically priced, but there's an impact still from the exports. There's more demand on natural gas because of those exports that keep rising, and the US keeps bringing more and more of these LNG export plants, that's liquefied natural gas export plants online. There's a big construction boom along the Gulf Coast, Louisiana, Texas, especially. Um, and that creates more natural gas demand, quite frankly, and the more natural gas demand there is, it's gonna, it's gonna push up the pricing a bit. Um, there's the data centers that are also pushing up demand there, so, you know, that's a slower, gradual process. But it, it's all contributing to, to modest price rises. Price rises. So if you had to pick one thing that investors and business leaders should watch over the coming weeks and months to gauge the direction of the global energy market, what would it be? Yeah, so it's not sexy, but you have to pay attention to storage levels. Woo hoo, I know, really exciting. A lot of times these are underground caverns, um, you know, for it applies to oil, where in the US we're at almost historic lows in terms of strategic oil supplies. It applies to natural gas, uh, where, you know, in Europe there's not enough supply storage built up. So everybody's going to be watching those numbers, especially investors, commodity traders. Mhm. Jordan, thank you so much. Please stay there cause there's another story you've written recently that I want to talk to you about. We'll be back in a second. OK, Jordan, we are back, we're now gonna talk about Greenland, oil and Doctor Phil, which seems quite an unusual combination of subjects, but it's related to a story that you wrote recently. Tell me why Doctor Phil of all people is interested in Greenland, and remind us very briefly who Doctor Phil is. Yes, Dr. Phil, the TV therapist who was made famous by Oprah Winfrey of all people, um, in his later years, I'll just say, uh, Dr. Phil has become a little more, let's say, megacentric, uh, fossil fuel proponent. So when it came to this Greenland story, he's apparently been a lot, a lot interested in the whole Greenland annexation thing, uh, critical minerals, oil and gas potential in Greenland, and This company, this Texas company called Greenland Energy, which recently went public, changed their name to Greenland Energy, uh, worked out a deal with Doctor Phil with his production company. They were going to do a docuseries for drilling this oil well, this test oil well, which was going to be drilled this summer, no longer going to be drilled this summer on the east coast of Greenland, uh, onshore Greenland, not offshore. So, A lot of interesting facts there. Doctor Phil, we're going to move on from him, but Doctor Phil is better known for making true crime documentaries. Um, also, I remember a masculinity documentary with Steve Harvey, so this seems like an unusual direction for him, but we'll park that to one side. Why is this drilling no longer taking place, as you mentioned? Well, it's a weird situation to begin with because Greenland, because of climate change concerns and everything else, had issued a moratorium on oil drilling 5 years ago. There was this one company that still had leases to drill pending. There's a lot of concerns over, uh, over hurting the environment, bird migration, so they agreed to drill over the winter. But then there were more permitting delays and then there was drama with the equipment moving of equipment onto land. Apparently Greenland Energy had a permit to move their equipment on land that expired. They said they didn't know it expired. The Greenland government said they were being dubiously suspicious about it. Um, they moved the equipment anyway onto a nearby small airport where they got permission from the airport. But the Greenland government said, no, that's not OK with the federal government, the territorial government. So, long story short or long story long, maybe, um, they agreed to continue delaying and now it'll be the winter of 2027, that, that is almost 18 months from now. So a lot more delay, um, that'll give them time to work through all the permitting, but it's, it's a big setback for the company. Wow, that's actually quite a saga that maybe would make an interesting documentary regardless of whether or not it was made and fronted by Doctor Phil. Jordan, thank you for bringing us up to speed on that. Where can people find more of your reporting? Yeah, Fortune.com, please check us out. And please remember to subscribe to Fortune daily, subscribe to our YouTube channel, and let us know in the comments what you think about Doctor Phil and drilling in Greenland, two quite incompatible subjects. Um, Jordan, thank you so much. Next up, the business of luxury with my colleague Preston Forth. As AI firms like OpenAI and Anthropic are anticipated to IPO, there's going to be a new wave of millionaires and billionaires across Silicon Valley, and it's expected to release billions of dollars in charitable giving. And one of the major causes that's already attracting a lot of wealth giving is factory farm animals. This year alone, $40 million has gone to improving the lives of chickens, pigs, and other animals raised in the. Industrial agriculture. And, you know, beyond the sort of tax incentives that may come with giving your dollars out to nonprofit organizations, this money really speaks to an increase in giving for a cause that people are passionate about. It all sort of started with this tech podcaster named Dwarkesh Patel. He had an episode of his show last year where he had an animal rights expert on named Louis Pollard. Patel and Up, you know, sort of encouraging his viewers to donate to this nonprofit platform called Farm Kind. Over the next couple of weeks they ended up donating $2.3 million and counting because a lot of people have sort of been giving recurring donations and it sort of just kind of highlighted a space that people hadn't really thought about before. Philanthropy is sort of an interesting topic because I think historically. a lot of major philanthropists who are ultra ultra high net worth have long sort of complained publicly about how it's hard to give money. It's hard to make an impact. I think for people who aren't ultra high net worth, that's like a sort of an insult and it sounds like an insult, but I do know in reality it is very hard to, you know, make sure your dollars are going to the right things and are having an impact. But, you know, as this sort of new wave of younger folks are kind of rising through their careers and their career ladders and are, you know, have a substantial sum of money, there is a sort of rerouting of that money and people are seen to be eager to give it away earlier than ever. That's it for Fortune Daily. I'm Ellie Austin, please like and subscribe to our YouTube channel. See you next time.

AI is pushing the pace of business beyond what most organizations are used to and beyond what many feel ready for. Decisions are happening faster, expectations are rising, and the margin for error hasn’t changed. Leaders aren’t just asking how to move quickly; they’re asking how to move in ways that don’t create problems later. We’ll bring technology leaders together to share how they’re managing that tension and what they’re accelerating, what they’re scrapping, and how they’re staying focused as everything speeds up.

Sean Bruich, Senior Vice President, AI and Data, Amgen 
Dan Gill, Chief Product Officer, Carvana 
Bret Greenstein, Chief AI Officer, West Monroe 
Nizar Trigui, Chief Technology Officer, GXO 

Hosted by West Monroe

Timing, Trade-Offs, and Speed

Conferences

The enterprise AI boom is moving from proof of concept to proof of profit. The chief of Google’s fast-growing cloud computing business explains how Fortune 500 companies, startups and public sector organizationsare building foundational AI platforms that blend intelligent agents, multi-cloud ecosystems, and next-generation infrastructure. He shares what’sworking, where adoption is accelerating, and how leaders are making the leap from experimentation to measurable business transformation.

Leading the Enterprise AI Revolution

Thomas, thank you for joining us. Thank you for having me. Um, we're gonna talk about agents, but not right away. Um, this is, uh, uh, a delight for me because, um, almost a decade ago in 2016, I was able to sit down just like this with your predecessor Diane Green and talk about Google joining the cloud computing business. And the whole vibe of that conversation was we are trying to transmit to the market, communication. To the market that we are serious about business now. This is Google, right? This is the consumer company, the company that we all know that it was a formidable thing and you know, as an Oracle, a longtime Oracle veteran that you know enterprise companies are built a bit different than consumer companies. So Today, Google Cloud is, by my understanding, you'll tell me, the fastest growing major cloud service, but it's off of a slightly lower base than your competitors, 13% of market share, uh, versus Microsoft's 20% and Amazon's 30%. Does that speak your truth? Yeah, OK, um. Why today are you winning more business compared to these other companies? Both because we have great products, people are finding them very easy to use, and they're getting real value from it. And we offer a very diversified product portfolio. Um, you know, our focus on cloud has always been, take amazing products, make them super easy for people to use, take care of the complexity that companies want us to deal with. Things like security, compliance, ah, but differentiate from everybody else across the strength of our portfolio. And so that's been why. And we've been, you know, we've had amazing growth rate. Um, Over the last 16 or 18 quarters, I think we've been the fastest growing. So if, if Amazon is the, you know, the the choice of, of the little guy, and that's how they get their volume, and Microsoft's supposed to be the choice of business, what is Google Cloud? We have a very diversified base. So we've done really well with startups, uh, particularly as startups shift to doing more AI stuff. We've taken a lot of share and. We're now the number one choice of AI startups by all independent reviews. Ah, we've done really well in traditional enterprises, banks, insurance companies, telecommunications companies, hospitals, ah, pharma companies. Um, and we've done well in not just The US, but in global markets, our revenue is highly diversified globally, which also people are surprised by how much strength we have in overseas markets, and that's reflective of the we've got a very, very focused plan on how we build and take our solutions to market. We've We also got great partnerships with many independent software vendors. We've got huge practices. I think there's 700,000 consultants who implement Google Cloud globally, which is a huge number. And so we've all that's come because of the demand we see from customers. Sounds like an enterprise business. One of the other things that struck me about what you're doing, and this is very on trend last couple of years, is allowing the use of any model, right? So when you choose to, when you, when you go with Google Cloud, you don't just have to use Gemini, you really have a, a wealth of options. That is that right? Yes. OK, so how in that circumstance, which is great, how in that circumstance do you competitively differentiate, right? Because you're not the only one who, who, who makes that, that offer. Yeah, so we, we offer. Our differentiation when you look at AI is to do AI really well, you need a stack of technology. And a stack is energy, chips or systems, infrastructure, models, tools and applications. And we're the only ones who offer all of it. We also offer a choice at any layer. So for example, we have our own amazing silicon called TPU as some people call it. Ah, but we also work very closely with Nvidia because depending on the kind of model you're running, you want that choice. The same thing, if you look at how people use our platform, ah there are customers who use a combination of models. Uh, Intuit, for example, the customer, they use some of our models, Gemini and our diffusion models, Imagine and VO, but they also use other models from other people for tasks that they want to use. I would not say that because you offer a stack, it's closed. I think many other companies don't have parts of the stack, so they depend on others for silica and other people for models. We have our own, but it doesn't mean it's closed, and so you get the best of both worlds. You said closed, reminding me of the open versus closed debate, which is usually in the context of the models, but you're, you're speaking more broadly than that. Is that debate dead? We've had it here before on this stage. Is the open versus closed dead? You're a tech guy. In enterprise, you have to have, for example, if you look at our models, they can access information from any application, database, collaboration tool, because in enterprise, you have to have it work with everybody. And so we've always had an open philosophy, uh, back in 2019 when we said, Companies will want to have cloud technology from multiple providers. The incumbents said no, they would not want it. Today, 95% of large companies use cloud from many, many different organizations, and so that gives them choice. And we've always felt for enterprises, they want choice, and choice means open. So I'm gonna ask you a, a big question and we're gonna have to unpack it a little bit, so stick with me, um. When you got started, we were calling this cloud computing. AI was not quite on the tip of our tongue the way it is today, um. We were calling it machine learning and deep learning I think back then, um, solely um. How have you had to rethink this service given these massive waves that have happened since for, and this is the unpacking part, stick with me, Thomas. The AILLM arms race, the AI demand boom from your own customers who suddenly all want to be AI companies or use it, and then the actual capabilities of AI itself and how that's changed what you do. So I'll, I'll keep you on track, but Let's start with the LLM race. How has that changed what you offer and how you do what you do? So we, we've been working on AI a long time before LLMs came along. That's right. And we've always designed for the long term. So if you look foundationally, when you look at what we were trying to solve for cloud computing, it was take technology and make it accessible to everybody by making it super easy for people to use it. And with AI we've always had the same philosophy. So, at the foundational level, we said people want amazing systems to train models, but we at the same time, we also realized you can't just train forever, you actually need to do inferencing well in order to do, to make money as a company. So we built systems for both training and inference. We also knew that The the most problematic thing that was going to happen was going to be energy, because energy and data centers were going to become a bottleneck alongside chips. So we designed our machines to be super efficient in delivering the maximum number of flops per unit of energy. So that's one example. When we built flops per unit of energy, yes, it sounds like a soccer metric, but I, I digress. So, the second thing we felt was, when you look at LLMs, you can't just hand over an LLM, you need a tool set around it, uh, in order to make the LLM really work for organizations. So that toolset needed to secure the LLM, it needed to access information, it needed to help you tune it. Uh, it helped needs to remember what you're asking it and handle long-running things. So we built an entire tool chain around it, and we gave it to developers. And to give you a sense, when we launched Gemini 2.5, uh, we went from 0 to 1 trillion tokens in like 7 hours. Because it's so easy now to get it and scale it. Uh, so that's the 2nd thing. Third thing, we always felt that along with those who want to roll their own as developers, there's always going to be parts of the organization that don't have the capability to roll their own. For example, a legal department that wants to use our models to understand uh contracts and which contracts have indemnification and some warranties. Uh, marketing people who want to create advertising and really tailor the advertising to the segments, and they want to create the advertising content using a model. Uh, for all of them, we built a portfolio of applications. Uh, we took Gemini, which is our app. And made it available for companies by integrating it with all the enterprise systems they have and we built some domain specific ones that have gotten great, great traction. For example, we built one to help people find products online, uh, because today when you search, I have never found any product online. Never. No, I'm kidding. I'm kidding because you're not used to it yet. I'm kidding. The internet is an addictive thing. Well, look, if I may distill, um. A lot of iterative building for to to to get what your your business ready for these successive waves. I wanna, I wanna go back to something you said earlier about power so. We are all well aware of the finite amount of power that we can generate on this planet. I'll go so far as to just let leave country, you know, international boundaries behind. Um, are you concerned about that? Yes, you've been building for efficiency, but the adoption curves have been. Massive and fast. I mean, we've never seen anything pick up like this before. Are you concerned about your ability to power your business, your ability to keep, you know, pace with the, the, the, the amount of demand that you and your competitors are seeing? Take us into your, uh, uh, your brain as far as the, uh, power side of thing is concerned. We are working on a variety of new technologies that would you like to share any here? Well, I. Tell you that there are 3 parts to what we're working on. One is to be as diversified as possible in the kinds of energy you can use to power computation for AI. Uh, it's, most people say, can you use any form of energy to power AI. That's actually not true, because if you're running a cluster for training and you bring it up and you start running a training job. Uh, the spike that you have with that computation draws so much energy that you can't handle that from, uh, some forms of energy production. So one is diversifying those. Second, being super efficient in how we reuse energy within the data center itself, so that you're not just bringing energy once in the data center, but the thermodynamic exchange can be super efficiently done and used. And third, some new fundamental technologies to actually create energy in new forms, and we're working on all three of them. Since you often ask, where are we applying AI, we're using applying AI, the control systems that monitor the thermodynamics in our data centers are all governed by our AI platform. The dog fooding, as we like to call it, right? Um, let's talk about the, the TPUs, the custom silicon that that Google is working on. Again, another trend, all the big tech providers, the hyper scales are very into the custom silicon thing. What role does that play for your business forward? You're already using it. You have been for a while. Um, are you trying to, you know, eliminate all of the chips from other vendors or is it in certain circumstances, where does the, the TPU roadmap go vis a vis your business? We've, I mean, we've worked on TPUs since 2014. That's right. So a long time before AI was fashionable, we were working on, on the silicate. And we kept investing in it because we fundamentally believed that you can change the design of an accelerator, which is what a TPU system is in fundamental ways. Uh, we offered that to our customers through our cloud. Ah, many companies are using it. Many of the top labs use it, many of the unicorns use it. And we are now broadening it to support new forms of computation. So for example, capital markets firms are switching from numerical computing to inference, and they're using it. There's people in high-performance computing, there's people in molecular simulation, energy simulation. So there's a variety of different domains. And at the same time we worked very closely with a number of companies on adopting and making our technology work amazingly well on GPUs, most importantly Nvidia. We've optimized Gemini and our models on it, and so that's been a long term partnership as well. Um, I wanna ask you one more question, but I, I, I do want to come to the audience as well. So, uh, just give me one more and then I'll come to you, um. I was going to ask you about that very, that very company in fact. So, uh, Jensen, Jensen Wong, the CEO of Nvidia, um. If he were sitting here right now, would he say that he was Excited and thrilled about the TPU roadmap that Google has, or is he concerned that it's going to harm his business? You should ask him. Oh, wow. No, but truly, I mean the, the big push for custom silicon. The big push for custom silicon threatens the business of, of these, of, of the, of the other chip makers. Obviously you need a chip maker to make the TPUs, a contract chip maker. Jensen is a great partner of ours. We've done work for a very long time. You know, I'll, I'll give you an example of the kind of work we've done. For a long time, if you wanted a, uh, a model that was uh an LLM that had a closed weights and didn't share the weights. But you had information in your data center that you wanted to hook up to it, and you wanted to bring the model into your data center, you could not do it. He asked, he gave us the idea and we worked for 3 or 4 years now to really optimize Gemini. And you know, earlier this year, we announced that you can take Gemini and run it on an Nvidia GP cluster anywhere. And we have to do it while protecting our model weights and our intellectual property, and that's an example of a joint project. We work with them on compilers, workload management, there's many, many things. Because I think there's there's way too much in the press on. It's a zero-sum game, when in fact, for those of us who have been working on AI infrastructure, there's many different kinds of chips and systems that are optimized for many different kinds of models. And as the market grows, we're creating opportunity for everybody. Yeah, yeah, understood. All right, let's go to the audience for questions. Forgive me, it is rather bright. Yes, right up here in the front, wait for a mic, and then your name and who you're with. Thank you. Hello. There we go. Hi, I'm Ash from Adeline. Um, Google works with a lot of customers through solutions engineers and getting them to implement LLMs within their organizations, customers, enterprises. And some of these customers, I'm sure they go through the journey of trying to build something but don't come to the other side, meaning it doesn't work for some reason or last minute it gets pulled back. What are the reasons from your perspective that enterprises today still struggle to push something out, either as an internal tool or to their customers, and what will we need to do as a market to kind of get them over the hump? Thank you for that briefly, Thomas. Typically, it's one of 3 things. They didn't design the architecture right. Second, they didn't clean up the data. Third, they didn't test the model and think about things like security, and if the model gets compromised, ah, how to handle it. Uh, and lastly, we've seen often, they didn't, because they didn't think of the problem the right way, they didn't think about how to measure the return on investment on it. There you go. Check yourself before you wreck yourself. One more, please. Your name and who you're with. Hi, Julie Morris, um, thought leadership for cybersecurity, etc. Um, thank you so much for this. I'm curious, so Google Cloud acquired or Google acquired Wiz, um, biggest acquisition, um, but there's still this big gap around model security and Uh, I'm curious, is Google Cloud going to try to step into any of that to do more? We, I think we are working on two different dimensions on, uh, with AI. One is how to protect against threats that are created using AI models, and second, how to protect AI models themselves. Uh, because a lot of company-specific data is now inside these models, and people are always worried about somebody hijacking them and taking access to the data. We have a lot of deep science work going on at Google on both dimensions, and you'll see us present more and more of it as we go forward. There you go. Thank you very much, Thomas. Thank you so much for coming back to Brainstorm. A round of applause for him. Thank you. Thank you so very much.

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