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22-year-old AI CEO behind ‘friend.com’ necklace welcomes graffiti on his $1 million ad campaign: ‘Capitalism is the greatest artistic medium’

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If you take the subway in New York City, or drive a car in Los Angeles, you’ve seen the ads for friend.com.

“I’ll binge the entire series with you.”
“I’ll never leave dirty dishes in the sink.”
“I’ll never bail on dinner plans.”

The slogans are simple, intimate, needy and impossible to avoid. Friend.com is the biggest campaign in the New York City subway this year, according to OUTFRONT, an MTA billboard marketing agency. 

The AI wearable has 11,000 “always on” advertisements in the MTA, some covering a whole train station. Avi Schiffmann, the 22-year-old founder and creator of Friend, told Fortune that it cost him $1 million —an enormous outlay for a startup with barely $7 million in venture capital.

The product itself is simple: a microphone, a Bluetooth chip, and an always-listening mode that pings Google’s Gemini AI to generate responses and store “memories” in a visual graph. The pendant is manufactured in Toronto and marketed as “your closest confidant.” About 3,000 units have been sold, with 1,000 shipped so far, generating roughly $348,000 in revenue—much of which, Schiffman said, was burned on manufacturing and marketing. “I don’t have that much money left,” he admitted.

But Schiffmann doesn’t care about the skeptics, or even about profitability. “Profitability is ideal,” he says, “but right now it costs me an unfathomable amount of money if you actually use the product.” 

Schiffmann said he sees Friend as “an expression of my early 20s” — down to the materials. He obsessed over the fidget-friendly circular shape, pushed his industrial designers to copy the paper stock of one of his favorite CDs for the user manual, and insisted the packaging be printed only in English and French—because he’s French.

“You can ask about any aspect of it, and I can tell you a specific detail,” he said. “It’s just what I like and what I don’t like … an amalgamation of my tastes at this point in time.”

Victoria Mottesheard, a vice president of marketing at Outfront, the billboard marketing agency Schiffmann worked with for the advertisements, told Fortune the campaign was “taking over”  the Gotham underworld, as well as over 500 bus shelters in Los Angeles.

“Everyone’s talking about it,” Mottesheard said.

And they are – but not necessarily in a positive light. Within days, the posters became a magnet for graffiti. Some doodles were harmless, but plenty look like protest art: “AI doesn’t care if you live or die.” “Surveillance capitalism.” “AI will promote suicide if prompted.” Posts about the ads, and the graffiti, are everywhere on social media.

Most founders would cringe at that kind of backlash, but Schiffmann called it “artistically validating.” The white space in the ads was intentional, he claimed—the vandalism was part of the plan. “The audience completes the work,” he said, beaming. “Capitalism is the greatest artistic medium.”

To Schiffmann, the vandalized billboards aren’t defacement: they’re proof that his subway takeover is working exactly as intended. The goal, he says, isn’t just to sell a $129 AI pendant. It’s to provoke a cultural moment about what counts as friendship in the age of artificial intelligence.

The fine print

First, though, comes the fine print. The AI version of a friend comes with more than just packaging and a charger — it has paperwork. Friend’s terms require waiving the right to jury trials, class actions, and court proceedings, funneling disputes into arbitration in San Francisco. Buried within are clauses on “biometric data consent,” which grant the company permission to passively record audio and video, collect facial and voice data, and use these to train AI.

Schiffmann’s answer to the legal fine print is that Friend is a weird, first-of-its-kind product, so the terms are intentionally heavy. He told me the TOS is “a bit extreme” by design—“so I don’t have to keep editing it”—and that with a three-person team and pricey lawyers he’s avoiding extra legal exposure. (He said he’s not selling in Europe to duck the regulatory headache.)

He expects a fight eventually: “I think one day we’ll probably be sued, and we’ll figure it out. It’ll be really cool to see.”

He frames the “always listening” bits as speaker attribution, not surveillance.

“Technically, it’s not recording stuff — it’s really for an AI, not for a human,” he said. The pendant has a mic and, he claims, only listens when you feel the haptics; if the phone disconnects, “it’s not recording,” and they aren’t caching audio for later upload. He also said they’re not training models on user data right now: “Google’s not doing that for the API, and we’re not doing that… We’re saying it [in the TOS] so we’re covered, but we’re not doing it yet.”

On storage and access, he leans hard on the device as the gate. He described Friend as “a living YubiKey,” with the encryption key baked into the pendant itself; without it, “your data is completely inaccessible.”

Hence his blunt line: “If I smash your Friend with a hammer, your data is gone forever.” (He even told me a journalist’s husband actually smashed her pendant — which, by his design, nuked the memories.)

That swagger is part of the appeal for investors. Friend has raised money from Pace Capital, Caffeinated Capital, and Solana’s Yakovenko and Gokal, among others. The business model is still in flux—Schiffmann has floated accessories, AppleCare-style insurance, maybe subscriptions—but for now it’s all about attention. 

“I purchased the zeitgeist,” he said of the subway buy. He compares his subway tunnels to an “international destination” for AI culture, insisting the graffiti proves he’s succeeded.

Critics see something different. Suresh Venkatasubramanian, director for technology responsibility at Brown University, said that Friend is clearly an example of a frothy AI company, but he said it also bore a “pernicious” resemblance to a mostly forgotten early-20th-century fad: “radium necklaces.”

When Marie Curie’s glowing discovery of a new element first hit the market, jewelers embedded radium in pendants and bracelets and sold them as chic wellness accessories — until decades later, when people started dying of cancer.

“I look at Friend and I think, are we making the same mistake?” Venkatasubramanian told Fortune. “We’re rushing these intimacy-machines into people’s lives with no evidence they’re safe, or even helpful.”

The critique echoes larger skepticism in Silicon Valley, where hardware plays like Humane’s AI Pin and Rabbit’s R1 have already flopped. 

Avi Schiffmann, wunderkind

​​Schiffmann, since he was a teenager, has always had a knack for drawing spectacle. At just 17, he made the COVID-19 tracking website that tens of millions used each day, winning a Webby Award handed to him by Anthony Fauci. He dropped out of Harvard after one semester to build a refugee-housing site during the Ukraine war, claiming to connect 100,000 Ukrainians with homes. He’s spun up similar projects for earthquake victims in Turkey and for Black Lives Matter protests. Those quick, high-profile moves have given him a kind of bulletproof confidence. 

“You can just do things,” he told Fortune last year. “I don’t think I’m any smarter than anyone else, I just don’t have as much fear.”

Schiffmann claims the median user sends 238 messages a day to their pendant — more messages than you’d send to someone you’re dating, he noted. He frames this not as a productivity tool but as the dawn of “post-AGI companies,” building emotional products instead of utilitarian ones.

“My plans are measured in centuries,” he said with a smirk.

For now, though, Friend’s reality is glitchier. When a Fortune reporter tried it, it had lag, forgetfulness, random disconnections. Wired mocked its “annoying personality,”  which was modeled after Schiffmann, and he conceded he “lobotomized” the AI after complaints.

“Not everyone wants to be my friend,” he said.

“You’re not going to change the world that much if you make it slightly easier to order a pizza,” he said. “The future is digital relationships.”



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Construction workers are earning up to 30% more in the data center boom

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Big Tech’s AI arms race is fueling a massive investment surge in data centers with construction worker labor valued at a premium. 

Despite some concerns of an AI bubble, data center hyperscalers like Google, Amazon, and Meta continue to invest heavily into AI infrastructure. In effect, construction workers’ salaries are being inflated to satisfy a seemingly insatiable AI demand, experts tell Fortune.

In 2026 alone, upwards of $100 billion could be invested by tech companies into the data center buildout in the U.S., Raul Martynek, the CEO of DataBank, a company that contracts with tech giants to construct data centers, told Fortune.

In November, Bank of Americaestimated global hyperscale spending is rising 67% in 2025 and another 31% in 2026, totaling a massive $611 billion investment for the AI buildout in just two years.

Given the high demand, construction workers are experiencing a pay bump for data center projects.

Construction projects generally operate on tight margins, with clients being very cost-conscious, Fraser Patterson, CEO of Skillit, an AI-powered hiring platform for construction workers, told Fortune.

But some of the top 50 contractors by size in the country have seen their revenue double in a 12-month period based on data center construction, which is allowing them to pay their workers more, according to Patterson.

“Because of the huge demand and the nature of this construction work, which is fueling the arms race of AI… the budgets are not as tight,” he said. “I would say they’re a little more frothy.”

On Skillit, the average salary for construction projects that aren’t building data centers is $62,000, or $29.80 an hour, Patterson said. The workers that use the platform comprise 40 different trades and have a wide range of experience from heavy equipment operators to electricians, with eight years as the average years of experience.

But when it comes to data centers, the same workers make an average salary of $81,800 or $39.33 per hour, Patterson said, increasing salaries by just under 32% on average.

Some construction workers are even hitting the six-figure mark after their salaries rose for data center projects, according to The Wall Street Journal. And the data center boom doesn’t show any signs it’s slowing down anytime soon.

Tech companies like Google, Amazon, and Microsoft operate 522 data centers and are developing 411 more, according to The Wall Street Journal, citing data from Synergy Research Group. 

Patterson said construction workers are being paid more to work on building data centers in part due to condensed project timelines, which require complex coordination or machinery and skilled labor.

Projects that would usually take a couple of years to finish are being completed—in some instances—as quickly as six months, he said.

It is unclear how long the data center boom might last, but Patterson said it has in part convinced a growing number of Gen Z workers and recent college grads to choose construction trades as their career path.

“AI is creating a lot of job anxiety around knowledge workers,” Patterson said. “Construction work is, by definition, very hard to automate.”

“I think you’re starting to see a change in the labor market,” he added.



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Netflix cofounder started his career selling vacuums door-to-door before college—now, his $440 billion streaming giant is buying Warner Bros. and HBO

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Reed Hastings may soon pull off one of the biggest deals in entertainment history. On Thursday, Netflix announced plans to acquire Warner Bros.—home to franchises like Dune, Harry Potter, and DC Universe, along with streamer HBO Max—in a total enterprise value deal of $83 billion. The move is set to cement Netflix as a media juggernaut that now rivals the legacy Hollywood giants it once disrupted.

It’s a remarkable trajectory for Netflix’s cofounder, Hastings—a self-made billionaire who found a love for business starting as a teenage door-to-door salesperson.

“I took a year off between high school and college and sold Rainbow vacuum cleaners door to door,” Hastings recalled to The New York Timesin 2006. “I started it as a summer job and found I liked it. As a sales pitch, I cleaned the carpet with the vacuum the customer had and then cleaned it with the Rainbow.”

That scrappy sales job was the first exposure to how to properly read customers—an instinct that would later shape Netflix’s user-obsessed culture. After graduating from Bowdoin College in 1983, Hastings considered joining the Marine Corps but ultimately joined the Peace Corps, teaching math in Eswatini for two years. When he returned to the U.S., he obtained a master’s in computer science from Stanford and began his career in tech.

The idea for Netflix reportedly came a few years later in the late 1990s. After misplacing a VHS copy of Apollo 13 and getting hit with a $40 late fee at Blockbuster, Hastings began exploring a mail-order rental service. While it’s an origin story that has since been debated, it marked the start of a company that would reshape global entertainment.

Hastings stepped back as CEO in 2023 and now serves as Netflix’s chairman of the board. He has amassed a net worth of about $5.6 billion. He’d be even richer if he didn’t keep offloading his shares in the company and making record-breaking charitable donations.

Netflix’s secret for success: finding the right people

Hastings has long said that one of the biggest drivers of Netflix’s success is its focus on hiring and keeping exceptional talent.

“If you’re going to win the championship, you got to have incredible talent in every position. And that’s how we think about it,” he told CNBC in 2020. “We encourage people to focus on who of your employees would you fight hard to keep if they were going to another company? And those are the ones we want to hold onto.”

To secure top performers, Hastings said he was more than willing to pay for above-market rates. 

“With a fixed amount of money for salaries and a project I needed to complete, I had a choice: Hire 10 to 25 average engineers, or hire one ‘rock-star’ and pay significantly more than what I’d pay the others, if necessary,” Hastings wrote. “Over the years, I’ve come to see that the best programmer doesn’t add 10 times the value. He or she adds more like a 100 times.”

That mindset also guided Netflix’s leadership transition. When Hastings stepped back from the C-suite, the company didn’t pick a single successor—it picked two. Greg Peters joined Ted Sarandos as co-CEO in 2023.

“It’s a high-performance technique,” Hastings said, speaking about the co-CEO model. “It’s not for most situations and most companies. But if you’ve got two people that work really well together and complement and extend and trust each other, then it’s worth doing.”

Netflix’s stock has soared more than 80,000% since its IPO in 2002, adjusting for stock splits.

Netflix brought unlimited PTO into the mainstream

Netflix’s flexible workplace culture has also played a key role in its success, with Hastings often known for prioritizing time off to recharge. 

“I take a lot of vacation, and I’m hoping that certainly sets an example,” the former CEO said in 2015. “It is helpful. You often do your best thinking when you’re off hiking in some mountain or something. You get a different perspective on things.”

The company was one of the first to introduce unlimited PTO, a policy that many firms have since adopted. About 57% of retail investors have said it could improve overall company performance, according to a survey by Bloomberg. Critics have argued that such policies can backfire when employees feel guilty taking time off, but Hastings has maintained that freedom is core to Netflix’s identity. 

“We are fundamentally dedicated to employee freedom because that makes us more flexible, and we’ve had to adapt so much back from DVD by mail to leading streaming today,” Hastings said. “If you give employees freedom you’ve got a better chance at that success.”

Netflix’s other cofounder, Marc Randolph, embraced a similar philosophy of valuing work-life balance.

“For over thirty years, I had a hard cut-off on Tuesdays. Rain or shine, I left at exactly 5 p.m. and spent the evening with my best friend. We would go to a movie, have dinner, or just go window-shopping downtown together,” Randolph wrote in a LinkedIn post.

“Those Tuesday nights kept me sane. And they put the rest of my work in perspective.”



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‘This species is recovering’: Jaguar spotted in Arizona, far from Central and South American core

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The spots gave it away. Just like a human fingerprint, the rosette pattern on each jaguar is unique so researchers knew they had a new animal on their hands after reviewing images captured by a remote camera in southern Arizona.

The University of Arizona Wild Cat Research and Conservation Center says it’s the fifth big cat over the last 15 years to be spotted in the area after crossing the U.S.-Mexico border. The animal was captured by the camera as it visited a watering hole in November, its distinctive spots setting it apart from previous sightings.

“We’re very excited. It signifies this edge population of jaguars continues to come here because they’re finding what they need,” Susan Malusa, director of the center’s jaguar and ocelot project, said during an interview Thursday.

The team is now working to collect scat samples to conduct genetic analysis and determine the sex and other details about the new jaguar, including what it likes to eat. The menu can include everything from skunks and javelina to small deer.

As an indicator species, Malusa said the continued presence of big cats in the region suggests a healthy landscape but that climate change and border barriers can threaten migratory corridors. She explained that warming temperatures and significant drought increase the urgency to ensure connectivity for jaguars with their historic range in Arizona.

More than 99% of the jaguar’s range is found in Central and South America, and the few male jaguars that have been spotted in the U.S. are believed to have dispersed from core populations in Mexico, according to the U.S. Fish and Wildlife Service. Officials have said that jaguar breeding in the U.S. has not been documented in more than 100 years.

Federal biologists have listed primary threats to the endangered species as habitat loss and fragmentation along with the animals being targeted for trophies and illegal trade.

The Fish and Wildlife Service issued a final rule in 2024, revising the habitat set aside for jaguars in response to a legal challenge. The area was reduced to about 1,000 square miles (2,590 square kilometers) in Arizona’s Pima, Santa Cruz and Cochise counties.

Recent detection data supports findings that a jaguar appears every few years, Malusa said, with movement often tied to the availability of water. When food and water are plentiful, there’s less movement.

In the case of Jaguar #5, she said it was remarkable that the cat kept returning to the area over a 10-day period. Otherwise, she described the animals as quite elusive.

“That’s the message — that this species is recovering,” Malusa said. “We want people to know that and that we still do have a chance to get it right and keep these corridors open.”



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