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How to vet software developer candidates in the age of AI coding tools

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When Intuit chief technology officer Alex Balazs was getting his undergraduate mechanical engineering degree at Kettering University more than three decades ago, he recalls the Michigan school’s professors being split on whether they’d let students use calculators in class.

“And now, when you think about it, of course you use a calculator,” says Balazs.

Similarly, he believes today’s AI coding assistants that help developers write software will gain broad acceptance in schools and the workplace. In response, he said Intuit is reevaluating how it tests potential engineering hires during the interviews.

One expected change is that the coding exercises will be more complicated, requiring that candidates solve bigger problems, with the expectation that those candidates will use AI tools to complete some of those tasks. “Because when they arrive inside Intuit, that’s how we expect them to work,” says Balazs.

AI coding tools like GitHub Copilot, Cursor, and Windsurf have rapidly grown in popularity, especially among more junior software developers and engineers. Veteran workers, in contrast, are more pessimistic about the tools and the impact of AI on their jobs, according to surveys.

CTOs and chief information officers frequently laud the big productivity gains the coding assistants provide and the help they give employees in getting off to a faster start at their new jobs as they learn company-specific programming languages. Usage rates, which many CIOs and CTOs have been closely monitoring, have increased steadily over time.

With new tools comes a rethinking of the skills required for an AI-enabled developer workforce, says Deborah Golden, chief innovation officer at accounting and consulting giant Deloitte. It will be less important for engineers to memorize application programming interfaces (APIs), the rules that let software applications communicate with each other, and more critical for them to show good judgement on the job, including determining if there are any risks or bias in AI-written code.

“AI doesn’t just level the playing field, it tilts towards those that can adapt quickly,” says Golden. For both new college graduates and more established working professionals, embracing AI means “anybody can be left behind the same way that anybody can leap forward,” she adds.

Several CEOs of major corporations have said that 20% to 30% of code written within their companies is being done by AI tools. But those claims should be taken with a grain of salt, according to Andrew Rabinovich, the head of AI and machine learning at online freelancer marketplace Upwork. “The numbers can be highly inflated because it’s verbose,” says Rabinovich, referring to AI coding assistants regularly churning out unnecessary lines of code.

He also says coding assistants aren’t good at personalization, or gearing what they write to the tastes of more senior software engineers. Some of those managers may reject AI-written code if not presented the way they like it.

“The older or the more experienced of a software engineer you are, the more habits and rules you impose on the LLM in order to be satisfactory,” says Rabinovich. “But if you’re a junior software engineer, it’s kind of an open playing field, and you’re like, ‘I’m okay with everything, as long as it gets the job done.’”

Brendan Humphreys, the CTO of Australian software maker Canva, says some in the industry have expressed concern about “cheating” during the interview process, with candidates using AI tools to mask how well they can write code. “We think that’s the wrong framing,” says Humphreys. “Software engineering as a job has fundamentally changed. And you need to now demonstrate that you can have competency in using these tools to accelerate your output.”

With that in mind, Humphreys has changed Canva’s assessment criteria to make it tougher, yet more ambiguous—meaning job prospects cannot just feed inputs into LLMs to get a response that would satisfy Canva’s expectations. “You’re going to have to work with an AI intelligently and we want to see that competency,” adds Humphreys.

Autodesk CTO Raji Arasu points to an AI jobs report published last week by the design software company that found mentions of AI skills in U.S. job listings increased 56% in the first four months of 2025 versus last year’s level for the design and make industries, which includes construction, architecture, and engineering. With AI being adopted across more kinds of work, Arasu says she’s seen “the initial fear has been replaced with enthusiasm to try and dabble and experiment in new ways.”

That’s led Autodesk to embrace more adaptability, actively encouraging software developers to be less siloed on specific projects. “We’re creating an environment within our company where it’s okay for you to disrupt another team’s work,” says Arasu.

Nikhil Krishnan, senior vice president and CTO of data science for the enterprise AI software company C3 AI, says his business almost always conducts in-person interviews, so there’s little risk that candidates are cheating with AI tools unless C3 wants to test them on how to solve a problem with an AI coding assistant.

He prioritizes problem solving and reasoning skills and is on the hunt for candidates who have curiosity, a passion to learn, can show their ability to absorb new information, and work well on a team. With those skills in mind, Krishnan says C3 AI has a bias toward more senior candidates.

“I do see a world where it becomes harder and harder, as a junior entry-level software engineer, to land that first opportunity,” says Krishnan. “We certainly find that we are much more careful about who we’re hiring.”

John Kell

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Special Digital Issue: AI at Work

Fortune recently unveiled a new ongoing series, Fortune AIQ, dedicated to navigating AI’s real-world impactOur second collection of stories make up a special digital issue of Fortune in which we explore how technology is already changing the way the biggest companies do business in finance, law, agriculture, manufacturing, and more.

  • These companies are rolling up their sleeves to implement AI. Read more
  • AI avatars are here in full force—and they’re serving some of the world’s biggest companies. Read more
  • Will AI hold up in court? Attorneys say it’s already changing the practice of law. Read more
  • Banking on AI: Firms such as BNY balance high risk with the potential for transformative tech. Read more
  • Recycling has been a flop, financially. AMP Robotics is using AI to make it pay off. Read more
  • AI on the farm: The startup helping farmers slash losses and improve cows’ health. Read more
  • Can AI help America make stuff again? Read more

NEWS PACKETS

CIOs, CTOs see big pay jumps amid AI boom. The Wall Street Journal reports that the top technologists at U.S. companies are enjoying far bigger paychecks, at a time when many of these leaders have taken on far more oversight steering AI investments and strategy. The base compensation for CIOs grew 15% to 30% in 2024 from the prior year, according to different estimates shared by executive recruiter firms Heller Search Associates and Korn Ferry. Meanwhile, separate data from C-Suite Comp, an executive compensation governance firm, determined that the median pay for 3,930 CTOs at public companies rose nearly 31% in 2024 from the previous year, to roughly $2.4 million. “The reason total compensation is rising is because fear, uncertainty, doubt and desperation has entered the board and executive suite,” Martha Heller, CEO of Heller Search Associates, tells WSJ. “They finally, with a push in AI, understand that this CIO role is important.”

Intuit, Google among tech giants to unveil new AI agentic tools. Salesforce, Google, and Cursor were among the technology companies to unveil new agentic AI-products, which can autonomously complete multi-step tasks with little to no human oversight. One of the more splashy launches came from TurboTax-owner Intuit, which hosted a big event in New York City focused on AI agents that are now embedded into business software platform QuickBooks and can assist with accounting, payments, managing customer relationships, and financial analysis. Intuit’s CTO Balazs tells CIO Intelligence these innovations represent a rethinking that’s less about upgrading software with new features and more centered on crafting AI systems that can mimic human tasks. “The future of this feels more like a service than it does using software,” says Balazs. “The better the AI gets, the better the agents get.”

Apple weighs using third-party AI models for a new version of Siri. Bloomberg reports that Apple is talking with AI hyperscalers Anthropic and OpenAI to use their LLMs for Siri, the digital assistant that’s featured in the company’s iPhone, Apple TV, and other hardware devices. If Apple were to rely on external expertise rather than internally developed AI, it would indicate that Apple is lagging behind other tech giants like Microsoft and Google. Bloomberg says that Apple’s exploration of third-party models is still at an early stage and that the company is still actively developing an internal project called LLM Siri. The news comes a little more than a week after reports that Apple held internal discussions about a potential acquisition of Perplexity AI, an AI search startup that Meta Platforms also explored for a takeover offer before investing $14.3 billion in Scale AI.

PwC cuts prices as clients point out that AI is saving staff time. Dan Priest, chief AI officer of Big Four accounting firm PricewaterhouseCoopers, told Bloomberg that clients have asked to share in the benefits of AI in the form of lower prices. “Clients would hear us talking about using AI and say, ‘We want our fair share of those efficiencies,’” says Priest. Because consulting firms charge clients based on the time they spend on projects, new generative AI tools could upend that business model for PwC and rivals including Deloitte, KPMG, and Ernst & Young. Priest adds that the biggest benefits that PwC’s clients get from AI is more than price, “it’s the ability to move faster, operate smarter, and trust the results.”

ADOPTION CURVE

Frontline workers embrace of AI tools stalls. Boston Consulting Group’s annual “AI at Work” global survey of more than 10,600 employees found that across all respondents, 72% of workers report regular use of AI, meaning they use AI tools several times a week or daily. But a persistent gap remains between frontline workers, who saw regular use dip to 51% in 2025 from 52% the prior year, and their managers, who reported a 14 percentage point increase to 78% in 2025. Use by top leaders fell one percentage point, but ranked highest overall, at 85%.

David Martin, a BCG managing director and senior partner and co-author of the report, tells Fortune that some frontline roles aren’t well suited for generative AI and that the tools available may need improve to better meet workers’ needs. Still, Martin says BCG was surprised to see the stagnant usage for frontline workers. “What we’re really seeing drive that is you still have employees expressing they don’t feel skilled or trained enough to use it,” says Martin. “There are companies that still have opportunities to improve from a leadership perspective.”

The survey found that only one-third of employees say they’ve been properly trained on AI. BCG says that regular use leaps when employees receive at least five hours of training and have access to in-person training and coaching. Peer-to-peer skills sharing, which is when prolific AI users share tips with their team members that aren’t as adept at using these tools, is also helpful. 

Courtesy of Boston Consulting Group

JOBS RADAR

Hiring:

Grant Thornton is seeking a CTO, senior director, based in one of the firm’s office locations, including New York City and Los Angeles. Posted salary range: $206.3K-$395.4K/year.

Understood.org is seeking a VP of engineering, based in New York City. Posted salary range: $300K-$330K/year.

Digital Remedy is seeking a SVP of technology, based in New York City. Posted salary range: $275K-$320K/year.

Everest is seeking a head of finance technology, based in Warren, NJ. Posted salary range: $200K-$240K/year.

Hired:

Best Buy (No. 108 on the Fortune 500) has appointed Neal Sample as the electronics retailer’s chief digital and technology officer, succeeding Brian Tilzer. Sample was most recently EVP and CIO of pharmacy retailer Walgreens Boots Alliance. He has also served as CIO of Northwestern Mutual and Express Scripts, and has held senior leadership roles at American Express and eBay.

Danaher (No. 180 on the Fortune 500) promoted Martin Stumpe to chief technology and AI officer, effective October 1, reporting directly to EO Rainer Blair. Stumpe joined the manufacturing conglomerate in 2024 as chief data and AI officer from health technology company Tempus, where he spearheaded AI initiatives. Prior to that, Stumpe founded a cancer pathology project at Google.

News Corp (No. 414 on the Fortune 500) promoted Julian Delany to EVP and CTO, succeeding David Kline, who is departing the media giant. Delany joined News Corp Australia in 2021 and was most recently CTO of that division. Before that, he worked in live broadcast operations at Australian television company Foxtel.

Every Friday morning, the weekly Fortune 500 Power Moves column tracks Fortune 500 companies C-suite shiftssee the most recent edition.

Bloomin’ Brands announced Rafael Sanchez as SVP and CIO, effective June 30. He joins the Outback Steakhouse and Bonefish Grill restaurant operator from Davidson Hospitality Group, where Sanchez was senior technology advisor and interim CIO. He was also previously CIO at Six Flags and Feld Entertainment and held senior roles at Carnival and Burger King.

A.O. Smith appointed Ming Cheng to VP and CTO, replacing Bob Heideman, who has been with the water heater manufacturer since 1994 and will stay with the company through September 1. Cheng will join A.O. Smith on July 7 after most recently serving as a SVP of research and development for manufacturing giant 3M.

Frontdoor announced that Bala Ganesh has been appointed SVP and CTO, effective July 14. Ganesh was previously a member of Frontdoor’s board since July 2023 and will resign from that position at the end of June. He joins the home repair and warranties provider after previously serving as CTO at e-commerce delivery logistics provider OnTrac Logistics.

Trucordia appointed Rajeev Khanna as CIO, joining in the Utah-based insurance brokerage after most recently serving as global CTO for British-American insurance company Aon. Prior to Aon, Khanna held key leadership roles at travel technology company Expedia Group and IT services provider Asurion.

Orion appointed Valli Nachiappan to the role of CTO, where she will accelerate the delivery of emerging technologies like AI for the technology provider for financial advisory firms. Nachiappan was most recently VP of engineering at software-as-a-service provider Zendesk. She also previously held senior leadership positions at real estate tech provider Zaplabs and payment processing company Yapstone.

MediaAlpha promoted Amy Yeh as CTO, succeeding co-founder Eugene Nonko, who was CTO since the insurance technology provider’s inception in 2011. Nonko will remain at MediaAlpha in the newly created role of chief architect and will continue serving on the company’s board. Yeh joined MediaAlpha in 2015 and was most recently SVP of technology. 

Alteryx appointed Arvind Krishnan as CTO, where he will lead the software company’s engineering organization. Prior to joining Alteryx, Krishnan was CTO at Bluecore, a tech provider that focuses on personalized marketing for e-commerce, and also held senior leadership roles at Salesforce.

Soyrn named Jud Valeski as CTO, overseeing the online publisher technology company’s data science, engineering, and technology capabilities. Valeski was previously a general manager at Honey Science, an online coupon finder that PayPal acquired for $4 billion in 2020. He was also previously the CTO and co-founder of data startup Gnip, which was acquired in 2014 by Twitter, now known as X.



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Senate Dems’ plan to fix Obamacare premiums adds nearly $300 billion to deficit, CRFB says

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The Committee for a Responsible Federal Budget (CRFB) is a nonpartisan watchdog that regularly estimates how much the U.S. Congress is adding to the $38 trillion national debt.

With enhanced Affordable Care Act (ACA) subsidies due to expire within days, some Senate Democrats are scrambling to protect millions of Americans from getting the unpleasant holiday gift of spiking health insurance premiums. The CRFB says there’s just one problem with the plan: It’s not funded.

“With the national debt as large as the economy and interest payments costing $1 trillion annually, it is absurd to suggest adding hundreds of billions more to the debt,” CRFB President Maya MacGuineas wrote in a statement on Friday afternoon.

The proposal, backed by members of the Senate Democratic caucus, would fully extend the enhanced ACA subsidies for three years, from 2026 through 2028, with no additional income limits on who can qualify. Those subsidies, originally boosted during the pandemic and later renewed, were designed to lower premiums and prevent coverage losses for middle‑ and lower‑income households purchasing insurance on the ACA exchanges.

CRFB estimated that even this three‑year extension alone would add roughly $300 billion to federal deficits over the next decade, largely because the federal government would continue to shoulder a larger share of premium costs while enrollment and subsidy amounts remain elevated. If Congress ultimately moves to make the enhanced subsidies permanent—as many advocates have urged—the total cost could swell to nearly $550 billion in additional borrowing over the next decade.

Reversing recent guardrails

MacGuineas called the Senate bill “far worse than even a debt-financed extension” as it would roll back several “program integrity” measures that were enacted as part of a 2025 reconciliation law and were intended to tighten oversight of ACA subsidies. On top of that, it would be funded by borrowing even more. “This is a bad idea made worse,” MacGuineas added.

The watchdog group’s central critique is that the new Senate plan does not attempt to offset its costs through spending cuts or new revenue and, in their view, goes beyond a simple extension by expanding the underlying subsidy structure.

The legislation would permanently repeal restrictions that eliminated subsidies for certain groups enrolling during special enrollment periods and would scrap rules requiring full repayment of excess advance subsidies and stricter verification of eligibility and tax reconciliation. The bill would also nullify portions of a 2025 federal regulation that loosened limits on the actuarial value of exchange plans and altered how subsidies are calculated, effectively reshaping how generous plans can be and how federal support is determined. CRFB warned these reversals would increase costs further while weakening safeguards designed to reduce misuse and error in the subsidy system.

MacGuineas said that any subsidy extension should be paired with broader reforms to curb health spending and reduce overall borrowing. In her view, lawmakers are missing a chance to redesign ACA support in a way that lowers premiums while also improving the long‑term budget outlook.

The debate over ACA subsidies recently contributed to a government funding standoff, and CRFB argued that the new Senate bill reflects a political compromise that prioritizes short‑term relief over long‑term fiscal responsibility.

“After a pointless government shutdown over this issue, it is beyond disappointing that this is the preferred solution to such an important issue,” MacGuineas wrote.

The off-year elections cast the government shutdown and cost-of-living arguments in a different light. Democrats made stunning gains and almost flipped a deep-red district in Tennessee as politicians from the far left and center coalesced around “affordability.”

Senate Minority Leader Chuck Schumer is reportedly smelling blood in the water and doubling down on the theme heading into the pivotal midterm elections of 2026. President Donald Trump is scheduled to visit Pennsylvania soon to discuss pocketbook anxieties. But he is repeating predecessor Joe Biden’s habit of dismissing inflation, despite widespread evidence to the contrary.

“We fixed inflation, and we fixed almost everything,” Trump said in a Tuesday cabinet meeting, in which he also dismissed affordability as a “hoax” pushed by Democrats.​

Lawmakers on both sides of the aisle now face a politically fraught choice: allow premiums to jump sharply—including in swing states like Pennsylvania where ACA enrollees face double‑digit increases—or pass an expensive subsidy extension that would, as CRFB calculates, explode the deficit without addressing underlying health care costs.



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Netflix–Warner Bros. deal sets up $72 billion antitrust test

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Netflix Inc. has won the heated takeover battle for Warner Bros. Discovery Inc. Now it must convince global antitrust regulators that the deal won’t give it an illegal advantage in the streaming market. 

The $72 billion tie-up joins the world’s dominant paid streaming service with one of Hollywood’s most iconic movie studios. It would reshape the market for online video content by combining the No. 1 streaming player with the No. 4 service HBO Max and its blockbuster hits such as Game Of ThronesFriends, and the DC Universe comics characters franchise.  

That could raise red flags for global antitrust regulators over concerns that Netflix would have too much control over the streaming market. The company faces a lengthy Justice Department review and a possible US lawsuit seeking to block the deal if it doesn’t adopt some remedies to get it cleared, analysts said.

“Netflix will have an uphill climb unless it agrees to divest HBO Max as well as additional behavioral commitments — particularly on licensing content,” said Bloomberg Intelligence analyst Jennifer Rie. “The streaming overlap is significant,” she added, saying the argument that “the market should be viewed more broadly is a tough one to win.”

By choosing Netflix, Warner Bros. has jilted another bidder, Paramount Skydance Corp., a move that risks touching off a political battle in Washington. Paramount is backed by the world’s second-richest man, Larry Ellison, and his son, David Ellison, and the company has touted their longstanding close ties to President Donald Trump. Their acquisition of Paramount, which closed in August, has won public praise from Trump. 

Comcast Corp. also made a bid for Warner Bros., looking to merge it with its NBCUniversal division.

The Justice Department’s antitrust division, which would review the transaction in the US, could argue that the deal is illegal on its face because the combined market share would put Netflix well over a 30% threshold.

The White House, the Justice Department and Comcast didn’t immediately respond to requests for comment. 

US lawmakers from both parties, including Republican Representative Darrell Issa and Democratic Senator Elizabeth Warren have already faulted the transaction — which would create a global streaming giant with 450 million users — as harmful to consumers.

“This deal looks like an anti-monopoly nightmare,” Warren said after the Netflix announcement. Utah Senator Mike Lee, a Republican, said in a social media post earlier this week that a Warner Bros.-Netflix tie-up would raise more serious competition questions “than any transaction I’ve seen in about a decade.”

European Union regulators are also likely to subject the Netflix proposal to an intensive review amid pressure from legislators. In the UK, the deal has already drawn scrutiny before the announcement, with House of Lords member Baroness Luciana Berger pressing the government on how the transaction would impact competition and consumer prices.

The combined company could raise prices and broadly impact “culture, film, cinemas and theater releases,”said Andreas Schwab, a leading member of the European Parliament on competition issues, after the announcement.

Paramount has sought to frame the Netflix deal as a non-starter. “The simple truth is that a deal with Netflix as the buyer likely will never close, due to antitrust and regulatory challenges in the United States and in most jurisdictions abroad,” Paramount’s antitrust lawyers wrote to their counterparts at Warner Bros. on Dec. 1.

Appealing directly to Trump could help Netflix avoid intense antitrust scrutiny, New Street Research’s Blair Levin wrote in a note on Friday. Levin said it’s possible that Trump could come to see the benefit of switching from a pro-Paramount position to a pro-Netflix position. “And if he does so, we believe the DOJ will follow suit,” Levin wrote.

Netflix co-Chief Executive Officer Ted Sarandos had dinner with Trump at the president’s Mar-a-Lago resort in Florida last December, a move other CEOs made after the election in order to win over the administration. In a call with investors Friday morning, Sarandos said that he’s “highly confident in the regulatory process,” contending the deal favors consumers, workers and innovation. 

“Our plans here are to work really closely with all the appropriate governments and regulators, but really confident that we’re going to get all the necessary approvals that we need,” he said.

Netflix will likely argue to regulators that other video services such as Google’s YouTube and ByteDance Ltd.’s TikTok should be included in any analysis of the market, which would dramatically shrink the company’s perceived dominance.

The US Federal Communications Commission, which regulates the transfer of broadcast-TV licenses, isn’t expected to play a role in the deal, as neither hold such licenses. Warner Bros. plans to spin off its cable TV division, which includes channels such as CNN, TBS and TNT, before the sale.

Even if antitrust reviews just focus on streaming, Netflix believes it will ultimately prevail, pointing to Amazon.com Inc.’s Prime and Walt Disney Co. as other major competitors, according to people familiar with the company’s thinking. 

Netflix is expected to argue that more than 75% of HBO Max subscribers already subscribe to Netflix, making them complementary offerings rather than competitors, said the people, who asked not to be named discussing confidential deliberations. The company is expected to make the case that reducing its content costs through owning Warner Bros., eliminating redundant back-end technology and bundling Netflix with Max will yield lower prices.



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The rise of AI reasoning models comes with a big energy tradeoff

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Nearly all leading artificial intelligence developers are focused on building AI models that mimic the way humans reason, but new research shows these cutting-edge systems can be far more energy intensive, adding to concerns about AI’s strain on power grids.

AI reasoning models used 30 times more power on average to respond to 1,000 written prompts than alternatives without this reasoning capability or which had it disabled, according to a study released Thursday. The work was carried out by the AI Energy Score project, led by Hugging Face research scientist Sasha Luccioni and Salesforce Inc. head of AI sustainability Boris Gamazaychikov.

The researchers evaluated 40 open, freely available AI models, including software from OpenAI, Alphabet Inc.’s Google and Microsoft Corp. Some models were found to have a much wider disparity in energy consumption, including one from Chinese upstart DeepSeek. A slimmed-down version of DeepSeek’s R1 model used just 50 watt hours to respond to the prompts when reasoning was turned off, or about as much power as is needed to run a 50 watt lightbulb for an hour. With the reasoning feature enabled, the same model required 7,626 watt hours to complete the tasks.

The soaring energy needs of AI have increasingly come under scrutiny. As tech companies race to build more and bigger data centers to support AI, industry watchers have raised concerns about straining power grids and raising energy costs for consumers. A Bloomberg investigation in September found that wholesale electricity prices rose as much as 267% over the past five years in areas near data centers. There are also environmental drawbacks, as Microsoft, Google and Amazon.com Inc. have previously acknowledged the data center buildout could complicate their long-term climate objectives

More than a year ago, OpenAI released its first reasoning model, called o1. Where its prior software replied almost instantly to queries, o1 spent more time computing an answer before responding. Many other AI companies have since released similar systems, with the goal of solving more complex multistep problems for fields like science, math and coding.

Though reasoning systems have quickly become the industry norm for carrying out more complicated tasks, there has been little research into their energy demands. Much of the increase in power consumption is due to reasoning models generating much more text when responding, the researchers said. 

The new report aims to better understand how AI energy needs are evolving, Luccioni said. She also hopes it helps people better understand that there are different types of AI models suited to different actions. Not every query requires tapping the most computationally intensive AI reasoning systems.

“We should be smarter about the way that we use AI,” Luccioni said. “Choosing the right model for the right task is important.”

To test the difference in power use, the researchers ran all the models on the same computer hardware. They used the same prompts for each, ranging from simple questions — such as asking which team won the Super Bowl in a particular year — to more complex math problems. They also used a software tool called CodeCarbon to track how much energy was being consumed in real time.

The results varied considerably. The researchers found one of Microsoft’s Phi 4 reasoning models used 9,462 watt hours with reasoning turned on, compared with about 18 watt hours with it off. OpenAI’s largest gpt-oss model, meanwhile, had a less stark difference. It used 8,504 watt hours with reasoning on the most computationally intensive “high” setting and 5,313 watt hours with the setting turned down to “low.” 

OpenAI, Microsoft, Google and DeepSeek did not immediately respond to a request for comment.

Google released internal research in August that estimated the median text prompt for its Gemini AI service used 0.24 watt-hours of energy, roughly equal to watching TV for less than nine seconds. Google said that figure was “substantially lower than many public estimates.” 

Much of the discussion about AI power consumption has focused on large-scale facilities set up to train artificial intelligence systems. Increasingly, however, tech firms are shifting more resources to inference, or the process of running AI systems after they’ve been trained. The push toward reasoning models is a big piece of that as these systems are more reliant on inference.

Recently, some tech leaders have acknowledged that AI’s power draw needs to be reckoned with. Microsoft CEO Satya Nadella said the industry must earn the “social permission to consume energy” for AI data centers in a November interview. To do that, he argued tech must use AI to do good and foster broad economic growth.



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