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Can AI help America make stuff again? 

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There’s absolutely no room for error with the precision parts that MSP Manufacturing in Bloomington, Ind., makes for the aviation industry—including cases and clamps that hold a plane’s instruments securely in the cockpit, cooling vents for avionics, and switch guards to prevent pilots accidentally shutting down engines or, in fighter jets, launching missiles. 

To produce those crucial parts with sub-millimeter precision, MSP has long used CNC (computer numerical control) machines. These machines use mills, lathes, and drills to cut, shape, and bore metal to the exact specifications set by a human operator. 

But those highly trained operators are in short supply in the United States, with an aging industrial workforce and few younger workers with the necessary skills. And this is maddeningly time-consuming work: Programming one part into a CNC machine can take from an hour and a half to an entire day, says Johnny Goode, MSP’s president and chief operating officer. “We had about three [programmers],” Goode says. “And it was kind of a bottleneck.”

Then last year, Goode was at an aviation trade show in England when he saw something remarkable: a new kind of AI-powered software that could program a CNC machine to make one of those hour-and-a-half parts in just seven minutes. MSP’s human CNC operator then spent another 15 minutes refining the part manually. But the time savings was significant.

“I was like, holy snap, this is going to be a game changer,” Goode tells Fortune, adding that the return on investment seemed obvious. “Going from 90 minutes to 22 minutes is a big deal, and we’ve seen that get even better as we’ve learned to use the software more.”

The company behind that software is CloudNC, a London-based startup that’s part of a quiet revolution transforming American manufacturing. By using artificial intelligence to automate one of the most skilled and time-consuming aspects of factory work—programming the robots that cut metal parts—CloudNC is helping manufacturers overcome two critical challenges: a severe shortage of trained workers, and the pressure to produce parts faster and cheaper than ever before.

The skills crisis

The Trump Administration says it wants America to make stuff again—and its tariff policy is designed, in part, to push companies to “reshore” manufacturing jobs that they had moved to Asia and other low-wage countries over the past three decades.

But U.S. manufacturing is facing a severe labor shortage. A 2024 analysis of the U.S. industrial workforce by Deloitte and the Manufacturing Institute estimates that 1.9 million manufacturing jobs could go unfilled by 2033 due to skills shortages. And CNC operations is one of the areas with the largest skills deficit.

The roots of this crisis run deep. Nearly 70% of the machinist workforce is over the age of 45. And surveys have consistently shown that young people are uninterested in entering the manufacturing sector. A 2023 survey from the research firm Soter Analytics found that only 14% of Gen Z (people aged 13 to 28 currently) would consider a manufacturing job, with many in the cohort perceiving the sector to be unsafe and incompatible with the flexible working arrangements they value. 

Even for those willing to enter the field, training a new CNC programmer takes years. And the work requires extraordinary precision—mistakes can cost tens of thousands of dollars and damage expensive machinery.

Courtesy of CloudNC

“When I went into this business 10 years ago, people talked about a skills gap. Now they call it a skills crisis,” says Theo Saville, CloudNC’s cofounder and CEO. “There have been fewer machinists in industry every year for the last 35 years, give or take. The numbers keep going down, while the industrial production requirements keep going up.” Globally, the need for CNC machined parts is expected to grow about 10% annually over the next seven years, according to forecasts from the research firm Fortune Business Insights (which has no connection to Fortune), with the demand for high-precision parts in aerospace, telecom, and medical devices driving this trend. But many manufacturers don’t have enough CNC operators to keep up with the accelerating demand.

A submarine contest

Saville, CloudNC’s cofounder and CEO, hit upon the idea for the company as a mechanical engineering student at the University of Warwick in England. Saville and his fellow students had entered an annual competition that asks students to design and build a human-powered submarine and then pits these subs against one another in races held at the torpedo range of the U.S. Naval Surface Warfare Center in Carderock, Maryland. Saville’s team had 30 weeks to put their sub together, but hit a snag manufacturing the metal components they needed. To get the parts made, he says, “the lead time was 10 weeks.” The figure struck Saville as insane, he recalls, because he had seen 3D printers produce complex plastic parts overnight.

Meanwhile, Warwick’s engineering workshop had a CNC machine sitting idle. “I said, ‘It’s in front of me. Let me just use it.’ But, they said, ‘No, you need five years of training,’” he says. That, too, struck Saville as insane. 

With a minor in computer science and AI, Saville thought there had to be a better way to go from component design to CNC machine program than relying on a human manually coding all the steps. “We started with the belief that we should be able to press a button and get metal parts,” Saville says. “We didn’t realize how hard it was going to be.”

He didn’t convert the workship’s machine in time for the submarine contest: It took Saville and his cofounder Chris Emery, who is now CloudNC’s chief scientist, eight years to develop AI software that could master the complex operation of CNC machines. “I’ve got a machine that has hundreds of cutting tools. I can use one of those tools, or all 200 of them, and I can move them at any speed, in any direction, any angle, any advancement per revolution,” Saville says. “And then I’ve got [metal] chip buildup, I’ve got vibration, I’ve got heat. I’ve got different materials to consider. I’ve got the torque and the power of the machine and the limits of its axis speed. Basically there are like 30 subproblems inside that overall problem of “How do I make this part?”

CloudNC’s CAM software.

Courtesy of CloudNC

The solution CloudNC hit upon uses a combination of small AI models, each trained to solve just one of those subproblems, working in tandem with more standard software programs. It takes as its input a digital three-dimensional engineering drawing of a part, created using computer-aided manufacturing (CAM) software from any of several different vendors, including Autodesk, Siemens, or Sandvik

Here’s how it works on the factory floor: CloudNC’s “Cam Assist” AI software analyzes the part to be made, quickly running through hundreds to thousands of different ways a CNC machine could produce it, using a range of tools. “Then it’s going to start running optimizations,” Saville says, discarding inefficient approaches and looking for the ones that work best. Once it has hit upon a good approach, it develops the specific instruction set for the CNC machine to execute that strategy. A machine operator can then use a USB stick, or in some cases a network connection, to feed those instructions to the CNC machine.

Solving the data dilemma

Obtaining data to perfect these AI models is extremely difficult, Saville says. When it comes to the right approach for a brand-new part, the know-how exists only in the minds of the human CNC operators themselves. And while many manufacturers do save the programs for parts they have successfully made before, the fragmented nature of the manufacturing industry means that large datasets on how to make a diverse set of parts simply don’t exist. 

“Every factory’s data is completely its own,” Saville says. “The machine tool manufacturers don’t have it. The software providers don’t have it. Everyone is resolving the same problem every day in different buildings and not sharing.” 

And the data about how to make parts correctly is only part of what a company like CloudNC needs to build AI software for CNC machines. It is also helpful to know the mistakes, Saville says. What strategies didn’t work? Almost no manufacturers keep records of these mistaken approaches.

That’s why a lot of the secret sauce CloudNC used to build its AI models was brewed in a small manufacturing operation that CloudNC itself runs in Essex, to the East of London. Here, in a 15-person factory, the AI company operates a number of CNC machines making real components for paying customers. The data CloudNC captures in the process helps it improve its software.

Competing on time instead of price

While CloudNC has largely had the market for AI-powered CNC software to itself so far, competition is starting to emerge. Plyable, another U.K.-based entrant, is trying to build AI to automate some of the work CNC machines do—particularly creating molds and composite parts. Manukai, based in Zurich, Switzerland, is another AI startup targeting the CNC market. Meanwhile Fo​​rmlogic, a company that had helped make parts for SpaceX, closed its Pittsburgh headquarters and laid off most of its staff last year after failing to win enough business.

MSP’s Goode says his company’s CNC operators have readily taken to using CloudNC, and that it has even encouraged other employees to improve their CNC programming skills so that they can use the AI software. MSP has a rule that an operator needs to have experience producing a part on their own before they are allowed to use CloudNC’s software. “We’re getting better programmers now too,” he says. “So that was an unforeseen byproduct of CloudNC.”

Goode says that CloudNC has enabled MSP to use its CNC machines much more efficiently than in the past—and deploy its human CNC programmers more productively too. “Instead of having, you know, 10 programmers, or people just always programming, I can have a few, and they’re able to do more,” he says.

It has also enabled MSP to compete for orders that require rapid turnarounds, which the company would not have been able to fulfill before. “If they said less than three weeks, we wouldn’t have even quoted it before,” Goode says of rush orders. With the new AI system, he says, “We’ve taken on a couple mission critical parts for some Fortune 500 companies, as well as the [Department of Defense] directly, and got it in and out of here in less than two or three weeks—which, prior to CloudNC, was unheard of.”

What’s more, because MSP can charge a premium for delivering rush orders, the software has enabled MSP to increase its profit margins.

Scaling the solution

Saville declined to provide current sales and profit figures for CloudNC, but says CloudNC’s business has exploded over the past year, growing from “actively zero revenue just over a year ago” to “multiple millions” with hundreds of customers, mostly small to medium-sized machine shops across the United States. Financial filings with UK business registry Companies House show that the company had sales of about $3 million in 2024, but lost about $22 million.

CloudNC has received about $78 million in venture capital funding to date. This includes a $45 million funding round in 2022 that was led by Autodesk, with participation from Lockheed Martin and the fund British Patient Capital. Earlier investors, which included the London-based venture capital firm Atomico, as well as Episode 1 Venture and QVentures also participated in that financing. Ultimately, Saville says, his goal is “one-click manufacturing” where a customer could go directly from design idea to finished product in minutes or hours, instead of days or weeks.

That’s the kind of solution that might help American manufacturers close the looming skills gap and ensure that more things get “Made in America” again.



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SpaceX to offer insider shares at record-setting $800 billion valuation

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SpaceX is preparing to sell insider shares in a transaction that would value Elon Musk’s rocket and satellite maker at as much as $800 billion, people familiar with the matter said, reclaiming the title of the world’s most valuable private company. 

The details, discussed by SpaceX’s board of directors on Thursday at its Starbase hub in Texas, could change based on interest from insider sellers and buyers or other factors, said some of the people, who asked not to be identified as the information isn’t public. SpaceX is also exploring a possible initial public offering as soon as late next year, one of the people said. 

Another person briefed on the matter said that the price under discussion for the sale of some employees and investors’ shares is higher than $400 apiece, which would value SpaceX at between $750 billion and $800 billion. The company wouldn’t raise any funds though this planned sale, though a successful offering at such levels would catapult it past the record of $500 billion valuation achieved by OpenAI in October.

Elon Musk on Saturday denied that SpaceX is raising money at a $800 billion valuation without addressing Bloomberg’s reporting on the planned offering of insiders’ shares. 

“SpaceX has been cash flow positive for many years and does periodic stock buybacks twice a year to provide liquidity for employees and investors,” Musk said in a post on his social media platform X. 

The share sale price under discussion would be a substantial increase from the $212 a share set in July, when the company raised money and sold shares at a valuation of $400 billion. The Wall Street Journal and Financial Times earlier reported the $800 billion valuation target.

News of SpaceX’s valuation sent shares of EchoStar Corp., a satellite TV and wireless company, up as much as 18%. Last month, EchoStar had agreed to sell spectrum licenses to SpaceX for $2.6 billion, adding to an earlier agreement to sell about $17 billion in wireless spectrum to Musk’s company.

Subscribe Now: The Business of Space newsletter covers NASA, key industry events and trends.

The world’s most prolific rocket launcher, SpaceX dominates the space industry with its Falcon 9 rocket that lifts satellites and people to orbit.

SpaceX is also the industry leader in providing internet services from low-Earth orbit through Starlink, a system of more than 9,000 satellites that is far ahead of competitors including Amazon.com Inc.’s Amazon Leo.

Elite Group

SpaceX is among an elite group of companies that have the ability to raise funds at $100 billion-plus valuations while delaying or denying they have any plan to go public. 

An IPO of the company at an $800 billion value would vault SpaceX into another rarefied group — the 20 largest public companies, a few notches below Musk’s Tesla Inc. 

If SpaceX sold 5% of the company at that valuation, it would have to sell $40 billion of stock — making it the biggest IPO of all time, well above Saudi Aramco’s $29 billion listing in 2019. The firm sold just 1.5% of the company in that offering, a much smaller slice than the majority of publicly traded firms make available.

A listing would also subject SpaceX to the volatility of being a public company, versus private firms whose valuations are closely guarded secrets. Space and defense company IPOs have had a mixed reception in 2025. Karman Holdings Inc.’s stock has nearly tripled since its debut, while Firefly Aerospace Inc. and Voyager Technologies Inc. have plunged by double-digit percentages since their debuts.

SpaceX executives have repeatedly floated the idea of spinning off SpaceX’s Starlink business into a separate, publicly traded company — a concept President Gwynne Shotwell first suggested in 2020. 

However, Musk cast doubt on the prospect publicly over the years and Chief Financial Officer Bret Johnsen said in 2024 that a Starlink IPO would be something that would take place more likely “in the years to come.”

The Information, citing people familiar with the discussions, separately reported on Friday that SpaceX has told investors and financial institution representatives that it’s aiming for an IPO of the entire company in the second half of next year.

Read More: How to Buy SpaceX: A Guide for the Eager, Pre-IPO

A so-called tender or secondary offering, through which employees and some early shareholders can sell shares, provides investors in closely held companies such as SpaceX a way to generate liquidity.

SpaceX is working to develop its new Starship vehicle, advertised as the most powerful rocket ever developed to loft huge numbers of Starlink satellites as well as carry cargo and people to moon and, eventually, Mars.



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National Park Service drops free admission on MLK Day and Juneteenth while adding Trump’s birthday

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The National Park Service will offer free admission to U.S. residents on President Donald Trump’s birthday next year — which also happens to be Flag Day — but is eliminating the benefit for Martin Luther King Jr. Day and Juneteenth.

The new list of free admission days for Americans is the latest example of the Trump administration downplaying America’s civil rights history while also promoting the president’s image, name and legacy.

Last year, the list of free days included Martin Luther King Jr Day and Juneteenth — which is June 19 — but not June 14, Trump’s birthday.

The new free-admission policy takes effect Jan. 1 and was one of several changes announced by the Park Service late last month, including higher admission fees for international visitors.

The other days of free park admission in 2026 are Presidents Day, Memorial Day, Independence Day, Constitution Day, Veterans Day, President Theodore Roosevelt’s birthday (Oct. 27) and the anniversary of the creation of the Park Service (Aug. 25).

Eliminating Martin Luther King Jr. Day and Juneteenth, which commemorates the day in 1865 when the last enslaved Americans were emancipated, removes two of the nation’s most prominent civil rights holidays.

Some civil rights leaders voiced opposition to the change after news about it began spreading over the weekend.

“The raw & rank racism here stinks to high heaven,” Harvard Kennedy School professor Cornell William Brooks, a former president of the NAACP, wrote on social media about the new policy.

Kristen Brengel, a spokesperson for the National Parks Conservation Association, said that while presidential administrations have tweaked the free days in the past, the elimination of Martin Luther King Jr. Day is particularly concerning. For one, the day has become a popular day of service for community groups that use the free day to perform volunteer projects at parks.

That will now be much more expensive, said Brengel, whose organization is a nonprofit that advocates for the park system.

“Not only does it recognize an American hero, it’s also a day when people go into parks to clean them up,” Brengel said. “Martin Luther King Jr. deserves a day of recognition … For some reason, Black history has repeatedly been targeted by this administration, and it shouldn’t be.”

Some Democratic lawmakers also weighed in to object to the new policy.

“The President didn’t just add his own birthday to the list, he removed both of these holidays that mark Black Americans’ struggle for civil rights and freedom,” said Democratic Sen. Catherine Cortez Masto of Nevada. “Our country deserves better.”

A spokesperson for the National Park Service did not immediately respond to questions on Saturday seeking information about the reasons behind the changes.

Since taking office, Trump has sought to eliminate programs seen as promoting diversity across the federal government, actions that have erased or downplayed America’s history of racism as well as the civil rights victories of Black Americans.

Self-promotion is an old habit of the president’s and one he has continued in his second term. He unsuccessfully put himself forwardfor the Nobel Peace Prize, renamed the U.S. Institute of Peace after himself, sought to put his name on the planned NFL stadium in the nation’s capital and had a new children’s savings program named after him.

Some Republican lawmakers have suggested putting his visage on Mount Rushmore and the $100 bill.



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JPMorgan CEO Jamie Dimon says Europe has a ‘real problem’

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JPMorgan Chase & Co. Chief Executive Officer Jamie Dimon called out slow bureaucracy in Europe in a warning that a “weak” continent poses a major economic risk to the US.

“Europe has a real problem,” Dimon said Saturday at the Reagan National Defense Forum. “They do some wonderful things on their safety nets. But they’ve driven business out, they’ve driven investment out, they’ve driven innovation out. It’s kind of coming back.”

While he praised some European leaders who he said were aware of the issues, he cautioned politics is “really hard.” 

Dimon, leader of the biggest US bank, has long said that the risk of a fragmented Europe is among the major challenges facing the world. In his letter to shareholders released earlier this year, he said that Europe has “some serious issues to fix.”

On Saturday, he praised the creation of the euro and Europe’s push for peace. But he warned that a reduction in military efforts and challenges trying to reach agreement within the European Union are threatening the continent.

“If they fragment, then you can say that America first will not be around anymore,” Dimon said. “It will hurt us more than anybody else because they are a major ally in every single way, including common values, which are really important.”

He said the US should help.

“We need a long-term strategy to help them become strong,” Dimon said. “A weak Europe is bad for us.”

The administration of President Donald Trump issued a new national security strategy that directed US interests toward the Western Hemisphere and protection of the homeland while dismissing Europe as a continent headed toward “civilizational erasure.”

Read More: Trump’s National Security Strategy Veers Inward in Telling Shift

JPMorgan has been ramping up its push to spur more investments in the national defense sector. In October, the bank announced that it would funnel $1.5 trillion into industries that bolster US economic security and resiliency over the next 10 years — as much as $500 billion more than what it would’ve provided anyway. 

Dimon said in the statement that it’s “painfully clear that the United States has allowed itself to become too reliant on unreliable sources of critical minerals, products and manufacturing.”

Investment banker Jay Horine oversees the effort, which Dimon called “100% commercial.” It will focus on four areas: supply chain and advanced manufacturing; defense and aerospace; energy independence and resilience; and frontier and strategic technologies. 

The bank will also invest as much as $10 billion of its own capital to help certain companies expand, innovate or accelerate strategic manufacturing.

Separately on Saturday, Dimon praised Trump for finding ways to roll back bureaucracy in the government.

“There is no question that this administration is trying to bring an axe to some of the bureaucracy that held back America,” Dimon said. “That is a good thing and we can do it and still keep the world safe, for safe food and safe banks and all the stuff like that.”



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