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America’s European allies are trying to pry millions of their unspent money back from USAID

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Three European allies provided millions of dollars that the United States was supposed to spend for low-income countries. Then the Trump administrationand Elon Musk’s government-cutters arrived.

Government officials from Sweden, Norway and the Netherlands told The Associated Press that a combined $15 million they contributed for joint development work overseas has been parked at the U.S. Agency for International Development for months.

After the Republican administration and Musk’s Department of Government Efficiency cut USAID’s funding and the bulk of its programs, the Europeans asked whether their money would be funneled to projects as expected or refunded.

They have gotten no response.

“It’s a concern for us, especially as we want our partner organizations to be compensated for the work they have put into the programs,” said Julia Lindholm, a spokeswoman for the Swedish government’s international development agency.

The true total may be larger. Other foreign governments also had money entrusted with USAID for distribution in a range of joint development projects at the time President Donald Trump ordered the funding freeze on Jan. 20, according to an official directly familiar with the matter who was not authorized to comment publicly and spoke on condition of anonymity.

The worries point to the extent to which the new administration’s abrupt cutoff of foreign assistance and canceling of contracts for humanitarian and development work are raising questions about Washington’s financial reliability. They also show further strain between allies as Trump revamps American foreign policy.

The State Department and USAID did not immediately respond to questions asking how many foreign governments had money for joint development programs going unspent and unrefunded in the USAID funding freeze, how much money that was in total, and whether the administration was doing anything about it.

Concerns from American allies

Sweden, Norway and the Netherlands had been partnering with USAID on a project called Water and Energy for Food, or WE4F. It helps farmers and others in poorer countries develop innovative ways to grow more food without straining water supplies or depending on climate-damaging forms of energy.

“Most importantly,” Lindholm said by email, the U.S. failure so far to disburse or refund allies’ donations is harming ”6 million of the poorest and most vulnerable farmers in the world who are dependent on the technologies for their food production and food security.”

Other administration actions already have alarmed traditional partners. Trump has said he would not necessarily follow the mutual-defense pact underlying the NATO security agreement, he has advanced some of Russia’s talking points and demands in its invasion of Ukraine and has imposed tariffs on Canada, the European Union and others.

America as a reliable financial partner

Now, doubts about the U.S. as a reliable business partner have emerged in lawsuits over the administration’s abrupt cancellation of what Secretary of State Marco Rubio said were 83% of USAID contracts, forcing partner organizations to lay off workers and driving some out of business.

In a brief supporting a lawsuit from federal workers, former Defense Secretaries Chuck Hagel and William Perry, former CIA Director Michael Hayden and more than a dozen other former senior U.S. officials said the administration’s mass canceling of thousands of USAID contracts was flouting U.S. financial regulations and “destroying the United States’ credibility as a reliable partner.”

Canceling the contracts “sends a message that this administration does not feel bound by those regulations — regulations on which every business that works with the United States relies,” the former officials said.

In another case, lawyers for nonprofits and businesses seeking payment from USAID told a judge that because of the financial chaos surrounding the agency’s dismantling, banks have stopped what used to be routine financing for USAID partners based on their contracts with the U.S. agency.

Since the Cold War, the national security argument for development programs has been that making poorer countries more prosperous and stable lessens refugee flows and conflicts.

Trump and Musk call foreign assistance through USAID in particular a fraud and scam. Administration officials are looking at focusing U.S. development efforts much more narrowly on combating China’s influence abroad and boosting U.S. trade and business opportunities.

Seeking money back from the Trump administration

Growing steadily more alarmed by the administration’s foreign aid moves, Sweden, Norway and the Netherlands initially sent USAID emails inquiring about the money they had parked in USAID accounts.

Frustrated at getting no response, two of them warned in the government-to-government emails that they were looking at talking to local media about their missing money, according to the official directly familiar with the matter.

Under court order, the administration has started making good on some $2 billion USAID already owed when Trump ordered the freeze in USAID and State Department foreign assistance on Inauguration Day.

But forced leaves and firings have yanked most officials and workers at USAID’s headquarters off the job. That includes many who oversaw development programs and would be involved in tracking down numbers and calculating any refunds for the foreign governments.

Sweden’s development agency told the AP that it estimates it has $12 million total, including $5.1 million for WE4F, sitting in USAID accounts — money going unspent for people in Africa, Asia and the Middle East and unrefunded by the administration.

Lindholm, the spokesperson for Sweden’s development agency, called the WE4F program “extraordinarily impactful,” with measurable benefits for farmers and others many times greater than the program’s initial targets.

The Norwegian Agency for Development Cooperation told the AP that it has received no information about the fate of a $1.4 million funding tranche for WE4F since Trump began dissolving USAID.

The Dutch Foreign Ministry said it reached out to the U.S. aid agency on how much of the $1.6 million it had given most recently for WE4F had yet to be disbursed by USAID and should be refunded, but that it had not yet gotten any response.

“Donor partners are now exploring other opportunities to continue to run the WE4F programme to ensure a responsible completion,” Lindholm said by email.

This story was originally featured on Fortune.com



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Exclusive: Instacart bought his self-checkout startup for $350M. Now he’s teaming with a Google DeepMind alum to build low-cost robots

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When Instacart acquired Lindon Gao’s self-checkout shopping startup, Caper AI, for $350 million in 2021, it marked a big win for the founder in a competitive space led by Amazon through its checkout-free Go stores. Caper used sensors, computer vision, and other AI techniques to detect items in customers’ shopping carts so they could avoid cashier lines. 

Six months ago, Gao left his role at Instacart and Caper to tackle a new challenge—this time in robotics. His new company, Dyna Robotics, emerged from stealth on Tuesday with a $23.5 million seed round, co-led by CRV and First Round Capital, to build more affordable, easy-to-deploy AI-powered robots for brick-and-mortar businesses. The robots are intended to handle tasks ranging from dangerous to dull and dirty, including chopping food, loading dishes, folding laundry and cleaning toilets.

Gao founded Dyna Robotics, which he said is being valued at around $100 million in the latest funding round, with one of his Caper co-founders, engineer York Yang, as well as Jason Ma, a Google DeepMind alum. Ma was the lead author on Eureka, a widely-read paper on training robots with human-like dexterity.

Robots that are single task experts

With Casper, Gao said he helped grocery chains like ShopRite, Kroger and Aldi, as well as independent grocers, grow their businesses. Now, with his robotics startup, he hopes to do the same with a new set of customers: restaurants, groceries and dry cleaner shops.

Most companies in the “physical AI” space—that is, AI for real-world autonomous systems like robots and self-driving cars—are either working on general purpose AI models (such as Physical Intelligence and Skild) or humanoid robot hardware (like Figure AI and Agility Robotics). Dyna Robotics, however, is going a different route, building simple hardware in the form of a pair of stationary robotic arms, powered by an AI model trained to do one specific task or set of tasks. Gao said as far as he is aware, Dyna is the only non-humanoid robot company trying to put robot AI models fine-tuned on specific datasets into production. 

This narrow focus keeps costs down. Robots from some of the world’s most highly-valued robotic startups cost hundreds of thousands of dollars, if they’re even available at all. Dyna’s are expected to cost tens of thousands of dollars when they’re on sale. There are no firm dates yet for when the robots will debut, but Gao said it will likely be in the next few months. His robots are currently in trial production “but not fully live yet,” he said.

The goal is to automate many tasks that many people don’t want to do. “That’s a very, very high value for businesses of all kinds,” he added, especially since robots for many of these kinds of tasks don’t exist. For example, traditional machine learning struggles with the unpredictable nature of jobs like folding cloth, he explained. But today’s AI models can be trained to handle it—especially as Dyna Robotics focuses on collecting extensive data for specific tasks, rather than amassing vast and costly real-world data across a wide range of actions.

General-purpose robots will take a while

That is where Ma’s Eureka research comes in. While the tasks he explored in the paper—teaching a robot hand to spin a pen or a robot dog to juggle on a yoga ball—are not super-practical, Gao said the two bonded on the same idea: Creating an expert-level AI model for robots that can go into production very quickly. “I think he shares a very similar sentiment as me with regards to robotics, which is that getting to general-purpose robots is not going to happen as quickly as we hoped,” he said. However, Gao, Yang, and Ma are still working towards an ultimate goal of developing general-purpose AI-powered robots. Dyna’s robots master one task at a time, which lets its AI models learn and improve in production environments. 

The robotics industry, of course, is only getting more crowded: As of March 2024, there were reportedly over 1,500 robotics startups globally. And for many, convincing small to medium-sized business customers that robots are a better investment than humans may remain a tough sell.

However, Gao reiterated that few companies are currently able to scale their work quickly into production, as Dyna Robotics plans to do. In addition, there is a labor shortage in the types of jobs Dyna Robotics is tackling, such as food preparation, so he said convincing customers of the need is not difficult.

The biggest challenge, he said, is to get the robot AI models to work reliably and efficiently in a real-world production environment. “Right now the speed of foundation models is around 10-30% of human-level efficiency, and we are doing a ton of research to get us closer to human-level speeds,” he said.

Gao said the company, based in Redwood City, Calif., in the heart of Silicon Valley, already has 30 employees. As a second-time founder, he said he knows how to build products faster than before. “We have a very core philosophy that good engineering is still going to ultimately win,” he said. 

Still, starting Dyna Robotics is much harder than his Caper experience, Gao admitted. “The first time you have no baggage,” he said. “But now I have some sort of expectations and track record. I also want to prove to myself that I’m not a one hit wonder.” 

This story was originally featured on Fortune.com



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How GSK’s Silicon Valley veteran transformed the pharma giant into a tech powerhouse

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Rolls-Royce CEO fired managers and held staff brainstorms as part of a ‘4 pillar’ turnaround plan that led to 500% share price jump

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Just two years ago, Tufan Erginbilgiç, then newly installed as CEO of Rolls-Royce, gave a grim warning to the engine maker’s employees, describing the company as a “burning platform” facing its “last chance” at survival, as he lamented its track record of destroying value with each of its investments. 

With that considered, Rolls-Royce’s turnaround since—including a 500% share price jump and hitting profit targets two years ahead of schedule—is nothing short of astounding. 

But Erginbilgiç, a former BP executive who doesn’t regard himself as ruthless, took a fairly rudimentary approach to instill a successful turnaround at a group that has added more than $70 billion to its market value in the last two years.

Rolls-Royce manufactures engines for major plane manufacturers, Airbus and Boeing, on large, dual-aisle aircraft. The group is also a supplier of engines and propulsion systems for combat aircraft and submarines to government defense departments including the Ministry of Defense in the U.K.

Despite that, when Erginbilgiç joined Rolls-Royce, the company was near its floor for market valuation, bogged down by falling air travel during the COVID-19 pandemic and costly contracts with loss-making clients. An industry-wide rebound in travel demand and some astute contract negotiations are among the headline points that explain Rolls-Royce’s turnaround. 

In the background, though, are the fruits of an ambitious plan involving each of Rolls-Royce’s 42,000 employees.

Rolls-Royce CEO’s 4 pillars

In an interview with the Financial Times, a victorious Erginbilgiç described how he leaned on “four pillars” to encourage wholesale change throughout his organization.

The first pillar involved showing staff the extent of the difficulties faced by the company, exemplified by Erginbilgiç’s “burning platform” comments, which both shocked and focused his employees.

Tougher stances were to follow. Under Erginbilgiç’s guidance, the company laid off 2,500 employees in 2023, mostly in middle manager positions, the FT reports. At the same time, Erginbilgiç held workshops for 500 employees to allow brainstorming and the implementation of the best ideas. 

Erginbilgiç’s third pillar required the company to set clear performance targets. The company now has 17 targets, including improving the amount of time its engines were on the wing of a plane, rather than losing money in the repair shop. The fourth pillar of the turnaround aimed to ensure Rolls-Royce’s targets were attacked with “pace and intensity.” 

“If you don’t have a strategy that can cascade down to 42,000 people it won’t get delivered,” Erginbilgiç summarized to the FT

Bosses are increasingly turning to management practices that can help them get their message across directly to as many staffers as possible. In some cases, this is driven by urgency and, in other cases, by technological advancement.

Speaking to Fortune last year, Sanofi CEO Paul Hudson described how he used the “Fight Club” approach to encourage employees to begin using its AI agent. Hudson initially got a small group of people in a room using the tool, before allowing word of mouth to help uptake of the technology spread.

Meanwhile, Bayer, a similarly struggling European giant, also turned to a personnel shakeup to combat investor pessimism.

Bayer’s CEO, Bill Anderson, got rid of more than 5,000 employees, mostly in managerial positions, and asked employees to self-organize and work in 90-day “sprints” in self-directed teams.A year after Bayer’s attack on bureaucracy began, Anderson said attrition at the company had fallen.

This story was originally featured on Fortune.com



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