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Anthropic CEO Dario Amodei escalates war of words with Jensen Huang, calling out ‘outrageous lie’ and getting emotional about father’s death

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The doomers versus the optimists. The techno-optimists and the accelerationists. The Nvidia camp and the Anthropic camp. And then, of course, there’s OpenAI, which opened the Pandora’s Box of artificial intelligence in the first place.

The AI space is driven by debates about whether it’s a doomsday technology or the gateway to a world of future abundance, or even whether it’s a throwback to the dotcom bubble of the early 2000s. Anthropic CEO Dario Amodei has been outspoken about AI’s risks, even famously predicting it would wipe out half of all white-collar jobs, a much gloomier outlook than the optimism offered by OpenAI’s Sam Altman or Nvidia’s Jensen Huang in the past. But Amodei has rarely laid it all out in the way he just did on tech journalist Alex Kantrowitz’s Big Technology podcast on July 30.

In a candid and emotionally charged interview, Amodei escalated his war of words with Nvidia CEO Jensen Huang, vehemently denying accusations that he is seeking to control the AI industry and expressing profound anger at being labeled a “doomer.” Amodei’s impassioned defense was rooted in a deeply personal revelation about his father’s death, which he says fuels his urgent pursuit of beneficial AI while simultaneously driving his warnings about its risks, including his belief in strong regulation.

Amodei directly confronted the criticism, stating, “I get very angry when people call me a doomer … When someone’s like, ‘This guy’s a doomer. He wants to slow things down.’” He dismissed the notion, attributed to figures like Jensen Huang, that “Dario thinks he’s the only one who can build this safely and therefore wants to control the entire industry” as an “outrageous lie. That’s the most outrageous lie I’ve ever heard.” He insisted that he’s never said anything like that.

His strong reaction, Amodei explained, stems from a profound personal experience: his father’s death in 2006 from an illness that saw its cure rate jump from 50% to roughly 95% just three or four years later. This tragic event instilled in him a deep understanding of “the urgency of solving the relevant problems” and a powerful “humanistic sense of the benefit of this technology.” He views AI as the only means to tackle complex issues like those in biology, which he felt were “beyond human scale.” As he continued, he explained how he’s actually the one who’s really optimistic about AI, despite his own doomsday warnings about its future impact.

Who’s the real optimist?

Amodei insisted that he appreciates AI’s benefits more than those who call themselves optimists. “I feel in fact that I and Anthropic have often been able to do a better job of articulating the benefits of AI than some of the people who call themselves optimists or accelerationists,” he asserted.

In bringing up “optimist” and “accelerationist,” Amodei was referring to two camps, even movements, in Silicon Valley, with venture-capital billionaire Marc Andreessen close to the center of each. The Andreessen Horowitz co-founder has embraced both, issuing a “techno-optimist manifesto” in 2023 and often tweeting “e/acc,” short for effective accelerationism.

Both terms stretch back to roughly the mid-20th century, with techno-optimism appearing shortly after World War II and accelerationism appearing in the science-fiction of Roger Zelazny in his classic 1967 novel “Lord of Light.” As Andreessen helped popularize and mainstream these beliefs, they roughly add up to an overarching belief that technology can solve all of humanity’s problems. Amodei’s remarks to Kantrowitz revealed much in common with these beliefs, with Amodei declaring that he feels obligated to warn about the risks inherent with AI, “because we can have such a good world if we get everything right.”

Amodei claimed he’s “one of the most bullish about AI capabilities improving very fast,” saying he’s repeatedly stressed how AI progress is exponential in nature, where models rapidly improve with more compute, data, and training. This rapid advancement means issues such as national security and economic impacts are drawing very close, in his opinion. His urgency has increased because he is “concerned that the risks of AI are getting closer and closer” and he doesn’t see that the ability to handle risk isn’t keeping up with the speed of technological advance.

To mitigate these risks, Amodei champions regulations and “responsible scaling policies” and advocates for a “race to the top,” where companies compete to build safer systems, rather than a “race to the bottom,” with people and companies competing to release products as quickly as possible, without minding the risks. Anthropic was the first to publish such a responsible scaling policy, he noted, aiming to set an example and encourage others to follow suit. He openly shares Anthropic’s safety research, including interpretability work and constitutional AI, seeing them as a public good.

Amodei addressed the debate about “open source,” as championed by Nvidia and Jensen Huang. It’s a “red herring,” Amodei insisted, because large language models are fundamentally opaque, so there can be no such thing as open-source development of AI technology as currently constructed.

An Nvidia spokesperson, who provided a similar statement to Kantrowitz, told Fortune that the company supports “safe, responsible, and transparent AI.” Nvidia said thousands of startups and developers in its ecosystem and the open-source community are enhancing safety. The company then criticized Amodei’s stance calling for increased AI regulation: “Lobbying for regulatory capture against open source will only stifle innovation, make AI less safe and secure, and less democratic. That’s not a ‘race to the top’ or the way for America to win.” 

Anthropic reiterated its statement that it “stands by its recently filed public submission in support of strong and balanced export controls that help secure America’s lead in infrastructure development and ensure that the values of freedom and democracy shape the future of AI.” The company previously told Fortune in a statement that “Dario has never claimed that ‘only Anthropic’ can build safe and powerful AI. As the public record will show, Dario has advocated for a national transparency standard for AI developers (including Anthropic) so the public and policymakers are aware of the models’ capabilities and risks and can prepare accordingly.”

Kantrowitz also brought up Amodei’s departure from OpenAI to found Anthropic, years before the drama that saw Sam Altman fired by his board over ethical concerns, with several chaotic days unfolding before Altman’s return.

Amodei did not mention Altman directly, but said his decision to co-found Anthropic was spurred by a perceived lack of sincerity and trustworthiness at rival companies regarding their stated missions. He stressed that for safety efforts to succeed, “the leaders of the company … have to be trustworthy people, they have to be people whose motivations are sincere.” He continued, “if you’re working for someone whose motivations are not sincere who’s not an honest person who does not truly want to make the world better, it’s not going to work you’re just contributing to something bad.”

Amodei also expressed frustration with both extremes in the AI debate. He labeled arguments from certain “doomers” that AI cannot be built safely as “nonsense,” calling such positions “intellectually and morally unserious.” He called for more thoughtfulness, honesty, and “more people willing to go against their interest.”

For this story, Fortune used generative AI to help with an initial draft. An editor verified the accuracy of the information before publishing. 



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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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