ReportWire

Tag: autonomy

  • General Motors Just Lost Its Chief AI Officer After Only 8 Months

    [ad_1]

    GM’s first ever AI chief has left the company after only eight months. Barak Turovsky, GM’s former Chief Artificial Intelligence Officer, announced on his LinkedIn over the weekend that he was leaving the newly created position.

    “Friends, I just wanted to share that as of today I am no longer with GM. Physical AI is just as exciting as LLMs and it was a genuine pleasure to work again with brilliant folks,” he wrote, listing some of his colleagues. “I will be taking a little sabbatical to work on some exciting new ideas.”

    Prior to joining GM in March 2025, Turovsky served as a VP of AI at Cisco for two years and as head of product at Google, focusing on languages AI, for seven. Nvidia defines “physical AI,” which Turovsky referenced in his statement, as that which enables autonomous technology like self-driving cars to reason and perform complicated tasks in the real world. 

    Turovsky had reported to Dave Richardson, Google’s SVP of software and services engineering, who joined the company in 2023. Richardson left at the close of October, shortly after GM outlined a series of updates meant to reposition the company as a tech-heavy mobility company in which software, AI and autonomy are expected to play a major role. These updates were announced a the GM Forward event in October, at which Richardson, alongside other leaders, teased the launch of GM’s next-generation electrical architecture for so-called “software defined vehicles.” Both Richardson and Turovsky chose to leave the company, the Detroit Free Press reported. CNBC reported on Tuesday that Baris Cetinok, GM’s SVP of software and services product and design, will leave on Dec. 12 as part of a restructuring. A veteran of Apple, Amazon and Microsoft, Cetinok joined GM in September 2023.

    “We are strategically integrating AI capabilities directly into our business and product organizations, enabling faster innovation and more targeted solutions,” a GM spokesperson said in a statement.

    PR professional Eric Starkman noted in a post on LinkedIn that Turovsky’s is one in a wave of high-profile departures from GM, and emphasized that it should spark concern. Starkman’s post preceded news of Cetinok’s departure.

    “Losing someone with Turovsky’s pedigree should set off alarm bells among investors,” Starkman wrote, noting Turovsky’s focus on physical AI. “China’s EV makers already excel at this discipline, applying Physical AI across both their factories and their vehicles.”

    Alongside Richardson, Starkman wrote that JP Clausen, a former Tesla and Google executive who joined in April 2024 to oversee manufacturing, had left of his own accord. Eric Savitz, a former Barron’s editor and the one-time San Francisco bureau chief at Forbes, also left after just a year at GM News, stating on LinkedIn that he had been “Sacked. Canned. Axed. Downsized. Dismissed. Pink-slipped,” among other colorful ways of describing is departure.

    The final deadline for the 2026 Inc. Regionals Awards is Friday, December 12, at 11:59 p.m. PT. Apply now.

    [ad_2]

    Chloe Aiello

    Source link

  • Boost Innovation in Family Business by Promoting Autonomy With Strategic Control   

    [ad_1]

    As the pace of change in the world increases, family businesses are often faced with the need to increase innovation to adapt to changes in the market and the family. It might mean coming up with an innovative product, feature, manufacturing process or whole new operating model. It might also require a creative dividend strategy or approach to family communication to serve a fast-growing family and shareholder base. 

    Whatever the specific need might be, family enterprises may face greater challenges making it happen than non-family businesses. Research indicates that the ability to innovate can decline across generations, with later generations producing far fewer innovations. Family leaders looking to enhance innovative behaviors, especially among rising generations, can follow this simple advice: promote autonomy by wielding control strategically.  

    Autonomy and innovation 

    Several years ago, I led a study looking at how people management influenced the behavior and attitudes of teams working on product management and development. One of our main hypotheses was that micromanagement, in the form of strict control, would stifle morale across the board. 

    Surprisingly, our research showed that tight controls on how team members carried out their day-to-day activities had a mostly positive impact on their attitudes and behavior. This was only true if they were working on projects where the market and technology were well-understood–such as for teams managing existing products. However, the more important finding was that when teams were working on innovative products where the market and/or technology was more ambiguous, the impact of leader control of day-to-day activities was clearly negative. In short, excessive control stifles innovation. 

    That’s because control diminishes autonomy or a sense of independence, long recognized as an essential component of innovative, creative behavior. Individuals need space to explore and experiment, leading to novel ideas and innovative activity.   

    However, autonomy can and does decrease across family business generations, driven by increased complexity in both the family and business as well as the need for the business to support a growing number of family members. Tradition and legacy can exacerbate this with a “Don’t rock the boat,” or “This is how our family has always done things” approach. Consequently, next-generation leaders often lack the autonomy required for innovative thinking and may feel pressured to maintain the status quo.   

    Wield the right control 

    The answer is not to remove all controls or expectations for next-generation members. Instead, family business leaders can use strategic control to increase autonomy with an outcome-focused approach. Most families use a specific kind of control when dealing with the next generation–called “process control” or “behavioral control.” It’s about micromanaging behavior to drive desired outcomes. It’s based on the assumption that because of the experience of prior generations, the “what,” “how,” and “why” are already understood. Thus, there’s one right or best way to do things. Not surprisingly, that rigidity diminishes innovation.    

    Instead, aim for “outcome control,” with focus on controlling the result of a process or activity, but leaving the “what,” “how,” and “why” to the individual. Families tend to avoid this approach because it implies that there exist alternative and perhaps even superior ways to accomplish goals than what they already know. This can call into question the legend of the founder, the eminence of current generation leadership, and other long-held, sometimes unspoken beliefs about how things should be done.    

    The genius of outcome control is that it provides autonomy for next-generation members to experiment, learn on their own, and apply their unique skills and talents to problems without sacrificing expectations for performance. This increased autonomy will drive higher levels of innovative thinking, activity, and results.   

    Quick tips to get it right 

    While using outcome control might not be the natural approach for you, the benefits are worth the effort. Here are some things senior-generation leaders can do to drive innovation by shifting from behavior control to outcome control.  

    • Accept that change is inevitable.
      Change is the only constant. Even if the family knew the best way to do things at one time, things change, and you’ll have to as well. Take an adaptive, flexible approach.   
    • Leave your ego at the door.
      It’s not about what’s best for you but what’s best for the family and its enterprise. Make it about them with statements like, “I trust you,” and “I’m confident in you.” More we, less me.   
    • Recognize the diversity of capabilities in the family.
      Everyone has different talents, capabilities, and interests as related to business, family, and broader life. People and organizations are most successful when they are allowed to use/develop these and or apply these to their work in unique ways. Harness the collective and individual abilities in your family. 
    • Promote continuous improvement.
      There is always a better way, but you have to be open to finding and embracing it. The mantra should be that of The Six Million Dollar Man, “You can rebuild it “better, faster, stronger.”   

    Innovation is critical no matter what business you’re in. Family enterprise leaders can promote maximum innovation in next generations by wielding control with care. When they focus on outcomes rather than processes, they’ll enable the autonomy and creativity that goes with it. 

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    [ad_2]

    Matt Allen

    Source link

  • Autonomy’s Mike Lynch acquitted after US fraud trial brought by HP | TechCrunch

    Autonomy’s Mike Lynch acquitted after US fraud trial brought by HP | TechCrunch

    [ad_1]

    Former Autonomy chief executive Mike Lynch issued a statement Thursday following his acquittal of criminal charges, ending a 13-year legal battle with Hewlett-Packard that became one of Silicon Valley’s biggest fraud cases. He was accused of falsely inflating revenues at the UK startup ahead of Autonomy’s $11 billion sale to HP in 2011.

    Commenting on the acquittal, Lynch (pictured above, left, when he appeared at TechCrunch Disrupt) said in his statement: “I am elated with today’s verdict and grateful to the jury for their attention to the facts over the last ten weeks. My deepest thanks go to my legal team for their tireless work on my behalf. I am looking forward to returning to the UK and getting back to what I love most: my family and innovating in my field.”

    After a 12-week trial, the entrepreneur was cleared of 15 counts of fraud and conspiracy that were brought against him in relation to the 2011 acquisition.

    The victory for Lynch is notable in light of the fact that in the US, in fiscal year 2022, only 0.4% of federal criminal cases led to trial and acquittal, according to the Pew Research Center, and only 12% of all wire fraud prosecutions resulted in acquittal.

    Christopher Morvillo and Brian Heberlig, legal counsel for Lynch, added in a statement: “We are thrilled with the jury’s verdict, which reflects a resounding rejection of the government’s profound overreach in this case. The evidence presented at trial demonstrated conclusively that Mike Lynch is innocent. This verdict closes the book on a relentless 13-year effort to pin HP’s well-documented ineptitude on Dr Lynch.  Thankfully, the truth has finally prevailed. We thank Dr Lynch for his trust throughout this ordeal and hope that he can now return home to England to resume his life and continue innovating.” 

    Lynch, 58, was previously extradited to the US, and put under house arrest and 24-hour surveillance ahead of the trial. He long maintained he was scapegoated by HP, claiming it botched the acquisition of Autonomy, and later mismanaged the company’s software assets. 

    Lynch made £500 million from the sale of Autonomy to HP. But only a year later, HP wrote down its investment by $8.8 billion, saying $5 billion of that write-down owed to practices employed by Autonomy’s earlier management team that inflated Autonomy’s value and misled potential buyers into believing the company was far more valuable.

    Prosecutors accused Lynch and Stephen Chamberlain, Autonomy’s former vice president of finance, of illegally inflating revenues ahead of the acquisition and hiding high-margin software revenue inside unprofitable hardware sales.

    In the trial, Lynch successfully argued that he had not been involved in accounting and contract matters, instead focusing on technical and marketing issues.

    Although unsuccessfully arguing that the case should be heard in the UK, leading to his extradition, the US jury exonerated Lynch on all counts, along with Chamberlain, who was also on trial.

    The US attorney’s office in San Francisco said: “We acknowledge and respect the verdict. We would like to thank the jury for its attentiveness to the evidence the government presented in this case.”

    Autonomy’s sale to HP was seen as a vindication of the UK’s booming tech scene, and the platform’s ability to sift through unstructured databases was, at the time, viewed as a way for HP to rebuild its flat-lining hardware business.

    Lynch co-founded Autonomy in 1996 out of a specialist software research group called Cambridge Neurodynamics.

    Awarded an OBE for services to enterprise in 2006, Lynch became a UK government adviser who sat on the boards of the BBC and the British Library, founded the Invoke Capital VC, and invested in breakout cyber security company Darktrace.

    [ad_2]

    Mike Butcher

    Source link

  • Productivity Is At An All-Time Low Because We’re Failing Employees In 2 Ways. | Entrepreneur

    Productivity Is At An All-Time Low Because We’re Failing Employees In 2 Ways. | Entrepreneur

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    If Sherlock Holmes were to take on the case of the mysteriously dwindling productivity, he would have a complex enigma on his hands. According to a recent report by the Institute for Corporate Productivity (i4cp), worker output in the U.S. has seen its worst drop since 1947, with labor productivity growth at a historically low rate of 1.1% from 2019 to 2023.

    This phenomenon isn’t localized to the U.S. The U.K. and Canada have seen the weakest annual growth since 2013, and Australia has witnessed its “biggest fall in labor productivity on record.” This global productivity predicament has instigated a plethora of theories, and the one that looks most likely is that top-down, forced return-to-office policies that undermine trust and autonomy are making workers less productive.

    Related: We’re Now Finding Out The Damaging Results of The Mandated Return to Office — And It’s Worse Than We Thought.

    The office return policy: A wolf in sheep’s clothing?

    To truly grasp the productivity problem, we need to peer beyond the surface-level statistics. When Microsoft asked employees about their productivity versus leaders’ perception of their teams’ productivity, the disparity was stark. A whopping 87% of employees reported they were productive at work, while only 12% of leaders shared the same confidence. This chasm of misunderstanding widens when we start enforcing return-to-office policies.

    Remember the last time you were forced to do something you didn’t want to? You likely felt resentment and a lack of trust. This is exactly what’s happening with forced return-to-office policies.

    The return-to-office mandate has not been received kindly. We’ve seen thousands of Amazon employees walk off the job in protest, Apple employees petition against the company’s three-day-a-week in-office policy, and Farmers Group experienced widespread outrage after the new CEO required employees to be in the office three days a week. And when workers feel their employment terms are being rewritten, trust erodes faster than a sandcastle at high tide.

    Trust: The invisible fuel of productivity

    Productivity and trust share a symbiotic relationship. They thrive together and wither apart. It’s like trying to bake a cake without flour — you can’t expect a delicious result without this crucial ingredient.

    The i4cp report found a clear correlation between trust and productivity. High-performance organizations prioritize both the “what” and “how” of goal achievement. These organizations understand that empathy and productivity are not mutually exclusive. They cultivate a culture of trust by providing flexibility and considering employees’ needs and preferences.

    According to the i4cp’s Organizational Trust Index®, trust in an organization is composed of five key elements:

    • Senior leaders trust employees.
    • Managers trust their team members.
    • Managers are trusted by their direct reports.
    • Employees trust their team members.
    • The senior leadership team is trusted by employees.

    These elements are like the five fingers on a hand — each one is crucial for the hand to function effectively. And it’s not just theory. The presence of these five elements explains an 18% increase in productivity since the start of the pandemic for participating organizations.

    The power of trust in creating healthy cultures

    A fascinating trend emerges when we compare high-performance organizations with low-performance ones. High-performance companies are more likely to strongly agree with the five trust statements by a factor of 3 to 11 times over low-performing companies.

    In stark contrast, only 2% of respondents from low-performance organizations strongly agreed that their senior leaders trust employees, and a mere 3% stated that employees trust senior leaders. On the other hand, those from high-performance organizations were a whopping 11 times more likely to strongly agree that there is trust between these groups.

    If trust is the fuel for productivity, lack of trust is the pollutant that leads to organizational toxicity. The i4cp study found that those who described their organizations’ cultures as toxic were 16 times more likely to state “lack of trust in senior leaders” as a problem that needs addressing. Moreover, these respondents were 10 times more likely to report an “unsafe environment for expressing opinions or concerns” as a major issue in their organizations.

    On the flip side, a healthy organizational culture is marked by a strong presence of trust. Those who perceived their organizations to have very healthy cultures reported that they have leaders who lead by example, are held accountable for employee outcomes, regularly communicate values and address poor behavior immediately.

    So, the writing on the wall is clear. Trust is the secret ingredient in the productivity recipe. A return-to-office mandate, if imposed without thoughtful consideration of employees’ needs and preferences, undermines this trust. The key lies in maintaining flexibility, fostering a culture of trust and letting productivity flourish naturally. After all, trust is not a nice-to-have; it’s a must-have.

    Autonomy: The invisible catalyst for productivity

    If trust is the fuel of productivity, then autonomy is the catalyst. It speeds up the process, sparks creativity and fosters innovation.

    According to the i4cp report, companies with the highest productivity provide the highest levels of autonomy to their individuals and teams. This autonomy is closely tied to trust, and together, they account for a significant proportion of productivity. Specifically, the autonomy of individuals and teams explains 15% of the variability in productivity.

    When companies mandate a return to the office, they may unknowingly be sapping their employees’ autonomy and, in turn, trust. It’s like unintentionally adding a slow-acting poison to a flourishing garden. These two factors — autonomy and trust — are vital to innovation and productivity. By undermining them, organizations are, in essence, hampering their own progress.

    The most innovative companies understand this well. They provide flexibility and autonomy, allowing teams and individuals to determine the right work model for their roles. This approach is akin to giving the master chef the freedom to experiment with ingredients, techniques, and recipes.

    However, not all organizations have grasped the importance of autonomy. The i4cp report reveals a stark contrast between high and low-performing companies. High-performing organizations are more likely to offer high levels of autonomy to individuals (77%) and teams (82%). On the other hand, low-performing companies trail significantly, with only 58% providing high levels of autonomy to individuals and 62% to teams.

    Naturally, forced, top-down return-to-office policies that don’t get buy-in from employees undermine autonomy, for individuals and teams alike. And that hurts productivity.

    Related: Want to Be More Productive? Stop Trying to Finish Every Task, and Do This Instead

    The future of work: Autonomy, trust and flexibility

    The message is clear: If we want to boost productivity, we need to rethink our approach to the workplace. Autonomy, trust and flexibility should be at the forefront of this transformation.

    As we stand at the crossroads of productivity, it’s time to reconsider our direction. The forced return-to-office strategy is like trying to fit a square peg in a round hole — it’s not only difficult but also damaging. We need to put trust back in the driver’s seat and give employees the flexibility to choose their working environment. That’s what I tell my clients when helping them figure out their return-to-office policies — you need to make sure to get employee buy-in to cultivate trust and provide autonomy for team decision-making in determining their in-office work time to facilitate autonomy.

    The future of work shouldn’t be a return to the past. It should be a leap forward, embracing the lessons we’ve learned during the pandemic and using them to create a work culture that fuels productivity, not hinders it. Forced return-to-office policies may seem like a simple solution, but they risk damaging the very factors that drive productivity.

    [ad_2]

    Gleb Tsipursky

    Source link

  • Holiday Travel Was Chaotic — One Startup is Fixing the Airport Madness With Software & Autonomy

    Holiday Travel Was Chaotic — One Startup is Fixing the Airport Madness With Software & Autonomy

    [ad_1]

    Press Release
    –

    Feb 14, 2023 06:00 PST


    LOS ANGELES, February 14, 2023 (Newswire.com)
    –
    Moonware, a venture-backed California startup, is solving some of the biggest challenges in air travel. With recent news of significant delays due to IT failures and air traffic control issues, Moonware’s technology aims to improve efficiency and reliability in commercial and cargo aviation with intelligent airport systems.

    Holiday travel is near pre-pandemic levels, but that has brought a host of new challenges. This year, airlines left thousands of passengers stranded or with missing bags, and thousands of flights were canceled, delayed or diverted. A Christmas blizzard that affected airlines across North America has highlighted the fact that many stakeholders have been slow to invest in upgrading their IT systems, where archaic tools like walkie-talkies and paper are still prevalent.

    Moonware comes into the picture at a challenging time for air travel. The company is developing an “airside OS,” HALO, which coordinates the ground crew and equipment responsible for servicing aircraft with tasks such as baggage loading, fueling, cleaning, catering, and more. Optimizing these ground operations helps carriers reduce delays and turnaround times while increasing aircraft utility.

    Weather-related issues affect the scheduling of staff needed to operate flights, ranging from pilots and cabin crew to ramp agents and ground handlers who are responsible for servicing aircraft. Moonware’s HALO app “Uber-izes” airport ground logistics, pairing ramp agents with flights through an automated system, which also uses smart routing to help ground crews navigate across the tarmac. Efficiently allocating people and vehicles across the airfield saves time and fuel, cutting emissions and costs.

    Real-time data is key in the system’s ability to redistribute staff and assets during last-minute schedule changes, which is absent in existing operations. Today’s legacy scheduling tools lack built-in redundancies for unscheduled changes and setbacks. Systems that account for the complexities in operational disturbances, regardless of weather, seem to be needed more than ever. “Our technology has the potential to revolutionize the way aircraft are serviced and turnarounds are handled, resulting in a more efficient and sustainable airport experience,” says CEO Javier Vidal.

    Antiquated scheduling tools were greatly responsible for propagating the effects of the Christmas blizzard, where Moonware is modernizing the ground operations portion of the puzzle. But the company’s plans don’t stop there.

    Beyond software, part of the company’s roadmap includes deploying autonomous and electric ground support equipment (GSE) to augment “last-mile” airside tasks. “The biggest advantage of deploying autonomous vehicles in an airport is the controlled environment of operation. When compared to public roads, airfields are simpler to map, where markings on the tarmac and a myriad of signs can serve as built-in navigational cues,” says CTO Saunon Malekshahi.

    Moonware is currently working with industry leaders to bring its technology to market, with plans to start testing HALO in the coming months. Its mission is to enable what the company calls the “next-generation of aerial mobility,” with automated and sustainable airfields.

    Source: Moonware

    [ad_2]

    Source link

  • Gemini Motor, Ballard Power Systems, and Chart Industries Sign Joint Development Agreement to Develop Liquid Hydrogen Fuel Cell Class 8 Trucks

    Gemini Motor, Ballard Power Systems, and Chart Industries Sign Joint Development Agreement to Develop Liquid Hydrogen Fuel Cell Class 8 Trucks

    [ad_1]

    The overall system integration will transform the logistics industry by accelerating decarbonization and significantly reducing operational costs.


    LOS ANGELES, December 15, 2022 (Newswire.com)
    –
    Gemini Motor Company, Chart Industries, and Ballard Power Systems entered into an agreement to collaborate on the development of a zero-emission fuel-cell Class 8 autonomous vehicle that will be able to cover 1,000 miles in one fueling, dramatically reducing operating costs for the clean, long-haul transportation industry. 

    According to Alex Rafiee, Gemini‘s CEO, “Both Ballard and Chart are the industry leaders in their sectors, and we are confident our integrated solution will be a significant step forward for the industry.”

    This range breakthrough is possible due to the high energy density of liquified hydrogen and the ability to store it on-board Gemini’s specially designed trucks. Liquid hydrogen has higher energy density than its gaseous form typically compressed at 350 and 700. Cryogenic tanks that store liquid hydrogen can operate at atmospheric pressure, which makes them inherently safer for transport and more efficient in achieving longer driving ranges while maintaining an optimal gross vehicle weight. 

    The benefits of fueling liquid hydrogen from a refueling station to a liquid hydrogen on-board tank include removing prohibitive cost burdens and allowing ultra-fast refueling times on parity with diesel.  On-board storage tanks streamline the dispensing process by eliminating the need for compression and, as a result, remove prohibitive capital and operational costs associated with compressors.

    In addition to the significant reduction in carbon emissions from the use of liquid hydrogen and the unique design, Gemini plans to, over time, introduce an autonomous model of the same vehicle with increased space for additional fuel and additional efficiency from AI-directed operations that will extend the range up to 1,400 miles.

    Along with Gemini Motor’s recent agreement with a green hydrogen provider for low-cost liquid hydrogen, the development of this platform is poised to move deliberately toward a low-cost, efficient goods-movement future. Gemini will provide customers with a “Transportation-as-a-Service” model, including a plan for first rollout of test vehicles and demonstration fleets in 2023. After successful trials, the company intends to work on the launch of Gemini Motor’s commercial service with hundreds of vehicles by 2025. 

    Chart Industries, Inc. is a leading independent global manufacturer of highly engineered equipment servicing multiple applications in the Energy and Industrial Gas markets. Ballard Power Systems delivers fuel cell power for a sustainable future of the planet. Ballard zero-emission PEM fuel cells are enabling electrification of mobility, including buses, commercial trucks, trains, marine vessels, and stationary power generation.

    In the first phase of the collaboration, Gemini will integrate Chart’s liquid fuel on-board storage systems and Ballard’s advanced FCmoveTM fuel cell in a class 8 vehicle to validate a multi-component integration system. Gemini intends to demonstrate a vehicle with an unprecedented zero-emission range suited for long-haul logistics in countries such as the U.S., Canada, and Australia. At commercial scale, Gemini seeks to operate thousands of such vehicles in a hub-to-hub model across multiple cities and provide transportation-as-a-service business to shippers and carriers. 

    Ballard fuel cells currently power approximately 3,500 buses and trucks, providing zero-emission mobility solutions in nearly a dozen countries around the world with more than 100 million combined zero-emission kilometers driven. There is no other fuel-cell system provider with more heavy-duty on-the-road miles than Ballard, proving the extraordinary maturity and durability of their solution.

    “We are excited about this agreement, as it represents extensive consideration and collaboration regarding partners. To accelerate decarbonization of the transportation sector, driving range is key. With longer ranges, the number of fuel stations needed drops exponentially while utilization of every unit rises, hence accelerating the adoption of zero emission transport. We achieve this long driving range with Ballard’s powerful fuel cells combined with the unique liquid hydrogen tank storage from Chart,” said Rafiee.

    Ballard’s mission is to deliver fuel-cell expertise toward valuable and innovative solutions globally. “We consider agreements like the one with Chart and Gemini critical to advancing clean and innovative transportation. Both Gemini and Chart align with Ballard’s company values and have the right mix of talent, innovation, and know-how to make great strides in this space,” stated Marc Niefer, General Manager, Business Unit Trucks and Vice President Customer Care of Ballard.

    Chart Industries is a global leader in the design, engineering, and manufacturing of process technologies and equipment for the Nexus of Clean™ — clean power, clean water, clean food, and clean industrials, regardless of the molecule. While Chart services a global, diverse set of end markets, their reputation for quality, excellence in ESG, and forming strategic partnerships is well-known.  “At Chart, we’re proud to be at the forefront of the clean energy transition, and we’re excited to team up with two industry leaders, Ballard and Gemini, to accelerate decarbonization in the long-haul trucking space,” said Jill Evanko, CEO of Chart Industries. 

    About Gemini Motor

    Los Angeles, California-based Gemini Motor is a cleantech company building zero-emission semi-trucks powered by hydrogen fuel cells. Gemini will operate a fleet of autonomous and non-autonomous Class 8 trucks in a hub-to-hub model and provides transportation-as-a-service to its clients. Gemini RoboTruck will have a range of up to 1,400 miles and can be refueled in less than 20 minutes. For more information, visit www.geminimotor.com.

    About Ballard

    Ballard Power Systems’ (NASDAQ: BLDP; TSX: BLDP) vision is to deliver fuel cell power for a sustainable planet. Ballard zero-emission PEM fuel cells are enabling electrification of mobility, including buses, commercial trucks, trains, marine vessels, and stationary power. To learn more about Ballard, please visit www.ballard.com.

    About Chart

    Chart Industries, Inc. is a leading independent global manufacturer of highly engineered equipment servicing multiple applications in the Energy and Industrial Gas markets. Our unique product portfolio is used in every phase of the liquid gas supply chain, including upfront engineering, service, and repair. Being at the forefront of the clean energy transition, Chart is a leading provider of technology, equipment and services related to liquefied natural gas, hydrogen, biogas and CO2 Capture amongst other applications. We are committed to excellence in environmental, social, and corporate governance (ESG) issues both for our company as well as our customers. With over 25 global manufacturing locations from the United States to China, Australia, India, Europe, and South America, we maintain accountability and transparency to our team members, suppliers, customers, and communities. To learn more, visit www.chartindustries.com.

    For more information, press only: 
    Adi Liberman
    818-257-0906
    adi@eoscal.com

    For more information on the product: 
    Ken Chawkins
    Business Development
    818-422-7412
    ken@geminimotor.com

    www.geminimotor.com

    Source: Gemini Motor Company

    [ad_2]

    Source link

  • Gemini Motor Announces Plan for a Fleet of Autonomous Hydrogen Fuel Cell Trucks, Disrupting Long-Haul Logistics

    Gemini Motor Announces Plan for a Fleet of Autonomous Hydrogen Fuel Cell Trucks, Disrupting Long-Haul Logistics

    [ad_1]

    Autonomously Driven Trucks Powered by Hydrogen Fuel Cells Significantly Increase Operational Efficiency and Accelerate Decarbonization in the Transportation Industry.

    Press Release
    –

    Jun 21, 2022


    LOS ANGELES, June 21, 2022 (Newswire.com)
    –
    Today at the 15th Annual VerdeXchange VX2022 Marketmakers’ Conference, following an initial round of financing, Gemini Motor Company announced its plans to launch a fleet of autonomous hydrogen fuel cell trucks by 2025. The first prototype is currently under development and will be available for testing next year.

    California-based Gemini Motor is a cleantech company building autonomous, zero-emission semi-trucks powered by hydrogen fuel cells. The RoboTruck, Gemini’s first product in line, will have a range of up to 1,400 miles and can be refueled in less than 20 minutes. Since no drivers are involved, the fleet of RoboTrucks can operate 24 hours a day and seven days a week, quadrupling the operational efficiency of each unit over the conventional human-driven trucks. In addition, no driver cabin is required, which results in a significant drop in capital costs at volume production, mitigating the additional cost of AV sensors and compute equipment.

    “The combination of L4/L5 autonomy and zero-emission ‘long-range’ powertrains will transform the future of transportation in ways we can only imagine,” said Alex Rafiee, CEO and Co-founder of Gemini. “For the first time, we can accelerate decarbonization in transportation by combining two technologies that enable our zero-emission fleet to maximize utilization up to 97% of the time in a 24-hour day. This level of extreme utilization dramatically reduces CO2 emissions, shipping costs, and freight congestion, all at once.” For a frame of reference, Rafiee explained that adding 20,000 Gemini RoboTrucks to the industry would have the same beneficial impact on our environment as adding 3 million new battery-electric passenger vehicles on U.S. roads.

    Autonomous Vehicles Make a Positive Impact on Safety and Cost

    Using a software-centric approach that incorporates self-learning and sensor fusion, the Gemini AI runs vehicles autonomously, performs predictive maintenance, and maximizes fuel efficiency while meeting the highest safety standards. Gemini Motor is currently working with AV partners to develop its AV stack, which will be ready for early testing later this summer.

    According to Gemini’s co-founder Maik Ziegler, the former head of Advanced Engineering at Daimler Truck North America and the former head of Commercial Vehicles at Hyundai Motor Europe, “Only fuel cell electric propulsion will give us the driving range and fast refueling needed to harvest the 24/7 operation benefits of an autonomous truck.” Ziegler goes on to explain: “In this way, we are solving the chicken and egg problem of which comes first, the refueling infrastructure or the vehicles. The development of a hub-to-hub operation model for Gemini trucks is far more economical than other alternatives because the number of refueling stations required for our fleet will be exponentially lower than would otherwise be the case.”

    Gemini founders also believe autonomy should be part of the product design from the ground up, which is why they have designed a vehicle that not only embraces the core functionality of an autonomous vehicle with redundancy in mind but also fully engineered to optimize the high efficiency of a fuel cell powertrain. The patented design is the first in the world to consider a full 2.75 meter-high front shutter that enables surface cooling for the radiator array, while the exhaust air vents through the side channels, eliminating the need for constant fan operation. This unique design enables a highly efficient cooling system, improving fuel efficiency. Additionally, fuel efficiency is improved through autonomous driving, which has already been proven to reduce fuel consumption by 10-15% in diesel-powered trucks.

    Fuel Cell Trucks Will Lead to Substantial Environmental Benefits

    Using hydrogen fuel cells enables Gemini to go greener, farther, and faster. Fuel cell electric vehicles (FCEVs) significantly reduce the need for battery minerals and avoid electricity rate increases due to grid upgrades. FCEVs refuel faster, have a longer range and require far less infrastructure compared to battery-electric vehicles. According to Andreas Truckenbrodt, former CEO of Automotive Fuel Cell Cooperation (AFCC) and former President and CEO of the Canadian Hydrogen and Fuel Cell Association, “there is no alternative for Fuel Cells as the source of power for CO2 neutral heavy-duty trucks”.

    Founded in December 2021, Gemini Motor Company plans to disrupt the logistics industry with the most advanced hydrogen fuel-cell and autonomously driven fleet of trucks.

    For more information, press only: 
    Adi Liberman
    818-257-0906
    adi@eoscal.com

    For more information on the product: 
    Ken Chawkins
    Business Development 818-422-7412
    ken@geminimotor.com
    www.geminimotor.com

    Source: Gemini Motor Company

    [ad_2]

    Source link

  • Dive Delivery Begins Backyard Drone Deliveries of Essential Goods in San Mateo & Contra Costa Counties (CA)

    Dive Delivery Begins Backyard Drone Deliveries of Essential Goods in San Mateo & Contra Costa Counties (CA)

    [ad_1]

    In an effort to get people familiar with the concept of drone-based deliveries, Dive Delivery has secured confirmation of permission from the FAA to perform drone deliveries under existing Part 107 rules and regulations. Dive Delivery will use off-the-shelf drones equipped with drop mechanisms to conduct visual line of sight (VLOS) deliveries of face masks and other lightweight items to residential backyards.

    Press Release
    –


    updated: May 7, 2020


    SAN BRUNO, Calif., May 7, 2020 (Newswire.com)
    –
    ​​​​​Residents of San Mateo and Contra Costa counties in California can now sign up to participate in the trials at https://www.divedelivery.com – upon signing up, when ready, Dive Delivery will send out a Part 107 certified remote pilot to first conduct a test flight without any cargo. After a successful test, the certified remote pilot will affix a lightweight package to the drone and conduct the actual delivery drop flight. Customers will be notified before and immediately after the operation to ensure they do not walk under the drone at any time.

    Mission planning, airspace authorization (via automated LAANC requests) and flight execution are managed by the Avision App, an iOS application typically installed on an iPad. An off-the-shelf drone is fitted with an air drop system, while release control is programmed into the Avision flight platform. The drone takes off from a predefined location via an automated waypoint mission, flies to the backyard of the residential customer, lowers into the marked location, automatically releases the package and returns to the launch location via the same flight path.  

    “Dive Delivery is doing groundbreaking work executing on last mile drone deliveries in the Bay Area. Working alongside a company like Dive to meet the needs of local communities in a time of crisis is really rewarding for us,” says James Broniec, VP of Business Development for Avision.

    For additional safety and operational visibility, Dive Delivery plans to utilize Avision’s UTM platform. Once adopted by regulators, UTM technology will unlock the ability to more readily launch operations beyond visual line of sight.

    For press inquiries, please email: hi@divedelivery.com

    For local government officials looking to gather more information or help facilitate trials in their cities, please email: info@divedelivery.com

    Residents of Contra Costa and San Mateo counties can sign up to participate in drone delivery trials at www.divedelivery.com

    Dive Delivery, a d/b/a of Airzus, Inc., is a delivery service focusing on residential and commercial sUAS (i.e. drone) delivery. Operating under existing FAA Part 107 regulations, Dive Delivery is looking to partner with cities to roll out local operations through a network of trusted, third-party certified remote pilots.

    Avision is a leading provider of airspace and flight management technology for the global drone industry. The company is an FAA-approved USS (UAS service supplier) for LAANC (low altitude authorization and notification capability) powering real-time digital flight authorizations in controlled airspace. In partnership with NASA, Avision UTM (unmanned traffic management) system enables advanced air mobility. For more information visit www.avision.io

    Source: Dive Delivery

    [ad_2]

    Source link

  • Perrone Robotics, Inc. Receives Funding From Intel Capital

    Perrone Robotics, Inc. Receives Funding From Intel Capital

    [ad_1]


    Charlottesville, VA, October 25, 2016 (Newswire.com)
    –
    ​​​Perrone Robotics, Inc. (“PRI”) announced today that is has received funding from Intel Capital, Intel’s strategic investment and M&A organization. PRI is a robotics software company that has developed a complete full-stack and real-time capable robotics software platform for autonomous (“self-driving”) vehicles and general-purpose robotics. The modular framework allows customers to rapidly develop partially and fully autonomous vehicle and robotics applications, and enables continuous improvements in systems capabilities, including the seamless addition of new sensors, controls, maneuvers, and behaviors.

    After having been first fielded in PRI’s autonomous vehicle in the 2005 DARPA Grand Challenge and then the 2007 DARPA Urban Challenge, PRI’s MAX software has been deployed in many autonomous vehicle and robotics applications. Examples reach from Neil Young’s LincVolt vehicle over LIDAR-based applications at tollbooths on highways to crash testing and crash avoidance robotics systems with a major insurance institute. The funds will be used to further market and commercialize PRI’s robotics software platform offerings.

    “In order for the industry to advance complex initiatives such as autonomous driving, it is essential to that we take a platform-centric approach that will enable collaboration across the ecosystem. Wind River is excited to share its automotive expertise and work with innovators like PRI to further advance the automated driving landscape.”

    Marques McCammon, General Manager for Connected Vehicle Solutions at Wind River

    Intel Corporation and PRI have also entered into a business collaboration agreement, under which they will collaborate regarding certain technical, marketing and sales activities. 

    As part of this collaboration, Perrone will also work closely with Intel’s portfolio of automotive assets, including identifying software synergies with Intel subsidiary Wind River.

    Paul Perrone, PRI’s CEO, said:

    “We are very pleased to have received this funding from Intel Capital, and to be working collaboratively with Intel Corporation. The funds received will significantly expand our company’s ability to market and commercialize our product by allowing us to tap into the Intel ecosystem, and forge new alliances with technology partners and other players in the driverless car industry.”

    Marques McCammon, General Manager for Connected Vehicle Solutions at Wind River, said:

    “In order for the industry to advance complex initiatives such as autonomous driving, it is essential to that we take a platform-centric approach that will enable collaboration across the ecosystem. Wind River is excited to share its automotive expertise and work with innovators like PRI to further advance the automated driving landscape.”

    About Perrone Robotics

    Perrone Robotics is a robotics software company that has developed a full-stack, modular, real-time capable robotic software platform for autonomous vehicles and general-purpose robotics. Its patented MAX software product enables rapid development of autonomous vehicles and other autonomous robotics applications.  Since the early applications of the technology in the 2005 DARPA Grand Challenge and 2007 DARPA Urban Challenge, MAX has evolved in its application and use across a wide range of autonomous vehicle platforms. The company’s MAX-Auto software product is a purpose-built platform that is targeted at the self-driving vehicle market.

    About Intel Capital

    Intel Capital, Intel’s strategic investment and M&A organization, backs innovative startups targeting computing and smart devices, cloud, datacenter, security, the Internet of Things, wearable and robotic technologies and semiconductor manufacturing. Since 1991, Intel Capital has invested US$11.7 billion in 1,457 companies worldwide, and 605 portfolio companies have gone public or been acquired. Through its business development programs, Intel Capital curates thousands of introductions each year between its portfolio executives and Intel’s customers and partners in the Global 2000. For more information on what makes Intel Capital one of the world’s most powerful venture capital firms, visit www.intelcapital.com or follow @Intelcapital.

    For more information, please contact: Greg Scharer, gscharer@perronerobotics.com, (434) 409-9820.

    Source: Perrone Robotics

    Related Media

    https://www.youtube.com/watch?v=9SV-nN7Igxs

    [ad_2]

    Source link