Ive found that the best technical leaders tend to live in a space between optimism and skepticism. Were excited about whats possible, but weve also seen enough to know that not every shiny new thing delivers on its promise.
That mindset has shaped how I lead and how I evaluate technology. Im always willing to explore whats next but do it with a critical eyetesting, validating, and asking the hard questions. Because in tech, theres always something groundbreaking that promises to change everything. Sometimes it does. Often, it doesnt.
That perspective has been especially useful as Ive watched the evolution of personal computing. The PC has come a long way since the 1980s, but you could argue that not much has fundamentally changed in the last two decades. Smartphones and tablets took the spotlight, and PCs settled into a supporting role. But now, the AI PC has emerged as the next big thing, and youre likely contemplating whether its worth making the move.
For any organizationwhether five employees or 20,000upgrading PCs can be scary. Its expensive and touches nearly every part of the business. Yet after using several AI PCs with integrated neural processing units (NPU) and other specialized processing units, in real-work scenariosbusiness trips, events, and enterprise and personal workflowsIm convinced this isnt just another hype cycle. These machines are different.
Here are four ways Im finding wow that are worth your attention nownot later.
1. Futureproofing
AI PCs are more than a hardware upgrade. Theyre a strategic investment in your workforces ability to adapt to the next wave of innovation. Wait too long, and your employees may struggle to maximize AIs rapidly advancing capabilities in daily work.
Two years ago, only 5% of global commercial device shipments were AI PCs. By 2028, IDC predicts that will soar to nearly 94%. Investing early not only strategically enhances current worker proficiencies, it ensures your infrastructure is ready for future advancements in AI and computing technologies.
I initially didnt expect to change my workflow until more productivity and developer tools emerge that fully leverage the latest devices high-power, low-latency efficiency. So, its fair to ask: What if these machines are outdated by the time the apps are ready? Yet nothing weve seen from manufacturers or independent software vendors (ISV) suggests thats likely. These devices are built for the long haul.
2. Creative and knowledge work potential
AI PCs excel in creative tasks like generating images, enhancing design workflows, and running local models with advanced image processing tools like Adobe Firefly. But their potential goes far beyond the creative suite.
Theyre poised to transform knowledge work too. Faster computation, predictive analytics, and local processing mean smoother, smarter workflows in tools like Microsoft 365 and Google Workspace. Executives should push ISVs and major operating system providers to accelerate development in this space to unlock the full capabilities.
Running sophisticated apps locally on the device without relying on external servers or cloud computing boosts efficiency and reduces latency. Thats not just a performance win; its a productivity revolution.
3. Battery life and responsiveness
It might sound trivial, but battery life is a game-changer. On a recent three-day business trip, I used my AI PC on flights, in meetings, and at the airport without charging once. I used it during my meetings to take notes, handle my email, and even did some coding (yes, I still do that). I even squeezed in two more hours of work after I got home before the battery ran low.
For executives on the go or a travelling workforce, that kind of reliability frees up mental space and time. No more hunting for outlets. No more battery anxiety.
Another standout feature is responsiveness and speed. Across manufacturers like Qualcomm, Intel, AMD, and Apple, these devices are equipped with more processing unitscentral processing units, graphics processing unit, and NPUsthan traditional PCs. This increased compute capacity ensures that AI PCs are incredibly snappy, providing a seamless user experience that boosts overall productivity.
4. Cost efficiency
Initially, the price delta between AI PCs and traditional PCs was substantial, often $100 to $200 more per device. However, this gap is narrowing.
For companies managing thousands of devices, this cost reduction can lead to significant savings. Even a $60 difference is easy to justify when you consider the performance gains and extended device lifecycle.
You can approach adoption slowly. Our company is rolling out AI PCs in phases, with about 15% of our workforce already plugged in, starting with power users like our software developers, engineers, and executives who travel frequently. By end of year, 40% percent of our workforce will be using them. Within a couple years, nearly everyone will.
You can gain insight into the best ways AI PCs will impact your organization by testing through your power users, then broaden the pool as needed. This phased approach lets us test, learn, and scale intelligently. It also helps us identify where the biggest gains are, whether in creative output, battery life, or raw processing power.
Lead the shift, dont chase it
AI PCs arent just about speed or battery life. Theyre about preparing your organization for whats next.
Adopting now offers numerous benefits to all areas of your business, from sales teams to creative or technical departments. Leaders must champion this transitionnot just by investing in the hardware but by advocating for faster software development and thoughtful rollout strategies.
Start with the teams that will benefit the most. Learn from their experience. Then scale. Because the future of work isnt waiting. And with AI PCs, you dont have to, either.
Juan Orlandini is CTO, North America of Insight Enterprises.
When my marketing role evolved to include customer success and renewals, some naturally expressed confusion on why a CMO with established expertise and an already large remit would willingly take on more. This confusion was not among colleagues (Im fortunate enough to be part of a very supportive environment!) but among others inside and outside of my network.
Looking back, that decision reinforced something I believe is a career accelerator and crucial in leadership. Its a lesson Ive shared with many young professionals and I believe others should take it to heart. Adaptability defines who will lead tomorrow’s companies and who won’t. Heres how to think about becoming more adaptable.
Break artificial barriers
Sometimes we box ourselves in with professional or personal labels. “I’m a marketer” or “I’m an engineer” or Im a mother becomes both identity and limitation. These labels feel safe in a chaotic world. They create boundaries, but they can also limit growth.
I’ve seen smart, capable young professionals turn down opportunities with a quick “that’s not in my job description.” They build walls around their roles, thinking they’re creating safety without fully appreciating the downstream impact to their career growth.
My shift from marketing into customer success happened deliberately. I wanted to understand the full customer journey firsthand. And now, every time I push beyond my comfort zone, I gain insights that change how I approach all aspects of our business.
Look at the full picture
Working across both marketing and customer success showed me connections I’d have missed otherwise.
When you handle both sides of the customer relationship, patterns start to appear. You notice how your early marketing messages set expectations that affect renewal conversations months later. You spot the gaps between what attracts customers initially and what keeps them around.
This full-picture view prepares you for executive roles in ways specialization can’t. Senior leaders need to synthesize information from across departmentstough to do when you’ve only seen one slice of the business.
Ride the wave of change
Young professionals today face relentless workplace transformation. Technologies reshape entire industries overnight. Business models evolve constantly.
People who excel amid this chaos don’t resist changethey embrace it. When unfamiliar challenges crop up, they lean in rather than back away. This is something I strive to instill in my team and my children. When we are not afraid to take on unfamiliar challenges and we dont accept perceived limitations, we create permission for others to do the same. I’ve witnessed this ripple effect repeatedly. One person’s willingness to push boundaries inspires colleagues, friends and family to reconsider their own self-imposed constraints and embrace a growth mindset.
How to build your adaptability muscles
Getting comfortable with change takes practice:
Jumping into cross-functional projects exposes you to different departments
Consider sideways moves before focusing solely on climbing up
Ask questions about parts of the business you don’t touch daily
Find mentors with backgrounds different from yours
Tackle unfamiliar tasks with curiosity instead of anxiety
Reframe your professional limitations
If someone requests your help with a task that falls outside of your area of expertise, view it as a chance to develop and expand your skills.
Find new routes
Adaptability opens doors that might otherwise stay shut. Reaching senior leadership often means finding alternate routes when traditional paths prove blocked.
The biggest barriers to professional growth often aren’t external obstacles or lack of opportunity, they’re the invisible ceilings we build for ourselves.
Connect the organization
People who move between different functions bring unique valuethey bridge communication gaps. They translate between specialized teams that struggle to understand each other. They spot problems and opportunities others miss.
Companies facing complexity need leaders who make connections. When you demonstrate this skill, you stand out dramatically from peers who excel only in their specialty.
Get comfortable with discomfort
Becoming adaptable means feeling uncomfortable regularly. Stepping into new territory triggers self-doubt, but over time builds your confidence to trust your judgment.
But, here’s a poorly-kept secret: This discomfort never completely goes away, even for experienced executives. What changes is how you respond to it. You start seeing discomfort as a sign of growth rather than failure.
Young professionals aiming for leadership positions gain an edge with this mindset shift. While others avoid challenging situations, you’ll build versatility that makes you increasingly valuable.
I projectwith confidencethat well see leaders of tomorrow who continuously reinvent themselves, crossing boundaries, embracing challenges outside their comfort zone, and bringing diverse perspectives together.
The real question: When unexpected opportunities appear, will you take them? I definitely think you should.
Melissa Puls is chief marketing officer and SVP of customer success and renewals at Ivanti.
SharkNinja’s CEO, Mark Barrocas, joined Yaz and Josh on this week’s Most Innovative Companies exclusive video podcast to discuss how social media has become their number-one marketing tool, tariffs, and of course, the viral SLUSHI machine.
For more than 40 years, the investment banking firm Allen & Co. has attracted a selective group of moguls to Sun Valley, Idaho, for its annual Sun Valley Conference. The gathering calls on tech tycoons, entertainment CEOs, and an assorted whos who of billionaires to socialize their way through a four-day networking retreat.
Despite the astronomical amounts of wealth represented at the event, the Sun Valley uniform has largely remained the same for the past decade: understated polo shirts, blue vests, jeans, and, every so often, a semi-interesting pair of sunglasses.
As of July 9, the 2025 guest list includes Mark Zuckerberg, Tim Cook, Sam Altman, and Bob Iger. Compare the attire of this years attendees with that of the event’s guests in 2015 and, if not for a few familiar faces, you probably wouldnt even be able to tell the difference.
Looking back on Sun Valley events of old, it seems that the gathering was a kind of progenitor for modern-day quiet luxury. While quiet luxury and stealth luxe have become buzzwords in recent years, this way of dressing has long been embraced among wealthy elites. Opting for simple, understated, well-made clothes can signal status without appearing gaudy.
Quiet luxury was instantly adopted by the players in this space as a way to speak to their success through what they wear. It’s designed to go unnoticed, even if they’re publicly powerful and influential figures, says L.A.-based personal stylist Mary Komick. The color palettes are muted shades or monochromatic neutral, and their clothes are refined, clean-cut, and tailored. They’re showing off to each other, with their stealth luxe style noticeably recognized by those in these circles.
Nowadays, Komick adds, the accepted dress code has become almost an ironic mainstay at Sun Valley. Men stick to canvas jackets, low-key tees, polos, and denim jeans, while women choose a similar combination of designer tees and tanks paired with tailored trousers. Here are a few of the common themes emerging this year.
[Photo: David Paul Morris/Bloomberg/Getty Images (Iger, Cook), Kevin Dietsch/Getty Images (Nadella)]
The polo club
Those looking to play it as safe as possible at this years gathering have all turned to a timeless mainstay of tech bro fashion, the beige living room of tops: the polo shirt. Iger, Cook, and Satya Nadellathe CEOs of Disney, Apple, and Microsoft, respectivelywere just a few of the attendees who opted for a polo in either crisp white or blue for their arrival at the conference.
The majority of attendees are deliberately choosing to wear nondescript, understated outfits in an effort to prioritize function over fashion, Komick says. They’re photographed in outfits purposely chosen to look like they’re heading to the golf course in Patagonia vests, going on a hike, or wearing Western hats meant for a scenic horseback ride. This is most likely preferred simply to reduce decision fatigue, because everyone is thinking about the next newsworthy tech or entertainment deal they’re making behind closed doors.
[Photo: Kevin Dietsch/Getty Images (Armstrong, Altman)]
The humble (or not-so-humble) T-shirt
Another popular look, which takes an even more casual spin on the popular polo and khakis, is the T-shirt-and-jeans combo. These shirts will make you ask, Does that T-shirt cost $10 or $600? And, chances are, your first guess is probably wrong.
This years T-shirt wearers include OpenAI CEO Altman, Coinbase CEO Brian Armstrong, Yahoo CEO Jim Lanzone, and OpenAI chairman Bret Taylor.
[Photo: Kevin Dietsch/Getty Images (Khosrowshahi, Wiedenfels)]
The walking billboard
Immediately upon arrival at this years retreat, a few attendees signaled that they were already members of the club by donning official Sun Valley merch. Uber CEO Dara Khosrowshahi stepped out in a Sun Valley hat, while Warner Bros. Discovery CFO Gunnar Wiedenfels chose a navy Sun Valley-branded (you guessed it) polo shirt.
Casey Wasserman, CEO of the Wasserman Media Group, took wearable advertising in a more personal direction by repping his own companys logo on his ball cap. They’re not going to be caught dead in a logo that isn’t their company’s, Komick says.
[Photos: Kevin Dietsch/Getty Images (Blakely, Trump)]
Western cosplay
In April, The Wall Street Journal dubbed 2025 as the year that the tech bro started dressing like a cowboyand it seems that a few brave attendees are bringing that trend to Sun Valley. Komick says both Western and sporty aesthetics have come to the fore this year.
[Attendees are] cosplaying cowboys and cowgirlsfrom Ivanka Trumps silver Western belt to Sara Blakely in the Western hat against her white tee and dark wash Mother jeans, Komick says. The men are trading solid tops for plaid button-downs or terry overshirts. Sunglasses were the statement accessory this season.
[Photo: David Paul Morris/Bloomberg/Getty Images]
The sunglasses are your outfit outfit
The fashion may be predictably tame at this years Sun Valley, but that only makes it all the more visually jarring that a few notable names arrived sporting some of the wildest sunglasses money can buy.
Altman chose to pair his casual navy tee with a $400 pair of Vuarnet Altitude 01 sunglasses, a design inspired by 1970s ski masks. John Elkann, the chairman of Ferrari, donned what appeared to be a pair of vintage Tom Ford Cassius 78MM Pilot sunglassesan accessory so chunky that a passerby could be forgiven for mistaking them for an Apple Vision Pro.
Rewards startup Bilt, which made its name by offering renters the opportunity to earn points on rental payments, is building itself a lofty valuationand introducing a handful of new cards to boot.
The company announced on Thursday that it has raised $250 million in new funding, bringing its total valuation to $10.75 billion, more than twice its valuation from roughly a year ago.
Its also introducing Bilt Card 2.0, an upgraded credit card offering that will launch in February of next year and is being developed in partnership with Cardlesswhich also had a hand in launching the American Express Coinbase card earlier this year.
In a blog post, Bilt said that its Card 2.0 will have three different options: A no-fee option and two premium levels with $95 and $495 annual fees.
The announcement is a sign that Wells Fargo and Bilt are ending their partnership on the Bilt Rewards Mastercard earlier than expected. The partnership had been slated to run until 2029.
That card originally launched to the public in March 2022 with a novel points-on-rent reward and quickly took off among points and miles enthusiasts. Within 18 months, it had activated 1 million accounts.
The Wall Street Journal has reported Wells Fargo was losing money on the deal, raising questions about the card’s sustainability.
Both Wells Fargo and Bilt declined to comment bout the specifics of the partnership when contacted by Fast Company.
New York-based Bilt has built a $1 billion-a-year business on the strength of its rewards program, as Fast Company reported in June, and most of its revenue now comes from its partnerships with property managers. The company processes rent payments for property managers and offers their tenants access to its expanding loyalty program, which now includes some 40,000 merchants.
Jain told Fast Company that he imagined the credit card occupying a relatively modest place in his company’s overall strategy. Its not our core business, he said. Our job is to provide the best rewards ecosystem, the best commerce platform, the best [customer] acquisition, the best brand, so that our partners can create a great card product around it. According to Jain, only 15% of Bilts rewards program members are cardholders.
As for how things will work with Bilt Card 2.0? Well need to wait until next year to find out. At that time, “current cardholders will be seamlessly moved from Wells Fargo to our new card platform,” according to Bilt’s blog post.
In the meantime, Bilts leadership is exuding confidence.
Bilt represents the convergence of America’s largest spending categorieshousing and local commerceinto a single, powerful network that benefits everyone involved, said Bilt chairman and former American Express CEO Ken Chenault, in a statement. What we’re building goes beyond the four walls of your apartment; we’re connecting you with your entire neighborhood and making every aspect of where you live more rewarding.
On July 1, more than 9,000 members of the American Federation of State, County and Municipal Employees (AFSCME)s District Council 33 in Philadelphia went on strike. The work stoppage entered its second week with no end in sight, but a marathon bargaining session resulted in a 4 a.m. tentative agreement between the unions leaders and the city government on Wednesday, July 9.
While Philadelphia Mayor Cherelle Parker has tried to spin it as a win for the workers (and has embraced it as a victory for her administration), some union members public reaction to the deal has been far from positive. On Monday, July 14, theyll vote on whether to ratify the new contract, and the outcome is currently anyone’s guess.
The unionknown better as DC 33represents the citys blue-collar municipal workers, who handle a wide range of job descriptionsfrom 911 dispatchers to library assistants to water department employees. Perhaps most notably, it also represents thousands of sanitation workers, and its that group in particular that became the most visible symbol of the strike due to the nature of their workand the visceral ramifications of their work stoppage. As the sixth-largest city in the U.S., Philadelphia generates a lot of trash. And with the trash collectors on strike, things quickly got ugly.
Enormous piles of trash popped up all over the city once the workers walked out, spilling out of the citys designated temporary drop-off centers and onto the citys streets and sidewalks. In an unflattering homage to Mayor Parker, who became the face of the citys fitful negotiations with the union, some residents dubbed the garbage heaps Parker piles. Thanks to soaring temperatures, spiking humidity, and heavy rain, residents complained that the stench was becoming a serious problem before the agreement was reached.
So how did the city get here?
DC 33s most recent contract expired at midnight on July 1, following a one-year extension that the union agreed to at the beginning of Parkers term in 2024. While the mayors office indicated a willingness to continue bargaining, the unions leadership decided to call a strike, determined to secure a meaningful economic boost for their members. This marks the first time DC 33 has hit the bricks since 1986, when workers stayed off the job for three weeks, and 45,000 tons of garbage towered over the streets.
The primary issue is money: Members of DC 33 are the lowest paid of the citys four municipal unions, as well as the only one with a predominantly Black membership; the other three include AFSCME DC 47, which is made up of white-collar city workers, and the unions representing the city’s police officers and firefighters.
The average salary among DC 33 members is only $46,000 a year, which workers have decried as poverty wages. (Sanitation workers, by the way, generally take home about $42,000 a year, and Philadelphias sanitation workers are among the lowest-paid employees in the country despite serving a city of more than 1.5 million residents.) Those numbers place them well below a living wage for Philadelphia, which the Massachusetts Institute of Technology calculated as $48,387 for a single adult with no children.
The union was most recently asking for a 5% yearly wage increase over a three-year contract, but the city refused to budge from its own proposal of 2.75%, 3%, and 3% increases over that same periodonly inching up to a 3% first-year raise in the tentative agreement. The city of Philadelphia currently has a budget surplus of $882 million, from which the mayor budgeted $550 million to cover all four municipal union contracts. The cost of the proposed DC 33 contract will be $115 million over its three years.
In contrast, Parkers current budget proposal has already bookmarked $872 million for the Philadelphia Police Department, a $20 million increase that includes $1.3 million for new uniforms.
City officials touted their lowball offer to DC 33 as a sign of fiscal responsibility, but even now that bargaining has ended, union negotiators and their membership remain adamant that its just not enough.
There were other issues at play, too. Unlike other city employees like police and firefighters, DC 33 members are required to live inside the city of Philadelphiawhich, given the rising cost of living, only adds to the economic pressures they face. The union sought to remove the residency requirement in order to give their members more flexibility, but the city ultimately shot down their request. In addition, the union fought to preserve and improve members healthcare and pension plans, and saw some success.
With an embattled mayor facing criticism over her own staffs lavish salaries and mixed results on her campaign promise to make the city “safer, cleaner, greener, the city took an increasingly combative posture toward the union. Multiple injunctions forced certain strikers (like those at the airport, the medical examiner’s office, the water department, and the 911 dispatch center) back to work, while the city paid private contractors to clear the trash drop-off sites and called in non-union workers to perform union labor.
Meanwhile, DC 33 maintained picket lines outside libraries, sanitation centers, and city buildings during a week of sweltering heat. Workers danced, sang, marched, set up impromptu cookouts, and waved signs at passersby. The Wawa Welcome America concert on the Fourth of July lost both of its headliners, LL Cool J and Jazmine Sullivan, who both canceled their performances in solidarity with the strikers. Thre was also tragedy: Two striking DC 33 workers, one of whom is pregnant, were the victims of a hit-and-run accident last week when an intoxicated individual drove into their picket line; Tyree Ford, a sanitation worker and father of four, sustained serious injuries and is still in critical condition.
Ultimately, the citys strong-arm approach led to the current tentative agreement, which falls far short of what the workers wanted and is not guaranteed to survive the membership vote. Union leadership has been open about its own disappointment, too. The strike is over, and nobodys happy, Greg Boulware, president of DC 33, told The Philadelphia Inquirer as he left the marathon bargaining session. We felt our clock was running out.
A federal judge blocked Trumps Jan. 20 executive order ending birthright citizenship Thursday.
By allowing the case to proceed as a class action lawsuit, the block gets around a 6-3 Supreme Court decision last month that limited judges abilities to issue nationwide injunctions on Trump administration policies.
The lawsuit, filed by the American Civil Liberties Union, seeks to protect the class of babies born to temporary residents or unlawful permanent residents since Feb. 20. These children wouldunlike generations of children born in similar situationsbe deprived of citizenship under Trumps order, titled Protecting the Meaning and Value of American Citizenship, which reinterprets the text of the Fourteenth Amendment.
The framers of the Fourteenth Amendment specifically enshrined this principle in our Constitutions text to ensure that no onenot even the Presidentcould deny children born in America their rightful place as citizens, according to the complaint filed late last month.
Joseph N. Laplante, a U.S. District Court Judge based in New Hampshire wrote in his ruling that members of the class impacted by the end of birthright citizenship are likely to suffer irreparable harm if the executive order is not blocked.
By allowing the lawsuit to continue as a class actiona type of civil lawsuit filed on behalf of a large group of similarly-situated people who have been similarly harmedLaplantes ruling uses the only remaining workaround to stop policies deemed unlawful from being implemented nationwide. Before the Supreme Court ruled against the practice last month, judges were able to issue universal, or nationwide injunctions against such policies.
The Trump administration has 7 days to appeal Laplantes ruling, and White House officials say they are planning to fight back against the injunction, accusing the judge of “abusing class action certification procedures.”
Todays decision is an obvious and unlawful attempt to circumvent the Supreme Courts clear order against universal relief,” Harrison Fields, principal deputy press secretary and special assistant to President Trump, tells Fast Company. “The Trump Administration will be fighting vigorously against the attempts of these rogue district court judges to impede the policies President Trump was elected to implement.
For immigration rights activists, however, the ruling is a major triumph for the children who would be born stateless if not for birthright citizenshipan estimated 255,000 annually, according to the Migration Policy Institute.
This ruling is a huge victory and will help protect the citizenship of all children born in the United States, as the Constitution intended, Cody Wofsy, deputy director of the ACLUs Immigrants Rights Project, said in a statement. We are fighting to ensure President Trump doesnt trample on the citizenship rights of one single child.
TikTok is facing a fresh European Union privacy investigation into user data sent to China, regulators said Thursday.
The Data Protection Commission opened the inquiry as a follow-up to a previous investigation that ended earlier this year with a 530 million euro ($620 million) fine after it found the video-sharing app put users at risk of spying by allowing remote access to their data from China.
The Irish national watchdog serves as TikToks lead data privacy regulator in the 27-nation EU because the companys European headquarters is based in Dublin.
During an earlier investigation, TikTok initially told the regulator it didnt store European user data in China, and that data was only accessed remotely by staff in China. However, it later backtracked and said that some data had in fact been stored on Chinese servers. The watchdog responded at the time by saying it would consider further regulatory action.
As a result of that consideration, the DPC has now decided to open this new inquiry into TikTok, the watchdog said.
The purpose of the inquiry is to determine whether TikTok has complied with its relevant obligations under the GDPR in the context of the transfers now at issue, including the lawfulness of the transfers, the regulator said, referring to the European Unions strict privacy rules, known as the General Data Protection Regulation.
TikTok, which is owned by Chinas ByteDance, has been under scrutiny in Europe over how it handles personal user information amid concerns from Western officials that it poses a security risk.
TikTok noted that it was the one that notified the Data Protection Commission, after it embarked on a data localization project called Project Clover that involved building three data centers in Europe to ease security concerns.
Our teams proactively discovered this issue through the comprehensive monitoring TikTok implemented under Project Clover,” the company said in a statement. “We promptly deleted this minimal amount of data from the servers and informed the DPC. Our proactive report to the DPC underscores our commitment to transparency and data security.
Under GDPR, European user data can only be transferred outside of the bloc if there are safeguards in place to ensure the same level of protection. Only 15 countries or territories are deemed to have the same data privacy standard as the EU, but China is not one of them.
By Kelvin Chan, AP business writer
Tesla has scheduled an annual shareholders meeting for November, one day after the electric vehicle company came under pressure from major shareholders to do so.
Billionaire Elon Musk‘s company said in a regulatory filing on Thursday that the meeting will be held on Nov. 6. A group of more than 20 Tesla shareholders said in a letter to the company a day earlier that it needed to provide public notice of the annual meeting.
Texas law states businesses must hold annual meetings within 13 months of their last one, if shareholders request it. But the law also allows for written consent instead of the annual meeting to be executed within the 13-month timeframe. Tesla is incorporated in Texas.
The annual meeting, given Tesla’s fortunes this year, has the potential to be a raucous event and it is unclear how investors will react to the delay, which is rare for any major U.S. corporation.
Tesla shares have plunged 27% this year, largely due to blowback over Musk’s affiliation with President Donald Trump, as well as rising competition.
Many shareholders have been miffed by Musk’s participation in the Trump administration this year, saying he needs to focus on his EV company which is facing extraordinary pressures.
An annual meeting provides shareholders with the opportunity to hear directly from the board about these concerns, and to vote for or against directors, the boards approach to executive compensation, and other matters of material importance, the group said in the letter.
Teslas last shareholders meeting was on June 13 of last year, where investors voted to restore Musks record $44.9 billion pay package that was thrown out by a Delaware judge earlier that year.
Tesla also said in its regulatory filing on Thursday that July 31 is the new deadline for the submission of proposals to be included in the proxy statement. In a January filing, Tesla said it would file its proxy statement for this year’s annual meeting by the end of April.
However, the company filed an amended report on April 30, saying that it didn’t have a date for the meeting yet. Tesla also said in that filing that it was creating a special committee to look at Musk’s compensation as CEO.
Also on Thursday, Musk said that the Grok chatbot will be heading to Tesla vehicles.
Grok is coming to Tesla vehicles very soon. Next week at the latest, Musk said on social media platform X, in response to a post stating that Grok implementation on Teslas wasn’t announced on a Grok livestream Wednesday.
Grok was developed by Musks artificial intelligence company xAI and pitched as an alternative to woke AI interactions from rival chatbots like Googles Gemini, or OpenAIs ChatGPT.
Yet Grok has had a bumpy ride during its rollout.
On Wednesday xAI announced that it was taking down inappropriate posts made by its Grok chatbot, which appeared to include antisemitic comments that praised Adolf Hitler.
Shares of Tesla rose more than 3% in Thursday morning trading after tumbling this week as the feud between Trump and Musk heated up again.
Michelle Chapman, AP business writer
The United States is experiencing its worst measles outbreak in three decades.
According to the Centers for Disease Control and Prevention (CDC), there have been 1,288 confirmed measles cases across 38 states since the start of 2025. Some 162 people have been hospitalized, and three have died. These are the latest CDC figures as of July 8.
The latest case counts surpass those of 2019, when 1,274 cases of the disease were reported. The last time the U.S. saw more cases was in 1992, when there were 2,126 confirmed cases of the disease.
Medical researchers have observed a trend of declining childhood vaccination rates, leading to increased cases in recent years. Measles is a highly infectious viral disease that is spread through the air by coughing and sneezing.
There is no cure for measles. However, vaccines can provide protection.
Tracking the growing spread
The Johns Hopkins Bloomberg School of Public Health has a U.S. Measles Tracker on its website. This interactive tool shows where outbreaks are happening and indicates whether cases are local or imported.
This resource can help Americans stay informed about the spread of the disease and the latest confirmed cases.
The tracker shows that Texas has seen the largest number of confirmed cases, followed by New Mexico. There have been over 400 cases in Gaines County, Texas.
[Map: Johns Hopkins University]
Data collected by Johns Hopkins University (JHU) indicate that 6% of confirmed cases involve individuals who have been vaccinated. Meanwhile, 94% of cases involve people who are unvaccinated or with unknown vaccination status.
Understanding the symptoms and how to protect yourself
Doctors recommend two doses of the MMR vaccine to protect against measles, mumps, and rubella. Adults and children aged 12 months to 12 years can get the vaccine, which is 97% effective against measles after two doses.
Alternatively, children aged 12 months to 12 years can receive the MMRV vaccine, which protects against measles, mumps, rubella, and varicella. Two MMRV doses is recommended.
Symptoms usually appear seven to 14 days after exposure to the disease, according to Mayo Clinic.
Typical symptoms include:
High fever (can reach more than 104°F)
Cough
Runny nose
Red, watery eyes
Small white spots typically appear inside the mouth two to three days after symptoms begin. Three to five days after symptoms start, its typical for a rash with small raised bumps to appear on the face and upper body, later spreading to the lower body.
Measles can be especially dangerous to babies and young children. If your child has been exposed to measles, you should contact a healthcare provider immediately.
