Its already been an exciting Major League Baseball season.
And that excitement is clearly translating into the business and advertising side as well. Earlier this summer, Variety reported that ads for the MLB All-Star Game, which took place in July, sold out over a month in advance.
On Monday night during Game 3 of the World Series, when the Los Angeles Dodgers won against the Toronto Blue Jayswhich gave L.A. a 2-1 series lead and featured another significant performance from Shohei Ohtanithe game went to 18 innings and lasted six hours and 39 minutes.
So what happens to ads when a game has extra innings?
When a large tentpole tournament or a championship game like the Super Bowl goes into overtime, it often turns into a bidding war between advertisers.
But baseball is a unique animal and in a league of its own. Its different compared with the NFL’s Super Bowl, given the complexity of the sports structure and due to unplanned breaks and pitcher changes, which have to be accounted for.
According to a source familiar with the matter, Monday nights game had so many breaks that Fox, which is broadcasting the series, went through its entire national inventory by the 13th inning, running out of spots because it went on for so long. From there, the network ran several promos from that point on until the 18th inning.
While a normal game usually runs around 76 commercials, the source said that around 108 spots ran on Monday night.
What typically happens from a ratings perspective is that the network can cut off the game and split it into two sets of viewership numbers: one where it starts at the beginning of the game at around 5:15 p.m. ET and goes until 12:30 a.m. ET.
And then theres the entire game from start to finish: Monday nights Game 3 ended around 3 a.m. ET.
The longer the game goes on, viewers will start to go to bed and the ratings will typically dropso it doesnt necessarily help to continue running new spots at that point in the game.
They ran into an anomaly, the source told Fast Company.
However, something similar happened seven years ago in 2018, when the Dodgers and Red Sox had an 18-inning game during Game 3 at Dodger Stadium, and the network had to split viewership into two games, according to our source.
While the viewership numbers from Monday nights 18-inning Game 3 have yet to be released, Fox reported that it averaged 13.3 million viewers from Game 1 on Friday, down 13% from last year, while 11.6 million watched Game 2 on Saturday, which is down 16%.
At the same time, with the Blue Jays in the series, TV ratings are generally up when combined with Canadas viewership.
Fox declined to share specific numbers around commercials in this years World Series tournament, but in Varietys report from July, a source told the publication at the time that Fox had been seeking between $750,000 and $800,000 for a 30-second commercial in the All-Star Game.
Meta recorded a nearly $16 billion one-time charge in the third quarter related to U.S. President Donald Trump’s Big Beautiful Bill, and said its capital expenditure next year would be “notably larger” than in 2025.
Shares of the company fell around 6% after the bell.
Excluding the charge, Meta said its third-quarter net income would have increased by $15.93 billion to $18.64 billion, compared to the reported net income of $2.71 billion.
The social media company now expects capital expenditure to be between $70 billion and $72 billion, compared with its prior forecast of $66 billion to $72 billion.
Meta continues to benefit from its massive user base. The company’s powerful AI-optimized ad platform helps marketers automate campaigns, improve the quality of video ads, translate ads, and generate persona-based images to target different customer segments.
The company has launched ads on its messaging platform WhatsApp and social network Threads, directly competing with platforms such as Elon Musk’s X, while Instagram’s Reels continue to jostle with ByteDance’s TikTok and YouTube Shorts for ad revenue in the short-video market.
Meta has been doubling down on AI, with a target of achieving superintelligence, a theoretical milestone where machines could outthink humans.
To that end, Meta reorganized its AI efforts under the Superintelligence Labs unit in June, following senior staff departures and a poor reception for its Llama 4 model.
CEO Mark Zuckerberg has personally led an aggressive talent hiring spree and has said that the company would spend hundreds of billions of dollars to build several massive AI data centers for superintelligence. The company is among the top buyers of Nvidia’s sought-after AI chips.
The company struck a $27 billion financing deal last week with Blue Owl Capital, Meta’s largest-ever private capital agreement, to fund a massive data center project in Richland Parish, Louisiana, known as “Hyperion.”
In a surprise move, Meta said last week it would cut around 600 jobs out of the several thousand employees within its AI unit to streamline decision-making and increase the responsibility, scope and impact of each role.
The company’s aggressive AI investments are creating significant cost pressures, even as it anticipates long-term benefits and revenue growth.
Major tech companies including Alphabet, Amazon.com, Meta, Microsoft and CoreWeave are on track to spend $400 billion on AI infrastructure this year, Morgan Stanley estimates.
These investments that come amid economic uncertainty have fueled fears of an AI bubble, putting pressure on CEOs to deliver measurable results, as the move could trigger losses, job cuts and boardroom shake-ups.
Jaspreet Singh, Reuters
Google-parent Alphabet beat Wall Street estimates for third-quarter revenue on Wednesday, as both its core advertising business and cloud computing unit showed steady growth.
Shares of the company rose 6% in extended trading.
The company reported total revenue of $102.35 billion for the quarter, compared with analysts’ average estimate of $99.89 billion, according to data compiled by LSEG.
The cloud services and AI giant raised its capital expenditure forecast for the year to between $91 billion and $93 billion, compared with the estimates of $80.67 billion.
Google Cloud remained one of Alphabet’s fastest-growing segments, benefiting from surging enterprise demand for AI-powered infrastructure and data analytics services.
The unit posted revenue of $15.16 billion, topping estimates of $14.72 billion. The performance was likely boosted by burgeoning enterprise demand for its AI infrastructure.
The unit continues to close the gap with larger rivals Microsoft Azure and Amazon Web Services, aided by strong take-up of Vertex AI and custom Tensor Processing Units.
Competition in the broader AI and cloud market is intensifying, with rivals aggressively cutting prices and introducing new generative-AI capabilities.
Alphabet’s advertising unit, which brings in the vast majority of the company’s revenue, has been competing in a crowded field of rivals vying for more ad dollars as lower interest rates are expected to lift the economy.
However, analysts have pointed to cautious spending from advertisers in some sectors grappling with economic uncertainty due to pressures from tariff costs and a rapidly evolving global trading landscape.
Still, Wall Street expects the company to benefit from advertisers moving away from experimental ad platforms like Snapchat and others.
The results come just days after Microsoft and SoftBank Group-backed OpenAI unveiled “Atlas,” an AI-powered browser aimed at directly competing with Google’s core search engine and browser stack.
The launch represents one of the most significant challenges to Google’s search dominance in years and will be a key focus for investors listening for management’s response to the rising competitive threat to its most lucrative business.
Akash Sriram in Bengaluru, Reuters
The Federal Reserve cut its key interest rate Wednesday for a second time this year as it seeks to shore up economic growth and hiring even as inflation stays elevated.
Job gains have slowed this year, and the unemployment rate has edged up but remained low through August, the Fed said in a statement issued Wednesday. More recent indicators are consistent with these developments.” The government hasn’t issued unemployment data after August because of the shutdown. The Fed is watching private-sector figures instead.
Wednesday’s decision brings the Fed’s key rate down to about 3.9%, from about 4.1%. The central bank had cranked its rate to roughly 5.3% in 2023 and 2024 to combat the biggest inflation spike in four decades. Lower rates could, over time, reduce borrowing costs for mortgages, auto loans, and credit cards, as well as for business loans.
The move comes amid a fraught time for the central bank, with hiring sluggish and yet inflation stuck above the Feds 2% target. Compounding its challenges, the central bank is navigating without the economic signposts it typically relies on from the government, including monthly reports on jobs, inflation and consumer spending, which have been suspended because of the government shutdown. The Fed has signaled it may reduce its key rate again in December but the data drought raises the uncertainty around its next moves.
The Fed typically raises its short term rate to combat inflation, while it cuts rates to encourage borrowing and spending and shore up hiring. Right now its two goals are in conflict, so it is reducing borrowing costs to support the job market, while still keeping rates high enough to avoid stimulating the economy so much that it worsens inflation.
Speaking to reporters after the Fed announced its rate decision, Fed Chair Jerome Powell said there were strongly differing views about how to proceed in December at the policy meeting and a further reduction in the benchmark rate is not a foregone conclusion.
On Wednesday, the Fed also said it would stop reducing the size of its massive securities holdings, which it accumulated during the pandemic and after the 2008-2009 Great Recession. The change, to take effect Dec. 1, could over time slightly reduce longer-term interest rates on things like mortgages but won’t have much impact on consumer borrowing costs.
The Fed purchased nearly $5 trillion of Treasury securities and mortgage-backed bonds from 2020 to 2022 to stabilize financial markets during the pandemic and keep longer-term interest rates low. The bond-buying lifted its securities holdings to $9 trillion.
In the past three years, however, the Fed has reduced its holdings to about $6.6 trillion. To shrink its holdings, the Fed lets securities mature without replacing them, reducing bank reserves. In recent months, however, the reductions appeared to disrupt money markets, threatening to push up shorter-term interest rates.
Two of the 12 officials who vote on the Feds rate decisions dissented, but in different directions. Fed governor Stephen Miran dissented for the second straight meeting in favor of a half-point cut. Miran was appointed by President Donald Trump just before the central banks last meeting in September.
Jeffrey Schmid, President of the Federal Reserve Bank of Kansas City, voted against the move because he preferred no change to the Feds rate. Schmid has previously expressed concern that inflation remains too high.
Trump has repeatedly attacked Powell for not reducing borrowing costs more quickly. In South Korea early Wednesday he repeated his criticisms of the Fed chair.
Hes out of there in another couple of months, Trump said. Powells term ends in May. On Monday, Treasury Secretary Scott Bessent confirmed the administration is considering five people to replace Powell, and will decide by the end of this year.
Powell was asked about the impact of the government shutdown, which began on Oct. 1 and has interrupted the distribution of economic data. Powell said the Fed does have access to some data that give it a picture of whats going on. He added that, If there were a significant or material change in the economy, one way or another, I think wed pick that up through this.
But the Fed chair did acknowledge that the limited data could cause officials to proceed more cautiously heading into its next meeting in mid-December.
“Theres a possibility that it would make sense to be more cautious about moving (on rates). Im not committing to that, Im just saying its certainly a possibility that you would say we really cant see, so lets slow down.
September’s jobs report, scheduled to be released three weeks ago, is still postponed. This month’s hiring figures, to be released Nov. 7, will likely be delayed and may be less comprehensive when they are finally released. And the White House said last week that October’s inflation report may never be issued at all.
Before the government shutdown cut off the flow of data, monthly hiring gains had weakened to an average of just 29,000 a month for the previous three months, according to the Labor Department’s data. The unemployment rate ticked up to a still-low 4.3% in August from 4.2% in July.
More recently, several large corporations have announced sweeping layoffs, including UPS, Amazon, and Target, which threatens to boost the unemployment rate if it continues. Powell said the Fed is watching the layoff announcements very carefully.
Meanwhile, last weeks inflation report released more than a week late because of the shutdown showed that inflation remains elevated but isnt accelerating and may not need higher interest rates to tame it.
The government’s first report on the economy’s growth in the July-September quarter was scheduled to be published on Thursday, but will be delayed, as will Friday’s report on consumer spending that also includes the Fed’s preferred inflation measure.
Christopher Rugaber, AP economics writer
Paramount is the latest company to join the bloodbath of layoffs this week.
The entertainment giant began cutting around 1,000 workers on Wednesday, with twice that many pink slips expected in the days to come. In a memo to staff, new Paramount CEO David Ellison characterized the reductions, which will ultimately shrink the company by 10%, as a necessary step for the companys long-term growth.
In some areas, we are addressing redundancies that have emerged across the organization, Ellison wrote in a memo obtained by The Guardian and other outlets. In others, we are phasing out roles that are no longer aligned with our evolving priorities and the new structure designed to strengthen our focus on growth.
Paramount-owned CBS News will reportedly see around 100 employees cut. Those layoffs were reportedly planned prior to the networks decision to name Bari Weiss as its editor-in-chief, inviting the controversial media figure and anti-woke provocateur to reshape the network in her image.
The layoffs, while significant, werent totally unexpected. After Skydances $8.4 billion merger with Paramount was finalized over the summer, the companys new leadership signaled it planned to cut around $2 billion in costs by trimming its workforce. Last year, Paramount cut 15% of its U.S. workforce in the lead-up to the Skydance deal.
Paramount joins Amazon, UPS, Target and General Motors, which have all announced major layoffs this week. On Tuesday, Amazon said that it would cut around 14,000 corporate jobs, citing investments in AI and quickly fulfilling CEO Andy Jassys own prophecy that the technology would reduce its need for human workers in the future.
Skydances empire grows
Layoffs arent the only big move Paramount is making under Skydances banner. The company is already working on an offer to buy Warner Bros. Discovery Inc., which owns CNN, DC Studios, and HBO, among other major media properties. Skydance, which merged with Paramount in August, is led by David Ellison, the son of Oracle cofounder Larry Ellison.
By closing the Paramount deal, Skydance brought Paramount Pictures, Paramount+, CBS, CBS News, Comedy Central, Nickelodeon, and Showtime and other entertainment brands under its wing. If the company succeeds in a bid to buy Warner Bros., it would also pick up Warner Bros. Pictures, DC Comics, Turner Classic Movies, New Line Cinema, the Discovery Channel, the Travel Channel, TBS, TNT, and a handful of theme parks.
Paramount is doing some belt tightening around its workforce, but the companys new leadership is splashing out big in other areas. Under Ellison, Paramount swiftly announced a $7.7 billion deal to become the UFCs streaming partner. The arrangement reportedly doubles what ESPN was paying for rights to air UFC matches.
Skydance is building its new media empire at breakneck speed, but its next deal might not come as quickly. Last week, Warner Bros. Discovery turned up its nose at a $60 billion offer from Paramount Skydance, opting to play the field instead. Any merger would interrupt the entertainment giants plans to split itself into two public companies, one for streaming and one for traditional TV, by next year.
Skydance Paramount may have been rebuffed once, but the Ellison familys closeness with Trump gives the company a strong angle on a deal. While regulatory hurdles often derail major mergers or cause them to stall out, a green light for a Warner Bros. deal would be almost assured under the Trump administration, which has been eager to reward loyalists and punish perceived enemies in the private sector.
And the layoffs keep coming.
General Motors joins Amazon and Paramount this week, announcing on Wednesday it will be laying off 1,750 workers in Michigan and Ohio, in response to the downturn in U.S. electric vehicle (EV) market. The Detroit News first reported the news.
Shares in the automotive maker (NYSE: GM) were down less than 1% in midday trading on Wednesday.
The company said those cuts include 1,200 workers in Detroit at the company’s electric vehicle plant and another 550 employees at Ohios Ultium Cells battery cell plant. The company is also instituting temporary layoffs for some 850 workers at the Ohio plant and another 700 workers in Tennessee, General Motors confirmed to Fast Company.
Federal electric vehicle (EV) tax credits of up to $7,500 expired at the beginning of this month following the signing of the President Donald Trump’s One Big Beautiful Bill Act (OBBBA). Now automakers are bracing for a decline in EV sales in the U.S.
“In response to slower near-term EV adoption and an evolving regulatory environment, General Motors is realigning EV capacity,” the company said in an emailed statement to Fast Company. “Despite these changes, GM remains committed to our U.S. manufacturing footprint, and we believe our investments and dedication to flexible operations will make GM more resilient and capable of leading through change.”
Impacted employees may be eligible for SUBpay and benefits in accordance with the National GM-UAW Agreement, GM said.
General Motors will adjust production at its Ohio Ultium Cells plant and will temporarily pause battery cell production at the Spring Hill, Tennessee and Warren, Ohio facilities in January 2026, but anticipate resuming operations by mid-2026. (Impacted employees may be eligible to continue receiving a significant portion of their regular wages or salary, plus benefits.)
General Motors financials
Last week, General Motors’ third-quarter earnings results beat expectations, with revenue coming in at $48.59 billion versus an expected $45.27 billion, and earnings per share (EPS) of $2.80 adjusted, beating expectations of $2.31. The company also raised its financial guidance for the year.
At last, the X-59 is airborne. NASA’s quiet supersonic airplane took to the skies in Palmdale, California, successfully landing back a few minutes later. While this initial sortie on October 28 was a subsonic check of basic systems and airworthiness, the flight represents the penultimate step toward reviving supersonic passenger travel over land.
It also marks the beginning of a race to see which of three supersonic airplane ideas wins to become the dominant design of the 21st century. There’s Lockheed Martin’s X-59 dart-like shape developed to avoid the sonic boom. Then we have Boom Supersonic’s XB-1, which doesn’t look to avoid the sonic boom but to stop it from reaching the ground thanks to computer calculations and clever use of atmospherics physics altogether. And finally, let’s not forget that China is also in this race with a design that seems to mix ideas from the X-59 and the XB-1.
The importance of the X-59 is rooted in the spectacular failure of the Concorde. While a technological marvel, its eardrum-shattering sonic booms led to a public outcry that resulted in a 1971 ban on supersonic flight over populated areas, a move that crippled its commercial case and was followed by regulators worldwide. Now, although the Trump administration has lifted that ban over the United States, the rest of the world still doesn’t allow these flights.
The Lockheed Martin X-59 Quesst Supersonic Test Jet takes to the air outside Palmdale Air Force base on October 28, 2025. [Photo: Nick Ut/Getty Images]
The X-59’s design
The X-59 was conceived to make all the bans obsolete, worldwide. It aims to prove that a supersonic jet can fly without causing a disruptive boom, generating instead a quiet “thump” no louder than a car door slamming. “The real breakthrough for supersonic flight would be to be able to fly over land again so that you have those long routes where that supersonic flight is more advantageous,” Dave Richardson, the X-59 program director at Lockheed Martin, told me last year, when the physical prototype was unveiled.
Made with recycled parts fitted in a radical arrow-tip-shaped fuselage, the X-59 looks more like a weapon than a research vehicle, an impossibly long and sharp needle of a plane. Its design is the magic trick. According to Richardson, the secret to its quiet flight isn’t some exotic new material or engine. “There is no radical technology in the airplane itself,” he explains. “It really is just the shape of the aircraft.”
That shapewith a nose that makes up a third of its length, a cockpit with no forward-facing window, and an engine perched on its backwas born from immense computing power. Advanced modeling allowed engineers to simulate how shockwaves would behave, a process that would have previously required “hundreds or thousands of times at a huge expense” in a wind tunnel.
Lockheed Martin’s design works by fundamentally reshaping the physics of a sonic boom. Instead of allowing the shockwaves generated by the plane’s movement through the air to coalesce into one massive, explosive boom, the X-59s slender form is engineered to keep them separate. “You want to be able to stretch out and manage the different shocks across the length of the airplane,” Richardson said.
Every element is meticulously placed to support this goal. The engine’s air intake is on top of the fuselage so its shockwave travels up, away from the ground. The pilot navigates using a high-definition “external vision system” instead of a window, eliminating the canopy bulge that would otherwise create a powerful shockwave.
The ultimate goal is not to build a new airliner, but to collect data. The target for NASA’s Quesst mission is to turn the Concorde’s 105-decibel boomas loud as a chainsawinto a 75-decibel thump. This is the critical data point. The X-59 is an experimental tool designed to fly over communities and ask a simple question: is this quiet thump acceptable? The subjective feedback from people on the ground will be compiled into a database for U.S. and international regulators, providing the evidence they need to rewrite the rules on supersonic flight.
Test piloting a new kind of airplane
This inaugural flight, piloted by Nils Larson, was just the beginning of a rigorous testing process. Over the coming months, the X-59 will fly progressively faster and higher, eventually pushing past Mach 1.4 at an altitude of 55,000 feet. Once its performance is validated, the plane will begin its community overflights across several U.S. cities. If the public response is positive and the data supports a rule change, the path would be cleared.
For commercial manufacturers, Richardson says they could “start right away” on a new generation of quiet supersonic jets as soon as the laws are repealed. That future of dramatically shorter travel times now rests on the performance of this one magnificently weird airplane.
Meanwhile, after successfully testing the XB-1, Boom Supersonic is charging ahead with Overture, its first commercial airplane. If they continue developing it at the current pace, they might actually become the winners of this silent supersonic race.
Brian Schollthe company’s CEOtold me a few months ago that Overture is designed to fit within existing airport infrastructure. The airplane will be able to operate from existing gates and runways, making it practical for commercial use. He claims that it will be impossible for something like the X-59 to scale to airliner size because it will be absurdly long and impossible to fit in current airports without redesigning or building new gtes.
Still, it is too soon to tell what’s going to happen, since X-59 still needs to start and successfully complete its testing campaignand Overture needs to actually materialize. Same with the Chinese design. For now, it’s just fun to see all these cool machines taking off and making history, wherever we are going next.
You may remember this, if you are old enough: in 2002, search engine optimization (SEO) transformed from a technical curiosity into a full-blown industry. All of a sudden, agencies, consultants, and black-hat sorcerers emerged overnight, offering tricks and hacks to get brands onto the first page. Today, we stand at the dawn of the next wave: what some call Generative Engine Optimisation (GEO), Answer Engine Optimisation (AEO) or simply AI Engine Optimisation (AIO). The logic is similar: get your brand seen, but the stakes are higher, the rules blurrier, and the risks far more structural.
Imagine a world where users no longer click search results but instead ask an AI assistant, in natural language, Whats the best CRM for a small-business startup? The answer appears instantly. No links, no pages, just a response. Brands that hope to matter must not only rank, but be mentioned, cited, trusted, and recommended before that user ever visits their site. This shift is real. Some articles call GEO about getting your brand noticed and accurately represented in AI-generated answers, talk about how it is rewriting the rules of online shopping, or advise brands that AEO is the future of SEO.
But herein lies the danger. If SEOs past is any teacher, were headed toward a new playground of snake-oil and shortcuts. Soon youll see GEO specialists, AI optimization gurus, and zero-click quantum marketing workshops popping up. Brands will chase algorithms that nobody fully understands, pay for tools that promise to place you inside the answer box, and invest in techniques whose mechanics are opaque even to those selling them.
I should know. Ive published daily for decades and licensed not under copyright, but copyleft (Creative Commons BY), open for anyone, including AI companies, to use, repurpose, or analyze. My reward? Im widely well-positioned in the AI assistant era because I kept my content open, clear, structured, and undisguised. I dont rely on tricks. My brand (in this case, my name) is simply known, cited, and relied upon. ChatGPT, Perplexity, and other chatbots knew me very well the first time I asked them who I was or what my ideas were, back in 2022. That is the real lesson.
The perfect storm approaching
Here are the forces aligning:
AI assistants and answer engines now mediate discovery: traditional search traffic is already falling.
Brands recognize that ranking #1 isnt enough: they need to be the answer. AEO guides emphasize being the response.
Agencies and vendors sense new revenue streams: tools measuring AI brand visibility, dashboards tracking mentions in ChatGPT, promise access to this new ecosystem.
Algorithmic opacity means how youre mentioned matters. Is your brand cited because youre best, or because you paid? The mechanics are hidden.
The consequences of getting it wrong are real: you could invest heavily, only to find your brand absent in AI answers while competitors dominate mention space.
If history repeats, this could be the SEO disaster 2.0: an industry of quick fixes, questionable tactics, and brands locked into dependency on channels they dont control.
What brands should do instead
Heres the counter-advice: simple, logical, future-proof.
Create open, structured, authoritative content Dont lock your content behind barriers. Make sure its accessible, clearly written, and structured for machine readability (headings, bullet lists, schema where appropriate). Brands optimized for AI answers arent hiding or obfuscating; theyre enabling.
Ensure your brand is citable, not just linkable SEO taught us backlinks. GEO/AEO teaches us mentions: in articles, industry lists, data sets, authoritative partners, in places as open and accessible as possible. AI engines avor earned media over pure brand-owned content.
Avoid trick agencies chasing black-box signals If someone offers a GEO shortcut or AI answer box hack, ask: what is the mechanism, what transparency do you offer? The models are evolving. Youre betting on infrastructure you dont own if you rely on opaque tactics.
Combine SEO foundation with GEO awareness These are not separate marketing silos. Solid SEO still matters: fast site, good authority, clear content. But now you need to overlay a GEO mindset: how AI will interpret, summarize and cite your content before the user ever visits. Think of it as guaranteeing your brand enters the conversation.
Monitor and adapt, dont optimize once and forgetUnlike traditional search results, AI answers evolve. Models update, data sources shift, assistants adopt RAG (Retrieval-Augmented Generation). Brands must treat visibility as a continuous feedback loop, not a one-time project.
A cautionary tale
Remember when brands bought bulk link-packages in 2010 thinking that would guarantee #1 Google ranking? Many saw a bump, then a crash when the algorithm changed. GEO could replicate that cycle: brand invests in AI visibility tools, sees short-lived gain, then is penalized or overshadowed as models adjust.
But the bigger risk is dependence. If your brand presence becomes entirely mediated by an ecosystem you dont control, say, a chatbot that places you in the answer box, you lose agency over your narrative. You become a commodity subject to the platforms rules.
The human-scale advantage
Heres the good news: you dont need a magic GEO hack. You just need authenticity, clarity, and openness. My own case (and many similar ones) prove it. I published each day, I licensed openly, I structured clearly: not for the algorithm, but for readers and machines alike.
Brands that follow the same logic will create meaningful content, make it accessible, make it citable, and will not only avoid the GEO trap: theyll thrive in the AI era. Because when models evolve, and when assistants interface with your content, the brands they cite first will be the ones built for trust, not tricks.
GEO, AEO, and AIO are the next frontier, but they dont require shortcuts. They require doing the fundamentals better. Avoid the hype, the sorcerers, the quick-fix vendors. Do whats been proven: publish well, open your content, let the engines (and your audience) do the rest.
Because the worst thing you can optimize for is the algorithm. The best thing you can optimize for is being known.
Toyota was quick to pump the brakes on a claim that President Donald Trump made this week regarding an alleged promise by the Japanese automaker to invest $10 billion in the U.S.
We didnt specifically say that well invest $10 billion over the next few years,” Toyota executive Hiroyuki Ueda told reporters on Wednesday during the Japan Mobility Show in Tokyo, as first reported by Reuters.
While Ueda stressed that the automaker will continue to invest and create jobs in the U.S. over the next few years, it hasnt made any explicit promise of an investment of the magnitude Trump referencednor, in fact, of any particular amount.
The confusion, it seems, may stem from investments the worlds largest automaker made in U.S. auto plants during Trumps first administration, which ended in early 2021, and totaled roughly $10 billion, according to Ueda. The topic of investing in the U.S. also didnt come up when Toyota chairman Akio Toyoda spoke briefly with Trump at a U.S. Embassy event on Tuesday, Ueda said, according to Reuters.
GAME OF TELEPHONE
Where this supposed promise of an investment came from is a game of telephone of sorts.
On Tuesday, Trump referenced that $10 billion figure during a speech aboard the aircraft carrier USS George Washington during his visit to Japanand said hed just heard about it from Japans newly elected prime minister, Sanae Takaichi.
I was just told by the prime minister that Toyota is going to be putting auto plants all over the United States to the tune of over $10 billion, Trump said, before urging U.S. military members: Go out and buy a Toyota.
A spokesperson for Toyota USA didnt immediately respond to a request for comment from Fast Company. However, in a statement to The Hill, Toyota reiterated its commitment to investing in its U.S operations, without specifying an amount.
With nearly $50 billion already invested and 49,000 direct employees across the United States, this ongoing commitment strengthens our support for American manufacturing, supply chains, jobs, and customers, the statement to The Hill read. More details will follow soon.
Shares of Toyota fell nearly 0.8% on Wednesday.
Uber said Wednesday that the San Francisco Bay Area will be the first market for its specially built autonomous taxi, which is expected to launch in late 2026.
The San Francisco ride-hailing company said in July it was developing a robotaxi with the electric car company Lucid and the self-driving technology company Nuro Inc. The vehicle is exclusive to Uber but is based on the Lucid Gravity SUV.
Uber said Lucid recently delivered test vehicles to Nuro and said it plans to have 100 test vehicles on the road in the coming months.
Within six years, Uber plans to deploy 20,000 or more Lucid-based autonomous taxis in multiple locations. The vehicles will be available to riders through the Uber app.
Uber is working with multiple companies to speed the deployment of autonomous taxis.
On Tuesday, Uber said its also developing robotaxis with the tech company Nvidia and the automaker Stellantis. Uber said Tuesday that in 2028, Stellantis expects to start production of at least 5,000 vehicles powered by Nvidia software for autonomous taxi operations in the U.S.
And last week, Uber said it has begun offering autonomous taxi rides in Saudi Arabia as part of a partnership with WeRide, a Chinese autonomous tech company. Uber also works with WeRide in Abu Dhabi.
Autonomous taxis arent new, but as the worlds largest ride-hailing service, Ubers adoption of them is significant. Uber operates in 15,000 cities in more than 70 countries.
Waymo, which is owned by Google parent Alphabet, has been testing autonomous taxis for years. Those taxis are currently available in Phoenix, San Francisco, Los Angeles, Atlanta, and Austin. Waymo said earlier this month it plans to expand to London next year.
Uber is partnering with Waymo on autonomous taxis in Phoenix, Austin, and Atlanta.
Dee-Ann Durbin, AP business writer
