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Frank Gehry, who designed some of the most imaginative buildings ever constructed and achieved a level of worldwide acclaim seldom afforded any architect, has died. He was 96. Gehry died Friday in his home in Santa Monica, California, after a brief respiratory illness, said Meaghan Lloyd, chief of staff at Gehry Partners LLP. Gehry’s fascination with modern pop art led to the creation of some of the most striking buildings ever constructed and brought him a measure of worldwide acclaim seldom afforded any architect. Among his many masterpieces are the Guggenheim Museum in Bilbao, Spain; the Walt Disney Concert Hall in Los Angeles; and the DZ Bank Building in Berlin, Germany. He also designed an expansion of Facebooks Northern California headquarters at the insistence of the companys CEO, Mark Zuckerberg. Gehry was awarded every major prize architecture has to offer, including the fields top honor, the Pritzker Prize, for what has been described as refreshingly original and totally American work. Other honors include the Royal Institute of British Architects gold medal, the Americans for the Arts lifetime achievement award, and his native countrys highest honor, the Companion of the Order of Canada. Years after he stopped designing ordinary-looking buildings, word surfaced in 2006 that the pedestrian Santa Monica mall project that had led to his career epiphany might be headed for the wrecking ball. Gehry admirers were aghast, but the man himself was amused. Theyre going to tear it down now and build the kind of original idea I had, he said with a laugh. Eventually, the mall was remodeled, giving it a more contemporary, airy outdoor look. Still, its no Gehry masterpiece. Gehry, meanwhile, continued to work well into his 80s, turning out heralded buildings that remade skylines around the world. The headquarters of the InterActiveCorp, known as the IAC Building, took the shape of a shimmering beehive when it was completed in New York Citys Chelsea district in 2007. The 76-story New York By Gehry building (now known as 8 Spruce), once one of the worlds tallest residential structures, was a stunning addition to the lower Manhattan skyline when it opened in 2011. That same year, Gehry joined the faculty of his alma mater, the University of Southern California, as a professor of architecture. He also taught at Yale and Columbia universities. Not everyone was a fan of Gehrys work. Some naysayers dismissed it as not much more than gigantic, lopsided reincarnations of the little scrap-wood cities he said he spent hours building when he was growing up in the mining town of Timmins, Ontario. Princeton art critic Hal Foster dismissed many of his later efforts as oppressive, arguing they were designed primarily to be tourist attractions. Some denounced the Disney Hall as looking like a collection of cardboard boxes that had been left out in the rain. Still other critics included Dwight D. Eisenhowers family, who objected to Gehrys bold proposal for a memorial to honor the nations 34th president. Although the family said it wanted a simple memorial and not the one Gehry had proposed, with its multiple statues and billowing metal tapestries depicting Eisenhowers life, the architect declined to change his design significantly. If the words of his critics annoyed Gehry, he rarely let on. Indeed, he even sometimes played along. He appeared as himself in a 2005 episode of The Simpsons cartoon show, in which he agreed to design a concert hall that was later converted into a prison. He came up with the idea for the design, which looked a lot like the Disney Hall, after crumpling Marge Simpsons letter to him and throwing it on the ground. After taking a look at it, he declared, Frank Gehry, youve done it again! Some people think I actually do that, he would later tell The Associated Press. Ephraim Owen Goldberg was born in Toronto on February 28, 1929, and moved to Los Angeles with his family in 1947, eventually becoming a U.S. citizen. As an adult, he changed his name at the suggestion of his first wife, who told him antisemitism might be holding back his career. Although he had enjoyed drawing and building model cities as a child, Gehry said it wasnt until he was 20 that he pondered the possibility of pursuing a career in architecture, after a college ceramics teacher recognized his talent. It was like the first thing in my life that Id done well in, he said. He went on to earn a degree in architecture from the University of Southern California in 1954. After serving in the Army, he studied urban planning at Harvard University. His survivors include his wife, Berta; daughter, Brina; sons Alejandro and Samuel; and the buildings he created. Another daughter, Leslie Gehry Brenner, died of cancer in 2008. By John Rogers, Associated Press
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In South Korea several weeks ago, the U.S. and China came to a temporary agreement, in which theyll kick a rare-earth can down the road. The agreement took the form of a one-year pause in the dispute between the two nations over rare earth elements (REEs): China postponed imposing newly announced export controls on 17 different REEs and, in turn, the U.S. announced it would reduce certain tariffs on Chinese goods. For years, the United States and its allies have grappled with a troubling resource reality: China dominates the global supply of REEs and critical raw materials (CRMs)the essential ingredients of our digital age. From smartphones to electric vehicles, from solar panels to advanced weapons systems, our dependence on these materials has left the U.S. economically and strategically vulnerable. While this new deal provides a short-term relief from supply-chain stress, it also deepens the case that we cannot forever rely on Chinas good will or geopolitical timing. Rather than doubling down on negotiations and hoping for stable access, what if we could build a parallel, resilient, and circular system here at home? We actually can. Call it urban mining. ELECTRONIC WASTE Every year, millions of tons of electronic waste and batteries pile up in landfills or languish in drawersold laptops and broken phones, obsolete keyboards, and rusty routers. These discarded gadgets may be junk, but theyre also laden with circular ore. They contain cadmium, lithium, cobalt, and other valuable elements that can be extracted, refined, and reused. Recovery rates on materials in lithium-ion batteries, for example, can reach as high as 98% for cobalt, 95% for nickel, and 90% for copper and aluminum. According to recent studies, the amount of precious and rare metals embedded in global electronic waste is enough to supply many industries for decades. We can leverage that here. If properly recovered, the materials in our existing e-waste could sustain electric vehicle and other manufacturing needs for the next 70 years. Urban mining offers a domestic supply of REEs and CRMsone that doesnt depend on any single foreign states capricious decision to keep exporting. A NEW KIND OF SUPPLY CHAIN Urban mining is more than recycling. Its about re-engineering the supply chain, turning structurally excluded communities into decentralized resource hubs where waste becomes a renewable source of critical materials. Imagine a network of regional recovery centers across North America and Europe processing old electronics with advanced separation and extraction technologies. These urban hubs could feed the domestic market with a steady stream of critical materialsno freighters, no tariffs, no geopolitical strings attached. We know the great potential of this approach because the Circular Supply Chain Coalition (CSCC) has tested these efforts already. As the founding convener of the CSCC, my company, Pyxera Global, conducted a pilot effort in Tennessee with leading circular supply chain partners who know a thing or two about reverse logistics. Developing a robust urban-mining ecosystem could also create green jobs, boost local economies, and reduce our carbon footprint. More importantly, it would grant the countries in which the CSCC operates and its partners true mineral sovereignty. Instead of negotiating access to foreign mines, we could mine our own cities, transforming dependence into resilience. In that light, urban mining stands out as a strategic insurance policy. If we build capacity to recover and reallocate critical materials domestically, we reduce external providers bargaining power. We cant just dig our way out of this problem, nor do we have to. The minerals we need arent just buried deep in the earth. Theyre sitting in our homes, offices, and landfills, waiting to be reclaimed. Urban mining offers us a future of independence, innovation, and sustainability. The next gold rush isnt in them thar hills. Its in our landfills, garages, and junk drawers. Deirdre White is president and CEO of Pyxera Global.
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E-Commerce
When film cameras were invented, people didnt become filmmakers overnight. We pointed cameras at theater stages, digitizing what already existed. It took us a while to reimagine what film cameras could unlock. The real opportunity wasnt recording theater plays. It was stepping outside and inventing cinema. Thats where many nonprofits are with AI today. Most still layer it on top of existing processes, not because they dont care about innovation, but because they lack both the frameworks to identify the right use cases and the capacity to act on them. True innovation starts when organizations have the space, skills, and confidence to reimagine how impact itself is delivered in an AI-native way. By AI-native, I mean rethinking how we solve problems with AI from the get-go, so impact becomes ultra-personalized, timely, scalable, and radically more effective. This is while humans focus on empathy, trust, and complex judgment. AI isnt just a tool. It becomes part of the social impacts operating system. THE FUNDING GAP IS STRUCTURAL, NOT TECHNICAL Fast Forwardthe U.S.-based organization focused on growing the tech and AI-powered nonprofit ecosystemrecently published data in their 2025 AI for Humanity report confirming that AI-powered nonprofits are emerging in the social sector. Nearly half of AI-powered nonprofits surveyed say adopting AI has already raised expenses, though. To unlock their full potential, 84% say additional funding is necessary to continue developing and scaling their work. The truth is that while the for-profit sector moves full-steam ahead on AI, nonprofits are at risk of being left behind the tech curve. Many are being asked to solve 21st-century problems with 20th-century tech, Kevin Barenblat, cofounder of Fast Forward told me. The good news is that this is a problem money can solve. There is already momentum among funders who are kickstarting AI in the nonprofit sectorGoogle.org, Patrick J. McGovern Foundation, and the folks behind Humanity AIbut we want to see more philanthropists investing in AI for good. It is our best chance at a future where AI improves our global well-being. And the impact curve highlighted in the report is impressive: At the smallest budgets (under $100,000), AI-powered nonprofits serve a median of just under 2,000 lives. By the time annual budgets cross $1 million, median reach jumps dramatically to half a million people. At $5 million and above, these organizations are reaching a median of seven million lives. But funding alone wont close the gap. Nonprofits also need accessible, safe ways to start building, without six-figure budgets or advanced tech teams. Thats why Tech To The Rescue builttogether with Hugging Face, the worlds largest open-source AI communitya practical, free AI Open Source Q&A Guide. It helps nonprofits navigate more than two million open modelssafely, affordably, and without needing a data science team. Its a living, community-built resource that saves organizations time, money, and confusion by giving them clear frameworks for evaluating models, understanding licenses, and building responsibly. For many nonprofits, open models can reduce AI costs dramatically compared to commercial toolssometimes all the way to zero. The next 1224 months will determine which organizations lead the AI-for-good era. WHAT AI-NATIVE TRANSFORMATION LOOKS LIKE IN PRACTICE Organizations breaking the scalability barrier arent just using AI. Theyre redesigning how mission delivery works. Build once, deploy everywhere Brazil-based Flying Labs built an AI platform for fire-damage assessment using drone and satellite imagery, and made it open source so it can scale globally. Supported by Lenovo hardware and training, the team processed high-resolution Sentinel-2 data to help Brazils Forest Foundation monitor over 50 protected areas in So Paulo. One build, infinite deployments, and compounding returns for the planet. Capacity first, technology second In India, Reap Benefit used Lenovos support under the umbrella of Tech To The Rescues accelerator to build internal AI capability first. Today, their youth-led civic platform has engaged over 120,000 participants and logged more than one million hyperlocal data points. They automate civic-action analysis and personalize programs without growing headcount. They didnt buy tools, they built muscle. Automate education For UK-based Reboot the Future, AI reduced resource-classification time from about 2 hours to 5 minutes for a content library serving 22,000 teachers, freeing the team to scale impact. Automation didnt replace educators; it freed their time to focus on more fundamental issues. These breakthroughs werent only about the tools. They were about readinessinfrastructure, expertise, and strategic design. 5 FUNDING SHIFTS TO UNLOCK THE AI MULTIPLIER Across our work at Tech To The Rescue, five shifts emerge as the difference between pilots and transformation: 1) Fund people and process, not just pilots Support technical talentengineers, data staff, product leadsand board-level AI literacy. Fast Forward found that 41% of AI-powered nonprofits surveyed cite lack of in-house expertise as a major barrier when adopting AI. 2) Reward responsible experimentation, early Fund ethical AI testing before outcomes are perfect. For organizations that are just getting started, Fast Forward recommends developing an AI policy to guide usage. They made creating a policy easy with their free AI policy builder for nonprofits. 3) Make governance a first-mile investment AI strategy is organizational strategy. Fund leadership capacity before scale, not after. 4) Fund the prototype stage Unrestricted capital unlocks data infrastructure and experimentation. Lean innovators often build the future, if given room. 5) Pay for shared infrastructure, not parallel efforts Forty-three percent of AI-powered nonprofits surveyedby Fast Forward already use open-source tools. Fund shared layers where one build benefits many. PHILANTHROPYS MAKE-OR-BREAK MOMENT The issues we care aboutfrom global health to climate resiliencewont wait while we digitize analog models. Tools follow capacity, not the other way around. Thats the shift philanthropy must make. Closing this gap isnt optional. Its philanthropys hidden multiplier for millions of lives. Jacek Siadkowski is cofounder and CEO of Tech To The Rescue.
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