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In 1827, in the small Tuscan town of Sansepolcro, Italy, Giulia Buitonia mother and home cookbecame so well known for her starchy noodles that she decided to launch a pasta business. She didn’t have much money, so she traded her most valuable necklace for a pasta machine. The trade was well worth it. Buitoni pasta was an instant success in Italy, and within the century, the company was selling its pasta around the world. Giulia’s children went on to build high-tech pasta-making factories that could churn out hundreds of tons of pasta a day. Today, Buitoni is the second-largest fresh pasta brand in the U.S. It’s dozens of productsincluding four cheese ravioli and Italian sausage tortelliniare sold in grocery stores across the country. But Buitoni is about to embark on a new chapter. Joe Faro [Photo: Tuscan Brands] Joseph Faro, a serial entrepreneur from New Hampshire, purchased the company last year, and is transforming it for the modern American market. Faro believes that the key to Buitoni’s continued success in the U.S. is to focus on returning to the artisanal flavors that first made the product successful, from ultra-fine milled flour to chunky fillings for ravioli to aged Parmigiano Reggiano from Italy. “Americans are more discerning now than they were in the past,” says Faro. “The way that we can stand out is by focusing on quality.” As a sign of Buitoni’s new era, Faro has given the brand a facelift. The next time you pick up some pasta at the grocery store, you’ll notice that the logo has changed from its previous cursive font to a new bold, all-caps serif font. The aesthetic is more in line with retro art deco posters than with today’s branding trends. But that’s the point. Faro was inspired by version of the Buitoni logo that was used when it landed in New York in 1941 at the Buitoni’s Time Square Spaghetti Bar. [Image: Buitoni] An Italian empire For Faro, acquiring Buitoni was a full circle moment. Faro, much like Guilia Buitoni, is a pasta innovator. In 2006, he sold his first companyJoseph’s Gourmet Pastato Buitoni’s parent company, Nestlé. In the following decades, using the money from that sale, Faro became a prolific entrepreneur, launching a portfolio of Italian restaurants, factories, a hotel, and a retail development. But last year, Buitoni came back on the market. In the midst of the pandemic, Nestlé decided to sell Buitoni to focus on its higher performing brands, like Lean Cuisine and Stouffer’s, and sold it to the private equity firm Brynwood Partners. When Faro heard it was for sale, he was intrigued, and decided to acquire it for an undisclosed sum. [Image: Buitoni] Over the past year, Faro and his team of chefs have completely reformulated Buitoni’s products to improve the quality of ingredients, including ultra-fine milled flour and Parmigiano Reggiano imported from Italy. They’ve also shifted their production to Faro’s own factories in Massachusetts and Virginia, which are focused on making artisanal food products, including stone hearth baked bread and sauces. Thanks to more sophisticated machinery, they can now create ravioli fillings that are chunkier, and more like hand-made pasta. Faro is betting that Buitoni will beat out the competition by focusing on quality and craftsmanship. And so far, the strategy seems to be working: Buitoni became cash positive within four months of the acquisition. Now, the goal is to gain more market share. [Photo: Tuscan Brands] An Accidental Pasta Machine Designer In the late ’80s, Faro was failing out of the University of New Hampshire to the disappointment of his parents, who had immigrated to the U.S. from Sicily several decades earlier. In a last-ditch effort to get his degree, he begged his dean to let him switch from the liberal arts college to the business school. And in his senior project, he came up with a business plan to transform a shoe factory into a pasta factory. It was so comprehensive, it came in second place in a business school contest. “My professor saw that this wasn’t just a school project, it was something that could really work,” Faro says. “He spent hundreds of hours with me that summer helping me execute the plan.” In 1991, with a $950,000 loan from the Small Business Administration, and $50,000 fro friends and family, Faro bought a shoe factory in Massachusetts and retrofitted it with pasta-making equipment. He launched Joseph’s Gourmet Pasta with the goal of manufacturing at scale the kind of hand-made pasta that his grandmother would make. There was one big problem. When you make ravioli by hand, you can incorporate chunkier fillings, like pieces of beef or lobster. But, at the time, pasta machines could only pipe soft fillings into the ravioli; meat would need to be mashed to a thick, creamy consistency to be squeezed in. Without the money to design a custom machine, Faro took apart the machines he had to see if he could improve them. Faro borrowed piping bags from a nearby bakery to find one that could squeeze out thicker fillings. He also changed the process of making the ravioli. Rather than squeezing the filling into premade shells, he creating a moving table full of slices of flat pasta, filled them, then put another pasta piece on top before the machine squeezed the edges together. “This is much more like the way you make ravioli by hand,” Faro explains. “It always happens on a flat table. We just automated it.” This innovation proved to be game-changing. Restaurants lined up to buy the pasta. Specialty shops and groceries stocked their fridges with it. By 2006, Joseph’s Pasta was a $50 million business. And that’s when Buitoni, which was then owned by Nestlé, came knocking with a nine figure offer. They wanted to buy Faro’s companybut more importantly, they wanted access to Faro’s innovative manufacturing process. [Photo: Tuscan Brands] Full Circle Moment Faro sold the company reluctantly. After spending three years at Nestlé helping to run Buitoni and Joseph’s, Faro left altogether. “I admit I was terrible at being at a big corporation,” he says. “I was used to being in charge of every detail of how the pasta came out, and this didn’t work within the corporate structure.” Over the next 17 years, Faro became a serial entrepreneur. He launched Tuscan Kitchen restaurants all over New England, followed by Tuscan Market, a more casual eatery. Then, in 2015, he purchased an old horse racing track in New Hampshire called Rockingham Park and transformed it into a mixed-used development called Tuscan Village, anchored by his restaurants and a hotel. Now, his portfolio of brands hires more than 3,000 employees and generates more than $315 million in annual revenue. Both of Faro’s sons now have leadership roles at the company. [Photo: Tuscan Brands] In 2020, during the pandemic, when his restaurants were forced to shutter, he poured his energy into a new venture, the Artisan Chef Manufacturing Company, which opened factories in Virginia and Massachusetts. The idea was to manufacture Tuscan Kitchen breads and frozen pizzas and pastas for customers to buy at grocery stores and make at home during lockdown. When Buitoni cameup for sale last year, Faro believed he had the infrastructure not only to manufacture Buitoni pastas, but innovate on the products. [Photo: Buitoni] Creating a Better Pasta Now, much like with Joseph’s, Faro is focused on the nuts and bolts of making high-quality pasta. For one thing, he’s reformulating the pasta with better quality ingredients. It now uses “00” flour, which is an Italian classification of flour that is extremely finely milled, to create a lighter and more delicate dough that has a higher gluten development, which results in chewier dough (what Guilia Buitoni was famous for). It also sources Denominazione di Origine Protetta (DOP) Parmigiano Reggiano which comes from Italian provinces that follow strict traditional methods. Even though these ingredients cost more, Buitoni is not raising the price. Instead, the company is pouring millions of dollars into automating more of the process, using custom machinery, which reduces the cost of labor. [Photo: Buitoni] Once again, Faro is interested in tweaking the machinery to improve the pasta. His new factory makes shapes of ravioli and tortellini that are more similar to handmade pasta, including the thumbprint texture around the edges to close the pasta. And importantly, the equipment ensures fillings are chunky rather than creamy. As a result, you can taste chunks of diced mushroom, butternut squash, or large sausage crumbles, much like you would in pastas that are hand-made on a kitchen counter. Soon, the factory will have the technology to put a full meatball inside a ravioli, which hasn’t been done before by machine. Faro is also thining about expanding Buitoni’s product selection, since his factories are already equipped to make other products. He’s contemplating making frozen pizzas, calzones, or other prepared meals under the Buitoni name. In a sign of how committed Faro is to Buitoni, he recently purchased the Buitoni family villa in the town of Sansepolcro, Italy, where Guilia first launched the company. It was previously owned by Nestlé, which had turned it into a food research center and cooking school. Faro is currently renovating it, and hopes to transform it into a culinary destination for visitors, where they can take cooking lessons and sample the local cuisine. “For much of Buitoni’s history, it was a family business, not part of a larger corporation,” says Faro. “I want to turn it back into a family business.”
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The search for extraterrestrial life represents one of humanity’s most profound scientific questsone that could fundamentally reshape our understanding of our place in the universe. Yet current telescopes face an almost impossible challenge: separating the faint glow of planets from stars that greatly outshine them. Now, a radical new telescope design solves this problem. Unlike current circular telescopes like the Hubble or the James Webb, this design is a long rectangle, about 66 feet long by 3.3 feet tall. According to a new research study published in Frontiers in Astronomy and Space Sciences, the new design will be able to detect a record number of habitable planets in a record time span, while being easier to implement and less expensive than current and future generation of space telescopes. The author of the study, astronomy professor Heidi Newberg and her team at the Rensselaer Polytechnic Institute in Troy, NY, says its a bizarre shape that goes against centuries of telescope building. But Newberg believes the design will vastly improve the chances of discovering extraterrestrial life. Computer simulations detailed in the team’s research show the rectangular telescope could discover approximately 11 habitable exoplanets around the 15 closest sun-like stars in just one year of operation. Expanding to 46 target stars within 108 light-years, the mission could identify 27 potentially habitable worlds in 3.5 yearsmeeting NASA’s Habitable Worlds Observatory goal at a fraction of the cost and complexity. [Image: Leaf Swordy/Rensselaer Polytechnic Institute] Breaking the circle Newberg’s design abandons the centuries-old assumption that telescopes must be circular. Instead, Newberg’s team proposes a design that delivers the resolution of a massive circular telescope while fitting into existing launch capabilities for spacecrafts. To do so, the concept leverages an optical principle: resolution depends on the longest dimension of a telescope’s primary mirror. The technical specifications are deceptively simple and elegant. This is how it works: Imagine you’re trying to spot a firefly sitting next to a giant searchlight from miles awaythat’s essentially what astronomers face when hunting for planets around other stars. Stars are so blindingly bright that any planets orbiting them get completely washed out. To image the planet alone, the telescope uses a device called an Achromatic Interfero Coronagrapha well-known astronomical device that is basically a sophisticated light-blocking system that works like noise-canceling headphones, but for starlight instead of sound. It splits the incoming light into separate beams, then smashes them back together in a way that the star’s light cancels itself out while the planet’s light survives the process. The beauty is that this technique only needs to dim the star by about a million times (which sounds impossible but is actually pretty manageable with current technology), rather than the billion-times dimming required when looking at regular visible light. This makes planet hunting dramatically easier than previous methods. The proposed telescope would use a segmented beryllium mirrorsimilar to Webb’s successful hexagonal designfolded for launch aboard a Falcon Heavy rocket. And here is where the magic comes in: Unlike circular telescopes that provide uniform resolution in all directions, the rectangular design concentrates its resolving power along a single axis. To find planets at any angle around their stars, the telescope rotates 90 degrees between observations, effectively scanning the sky in two perpendicular orientations. This is done with a sensor that only looks at a specific type of invisible light called infrared (think heat vision) at a wavelength of about 0.0004 inches, which is where planets that could support life naturally glow the brightest from their own heat. The problem of this approach is that you need to keep the telescope in a perfectly still point in space at all times while it rotates. Think of the astronomer like a sniper who needs to hit a target the size of a pinhead from 20 miles awayexcept the target is keeping a space telescope perfectly still while it’s hurtling through space at thousands of miles per hour. The telescope needs to stay pointed in exactly the right direction with mind-boggling precision: if it drifts off course by even 1.25×109 radiansthe width of a human hair viewed from 500 miles awaythe whole observation gets ruined. This is actually four times more precise than the already incredibly steady James Webb Space Telescope, and the reason is simple physicsbecause this new telescope can see finer details along one direction, it’s like having a more powerful zoom lens that amplifies every tiny wobble, so the whole system has to be that much more rock-solid to compensate. It’s a challenge, Newberg says, but it’s doable. The design faces other technical uncertainties around structural stability, thermal control, and vibration management across its 66-foot span. However, these challenges are comparable to those NASA solved for Webb’s segmented mirror system. The space agency has extensive capabilities for “high-fidelity modeling and environmental test (cryovac and vibration)” that would apply directly to the rectangular design. Other engineering challenges, while significant, appear solvable with existing technology too. “I have asked scientists to be more expert in space telescope vibration, flexion, and thermal stability and have gotten responses ranging from ‘might be a problem’ to ‘not a problem.’ No one has seen an obvious reason that this would not work,” Newberg tells me. The race to find life and Earth 2.0 Multiple teams worldwide are pursuing other approaches to overcome the challenge of hunting planets with alien life, each representing billions of dollars in development costs and decades of technological advancement. All of them, however, stick with traditional round mirrors. The LUVOIR (Large UV/Optical/IR Surveyor), for example, proposes two concepts resembling James Webb, with segmented hexagonal mirrors assembled in a circle, one 26 feet in diameter, the other 49 feet. They will be equipped with an ultra-high-contrast coronagraph capable of blocking starlight by ten billion to one. This visible-light approach demands unprecedented precision in optical engineering. HabEx (Habitable Exoplanet Observatory) takes a different path: a 13-foot telescope paired with a massive 171-foot starshade that flies 47,600 miles away to physically block stellar light. Moving this enormous shadow between target stars would require immense fuel expenditure. Another radical approach is the European LIFE mission, which calls fr a swarm of small telescopes flying in perfect formation, always coordinated with each other. But if the position accuracy of Newberg’s design is a challenge, LIFE’s requirements are nuts. They need to maintain positioning accuracy “precisely calibrated to the size of a typical molecule,” as Newberg describes it to me. Its a requirement, she says, that remains “currently infeasible.” Newberg claims that her team’s design avoids all the pitfalls of its rivals. “I would argue that my concept is the ‘conservative’ one for identifying nearby, habitable exoplanets,” she tells me. “Neither the LUVOIR or HabEx proposals were selected in the National Academies Committee for a Decadal Survey on Astronomy and Astrophysics 2020 because they knew that the technology was not mature enough to develop a reasonable time and cost estimate for these missions” Engineering trade-offs That’s not to say that the design doesn’t have limitations. Its infrared sensor can only see a fraction of the spectrum, the one that serves to locate life, but it will not allow us to see the planet or get additional information about it. “This means that we would need to tune the coronagraph to different wavelengths at different times and take individual exposures to observe different molecules,” Newberg explains. She also told me that the new design will be perfect to quickly detect the alien life candidates for more detailed observations in the future: “These more complex observatories require more time to develop the technology, and would benefit from a curated list of very interesting targets to observe,” she says. One limitation of its rectangular design is that it produces elongated “cigar-shaped” point sources rather than round images. “If the Hubble Space Telescope was rectangular, all of those beautiful images would look smeared out in one direction, so that each of the stars would be cigar-shaped,” Newberg acknowledges. For exoplanet hunting, this limitation proves irrelevantseparating two point sources matters more than image aesthetics. So yes, the planets can be seen as separated from their stars, just not the way you’d see them with your naked eye (although the images will likely be processed into photos that look normal for public use). But as long as the evidence of life is visible, that’s all that matters. Cost and implementation This telescope redesign benefits both science and taxpayers. Newberg says the cost advantages of this design are substantial compared to any other. While still requiring approximately $1 billionmaking it a major space missionthe rectangular telescope would cost significantly less than alternatives demanding new technologies or multiple spacecraft. The simpler design reduces both development risks and operational complexity, potentially accelerating the timeline to first results by decades compared to more ambitious concepts. The rectangular concept could revolutionize high-resolution space astronomy beyond this single mission. The same principle could work at different wavelengthsa 66-foot rectangular mirror observing in visible light could theoretically detect Earth-like planets out to 650 light-years, though with far greater technical challenges. However, the reach of roughly 100 light-years is exactly whats needed for humanitys next dream. Within around 100 light-years of Earth lie the only stars we could realistically explore with robotic probes on human timescales. “The closer the exoplanet is, the more likely we could send a probe to investigate, establish communication with its residents, or possibly one day visit,” she says. Newberg says the telescope could enable a probe that could beam back images of the planet’s surface. “The rectangular telescope could provide a straightforward path towards identifying our sister planet: Earth 2.0, Newberg says.
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Helen Toner never expected a board vote to make her a household name in tech policy. But when OpenAIs leadership crisis spilled into public view in 2023, her role as a directorand as one of the AI safety communitys prominent voicesput her at the heart of Silicon Valleys most consequential fight over the future of artificial intelligence. That experience vaulted her into a rare position: someone trusted in both Washington, D.C., and Silicon Valley to speak plainly about the risks of AI. Now, as the new director of Georgetown Universitys Center for Security and Emerging Technology (CSET), the D.C. think tank she cofounded earlier in her decade-long policy career, shes channeling that hard-earned credibility into shaping how the U.S. confronts the technologys national security stakes. Fast Company spoke with Toner about U.S.-China competition in AI, the growing influence of industry lobbying, and the challenges of safeguarding AI in a rapidly evolving landscape. The conversation has been edited for length and clarity. Why did you take on this new job at Georgetown? What work can be done via a D.C. tech think tank to influence the future of AI? CSET is a 50-person organization within Georgetown and we focus on policy research. We’re not academicswe do analysis and write papers and brief policymakers, and it’s all focused on trying to help policymakers and other decision-makers understand the implications of emerging tech for their work, in particular on the national security side. In this new role, I will be leading the organization as a whole. So helping the whole 50-person team think through managing our analysis team, which is our main researchers; our data team, which is the core of CSET’s evidence-driven, data-driven model; our operations team; and external affairs teamhelping that whole organization work together and succeed. Is all this coming through the lens of national security? Yes, that’s our driving focusimplications of emerging tech for national security. Of course, there are different interpretations of that. Some of our work is very squarely in that bucket, in particular work on military applications of AI or geopolitical dynamics of U.S.-China competition, which is a good chunk of our work, or AI and cybersecurity, AI and biosecurity. Different people set the boundaries of national security in different places, so we have a big effort on talent and workforce, for example, where it’s very easy to draw the national security implications of that, but it’s a little bit less DoD or intelligence community standard fare than some of our other work. Is this mainly government-facing or is your organization going to have an influence on the wider AI industry, or on the way that the government works with the wider industry? We definitely think of policymakers as our core audience. That includes the federal level, but also state legislators who are increasingly looking at AI as something they want to be active on. We also see a number of other audiences beyond just policymakersdecision-makers in industry for sure, the broader media to some extent, the broader public. Were always trying to estimate whether the U.S. still has a lead in AI models, and if we are leading in robotics, automation, etc. Whats your take on the state of play? Is it possible that this new AI race is being overblown? This is something CSET has done a lot of work on, and we’re known for [offering] really grounded analysis of what is going on in China [which] clearly wants to be competing with the U.S. I think different people, different industry leaders, different policymakers mean different things by that. So I think on both sides some people mean a genuine race to AGI or race to superintelligence. I think other people mean competition in the same sense that we talk about competitive marketstrying to win users, trying to win revenue. The military side is one area where there’s just very clear zero-sum competition where the U.S. wants our military to be stronger and more effective than the Chinese and the Chinese want the reverse. So I think it’s very important to be thinking about how to effectively adopt AI in the military. But that’s a different question than who has the newest, shiniest model release. So to try and sum that up, I think there is real competition. What exactly that means depends on who you ask and depending on which type of competition you want to zoom in on. You want to be looking at different indicators and considering different types of success. The answer you get of who is “ahead” comes out differently depending on which area you choose to focus on. Is the competition happening on the level of wanting the world’s AI to run on U.S.-made AI models in the same way that we want the world’s business to run on the dollar? I think China sees itself as being a great civilization that due to various reasons missed out on the first, as they would call it, the first three industrial revolutions, and was really trailing behind in a way that wasn’t in keeping with their conception of themselves as a great power in the world. So they see AI broadly as an opportunity for them to reverse that trend and to instead be a global leader. Within China-watching circles, there are big debates about what exactly that means. What exactly does China leading in the world look like in general? Is that something that involves expansionism? Is that something that purely involves taking Taiwan back and then being satisfied with their sphere of influence there? How would you describe the way the Chinese government involves itself in the Chinese AI industry, especially defense applications? By making grants to Chinese AI companies, can the government steer the focus of the research? Typically, the way the Chinese government will work is less that they will directly meddle and directly go in and say, “Hey, you have to do this, you have to do that.” Typically, their preference is to set broad guidance or provide some priorities or some overarching areas of emphasis and then they’ll let companies, provincial governments, local governments kind of figure out their own way of hitting that. So what we tend to see is less that they invest through this fund and then they go in and tell the CEO what to do and more that they will have central pronouncements or they’ll have party members on boards or they’ll have party cells inside the companies that are more gently steering along the way and also making sure that there’s a channel for information between the Party and the companies, so that when things come up there’s an ability to exert influence. Wht did you make of the Trump administration’s AI Action Plan? There’s a lot to like in the substance of the AI Action Plan. The rhetoric is very different from under the Biden administration, but there’s continuity on many of the underlying points, like competing with China, facilitating infrastructure buildout, and building sensible guardrails to unlock innovation. I hope the relevant agencies have the resources and the AI expertise to implement the plan thoughtfully. Regarding the way U.S. AI companies are working in Washington, D.C., my impression is that they’re adding staff and perhaps spending more money on lobbying. Do you perceive an overall strategy by those companies to, for example, make sure that no meaningful safety regulation starts to bubble up in Congress? I think we’ve definitely seen a real ramp-up in the size and the sophistication of AI companies efforts in D.C. Some of them have had very sophisticated efforts for a long time. You know, Microsoftthis is not their first rodeo. But I think certainly as the companies are growing, as interest in D.C. is growing in their work, they’re staffing up to deal with that. A big motivator for CSET in the work that we do is wanting to be able to bring a perspective that is really technically informed and technically accurate to these topics. Congressional staffers or other folks in government often get [this] from the [AI] companies. The companies will tell them here’s how the technology works, how the industry works, what’s realistic or not realistic. Its important for policymakers to have that information, but you ideally want them to be getting it from a party that is operating in the interest of the public rather than the interest of the company. Our mission is to advance the public interest, not to advance our bottom line. Do you believe U.S. AI companies are spending enough on safety research relative to their spend on regular model and application R&D? Is there even a way to measure that? In general I don’t know that there is a clean distinction between regular R&D spending and safety R&D spending. Often there are connections between those two areas. For example, if a model tends to fail on a certain kind of question, from one lens you could say that that’s a safety problem, from another lens you could just say that that’s a usability or a capability problem. I think the most relevant questions are more about when there are decisions that would be overall beneficial for the world but would be maybe not in their short-term business interest, what structures and processes do they have in place to make those decisions, and then do they actually follow through? Something you’ve seen, for example, is making commitments to do certain amounts of testing and then after the fact seeing off-the-record reporting that the testing they said they would do was rushed or was not completed because they were trying to launch before a competitor or something like that. Is it your impression that the off-the-record reporting was true and that this might still be going on? I don’t have any independent information. I just have what’s reported. A lot of people on the West Coast are talking about whether or not there’s an AI bubble. Do you have any thoughts about that? Are AI companies focusing more on applying their models and generating revenue, and focusing less on loftier goals like AGI and superintelligence? There’s definitely been chatter about whether we’re in a bubble here as well. The perspective that makes most sense to me is that it can both be true that some of the generative AI-focused, high-valuation VC investments in early-stage companies promising to build revolutionary products within a couple of yearsthat can be a bubble. There can be overinflated expectations there. And it can also be true that the underlying technological improvements in AI are continuing, and that the companies that are really investing in those underlying trends (the OpenAIs, the Anthropics, etc. of the world) are on to something and that they’re likely to continue succeeding and likely to see their revenues continue to rise. Another way to say a similar thing is to point to the dot-com bust in the early 2000s, where there were investors who had gotten out over their skis and lost a lot of money. But the underlying trends were real and the underlying impacts on society were significant and continued after that bubble burst. Many people were disappointed in OpenAI’s GPT-5, feeling like the pace of advancement toward artificial general intelligence (AGI) and superintelligence is slowing, if not stalled. What’s your take? Two things are true about GPT-5. First, it’s evidence that we’re not on track for the very fastest scenarios toward AGI or superintelligencefor example, AGI by 2027. But second, it still fits on a trend line of steady continued advancements over the last five years. So I disagree with the sentiment that GPT-5 shows that progress is slowing down. It seems like running an AI company, whether it’s developing models or applications, is just a really expensive business. Do you think the industry needs to find some fundamental research breakthrough to make the cost of doing this business more viable? No, I’m not sure that they do. I think it’s actually really common for new technologiesespecially technologies that are very flexible and general purposeto take years or even decades for industry and society to figure out [how] to get the most value out of that technology. If you look back at a wide range of general-purpose technologieselectricity or the computer or different communications revolutionsthat’s been the pattern. I don’t know if we’ll see the investments keep increasing at the same rate that they have been, going up by 10X every however many years. But I do think that we’re going to keep seeing the returns on those investments keep going up as people figure out how to make use of the advances that we’ve already seen.
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