CBO Says Trump Tariffs Driving Inflation Higher Than Expected

September 16, 2025

Congressional Budget Office Director Phillip Swagel said Monday that President Donald Trump’s tariffs appear to have pushed inflation higher than CBO analysts initially projected, adding a new layer to the ongoing debate over the economic fallout of the trade measures.

Speaking on CNBC’s Squawk Box, Swagel explained that while the economy has weakened since January — a factor that normally eases price pressures — the CBO’s analysis indicates that tariffs are adding upward momentum to inflation. His assessment stands in contrast to many Wall Street analysts, who have anticipated tariff-driven price increases but say they have yet to see them fully materialize.

Swagel also outlined the CBO’s long-term forecast on the fiscal impact of tariffs, projecting that they would reduce the federal budget deficit by $4 trillion over the next decade. “So $3.3 trillion of revenue and then $700 billion of averted debt costs,” he said. “That would be a big reversal in terms of the deficit.”

The future of Trump’s trade policies remains uncertain. The Supreme Court is scheduled to hear arguments in early November after the administration appealed lower court rulings that found the president had overstepped his authority in imposing the tariffs.

Swagel called the outcome of that case “one of the key uncertainties in the economy.” Still, he noted that the CBO expects the effects of that policy instability to diminish over time. “The effects of policy uncertainty dissipate over time and disappear by the end of 2027, returning investment to what it would have been without the uncertainty in trade policy,” the CBO said in its September report.

The White House has defended tariffs as a tool to strengthen U.S. manufacturing and curb reliance on foreign suppliers, while critics warn they risk higher consumer costs and dampened business investment.

Related Readings:

Court Rules Trump Overstepped Authority on Global Tariffs

Trump Tariffs Face Supreme Court Test as Refunds Loom

Fed to Honor Court Ruling on Trump’s Attempt to Remove Cook

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Trump Presses NATO to Sanction Russia and Tariff China

September 15, 2025

President Donald Trump on Saturday vowed to impose sweeping sanctions on Russia once all NATO allies join in halting purchases of Moscow’s oil. He also urged member states to adopt steep tariffs on China, escalating his push to use economic pressure to end the war in Ukraine.

“I am ready to do major Sanctions on Russia once all NATO countries have started to do the same thing and pause their purchases of oil from Moscow,” Trump wrote in a Truth Social post. He also called for “50% to 100% TARIFFS ON CHINA,” to be lifted only after the conflict concludes.

The president argued that Beijing holds significant sway over Moscow, saying, “China has a strong control, and even grip, over Russia, and these powerful Tariffs will break that grip.” He said the post reflected the text of a letter sent to all NATO nations and “the world.”

Treasury Secretary Scott Bessent praised the move, calling unified sanctions essential to squeezing Russia’s economy. “Only with a unified effort that cuts off the revenues funding Putin’s war machine at the source will we be able to apply sufficient economic pressure to end the senseless killing,” Bessent wrote on X.

Trump has previously threatened punitive measures against Moscow but has yet to follow through. Earlier this month, he signaled that a “second phase” of sanctions was under consideration but stopped short of immediate action.

Ukrainian President Volodymyr Zelenskyy urged Western allies not to delay. “I urge all partners to stop looking for excuses not to impose sanctions—Europe, the U.S., the G7, the G20,” he wrote Saturday on X. Zelenskyy stressed that cutting Russian oil consumption would weaken Moscow’s ability to sustain its war.

Analysts note that Trump’s strategy reflects concerns that a weakened Russia could fall deeper into China’s orbit. “If Russia is defeated … then it has no choice but to go even further all-in with China, and that potentially then would strengthen China’s position,” Chris Weafer, chief executive of Moscow-based Macro-Advisory, told CNBC earlier this month.

Trump criticized NATO members for what he described as halfhearted efforts. “As you know, NATO’S commitment to WIN has been far less than 100%, and the purchase of Russian Oil, by some, has been shocking!” he wrote, arguing that continued reliance on Russian fossil fuels “greatly weakens” the alliance’s bargaining power.

Hungary and Slovakia have drawn fire from Washington for continuing to import Russian energy. U.S. Energy Secretary Chris Wright echoed Trump’s stance, saying Friday: “We want to displace all Russian gas. President Trump, America, and all the nations of the EU, we want to end the Russian-Ukraine war.”

Related Readings:

NATO Commits to Boosting Defence Spending to 5 Percent by 2035

Trump Secures NATO Pledge as Article 5 Support Wavers

Zelenskiy Gains NATO, EU Support Ahead of Putin-Trump Talks

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The Future of Sustainable Transport Investment? Meet Meridiam, the Patient Investor that Delivers Sustainability and Sees Good Returns

September 15, 2025

Thierry Déau — *Copyright by World Economic Forum / Benedikt von Loebell* *https://www.flickr.com/photos/worldeconomicforum/33935405574*

The market for green mobility and sustainable infrastructure is experiencing unprecedented demand. Despite this imperative, a critical gap persists in the availability of long-term, impactful capital required to meet global climate targets. This is where Meridiam emerges as a compelling exception – a significant, yet largely unheralded, force quietly reshaping the future of urban transport and sustainable development worldwide.

The imperative to address global climate targets is driving demand for sustainable and eco-friendly mobility and infrastructure solutions. However, the success of efforts in the transport sector remains insufficient, presenting a significant market challenge. For instance, even in Europe, a leading region for sustainable development, domestic transport emissions are not projected to fall below 1990 levels until 2032, while international aviation and maritime emissions continue to rise. This trend is even more acute in other regions: transport emissions in Asia and the Pacific show persistent growth, and Africa’s transport carbon efficiency remains low, contributing to a substantial public health burden, including an estimated 383,420 annual deaths. Beyond direct emissions, the broader challenges in achieving sustainable mobility—exacerbated by rapid motorization, inadequate infrastructure, and limited transport access—have global market implications. These repercussions include accelerated climate change, strained global energy markets and supply chains, a growing worldwide public health burden from pollution and accidents, and the potential to exacerbate economic disparities and migration flows, impacting international stability.

Sustainable Transport demands Huge Investments

Widespread deployment of sustainable solutions remains nascent in many markets. A primary impediment to global progress is the substantial capital required for developing, maintaining, and modernizing transportation infrastructure. The systemic transformation of global transport networks presents a financial challenge: the World Bank estimates the sector will require $50 trillion in investment by 2040, with an estimated investment gap of $10 trillion. Consequently, as nations globally deliberate optimal and pragmatic development pathways, a critical market-driven question emerges: how will the necessary financing for sustainable mobility be secured?

The magnitude of investment needed for widespread shift towards sustainable mobility necessitates mobilization of both public and private capital. And while existing financial instruments, including green bonds, public-private partnerships, and structured project finance, are available to address the investment gap, they remain insufficient. The most critical market impediment stems from the prevailing attitude of many private capital vehicles, particularly venture capital and certain private equity funds. These typically prioritize short-to-medium-term exit horizons (e.g., 3-7 years) and high internal rates of return (IRR), often demanding significant multiples on invested capital. This approach is misaligned with the longer gestation periods and potentially lower initial IRRs characteristic of transformative, deep projects. The situation is further exacerbated in emerging markets, where private investors encounter elevated perceived risks and greater return uncertainty stemming from macroeconomic instability, regulatory unpredictability, and underdeveloped foundational infrastructure. These factors inflate operational costs and constrain demand, thereby diminishing project attractiveness despite a burgeoning global demand for sustainable financial products across other sectors, creating a demonstrable scarcity of long-term, patient private capital for systemic sustainable mobility infrastructure.

Meridiam: a Meaningful B Corp

However, select market participants demonstrate a different approach that addresses these impediments. One of them is Meridiam, a Benefit Corporation (B Corp) and an asset manager, legally committing to social and environmental sustainability with the same rigor as financial returns. With the B Corp status as a foundational element of the responsible investing, the company integrates robust ESG criteria and a broader impact focus into its financial planning, and prioritizes investments in essential services and areas of significant need. By focusing on fundamental societal requirements and fostering socio-economic resilience, Meridiam mitigates certain risks—such as demand volatility, political instability, and regulatory unpredictability—that typically deter conventional private capital vehicles prioritizing solely financial returns. This, in turn, enables the business to successfully deploy patient capital and navigate complex operating environments where traditional investment models falter, thereby demonstrating a viable pathway for long-term sustainable mobility infrastructure financing.

A prime example of the company philosophy is the Dakar (Senegal) Bus Rapid Transit (BRT) project. This high-capacity, fully electric bus system integrates renewable energy sourcing, a dedicated bus lane network, and urban development initiatives focused on energy efficiency. Meridiam’s participation as a private sector partner is underpinned by a structured operating agreement which incorporates critical risk mitigation mechanisms, including minimum revenue and passenger guarantees, alongside provisions for annual fare revisions. Furthermore, the investor took active participation in the ESG planning, which resulted in low environmental risk due to its selected technology, and proactive management of social risks hedged through a comprehensive Environmental and Social Action Plan and an Environmental and Social Management System. Such contractual and ESG de-risking represents an advanced market trend enabling private capital deployment in long-duration infrastructure projects within emerging markets, while assessed financial viability of the project, with an economic IRR of 18.9%, demonstrates how integrating robust financial planning with a commitment to environmental and social impact can yield viable, long-term infrastructure.

Overall, the Dakar project significantly reinforces Meridiam’s strategic positioning and operational capabilities within the African market, which has emerged as the company’s primary focus with over €5 billion already invested and a target for substantial portfolio increase. And it looks like the investor is actually able to handle the challenge: a differentiator here is Meridiam’s capacity to orchestrate multi-stakeholder partnerships, aligning governments, private sector entities, multilateral development banks, and national/international development institutions, which accelerates project execution and enables local capacity building. Furthermore, the firm’s approach to managing inherent regional risks, such as political, institutional, and economic volatility or potential conflict, is central to its operational model; Meridiam employs systematic de-risking strategies, including securing robust political risk insurance, economic stability guarantees, and contractual breach protections with partners, thereby enabling investment in environments often perceived as high-risk and facilitating private sector engagement in emerging markets.

The strategic framework for comprehensive infrastructure development is grounded in deep operational experience and validated by a global portfolio exceeding $20 billion and revenue growth from €6.7 billion in 2023 to €7.5 billion in 2024, signifying effective asset monetization and incorporated sustainability across over 120 projects like the Port of Miami Tunnel, high-speed rail in France, and others. This execution capability positions Meridiam to strategically address infrastructure deficits in emerging markets and challenging sectors where market complexities or elevated risk might deter conventional investment, delivering transformative solutions where they are most critically needed.

In the conditions of a changing market and mentality of private investors, this can become a pivotal point for the company and its clients and beneficiaries. We have already seen that the evolving market landscape and shifting investor preferences present a critical capital allocation challenge within the green mobility sector. A pronounced shortage of patient capital is evident, as prevailing investment structures often prioritize projects promising rapid financial returns. This bias frequently diverts capital from complex, integrated urban mobility solutions towards simpler, quicker-to-monetize micro-mobility assets, despite the latter’s comparatively limited long-term environmental and societal impact. Meridiam, however, recognized early that delivering truly impactful, large-scale infrastructure necessitates significant foresight, patient capital, specialized expertise in project design and financing, and sophisticated engagement across both private and public sectors. This strategic, long-term approach, while atypical in the current investment climate, has demonstrably yielded both financial returns and substantial societal benefits, exemplified by the PortMiami tunnel’s significant regional economic contribution or the Dakar BRT’s early, high passenger volumes. And it is evident now that Meridiam’s proven model for developing complex, high-impact infrastructure suggests a potential trajectory for market evolution, advocating for a more sustainable and patient investment paradigm.

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The Surprising Secret to Making Gen AI Training Addictive

September 15, 2025

By Dr. Gleb Tsipursky

Training gamification represents a transformative approach to workplace education, incorporating game mechanics like points, leaderboards, badges, and rewards to make learning more engaging. This innovative strategy appeals to intrinsic human desires for competition, recognition, and accomplishment. For businesses, it offers a compelling solution to the challenge of motivating employees to embrace complex subjects—such as Generative Artificial Intelligence (Gen AI)—with enthusiasm and sustained effort. By turning traditional training into an interactive, rewarding experience, gamification not only increases participation but also enhances knowledge retention and application.

The Case for Gamification in Gen AI Training

The promise of gamification in corporate training lies in its ability to transform intimidating or mundane subjects into approachable and rewarding learning journeys. Research shows that employees are far more engaged and motivated when training incorporates gamified elements. For example, a study by TalentLMS found that 83% of employees undergoing gamified training felt motivated, while 61% of those who receive non-gamified training feel bored and unproductive. Furthermore, an academic research study published in 2024 in the Journal of Innovation & Knowledge showed gamification to improve knowledge retention rates, knowledge sharing, and job performance.

This approach not only promotes engagement but also equips employees with the skills needed to leverage Gen AI tools effectively in their day-to-day work.

For companies looking to introduce Gen AI—an area rife with technical jargon and complexity—gamification provides an effective pathway to success. It helps employees build confidence incrementally, turning once-daunting topics like data analysis, automated workflows, and predictive modeling into manageable tasks. This approach not only promotes engagement but also equips employees with the skills needed to leverage Gen AI tools effectively in their day-to-day work.

Client Case Study: Turning Gen AI Training Theory Into Practice

A mid-sized manufacturing company I recently consulted for illustrates how gamification can revolutionize Gen AI training. This company, with approximately 700 employees and a focus on precision machining, recognized the potential of Gen AI to optimize production, reduce downtime, and improve supply chain management. However, initial attempts at traditional training yielded lackluster results. Participation rates were low, and employees expressed frustration with the dense material, resulting in limited skill application.

To address these challenges, the company asked my help to design a gamified training program tailored to the company’s specific needs and workforce dynamics. The program centered around three key goals: demystifying Gen AI concepts, increasing employee engagement, and ensuring practical skill application.

Key Elements of the Gamified Program

1. Modular Learning with Interactive Challenges

The training was divided into modules, each focused on specific Gen AI applications relevant to the company, such as predictive maintenance, quality control automation, and real-time production monitoring. Each module incorporated quizzes, simulations, and problem-solving exercises designed to mirror real-world scenarios employees might encounter on the factory floor. Points were awarded based on performance, encouraging employees to strive for mastery.

2. Leaderboards and Recognition

Employee progress was tracked on a leaderboard, visible company-wide. Department-specific leaderboards were also created to foster local camaraderie and competition. Employees competed individually and in teams, working collaboratively to solve complex manufacturing challenges using Gen AI tools.

3. Badges and Rewards

Badges were awarded for milestones such as completing modules with high scores or contributing innovative solutions during team challenges. These badges were displayed on employees’ profiles in the company’s learning portal, offering public recognition. The company also celebrated top performers during monthly meetings, where they received small but meaningful rewards, such as gift cards and paid time off.

4. Personalized Feedback and Support

To complement the gamified elements, the program included regular feedback from internal experts and my team of external trainers. This ensured employees not only knew their standings but also received actionable guidance to improve their skills and performance.

Transformative Outcomes for the Company

Employees who had initially been skeptical about the program began engaging enthusiastically, motivated by the combination of competition and rewards.

The results of the gamified Gen AI training program were remarkable. Within six months of implementation, the company saw a 75% increase in training participation. Employees who had initially been skeptical about the program began engaging enthusiastically, motivated by the combination of competition and rewards.

Completion rates soared to 70% compared to just 40% with the prior, non-gamified approach. Moreover, post-training assessments revealed a 35% improvement in knowledge retention. Employees were not only able to recall key Gen AI concepts but were also applying them effectively in their roles. For example:

Predictive Maintenance: Maintenance teams used newly acquired Gen AI skills to predict machine failures more accurately, reducing unplanned downtime by 18%.
Quality Control: Operators leveraged Gen AI tools to analyze production data in real-time, decreasing defect rates by 12%.

The gamified approach fostered greater collaboration across departments. During team challenges, employees from production, logistics, and quality control worked together to solve shared challenges, breaking down silos that had previously hindered communication and innovation. This collaborative spirit carried over into daily operations, improving teamwork across the board.

Perhaps most importantly, employees reported feeling more confident and empowered to use Gen AI tools in their day-to-day tasks. Surveys conducted after the training revealed that 87% of participants felt the program had increased their job satisfaction, and 78% expressed interest in pursuing further upskilling opportunities.

Lessons Learned and Best Practices

The success of the gamified training program offers valuable insights for other organizations seeking to implement similar initiatives:

Tailor the Program: Align gamified elements with organizational goals and employee needs. For this manufacturing company, focusing on practical applications of Gen AI ensured relevance and buy-in.
Balance Competition and Collaboration: While leaderboards motivate individual performance, team challenges encourage collaboration, creating a balanced and inclusive training environment.
Recognize and Reward Achievements: Public recognition and tangible rewards amplify the motivational impact of gamification, fostering sustained engagement.
Provide Support: Personalized feedback from trainers ensures employees stay on track and feel supported throughout their learning journey.

Conclusion

Gamification offers a powerful solution to the challenges of upskilling employees in complex areas like Gen AI. By transforming learning into an interactive, rewarding experience, organizations can enhance engagement, boost knowledge retention, and achieve practical skill application. As demonstrated by this manufacturing company, the benefits extend beyond individual performance, fostering a culture of collaboration, innovation, and continuous improvement. For businesses seeking to thrive in an increasingly AI-driven world, gamified training is not just a novel idea—it’s a strategic imperative.

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About the Author

Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Leaders and Content Creators: Unlocking the Potential of Generative AI. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

New York Declaration: From US-Led Destabilization to Chinese-Led Development in the Middle East

September 15, 2025

Blond mature female delegate making speech for audience while sitting by table between several foreign colleagues

By Dan Steinbock

As evidenced by complicity in the Gaza genocide, the US-Israel military symbiosis in the Middle East is increasingly shunned by the international community. What the region needs is aggressive economic development.

Recently, a high-level UN conference urged Israel to commit to a Palestinian state and gave “unwavering support” to a two-state solution. The “New York Declaration” set out a phased plan to end the eight-decade conflict and the ongoing Gaza catastrophe.

Co-chaired by France and Saudi Arabia, the EU, the Arab League and 15 countries, the conference envisioned an independent, demilitarized Palestine living side by side peacefully with Israel, and their eventual integration into the broader Middle East.

Last week, China joined the New York Declaration. As foreign ministry spokesperson Guo Jiakun stated, “we support all efforts that are conducive to the political settlement of the question…, and the ultimate, comprehensive, just and lasting resolution of the Palestinian question.”

Palestine and thereby the broader Middle East are now at a critical inflection point. For decades, US efforts at “normalization” have unleashed ever-greater devastation in the region, which is crying for a peaceful development scenario, championed by China and the largest economies of the Global South.

America’s effective Middle East strategy

The Biden administration’s Middle East plan – the “grand bargain” – built on the first Trump administration’s Abraham Accords, which were preceded by Israel’s peace treaties with Egypt (1979) and Jordan (1994) and the Oslo Accords with the Palestinian Authority (1993–95). These accords are premised on Arab-Israeli normalization, particularly between Israel and the UAE and Bahrain. With the US as the behind-the-façade architect, deals with Morocco and Sudan were announced between September 2020 and January 2021, respectively. The grand bargain was premised on the marginalization of Chinese trade and investment presence in the Middle East – and on the sidelining of the Palestinians.

After all, the real money is not in peace talks, but in arms sales.

Yet, ever since the Gaza hostilities, Israel’s relentless bombing and Biden’s support of Netanyahu’s war cabinet, the talks have stalled as bilateral trust between Israel and the Gulf states has eroded. In a sense, this is the logical effect of America’s effective Middle East strategy, as opposed its rhetorical diplomatic stance. After all, the real money is not in peace talks, but in arms sales.

America is the court supplier of all major military powers in the Middle East. In the case of its closest allies, the US provides 60 to 80 percent of their lethal imports (Israel, Kuwait, Saudi Arabia). In the rest, it accounts for 50 to 60 percent of the total (UAE, Iraq, Qatar), followed by Egypt (34%) whose primary suppliers are mainly America’s NATO allies (Germany, Italy), as well as Russia.

US Arms Sales in the Middle East

The steady, progressive flow of arms into the troubled region has been the primary contributor to its geopolitical volatility and economic uncertainty, particularly in the light of the military symbiosis between the US and Israel.

In the context of Israel facing ICJ and ICC charges related to genocide, such arms transfers would seem to violate customary international law, including the International Law Commission’s Draft Articles on Responsibility of States for Internationally Wrongful Acts, and International Humanitarian Law, including Common Article 1 to the four Geneva Conventions of 1949.

Obviously, both the US and Israel have rejected all such charges. Instead, Washington has aggressively sanctioned the ICC and its prosecutorial authorities.

China’s BRI stance in the Middle East

In the past decade or so, China has emerged as a credible and peaceful intermediary among the different stakeholders in the Middle East. In addition to investing significantly in countries in which the US is known and notorious for its military aid and regime change operations, Beijing has achieved several diplomatic coups.

For decades, US administrations fostered a divide between Saudi Arabia and Iran, the Sunni and Shia leaders of Middle East geopolitics. Yet, in March 2023, these two countries announced the resumption of bilateral relations, after a deal brokered by China. After decades of US-led sanctions, Iran hoped to focus on economic development, whereas Riyadh was intent on realizing the Saudi Vision 2030 of a more diversified, less oil-reliant economy.

In July 2024, China played a vital role in fostering Palestinian national unity in what became known as the Beijing Declaration, signed by 14 different Palestinian factions, most prominently by Fatah and Hamas. In the subsequent weeks, Israel, supported by US arms and military financing, intensified its assassination campaign against these Palestinian leaders – which also led to the recent attack in Doha.

In 2015, years of challenging talks resulted in a nuclear deal (Joint Comprehensive Plan of Action, JCPOA) between Iran, the U.S., and a set of world powers. Despite Iran’s adherence to it, the Trump administration pulled the U.S. out of the deal in 2018. In the White House, regime change in Iran remains tempting, due to Tehran’s huge regional economic and geopolitical importance.

China has exclusive rights to several Iranian oil and natural gas fields. As part of a 2016-2017 agreement, some Chinese military leaders argued Beijing would regard a foreign attack on these areas as attack on its own sovereign territory. Two years later, Iran joined China’s Belt and Road (BRI) initiative. In March 2021, the countries signed a 25-year and $400-billion strategic cooperation agreement. (Despite these deals, Israel attacked Iran in 2024 while the US bombed Iran’s nuclear facilities in June 2025.)

In August 2024, Beijing sent an even stronger signal about its commitment by establishing a Second Silk Road in the region. It ensued after major Chinese investments in Saudi Arabian stocks and the signing of MOUs worth $50 billion with six major Chinese financial institutions. And in July 2025, China and Egypt expanded their bilateral cooperation across various economic sectors.

The progressive rise of China’s economic presence in the Middle East remains a matter of great concern in Washington.

The militarization of US foreign policy

Yet, the real problem is not Gaza, Iran or China, but the gross militarization of US foreign policy. In September 2012, Karl W. Eikenberry, former U.S. ambassador to and commanding general of Afghanistan, warned that in the past 50 years American foreign policy has become “excessively reliant on military power.” Supported by its global military web, the U.S. has been in war, engaged in combat, or has otherwise employed its forces in foreign countries in all but 11 years of its existence.

Supported by its global military web, the U.S. has been in war, engaged in combat, or has otherwise employed its forces in foreign countries in all but 11 years of its existence.

Since the establishment of the first US bases in Israel in the late 2010s, Israel’s military actions have escalated dramatically, as evidenced by the Gaza catastrophe, the attendant attacks in neighboring Arab states, such as Lebanon and Syria, and even further in Iran and Yemen, and most recently in Qatar – a key US ally in the region.

Since 1945, Washington has relied on a dark record of regime change and destabilization in the Middle East. The post-9/11 wars alone have cost over $8 trillion and the lives of more than 1 million people, whereas in Gaza the US is complicit to genocidal atrocities, due to its massive military aid and financing of hostilities. This disastrous performance is driving a rethink in the Trump White House where Pentagon officials, headed by Elbridge Colby, are reportedly proposing the department prioritize protecting the homeland and Western Hemisphere, a striking reversal from the military’s focus on the “China threat” – and one that Washington’s neoconservatives won’t easily accept.

Yet, the simple truth is that the era of US destabilization policies is over in the Middle East. The time for aggressive economic development, led by China and the Global South, has arrived.

Obliteration wars are no solution to 21^st century challenges.

The original commentary was published by China-US Focus on September 12, 2025.

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About the Author

Dr Dan Steinbock The author of The Fall of Israel (2024) and The Obliteration Doctrine (2025), Dr Dan Steinbock, a renowned visionary of the multipolar world, is the founder of Difference Group and has served at the India, China and America Institute (US), Shanghai Institute for International Studies (China) and the EU Center (Singapore). For more, see https://www.differencegroup.net/

Who is Prepared to Take the Quantum Leap?

September 14, 2025

By Iain Wham

The next transformative wave, quantum computing, is imminent. For SMEs, its profound potential in optimisation, simulation, and financial modelling offers a significant competitive advantage. However, it simultaneously threatens current cybersecurity encryption. This article argues that proactive preparation is no longer optional but a strategic imperative for businesses aiming to thrive in the post-quantum era.

The world of information technology is in constant flux, presenting new and ongoing challenges for small businesses. In recent times we have seen the rise of cloud computing, the growth of data management and the arrival of artificial intelligence (AI) into every workplace.

Just keeping pace with changes in IT is a daily challenge. Now, another transformative wave is on the horizon: quantum computing.

While it might sound like something out of science fiction, the implications of quantum computing for even the smallest, most local business are profound and far-reaching.

Within the next couple of years, quantum computing will be as relevant to your business as AI has become, and understanding its potential and preparing for its arrival is no longer optional; it’s a strategic imperative.

Demystifying the quantum realm

Quantum computers aren’t just faster than conventional computers, they are designed to tackle specific, complex problems that are currently impossible, even for the world’s most powerful supercomputers.

While most quantum computers currently remain in research labs, outside the budget of all but the biggest and richest companies, another type of quantum computer, called a quantum annealer, is already commercially viable.

More akin to a traditional computer processor, the quantum annealer is particularly adept at solving optimisation problems, which are a vast category of challenges faced by businesses of all sizes, that involve finding the best possible solution from an enormous number of options.

The quantum advantage

While the most sophisticated quantum computers are still a decade or more away from widespread use, the implications for businesses, including small and local ones, are already emerging.

Think about the challenges faced by many small, local businesses. For instance, an artisan bakery might struggle with optimising its ingredient sourcing, to minimise waste and cost while ensuring product freshness.

A courier business might use quantum computing to organise route planning by considering real-time traffic, weather, vehicle capacity, delivery windows, and even staff availability.

Quantum algorithms can identify the most efficient routes, saving time, fuel, and reducing wear and tear on vehicles.

A boutique clothing store could use quantum insights to ensure they have the right stock at the right time, maximising sales and minimising dead inventory.

For businesses relying on customer loyalty, understanding individual preferences is crucial. This could enable a small independent bookshop to offer highly personalised recommendations, or a local brewery to craft targeted marketing campaigns that resonate with specific customer segments.

Even small businesses deal with financial transactions and the associated risks. Quantum computers can perform more complex financial modelling, leading to better investment strategies, more accurate risk assessments, and improved fraud detection. A small financial advisory firm could leverage quantum insights to provide clients with more robust portfolio optimisation.

Changes to cybersecurity

While the opportunities of quantum computing are immense, it also presents a challenge, particularly in the realm of cybersecurity. One of the most talked-about implications of quantum computing is its potential to break current encryption standards.

Algorithms which can be run on sufficiently powerful quantum computers, could render much of today’s online security obsolete. This means that sensitive data, financial transactions, and confidential communications which are secure today, could become vulnerable in the future.

This transition is referred to as the “post-quantum cryptography” (PQC) era and it is crucial to understand that you don’t need a quantum computer to implement PQC.

PQC algorithms are designed to run on conventional PCs and they offer protection against quantum threats. Businesses of all sizes can start to prepare for PQC now, with a target deadline of 2030 for transitioning critical systems. For a small business, this might seem daunting, but it could be a vital step to protect your digital assets.

Why quantum is the next big thing for SMEs

As cloud-based quantum computing-as-a-service (QCaaS) become more accessible, the barrier to entry will decrease. Companies like IBM, Google, and Microsoft are already offering access to quantum hardware and development tools, democratising this powerful technology.

Ignoring quantum computing now would be akin to ignoring the internet in the late 1990s or AI a few years ago.

Those who understand and begin to integrate quantum thinking into their business strategy will gain a significant competitive advantage over their rivals.

Preparing for the quantum future

So, what concrete steps can your small business take today to prepare for the quantum revolution?

Conduct a feasibility analysis: The first and most crucial step is to understand what quantum computing is and what it can (and cannot) do for your business. You don’t need to become a quantum physicist; focus on understanding the types of problems quantum computers are good at solving, particularly optimisation and simulation. Consider the computational requirements and data complexity of the problems you face.

Start small and experiment: You don’t need to buy a quantum computer – many providers offer QCaaS, allowing you to access quantum computing power via the cloud. This is the most practical way for small businesses to experiment.

Internal training: Invest in “quantum literacy” for your core team. This doesn’t mean everyone needs to be a programmer. It means fostering an understanding of the concepts and potential applications. Workshops, online courses), and internal knowledge-sharing sessions can be highly effective.

External partnerships: Explore collaborations with universities, research institutions, or quantum computing companies. Many universities have departments focused on quantum technologies and may be open to partnerships or student projects that could benefit your business. Building these relationships can provide access to expertise and cutting-edge research.

Have a transition plan: Start planning how you will migrate to quantum-resistant cryptography. This might involve software upgrades, hardware changes, or working with your IT provider. Aim to have a plan in place by 2025-2026 to be ready for the 2030 deadline.

Form a project team or assign a champion: Designate an individual or a small group to stay informed about quantum developments relevant to your industry. This “quantum champion” can research new applications, monitor trends, and identify potential opportunities or threats.

Re-evaluate your business plan: As quantum computing matures, it will unlock new possibilities. Consider how these advancements might impact your business model. Could you offer new services based on quantum-enhanced analytics?

Skills, training, and equipment

The primary investment for most small businesses will be in human capital. This means allocating budget for training existing staff, or hiring individuals with an aptitude for analytical thinking and technology.

Initially, investment in equipment will be minimal and focused on ensuring your existing IT infrastructure is robust enough to access QCaaS platforms and implement PQC solutions. This might involve upgrading network capabilities or ensuring your current systems can support new cryptographic standards.

Consider investing in partnerships with quantum computing service providers or consultants. This can provide access to specialised expertise without the need for extensive in-house training initially.

The quantum future is now

The growth of quantum computing is not a distant theoretical concept; it’s an evolving reality that will impact businesses of all sizes.

By understanding its fundamental principles, identifying potential use cases, and taking proactive steps to prepare, small businesses in Scotland can not only weather this technological shift but also harness its power to innovate, optimise, and thrive in the coming years.

The quantum leap is happening, and the businesses that embrace it today will be the ones defining the landscape of tomorrow. Don’t wait for the future to arrive; start building your quantum-ready strategy now.

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About the Author

Iain Wham is managing director of Innovec, an IT support provider based in Ayrshire and Glasgow.

Prompt Engineering is Over, PromptOps is the Future

September 14, 2025

By Juras Jursenas

As GenAI adoption accelerates, businesses are moving beyond basic prompt engineering toward sophisticated LLM-based practices – ushering in PromptOps. This methodology optimizes how Large Language Models (LLMs) are designed, tested, and deployed, transforming prompt management. PromptOps can unlock generative AI’s value, but success requires more than tools, organizations must embrace testing, versioning, and an adaptive mindset. Only then can they navigate the complexities of prompt management and harness generative AI impactfully.

Many businesses are actively exploring the potential of Generative AI (Gen AI) in their search for game-changing use cases. In line with this, LLM-based AI engineering is developing and largely overtaking simple prompt engineering – resulting in a rise in what has been referred to as PromptOps.

PromptOps is a methodology for optimizing the way Large Language Models (LLMs) are prompted. This approach to managing AI prompts at scale, which covers prompt design, version control, and monitoring, allows organizations to achieve greater consistency and efficacy from their AI tools.

PromptOps is rapidly gaining traction, promising to solve key challenges in LLM use, like prompt drift and poor outputs. But integrating them into an enterprise isn’t simple; it requires clear processes, the right tools, and a collaborative, centralized approach.

Digging deeper into what PromptOps is, why it is needed, and how it can be implemented effectively can help companies to find the right approach when incorporating this methodology for improving their LLM usage.

Generative AI usage soars as businesses search for impact

2024 was a breakthrough year for Gen AI in terms of adoption. Weekly usage in companies grew from 37% to 72% according to a survey by academics at Wharton. Simultaneously, budgets for Gen AI in business accelerated — there was a 130% increase in spending, compared to a 25% increase the previous year.

According to the Wharton researchers, businesses are in an “exploration phase.” Following the 2024 spending boom, short-term investment in Gen AI adoption is now expected to cool, as businesses investigate Gen AI’s potential and search for valid use cases.

The risk of fruitless experimentation

Prompt engineering, the design and structuring of prompts for LLMs, is a key component of this exploration. Yet businesses are coming to realize that prompt engineering alone may not be enough to test Gen AI’s potential and optimize effective deployment.

As Gen AI is deeply immersed in complex tasks, multiple coordinated prompts are often required. For example, a team might deploy one prompt to classify a query and another to handle requests of that type. The result is high levels of complexity, which then makes it difficult to track how effective individual prompts are and how to make improvements when they are ineffective.

Another complexity is prompt drift. Gen AI models are consistently updated, redefined, and streamlined in a race to gain market share and reach new firsts in terms of model power and functionality. This means that prompts that were previously performing optimally may no longer.

Furthermore, because LLMs are non-deterministic, the same input does not always garner the same result. Therefore, ongoing monitoring and adjustment of prompts by engineers is essential to sustain optimal system performance.

Optimizing Gen AI integration with PromptOps

PromptOps, a new discipline akin to DevOps for prompt engineering, standardizes how organizations design, test, deploy, and manage AI prompts. By replacing ad hoc practices with a structured approach, PromptOps helps businesses cut costs, reduce errors, and ensure reliable, effective AI performance.

PromptOps: The key areas

There are key principles that underpin PromptOps which all involved parties will need to be aware of.

For example, versioning and taxonomy are key to PromptOps. Versioning assigns unique IDs to prompts so engineers can track changes, compare performance, and prevent drift. Taxonomy organizes prompts with consistent labels (e.g., purpose, tone, audience) for clarity. Together, these practices enable automated A/B testing and recurring feedback loops, helping teams refine prompts at scale.

Alongside this, insights from continuous testing can help establish stronger prompt hygiene practices. This means creating organization-wide standards for prompt design that evolve as testing uncovers new best practices. A more advanced approach involves cross-model design, developing prompts that function effectively across multiple LLMs.

The right tools for PromptOps

Generic tools for prompt management, such as Humanloop, will ensure the essentials in terms of versioning, testing, and optimizing are covered. Then, organizations building their tech stack for handling PromptOps should look out for specific functionalities that are also helpful to have.

For example, automated prompt versioning makes at-scale PromptOps smoother, as does advanced archiving functionality, such as that offered with LangSmith (part of the LangChain framework). Advanced access control is also crucial, and there are tools available for this purpose, such as Permit, which can be integrated with existing prompt management tools.

Getting started with PromptOps

Before PromptOps is implemented, an organization typically has prompts scattered across multiple teams and tools, with no structured management in place. The first stage of implementing PromptOps involves gathering every detail on LLM usage within an organization. It is essential to understand precisely which prompts are being used, by which teams, and with which models.

The next stage is to build consistency into this practice by incorporating versioning and testing. Adding secure access control at this stage is also important in order to ensure only those who need it have access to prompts.

With such foundations in place, organizations will be well-positioned to introduce cross-model design and embed core compliance and security practices into all prompt crafting. Then it is a case of continuous optimization to manage prompt drift. As LLMs are non-deterministic, and as models are continually evolving, it will still be necessary to monitor the performance of prompts, even after they have been tested and optimized. Robust prompt architecture via PromptOps will make this process smoother, faster, and more consistent.

Incorporating a PromptOps mindset

Scaling PromptOps presents significant challenges. Organizations often encounter inconsistent versioning, fragmented taxonomies, and dispersed ownership across various tools—all of which grow more complex as operations expand. Achieving successful deployment requires not only the right strategy but also the right mindset, one rooted in collaboration.

By engaging a diverse group of specialists, not just prompt engineers, in the design and optimization process, organizations can greatly enhance the effectiveness of their prompts.It’s important to stay careful with GenAI: sloppy prompting creates more problems than it solves. Clear standards, prompt hygiene, and centralized systems with structure and access controls are key.

Ultimately, remaining agile and future-focused will be critical. Researchers in prompt engineering expect priorities such as multi-task and multi-objective prompt optimization (among many others) to feature prominently in the future.

This points to a more sophisticated approach to prompt management, one designed to handle complexity. Prompts will need to align with multiple tasks at once while balancing competing objectives, such as accuracy and interpretability. Staying effective will demand ongoing adaptation and flexibility as these trends evolve.

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About the Author

Juras Juršėnas With over 16 years of experience in the IT field, Juras Juršėnas has established himself as an expert in SaaS product management and large-scale IT business operations. His ability to apply strategic problem-solving, critical thinking, and people management skills led him to become the COO at Oxylabs, a global web intelligence collection platform.

The Water-Saving Power Source: How Bloom Energy Cuts Water Use to Near Zero

September 12, 2025

Water drop in a bucket — *Photo by Amritanshu Sikdar on Unsplash*

Fresh water is one of our most precious and threatened natural resources, yet in the US, most electricity still comes from thermoelectric power plants that consume massive volumes of water. Meanwhile, our electricity demands are growing with the rise of AI, which requires large amounts of energy for high-performance computing. As climate change and population growth further strain freshwater supplies, the way we generate electricity needs to change if we want to protect this precious resource.

Bloom Energy is meeting this challenge directly. Its solid oxide fuel cell (SOFC) technology generates clean, reliable electricity right where it’s needed and with almost zero water consumption. For businesses seeking both sustainability and resilience via on-site power, this is a breakthrough.

Why Power Generation Consumes So Much Water

Traditional thermoelectric plants—like coal, natural gas, nuclear, and even some renewables—rely on steam-driven turbines. That means they need vast quantities of water to produce steam and to cool their systems. According to the US Geological Survey, thermoelectric power generation accounts for about 40% of total freshwater withdrawals in the United States.

For example, a typical power plant can withdraw 43.8 liters of water per kilowatt-hour of electricity generated, or enough to fill dozens of bathtubs every minute. A portion of that water evaporates or is otherwise not returned to the source, driving up “consumptive use” that directly impacts rivers, lakes, and aquifers.

In an era when two-thirds of the global population experiences severe water scarcity for at least one month each year, this is a critical sustainability problem.

A Near-Zero Water Footprint

Bloom Energy Servers work differently. Instead of using combustion to create steam to drive a turbine connected to a generator, its SOFC technology uses an electrochemical process to convert fuel, such as natural gas, biogas, or hydrogen, directly into electricity.

No steam means no cooling towers. No cooling towers means virtually no water use. In fact, Bloom’s systems consume about one-thousandth of the water of conventional power plants (1.01 gallons/MWh vs. 830 gallons/MWh). For many businesses, switching to Bloom technology can reduce onsite water use for electricity generation by more than 99%.

That’s not just a sustainability win—it’s a business advantage, especially in water-stressed regions where conservation is a regulatory requirement or an operational necessity.

Water Savings in Action

Consider data centers. As AI adoption surges, the demand for water for cooling purposes is skyrocketing. A medium-sized data center might consume up to 110 million gallons of water per year, just for cooling. That’s nearly equivalent to the annual water use of 1,000 houses, and it doesn’t even take into account the water footprint of the power that the data center consumes.

Bloom’s technology not only eliminates the water used for electricity generation, but when paired with air-cooling or liquid-cooling systems, it can dramatically shrink a data center’s overall water footprint. The result: Businesses can power high-performance computing without deepening the water crisis.

Manufacturing facilities, hospitals, and university campuses also stand to benefit. These sectors often operate in regions facing water scarcity and are under pressure to cut consumption. Bloom Energy Servers can help them meet sustainability goals without sacrificing operational reliability.

Resilient Power Without Resource Trade-Offs

Reducing water use doesn’t have to mean reducing performance. Bloom Energy Servers deliver reliable, always-on power, even during grid outages. This means businesses don’t have to choose between sustainability and resilience—they can have both.

And because Bloom’s technology can run on biogas or hydrogen, it offers a pathway to zero-carbon electricity without shifting the environmental burden to another resource. In other words, it’s a solution that’s climate-friendly and water-wise.

A Smarter Path to Sustainability

Water scarcity is one of the defining environmental issues of our time. As industries adapt to climate challenges, they must “decouple” economic growth from water use. That’s exactly what Bloom Energy enables.

By replacing water-intensive, centralized power generation with clean, onsite Bloom Energy Servers, businesses can dramatically cut their water footprint, lower emissions, and boost energy resilience, all at the same time.

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He Built a Meme Business, Lost his Spark, then Found it in Bookkeeping

September 12, 2025

Person bookkeeping using macbook pro — *Photo by Austin Distel on Unsplash*

By Sarah Mitchell

The origin story starts online. Earlier in his career, Ryan Moriarty made real money running viral meme campaigns on Facebook, then hit a wall. Motivation slipped. “I thought launching something new would be easy,” he says. “It wasn’t.” That’s when the tax headaches piled up and, according to him, the idea for Done For You Tax clicked, simple goal, finish the books fast so owners can breathe.

A personal problem turned business

The firm launched in 2021 and now serves more than 2,000 clients, with 300+ 5-star reviews. The pitch is straightforward. U.S.-based bookkeepers plus licensed tax pros plus automation to catch up a full year in under 24 hours. “We don’t think speed means much without accuracy, but we also don’t think owners should wait,” Moriarty said. According to company materials, pricing runs at about half the cost of traditional firms.

Why owners respond

Time is the enemy. The IRS has long documented that record-keeping time and out-of-pocket costs drive small-business compliance burden. Many founders try to do it themselves, then fall behind, then pay more later. Meanwhile, U.S. small businesses now total roughly 34.8 million, which means the market isn’t niche, it’s massive.

A wave bigger than one firm

Generative AI is moving into finance teams quickly. McKinsey reports that 65% of organizations now use gen AI regularly, and separate research ties automation to sizable productivity gains over time. None of this makes receipts magically reconcile, but it does remove steps. Definately removes steps when it works well.

The lesson Moriarty keeps repeating

Focus beats cleverness. “What we’ve found is owners want books done right, then taxes filed, nothing cute,” he said. The average in-house bookkeeper costs about $47,000 a year in salary. Outsourced packages range widely, $150 to $1,500 monthly, and can scale up or down. For a contractor shop or solo marketer, less overhead beats more overhead. Makes sense when you think about it.

About Done For You Tax

Done For You Tax, under Prof Moriarty LLC, provides bookkeeping with 24-hour turnaround and tax prep for companies under $1M in revenue, founded in Port St. Lucie in 2021.

Media Contact: Ryan Moriarty, [email protected]

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Charlie Kirk, Conservative Activist and Trump Ally, Dead at 31

September 11, 2025

Charlie Kirk, one of the most prominent conservative activists in the United States and a close ally of President Donald Trump, died Wednesday in a shooting at a Utah college. He was 31.

Kirk rose to national prominence after co-founding Turning Point USA (TPUSA) in 2012 at the age of 18. The organization, which now has chapters on more than 850 campuses, aimed to promote “fiscal responsibility, free markets, and limited government” in colleges often seen as leaning liberal.

Through TPUSA, his podcast, and regular appearances at Republican events, Kirk became a defining figure for young conservatives. Known for holding campus debates on issues ranging from climate change to transgender rights, he built a massive following online and in conservative media. His daily talk show drew millions of listeners, while his 2020 book The Maga Doctrine became a bestseller.

President Trump paid tribute after Kirk’s death, calling him “The Great, and even Legendary, Charlie Kirk” and adding, “No one understood or had the Heart of the Youth in the United States of America better than Charlie.”

Kirk’s ties to Trump and the Republican Party ran deep. TPUSA played a central role in voter outreach efforts that boosted GOP candidates in recent elections, with Kirk widely credited for helping register tens of thousands of new voters. He frequently visited the White House and shared the stage with Trump at campaign and Turning Point events. Earlier this year, he traveled with Donald Trump Jr. to Greenland as the then-incoming president argued the U.S. should pursue ownership of the Arctic territory.

Raised in Prospect Heights, a suburb of Chicago, Kirk was the son of an architect. He attended community college before leaving to focus on activism after being rejected from West Point. He often joked about his lack of a degree when debating academics. His evangelical Christian faith and family were at the center of his public identity. He married a former Miss Arizona and was a father of two.

While admired by supporters for his energy and outreach, Kirk was also one of the most polarizing voices in American politics. He promoted false claims about the 2020 election, rejected mainstream science on Covid-19, and endorsed the “Great Replacement” conspiracy theory, according to CBS. He sparked controversy earlier this year when he argued that “it’s worth it to have a cost of, unfortunately, some gun deaths every single year so that we can have the Second Amendment.”

Even critics acknowledged his ability to stir debate. “His entire project was built on reaching across the divide and using speech, not violence, to address and resolve the issues!” William Wolfe, executive director of the Center for Baptist Leadership, wrote on X.

Kirk’s influence extended far beyond youth politics. His work through TPUSA and his close relationship with Trump reshaped Republican grassroots organizing, leaving a legacy that will continue to influence the movement.

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