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Meta announced that WhatsApp users will soon be able to start “incognito” conversations with the Meta AI chatbot, ensuring messages disappear after the session and are processed in a secure environment. Incognito Mode Launches in WhatsApp’s Meta AI Chats Users can initiate an incognito session by tapping a new icon that appears in one‑on‑one chats with Meta AI. The feature will debut on WhatsApp and the standalone Meta AI app, with a rollout slated for the next few months. Once the chat window is closed, the conversation is automatically deleted and the AI loses its context, preserving user privacy. Rollout Timeline and Model Adoption May 2026: Feature announced and initial testing begins. Q2‑Q3 2026: Gradual rollout to WhatsApp users worldwide. Q3 2026: Availability on the Meta AI standalone app. April 2026: Release of the Muse Spark model that powers the incognito chats. Implications for User Trust and Competitive Landscape The incognito mode addresses growing concerns about AI‑generated content being used in legal disputes, as highlighted by recent Reuters reports. By processing chats in a secure enclave and deleting them by default, Meta aims to reinforce end‑to‑end encryption guarantees while differentiating itself from competitors like ChatGPT and Claude, which also offer private modes but lack WhatsApp’s massive user base. What’s Next: Side Chat and the Future of Private AI on Messaging Platforms Meta is already developing “Side Chat,” a feature that will let users invoke Meta AI within group conversations without exposing the query to other participants. Combined with the private processing infrastructure introduced last year, Side Chat could make private AI assistance a standard expectation across messaging apps, prompting rivals to accelerate their own privacy‑first AI roadmaps.

The Shift in AI Leadership For the first time, Anthropic has more verified business customers than OpenAI, according to this month’s AI Index from the fintech firm Ramp. The survey, compiled from Ramp’s clients’ expense data, shows 34.4% of participating businesses are paying for Anthropic services, more than any other AI lab, while only 32.3% pay for OpenAI. Key Statistics 34.4% of businesses pay for Anthropic services 32.3% of businesses pay for OpenAI services Over 50,000 companies represented in the survey Anthropic's share of business customers increased by 26% in the past 12 months OpenAI's share of business customers declined by 1% in the past 12 months The Impact of Anthropic's Strategy “Anthropic has already been in the lead amongst the high adoption groups like finance, tech, professional services,” Ramp economist Ara Kharazian told TechCrunch. “It’s across the other firms where OpenAI still has a lead, but that has been shrinking over the past couple of months.” The Future Outlook Kharazian is skeptical about whether this advantage will last, but said the success of the past year was proof that Anthropic had chosen a good strategy. “What Anthropic did worked really well,” Kharazian told TechCrunch, “which was — start with a very technical customer base, focus on their needs, really succeed in execution and then start broadening out through tools like Cowork.”

The Startup Market’s Most Urgent Risk: Reacting Too LateFounders and investors are now facing a bigger danger than moving slowly – they risk reacting after the market has already shifted. TechCrunch Disrupt 2026 is designed to help them act faster.Six Specialized Stages Tailored to Today’s Volatile MarketsFrom October 13–15 at Moscone West in San Francisco, Disrupt will host 10,000+ founders, investors and operators across 250+ sessions. The conference is organized into six distinct stages:Disrupt Stage – headline founders, tech leaders and top‑tier investors discuss broad market shifts.Builders Stage – fundraising, hiring, product‑market fit and go‑to‑market execution.Smart Money Stage – evolution of financial infrastructure and durable fintech models.Smart Systems Stage – physical‑world constraints such as data‑center capacity, energy and climate tech.AI in the Real World Stage – reliability of AI systems beyond demos.AI Stage (presented by Google Cloud) – impact of generative AI on SaaS and software businesses.Numbers That Show Disrupt’s Scale and SavingsEvent dates: October 13–15, 2026Attendees: 10,000+ founders, investors, operatorsSessions: 250+ across six stages, plus 200+ sessions highlighted in promotionSpeakers include Nina Achadjian (Index Ventures), Rajeev Dham (Sapphire Ventures), Josh Reeves (Gusto), Grant Lee (Gamma), Robby Stein (Google), Mo Jomaa (CapitalG), Jack Zhang (Airwallex), Lotti Siniscalco (Emergence Capital), Jeff Lawson (Inertia), David Kirtley (Helion).Early‑bird discount: save up to $410 on a pass and get 50% off a second ticket.Group discount: up to 30% off tickets for community registrations.Startup Battlefield 200 nominations close May 29.How the New Stages May Shift Founder‑Investor Decision‑MakingThe focused content aims to surface “signals shaping opportunity” – where attention is concentrating, which categories are accelerating, and how successful companies are positioning themselves. By separating AI‑native competition, fintech infrastructure, and physical‑world constraints, participants can prioritize capital allocation and product strategy with fewer guess‑work cycles.What’s Next for Disrupt and the Broader Startup EcosystemWith the six‑stage format, Disrupt positions itself as a real‑time market intelligence hub. If founders leverage the early‑bird pricing and apply for Battlefield 200, the conference could become a primary pipeline for capital in 2026‑27, especially as AI and infrastructure pressures intensify. Observers should watch post‑event reports for emerging investment trends and the adoption rate of “real‑world AI” solutions.

Adaption announced the launch of AutoScientist, a new AI‑training product that automates fine‑tuning and data optimization to help frontier models acquire specific capabilities faster. Co‑founder and CEO Sara Hooker highlighted the system’s ability to co‑optimize both data and model, positioning it as a potential catalyst for broader, outside‑lab AI breakthroughs. AutoScientist: Automated Fine‑Tuning for Faster Capability Gains The platform builds on Adaption’s existing Adaptive Data service, turning continuously improving datasets into continuously improving models. By automating the conventional fine‑tuning workflow, AutoScientist aims to make high‑quality model adaptation a plug‑and‑play process for a wide range of domains. Performance Claims: Doubling Win‑Rates Across Models Launch materials state that AutoScientist has more than doubled win‑rates across different model families. Traditional benchmarks such as SWE‑Bench or ARC‑AGI are not directly applicable due to the tool’s task‑specific adaptation focus. The service is free for the first 30 days to encourage early adoption and real‑world validation. Strategic Implications for Frontier AI Labs By reducing the manual effort required for data curation and model fine‑tuning, AutoScientist could lower the barrier to entry for labs aiming to train cutting‑edge models. This aligns with the broader industry trend of “neolabs” leveraging heavy investment to accelerate self‑improving AI research outside of traditional corporate labs. Future Outlook: Open Access and the Race to Self‑Improving Models If the promised performance gains hold up in practice, AutoScientist may become a standard component of AI development pipelines, spurring faster iteration cycles and potentially democratizing access to frontier AI capabilities. Hooker predicts that, similar to the impact of code‑generation tools, this platform could unlock a wave of innovation across multiple fields.

The Sunderland Pivot: From Exclusive Production to Contract ManufacturingNissan is actively exploring a strategic shift at its UK flagship plant in Sunderland, moving away from a model of exclusive production toward contract manufacturing for external partners. CEO Ivan Espinosa confirmed that the company is "looking at options" to bring in additional volume, specifically mentioning talks with Chinese automaker Chery. This potential collaboration comes as Nissan struggles with faltering demand for its own vehicles, having announced the closure of one of its two production lines at the facility.Financial Strain and Volume ConstraintsThe decision to consider outsourcing production is driven by a critical volume crisis. Espinosa emphasized that the Sunderland plant is "viable" but faces challenges due to insufficient output. This financial pressure is reflected in Nissan's recent performance, which posted a net loss of ¥533bn (£2.5bn) for the year to March. Operating profits fell nearly 12% on the previous year, forcing the company to merge production lines and cut 900 jobs across Europe, including roles in the UK.The European Auto Industry's Strategic ShiftNissan's potential move mirrors a broader trend in the European automotive sector, where legacy manufacturers are monetizing underused capacity to survive. This trend is driven by Chinese competitors who can undercut European prices due to lower production costs. Notable examples include Stellantis building cars for Leapmotor in Spain and Ford reportedly discussing plant sales with Geely. Furthermore, BYD is actively negotiating with Stellantis and other European firms to take over idle factories, signaling a new era of cross-border collaboration.A New Era of Cross-Border CollaborationLooking ahead, the automotive landscape is shifting from pure competition to strategic partnerships. Espinosa, appointed a year ago with a mandate to restore profitability, views external collaboration as essential for survival. As Chinese brands like Chery and BYD aggressively expand into Europe, the traditional boundaries between domestic and foreign manufacturing are blurring, suggesting that contract manufacturing will become a standard survival strategy for struggling legacy automakers.

England have announced a 15‑man squad for the opening Test against New Zealand at Lord’s on 4 June, inserting three uncapped players – Emilio Gay, James Rew and Sonny Baker – and recalling fast‑bowler Ollie Robinson after a two‑year absence.Uncapped Trio Earn Spots in England’s First Test SquadThe selections reflect a post‑Ashes clean‑up and a clear intent to reward strong county performances. Gay, a Durham batsman, averages 92 this season; Rew, a 22‑year‑old Somerset wicket‑keeper‑batter, has already amassed 12 centuries in first‑class cricket; and Baker, a 22‑year‑old Hampshire seam‑bowler, has taken 14 wickets at 26.21 this summer.Statistical Snapshot: Performances that Secured SelectionEmilio Gay – 92 average in Durham’s Division Two campaign.James Rew – 12 first‑class centuries; recent opening debut yielded 4 and 0.Sonny Baker – 14 wickets at 26.21 for Hampshire.Ollie Robinson – 76 Test wickets at an average of 22 before being dropped in 2024.Strategic Shift: County Form and New Selector InfluenceEngland’s newly appointed selector Marcus North – former Durham director of cricket – emphasised “the strength and depth of talent across the domestic system”. His appointment coincides with a pledge to “pay more attention to county form”, explaining why players with standout domestic numbers have been fast‑tracked.Veteran Ben Duckett retains his place, while Zak Crawley is omitted after a poor start to the season. The seam‑bowling department now features a competition between Baker, Jacob Bethell, Gus Atkinson and the returning Robinson.Looking Ahead: How the Squad Might Shape the Lord’s TestWith a 15‑man roster, head coach Brendon McCullum and captain Ben Stokes have flexibility to experiment. If Robinson and Atkinson take the new‑ball duties, England could gain extra pace depth. The open‑ers slot remains contested; Duckett’s form will be tested against the possibility of promoting a newcomer.Should the uncapped trio translate their county success to the international stage, England could signal a broader generational shift, reinforcing the link between domestic performance and Test selection.

New research from the International Data Center Association (IDCA) reveals that datacentres are now responsible for roughly 6% of electricity consumption in the United Kingdom and the United States, intensifying public and political scrutiny over the sector’s rapid energy growth.Datacentre Power Demand Hits 6% of UK and US GridsThe study notes a 15% worldwide increase in datacentre electricity use over the past two years, driven by the surge in AI workloads and internet traffic. Annual global investment in new facilities is approaching $1tn (£740bn), equivalent to nearly 1% of the global economy. In the UK, datacentre electricity share has risen to 5.9%, while the US sits at 6%, far above the global average of 2%. Smaller nations such as Singapore and Lithuania face even higher pressures, with datacentres consuming 19% and 11% of their national grids respectively.Financial and Energy Metrics Highlight Rapid GrowthGlobal investment: ~$1tn in 2025UK grid‑connection queue: grew 460% in H1 2025US “zombie” services: account for 13% of datacentre load, equating to over 3 GW of wasted powerProjected UK demand: could quadruple by 2030These figures align with the International Energy Agency’s estimate that global energy use by datacentres rose 17% in 2025, outpacing overall electricity demand growth of 3%.Community Pushback and Policy Implications Across NationsThe IDCA warns that once a country’s datacentre footprint reaches the 5%‑6% threshold, “significant community and political pushback” becomes inevitable. In the UK, activists and groups such as Greenpeace UK have warned of an “unchecked AI boom” leading to higher energy bills, water‑stress, and renewed reliance on fossil fuels. The report calls for:Greater transparency from tech firms on future datacentre plansMandatory environmental impact assessmentsA ban on new polluting power plants dedicated to AI workloadsAdditionally, the study highlights emerging security concerns, noting that recent attacks on datacentres in the Middle East have underscored the need for integrated cyber‑physical protection strategies.Outlook: Regulation, Transparency, and Security Challenges AheadLooking forward, the IDCA predicts that pressure will mount for:Stricter national grid connection policies to curb the 460% surge in pending requestsIndustry‑wide standards to eliminate “zombie” services and improve energy efficiencyCoordinated security frameworks that address both cyber threats and physical vulnerabilitiesIf policymakers act swiftly, the sector could mitigate its environmental footprint while sustaining the growth of AI and cloud services. Failure to do so may trigger broader societal resistance and accelerate regulatory clampdowns.

Oswestry Cricket Club’s thriving Women and Girls (WaGs) programme has reached a milestone: ten mother‑daughter pairs are now playing competitive cricket together, contributing to a squad of 33 women and girls who have won the Shropshire hard‑ball league in 2024 and 2025.The Mother‑Daughter Phenomenon at Oswestry Cricket ClubFounded in 2018 by Naomi Payne, the WaGs section grew from a six‑person softball event to a full‑time hard‑ball and soft‑ball team. Jools Payne, the club’s manager and a founding player, describes the atmosphere as “a hoot on the field” while maintaining a competitive edge. Coaching is provided by her husband, former Surrey and Gloucestershire all‑rounder Ian Payne, who brings professional expertise to the grassroots setting.Participation Stats: 33 Players, 10 Mother‑Daughter Duos33 registered women and girls across hard‑ball and soft‑ball formats.10 mother‑daughter pairs ranging in age from 12 to 67.Two‑thirds of the junior players come from the state school sector.Back‑to‑back champions of the top Shropshire recreational hard‑ball league (2024, 2025).Boosting Female Cricket in Shropshire and BeyondThe club’s inclusive approach tackles the national drop‑off in teenage girls’ sport participation highlighted by a 2022 Women in Sport survey. By encouraging mothers to play and creating a nurturing, female‑only training night, the programme fosters confidence, teamwork and long‑term engagement. The group also participates in wider cricket culture, attending England women’s matches and hosting events around the Women’s T20 World Cup.Looking Ahead: Record‑Seeking Goals and Youth PathwaysWith aspirations to enter the Guinness Book of Records for mother‑daughter participation, the WaGs are planning an under‑12 side and a clearer pathway to senior cricket. Upcoming events include a softball festival on 5 July and a viewing party for the T20 World Cup final, reinforcing community bonds while promoting the sport to the next generation.

Ujiri’s Appointment Signals a New Era for the MavericksMasai Ujiri was introduced last week as the Dallas Mavericks’ president of basketball operations and alternate governor, a move the franchise touts as “a match made in heaven.” The hire places the first African to run a major U.S. sports franchise at the helm of a team owned by the ultraconservative billionaire Miriam Adelson.Background: From Raptors Champion to Dallas’ President of Basketball OperationsUjiri’s résumé includes:2003: Co‑founded Giants of Africa while scouting unpaid.2010: Became the first African general manager of an NBA team (Denver Nuggets).2013: Won NBA Executive of the Year.2018: Traded for Kawhi Leonard, leading the Toronto Raptors to their first championship.2026: Hired by the Mavericks after the Luka Dončić trade saga.Financial Stakes: Draft Picks, Revenue Loss, and Ownership WealthThe Mavericks hold the No. 1 pick in the 2025 draft and selected Rookie of the Year Cooper Flagg, plus the 9th, 30th and 48th picks.The 2023 sale of the team to Adelson was valued at $3.5 billion, a fraction of her estimated $35 billion net worth.Analysts estimate the Luka Dončić trade cost the franchise roughly $100 million in revenue.Adelson has contributed more than $100 million to Donald Trump’s 2024 campaign.Culture Clash: Liberal Advocacy vs. Ultraconservative OwnershipUjiri’s public record includes outspoken support for social justice, anti‑racism initiatives, and humanitarian work across Africa. In contrast, Adelson has labeled pro‑Palestinian and Black Lives Matter activists as “enemies” and is known for her right‑wing political donations. The Mavericks’ fan base leans Democratic, creating a potential flashpoint between the franchise’s new leadership and its owner.Outlook: How Ujiri Could Navigate Politics and Rebuild a FranchiseUjiri faces three immediate challenges:Transforming a roster that missed the playoffs despite a top draft pick.Balancing his advocacy with Adelson’s political stance without alienating either side.Restoring fan confidence after the unpopular Luka Dončić trade.If he can replicate the Raptors’ model—leveraging international talent, fostering a community‑first narrative, and using his platform to address broader issues—Ujiri could reposition the Mavericks as both a competitive team and a socially conscious brand. Failure to do so may deepen the cultural rift and jeopardize the franchise’s marketability.