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Teams autonomously mapping the depths take home millions in Ocean Discovery Xprize – TechCrunch

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There’s a whole lot of ocean on this planet, and we don’t have much of an idea what’s at the bottom of most of it. That could change with the craft and techniques created during the Ocean Discovery Xprize, which had teams competing to map the sea floor quickly, precisely and autonomously. The winner just took home $4 million.

A map of the ocean would be valuable in and of itself, of course, but any technology used to do so could be applied in many other ways, and who knows what potential biological or medical discoveries hide in some nook or cranny a few thousand fathoms below the surface?

The prize, sponsored by Shell, started back in 2015. The goal was, ultimately, to create a system that could map hundreds of square kilometers of the sea floor at a five-meter resolution in less than a day — oh, and everything has to fit in a shipping container. For reference, existing methods do nothing like this, and are tremendously costly.

But as is usually the case with this type of competition, the difficulty did not discourage the competitors — it only spurred them on. Since 2015, then, the teams have been working on their systems and traveling all over the world to test them.

Originally the teams were to test in Puerto Rico, but after the devastating hurricane season of 2017, the whole operation was moved to the Greek coast. Ultimately after the finalists were selected, they deployed their craft in the waters off Kalamata and told them to get mapping.

Team GEBCO’s surface vehicle

“It was a very arduous and audacious challenge,” said Jyotika Virmani, who led the program. “The test itself was 24 hours, so they had to stay up, then immediately following that was 48 hours of data processing after which they had to give us the data. It takes more trad companies about 2 weeks or so to process data for a map once they have the raw data — we’re pushing for real time.”

This wasn’t a test in a lab bath or pool. This was the ocean, and the ocean is a dangerous place. But amazingly there were no disasters.

“Nothing was damaged, nothing imploded,” she said. “We ran into weather issues, of course. And we did lose one piece of technology that was subsequently found by a Greek fisherman a few days later… but that’s another story.”

At the start of the competition, Virmani said, there was feedback from the entrants that the autonomous piece of the task was simply not going to be possible. But the last few years have proven it to be so, given that the winning team not only met but exceeded the requirements of the task.

“The winning team mapped more than 250 square kilometers in 24 hours, at the minimum of five meters resolution, but around 140 was more than five meters,” Virmani told me. “It was all unmanned: An unmanned surface vehicle that took the submersible out, then recovered it at sea, unmanned again, and brought it back to port. They had such great control over it — they were able to change its path and its programming throughout that 24 hours as they needed to.” (It should be noted that unmanned does not necessarily mean totally hands-off — the teams were permitted a certain amount of agency in adjusting or fixing the craft’s software or route.)

A five-meter resolution, if you can’t quite picture it, would produce a map of a city that showed buildings and streets clearly, but is too coarse to catch, say, cars or street signs. When you’re trying to map two-thirds of the globe, though, this resolution is more than enough — and infinitely better than the nothing we currently have. (Unsurprisingly, it’s also certainly enough for an oil company like Shell to prospect new deep-sea resources.)

The winning team was GEBCO, composed of veteran hydrographers — ocean mapping experts, you know. In addition to the highly successful unmanned craft (Sea-Kit, already cruising the English Channel for other purposes), the team did a lot of work on the data-processing side, creating a cloud-based solution that helped them turn the maps around quickly. (That may also prove to be a marketable service in the future.) They were awarded $4 million, in addition to their cash for being selected as a finalist.

The runner up was Kuroshio, which had great resolution but was unable to map the full 250 km2 due to weather problems. They snagged a million.

A bonus prize for having the submersible track a chemical signal to its source didn’t exactly have a winner, but the teams’ entries were so impressive that the judges decided to split the million between the Tampa Deep Sea Xplorers and Ocean Quest, which amazingly enough is made up mostly of middle-schoolers. The latter gets $800,000, which should help pay for a few new tools in the shop there.

Lastly, a $200,000 innovation prize was given to Team Tao out of the U.K., which had a very different style to its submersible that impressed the judges. While most of the competitors opted for a craft that went “lawnmower-style” above the sea floor at a given depth, Tao’s craft dropped down like a plumb bob, pinging the depths as it went down and back up before moving to a new spot. This provides a lot of other opportunities for important oceanographic testing, Virmani noted.

Having concluded the prize, the organization has just a couple more tricks up its sleeve. GEBCO, which stands for General Bathymetric Chart of the Oceans, is partnering with The Nippon Foundation on Seabed 2030, an effort to map the entire sea floor over the next decade and provide that data to the world for free.

And the program is also — why not? — releasing an anthology of short sci-fi stories inspired by the idea of mapping the ocean. “A lot of our current technology is from the science fiction of the past,” said Virmani. “So we told the authors, imagine we now have a high-resolution map of the sea floor, what are the next steps in ocean tech and where do we go?” The resulting 19 stories, written from all 7 continents (yes, one from Antarctica), will be available June 7.

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Google loses two execs: one for Messaging and Workspace, another for Payments

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Google had a pair of high-ranking executives leave this week. The first was Bill Ready, Google’s “President of Commerce, Payments & Next Billion Users,” who left to become CEO of Pinterest. The second big departure is Javier Soltero, who was vice president and GM of Google Workspace, Google’s paid business app, and was the leader of Google Messaging. Both executives made big changes to Google in their nearly three-year stints at the company. Now that they are leaving, it’s unclear what the future of their respective products holds.

Ready was only at Google for two-and-a-half years, where his highest-profile move was presiding over the disastrous rollout of a significant Google Pay revamp. The new Google Pay app was spearheaded by Ready’s payments team, led by another recently ousted executive, Caesar Sengupta. The Google Pay revamp brought an app originally developed for India to the US, where the requirement for phone number-based identity came with a huge list of downgrades: The Google Pay website had to be stripped of payment functionality, the app no longer supported multiple accounts, and you couldn’t be logged in to multiple devices.

The rollout of the new app was also clumsy. Slowly, over a month or two, users were kicked out of the old Google Pay and had to transition to a new app. The new identity system wasn’t backward compatible with the old Google Pay, though, which meant users still on the old app couldn’t send money to users on the new app.

According to Pulse network (a wing of Discover card) Google Pay has 3 percent of the entire US NFC market. Keep in mind Google entered this market years before Apple.

According to Pulse network (a wing of Discover card) Google Pay has 3 percent of the entire US NFC market. Keep in mind Google entered this market years before Apple.

The new Google Pay was announced one year into Ready’s tenure at Google and launched in March 2021. The app initially came with big plans for expansion, including a wild announcement of Google-branded bank accounts. Sengupta left Google one month after the US launch of the new Google Pay, which triggered an “exodus” of employees, according to Insider. The report said, “Dozens of employees and executives” left the payments team after Sengupta’s departure, with one employee saying there was “frustration” the new Google Pay “wasn’t growing at the rate we wanted it to.”

What happened afterward seems like a complete scrapping of the original “New Google Pay” game plan. Google generally launches a product in the US first and then slowly rolls it out to the rest of the world, but after the initial poor reception, the new Google Pay never saw a wide rollout outside of the US. Google canceled its heavily promoted plans for a Google bank account, even though, according to the Wall Street Journal, the company already had 400,000 curious users sign up for the public waitlist.

Ready appointed a new leader of Payments this January, a move Bloomberg described as a “reset” of Google’s payments strategy. Ready also made headlines at the time by saying, “Crypto is something we pay a lot of attention to,” though no Google product has emerged.

Four months later, at Google I/O 2022, another revamp of Google Pay was announced, re-branding the product to “Google Wallet.” That’s right, after a big revamp of Google’s payment app in 2021, there’s now another new revamp in 2022. Ready is now leaving five months after appointing a new Payments lead and setting these plans in motion, but he won’t be around for the launch of Google Wallet. Between the departure of old Payments lead Sengupta, Sengupta’s boss, Ready, and “dozens” of team members, it sure seems like the payments team ended up cleaning house.

This nightmare of a map has the US with Google Pay and Google Wallet co-existing, while the rest of the world gets a cleaner solution of one payment app: Wallet.

This nightmare of a map has the US with Google Pay and Google Wallet co-existing, while the rest of the world gets a cleaner solution of one payment app: Wallet.

Google

At the heart of Google’s payments turbulence is probably the fact that most estimates put Google Pay at 3-4 percent of the US NFC payments market, which is way behind Apple’s nearly 92 percent market share. It’s an embarrassing loss considering Google was a pioneer in NFC payments and entered the market three years before Apple.

A big part of Google’s payment problems is this kind of instability, with Google’s payment app running through four different brands in 10 years (Google Wallet, then Android Pay, then Google Pay, now Google Wallet again). It still doesn’t seem like the company has arrived at a great solution with the new Google Wallet. The current plan—which could change once Ready’s replacement is hired—is for Google Wallet and Google Pay to co-exist in the US. In the rest of the world, there will be one payment app, Wallet, which sounds like a clean, reasonable offering. In the US and Singapore, though, Google doesn’t want to kill the widely panned new Google Pay app, so Google Wallet and Google Pay will be available. Why? If Wallet is rolling out to the rest of the world, the codebase clearly has the full payment feature set, why not just roll it out everywhere?

Google is still searching for a VP to replace Bill Ready, but the interim Payments president will be longtime Googler Nick Fox. Fox was previously front and center in the Google tech landscape as the head of Google messaging when the company produced Google Allo. Allo was Google’s main messaging app from 2016-2018, lasting about 576 days on the market. Since Allo, Fox has been running Google Search.

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Forget smart glasses, this smart contact lens prototype has a new vision for AR 

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Enlarge / Smart contact lenses don’t work quite this easily yet. (credit: Getty)

Since 2015, a California-based company called Mojo Vision has been developing smart contact lenses. Like smart glasses, the idea is to put helpful AR graphics in front of your eyes to help accomplish daily tasks. Now, a functioning prototype brings us closer to seeing a final product.

In a blog post this week, Drew Perkins, the CEO of Mojo Vision, said he was the first to have an “on-eye demonstration of a feature-complete augmented reality smart contact lens.” In an interview with CNET, he said he’s been wearing only one contact at a time for hour-long durations. Eventually, Mojo Vision would like users to be able to wear two Mojo Lens simultaneously and create 3D visual overlays, the publication said.

According to his blog, the CEO could see a compass through the contact and an on-screen teleprompter with a quote written on it. He also recalled viewing a green, monochromatic image of Albert Einstein to CNET.

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Some Macs are getting fewer updates than they used to. Here’s why it’s a problem

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Aurich Lawson

When macOS Ventura was announced earlier this month, its system requirements were considerably stricter than those for macOS Monterey, which was released just eight months ago as of this writing. Ventura requires a Mac made in 2017 or later, dropping support for a wide range of Monterey-supported Mac models released between 2013 and 2016.

This certainly seems more aggressive than new macOS releases from just a few years ago, where system requirements would tighten roughly every other year or so. But how bad is it, really? Is a Mac purchased in 2016 getting fewer updates than one bought in 2012 or 2008 or 1999? And if so, is there an explanation beyond Apple’s desire for more users to move to shiny new Apple Silicon Macs?

Using data from Apple’s website and EveryMac.com, we pulled together information on more than two decades of Mac releases—almost everything Apple has released between the original iMac in late 1998 and the last Intel Macs in 2020. We recorded when each model was released, when Apple stopped selling each model, the last officially supported macOS release for each system, and the dates when those versions of macOS received their last point updates (i.e. 10.4.11, 11.6) and their last regular security patches. (I’ve made some notes on how I chose to streamline and organize the data, which I’ve put at the end of this article).

The end result is a spreadsheet full of dozens of Macs, with multiple metrics for determining how long each one received official software support from Apple. These methods included measuring the amount of time between when each model was discontinued and when it stopped receiving updates, which is particularly relevant for models like the 2013 Mac Pro, 2014 Mac mini, and 2015 MacBook Air that were sold for multiple years after they were first introduced.

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