2026-08-13 22:44:50
If you haven’t already seen a job listing for a “product engineer,” you probably will soon. The job everyone’s suddenly hiring for, this role is like a cross between a product manager and an engineer (as the name suggests). And it’s a hiring trend worth paying attention to.
Companies are opening more of these roles every single month, but they’re struggling to fill them. The reason has almost nothing to do with engineers’ coding skills or years of experience.
The best career move you can make to prepare for these types of roles has almost nothing to do with getting more technical. Instead, it comes down to one of the fluffiest, most overused, and potentially cringiest words in all of tech: mindset.
Stick with me, I promise this goes somewhere useful.
When I started out, my job looked like this:
Drive to an office. Sit through meetings that led to other meetings until a project manager handed me a task they’d already chopped into tiny pieces.
My job was to turn that task into code.
It took years for me to get good at a coding language and tech stack, and once I did, I executed that knowledge against specs that somebody else wrote.
You know what’s freakishly good at that exact job? I’ll give you a hint: It starts with A and ends with I.
Boris Cherny, the creator of Claude Code, recently said: “coding is basically solved,” and “the bottleneck is going to be good ideas.”
So if your entire value is “hand me a task and I’ll build it,” you’re in a footrace with the robots. I don’t like that for you.
Many companies are flattening. Middle management is getting stripped out, for better or worse (mostly for worse), which means many of us are doing more with less.
This might sound like purely more work, but it’s also an opening for anyone who cares about what they’re building and can put on their manager hat. Companies are no longer just hunting for the strongest engineer in one narrow domain.
What’s rare, and what actually moves revenue, is an engineer who can spot the thing that’s quietly costing money and either flag it to leadership or just go fix it.
Being product-minded has NOTHING to do with your tech stack.
Here’s where to start:
Have an opinion and back it up. As a former engineering manager, the worst thing I ever heard was silence. I’d often ask the team what they thought because I doubted myself and wanted a gut check. I was grateful to the ones who said “nope, bad idea, here’s why.” Pushback is a gift.
Learn the domain, casually. Work for a plumbing company? You don’t need to become a plumber, but spend an hour on Reddit threads where plumbers vent. Now your ideas come from your potential customers.
Make experiments cheap and safe. This is where any engineer has massive leverage. Experiments are not free. A bad one loses customers and frustrates users. Tools like LaunchDarkly and Optimizely let you ship a change to 5 percent of users and roll it back the second it tanks. Learn them, or build a scrappy version yourself. A team that can quickly run safe experiments will out-learn everyone else in the building.
Be data-driven. Stop fighting about button colors. Pick a goal: making money, finding product-market fit, or making the product sticky so people come back. Then measure it. If your gorgeous redesign tanks time-on-site, it failed, no matter how good it looked to you. If the ugly version makes more money, ship the ugly version.
You don’t have to be the ideas person. Maybe you’re not a visionary. That’s fine. Organize a hackathon around an actual company goal. Pull up your company’s quarterly targets and build something against one of them. Don’t know what those targets are? That’s your first assignment.
When I was a manager, I asked myself one question every week: What’s the single most impactful thing I could do right now? The answer was almost never “write more code.” It was understanding a gnarly problem nobody had defined yet. Building a deck to spread knowledge that was in one person’s head. Getting the right three people in a room to actually make a decision we’d been putting off.
Code is cheap, and it always has been. We just couldn’t see it, because for decades the typing took so long that it felt like the hard part. It never was. The hard part was always knowing what’s worth building.
— Brian
In January 2025, Siobahn Day Grady launched the first AI research institute at a historically Black college or university. The institute aims to help expand AI skills for all students at North Carolina Central University, where Grady is an associate professor, through both AI research opportunities and skills training. Though the institute is the first of its kind, Grady hopes it could serve as a model for other HBCUs.
Read more here.
AI is increasingly used in the scientific research process. So does publishing need to change to keep up? Jiachen Liu recently co-authored a paper published on ArXiv arguing that the PDF should be replaced with an “Agent-Native Research Artifact” designed with AI in mind. In this interview with IEEE Spectrum, Liu lays out a provocative vision of AI-driven research and an infrastructure that captures—and learns from—details that often get left out of today’s papers.
Read more here.
Astronomers still don’t know exactly what dark matter is, but they can detect it—and so can you. With a small radio telescope and a few other pieces, you can create a DIY setup to gauge how fast hydrogen clouds are moving across the Milky Way. Feed those measurements into a spreadsheet, and you can see the same signals that have baffled the astronomical community for decades.
Read more here.
2026-08-12 22:18:05
A survey of over 700 professionals examines how visual and physical AI teams build systems, why models fail, and where data work drives production.
2026-08-12 03:50:54
In collaboration with the Kingdom of Bhutan government, IEEE recently introduced its Engineering Education, Research, and Innovation Summit.
Held on 9 and 10 June in Paro, in the eastern Himalayas, the event was designed to help Bhutan navigate its digital transformation by focusing on the critical intersection of digital transformation, engineering education, and sustainable development.
The summit brought together global academic leaders, technology experts, and Bhutanese government officials to discuss how modern engineering curricula can evolve from theory-centric models into application- and skills-based frameworks. Discussions focused on how to build high-value research capabilities in the country, integrate artificial intelligence into higher education, and address foundational infrastructure challenges to ensure equitable, nationwide digital readiness.
“IEEE is proud to collaborate as a catalyst for progress in higher education as AI shifts the technology landscape and Bhutan prepares for its next era of innovation and resilience,” Mary Ellen Randall, 2026 IEEE president and CEO, said at the event. “Our goal is to support local universities and students as they develop trusted, future-ready technology that honors the nation’s commitment to sustainability and human well-being.”
The event featured an address by Bhutanese Princess Chimi Yangzom Wangchuck, who emphasized the importance of aligning technological innovation with the nation’s philosophy of gross national happiness (GNH), which prioritizes well-being, sustainability, and ethics.
“The question before us is not whether technology will shape the future; it certainly will,” the princess said. “The more pressing question is whether we can shape technology according to our values.”
The summit helped establish a collaborative blueprint for a high-value knowledge economy in Bhutan through several key focus areas:
To help promote the effort, IEEE offered Bhutanese universities, government institutions, and industries a six-month complimentary trial of two key technical resources:
2026-08-11 21:00:01
In a tranquil Boston suburb, on the far edge of a horse farm, where pasture gives way to woods, a crane lowers an enormous electrode into a borehole. The electrode, a half-meter-long cylinder with copper-tipped arms to ensure good contact with the borehole walls, descends—deeper, deeper—through layers of spongy sandstone to the hard, marbled roots of an ancient mountain range hundreds of meters below ground. Here the rock is tight; there are few cracks for water or gases to flow. But that’s about to change.
A stone’s throw away, a second electrode—a twin of the first—has been fixed in another borehole at the same depth. From above ground, a pair of high-voltage generators cabled to the two electrodes fires a series of pulses.
Tsss!…Tsss!…Tsss!…Tsss!…Tsss!….
Each discharge, heard faintly at the surface, is like a miniature, subterranean lightning strike. The rock between the electrodes heats. Pressure builds. Then, suddenly, the rock splits into a spiderweb of fractures.
On a horse farm outside of Boston, a worker sets up the well where Eden’s electrode will be lowered with a winch.Bob O’Connor
Eden GeoPower, the Massachusetts-based startup performing this peculiar field test, calls the technology electrical reservoir stimulation. The company’s tagline: “We break rocks with electricity.”
Eden’s researchers hope their rock-breaking technique will someday aid mineral mining, tap geothermal heat, or create geologic storage areas for carbon. But there’s an even more intriguing use that could create a whole new category of energy production: generating hydrogen underground.
The dream of a hydrogen-powered economy dates back to the 1970s, when petroleum shortages and rising concerns about pollution from fossil fuels sparked visions of cars, ships, planes, and industrial machines running on hydrogen instead of carbon. Hydrogen is often touted as a clean fuel because when it’s burned or consumed in fuel cells, it emits only water and heat. However, it currently takes more energy to make than it yields, and the cheapest and most common way is by reacting steam with methane, a potent greenhouse gas.
It’s possible to make zero-carbon hydrogen by splitting water with electrolyzers powered by renewable energy. But in most cases, the process is too expensive to be economical—a reality that burst the hydrogen-hype bubble in the early 2020s. Global demand for hydrogen in 2024 reached approximately 100 million tonnes, containing energy equal to only about 3 percent of the world’s annual energy consumption. Most of it is used as chemical feedstock for petroleum refining and for making fertilizers and plastics.
The frustrations of manufacturing clean hydrogen have convinced many entrepreneurs and scientists to instead seek the element underground. For the past half-decade, dozens of companies around the world have been hunting for buried stores of hydrogen, called natural or geologic hydrogen. But with a commercial-scale operation yet to be proved, Eden and a handful of other startups and research groups are chasing the more audacious scheme of producing geologic hydrogen artificially.
This approach, known as stimulated geologic hydrogen or engineered hydrogen, turns subterranean rock formations into giant hydrogen factories. It typically involves injecting water into iron-rich rock, which oxidizes the iron and releases hydrogen as a by-product. Fracturing the rock, as Eden is doing, creates a network of conduits for the water to reach iron-bearing minerals.
The concept of stimulated hydrogen is so new that few have had a chance to test it. Proponents say that if it works—which is a big “if”—it could provide almost unlimited energy for the indefinite future. There’s one way to find out: Start breaking rocks.
Hydrogen is the simplest and most abundant element in the universe, the stuff of stars and galaxies. Geologists have long known that Earth generates hydrogen gas through natural water-rock reactions, but until recently, the occurrence was regarded as a curiosity. The gas is so light that most experts assumed it all escaped through pores and cracks in Earth’s subsurface and didn’t accumulate in useful quantities.
During a demonstration at Eden’s testing site near Boston, an employee displays a central component of the company’s proprietary electrode. Bob O’Connor
Inklings that they were wrong emerged in the 19th and 20th centuries, when researchers in the former Russian Empire and Soviet Union reported hydrogen seeping from mines and wells. But in the ongoing frenzy for fossil fuels, these observations were largely overlooked or forgotten. Scientists later discovered hydrogen spewing from hydrothermal vents in the seafloor and feeding so-called eternal flames, like those of Türkiye’s Mount Chimaera, where ancient athletes lit torches for the first Olympic games.
Then, in 1987, in the village of Bourakébougou, Mali, people drilling a water well noticed a breeze blowing out of the hole. According to local lore, a worker leaned in for a closer look, a lit cigarette dangling from his mouth. The air instantly ignited, burning a brilliant blue.
The crew capped the well, which stayed sealed for 25 years until, in 2012, a Malian oil and gas prospector confirmed the ground contained a large reservoir of hydrogen. The prospecting company, now called Hydroma, had a small electrical plant constructed to convert the gas into power for the village’s residents. Soon after, startups in Australia, Canada, the United States, and elsewhere began searching for more hydrogen stores. By 2025, large multinational petroleum and mining companies were getting in on the game.
To date, hundreds of exploratory wells have been drilled across the globe. But although researchers have documented widespread hydrogen deposits, none have proved capable of producing the gas at rates and quantities needed for commercialization. “We’ve poked a lot of holes, and nobody has found the gusher—or at least they’re not talking about it,” says Douglas Wicks, a former program director at the United States’ Advanced Research Projects Agency—Energy who now advises companies pursuing geologic hydrogen.
A wellhead guides multiple lines downhole: fluid hose, electric cables, rope, control for a sealing device, and sensor communication. Bob O’Connor
Wicks says that in 2022, while at ARPA-E, he got “dragged into the rabbit hole of geologic hydrogen” by Emily Yedinak, then a Fellow at the agency, who was trying to convince her colleagues to take it seriously. “I was the ultimate doubter,” Wicks says. The astronomical price of electrolyzers had made him skeptical that clean hydrogen was a viable pursuit. Plus, if Earth really did contain vast pools of hydrogen, then surely humanity, which had been digging for natural resources for thousands of years, would have found them by now, he reasoned.
But after talking with geologists—who pointed out that people historically hadn’t found hydrogen because they hadn’t been looking for it—Wicks changed his tune. “I got the epiphany that geologic hydrogen is not just an accumulation; it’s a chemical reaction,” he says. “And if it’s a chemical reaction, then it can be stimulated.”
Finding large accumulations of geologic hydrogen entails stumbling on a Goldilocks set of conditions. You need iron-rich source rocks that have already produced or are producing bountiful hydrogen. You also need porous reservoir rocks that can hold sizable quantities of gas migrating from the source rocks. And you need solid cap rocks above the reservoir that trap the gas underground.
To stimulate hydrogen, however, you don’t need this just-right geology. All you need are iron-rich rocks, and then you can generate the hydrogen yourself.
“These rocks are everywhere,” Wicks says. “If you look at the amount of iron that’s within drilling range of Earth’s crust, you’re talking about quadrillions of tons of hydrogen being accessible. If we’re 1 percent successful just in the United States, we could power the economy for thousands of years.” A back-of-the-envelope calculation convinced him that the cost of stimulated geologic hydrogen could easily compete with hydrogen made from methane. “If we get the technology right,” he concludes, “this could be huge.”
Wicks wasn’t the first person to propose the idea, but he was the first to allocate major funding. In 2024, under his leadership, ARPA-E awarded US $20 million to 16 teams aiming to advance stimulation technologies and research. Winning ideas included fracturing rocks with fluid pressure or mechanical stimuli, exposing them to catalysts to speed hydrogen-generating reactions, and manipulating native microbial communities to enhance production. Eden’s rock-breaking project, the lone electricity-based approach, received $900,000.
Paris Smalls, Eden’s CEO, founded the company in 2017 as a 23-year-old graduate student at MIT. For his Ph.D. in civil and environmental engineering, he was studying the effects of electricity on rock strength and became interested in enhanced geothermal systems, which require fracturing hot, dry rocks to circulate water through them for extracting heat. This is typically done by hydraulic fracturing, or fracking—a technique borrowed from the oil-and-gas industry that involves injecting high-pressure fluids.
Fracking is controversial because it can cause earthquakes and groundwater contamination, and many regions have banned the practice. From an engineering perspective, it’s also imprecise. The fractures it forms are large and difficult to control. “You can’t get enough fractures where you want because the water ends up just going through the same cracks,” Smalls explains. Electricity, he knew from his Ph.D. work, could create more extensive and finely tuned fracture networks, enabling geothermal systems to produce more heat with less environmental risk.
To determine how permeable its fracture networks are, Eden measures fluid pressure downhole and flow rates at the surface. Bob O’Connor
Not long after, Smalls met Alexis Templeton, a geomicrobiologist at the University of Colorado Boulder who had become an expert in geologic hydrogen by studying microbes that consume the gas and the mineralogical transformations that create it. “There was a lot of early interest in whether or not you could engineer the production of hydrogen from rocks,” Templeton recalls. “And the rocks with some of the best potential have all the right chemistry, but they need water. Nobody was excited to do hydraulic fracturing. So everyone was wondering, ‘Well, how are we going to get the water in?’”
Eden’s technology, Templeton understood, could be the answer. She agreed to join the company part-time as its lead geochemist, a position she held from 2023 to 2025. During that time, Eden ran its first pilot experiment, in an oil field in Oman, near where Templeton was already doing her own hydrogen research. The initial setup used DC power to send a steady flow of tens of kilowatts between electrodes in two wells. When Smalls’s team tested it in a petroleum reservoir made of soft, chalky carbonate, the rock fractured readily, increasing oil production by 30 percent.
But when they did the same test in hard rocks, like those needed for hydrogen and geothermal systems, they didn’t fracture much at all. So the team went back to the drawing board and came up with a fix: pulsed power.
The idea of breaking things using pulsed power—short, concentrated bursts of electrical energy—originated with a mid-20th-century experiment in Soviet-era Russia. As the story goes, a physicist and inventor named Lev Yutkin was out in a thunderstorm when he saw lightning strike a log underwater. Rather than burn, as it would in air, the log exploded, as if blown up by dynamite. Intrigued, Yutkin tried to reproduce the spectacle in his lab. He placed a dinner plate in a water tank, dipped in two wire electrodes, and released a high-voltage pulse. The ensuing spark, he discovered, instantly ionized the water molecules between the electrodes into a plasma channel, which then rapidly expanded, creating a shock wave that shattered the plate.
Yutkin described the phenomenon in his 1955 book Electrohydraulic Effect. He later proposed numerous fanciful uses for it, such as cleaning pipes or breaking up kidney stones, which inspired real tools in use today, including electrohydraulic drills and rock-crushers, and a kidney-stone-busting medical device called a lithotripter. The following decades saw advances in pulsed-power systems and experimental techniques to better understand the complex physical processes involved. By the 2020s, when Smalls’s team began investigating it for subterranean rock fracturing, the technology seemed ripe for use, although that particular application had been little explored outside the laboratory.
“We essentially generate a plasma channel in the rock itself,” says Rafael Villamor-Lora, vice president of R&D at Eden. “This channel then expands very, very rapidly,” fracturing the rock with a shock wave. Bob O’Connor
Eden’s scientists first experimented with pulsed power on thumb-size hard-rock cylinders. Instead of submerging each sample in water, however, they placed a pair of electrodes at opposite ends of the cylinder and delivered pulses directly to the rock. Using this dry-pulse method, drawn from Smalls’s and others’ research, the team found they could form plasma in tiny, moist pockets between mineral grains. “We essentially generate a plasma channel in the rock itself,” explains Rafael Villamor-Lora, Eden’s vice president of research and development. With enough pulses, the fast-swelling channel, as in Yutkin’s investigation, induces a shock wave that fractures the rock.
To bring the technology to the field, Eden needed voltage high enough to break through meters of solid rock. The obvious solution was a Marx generator, which converts low-voltage DC power into high-voltage bursts by slowly charging and then rapidly discharging multiple capacitors in parallel. (Marx generators are commonly used in high-energy physics experiments and to simulate lightning strikes on power lines.) Eden custom-built two devices—named Zeus and Thor after the gods of thunder—which together can release a surge of several hundred kilovolts.
This time, the plan worked. In 2025, in an abandoned gold-and-silver mine in Colorado, Eden used Thor to successfully fracture a hard, igneous column, increasing its permeability tenfold.
Ezra Frank, a mechanical engineer at Eden, works on Zeus, Eden’s custom Marx generator. Bob O’Connor
In March this year, the company began setting up the test site on the Massachusetts horse farm to refine its systems and gather more data on how the technology performs in different geologic environments. Its engineers are also designing more powerful generators to discharge stronger and faster pulses. Because Zeus and Thor consume very little power—akin to running a toaster or two—it takes about a minute to store enough energy to fire a maximal pulse. It then takes around 100 pulses to penetrate around 10 meters of hard rock. So fracturing over longer distances or at multiple depths can take hours to days. That means Eden’s biggest cost is labor, not energy.
Smalls says Eden signed an agreement with a geologic hydrogen startup—he declined to say which one—to demonstrate electrical fracturing in a field pilot of stimulated hydrogen, which could begin late next year. Eden will need to prove its technology can help coax the gas from the ground at a profitable rate and cost.
“It’s no question whether we can produce hydrogen,” Villamor-Lora says. “The question is whether we can produce it fast enough to be economical.” In the lab, Eden researchers found they could generate up to four times more hydrogen from rock samples using the pulsed-power technique, compared with the amount found in unfractured samples. But that may not be enough to make stimulated hydrogen commercially viable without some additional technology.
One of the biggest challenges in stimulating hydrogen is that there’s no obvious go-to recipe. Beyond the basic ingredients of water and iron, many factors affect how much hydrogen is generated and for how long, and fractures are only one factor. Laboratory studies have shown, for example, that the ideal temperature for maximizing hydrogen production is around 200 to 300 °C. Acidity, rock and water chemistry, and microbial inhabitants are other important considerations.
Making the puzzle more complex, each rock formation is different and may require different stimulation techniques or a combination of them. “There isn’t a single solution that will work everywhere,” says Alexei Tcherniak, CEO of the hydrogen startup GeoKiln. “You have to know the geology you’re operating in.”
Some promising rock formations, he points out, may already be fractured or porous enough to become saturated with water but too cool to make ample hydrogen naturally. To solve this problem, his company, based in Houston, uses a system of underground heaters originally developed for improving flow in heavy oil reservoirs and converting solid organic matter in young shale rock into extractable oil and gas. The heaters, which are commercially available, can be installed in boreholes drilled into hydrogen source rocks, similar to Eden’s electrodes. Tcherniak says that GeoKiln is ready to start field testing as soon as it can raise the capital.
Other researchers are exploring the use of catalysts—metal or chemical salts that speed hydrogen-generating reactions—which, they say, could replace or complement fracturing or heating to increase hydrogen production at less cost. Vema Hydrogen, for instance, is betting on a mixture of boiler-heated water and proprietary catalysts. “What I can say about our catalysts is basically what they are not, which is not toxic, not expensive, and not dangerous,” says Florian Osselin, Vema’s chief science officer. The company, also headquartered in Houston, has begun drilling pilot wells in Canada to test its mysterious brew. By injecting it into semi-permeable rock, Vema expects to achieve commercial production rates without fracturing. “We’ve done field-scale numerical simulations that give us a lot of confidence,” Osselin says.
Another stimulation method, proposed by the Denver-based startup Koloma, aims to expose more rock surface for generating hydrogen by mimicking natural weathering. The technique involves adding carbon dioxide to water and injecting the fluid at specific times to control for factors like acidity and gas concentrations. The carbon dioxide reacts with the water to form an acid that breaks down mineral chains in rock pores, thereby increasing the pores’ surface area, explains Tom Darrah, the company’s CTO, who studied and patented the method as a professor at Ohio State University. “I call it micro-pitting because the texture goes from smooth to rough,” he says. As with fracturing, more surface area means more hydrogen production—if you can get the formula right.
Rita Esuru Okoroafor, an energy resources engineer at Texas A&M University, is studying the effects of various stimulation approaches, including fracturing, catalysts, and carbon-dioxide injection, on hydrogen generation. Her data, based on laboratory tests of rock samples from around the world and numerical models of stimulated geologic hydrogen systems, suggest that none of these approaches alone will sustain hydrogen production at rates needed for long-term commercial development. “We’re still fine-tuning our models, but they’re telling us that we’re going to need a lot of fracturing, we’re going to need catalysts, and then we’re going to need restimulation,” she says.
The process of generating hydrogen, Okoroafor explains, will eventually consume all the readily available iron in exposed rock surfaces, causing production to plummet. By accelerating hydrogen generation, catalysts also accelerate its decline. “When these reactions happen very fast, they also die very fast,” she says. They also leave behind mineral precipitates that can clog existing cracks. In a recent study, she found that hydrochloric acid helps clear the debris, expose fresh rock surfaces, and reopen water pathways to restore production.
It’s too early to know which technologies will win out in the race for geologic hydrogen and if stimulation will even be needed to make it a viable industry. What’s more, production is just the first step toward commercialization. Many questions remain. Once hydrogen is flowing from the ground, how will the gas be purified? How will it be stored and transported? How will the industry be regulated? What are the environmental risks, and how will they be mitigated? What will be the cost?
“With all these wars and gas prices going up, we need to be preparing for the future,” Smalls says. But as is often the case with nascent technology development, life gets in the way. At the horse farm, fracturing started in June after being delayed for months, first by a snowstorm and then minor equipment failures and other logistical snags. “Everything takes longer than you think,” Smalls says. Still, he’s unfazed, ever the optimist. “I like to go after things that other people are afraid to.”
2026-08-08 02:00:01
The transition from a purely technical expert or individual contributor position to a broader leadership role is one of the most challenging phases in a STEM career. It requires moving away from relying solely on technical excellence toward mastering systems thinking, adaptive leadership, and team alignment.
To help mid-career professionals navigate the shift, the inaugural IEEE International Leadership Conference is designed to provide attendees with practical tools to step into broader responsibility and champion an entrepreneurial mindset.
The ILC event is scheduled for 3 and 4 October in Budapest. Registration is open.
To successfully step into a leadership role, technical professionals need to look beyond their individual output and focus on “understanding the larger system, and championing innovation by building trust and aligning new ideas with organizational goals,” says IEEE Life Senior Member Daniel Sniezek, cochair of the ILC program committee.
Because engineering decisions don’t exist in a vacuum, navigating the larger system requires recognizing how technical choices intersect with the organization’s broader business, operational, and ethical realities, Sniezek says.
By letting go of the need to be the sole technical expert and focusing instead on collaborative empowerment, he says, engineers can pivot into transformational leaders who align new initiatives with the organization’s strategic vision.
Ultimately, over the span of a career, an individual’s leadership journey evolves far beyond personal advancement to “creating a lasting legacy through the people you develop, the knowledge you share, and the innovations you inspire,” he says.
Championing disruptive ideas within established corporate structures—sometimes called the intrapreneur’s dilemma—does not mean working against the organization. Rather, it requires emerging leaders to act like business owners instead of passive task-takers.
To begin thinking like an entrepreneur from within, professionals should shift their focus from merely executing assigned work to proactively identifying hidden areas that would create value for the company, building trust with colleagues, and presenting bold innovations as solutions to the organization’s long-term strategic goals.
That kind of self-starting entrepreneurial mindset is how leaders create opportunities out of institutional constraints.
IEEE Senior Member Deyasini Majumdar, cochair of the ILC program committee, advises professionals to exercise leadership and strategic thinking skills without being asked.
“Within the constraints of established organizational structures you can unearth a treasure trove of opportunities to innovate,” Majumdar says. “Remember: A key trait of an effective leader is to engineer solutions and lead, even in the face of difficulties.”
Leadership is a multidirectional exchange of ideas across generations—which is one focus of the ILC.
Although emerging leaders can gain invaluable strategic guidance from seasoned executives, the relationship is a dynamic, two-way street.
Modern leadership requires established executives to remain active learners. Addressing what senior leaders can glean from their mid-career counterparts, Majumdar emphasizes, the leaders must maintain “the openness to seek opportunities, to quickly adapt, and to learn and grow with everyone around them.”
A continuous-learning mindset is what keeps leaders agile and effective in a rapidly changing technological landscape, he says.
The mutual openness can serve as a bridge between generations.
Whether an emerging professional is making a mid-career pivot from technical expert to manager, or a senior executive is transitioning into a mentoring and advisory role, the fundamental rule of transformational leadership is similar. Success means shifting your focus from individual achievement to enabling the capability, growth, and legacy of others.
To help with the shift toward transformational leadership, the ILC is featuring sessions focused on questions professionals must ask at key career inflection points.
Rather than a single workshop, the distributed sessions aim to address diverse professional transitions, such as evaluating promotions, learning how to influence laterally, pitching innovative projects, and sustaining leadership energy.
Inflection points include evaluating new internal roles; building lateral or upward trust; pitching an idea about a disruptive project; and facing rapidly expanding responsibilities.
The questions include:
The conference is designed to equip attendees with systems thinking and communication mastery needed to cultivate influence.
Leadership is not just about reaching the top; it is also about engaging in a collaborative effort to multiply your impact across the ecosystem.
2026-08-07 21:00:01
The history of networking is full of tools that repurposed solutions to very different kinds of problems first. Wi-Fi’s origins trace back, in part, to a team of Australian radio astronomers trying to detect signals from evaporating black holes. But the data-processing tools they’d developed also proved capable at extracting clean messages from any chaotic, echoing signal environment. Echoes are echoes, after all, whether from distant star systems or from the far corner of the house.
I research vehicle communications networks, connecting cars to cars and to transportation infrastructure like traffic lights—for tomorrow’s vehicle-to-everthing (V2X) networks.
V2X research has long relied on models that assume “perfect” or “ideal” network conditions, which is a simplifying assumption that makes the math tractable. But this assumption doesn’t reflect how real wireless signals behave in a moving, obstructed, high-density environment. That gap is exactly the kind of real-world unpredictability that open radio access networks (a.k.a. O-RAN)—an open, programmable architecture behind some 4G and 5G cellular networks—were built to manage.
So why has the O-RAN standard—which is open and available to be applied well beyond 5G telecom—never been used for vehicle communications?
Solutions to the vehicle-to-everything (V2X) problem have to date relied on new networking protocols built from scratch—only to discover chicken-and-egg problems, thorny standards wars, and real signal congestion challenges at scale.
By contrast, O-RAN allows V2X engineers to reuse the networking protocols already developed for cellular communications. O-RAN was developed assuming cellphone towers are generally fixed in place. But, as can be seen below, O-RAN accommodates mobile “towers”—cars and trucks, in this case—with little additional effort.
Self-driving vehicle technology has largely been an each-car-for-itself endeavor. Tesla’s approach, for instance, relies heavily on powerful on-board banks of computers and suites of sensors spread around the car.
However, as an alternative to the “data center on wheels” model, this new O-RAN approach to V2X relies on each car’s nearby neighbors, wherever they are on the road. Each O-RAN–connected vehicle can then use a diversity of cars’ sensors and viewing angles for better group coordination and decision-making.
There is, to be clear, no O-RAN V2X test network operating in the world. Not yet.
It was just 10 years ago that the Third-Generation Partnership Project (3GPP) released its initial cellular V2X standard. The 3GPP have refined V2X over three major releases since. In the U.S. and the EU, the FCC and related European agencies have put forward other standards for short-range wireless V2X communication protocols.
However, no consensus standard has yet emerged. So, lacking any clear, unambiguous guidance on the future of V2X networks, autonomous-car makers—like Waymo, Tesla, Zoox, and Cruise—have leaned more on self-reliance, bulking up each vehicle with as many sensors and GPUs as possible.
Here, though, is where O-RAN might be able to help.
A little like APIs (a.k.a. application program interfaces) connect one app to another on your smartphone, O-RAN serves as an API for the network itself. And because of O-RAN’s open standards, a wireless network becomes programmable, vendor-neutral, and open to custom applications called xApps.
To test our proof-of-concept framework, I have been part of a team simulating five minutes of O-RAN V2X network traffic over one square kilometer of urban area, using real buildings and real-world road layouts from OpenStreetMap and traffic patterns generated by the modeling package SUMO. The simulations assumed a traffic density of 50-70 vehicles per kilometer—not rush hour but not light traffic either. In our simulation, we assumed vehicles communicated via a millimeter-wave frequency of 28 gigahertz and that each component of our O-RAN V2X system had its own dedicated xApp.
Taken together, these inputs—real geometry, real traffic, and each vehicle’s live GPS position—constitute what network researchers call a digital twin of the urban environment. That’s a virtual replica detailed enough for the network to reason about the physical world in real time.
This virtual world gave us a real result, too.
The simulations, published recently in IEEE Network, revealed that existing V2X standards—in which cars uncoordinatedly spit out messages into the network—result in signals “talking” over each other some 80-100 percent of the time. However, using O-RAN signal coordination, the message “collision” rate dropped to near zero.
And that matters because a seized-up V2X network doesn’t just fail quietly. It can fail in ways that might make a road turn treacherous.
High-frequency data links between cars are already difficult to maintain, even on a clear day with no buildings or city infrastructure getting in the way.
Yet, in this situation, existing V2X networks leave a car to conduct blind searches for each dropped signal beam. Traveling at highway speeds, that search takes long enough for the surrounding world to change completely.
An O-RAN network continuously tracks signal conditions across the network, and in O-RAN V2X simulations, we also gave the network access to a detailed map of the urban environment—building positions, road geometry, intersection layouts—combined with each vehicle’s GPS trajectory. Together, these parameters let the network’s control layer predict where and when a signal link is about to fail and instruct each car’s antenna to adjust before the connection drops.
Signal pointing is one failure mode. Losing the connection entirely—because no direct path exists at all—is another.
Consider, for instance, a crossroads of two busy streets, with a few alleys and parking lots adding to the list of potential dangers.
If a signal from car A cannot reach car B directly, or if the path length is too far for an individual beam to travel, the signal must find an intermediary car or stationary sensor nearby that can pass along the message. And existing V2X standards are slow and reactive—polling potential relay vehicles one-by-one: Are you available? Can you redirect this message?
By contrast, O-RAN keeps a running graph of optimized message routes, accounting for a range of real-world constraints. So when an O-RAN link fails (whether that link is direct from sender to receiver—or indirect), the system already has a reroute mapped out.
This is partly why we included “multi-hop routing” in the O-RAN V2X simulations.
Multi-hop V2X O-RAN routing complicated three separate elements of the simulation: for each signal’s middleman (some cars may be ideally positioned to relay a signal from car A to car B, but we made the simulation neglect any cars that were also overwhelmed with their own signals and signal-processing needs); for each signal’s strength (we required that every intermediate link be able to maintain a stable network connection, factoring in distance and traffic conditions); and for each signal’s latency (we required a realistic accounting for added signal latency time for each additional hop in a multi-hop routing).
And with each added complication, O-RAN V2X multi-hop routing continued to extend the network’s capacity from 25 percent of nearby cars connected (without multi-hop) to nearly 100 percent (with multi-hop).
These complications, at least at the simulation level, did not slow down the V2X network.
We are in touch with potential collaborators and institutions to develop testbeds, prototype hardware, and tester vehicles for potential proving grounds. The Institute of Science Tokyo, for instance, has already expressed interest in working on some of these early-stage problems.
To date, our published research on O-RAN V2X has centered around a computer simulation only. Real-world hardware will undoubtedly surface challenges our simulation could not. So, questions of network latency and the computational overhead needed for O-RAN V2X signaling remain as yet unresolved.
Plus, concerns about full interoperability and realistic security will each demand their own investigations. After all, no one will trust a V2X network to do anything if that network’s cyber vulnerabilities haven’t been anticipated and patched in advance.
Realizing the O-RAN V2X vision will require progress on multiple fronts simultaneously. On the standards side, O-RAN’s vehicular extensions—the interfaces that allow vehicles to participate in the network as managed elements rather than passive users—would ultimately need to be formally adopted by the O-RAN Alliance and recognized by 3GPP’s V2X specifications. That process takes years.
On the industry side, there is a more immediate problem that our architecture is already positioned to solve: interoperability.
Today, a car made by one manufacturer cannot necessarily parse V2X sensor data sent from a car made by another. Firmware is proprietary; data formats differ. But an O-RAN control layer would act as a universal translator—normalizing each vehicle’s data into a common format and accelerating a push toward true multi-platform vehicle-to-vehicle communications. A more widespread and truly universal standard would, by itself, represent a substantial step forward for V2X.