Amazon filed a new notice with Washington state Monday morning signaling that it’s cutting 84 jobs, but the individual separations are part of the regular course of business, unrelated to the 14,000 corporate layoffs it announced globally in October.

The company said each of its businesses regularly reviews its organizational structure and may make adjustments as a result. It’s a routine process, the company said, not tied to broader workforce actions.

The notice stems from a new state law that requires employers to disclose all terminations occurring within 90 days of a prior notice under the state’s new “mini” version of the Worker Adjustment and Retraining Notification Act, known as the WARN Act.

“We’ve informed a relatively small number of employees that their roles will be eliminated as the result of individual business decisions,” said Amazon spokesperson Brad Glasser. “We don’t make decisions like this lightly,” he added, noting that the company is providing affected employees with 90 days of full pay and benefits, transitional health coverage, and job placement services.

According to the filing, the separations are scheduled to occur between Feb. 2 and Feb. 23, 2026, across more than 30 Seattle and Bellevue office locations, plus six remote workers based in Washington. They include software development engineers, program managers, recruiters, HR specialists, and UX designers, ranging from entry-level to directors and principals.

Amazon noted in the filing that employees were notified starting in early November and received at least 89 days’ advance notice, exceeding the 60-day minimum required under the law. Those who find internal transfers before their separation date won’t be laid off.

Separately, the company said in October that it was cutting 14,000 corporate jobs globally as part of CEO Andy Jassy’s push to reduce bureaucracy and operate more efficiently. That earlier round included more than 2,300 layoffs in Washington state, according to a filing at the time.

Amazon HR chief Beth Galetti signaled additional cuts could continue into 2026. Reuters has reported the total could ultimately reach 30,000 — which would surpass the 27,000 positions eliminated in 2023 and mark the largest overall layoff in company history. 

Washington state is part of a newly filed lawsuit against the Trump administration, challenging the legality of a $100,000 fee for new H-1B visas that allow highly-skilled individuals to work temporarily in the U.S.

Attorneys general from 20 states claim the U.S. Department of Homeland Security set the fee at an arbitrary amount that does not reflect the agency’s costs, and that the fee was enacted without going through a required notice-and-comment process.

The visa is meant to recruit employees from abroad who have specialized expertise not found in sufficient numbers in the U.S. workforce.

Seattle-based Amazon has roughly 20,000 employees working under H-1B visas nationwide. Microsoft, which is based in Redmond, Wash., nationally employs more than 6,200 H-1B visa holders. Washington’s public universities and agencies have nearly 500 H-1B visa holders on their payrolls, according to federal data and state analysis.

Employers are responsible for paying H-1B fees, which used to run between $960 and $7,595, said Washington State Attorney General Nick Brown’s office. Raising the fees, the state warned, will result in empty university labs and science discoveries “will be made somewhere else.”

“These institutions will lose their competitive edge, particularly in the areas of artificial intelligence, cybersecurity, and medical fields,” said a press release from Brown’s office.

In announcing the increased fee in September, the Trump administration said the visa was being abused by employers to supplant Americans with “lower-paid, lower-skilled labor.”

“The large-scale replacement of American workers through systemic abuse of the program has undermined both our economic and national security,” said a White House memo addressing restrictions of nonimmigrant workers.

The notice called out high-tech companies, saying they “have prominently manipulated the H-1B system, significantly harming American workers in computer-related fields.”

Xiao Wang, CEO of Boundless, a Seattle-based startup providing immigration support, noted that while tech giants are targeted for criticism, the visa also allows for doctors, nurses and researchers to work in the U.S. — echoing some of the concerns raised by Washington’s attorney general.

“Adding a $100K fee for all foreign talent trying to enter Washington to work in these fields would all but eliminate this pathway for anyone outside of the most valuable companies in the world and would leave the state with a significant shortage of important roles,” Wang said by email.

He added that putting a nurse and an AI engineer in the same visa category highlights an overdue need for immigration reform.

Wang called on Americans to demand that Congress “pass new immigration regulations to stay competitive as a country.”

Steve Clayton has emerged as a retro renegade at Microsoft, seeking to show that print books and magazines still matter in the digital age. Now he’s turning the page on his own career.

Clayton, most recently Microsoft’s vice president of communications strategy, announced Monday morning that he’s leaving the Redmond company after 28 years to become Cisco’s chief communications officer, starting next month, reporting to CEO Chuck Robbins.

“In some ways, it feels like a full-circle moment: my career began with the rise of the internet and the early web — and Cisco was foundational to that story,” he wrote on LinkedIn, noting that AI makes infrastructure and security all the more critical.

He leaves behind two passion projects: 8080 Books, a Microsoft publishing imprint focused on thought leadership titles, and Signal, a Microsoft print magazine for business leaders. He said via email that both will continue after his exit. He’s currently in the U.K. wrapping up the third edition of Signal. 

Clayton joined Microsoft in 1997 as a systems engineer in the U.K., working with commercial customers including BP, Shell, and Unilever. He held a series of technical and strategy roles before moving to Seattle in 2010 to become “chief storyteller,” a position he held for 11 years.

That put Microsoft ahead of the curve on a trend now sweeping corporate America: The Wall Street Journal reported last week that “storyteller” job postings on LinkedIn have doubled in the past year.

As chief storyteller, Clayton led a team of 40 responsible for building technology demonstrations for CEO Satya Nadella, helping shape Microsoft’s AI communications strategy, running the corporate intranet, and overseeing social media and broader culture-focused campaigns.

In 2021, Clayton moved into a senior public affairs leadership role. During that period, he was involved in companywide efforts related to issues including AI policy and the Microsoft–Activision deal, before transitioning to his current communications strategy role in 2023.

In his latest position, Clayton has focused on using AI to transform how Microsoft runs its communications operations, reporting to Chief Communications Officer Frank Shaw.

They may not have been arriving to “buy a fat pig,” but Lime riders definitely headed “to market, to market” in 2025, making Seattle’s Pike Place Market the No. 1 end location for trips in North America this year.

According to Lime’s “2025 Ride Replay,” released Monday, electric scooter and bike-share riders took 9.7 million trips in Seattle — a 61% jump from 2024’s total.

Areas around the Market proved to be a popular spot to end trips for residents and tourists alike. Other highlights included:

• The highest Lime ridership month in Seattle was August, with more than 1.3 million rides. 
• The single highest ridership day was Sept. 27, with just under 60,000 trips.
• In May, Seattle was the first city in the world to launch the new LimeGlider. More than 1.8 million trips have been recorded since then.

Lime, along with Bird, is part of the City of Seattle’s e-bike and scooter-share micromobility program that allows people to rent the devices for short trips.

The Seattle Department of Transportation said this fall that it is adding more than 200 new bike and scooter “corrals” downtown and in other parts of the city to encourage proper parking and alleviate sidewalk clutter.

Lime offers its Ride Replay experience as a recap for users’ year of riding. This year’s theme is celestial, and riders who opted in to receive Lime emails will get their “ride-dentity” based on how, when and where they moved in 2025. Riders who explored multiple cities may find they’re an “Expert Explorer,” while loyal locals might earn the title of “Local Legend.”

San Francisco-based Lime is privately owned. The company took over the Jump bike-share business and was backed by a $170 million investment round led by Uber, Alphabet, Bain Capital and GV in 2020.

[Editor’s Note: Agents of Transformation is an independent GeekWire series and 2026 event, underwritten by Accenture, exploring the people, companies, and ideas behind the rise of AI agents.]

Imagine telling your AI assistant that you need a new winter jacket. It already knows your style preferences and budget from previous purchases. The AI searches across dozens of retailers, analyzes reviews, checks for sales, and comes back with a list of ranked options.

You pick one you like. The AI asks if you want to wait until the price drops. A week later, there’s a sale. The AI completes the purchase, applies loyalty points, selects the fastest free shipping option, and sends you a confirmation. Your jacket shows up within days.

This is the promise of “agentic commerce” — AI systems that research, compare, and even buy on your behalf. Tech giants, startups, and retailers are all racing to build it. McKinsey projects the market could reach $1 trillion in the U.S. alone by 2030.

For the latest installment in our Agents of Transformation series, we interviewed startup founders, consumer brand marketing leaders, industry analysts, and others to better understand how agentic commerce could change the way we shop — now, in the future, or maybe not much at all.

Some key takeaways from our reporting:

• Agentic commerce could happen within a retailer’s “owned environments,” such as a website or app. Or it could be in a third-party platform, such as ChatGPT or Gemini.
• There is a lot of hype around agentic commerce, but today’s tools look more like fancy search than truly autonomous shopping.
• New behind-the-scenes technology infrastructure is emerging to let AI agents talk to retail sites, payments services, and login systems.
• Amazon sits at the center of the shift, simultaneously defending its ad-driven marketplace from outside agents and testing its own AI features.
• Brands are rethinking everything from how their sites show up in search to how their homepages are laid out.
• There are new security concerns as agents roam the open web and can be tricked by bad actors. Nearly 80% of financial institution leaders surveyed by Accenture expect that fraud will increase due to agentic commerce.

Major players are making moves.

• OpenAI just released a shopping research experience and announced a partnership with Walmart to let customers complete purchases within ChatGPT.
• Google rolled out agentic checkout options last month.
• Perplexity partnered with PayPal just before Black Friday.

Adobe reported that AI-driven traffic to U.S. retail sites jumped 670% year-over-year on Cyber Monday.

But it’s still early days. For ChatGPT, referrals to e-commerce apps represented only 0.82% of all sessions over Thanksgiving weekend. In a recent OpenAI study of about 1.1 million ChatGPT conversations, 2.1% of activity was classified as “Purchasable Products.”

There’s still a big gap between the pitch and what these tools can actually do today. Practical use cases remain limited.

“I am shocked at the promises versus reality,” said Emily Pfeiffer, a principal analyst and digital business expert with Forrester.

Still, the builders we spoke with see the current moment as the beginning of a fundamental shift.

“I think this is much bigger than even the invention of the online store,” said Jonathan Arena, co-founder of e-commerce AI startup New Generation.

Bots meet the buy button

McKinsey outlines three main ways agentic commerce could work:

• Agent-to-site (an AI assistant interacting directly with a retailer’s site)
• Agent-to-agent (a shopper’s agent working with a seller’s agent to complete a purchase)
• Brokered agent-to-site (an intermediary platform routing requests between agents and retailer sites)

Today’s reality is closer to a fancy search than full autonomy. AI chatbots can suggest products, but completing a purchase still typically requires clicking through to a retailer’s site. A handful of retailers have experimented with checkout-in-chat, but Pfeiffer said some polished demos don’t actually work in the real world.

“The experiences that are out there today, in my opinion, are extremely premature,” she said.

There’s also a broader debate about whether AI shopping assistants are solving a problem that doesn’t exist for specific purchase categories. For fashion, gifts, home decor — things where discovery is part of the value — many consumers may not want an agent to shortcut that process.

Agentic commerce could work best for low-consideration, commodity purchases — like household staples and replenishment items.

The concept becomes more complex outside of a brand’s own site or app, in AI search tools where an agent might eventually handle the entire shopping process without a user ever opening a retailer’s website. Pfeiffer believes this is where truly autonomous commerce is most likely to show up, though probably in specific situations rather than as a full replacement for browsing.

But she said any substantial shifts will take time. “If we get there, it’s not soon,” Pfeiffer said.

Teaching the internet to talk to AI

Agentic commerce isn’t possible without the right infrastructure. E-commerce websites were designed for humans typing keywords into a browser — not AI agents that need to read pages and place orders on their own.

New tools are starting to fill that gap.

• Anthropic has released the Model Context Protocol (MCP), which standardizes how AI agents share context across tools and platforms.
• Google launched the Agent Payments Protocol (AP2) in September, providing a framework for agents to make verifiable purchases.
• OpenAI, working with Stripe, has developed the Agentic Commerce Protocol (ACP) for completing transactions within ChatGPT.

For retailers, this patchwork can be confusing and expensive, especially as there’s no guarantee which protocol will become dominant.

“Each protocol is a burden for the merchant,” said Kumar Senthil, founder of Firmly, a Seattle-area startup building software that hides some of this complexity. His company, which recently partnered with Perplexity, lets merchants connect to multiple protocols through a single interface.

Firmly is trying to solve a basic problem: merchants can’t afford to integrate with every AI platform, but they also don’t want to miss out on any of them.

Senthil, who previously built Samsung’s e-commerce platform, said online retailers need to have “microstores” everywhere. Their traditional websites, he predicts, will go dark.

“The stores are going to be distributed across the internet,” he said.

But AI assistants need to draw on data from somewhere — which means a brand’s homepage could still serve an important purpose, even if the act of purchasing gets dispersed.

Brands like Brooks Running are refocusing their sites to make them easy for AI systems to read and understand. “We’re continuing to emphasize crawling, indexing, and ranking technical SEO opportunities through the lens of AI,” said Ryan Ngo, vice president of North America marketing and e-commerce at the Seattle-based company.

Beyond making a website “AI-ready,” Arena said brands should let shoppers ask questions about their products in plain language, using built-in AI chat on their own sites. “People are going to be frustrated that your website can’t answer them,” he said.

In Pfeiffer’s view, the bigger strategic risk lies in places brands don’t control — AI-powered search tools like ChatGPT or Gemini that could become powerful new gateways for finding and buying products. In that world, brands face the same decisions they once confronted with Amazon: what to share in each place people might shop, what to keep exclusive, and how to protect pricing and sensitive data.

What happens to Amazon?

Amazon helped shape modern online shopping when the Seattle-based giant started selling books on the internet more than three decades ago. The company is now a giant in online retail, and it’s staring at another potential shift with the rise of agentic commerce.

Amazon is in a tricky spot. The company captures roughly 40% of U.S. e-commerce spending and has a fast-growing advertising business that brings in around $70 billion a year — revenue that depends on humans browsing and clicking.

In November, Amazon sued Perplexity to stop the startup from using its AI browser agent to make purchases on its marketplace, citing computer fraud laws and security risks, along with a “significantly degraded shopping and customer service experience it provides.” Amazon has maintained what Bloomberg described as “a walled garden” that doesn’t allow autonomous shopping on its site.

Perplexity CEO Aravind Srinivas called the lawsuit “a bully tactic” and argued consumers should be free to use whatever AI assistant they prefer.

“Amazon should love this. Easier shopping means more transactions and happier customers,” Srinivas wrote. “But Amazon doesn’t care. They’re more interested in serving you ads, sponsored results, and influencing your purchasing decisions with upsells and confusing offers.”

Amazon CEO Andy Jassy acknowledged on a recent earnings call that agentic commerce “has a chance to be really good for e-commerce” and said that he expects the company to partner with third-party agents over time. But he also said agents “aren’t very good” at personalization and often display incorrect pricing and delivery estimates.

“So we’ve got to find a way to make the customer experience better and have the right exchange value,” Jassy said. 

Amazon’s AI shopping assistant, Rufus, now has more than 250 million active customers. Amazon says that customers using the assistant during a shopping trip are 60% more likely to complete a purchase.

The company has also been testing a “Buy For Me” feature that lets customers purchase products from other brands’ sites, from inside Amazon’s mobile shopping app.

Senthil, the Firmly CEO, sees Amazon as potentially vulnerable. He questioned whether Amazon’s delivery speed advantage — long considered a competitive moat — will matter as much in a world where consumers place less emphasis on faster shipping times.

The rise of third-party AI agents, such as Perplexity’s Comet browser, could also weaken Amazon’s grip on customers. E-commerce journalist Jason Del Rey noted that if agents own the relationship and steer shoppers across sites, Amazon risks looking more like fulfillment infrastructure. That raises a long-term question, he said — if agents sit between shoppers and stores, who ends up capturing most of the value?

But others don’t expect AI tools to displace Amazon for now.

“It is highly unlikely that ChatGPT will be a dominant shopping cart mainly because e-commerce isn’t a problem that needs fixed,” said Sucharita Kodali, a retail industry analyst with Forrester. “It’s perfectly easy to buy on Amazon as hundreds of millions of people around the world already do every year.”

Kodali added: “It’s unclear what value ChatGPT is bringing to retailers, other than dis-intermediating Google.”

Last month Google unveiled a suite of AI shopping features powered by Gemini, including “agentic checkout,” which lets users set rules such as maximum spend or product specifications. It’s also building the infrastructure layer with AP2.

Microsoft, meanwhile, is positioning itself to help retailers and brands adapt to agentic commerce, whether building assistants into their websites or surfacing their offerings in third-party chatbots.

“We prioritize robust frameworks, open standards, and trust infrastructure so intelligent agents can operate reliably and securely throughout the commerce ecosystem,” said Kathleen Mitford, corporate vice president of global industry at Microsoft, responding to questions via email.

When AI knows you’re going on vacation

Finding the perfect winter coat based on your personal preferences may be just the start when it comes to AI assistants knowing what to purchase for you.

“Imagine an agent recognizing that the bathing suit you’re buying isn’t just another item, but part of preparing for an upcoming vacation and tailoring recommendations accordingly,” Mitford said.

That example would require consumers to offer up more personal data such as calendars and budget information. But it could enable a better experience, according to Arena.

“We’re talking about a brand being able to personalize experiences to all of their customers across the internet — not only on a first-party website that they own,” he said.

John Larson, who helped launch business messaging company Zipwhip (acquired by Twilio), said conversational commerce is evolving toward two-way interactions, enabling retailers to have more effective interactions with customers.

“We do believe that real conversational commerce leveraging agentic AI is absolutely the future,” said Larson, now an investor in Seattle startup Ambassador. “You’re getting your needs met, and you’re having a conversation.”

Lorrin Pascoe, CMO at Vancouver, B.C.-based footwear retailer Vessi, said he believes AI agents will become an important way to reach customers. “For us, it’s really realizing that this isn’t a gimmick,” he said. “It is something that is foundational in changing behaviors.”

Vessi began in 2018 as an online-only footwear company. This month, it’s opening its first U.S. store in Bellevue, Wash. — reversing the course that brick-and-mortar retailers took when e-commerce pushed them online. It’s a reminder that retail rarely follows a predictable path, and in the same way, there’s no telling where agentic commerce will ultimately land.

Tukwila, Wash.-based Starfish Space and California-based Impulse Space say they’ve successfully demonstrated an in-space satellite rendezvous during a mission that handed over control of an Impulse Mira spacecraft to Starfish’s guidance and navigation system.

The demonstration was code-named Remora, in honor of a fish that attaches itself to other marine animals. Operation Remora was added to Mira’s agenda for Impulse Space’s LEO Express 2 mission, which was launched in January. Impulse and Starfish waited until the Mira spacecraft completed its primary satellite deployment tasks for LEO Express 2. Then they spent several weeks monitoring the maneuvers for Remora.

“About a month ago, we concluded the major steps here,” Starfish co-founder Trevor Bennett told GeekWire. “Since then, we’ve been getting data down and understanding the full story. And the full story is incredible.”

Remora was kept under wraps until today, primarily because both companies wanted to make sure that the demonstration actually worked as planned. “There was never a guarantee that there would be an outcome here,” Bennett explained. “And so what we wanted to do is talk about it when there was something to talk about.”

Bennett said the demonstration showed that Starfish’s software suite for guidance, navigation and control could be used on a different company’s satellite to make an autonomous approach to another spacecraft in orbit.

“Remora became definitely a first for us, in terms of being able to allow a whole new vehicle platform to autonomously do this full mission, all the way in and through,” he said. “Basically, we had no operator commands necessary for the vehicle to fly itself all the way down to 1,200 meters, take a bunch of pictures and then autonomously egress back out to further distances.”

Before launch, the LEO Express 2 Mira was equipped with a peripheral flight computer that was loaded with Starfish’s Cetacean and Cephalopod software. During the Remora mission, that Mira spacecraft used Starfish’s guidance system and a single lightweight camera system supplied by TRL11 to close in on a different Mira that had been used for Impulse Space’s LEO Express 1 mission.

As the distance decreased from about 100 kilometers (62 miles) to roughly 1,200 meters (three-quarters of a mile), Starfish’s software processed the camera imagery to generate estimates of relative position. Then it computed optimal orbital trajectories and commanded Mira’s thrusters to fire accordingly.

Starfish is working on an in-house spacecraft called Otter that will be capable of approaching and docking with other objects in orbit to conduct inspections, perform orbital servicing or get rid of space debris. Bennett said the success of the Remora mission could open up new market opportunities that don’t depend on Otter.

“What we’re trying to show is that you don’t have to design a vehicle just for RPO [rendezvous and proximity operations] and docking,” Bennett said. “You can design the vehicle for the core mission that it needs to do in addition to that. … What we’re trying to do is remove this high barrier to having RPO and docking be a mainstay in our industry.”

Eric Romo, president and chief operating officer of Impulse Space, said Remora was a plus for his company as well.

“Our Mira spacecraft uses high-thrust chemical propulsion, and what that means is, we’re typically pretty good at moving really quickly between two points in space,” he told GeekWire. But Romo said some potential customers have wondered whether Mira’s high-thrust system had the precision and accuracy that would be required when operating near another spacecraft.

For those customers, the Remora mission showed that there’s no trade-off between speed and accuracy, and that Mira “has the commandability and the controllability you need to do this type of proximity operation,” Romo said.

Bennett and Romo both said their companies would look at future opportunities for collaboration. “For us, the path forward is to pull it away from just a pure demonstration mission to a truly day-to-day capability that we rely on and build on,” Bennett said. “We’re very fortunate that Impulse was our partner up to this point, and I think there are plenty of opportunities for us to be partners going forward.”

In the meantime, both companies are busy with other projects. Starfish Space is in the midst of an Otter Pup 2 test mission that was launched in June — and the company has its first three full-scale Otter missions lined up for NASA, the U.S. Space Force and the SES satellite company (which acquired Intelsat) in the 2026-2027 time frame.

Impulse Space’s third Mira spacecraft was launched last month to deploy and host payloads for the LEO Express 3 mission. Looking ahead, Impulse is pursuing a partnership with Anduril to conduct a high-precision rendezvous and proximity operations mission in geosynchronous Earth orbit in 2026. And looking even further ahead, the company has laid out a roadmap for sending medium-sized payloads to the moon.

Get caught up on the latest technology and startup news from the past week. Here are the most popular stories on GeekWire for the week of Dec. 7, 2025.

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At the GeekWire Gala this week, we spent time talking backstage with five of this year’s Uncommon Thinkers — the inventors, scientists, and entrepreneurs who were selected in partnership with Greater Seattle Partners for their work transforming industries and the world. 

You can hear the full conversations on this week’s episode of the GeekWire Podcast. As I mentioned at the end, I came away with an unexpected sense of optimism. 

Jeff Thornburg of Portal Space Systems spent years building rocket engines for Elon Musk at SpaceX and Paul Allen at Stratolaunch. Now he and his team are reviving a NASA concept from decades ago: spacecraft propelled by focused sunlight.

When I asked what the world will look like “if Portal succeeds,” he made a classic entrepreneurial pivot: “When we’re successful,” he said, “we become the backbone of Earth-Moon logistics.” 

From there, he said, it’s about protecting orbits for commerce, supporting human presence on the moon, and eventually pushing out to Jupiter’s moons.

[Read the profile.] 

Anindya Roy of Lila Biologics is using AI to design proteins from scratch — molecules that have never existed in nature — to fight cancer. He trained in David Baker’s Nobel Prize-winning lab at UW, so he saw the before and after of machine learning’s impact on the field.

Before: success rates below 1%, ordering hundreds of thousands of designs to find one that worked. Now: 5-20% success rates, ordering a few hundred designs to find a drug candidate. 

“If you told me a couple of years ago that we can design an antibody from a computer, I would not believe you,” he said.

[Read the profile.]

Jay Graber of Bluesky runs the decentralized social network that has  become a leading alternative to X. But while most tech CEOs build moats, she and her team are building a protocol designed to help users leave. 

She talks about Bluesky and the underlying AT Protocol as a “collective organism,” and describes her role as guiding and stewarding the ecosystem rather than controlling it.

The industry and the world would be better off, she says, if leaders would think about their role “more as guides and stewards, rather than just dictators or emperors as they like to style themselves.”

[Read the profile.]

Kiana Ehsani of Vercept came to Seattle from Iran for her PhD, spent four years at the Allen Institute for AI, and is now competing with OpenAI and Google in the AI agent space with a fraction of their resources.

The ultimate vision is to help people move beyond mouse, keyboard, and touchscreen, letting them interact with computers the way they’d talk to a coworker.

AI agents are still early, she cautions. “Think of ChatGPT three years ago. Don’t think of it today.” Her advice for getting started with AI agents: “Start small, start with simple tasks that you don’t want to do, and then slowly build on top of it to see the magic.”

[Read the profile.]

Brian Pinkard of Aquagga is tackling forever chemicals, the PFAS compounds that have spread through our water, food chain, and bloodstreams. The industry standard is to filter them out and then landfill or incinerate the waste, approaches that don’t truly solve the problem and can simply move it elsewhere.

Aquagga uses technology originally designed to destroy chemical weapons to break PFAS down into inert salts under extreme heat and pressure. Pinkard didn’t believe it was possible until he saw the data. “I’m a skeptic, I’m cynical, I’m a scientist,” he said. “I wanted to see proof.”

His bigger vision is to transform hazardous waste processing entirely. Today, huge volumes of wastewater are trucked to incinerators and burned — which he calls “thermodynamic insanity.”

[Read the profile.]

We’ll speak on a future episode with our sixth honoree, Chet Kittleson, co-founder and CEO of Tin Can, the startup making WiFi-enabled landline phones to help kids connect without screens.

Uncommon Thinkers is presented in partnership with Greater Seattle Partners.

Subscribe to GeekWire in Apple Podcasts, Spotify, or wherever you listen.

Audio editing by Curt Milton.

Plenty of people wear their heart on their sleeve. Yerjasn (Jason) Ait wore his resume on his chest.

Smartly taking advantage of an event attended by more than 750 members of Seattle’s tech community, Ait showed up at the GeekWire Gala Thursday night sporting a white T-shirt with his resume printed on the front.

For those who missed the fine print, a larger notice across his back read, “Internship Wanted. CV’s on the front.”

During a time of mass layoffs and a tough labor market, when many tech job seekers are having an unusually difficult time landing their next gig, Ait’s fashion choice was a prime example of reading the room — or having it read him.

“I was wondering how I can stand out in a crowd, because I’m an international student, my English is not perfect, and I’m still learning a lot of things,” Ait told GeekWire.

He grew up in Kazakhstan in the city of Almaty and moved to the U.S. a year and half ago to get his Master’s in Communication at the University of Washington.

“It was a big dream when I was a kid to study abroad, especially in the best university,” he said.

Ait is due to graduate in June, and, like the T-shirt says, he’s looking for an internship or early career role that would utilize his skills in people management, product development, problem solving, and more.

The T-shirt definitely got people’s attention at the Gala, where Ait said 25 or 30 attendees tapped him on the shoulder to compliment his idea or extend a business card. It was only his second time attending an event of that kind, and there was some fear to overcome.

“I was so scared to speak with people who are very successful — they’re professionals, experts — and it was like imposter syndrome at the beginning,” he said. “Somehow I overcame this fear and just started talking with people. And that’s fun.”

Ait was especially frazzled because he was still getting the T-shirt printed two hours before the event, and a QR code linking to his digital resume was supposed to be part of the design but didn’t make it. Then he had to sit in Seattle traffic getting south to the Showbox SoDo.

The struggle to find work is a real one for people who have far fewer obstacles to overcome than some of the ones Ait has faced. Indeed recently reported on how tech-related job postings remain stuck well below pre-pandemic levels in Seattle. Macroeconomic headwinds and a climate of change in the artificial intelligence era add to increased uncertainty.

“I had everything in my home country. I had a nice job, nice house. It was a great comfort zone,” Ait said. “But I challenged myself to be here in a new country with a total new environment, new language, new people. And sometimes I felt kind of insecure, unsure what I’m doing. But right now, I can see I’m on the right direction. Maybe someday I’ll find my dream job.”

The morning after the Gala, Ait wrote a post on LinkedIn about some of the insights he gained from wearing the shirt. He offered it up as a “small playbook for international students” who are also looking for work or an internship.

Among what he learned: “Go to more events like this. It’s a muscle. You train it. Each time, I get better — more confident, more sharp, more clear.”

Kevin Leneway, a veteran engineering leader at the Pioneer Square Labs startup incubator in Seattle, is joining OpenAI as a solutions architect on the company’s startups team.

Leneway, a longtime member of the Seattle tech community, has led engineering efforts at PSL since 2017. Before that, he co-founded presentation software startup Haiku Deck in 2010 and was a developer evangelist at Microsoft for five years.

In a LinkedIn post, Leneway said he’ll remain in Seattle and continue his work with local startups. “I’ll find out more details about the specifics of the role soon, but my personal goal is to make a tighter connection between OpenAI and the Seattle startup ecosystem,” he said.

The hire reflects OpenAI’s growing presence in the Seattle region. The AI giant opened an office in Bellevue, Wash., in 2024, and acquired product development platform Statsig for $1.1 billion earlier this year.

— Madrona hired Eric Wong as director of portfolio growth. Wong joins the Seattle venture firm after marketing leadership stints at Symend, Jirav, Prompt.io, Conga, Tier 3, Docusign, and other companies.

In his new role, Wong will help Madrona’s portfolio companies with their go-to-market strategies. “I have had many opportunities in my career, but I can sincerely say, this is the one I am most excited about,” he said on LinkedIn.

— Seattle healthcare tech startup CueZen added Dr. Ramesh Rajentheran as CFO and head of Asia. Rajentheran has more than two decades of experience at the intersection of healthcare and finance. He co-founded MiyaHealth and Hisential, and is an operating partner at TVM Capital Healthcare.

CueZen, which sells software designed to boost personalized healthcare programs, raised $5 million earlier this year.

The halls have officially been tech’d.

Humans and robots rubbed shoulders and partied Thursday night at the 2025 GeekWire Gala as our annual holiday extravaganza drew more than 750 members of Seattle’s tech community to the Showbox SoDo.

The geeky event — presented by title sponsor First Tech Federal Credit Union — featured games, karaoke, dancing, food, drink, networking and plenty of good times.

• A Selfiebot roamed the floor capturing images of attendees and two Portraitbots drew quick caricatures.
• Robots raced at another station while people also had their pictures snapped in a robot photo booth.
• There was an espresso martini printer, specially printed macaroon cookies, a candy bar, a walking oyster bar and much more.

For the third year, GeekWire and Greater Seattle Partners once again recognized the region’s “Uncommon Thinkers,” the groundbreaking innovators who are changing the way we work, live and play. The honorees included: Anindya Roy, co-founder and chief scientific officer of Lila Biologics; Chet Kittleson, co-founder and CEO of Tin Can; Brian Pinkard, co-founder and CTO at Aquagga; Jeff Thornburg, CEO of Portal Space Systems; Kiana Ehsani, co-founder and CEO of Vercept; and Jay Graber, CEO of Bluesky.

Special thanks to our gold sponsors, Greater Seattle Partners, Pilot, and Astound Business Solutions; and silver sponsors, MeeBoss, Tito’s, The Baldwin Group, Wilson Sonsini, ALLtech, IDA Ireland, Microsoft for Startups, gone.com, Prime Team Partners, and Regence.

Go here to see photos from the The Social Production’s robotic roaming photo booth, sponsored by Pilot.

Thanks again to everyone for making our party your party. Happy holidays!

Keep scrolling for more photos from the 2025 GeekWire Gala:

“All this started with a really hot summer day in ’21,” said Chris Muench, sitting in a small conference room at Hyviva, his startup based in Redmond, Wash.

The Pacific Northwest was being scorched in a heat dome and Muench’s power went out at his home in nearby Duvall. The experience led him to purchase solar panels, but he also wanted to capture the excess power that was generated when the sun was shining its brightest, socking it away for when it wasn’t.

That led Muench and his wife, Sanja, to launch Hyviva in 2023. While many companies use the excess solar power to charge traditional batteries that hold the energy, this startup is harnessing the surplus power to turn water into hydrogen and storing that. The hydrogen is then turned back into energy via fuel cells when the electricity is needed.

This month, the business is shipping its first devices to customers.

Hyviva is initially targeting residential solar installations, a potentially ripe market as long-standing policies allowing homeowners to sell their unneeded solar power back to utilities are being phased out in many places. That excess power can total 20% or more of a household’s daily energy generation, according to a solar trade group.

“That’s the catalyst for storage,” said Paul Owen, chief marketing officer. “You’ve got this opportunity that’s going to waste right now.”

Stored solar power can also reduce a home’s reliance on utility-provided electricity — which is getting more expensive — and keep the lights on and fridge running during power outages.

A hydrogen storage solution

Hyviva’s device is a little narrower than a standard refrigerator, built from stacked units with a shiny black casing. Here’s how it works:

• Water plumbed into the system goes into an electrolyzer that splits it into hydrogen and oxygen. The excess energy from the solar panels essentially powers the electrolyzer.
• The hydrogen flows into slender, stainless steel tanks containing a metal that binds the gas, forming a metal hydride that stores the hydrogen.
• When power is needed, the metal hydride is heated, releasing the hydrogen that flows into fuel cells that convert it to electricity.
• All of the electrical and plumbing hardware are integrated into the structure of the unit, so installation requires little skilled labor.
• Because of their modularity, the systems are easy to expand to increase storage capacity.

“Every module can be plugged into another module without the need of a hydrogen expert,” Chris Muench said. “Just ‘Lego brick’ them together, and then you decide how much power draw do you want, how much storage do you want, how much hydrogen you want to generate.”

The Hyviva technology connects to an existing solar system’s inverter, which manages electricity flow. The startup’s software then optimizes the flow of energy into the home, balancing inputs from the grid, solar panels and the storage device.

The five-person company is promoting its technology online and was at the CES (Consumer Electronics Show) in Las Vegas last January. Hyviva’s initial customers are in Europe and the first units are being built in Germany. The startup can also do manufacturing in Redmond for U.S. customers.

Costs and competition

Hyviva’s biggest U.S. rival is the Tesla Powerwall system that uses conventional lithium-ion batteries to hold power. The company reported $7.4 billion in revenue last year from energy generation, and that number has continued to climb.

Hyviva touts its product’s competitive features across performance, safety and longevity. The startup’s basic system holds more power — 33.6 kilowatt hours to Tesla’s 13.5 kWh. While blazes are uncommon, lithium ion batteries pose a fire risk that’s greater than the hydrogen present in a Hyviva device for short periods. And conventional batteries lose capacity over time, while the metal hydride retains its hydrogen storage capabilities for decades.

The startup, however, faces big hurdles when it comes to costs.

Tesla’s Powerwall 3 costs roughly $15,000, including the system and installation costs, while a Hyviva unit is priced at about $40,000.

But when it comes to scaling the storage capacity, the cost advantage flips as it’s cheaper and easier to add hydrogen storage to the Hyviva system. So a 90-kilowatt hour setup is about $50,000 for the startup, while the company estimates a comparable Tesla system would cost $82,000 installed.

To put the capacity in perspective, a U.S. single-family household consumes around 80 kilowatt hours of power per day on average. The cost benefits of the larger deployments continue amplifying for commercial- and industrial-scale applications, the company said.

The broader picture

As power demand keeps expanding globally, experts estimate that $1.2 trillion worth of battery energy storage will be needed through 2034. That escalating need is reflected in pockets of growth in the sector, including a Texas startup called Base Power that leases batteries to homeowners and recently announced $1 billion in new funding. And energy storage is being paired with data centers to reduce their power grid impacts, including at an Oregon campus that’s installing 31 megawatts of batteries.

At the same time, Hyviva and others face political headwinds at the federal level as the current administration pushes policies and budgets that hobble renewable energy companies and deployments.

But the startup is attracting interest, said Chief Operations Officer John Traynor. It has funding from an angel investor and reports having dozens of potential customers, with commercial sites and utilities reaching out as well.

“That’s given us the confidence that we’re on the right track,” Traynor said.

Editor’s note: Story updated to elaborate on how the energy storage system works.

Ridwell, the Seattle startup that collects plastic and other hard-to-recycle items from consumers, keeps growing its footprint across the U.S.

The company recently expanded beyond the home pickup bins where it got its start with a new mail-in service that has already attracted about 20,000 users in recent months.

It is also reeling in more investment. A new SEC filing reveals the company has raised $15 million in fresh cash. Ridwell CEO Ryan Metzger declined to comment on the filing.

Metzger, a former director at Madrona and Zulily, told GeekWire that the mail-in service has grown “remarkably,” helping Ridwell extend its reach to 130,000 customers in all 50 states.

Customers can recycle multi-layer plastic such as bags for chips or candy wrappers, as well as plastic film, which includes grocery bags and bubble wrap, by packing it all in a bag provided by Ridwell. They schedule a home pickup through Ridwell’s integration with the U.S. Postal Service and then track their garbage’s recycling journey online.

There’s no monthly subscription like there is with Ridwell bin pickups. Customers pay $30 to start and about $9 for each return, spaced out however often they need the service.

Metzger has been promoting the new offering at nearly 200 community meetups throughout the country. “It’s a great way to get the word out and really build adoption amongst people who are most passionate,” he said.

Ridwell’s traditional pickup service still operates across eight metro areas in seven states: Washington, Oregon, California, Colorado, Georgia, Minnesota and Texas. Customers pay $20 for that monthly service in which plastics and other add-ons such as Styrofoam or batteries are collected by Ridwell drivers.

Metzger said that as adoption grows in a certain region, that region can be turned into a pickup area, with a Ridwell facility, drivers and other workers. The new funding will facilitate that growth. All of the materials from pickup and mail-in are routed to 10 Ridwell-run processing facilities around the country.

Ridwell, which employs about 250 people, sorts, bales, and ships materials such as multi-layer plastic to a variety of partners, who give the material a second life. For instance, Trex makes composite decking materials; Hydroblox makes water drainage material; and ByFusion makes construction-grade building blocks.

Metzger called the mail-in service’s integration with the Postal Service a unique user experience. Through the Ridwell website, customers can schedule a pickup for a carrier who will grab a bag of recycling during a typical mail drop.

Because the practice of recycling and whether it actually works or makes a difference environmentally has been called into question in recent years, Metzger said it’s important to show customers the journey of their materials.

“We try to do some of what e-commerce has built over decades, and bring that to the reverse side of things,” he said of Ridwell’s package tracking. “So when you give us stuff, you see where it goes, the fact that it actually made it there, and what it gets turned into.”

Metzger launched Ridwell in 2018 after he and his then-7-year-old son were trying to get rid of dead batteries and realized it wasn’t that easy.

During his talks with community members — from Port Townsend, Wash., to Concord, Mass. — Metzger likes to demonstrate the physical result of recycling, showing off a piece of Trex or Hydroblox.

“I can say, ‘Here’s all this stuff that you can put in that bag, and then here’s what it turns into,'” Metzger said. “There is a trust barrier that we’re overcoming, so it’s important to meet people and look at them face to face and show them what happens to it.”

Previously:

• Ridwell starts collecting more difficult types of plastic as recycling startup grows to seven states
• Behind the recycling scenes at Ridwell: Seattle startup growing as fast as piles of plastic and more

Tonight’s the night for the GeekWire Gala, our annual holiday extravaganza in Seattle, featuring food, drinks, music, dancing, karaoke, games and the best chance to network with more than 700 fellow tech community members.

There are still a few last-minute tickets available, so grab one now for yourself or wrangle some co-workers for a festive night on the town. Make our holiday party your holiday party!

For those attending, here’s a rundown of what to expect. If you have questions, please email us at events@geekwire.com. Big thanks to First Tech Federal Credit Union, the GeekWire Gala title sponsor.

When: Thursday, Dec. 11., from 6 to 10 p.m.

Where: Showbox SoDo, 1700 1st Ave S., a few blocks from T-Mobile Park.

Parking: There are several pay lots within a 2-minute walk of the venue. There is also additional parking information here.

Do I need to bring a physical ticket? No. If you are registered, we’ll check your ID at registration, and provide your name badge. 

Is there assigned seating at tables? No. The Gala is an open floor plan and a free-flowing party, with a number of activities. It is not a sit-down dinner, and there are no assigned tables.  

Are tickets still available? Yes. If you have friends or colleagues who’d like to attend, please encourage them to pre-register on the event site here. 

Festivities: The festive night includes food, drinks, DJ, karaoke, custom printed macarons, candy bar, giant LED games, giveaways and more.

Attire: You have the rare license to don cocktail attire in Seattle. Or wear whatever you want. Tuxedos? Sure. Geeky T-shirts? Yep. Even better, break out your fiercest festive fashion. See fashion photos from past GeekWire Galas here. 

Food: The tasty appetizers will be heavy, but it’s not dinner. And drinks will include coffee, beer, signature cocktails and more.

Age limit: The GeekWire Gala is a 21+ event. Attendees must have valid ID to enter.

Social media: The official hashtag of the 2024 GeekWire Gala is #GWGala on X, Facebook, and Instagram.

In addition to the party atmosphere, GeekWire and Greater Seattle Partners will once again use the Gala to recognize the region’s “Uncommon Thinkers,” the groundbreaking innovators who are changing the way we work, live and play. Read our profiles of the six honorees.

Our gold sponsors are Greater Seattle Partners, Pilot, and Astound Business Solutions; and silver sponsors include MeeBoss, Tito’s, The Baldwin Group, Wilson Sonsini, ALLtech, IDA Ireland, Microsoft for Startups, gone.com, and Regence.

Seattle-based mental health startup Joon Care has been acquired by Handspring Health, a New York-based health tech company. Terms of the deal were not disclosed.

“The acquisition is a major step toward building the most clinically rigorous and digitally engaging platform for youth and family mental healthcare in the country,” said Sahil Choudhry, co-founder and CEO of New York-based Handspring, in a LinkedIn post.

Joon launched in 2019 to provide online care for teens and young adults, pairing digital tools with virtual therapy sessions. The company serves patients 13- to 26-years-old who need help with anxiety, depression, disordered eating, sexual and gender identity, academic problems and other challenges. The course of therapy typically runs 16 weeks. The company’s program emphasizes its use of evidence-based care strategies and patient assessments to track progress.

Joon spun out of Seattle’s Pioneer Square Labs (PSL) and raised an initial $3.5 million round in 2020. Two years ago, it announced an additional $6 million investment, which would provide two to three years of operations, CEO Emily Pesce said at the time.

Handspring said in a press release that it would be integrating the companies’ “expert teams,” but did not say if all of Joon’s employees would be retained. The company has roughly 50 employees, based on information on LinkedIn.

GeekWire reached out to Pesce and will update the story if we hear back.

Handspring launched in 2021 and has raised $18.2 million, according to PitchBook. It also provides virtual therapy and online support, serving a slightly larger demographic with patients from 8- to 29-years-old.

Both companies operate multi-state platforms. Joon is licensed to provide care in Washington, Oregon, California, Texas, New York, Delaware and Pennsylvania. Its treatment is covered by 16 insurance companies, according to its website, and includes national giants Aetna and UnitedHealthcare.

Joon also launched a partnership in 2023 with the City of Seattle to provide free care to clients who are referred to the startup through the city’s human services programs. The collaboration appears to be ongoing, and Handspring said it would continue serving families under Joon’s existing contracts with government agencies, as well as treatment covered by insurance companies.

Pesce was a finalist for Startup CEO of the Year at the 2023 GeekWire Awards.

Only a few months ago, Outbound Aerospace was on its way up — literally — after raising more than $1 million in pre-seed funding and flying a prototype meant to pave the way for a blended-wing passenger jet. But now the Seattle startup’s fortunes have fallen back to earth.

Outbound’s co-founder and chief technology officer, Jake Armenta, announced on LinkedIn last week that the company was shutting down. He joked that the news would be greeted with celebration by “competitors such as Boeing, who have been rightly terrified of us.”

During an interview with GeekWire, Armenta took a more serious tone as he discussed why Outbound fell short: “The simplest answer is that we ran out of money, and hadn’t really secured customer commitments that were strong enough to secure the next stage of investment,” he said.

Armenta said Outbound was caught between its initial strategy to create a different kind of passenger aircraft and an evolving strategy to start out building drones for military customers. That commercial-to-military pivot is an option many aerospace startups are considering as the prospects brighten for programs including the Golden Dome missile defense system, next-generation drones, tactically responsive space systems and hypersonic air vehicles.

“We didn’t really plan on being a military vendor,” he said. “But I have a background in Boeing Phantom Works, and I spent a lot of time working on drones at Boeing … so I know exactly what kind of things the U.S. government’s looking for. In that regard, we were able to put together a pretty compelling kind of platform.”

Outbound’s team came up with a drone concept called the Gateway UAV, which closely resembles the 22-foot-wide, blended-wing prototype that was tested in March. Gateway would fly rapidly deployable “mission containers” that could carry cargo or a suite of sensors for national security missions.

Armenta said the concept attracted significant interest from potential military customers. “But the U.S. military is a slow customer to work with, and the truth is, they prefer to work with companies that are very well funded,” he said.

Unfortunately, Outbound was not that kind of company in the summer of 2025. The company had raised $1.3 million dollars in total investment — including $500,000 from Blue Collective, a matching amount from Antler, and the remainder from smaller private investors. But even $1.3 million goes only so far.

“By pivoting away from the big aircraft, we lost the interest of some of the initial investors who were really wanting to do big moonshot projects,” Armenta said. “And then the investors who wanted to invest in military drones wanted to see a lot more traction than we had.”

Outbound CEO Ian Lee told GeekWire that the company faced a “chicken-and-egg” problem.

“We got stuck with DoD customers who were saying, ‘Hey, this is amazing. We want to see it demoed. And then we can write a contract, and contract equals dollars,'” Lee recalled. “So, then we turned around and went to the investment community and said, ‘They want to see a demo, and we need to raise [money] to do that.’ It’s kind of a ‘we need money to go make money’ situation, and we were too far along to raise that young money, if you want to call it that.”

Armenta said the timing was bad for a shift in strategy. “You know, there’s a version of this where if we had decided early on, ‘Hey, we’re going to build a military drone first and put all of our effort into that’ … I think we would have been able to sell it without a problem in the time frame that we had,” he said. “But we didn’t really decide that until midway through.”

Ironically, at the same time Outbound Aerospace was running on empty, the buzz surrounding the venture was revving up.

A month ago, the BBC featured Outbound alongside JetZero and Volatus Aerospace’s Natilus project in a story about the rising interest in blended-wing aircraft designs. And two months ago, Lee said in a LinkedIn post that he was “excited for y’all to see what’s next.”

“That post was leading into several discussions with investors to go do the DoD work that we needed to do,” Lee said this week. “We had half of our round secured at that point, we were talking to a number of other players, and we had the DoD product ready. … At that point, I was expecting investment to come on pretty quickly and [we could] start talking about that publicly. It never came through.”

So, what’s next? Outbound’s website still touts the Gateway drone as well as the 254-passenger Olympic airliner, which is said to be “coming in 2033.”

Lee promised that those concepts won’t be “disappearing into the ether,” and Armenta plans to make sure they don’t.

“We designed not one or two, but five novel transport-category aircraft at Outbound … and all of them are pretty neat,” he said. “I’m going to spend a little bit of time talking about those more publicly over the next couple of months. Maybe next year.”

Both founders are taking time to consider their next steps.

“I’m doing some consulting,” Lee said. “I am advising a couple of friends and also interviewing at various companies. Actually, part of what I’m trying to do is pick what the next few years of projects look like. I’m taking a pause on running a startup directly. I’ll probably be back at that at some point, but not for the next few years.”

Armenta is also helping out some friends in the aerospace industry while he takes stock of what he’s learned over the past couple of years.

“We were a lot closer than we had any right to be,” he said. “The thing is, there’s so much hunger in the market, and in every market for new aircraft across the board. We saw that in the drone space, but it’s really there in the commercial space and even in the business-jet space.”

Even though Outbound’s fortunes have fallen back to earth, Armenta is still looking up. “This has been something that I’ve been wanting to do — literally — for 30 years,” he said. “I’m 34 years old, and I can remember being a very small child and wanting to build aircraft. This has never stopped.”

The lessons learned at Outbound have only heightened his resolve. “Through this journey over the last couple of years, I saw a small, constrained number of errors that we made,” Armenta said. “I think that in the future, with a slightly different strategy, with all the knowledge and information and preparation that I have now … I’ll be back. Like I said, I’ll be back.”

Now in its third year, GeekWire’s “Uncommon Thinkers” — in partnership with Greater Seattle Partners — recognizes the inventors, scientists, technologists and entrepreneurs transforming industries and driving positive change in the world.

We met six innovators this year who are leading startups that address such things as the design of drug candidates; a throwback idea for phones for kids; a new approach to social media; elimination of harmful chemicals; spacecraft propulsion; and AI that performs computer tasks on your behalf.

Their colleagues call them “creative,” “mission-driven,” “laser-focused,” “incredibly low-ego,” and “brilliant.”

The honorees will be celebrated as part of Thursday’s GeekWire Gala in Seattle.

Catch up on our profiles of each winner below:

Anindya Roy, co-founder and chief scientific officer of Lila Biologics

• Anindya Roy’s path from a village in rural India to co-founding Seattle’s Lila Biologics is a story of persistence, curiosity, and boundary-pushing science. After training in top U.S. research labs, including the Baker Lab at the University of Washington, Roy now helps turn advanced protein-design concepts into real drug candidates — from cancer therapies to long-acting injectables — using cutting-edge computational tools. His journey highlights how unconventional thinking can drive the next wave of biotech innovation. Read more.

Chet Kittleson, co-founder and CEO of Tin Can

• Chet Kittleson is on a mission to bring back something rare in 2025: screen-free, voice-to-voice connection for kids. Tin Can‘s bright, WiFi-enabled landline phones are designed to let kids call each other or trusted contacts — no apps, no social media, no distractions. After raising $3.5 million and selling out its first two batches, Tin Can now has customers in all 50 states and across Canada. For Kittleson, every ring is a sign that parents are craving simpler, more meaningful ways for their children to connect — and that this retro-inspired hardware could be the antidote to screen overload. Read more.

Brian Pinkard, co-founder and CTO of Aquagga

• Brian Pinkard went from “flipping rocks” on trail crews in the Colorado Rockies to engineering a solution to one of the most stubborn pollution problems we face: “forever chemicals.” Now, at Tacoma, Wash.-based startup Aquagga, he’s using advanced chemistry to destroy PFAS contamination at its source. From hazardous-waste research to modular PFAS-destruction systems that have already been tested in Alaska, firefighting-foam cleanup, and municipal wastewater projects, Pinkard and his team are proving that impact-focused engineers can tackle environmental problems others call unsolvable. Read more.

Jeff Thornburg, co-founder and CEO of Portal Space Systems

• Jeff Thornburg is pushing the boundaries of what satellites can do by building a spacecraft that literally rides on sunlight. Through its flagship design, Supernova, Portal Space Systems plans to use solar-thermal propulsion to give future spacecraft dramatic, “science fiction”-style maneuverability: rapid orbital shifts, long mission lifetimes, and flexibility for both defense and commercial missions. Backed by a $17.5 million seed round and building out a large manufacturing facility in Bothell, Wash., Portal is transforming from startup vision to production-ready aerospace player — and Thornburg’s journey from SpaceX and Project Kuiper alum to leading a next-gen space venture shows just how far ambition and real engineering can take you. Read more.

Kiana Ehsani, co-founder and CEO of Vercept

• Kiana Ehsani is building AI platforms at Seattle-based Vercept not just to optimize workflows, but to give people back their time to live. With Vercept’s flagship tool Vy, her team has created a system that “sees” computer screens like a human, records workflows once, and then lets users automate tasks with a natural-language command. That means no more juggling dozens of apps, remembering shortcuts, or writing code — and more freedom to hike trails, ski mountains, or simply step away from the screen like Ehsani herself does when she’s out in nature. Read more.

Jay Graber, CEO of Bluesky

• Jay Graber is steering Bluesky not as a traditional social-network boss, but as a “pragmatic idealist” building a decentralized digital world that puts power back in users’ hands. Instead of locking content and social graphs behind proprietary walls, Bluesky is built on the open AT Protocol — meaning people can carry their posts, followers, and identity across platforms, even if the original app disappears. Graber envisions Bluesky as less a product and more a living “collective organism,” one that could become the foundation for a more open, flexible social internet. Read more.

Tracking down a far-flung team for a 40-year reunion isn’t easy. But the people who worked on Windows 1.0 got some help from their younger selves: a mischievous Easter egg they hid long ago in the software that would become the foundation of the world’s dominant PC platform.

Back in the mid-1980s, before the product launched, they secretly inserted credits in the code, listing their names, to be revealed through a specific combination of keystrokes. 

As the story goes, Bill Gates inadvertently found the list by slamming his fists on the keyboard in frustration over the system’s sluggishness, a discovery that only made things worse. The fix: make the sequence more obscure. It worked. The credits went unnoticed by the public until 2022, when a researcher who was reverse-engineering old Windows binaries found them.

When members of the Windows 1.0 team decided to hold a 40th anniversary reunion this year, that roster became their starting point. It was a time capsule that doubled as a guest list.

A core group from that original Windows team reunited over dinner at Steve Ballmer’s offices in Bellevue on Tuesday evening — trading memories, correcting the historical record, and marveling at what they accomplished back then under nearly impossible circumstances.

“Today, developers have all these tools, drag and drop,” said Rao Remala, an early Windows developer, adding that he would challenge anyone today to build a functioning PC operating environment under the 64K segment limits and other technical constraints of the era.

“Have you tried it in ChatGPT?” Ballmer joked from across the room. 

This year has been filled with commemorative milestones for the tech giant, from Microsoft’s 50th to Excel’s 40th to the 30th anniversary of the company’s internet pivot. But this one is different. It’s a glimpse into one of Microsoft’s scrappiest projects, from a moment in its history when key resources — including budget and computing power — were far more scarce.

Microsoft’s landmark platform

Windows 1.0, which shipped on a set of 5.25-inch floppy disks, was technically considered an operating environment, not an operating system, because it ran on MS-DOS 2.0.

Microsoft announced it was developing Windows in November 1983. The release was delayed as the team worked through leadership turnover, technical challenges, and user-interface debates (i.e., tiled vs. overlapping windows), giving rise to industry accusations of peddling “vaporware.” Windows 1.0 finally debuted on Nov. 20, 1985.

By the time it launched, Apple’s Macintosh had set the standard with its elegant interface (at least by 1980s standards). Other DOS-based alternatives were also on the market. Critics favored the Mac’s polish, but Microsoft bet on broad PC compatibility, and that approach ultimately paid off.

Microsoft would later get sidetracked temporarily by its ill-fated OS/2 partnership with IBM, before Windows 3.1 became a breakout hit and Windows 95 set the global standard.

But none of it would have been possible without Windows 1.0. The intense, multi-year project was the foundation for the platform that ultimately turned Microsoft into one of the world’s most valuable companies, launching careers that would reshape the tech industry.

For Ballmer, who was tapped to get Windows 1.0 across the finish line long before he became Microsoft’s CEO, the 40-year reunion stirred up old memories and emotions. 

“Of all the things I worked on at Microsoft, in a way, I have the most pride about this project,” he told the group, explaining that he truly felt part of the team.

Figuring things out on the fly

As the night went on, the stories came out, some of them for the first time.

Working out of Microsoft’s Bellevue offices, before the company moved to Redmond, the team was largely in their 20s and even their teens in some cases. (Ballmer, in his late 20s at the time, was one of the older people in the office.) That helps to explain the culture at the time. 

“Work and social life — there was no difference. It all sort of blended together,” said Scott Ludwig, who worked on the Windows 1.0 window manager, the core system that handled windows, input, events, menus, and dialog boxes.

They were often figuring things out as they went. For example, when Lin Shaw started in August 1984, months before the original ship date, not a single printer driver existed. She built the banding architecture — a way of imaging one strip of a page at a time to work within memory constraints — that would last through Windows 95.

She routinely stayed up all night and considered it the best job in the world. “It was just like college,” she told the group during the reunion dinner, “except I got paid really well.”

Gates got involved — at times down to the smallest details. Mark Taylor, who wrote the calculator and other early Windows apps, recalled Gates asking him to remove a timer delay in the Reversi game — not to make it faster, but to make Windows look faster. Years later, chips got so fast that the move flashed by too quickly to see, turning the fix into a bug.

Joe King, who worked on the Windows Control Panel, had an office across the hall from Ballmer with remarkably thin walls. He watched a parade of people come for their “SteveB meeting.” The pattern was always the same: quiet conversation at first, then Ballmer would start pacing, getting louder, gesturing emphatically, and reaching a crescendo before it was over.

“The door would open, a guy would sheepishly walk out, and Steve would greet the next person with full energy and enthusiasm,” King recalled. “I would see that all day long.”

Tandy Trower reminisced about joining the team in 1985 despite being warned that it was a dead end by another product manager, Rob Glaser, later of RealNetworks fame. 

“I came to Microsoft with this vision of bringing software to the people,” Trower said, explaining that Ballmer pitched the Windows project to him as a way of accomplishing that goal. 

He took the job, only to discover the head development manager was already gone. Ballmer offered reassurances that the product was “virtually done.” It wasn’t. 

When Trower suggested changes — overlapping windows, proportional fonts — he got the same response: “You want to ship this year?” The answer was yes. Trower ended up working on Windows through Windows 95, part of a Microsoft career that ultimately spanned 28 years.

Marlin Eller, a programmer and musician, was interested in building a music notation editor. At the end of his first year, Gates asked what he wanted to work on. Eller pitched his idea. Gates engaged enthusiastically, then asked: “How big is the market?” Eller realized it was very small.

Gates had another idea. For music notation, Eller would need to build a graphics package — lines, ovals, curves, etc. An operating system needed that foundational technology to support spreadsheets and charts. And that’s how Eller ended up working on Windows. 

“The thing the world does not know,” Eller joked before the dinner, “is that Windows was written so I could do music notation. All those other people were working for me.”

Pulling pranks and checking facts

And then there were the pranks. A month or two before Windows 1.0 shipped, for example, developer Mark Cliggett decided to have some fun. He wrote a program that gradually turned off bits on a computer screen, and installed it on Ballmer’s machine when he wasn’t there.

“Multiple bad decisions right there,” Cliggett acknowledged: putting malware on a colleague’s computer, giving it to the future CEO, and missing the irony given the security challenges that would consume the industry years later. Marlin Eller wasted an hour debugging the problem before realizing what had happened. Ballmer, to his credit, didn’t hold a grudge.

GeekWire was invited to cover the Windows 1.0 reunion and document all this history. To prepare, I pulled together a 16-page report using Google’s NotebookLM to mine for information about Windows 1.0 in a variety of historical documents, books, and articles.

After I mentioned this to Ballmer, he suggested I open the evening by reading some colorful anecdotes from the research. It turned into an impromptu fact-checking exercise. 

Did Ballmer really call a meeting at 9 a.m. on Easter Sunday 1985 and take down the names of anyone who didn’t show? Yes, he called the meeting. No, he didn’t take names. “I wouldn’t call it exactly a loyalty test,” Ballmer explained, saying it was more about setting a tone. 

Did the team really blow off steam by making bombs and rockets with sugar and saltpeter, drawing police to the building when a security guard smelled explosives? Actually, that happened when making a later Windows version, according to someone who was there. The security guard joined them to blow up traffic cones in the parking garage. The police came later, when they were hiding in the library. (The details are a little fuzzy, but you get the idea.)

And finally, turning to a canonical story about the Windows 1.0 project: was the pivotal 1983 Comdex demo really just a videotape flashing graphics on the screen — classic smoke and mirrors to freeze the market? No. “This was real code,” Remala insisted. 

“It was a little more smoky than not,” Ballmer added, “but it was all real code.”

Some notable former members of the Windows 1.0 team were missing from the reunion, including the famously hard-to-reach Gabe Newell, who went on to co-found Valve and build Steam into the dominant PC gaming platform.

Rick Dill and Paul Davis, who led development of the Windows Software Development Kit and organized the first Windows developers conference in Seattle in January 1986, were also unable to attend. Dill later managed Microsoft’s joint OS/2 development with IBM and spent years at Amazon; he is now retired in Redmond.

Scott McGregor, the lead development manager recruited from Xerox PARC, left before Windows 1.0 shipped. McGregor later co-authored the X11 windowing system at DEC and served as CEO of Broadcom.

Members of the Windows 1.0 team have gone on to remarkably varied careers.

For example, user interface developer Neil Konzen worked at Ferrari in Italy and pioneered Formula One telemetry. Ed Mills, who worked on fonts, runs a movement therapy practice in Bellevue and is involved in a nonprofit that operates a roller-skating rink in Issaquah.

Cliggett became a long-distance running coach. Eller (who went on to co-author the book Barbarians Led by Bill Gates) teaches computer science. Trower founded a robotics company and continues to work in the field. Taylor is a Seattle public school teacher.

King still introduces himself in the Seattle tech scene by saying he goes back to Windows 1.0 — sometimes prompting the response: “There was a 1.0?” Yes, there sure was.

For Ballmer, the Windows 1.0 experience led to a management technique he still uses today. On his first day as development manager, he repeated to the team what he’d been told was the schedule for different aspects of the project. He heard laughter in response.

He now calls this the “snicker test” — repeat back what you’ve heard from a project’s leaders, and see how the room reacts. If they laugh, you know you’re not getting the true story.

But the real legacy of Windows is much bigger, he told the group this week. If it had shipped two or three years later, Windows wouldn’t have been a relevant product, he said. The key, he explained, was figuring out how to ship “enough of the right stuff at the right time.”

“You did, and it’s nothing short of amazing,” Ballmer said. “It did change the world.”

Washington Gov. Bob Ferguson is setting aside $350,000 from an economic development fund to support Portal Space Systems’ expansion into a new 50,000-square-foot satellite manufacturing facility in Bothell, Wash.

Ferguson announced today that he’s directing the state Department of Commerce to award funds from the Governor’s Economic Development Strategic Reserve Fund to Economic Alliance Snohomish County. The funding will help Portal transition from testing and development to scalable production, with a goal of building four spacecraft a month by 2027.

The expansion is expected to create more than 100 jobs in the next two years, and more than 700 jobs by 2030.

“Strategic Reserve Funds are targeted investments that create good paying jobs and spur innovation across Washington,” Ferguson said in a news release. “This project not only achieves those goals, it also reaffirms our state’s role as a leader in the space industry. I am proud to support pioneering projects like this in Washington.”

Portal already operates an 8,000-square-foot facility in Bothell, where it’s been developing the hardware for its flagship Supernova in-space mobility platform and a smaller spacecraft dubbed Starburst. Supernova will feature an innovative solar thermal propulsion system, which uses concentrated sunlight as a heat source for its thrusters. Both spacecraft are designed to provide greater mobility for commercial and government payloads in orbit.

“We’ve spent the last year proving what’s possible. Now we’re scaling to deliver it,” Portal co-founder and CEO Jeff Thornburg said. “This support from Washington isn’t just about growth. It’s about building a strategic capability for the nation and doing it right here in Bothell.”

Revenue for the Strategic Reserve Fund comes from unclaimed lottery prize money. The funds are intended to attract and retain jobs and economic investment in Washington, limited to highly strategic projects that deliver significant job creation and capital investment. These projects are considered in partnership with local associate development organizations, such as Economic Alliance Snohomish County. The governor determines awards based on recommendations from the Department of Commerce.

“Portal Space Systems represents the kind of bold, future-facing innovation we’re proud to see growing in Washington,” said Commerce Director Joe Nguyen. “With the governor’s new investment, Portal is better equipped to scale up its cutting-edge operations. This strengthens Washington’s position as a hub for world-class talent and national space infrastructure.”

Grants from the Strategic Reserve Fund must be accompanied by private investment. Since its founding in 2021, Portal has raised more than $22 million in venture capital financing and grants, and received a commitment of $45 million in public-private funding through the U.S. Space Force’s STRATFI program.

— T-Mobile appointed Jon Freier as its new chief operating officer. He succeeds Srini Gopalan, who was named CEO of the Bellevue, Wash., telecom giant in a surprise move that took effect last month.

Freier joins the C-suite from his previous position as president of the T-Mobile Consumer Group, a title he has held since 2021. But he has been with the company for much longer: Freier began his professional career at Western Wireless in 1994 when he was 19 years old. That business became T-Mobile after Germany’s Deutsche Telekom took over as majority shareholder in 2001.

The company disclosed Freier’s promotion in a filing. T-Mobile has undergone additional leadership reshuffling in recent months, expanding the role of its chief technologist and marking the departure of its chief communications and corporate responsibility officer and its business group president.

— Alex Berezhnyy is now chief technology officer for RentSpree, a Seattle company that supports the rental application and screening process, and helps manage lease documents and payments.

Berezhnyy was previously at the real estate platform Redfin for more than a decade, leaving the role of vice president of engineering. Prior to that, he was at Amazon where he served in a variety of software development manager roles in retail systems and Kindle education.

“[Berezhnyy] brings deep technical expertise, a track record of building strong teams, and a bold vision for how AI will shape the future of renting,” RentSpree posted on LinkedIn.

— Paige Johnson has left her role as Microsoft’s vice president of Education. She is relaunching EdCatalyst Group, an Oregon-based consulting business that she previously ran for nearly three years that supports companies, nonprofits and public organizations in using AI to expand their impact.

“My years at Microsoft were an extraordinary chapter. I learned so much about how AI is reshaping industries — from education and media to public sector and financial services,” Johnson said on LinkedIn.

Earlier in her career, Johnson was with Intel for nearly two decades, creating and scaling a professional development program that trained millions of teachers worldwide.

— James Newell is chief financial officer of WayTrade, a commodity trading company focused on renewable fuels including sustainable aviation fuel.

Newell, who will work remotely from Seattle, was previously a general partner with Voyager Capital, an investor in early stage companies in the Pacific Northwest.

“I found the perfect opportunity to make a meaningful impact at a company that itself makes a meaningful impact, and I get to do so alongside incredible people,” Newell said on LinkedIn.

— After 15 years with Amazon Web Services, Julien Ellie has resigned from his job as senior principal engineer. Ellie praised his colleagues who helped shape cloud computing, but said the company he joined and what AWS has become are no longer the same.

“From where I sit, process has taken precedence over customers, and rules have replaced high judgment. The culture has shifted from high trust to low trust, and from impact-driven to ‘who you know.’ That doesn’t align with the builder mindset that brought me here,” Ellie said on LinkedIn.

Prior to Amazon, Ellie was at Microsoft for nearly a decade.

— Jonathan Assayag has left his Sunnyvale, Calif., role with Amazon where he served as general manager and director of the company’s smart eyewear program. During more than nine years at the tech giant, Assayag worked on products including Echo Frames and Smart Delivery Glasses.

“These were true zero-to-one efforts that pushed ambient computing, Voice AI, and AI-assisted workflows into new territory. They challenged me both as a builder and a leader, sharpening how I think, make decisions, and drive impact,” he said on LinkedIn.

Assayag also thanked his team members and company leaders. He did not share his next move.

— Gravyty, a Seattle-based company that facilitates alumni donations and higher ed student engagement, named Lisa Haubenstock as its new chief customer officer. Haubenstock joins Gravyty from shipping logistics company Truckstop, and has held roles at Amazon and the education company Everfi.

“Gravyty presents an opportunity to tie together so much of my previous experience with a truly dedicated global team working to build something great,” Haubenstock said on LinkedIn.

— Bobby Franzo is now CEO of WatchMeGrow, a Lacey, Wash.-based company that provides cameras and live video streaming in the childcare, pet-care and senior-care spaces. He succeeds John Lewison, who led the company for 24 years and is now a board member and advisor.

Franzo is the founder of PB&J TV (Peanut Butter and Jelly TV), a streaming service that merged with WatchMeGrow earlier this year.

“What started as an idea to give families peace of mind has evolved into a company shaping how technology supports safety and quality during the most important years of a child’s development,” Lewison said on LinkedIn. He added that Franzo “is exactly what the company needs at this moment, and I’m thrilled he’s at the helm.”

— CreateMe, a California-based clothing manufacturer using robotic assembly lines, announced two leadership changes:

• Nick Chope, who is located in Portland, Ore., has been promoted to chief engineer and head of manufacturing. Chope has worked in robotics and automation at Microsoft, Apple, his own firm and elsewhere.
• Seattle’s Natasha Chand is now executive advisor, having previously worked as the global CEO of Amazon Softlines Private Label, which includes clothes, footwear and accessories.

— Lauren Weinberg is now a board advisor at Adora, a Seattle-based marketing technology startup that emerged from stealth in October. Her past roles include leadership positions at Peleton Interactive, Square, Yahoo and elsewhere.