
David Taylor joins ASI Alliance as Chief Marketing Officer
Taylor takes on the newly created role at a time when the global conversation around artificial intelligence and decentralisation is intensifying. The ASI Alliance, an open-source initiative seeking to advance decentralised artificial general intelligence (AGI) and artificial superintelligence (ASI), stated that Taylor would oversee global marketing efforts in close coordination with product, communications, and ecosystem teams. His responsibilities include delivering initiatives designed to expand the Alliance's mission and increase adoption in emerging markets and developer communities.
The Alliance marks its first anniversary by entering "an ambitious new phase of growth and innovation", according to statements released alongside the appointment. Taylor's background spans the cryptocurrency sector, artificial intelligence, and Web3 technology. He has previously led large-scale marketing campaigns and contributed to teams focused on both strategy and execution, as well as developing approaches tailored to education and responsible innovation in technological spaces.
Leadership experience
Taylor's most recent position was as Chief Marketing Officer at the Cardano Foundation, where he managed brand, marketing, public relations, and communications strategies for the Cardano Foundation and the Cardano blockchain. At Cardano, he played an active role within the global ecosystem and was credited with strengthening the organisation's communications across its multiple audiences.
In a statement, Dr Ben Goertzel, Chief Executive Officer of the ASI Alliance and Chief Scientist at SingularityNET, commented on the appointment. "We are thrilled to welcome David and his global marketing experience to the ASI Alliance. His leadership in navigating the evolving crypto, AI and Web3 ecosystems will be invaluable as we execute the next phases of our roadmap toward beneficial decentralized AGI and ASI."
The Alliance was created when Fetch.ai, SingularityNET, Ocean Protocol, and CUDOS – four projects in decentralised AI and Web3 – joined forces. Through a shared token economy and open governance, the group says it aims to support AGI development that remains democratic and transparent, avoiding centralised control.
Broader context
Taylor's appointment comes as global governments and private sector institutions increase focus on artificial intelligence research and application. Recent policy announcements, such as Donald Trump's USD $70 billion investment plan in AI and energy, are part of a wider trend towards both innovation and competition in the sector.
Goertzel outlined Taylor's role in the Alliance's ongoing activities, stating: "As we move forward to roll out one after another decentralized AI product and build our user base as we move toward our ambitious AGI goals, David will play a critical role in helping us tell our story clearly, credibly and globally."
The coalition of AI-focused organisations within the Alliance claims its structure and coordination are designed to foster open development. The groups involved share the aim of establishing technologies that could underpin the development of generalised machine intelligence in ways that are accountable to communities rather than single corporations.
Marketing vision
Taylor addressed his new position and the role of marketing within the broader aims of the ASI Alliance. He stated: "With the work the ASI is doing, we're not just researching and building technology; we're shaping the future of intelligence itself. That demands marketing with meaning. I'm excited to help elevate the ASI Alliance's mission by connecting with developers, communities and institutions worldwide through strategy, storytelling and trust. In a world flooded with noise, relevance and purpose will continue to set us apart."
The marketing initiatives to be led by Taylor are expected to enhance the reach and profile of decentralised AGI projects, supporting collaboration and engagement across multiple sectors and stakeholder groups.
Follow us on:
Share on:

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Techday NZ
21 hours ago
- Techday NZ
Vertiv acquires Great Lakes Data Racks for USD $200 million
Vertiv has entered into an agreement to acquire the Great Lakes Data Racks & Cabinets family of companies for USD $200 million. The deal aims to broaden Vertiv's capabilities in providing high-density integrated infrastructure solutions, particularly for data centre environments increasingly driven by artificial intelligence requirements. Strategic expansion The agreed purchase price equates to roughly 11.5 times the anticipated 2026 EBITDA after including cost synergies and cross-selling opportunities, according to the companies involved. Vertiv expects that integrating Great Lakes will improve its offering of pre-engineered, AI-ready rack solutions targeted at enterprise, edge, colocation, and hyperscale AI markets. Great Lakes, founded in 1985 and headquartered in Edinboro, Pennsylvania, maintains manufacturing and assembly operations in both the United States and Europe. Its product portfolio encompasses both standard and customised racks, integrated cabinets, seismic cabinets, and advanced cable management access features suitable for retrofit or new build applications. The company has developed a reputation for focusing on highly tailored data rack enclosures and infrastructure products for data centres. According to Vertiv, the acquisition positions it to strengthen its ability to deliver an expanded set of products and services for digital infrastructure customers. Bringing Great Lakes into the Vertiv portfolio is also expected to enhance Vertiv's status in the critical white space market, which centres around supporting key information technology operations within data centres. "Great Lakes is a leading rack manufacturer with an extensive portfolio of high-end rack solutions and innovation capabilities that are essential in an increasingly demanding high-density AI infrastructure environment," said Gio Albertazzi, CEO at Vertiv. "With the acquisition of Great Lakes, Vertiv strengthens its position as a premier technology solutions provider in the critical white space market. Our combined capabilities enable us to deliver comprehensive, engineered infrastructure solutions that go beyond basic integration, addressing the complex challenges of next-generation AI technology." Customer and operational impact Vertiv has indicated that customers could see a number of advantages from the merger, including the ability to source infrastructure from a single provider, more rapid deployment via pre-engineered products, operational efficiencies by integrating Vertiv's proprietary power and cooling systems at the factory, and improved scaling for AI and edge computing use cases. The expanded service network is also intended to provide comprehensive support to customers globally. Great Lakes' structure will complement Vertiv's existing range, providing added options for both retrofitting current facilities and enabling new data centre builds. With the continued increase in demand for data management driven by digital transformation and AI, companies operating in the data centre sector are seeking to bolster the reliability and scalability of their infrastructure. Deal structure and approvals The transaction between Vertiv and Great Lakes is expected to finalise during the third quarter of 2025. The closing is subject to customary conditions, including the necessary regulatory approvals under the Hart-Scott-Rodino Antitrust Improvements Act of 1976. The companies did not disclose any anticipated changes to workforce or management structure as a result of the acquisition, noting that integration planning would proceed following completion of regulatory review and transaction closing. Industry context With the acquisition, Vertiv is moving to close gaps in its digital infrastructure portfolio, especially as enterprise and technology service providers adapt to the growing demands of AI-driven computing. By combining Great Lakes' specialised rack and cabinet technologies with Vertiv's existing power and cooling capabilities, the combined entity anticipates providing tailored infrastructure solutions to meet emerging requirements across a diverse set of data centre environments.


Scoop
a day ago
- Scoop
Marlborough Mayor ‘Disappointed' By Sounds Air Cuts
Marlborough mayor Nadine Taylor says the loss of some critical Sounds Air routes and reduction of its fleet is a sad day for the region. Sounds Air announced on Monday they would be selling their fleet of Pilatus PC12 aircraft and axing their Blenheim to Christchurch and Christchurch to Wānaka routes from September 28. Ten staff would be made redundant. Sounds Air managing director Andrew Crawford said he was devastated, but the company could not contend with mounting costs and a weak New Zealand dollar. 'It will mean the loss of a number of our dedicated and skilled staff, but we are also hugely disappointed for our incredibly loyal customer base who rely on us to get around New Zealand not only for tourism and leisure purposes but also for regional access to critical healthcare and higher education, and to do business that contributes to New Zealand's regional economies,' Crawford said. Taylor said that Marlborough Airport, a subsidiary of the Marlborough District Council, had been working with the airline to navigate through challenging times. 'It is disappointing and sad for Marlborough to lose the Blenheim to Christchurch route. This service was particularly important as it provided a vital air link for Marlborough people to get to specialist treatment in Christchurch,' Taylor said. 'There is no other option to fly direct from Blenheim to Christchurch – this is now a four-hour drive. 'That is going to put additional pressure and stress on those who are already at their most vulnerable.' Taylor said she was frustrated that Sounds Air did not receive any government support, given the company contributed to regional connectivity, tourism, and economic growth. 'There is often talk of the regions being our country's powerhouses to be that, we need infrastructure, services, and connectivity,' Taylor said. 'If regions are to grow in the manner central Government wants, investment in this space is warranted and indeed necessary.' Destination Marlborough general manager Tracey Green said the loss of a direct connection to Christchurch was a 'significant blow'. 'Recent challenges with Air New Zealand and ferry services have compromised our connectivity,' Green said. 'These are tough economic times for everyone and Sounds Air has been a strong strategic partner for Marlborough, connecting our region with two of our main domestic markets, Christchurch and Wellington. 'The full impact of this loss in connectivity may not be immediately clear, but it's a real shame this is happening just ahead of the summer season, when we rely on those connections the most.' The airline's challenges came to light during Covid, and it had continued to struggle over the past five years. Crawford said a Pilatus engine that cost US$850,000 (NZ$1.42 million) just a few months ago was now being quoted at US$1.4m (NZ$2.3m), and the passenger safety levy from the Civil Aviation Authority rose 145%. A PC12 aircraft was recently sold to help ease the financial burden, and last year Sounds Air axed its Wellington to Taupō and Wellington to Westport routes. LDR is local body journalism co-funded by RNZ and NZ On Air.


Techday NZ
a day ago
- Techday NZ
Oracle Java audits push firms to open-source, cost savings sought
A new global survey of 500 IT asset management (ITAM) and software asset management (SAM) professionals highlights the increasing financial burden of software licence non-compliance, with 27% of enterprises spending more than USD $500,000 annually to resolve related issues. The survey, conducted jointly by Azul and the ITAM Forum, reveals that Oracle Java remains a significant concern, as 73% of respondents reported undergoing an Oracle Java audit within the past three years. Nearly eight in ten organisations stated they have migrated, or intend to migrate, to open-source Java alternatives to manage risk and cost more effectively. Licence management complexities The research points to a shifting landscape shaped by hybrid cloud architectures and a growing inventory of business applications. These changes have resulted in more complex vendor terms, complicating compliance and visibility across teams. The report notes that many organisations face difficulties in tracking software usage consistently, whether in on-premises environments or across cloud platforms, which increases vulnerability during vendor audits and exposes organisations to financial penalties. The scope and responsibilities of ITAM and SAM functions have sharpened in response. Once viewed as straightforward asset tracking roles, these functions are now regarded as critical for safeguarding budgets, mitigating audit risks, and guiding key technology decisions within enterprises. Common compliance challenges Compliance and the management of excessive licensing were identified as the leading challenges by 37% of survey participants. In addition to the substantial financial outlay for resolving licence issues - which encompass audits, unexpected licence purchases, and penalties - participants cited complex software configurations as a major hurdle, with 25% reporting difficulties in tracking application usage across increasingly intricate systems. The survey found that 29% of respondents struggle to manage software usage information, especially when tracking across different teams or between on-premises and cloud infrastructures. Additional compliance and management challenges included aligning teams such as IT, software development, legal, and procurement (27%), resource constraints in handling compliance (24%), higher prices related to renewals and licences (24%), and coping with evolving vendor rules (23%). Self-managed audits and persistent difficulties The majority of organisations (74%) reported handling licence discovery and software audits primarily or entirely with internal teams. Despite this self-reliance, many face challenges in maintaining accurate records (26%), comprehending licensing terms (23%), and delivering precise compliance metrics (23%). The survey indicates that 81% of organisations conduct licence audits at least twice a year, with 25% doing so continuously. About a quarter of organisations experience regular financial penalties and legal actions, underscoring the operational and budgetary disruptions caused by audits. More than 30% of respondents noted that audits have led to significant operational disruptions, including unplanned budget impacts, a shift in vendor relationships, and stalled projects. Migration from Oracle Java Oracle Java licensing and audit pressures were a source of concern for 96% of those surveyed, with issues stemming primarily from Oracle's employee-based pricing model. Many companies are investing in new tracking tools, monitoring systems, and internal audit procedures to ensure they comply with licensing requirements or avoid needing Oracle licences altogether. In response, 79% of organisations have migrated, are migrating, or plan to migrate to open-source Java alternatives. Security and reliability were the main factors in this decision for 51% of those considering migration, while cost reduction and simpler compliance were cited by 42% and 40% respectively. Among organisations that had already completed migration, 57% highlighted security and reliability as their chief reasons. There was also a strong perception of financial benefit: 66% of respondents estimated potential savings of at least 40% compared to Oracle Java licensing costs. Only 1% believed that migration would not yield savings. Market dynamics and sector growth These findings emerge against a backdrop of sector growth, with the ITAM market expanding from USD $1.15 billion in 2019 to USD $1.49 billion in 2023. The SAM market subset is expected to grow at a 16% compound annual growth rate through to 2029, reflecting increased spending on software - now accounting for roughly 29% of total IT budgets - as well as the greater intricacy of cloud-based and virtualised licensing models and raised regulatory compliance requirements. "The results highlight a fundamental mismatch between the complexity of modern software licensing and the resources organizations rely on to effectively manage software compliance. ITAM and SAM professionals are becoming increasingly vital as organizations increasingly recognize that poor license management can result in significant financial penalties and operational disruptions. They must have the resources and executive buy-in to ensure compliance and successful license management," said Martin Thompson, founder of the ITAM Forum. "The data reveals a concerning trend where the increasing complexity of vendor licensing and pricing has turned routine upkeep into recurring six-figure compliance exercises. When 73% of enterprises have been audited and one in four now spends more than $500,000 a year cleaning up license issues, the cost of merely staying compliant with software licensing and pricing is unsustainable. Specifically, when it comes to the uncertainty of Oracle's ever-shifting Java licensing terms, organizations shouldn't have to burn ITAM resources, interrupt projects, or absorb surprise penalties just to run their applications. Moving to open-source alternatives lets them break free from the audit treadmill, regain budget and focus on delivering value," said Scott Sellers, co-founder and CEO at Azul.