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AI & Tech

Nvidia Says Finance-Backed AI Labs Could Drive a Quarter of Next Year’s Sales

Nic Reeve3 min read
Nvidia Says Finance-Backed AI Labs Could Drive a Quarter of Next Year’s Sales

Nvidia says demand from AI labs it helps finance could account for about a quarter of its business next year, highlighting how deeply the chipmaker is now tied to the build-out of artificial intelligence infrastructure. The company’s comments came as it outlined a year-ahead forecast that pointed to continued rapid growth, while also underscoring a financing model that is drawing fresh scrutiny across the AI industry.

Chief Financial Officer Colette Kress told analysts that demand from AI labs backed by Nvidia’s balance sheet will contribute roughly 25% of the company’s business next year. Reuters reported that Nvidia paired that guidance with an expectation of 70% sales growth next year, signaling that the company still sees broad demand beyond the biggest cloud providers. Yahoo Finance similarly quoted Nvidia as saying that demand from AI labs will account for about a quarter of business next year.

The disclosure matters because Nvidia is not only selling chips to these companies; it is also helping finance parts of the ecosystem that buy its hardware. Reporting this week said Nvidia has invested nearly $50 billion in frontier AI labs and has helped line up more than $500 billion in third-party capital for AI infrastructure through partnerships with major firms including Apollo, BlackRock, Blackstone, Goldman Sachs and KKR. That creates a tightly linked loop: Nvidia supports the financing, the financed companies build data centers, and those facilities are then filled with Nvidia’s GPUs.

Nvidia says the arrangement is not purely dependent on any one customer or project. Kress said the company’s platform is “fungible and durable,” meaning chips and systems can be redeployed if a partner changes plans or if demand shifts. Reuters added that Nvidia described demand from AI labs as part of a more diversified customer base, alongside hyperscale cloud providers and so-called neo-clouds.

Still, the scale of the financing has become a key story in its own right. Artificial Intelligence News described the setup as “circular financing,” noting that Nvidia’s capital support can help labs build data centers that in turn purchase Nvidia hardware. The report also said Kress referred to credit support covering nearly two gigawatts for one unnamed lab, though she did not identify which company would receive that backing.

The broader backdrop is Nvidia’s continued financial dominance in the AI chip market. In its most recent fiscal fourth quarter, the company reported record revenue of $68.1 billion, up 73% from a year earlier, with data center sales accounting for $62.3 billion of that total. That performance has helped make Nvidia one of the most closely watched companies in global markets, especially as investors try to assess how much of AI demand is driven by genuine end-user adoption versus financing-heavy expansion.

Supporters of Nvidia’s approach argue that it is simply helping accelerate infrastructure build-out at a moment when AI companies need vast amounts of compute power and capital. Critics, however, see the risk of overdependence on a self-reinforcing cycle in which funding, purchasing, and revenue are increasingly intertwined. For now, Nvidia’s message is that the demand is real, broadening, and large enough to keep the company growing at extraordinary speed.

What remains to be watched is whether this financing-backed demand proves durable if the AI market cools, or whether it becomes a warning sign that some of the industry’s biggest growth projections were built on unusually aggressive capital support. Nvidia’s latest guidance suggests the company is confident the answer is the former, at least for now.

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ECRI Targets Hidden AI Failures with New Patient Safety Reporting Channel
AI & Tech

ECRI Targets Hidden AI Failures with New Patient Safety Reporting Channel

Global patient safety nonprofit ECRI is widening its national problem-reporting network to explicitly capture errors, malfunctions, and near misses linked to artificial intelligence (AI) tools and AI-enabled devices used in patient care. The move aims to close a critical data gap as hospitals and health systems rapidly deploy AI for diagnosis, triage, documentation, and patient communication. A New Channel for Tracking AI-Related Harm For decades, ECRI has collected confidential reports on medical device issues and health IT problems from frontline clinicians and healthcare organizations, investigating them and sharing lessons learned back to the reporting sites and the wider industry. With the latest expansion, its Problem Reporting Network now includes a dedicated pathway for incidents where an AI-enabled tool may have contributed to an error, produced an incorrect output, or introduced new risks into care delivery. ECRI is urging healthcare providers, health systems, and clinicians across the United States to submit reports whenever they suspect an AI application played a role in a safety event—whether the error reached a patient or was caught beforehand as a near miss. Reports can cover a broad range of technologies, including diagnostic algorithms, clinical decision-support tools, radiology image analysis systems, risk prediction models, and AI-driven chatbots used in patient engagement. Underreported AI Problems in Clinical Practice The expansion reflects growing concern that AI-related safety issues are significantly underreported compared with more traditional device failures. In a recent ECRI survey of 124 quality, safety, risk, and compliance leaders, nearly one‑third said they had encountered an AI output they believed was incorrect or misleading within the past year. About 9% said an AI error had reached a patient or affected a care decision. ECRI argues that without formal reporting mechanisms, many of these incidents remain invisible to oversight bodies and technology developers. ECRI has previously warned that adverse events involving AI-enabled medical devices and applications are often missed because staff may not realize when AI is running in the background, or they may attribute problems solely to human error or workflow issues. The organization’s guidance emphasizes the need to recognize reportable AI events , identify which products incorporate AI, and conduct risk assessments specific to AI-enabled devices. Examples of AI Errors ECRI Wants Reported The expanded reporting network is designed to capture a spectrum of AI-related safety concerns, including: Incorrect or misleading outputs that influence diagnostic or treatment decisions, such as misclassification of imaging findings or inaccurate risk scores. False positives and false negatives in AI-driven diagnostic tools, even when performance metrics appear acceptable, if they contribute to missed or unnecessary care. Algorithmic bias leading to poorer performance for specific patient groups, including women and racial or ethnic minorities. Unexpected behavior or unsafe recommendations from AI chatbots or virtual assistants used in clinical or patient-facing workflows. System malfunctions or integration failures where AI components interact incorrectly with electronic health records or medical devices, causing delays, data loss, or wrong information displays. All reports submitted to ECRI are kept confidential, and the service is free to participating organizations and clinicians. ECRI triages and investigates reports, may notify manufacturers when appropriate, and incorporates findings into its safety alerts, guidance documents, and member resources. AI Risks Already Top ECRI’s Safety Agendas The expanded reporting network aligns with ECRI’s broader assessment that AI-related risks are now among the most pressing patient safety challenges. In its annual list of Top 10 Health Technology Hazards for 2026 , ECRI ranked the misuse of AI chatbots in healthcare as the number‑one hazard, warning that poorly governed or inadequately supervised chatbots can provide inaccurate or unsafe guidance to patients and clinicians. ECRI’s 2026 Top Patient Safety Concerns report similarly identified “Navigating the AI Diagnostic Dilemma” as the leading safety concern, citing a growing risk of missed, delayed, or incorrect diagnoses when AI tools are deployed without robust validation, governance, and clinical oversight. The organization recommends structured logging of when AI informs diagnostic decisions, maintenance of detailed audit trails, and clear processes for clinicians to override AI outputs when they conflict with clinical judgment. How the Expanded Network Fits into Broader Oversight Regulatory agencies such as the U.S. Food and Drug Administration maintain databases of adverse events and cleared AI-enabled medical devices, but ECRI’s reporting network offers a complementary channel focused specifically on patient safety and practical implementation issues. ECRI encourages organizations to report AI-related events not only to regulatory databases but also to its own system, where incidents can be analyzed in the context of broader patterns of health technology hazards. Reports submitted through the expanded AI pathway will feed into ECRI’s internal databases and may prompt targeted safety alerts, practice recommendations, or deeper investigations of specific products or use cases. Over time, ECRI expects that richer reporting will help quantify how often clinical AI tools produce incorrect or misleading outputs, what types of workflows are most vulnerable, and which controls are effective at preventing harm. Call to Action for Clinicians and Health Systems With AI adoption accelerating across radiology, pathology, emergency triage, scheduling, and patient messaging, ECRI’s message to healthcare organizations is direct: treat AI incidents as reportable patient safety events and submit them through established channels, including ECRI’s expanded network. The organization urges hospitals to educate frontline staff on how to spot potential AI errors, document them consistently, and escalate concerns for review. By systematically capturing AI-related problems—from subtle misclassifications to major diagnostic failures—ECRI aims to give clinicians and technology developers clearer visibility into real‑world risks, ultimately shaping safer AI deployment across the healthcare system.

Nic Reeve·
AInews: M&T Bank’s Tech Reboot Sets Stage for Enterprise‑Wide AI Rollout
AI & Tech

AInews: M&T Bank’s Tech Reboot Sets Stage for Enterprise‑Wide AI Rollout

On September 2, 2026, M&T Bank confirmed that it has deployed AI copilots and other enterprise tools to more than 15,000 employees as part of a broad expansion of enterprise artificial intelligence, capping a technology overhaul that began in 2018 and positioning the bank as a regional leader in data‑driven operations. How large is M&T Bank’s enterprise AI rollout? M&T Bank’s enterprise AI rollout now reaches the majority of its workforce. According to Yahoo Finance in September 2026, the bank has deployed AI copilots to over 15,000 employees, while Forbes reports that around 16,000 staff actively use generative AI tools for daily work as of August 2026. The expansion of AI tools inside M&T Bank is now one of the largest documented deployments in a U.S. regional bank. Key figures include: According to Forbes, August 2026: approximately 16,000 employees use generative AI tools across the enterprise. According to Yahoo Finance, September 2026: AI copilots support more than 15,000 employees in tasks such as call analysis, report drafting and code generation. According to ArtificialIntelligence‑News, September 2026: initial pilots involved about 800 employees before scaling across the organization. According to AIM Media House, December 2025: Microsoft 365 Copilot and Copilot Chat had been rolled out to roughly 17,000 employees by early 2025. Most of these tools run on Microsoft’s Copilot suite, delivered through M&T Bank’s modernized cloud and data architecture. Staff now access generative models through Office applications, internal chat interfaces and embedded features in existing business systems. What concrete AI use cases are live inside M&T Bank? M&T Bank is using enterprise AI in internal operations, risk management, software development and commercial credit monitoring, rather than front‑end customer interactions. These use cases combine Microsoft Copilot with specialist platforms from vendors like RDC.AI and Rich Data Co. According to Yahoo Finance and ArtificialIntelligence‑News, the current internal and risk‑oriented applications include: Analyzing call‑center conversations to identify customer needs and emerging portfolio risks. Drafting reports, internal communications and meeting summaries for employees across departments. Generating and reviewing software code to accelerate development and maintenance work. Spotting potential fraud patterns and strengthening cybersecurity monitoring. Beyond copilots, M&T has introduced domain‑specific AI platforms in commercial credit: According to the Banking Tech Awards USA showcase, May 2026: M&T Bank partnered with RDC.AI in 2025 to replace manual, rules‑based commercial credit monitoring with an AI‑driven continuous monitoring platform. The same source notes the platform supports over 1,200 relationship managers and credit associates, providing automated alerts on borrower risk and portfolio exposure. AIM Media House reports that M&T is also integrating Rich Data Co.’s decisioning platform via vendor nCino, and adopting Amperity’s customer data cloud to unify interactions and tailor communications across channels. These tools sit on top of the bank’s controlled data environment rather than feeding directly into unsupervised decisioning. What technology overhaul enabled M&T Bank’s current AI expansion? M&T Bank’s push into large‑scale AI follows a multi‑year effort to fix data and legacy systems first. The bank began a broad technology overhaul around 2018, rebuilding its data governance, cloud architecture and application landscape to support modern analytics and regulated AI adoption. Forbes describes how M&T “built a strong data foundation” in Buffalo that now underpins dozens of generative AI use cases across three pathways: enterprise fluency, embedded capabilities in existing applications and proprietary models. Key elements of that foundation include: According to Forbes, May 2025: an expanding portfolio of cloud‑based data products and ongoing retirement of legacy platforms. According to CDO Magazine, December 2025: a medallion architecture layered over cloud‑enabled data products, with clear accountability at each layer. According to Portfolio by BISA, September 2025: a central data repository called Edison, supported by lineage tools from Solidatus and Monte Carlo to track data movement. According to Windows Forum reporting, March 2026: a centralized cloud data strategy designed to create a unified “Customer 360” view and reduce reconciliation overhead by decommissioning legacy analytics tools. M&T Bank’s Chief Data Officer Andrew Foster has emphasized that trusted data is the prerequisite for generative AI. Portfolio by BISA quotes him saying that reliable lineage and governance are essential to controlling operational, compliance and reputational risk as AI use scales. How does M&T Bank govern data and AI across such a large deployment? M&T Bank has built AI governance on top of its data controls rather than treating it as a separate exercise. The bank uses a federated data model, medallion architecture and strict lineage tooling, and sequences AI projects to follow maturity in oversight and risk management. AIM Media House describes a stepwise blueprint for AI adoption at M&T Bank: Reset data governance, lineage and controls before major AI pilots. Run six‑month proofs of concept with tools like Microsoft Copilot before enterprise rollout. Deploy internal copilots widely, while keeping customer‑facing applications limited and heavily supervised. Layer in domain‑specific AI, such as commercial credit monitoring and customer‑data platforms, only where oversight frameworks are mature. Portfolio by BISA reports that Edison and lineage platforms help the bank trace data sources for AI outputs, supporting internal audits and regulator reviews. Windows Forum’s analysis of Western New York banks highlights M&T’s published AI policies, inventory of models and continuous monitoring with alerts for drift and anomalies as part of its risk controls. Which employees and business units are most affected by M&T Bank’s AI expansion? M&T Bank’s AI deployment affects office staff, technologists and risk professionals far more than frontline customers. Copilot access is wide across corporate functions, while specialized platforms target commercial credit teams and analytics groups using the bank’s cloud data environment. Based on reports from Yahoo Finance, Forbes and AIM Media House, the main groups using new AI tools include: Customer service and call‑center agents, who use AI to summarize calls and identify next‑best actions. Operations staff, who rely on copilots to draft emails, reports and meeting notes. Software engineers and technology teams, where copilots assist with coding, documentation and troubleshooting. Risk managers and credit associates, who use RDC.AI’s commercial credit monitoring platform. Marketing and analytics teams, who work with Amperity’s customer data cloud and Rich Data Co’s decisioning tools to refine targeting and product offers. AIM Media House quotes M&T’s data leadership stressing that the bank is “not going to the customer‑facing side yet” for broad generative AI use, underscoring a decision to focus on staff productivity and risk insights before AI touches customer decisions directly. What strategy guides M&T Bank’s AI investments and future plans? M&T Bank’s AI strategy combines three main pathways: expanding enterprise fluency, embedding AI into existing applications and building proprietary models using the bank’s own data, all within a regulated and inspection‑ready environment. Forbes reports that the three pathways are: Enterprise fluency, where around 16,000 employees experiment with generative tools to improve productivity and learn their capabilities. Embedded capabilities inside roughly 1,800 applications, many sourced from third‑party vendors, where targeted AI features support tasks like document review and risk scoring. Proprietary development of large language model and agentic solutions built around M&T’s data and processes. ArtificialIntelligence‑News reports that Chief Data Officer Andrew Foster and his team articulated a similar framework: general employee use of generative AI, AI embedded in existing systems and custom solutions aligned with M&T’s distinctive workflows. Forbes and CDO Magazine both describe a “slow to go fast” approach, in which careful groundwork in data, governance and culture enables faster scaling once controls are proven. Looking ahead, public comments and award submissions point to several likely next steps: According to Forbes, May 2025: continued expansion of cloud‑based data products and retirement of legacy platforms as AI demand grows. According to the Banking Tech Awards USA entry, May 2026: deeper integration of continuous AI monitoring in commercial credit, including new analytical measures of portfolio resilience. According to Yahoo Finance, September 2026: exploration of agentic AI for cybersecurity and fraud detection, building on existing detection use cases. How does M&T Bank’s AI journey compare with other regional banks? M&T Bank now stands out among regional banks in Western New York for its focus on centralized data strategy and broad internal AI adoption, while peers such as Five Star Bank are documented as concentrating on AI in specific product lines like indirect auto lending. Windows Forum summaries of local coverage describe two tracks in the region: M&T Bank invests in cloud data architecture, governed customer insights and large‑scale employee access to generative tools. Five Star Bank applies AI more narrowly to product‑level automation and credit decisioning, with smaller deployments. These comparisons show that M&T Bank is using its size and long technology overhaul to treat AI as a company‑wide capability rather than an isolated experiment, emphasizing data discipline and internal fluency before aggressive customer‑facing innovation.

Nic Reeve·
Late-August AI Shifts: Cheaper Models, New Agents, and Rising Risks
AI & Tech

Late-August AI Shifts: Cheaper Models, New Agents, and Rising Risks

From rapidly falling model prices to tighter regulatory scrutiny and surging AI cyberattacks, the past two weeks have brought major shifts in how artificial intelligence is built, priced, and governed worldwide. For marketers and business leaders, these changes are reshaping both the economics of AI and the risk landscape in which they deploy it. Costs Drop as Frontier Models Get Cheaper One of the most significant developments has been a fresh round of price cuts for advanced AI models. Reuters reports that OpenAI reduced developer pricing for its frontier GPT-5.6 Sol model by more than 20%, signaling intensifying competition on cost and making high‑end capabilities more accessible to enterprise users and startups alike. These cuts follow a broader August trend in which several providers have lowered prices on their latest models to drive volume usage and cement market share. Industry trackers note that this downward pressure on pricing is accompanied by improvements in performance and scalability. Anthropic’s Claude Opus 5 has been highlighted for offering a 1 million‑token context window aimed at complex document analysis and research workflows, while Google’s Gemini 3.6 Flash focuses on reduced output costs and more efficient long‑running agents. For marketing teams, these shifts mean more affordable large‑scale content generation, campaign testing, and customer insight analysis, with less concern about token budgets and more focus on creative and strategic deployment. Agents Move Into Everyday Workflows Alongside cheaper models, August has seen continued momentum toward "agentic" AI—systems that can act continuously on behalf of users. Coverage of recent releases underscores how major platforms are embedding agents into common productivity and consumer tools. Google and Anthropic have both pushed always‑on and desktop agents meant to automate routine tasks inside normal workflows, such as managing email, scheduling, search, and document editing. On the consumer side, AI is increasingly being integrated into daily services. The Verge’s August archive highlights OpenAI’s expansion of ChatGPT’s capabilities, including the ability to make dinner reservations and book tables via partners like OpenTable and Resy, further blurring the line between conversational assistance and full‑service transaction agents. TechCrunch’s coverage of new plugins for Apple Messages shows ChatGPT gaining the ability to send text messages directly for users, extending AI’s reach into mobile communication. For marketers, these developments are particularly relevant. As agents enter messaging and reservation flows, brands gain new touchpoints for personalized, AI‑mediated interactions—from automated outreach and reminders to real‑time customer service embedded in chat. The challenge will be maintaining brand voice and trust when interactions are increasingly handled by semi‑autonomous systems. Physical AI and Robotics Attract Investor Capital A parallel trend is the surge of investment into "physical AI"—robots and drones that pair machine learning with hardware. An August digest notes that Unitree’s IPO was oversubscribed more than 5,000 times, while defense‑oriented drone firm Neros raised $250 million. Orders for industrial robots hit $622 million in the second quarter as automation demand expanded beyond the automotive sector into logistics, manufacturing, and warehousing. These developments suggest that AI’s impact is rapidly extending from software to physical infrastructure. For businesses in retail, logistics, and manufacturing, this means more accessible automation options and, potentially, new forms of data‑driven operations—such as real‑time inventory tracking and AI‑controlled fulfillment. For marketing professionals, robotics‑enabled experiences—from automated in‑store demos to AI‑powered events—may become part of an emerging experiential toolkit. Regulation and Risk: From Chatbot Harm to AI‑Driven Cybercrime As AI diffuses into more parts of daily life, regulators and law enforcement are sharpening their focus on risks and misuse. A recent Al Jazeera analysis draws attention to the relatively light regulation of AI compared with everyday products, noting public concern after cases in which people engaged with AI chatbots prior to suicides and violent incidents. The report underscores growing pressure on the long‑standing Silicon Valley position that innovation should proceed with minimal oversight. New data on cybercrime underscores that risks are not only psychological or social. A study highlighted by CNBC shows that between March 2025 and February 2026, one in four data breaches was AI‑enabled, a 56% increase from the previous year. INTERPOL’s African Cyberthreat Assessment similarly reports that AI is involved in 55% of reported cybercrimes across Africa, illustrating how automation and generative tools are being used to scale phishing, fraud, and network attacks. These trends intersect directly with marketing and customer engagement. As AI tools become standard in campaign, CRM, and analytics stacks, organizations must strengthen security practices around data access, model outputs, and automated communication, ensuring that AI does not inadvertently assist attackers or expose sensitive customer information. Macroeconomic and Policy Implications Policymakers are beginning to factor AI into economic forecasts and industrial strategy. Reuters coverage notes that officials at the Swiss National Bank have warned that artificial intelligence could contribute to higher inflation, as productivity gains and new demand patterns ripple through labor markets and pricing. At the same time, governments are pursuing national AI and chip initiatives. South Korea plans a "chip windfall" fund aimed at supporting youth employment and AI investment, positioning the country as a long‑term hub for semiconductor‑driven AI growth. Brazil is pushing forward with an AI supercomputer program that splits projects between Chinese and U.S. firms, reflecting the broader geopolitical competition around AI infrastructure and standards. Meanwhile, China and Indonesia have agreed to deepen cooperation on minerals, energy, and technology, including AI, further entrenching the technology as a strategic priority in regional partnerships. In the corporate sector, Reuters reports a surge in "AI debt"—large, multi‑year investments in AI infrastructure and capabilities—as U.S. companies race to keep up with technological change. Analysts warn that investor fatigue may be emerging as firms struggle to demonstrate near‑term returns on ambitious AI programs. For marketing and sales teams, this intensifies pressure to show measurable business impact from AI deployments, particularly in customer acquisition, personalization, and revenue growth. Platform Competition and User Adoption On the platform front, Google continues to expand its Gemini ecosystem. The Verge notes that an upgraded Flash model now powers Gemini Spark, improving responsiveness and cost efficiency for search‑integrated AI experiences. Additional reporting from independent trackers suggests the Gemini app has surpassed roughly 1 billion monthly users, cementing AI assistants as mainstream consumer products. TechCrunch coverage points to intensifying competition between OpenAI and Anthropic in the business market, with new data indicating that OpenAI is gaining ground with enterprise users. Combined with ChatGPT’s rapid user growth highlighted in industry blogs and August roundups, this suggests that many organizations are standardizing on a small number of leading foundation models, even as they experiment with niche or open‑source alternatives. For marketers, rising user familiarity with AI assistants changes audience expectations. Consumers increasingly anticipate conversational support, personalized recommendations, and seamless handoffs between human and AI channels. Brands that lag in integrating AI into their customer journey risk appearing outdated, while those that move quickly must balance innovation with transparency and responsible data use. What It Means for Marketing and Business Leaders Taken together, the developments of the past two weeks point to a new phase in AI’s evolution: costs are dropping, capabilities are expanding into agents and robotics, and regulatory and security concerns are intensifying. For marketing teams, this environment offers powerful tools for content, segmentation, and engagement—but also demands disciplined governance, clear disclosure, and careful vendor selection. As industry outlets such as MarketingProfs track these changes in regular AI updates, the central message is consistent: AI is no longer an experimental add‑on. It has become a core layer of modern marketing and business operations, requiring strategic oversight comparable to that applied to data, brand, and customer trust.

Nic Reeve·