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The Stanford freshmen who want to rule the world . . . will probably read this book and try even harder

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Theo Baker is graduating from Stanford this spring with something most seniors don’t have: a book deal, a George Polk Award that he received for his investigative reporting as a student journalist, and a front-row account of one of the most romanticized institutions in the world.

His forthcoming How to Rule the World: An Education in Power at Stanford University was excerpted Friday in The Atlantic and based on that alone, I can’t wait to see the rest. The only question worth asking is the same one Baker himself might be too close to answer, which is: Can a book like this actually change anything? Or does the spotlight, as it always seems to, send more students racing to the place?

The parallel that keeps coming to my mind is “The Social Network.” Aaron Sorkin wrote a film that was an indictment in many ways of the particular sociopathy that Silicon Valley tends to reward. What it seemingly did was make a generation of young people want to be Mark Zuckerberg. The cautionary tale became a recruitment video. The story of the guy who — in the movie, at least — steamrolled his best friend on his way to billions didn’t discourage ambition; it further glamorized it.

Judging by the excerpt, Baker’s portrait of Stanford is far more granular. He talks with hundreds of people to roundly describe the “Stanford inside Stanford,” an invite-only world where venture capitalists wine and dine 18-year-olds, where “pre-idea funding” worth hundreds of thousands of dollars gets handed to students before they’ve had a single original thought, and where the boundary between mentorship and predation is nearly impossible to discern. (The shame, if it ever existed, is gone; not chasing teenage founders is no longer an option for most VCs.) Steve Blank, who teaches the school’s legendary startup course, tells Baker that “Stanford is an incubator with dorms,” which is not meant as a compliment.

What’s new isn’t that this pressure exists but that it has been fully internalized. There was a time, maybe 10, maybe 15 years ago, when Stanford students felt the weight of Silicon Valley expectation pressing down on them from outside. Now, many of them arrive on campus already expecting, as a matter of course, to launch a startup, to raise money, to become rich.

I think about a friend — I’ll call him D — who dropped out of Stanford a few years ago, partway through his first two years, to launch a startup. He was barely past his teens. The words “I’m thinking of take a leave of absence” had just escaped his mouth before the university, by his own account, gave him its cheerful blessing to dive full bore into the startup. Stanford doesn’t fight this anymore, if it ever did. Departures like his are an expected outcome.

D is now in his mid-twenties. His company has raised what would register in any normal context as an astonishing amount of money. He almost certainly knows more about cap tables, venture dynamics, and product-market fit than most people learn in a decade of conventional careers. By every metric the Valley uses, he’s a success story. But he also doesn’t see his family (no time), has barely dated (no time), and the company, which keeps growing, doesn’t seem inclined to provide him with that kind of balance anytime soon. He is already, in some meaningful sense, behind on his own life.

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This is the part that Baker’s excerpt hints at without fully landing on, maybe because he’s still inside it himself. The costs of this system aren’t just distributed in the form of fraud — though Baker is direct about this, describing it as pervasive and largely consequence-free. The costs are also more personal: the relationships not formed, the ordinary milestones of early adulthood traded away in exchange for a billion-dollar vision that, statistically, almost certainly won’t materialize. “100% of entrepreneurs think they’re visionaries,” Blank tells Baker. “The data say 99% aren’t.”

What happens to the 99% at age 30? At age 40? These aren’t questions Silicon Valley is set up to answer, and they’re certainly not questions Stanford is about to start asking.

Baker also surfaces something that Sam Altman articulates best. Altman — OpenAI CEO, former Y Combinator head, precisely the kind of person these students aspire to become — tells Baker that the VC dinner circuit has become an “anti-signal” to the people who actually know what talent looks like. The students doing the rounds, performing founder-ness for rooms full of investors, tend not to be the real builders. The real builders, presumably, are somewhere else, building things. The performance of ambition and the thing itself are increasingly hard to tell apart, and the system that was ostensibly designed to find genius has gotten very good at finding people who are good at seeming like geniuses.

How to Rule the World sounds like exactly the right book for this moment in time. But there’s a certain irony in the strong likelihood that this critically minded book about Stanford’s relationship to power and money will be celebrated by the same class of people it critiques, and — if it does well (it has already been optioned for a movie) — used as further evidence that Stanford produces not just founders and fraudsters but important writers and journalists, too.

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PNOE’s new face mask wants to make lab-grade breath testing a self-serve affair

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At first glance, the newest device from PNOĒ looks like something a comic-book villain might wear. The mask, which covers the nose and mouth and straps around the back of the head, bears more than a passing resemblance to the one worn by Bane, Batman’s hulking nemesis. But its purpose is far more benign; it measures how much oxygen you consume and how much carbon dioxide you exhale, then turns that data into advice about how to eat, train, and, the company hopes, live longer.

PNOĒ, which is based in Malden, Massachusetts, and has operations in Athens, Greece, is preparing to launch the PNOĒ 2.0 on October 1. The big change from its current device is that users can administer the test themselves. According to co-founder and CEO Apostolos Atsalakis, someone can walk into a gym, “just wear the mask, push the button, sit down,” and breathe for eight minutes. “That’s it. It’s that easy,” he said recently, talking with this editor over a Zoom call from the company’s Athens location.

That matters because PNOĒ’s current device requires a trained operator, which limits where it can be used. A self-serve version could open the door to fitness centers without dedicated staff and potentially even pharmacies, Atsalakis said.

The science behind PNOĒ isn’t new. Metabolic testing, which analyzes the gases in a person’s breath to gauge how their body produces energy, has been around for more than a century. For decades, it has been the gold standard for measuring VO₂ max, the maximum amount of oxygen the body can use during exercise and a widely used measure of cardiorespiratory fitness. But the tests have traditionally required bulky, expensive equipment found mainly in sports labs and hospitals, which is why they’ve largely been the province of elite athletes and executive wellness programs.

What 10-year-old PNOĒ promises is the same accuracy in a portable package, paired with software that translates the results into recommendations. “We made it accessible to everyone,” Atsalakis said.

The company says its test captures 23 biomarkers, including (beyond measuring VO₂ max) one’s resting metabolic rate (how many calories the body burns at rest), and metabolic flexibility (how well the body switches between burning fat and carbohydrates). Atsalakis argues that these metrics answer questions that blood tests can’t, such as how many calories a person needs or how they should train.

The timing is good for PNOĒ. VO₂ max has become a buzzword among longevity enthusiasts, thanks in part to research linking higher cardiorespiratory fitness to lower mortality. Atsalakis calls VO₂ max the strongest predictor of human longevity, and he sees his company’s data as a kind of scorecard for the booming wellness industry.

The new device is smaller and more compact than its predecessor, with fewer parts, which Atsalakis said makes it more reliable. It was designed with Milan-based Design Group Italia over what Atsalakis described as “a lot, a lot, a lot of iterations,” since a self-administered metabolic testing device hadn’t been done before.

It also addresses a question that post-pandemic users are likely to ask: who wore it last? The answer: it doesn’t matter, as the electronics detach from the silicone mask and straps, so multiple people can share the costly hardware while each user keeps their own mask.

For all its clinical ambitions, PNOĒ is careful about what it claims. The device isn’t cleared by the U.S. Food and Drug Administration, and Atsalakis said that “we do not provide medical recommendations.” Instead, PNOĒ considers itself a wellness device. “It’s like a body composition device, like a scale,” he said. “A doctor cannot prescribe medication based on our results.”

That could change down the road. Researchers have long explored whether compounds in human breath can signal diseases such as cancer, and Atsalakis believes the company’s growing trove of data could eventually help it flag health issues. But he acknowledged that full diagnoses are “definitely a couple of years away,” with regulatory hurdles likely stretching that timeline further. “We’re not there yet,” he said.

PNOĒ traces its roots to Atsalakis’s PhD work in sensing technologies at the University of Cambridge, when wearables were taking off and he became fascinated by what the breath could reveal about the body. He co-founded the company with Panos Papadiamantis, a childhood friend who is now the company’s chief product officer.

The startup went through Y Combinator’s Winter 2019 batch, back when “longevity” was not yet the industry it is today. It has since raised about $22 million, including a recently closed $11 million round, from investors including 50 Years and Google Maps co-founder Lars Rasmussen, who is himself now based in Athens.

PNOĒ sells only to businesses, which then offer the test to their customers. Its clients include Equinox, where it’s available at almost all clubs, said Atsalakis, as well as Four Seasons hotels, Red Bull, the NBA, the Mount Sinai Health System, and the med spa chain Restore Hyper Wellness.

About 85% of its business comes from the U.S., which Atsalakis described as “by far the most advanced market globally” for longevity. The company is now expanding in Europe and, through partners, in Latin America and Asia.

Businesses pay a subscription ranging from $400 a month to more than $1,000, which covers the hardware, software, training, and marketing materials, a package Atsalakis calls a “business in a box.” PNOĒ also links its results to the services a business sells, so a gym or spa can recommend specific offerings based on a customer’s test. Many clients use the test during onboarding, Atsalakis said, positioning it somewhere between a full clinical workup and the estimates people get from their smartwatches.

That middle ground is increasingly crowded. Apple, Garmin, and Whoop all estimate VO₂ max from heart-rate data, while consumer devices like Lumen analyze breath to gauge fat and carb burning. At the high end, traditional metabolic carts remain the standard in labs and hospitals.

PNOĒ, which employs 110 people, says it recently turned profitable, while growing more than 100% a year. Atsalakis said the company plans to raise a Series B within the next six to 12 months as it tries to put its mask — Bane comparisons and all — in front of more faces.

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Google tests buying from Walmart-owned Flipkart through Gemini and AI Mode in India

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Google has started testing a way for shoppers in India to buy products from Walmart-owned Flipkart directly through Gemini and AI Mode, as the search giant looks to expand its AI services from product discovery into transactions.

Users in the test see a “Buy” button on select Flipkart product listings appearing in Gemini and Google’s AI Mode, which takes them directly to a Flipkart checkout flow without leaving the AI interface, according to people familiar with the matter and an experience seen by TechCrunch.

The early test is limited to some users and a small selection of products, including smartphones, electronics, and mobile accessories, the people told TechCrunch. Other users continue to see regular product listings from Flipkart in Gemini and AI Mode without the option to buy them directly from the AI interface.

Google plans to roll out the experience more broadly later in October, ahead of India’s festive shopping season, one of the people said.

The test comes as Google and rivals including OpenAI are adding commerce capabilities to their AI offerings, striving to move beyond answering shopping queries and recommending products to playing a more direct role in online purchases.

Asked about the Flipkart test, a Google spokesperson told TechCrunch the company is “always testing new features and experiences to help people discover and connect with businesses more easily.” The company regularly runs experiments and has no further details to share, the spokesperson added.

Google has separately been building technology aimed at making purchases possible through its AI services. Earlier this year, it introduced the Universal Commerce Protocol (UCP) as an open standard designed to let AI agents interact with retailers across the shopping journey, including checkout. Google said at the time that the technology would allow shoppers to buy eligible products through Gemini and AI Mode using a Google-hosted checkout experience. The company has since expanded UCP with other capabilities, including allowing shoppers to transfer items to a retailer’s site to complete a purchase.

The Flipkart test seen by TechCrunch appears different from the Google-hosted checkout experience the Gemini maker demonstrated earlier. It brings up a Flipkart-branded checkout flow when a user taps the Buy button. It is not clear what technology powers the test.

Earlier this month, Google said Flipkart was among the merchants partnering with it to bring what it calls “agentic” shopping experiences to consumers in India, but it had not disclosed details of the test or its rollout timeline.

Notably, Google has a financial relationship with Flipkart — alongside its technology partnership with the e-commerce company. It invested about $350 million in the e-commerce company in 2024 as part of a funding round led by the U.S. retailer, taking a minority stake.

India, the world’s second-largest internet market with more than a billion internet subscribers, sees Flipkart and Amazon compete fiercely for online shoppers. That competition intensifies further during the country’s festive season, when e-commerce companies roll out some of their biggest sales and promotions of the year.

For now, the Buy option is not appearing across all retailers surfaced by Google’s AI services. In the experience seen by TechCrunch, listings from rivals including Amazon appeared alongside Flipkart products but did not offer the option to purchase directly through the AI interface.

Flipkart did not immediately respond to an email requesting for comment.

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Insurers claim AI is already increasing healthcare costs

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Hospitals’ use of artificial intelligence tools as they submit insurance claims led to an additional $942 million in healthcare spending over a two-year period, according to an analysis by the Blue Cross Blue Shield Association.

The BCBSA analysis found “a sharp increase in patients being documented as having complex conditions,” but argued there is a “clear disconnect between [medical] coding and treatment,” as there’s “no evidence of corresponding change in care delivered.”

The New York Times pointed the analysis as just the latest sign that AI is contributing to an increase in healthcare costs. While battles between hospitals and insurers over treatments and payments are nothing new, the NYT said the use of AI on both sides seems to be making it worse.

Dr. Shiv Rao, founder of AI startup Abridge, acknowledged that the use of AI could lead to “a horrible dystopic future nobody wants to live in,” with “bots fighting bots, agents fighting agents.” But Rao said it might also reduce tensions and cut costs.

And the BCBSA’s senior vice president Luke Chalker resisted characterizing the situation as a battle, claiming, “It’s not a war. It’s a completely one-sided blood bath,” with insurers on the losing side.

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