AI Research
What happens when a high-tech project fails?
Technology Reporter
“It was going great until it fell apart.” Richard Varvill recalls the emotional shock that hits home when a high-tech venture goes off the rails.
The former chief technology officer speaks ruefully about his long career trying to bring a revolutionary aerospace engine to fruition at UK firm Reaction Engines.
The origins of Reaction Engines go back to the Hotol project in the 1980s. This was a futuristic space plane that caught the public imagination with the prospect of a British aircraft flying beyond the atmosphere.
The secret sauce of Hotol was heat exchanger technology, an attempt to cool the super-heated 1,000C air that enters an engine at hypersonic speeds.
Without cooling this will melt aluminium, and is, Mr Varvill says, “literally too hot to handle”.
Fast forward three decades to October 2024 and Reaction Engines was bringing the heat exchanger to life at sites in the UK and US.
UK Ministry of Defence funding took the company into hypersonic research with Rolls-Royce for an unmanned aircraft. But that was not enough to keep the business afloat.
Rolls-Royce declines to go into details about Reaction’s collapse, but Mr Varvill is more specific.
“Rolls-Royce said it had other priorities and the UK military has very little money.”
Aviation is a business with a very long gestation time for a product. It can take 20 years to develop an aircraft. This unforgiving journey is known as crossing the Valley of Death.
Mr Varvill knew the business had to raise more funds towards the end of 2024 but big investors were reluctant to jump on board.
“The game was being played right to the very end, but to cross the Valley of Death in aerospace is very hard.”
What was the atmosphere like in those last days as the administrators moved in?
“It was pretty grim, we were all called into the lecture theatre and the managing director gave a speech about how the board ‘had tried everything’. Then came the unpleasant experience of handing over passes and getting personal items. It was definitely a bad day at the office.”
This bad day was too much for some. “A few people were in tears. A lot of them were shocked and upset because they’d hoped we could pull it off right up to the end.”
It was galling for Mr Varvill “because we were turning it around with an improved engine. Just as we were getting close to succeeding we failed. That’s a uniquely British characteristic.”
Did they follow the traditional path after a mass lay-off and head to the nearest pub? “We had a very large party at my house. Otherwise it would have been pretty awful to have put all that effort into the company and not mark it in some way.”
His former colleague Kathryn Evans headed up the space effort, the work around hypersonic flight for the Ministry of Defence and opportunities to apply the technology in any other commercial areas.
When did she know the game was up? “It’s tricky to say when I knew it was going wrong, I was very hopeful to the end. While there was a lot of uncertainty there was a strong pipeline of opportunities.”
She remembers the moment the axe fell and she joined 200 colleagues in the HQ’s auditorium.
“It was the 31st of October, a Thursday, I knew it was bad news but when you’re made redundant with immediate effect there’s no time to think about it. We’d all been fighting right to the end so then my adrenalin crashed.”
And those final hours were recorded. One of her colleagues brought in a Polaroid camera. Portrait photos were taken and stuck on a board with message expressing what Reaction Engines meant to individuals.
What did Ms Evans write? “I will very much miss working with brilliant minds in a kind, supportive culture.”
Since then she’s been reflecting “on an unfinished mission and the technology’s potential”.
But her personal pride remains strong. “It was British engineering at its best and it’s important for people to hold their heads up high.”
Her boss Adam Dissel, president of Reaction Engines, ran the US arm of the business. He laments the unsuccessful struggle to wrest more funds from big names in aerospace.
“The technology consistently worked and was fairly mature. But some of our strategic investors weren’t excited enough to put more money in and that put others off.”
The main investors were Boeing, BAE Systems and Roll-Royce. He feels they could have done more to give the wider investment community confidence in Reaction Engines.
It would have avoided a lot of pain.
“My team had put heart and soul into the company and we had a good cry. “
Did they really shed tears? “Absolutely, I had my tears at our final meeting where we joined hands and stood up. I said ‘We still did great, take a bow.”
What lessons can we draw for other high-tech ventures? “You definitely have no choice but to be optimistic,” says Mr Dissel.
The grim procedure of winding down the business took over as passwords and laptops were collected while servers were backed up in case “some future incarnation of the business can be preserved”.
The company had been going in various guises for 35 years. “We didn’t want it to go to rust. I expect the administrator will look for a buyer for the intellectual property assets,” Mr Dissel adds.
Other former employees also hold out for a phoenix rising from the ashes. But the Valley of Death looms large.
“Reaction Engines was playing at the very edge of what was possible. We were working for the fastest engines and highest temperatures. We bit off the hard job,” says Mr Dissel.
Despite all this Mr Varvill’s own epitaph for the business overshadows technological milestones. “We failed because we ran out of money.”
AI Research
Joint UT, Yale research develops AI tool for heart analysis – The Daily Texan
A study published on June 23 in collaboration with UT and Yale researchers developed an artificial intelligence tool capable of performing and analyzing the heart using echocardiography.
The app, PanEcho, can analyze echocardiograms, or pictures of the heart, using ultrasounds. The tool was developed and trained on nearly one million echocardiographic videos. It can perform 39 echocardiographic tasks and accurately detect conditions such as systolic dysfunction and severe aortic stenosis.
“Our teammates helped identify a total of 39 key measurements and labels that are part of a complete echocardiographic report — basically what a cardiologist would be expected to report on when they’re interpreting an exam,” said Gregory Holste, an author of the study and a doctoral candidate in the Department of Electrical and Computer Engineering. “We train the model to predict those 39 labels. Once that model is trained, you need to evaluate how it performs across those 39 tasks, and we do that through this robust multi site validation.”
Holste said out of the functions PanEcho has, one of the most impressive is its ability to measure left ventricular ejection fraction, or the proportion of blood the left ventricle of the heart pumps out, far more accurately than human experts. Additionally, Holste said PanEcho can analyze the heart as a whole, while humans are limited to looking at the heart from one view at a time.
“What is most unique about PanEcho is that it can do this by synthesizing information across all available views, not just curated single ones,” Holste said. “PanEcho integrates information from the entire exam — from multiple views of the heart to make a more informed, holistic decision about measurements like ejection fraction.”
PanEcho is available for open-source use to allow researchers to use and experiment with the tool for future studies. Holste said the team has already received emails from people trying to “fine-tune” the application for different uses.
“We know that other researchers are working on adapting PanEcho to work on pediatric scans, and this is not something that PanEcho was trained to do out of the box,” Holste said. “But, because it has seen so much data, it can fine-tune and adapt to that domain very quickly. (There are) very exciting possibilities for future research.”
AI Research
Google launches AI tools for mental health research and treatment
Google announced two new artificial intelligence initiatives on July 7, 2025, designed to support mental health organizations in scaling evidence-based interventions and advancing research into anxiety, depression, and psychosis treatments.
The first initiative involves a comprehensive field guide developed in partnership with Grand Challenges Canada and McKinsey Health Institute. According to the announcement from Dr. Megan Jones Bell, Clinical Director for Consumer and Mental Health at Google, “This guide offers foundational concepts, use cases and considerations for using AI responsibly in mental health treatment, including for enhancing clinician training, personalizing support, streamlining workflows and improving data collection.”
The field guide addresses the global shortage of mental health providers, particularly in low- and middle-income countries. According to analysis from the McKinsey Health Institute cited in the document, “closing this gap could result in more years of life for people around the world, as well as significant economic gains.”
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Summary
Who: Google for Health, Google DeepMind, Grand Challenges Canada, McKinsey Health Institute, and Wellcome Trust, targeting mental health organizations and task-sharing programs globally.
What: Two AI initiatives including a practical field guide for scaling mental health interventions and a multi-year research investment for developing new treatments for anxiety, depression, and psychosis.
When: Announced July 7, 2025, with ongoing development and research partnerships extending multiple years.
Where: Global implementation with focus on low- and middle-income countries where mental health provider shortages are most acute.
Why: Address the global shortage of mental health providers and democratize access to quality, evidence-based mental health support through AI-powered scaling solutions and advanced research.
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The 73-page guide outlines nine specific AI use cases for mental health task-sharing programs, including applicant screening tools, adaptive training interfaces, real-time guidance companions, and provider-client matching systems. These tools aim to address challenges such as supervisor shortages, inconsistent feedback, and protocol drift that limit the effectiveness of current mental health programs.
Task-sharing models allow trained non-mental health professionals to deliver evidence-based mental health services, expanding access in underserved communities. The guide demonstrates how AI can standardize training, reduce administrative burdens, and maintain quality while scaling these programs.
According to the field guide documentation, “By standardizing training and avoiding the need for a human to be involved at every phase of the process, AI can help mental health task-sharing programs effectively scale evidence-based interventions throughout communities, maintaining a high standard of psychological support.”
The second initiative represents a multi-year investment from Google for Health and Google DeepMind in partnership with Wellcome Trust. The funding, which includes research grant funding from the Wellcome Trust, will support research projects developing more precise, objective, and personalized measurement methods for anxiety, depression, and psychosis conditions.
The research partnership aims to explore new therapeutic interventions, potentially including novel medications. This represents an expansion beyond current AI applications into fundamental research for mental health treatment development.
The field guide acknowledges that “the application of AI in task-sharing models is new and only a few pilots have been conducted.” Many of the outlined use cases remain theoretical and require real-world validation across different cultural contexts and healthcare systems.
For the marketing community, these developments signal growing regulatory attention to AI applications in healthcare advertising. Recent California guidance on AI healthcare supervision and Google’s new certification requirements for pharmaceutical advertising demonstrate increased scrutiny of AI-powered health technologies.
The field guide emphasizes the importance of regulatory compliance for AI mental health tools. Several proposed use cases, including triage facilitators and provider-client matching systems, could face classification as medical devices requiring regulatory oversight from authorities like the FDA or EU Medical Device Regulation.
Organizations considering these AI tools must evaluate technical infrastructure requirements, including cloud versus edge computing approaches, data privacy compliance, and integration with existing healthcare systems. The guide recommends starting with pilot programs and establishing governance committees before full-scale implementation.
Technical implementation challenges include model selection between proprietary and open-source systems, data preparation costs ranging from $10,000 to $90,000, and ongoing maintenance expenses of 10 to 30 percent of initial development costs annually.
The initiatives build on growing evidence that task-sharing approaches can improve clinical outcomes while reducing costs. Research cited in the guide shows that mental health task-sharing programs are cost-effective and can increase the number of people treated while reducing mental health symptoms, particularly in low-resource settings.
Real-world implementations highlighted in the guide include The Trevor Project’s AI-powered crisis counselor training bot, which trained more than 1,000 crisis counselors in approximately one year, and Partnership to End Addiction’s embedded AI simulations for peer coach training.
These organizations report improved training efficiency and enhanced quality of coach conversations through AI implementation, suggesting practical benefits for established mental health programs.
The field guide warns that successful AI adoption requires comprehensive planning across technical, ethical, governance, and sustainability dimensions. Organizations must establish clear policies for responsible AI use, conduct risk assessments, and maintain human oversight throughout implementation.
According to the World Health Organization principles referenced in the guide, responsible AI in healthcare must protect autonomy, promote human well-being, ensure transparency, foster responsibility and accountability, ensure inclusiveness, and promote responsive and sustainable development.
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Timeline
- July 7, 2025: Google announces two AI initiatives for mental health research and treatment
- January 2025: California issues guidance requiring physician supervision of healthcare AI systems
- May 2024: FDA reports 981 AI and machine learning software devices authorized for medical use
- Development ongoing: Field guide created through 10+ discovery interviews, expert summit with 20+ specialists, 5+ real-life case studies, and review of 100+ peer-reviewed articles
AI Research
New Research Shows Language Choice Alone Can Guide AI Output Toward Eastern or Western Cultural Outlooks
A new study shows that the language used to prompt AI chatbots can steer them toward different cultural mindsets, even when the question stays the same. Researchers at MIT and Tongji University found that large language models like OpenAI’s GPT and China’s ERNIE change their tone and reasoning depending on whether they’re responding in English or Chinese.
The results indicate that these systems translate language while also reflecting cultural patterns. These patterns appear in how the models provide advice, interpret logic, and handle questions related to social behavior.
Same Question, Different Outlook
The team tested both GPT and ERNIE by running identical tasks in English and Chinese. Across dozens of prompts, they found that when GPT answered in Chinese, it leaned more toward community-driven values and context-based reasoning. In English, its responses tilted toward individualism and sharper logic.
Take social orientation, for instance. In Chinese, GPT was more likely to favor group loyalty and shared goals. In English, it shifted toward personal independence and self-expression. These patterns matched well-documented cultural divides between East and West.
When it came to reasoning, the shift continued. The Chinese version of GPT gave answers that accounted for context, uncertainty, and change over time. It also offered more flexible interpretations, often responding with ranges or multiple options instead of just one answer. In contrast, the English version stuck to direct logic and clearly defined outcomes.
No Nudging Needed
What’s striking is that these shifts occurred without any cultural instructions. The researchers didn’t tell the models to act more “Western” or “Eastern.” They simply changed the input language. That alone was enough to flip the models’ behavior, almost like switching glasses and seeing the world in a new shade.
To check how strong this effect was, the researchers repeated each task more than 100 times. They tweaked prompt formats, varied the examples, and even changed gender pronouns. No matter what they adjusted, the cultural patterns held steady.
Real-World Impact
The study didn’t stop at lab tests. In a separate exercise, GPT was asked to choose between two ad slogans, one that stressed personal benefit, another that highlighted family values. When the prompt came in Chinese, GPT picked the group-centered slogan most of the time. In English, it leaned toward the one focused on the individual.
This might sound small, but it shows how language choice can guide the model’s output in ways that ripple into marketing, decision-making, and even education. People using AI tools in one language may get very different advice than someone asking the same question in another.
Can You Steer It?
The researchers also tested a workaround. They added cultural prompts, telling GPT to imagine itself as a person raised in a specific country. That small nudge helped the model shift its tone, even in English, suggesting that cultural context can be dialed up or down depending on how the prompt is framed.
Why It Matters
The findings concern how language affects the way AI models present information. Differences in response patterns suggest that the input language influences how content is structured and interpreted. As AI tools become more integrated into routine tasks and decision-making processes, language-based variations in output may influence user choices over time.
Notes: This post was edited/created using GenAI tools. Image: DIW-Aigen.
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