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Databricks is worth 134 billion without ever having gone public thanks to AI. And it’s not an AI company

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Databricks has closed a financing round of more than 7 billion dollars (5,000 million in capital and 2,000 million in debt) that values ​​the company at 134 billion dollars. It’s a dizzying figure for a company that the vast majority of people have never heard of. The San Francisco firm is not, technically, an AI company either. Its business is enterprise-scale data management and analysis. What Databricks does is provide the invisible infrastructure that allows other companies to store, process and extract value from enormous amounts of information. Without that, training AI models would be impossible. Why is it important. Databricks is the cover of the boom of AI. OpenAI, NVIDIA or Google grab the headlines, but it’s companies like this that build the plumbing that makes everything else possible. Its valuation is 134,000 million. Without ever having gone public. That places it even above established technology giants. It is at the level of Qualcomm or Sony. Beats Xiaomi or Adobe. And it does so with a less business model sexy but more profitable: B2B infrastructure than it leaves gross margins greater than 80%. In figures. The Databricks numbers They explain a growth that justifies the enthusiasm of its investors. Annualized revenues exceeding $5.4 billion in the fourth quarter, with 65% year-over-year growth. More than 800 clients that generate more than a million dollars annually. Positive free cash flow over the last year. Its AI product line has surpassed $1.4 billion in revenue with a net retention rate of over 140%. Between the lines. The participation of JPMorgan Chase, Goldman Sachs, Morgan Stanley, Microsoft and sovereign funds like Qatar’s in the latest round says a lot: these large investors are betting on the infrastructure, not the final application. The implicit message is something we’ve been hearing since the first few months after the ChatGPT moment: in the AI ​​race, those who sell picks and shovels can earn more than those who pan for gold. Databricks provides the platform where companies store their proprietary data and train their custom modelssomething that the public APIs of OpenAI or Anthropic cannot offer. Yes, but. Its CEO, Ali Ghodsi, has said that “now is not a good time to go public,” even though his company meets all the financial requirements to do so. The strategy is to accumulate enough cash enough to withstand any market correction like the one in 2022. And seen the vertigo it produces any headlines on capex figuresit makes sense to make a cushion for what may happen. The context. Databricks represents an important change in how the technology sector is structured. For years, traditional SaaS companies dominated the B2B landscape. Now, AI infrastructure and data platforms are achieving similar or higher valuations. The company is also expanding beyond its traditional business with products such as Lakebase, a database designed specifically for AI agents. Or with Geniea conversational assistant that allows employees to query business data using natural language. If Databricks achieves a strong IPO in an environment where technology valuations are more closely monitored than ever, it would demonstrate that markets are willing to pay very large premiums for AI infrastructure, not just flashy models. And that would change the rules of the game for dozens of similar companies operating in the shadows. In Xataka | Spain, on the verge of adding another AI unicorn: Multiverse negotiates a round to exceed 1.5 billion euros Featured image | Databricks and Xataka with Mockuuups Studio

Anthropic’s security manager leaves the company to write poetry

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In a movement more typical of “nihilistic penguin“that the head of security for one of the main protagonists in the development of AI, Mrinank Sharma, head of artificial intelligence security at Anthropic, has announced his resignation with a public letter in your X profile and he will dedicate his life to writing poetry. In his statement, Sharma not only explained why he is leaving the company that develops the models of Claudebut instead described the current state of AI development, with language that mixes alarm with personal reflection. “The world is in danger,” said the former director of Anthropic. The context: who he is and what he did at Anthropic. Mrinank Sharma headed the Safeguards Research Team from Anthropic, a research group focused on studying the risks associated with AI systems. Within Anthropic, Sharma’s work included developing defenses against risks such as AI-assisted bioterrorism and studying phenomena such as sycophancy (the tendency of AI models to user adulation), as well as investigate how AI can influence human perception and change cultural behaviors. He leaves, but leaves a message. The almost cryptic letter that Sharma published in X It quickly went viral due to the messages it contained. In it, he expressed his concerns in a tone that transcends the technical. One of the quotes that has attracted the most attention: “The world is in danger. And not only because of AI, or biological weapons, but because of a series of interconnected crises that are developing at this very moment.” Beyond the almost apocalyptic literalism, Sharma warned that humanity was approaching a critical point in which the development of AI was facing ethical dilemmas for those who develop it “our wisdom must grow at the same rate as our ability to affect the world, otherwise we will face the consequences.” Work to stay out of work. Sharma is not the only one who faces this ethical dilemma. According to sources of The Telegraphother Anthropic employees have expressed concern about the huge evolutionary leap in the latest AI models. “I feel like I come to work every day to stay out of work“one of the employees acknowledged to the British media. In a way this is true, since these employees are working on the development of a technology that, in all likelihood, change nature of his work, and that of millions of peoplea few years away. Is that good or bad? A first reading of the letter leaves the feeling that these workers are developing the weapon that will destroy humanity. However, a reading between the lines leaves Anthropic in a pioneering situation compared to its rivals from OpenAI, Microsoft or xAI: they are achieving advance at a pace which overwhelms even its developers. A sensation that does not seem to occur in the templates of other companies. Could it be that their models are not at that point of evolution? “Throughout my time here, I have seen repeatedly how difficult it is to allow our values ​​to guide our actions. We constantly face pressure to let go of what matters most,” Sharma wrote. The poetic turn. In addition to reflecting on the global risks he perceives, Sharma announced that his next professional step will be very different from the one he had until now. In his letter he mentioned his intention to devote time to what he called “the practice of courageous speech” through poetry. This change of lA for poetry has been interpreted as a sign of dissatisfaction with the pace and focus prevailing in the AI ​​technology industry. Like Sharma, in recent weeks other key figures in Anthropic’s AI development have announced their resignation. Harsh Mehta and Behnam Neyshabur They also announced a few days ago that they were leaving the company. However, in these cases, the exit announcement was made and, immediately afterwards, a new AI project was announced. That is to say, far from the ethical postulates that Sharma proposed, his intention was more along the lines of digging into his own gold mine and not that of others. In Xataka | Daniela Amodei, co-founder of Anthropic: “studying humanities will be more important than ever” Image | mrinank sharmaAnthropic

another company already has permission for a constellation of 4,000 satellites

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The United States Federal Communications Commission (FCC) has authorized Logos Space Services to deploy up to 4,178 satellites broadband in low Earth orbit. A few days ago we also discovered that Blue Origin, founded by Jeff Bezos, was getting on board the satellite internet race for corporate clients with the approval of some 5,408 satellites. Low Earth orbit begins a new period of competition in which, until now, starlink dominated. Why it matters. Starlink dominates the sector with approximately 9,600 operational satellites of the nearly 14,000 that currently orbit the Earth, according to data of the European Space Agency. The recent approval of Logos satellites begins to break the hegemony that Elon Musk’s company had until now. Just like account Satnews, the US regulator, under Brendan Carr, has taken a more agile approach to approving mega-constellations and maintaining US space leadership. Who is behind. Logos Space Services was founded in 2023 by Milo Medin, former project manager at NASA and former vice president of wireless services at Google, together with veteran Rama Akella. According to SpaceNewsthe company, based in Redwood City (California), last year closed a Series A financing round of $50 million led by US Innovative Technologies (USIT), the investment fund of businessman Thomas Tull that has also bet on companies such as Anduril or Stoke Space. The deployment plan. Just like point In the middle, the satellites will operate in seven different orbital layers, located between 870 and 925 kilometers in altitude, with inclinations ranging from 28 to 90 degrees. FCC regulations require Logos to launch and operate half of the constellation over the next seven years, completing full deployment by January 30, 2035. According to has declared Medin himself told SpaceNews, the company only needs about a quarter of the proposed satellites to serve its global customers. The goal is to have the first operational satellite in orbit by 2027. The key difference with Starlink. While Starlink focuses on offering home and consumer internet, Logos presents itself as a specialized alternative for business and government users, very similar to the proposal from Blue Origin. According to the company, the constellation will use high-frequency spectrum bands (V, E, Ka and Q/V), which allow extremely narrow beams that are difficult to intercept or block, ideal specifications for the war conflicts we currently have underway. Furthermore, just as point Satnews, the satellites will incorporate coherent optical links between them, reducing dependence on terrestrial infrastructure and creating a more resilient global network with lower latency. The target market. Logos is not looking to compete for home users, but rather to offer MPLS and Ethernet connectivity services with “fiber-like performance” for multinational companies, remote data centers or offshore naval vessels. This dual-use (civil and military) approach is what has attracted investors like USIT. “A secure and resilient communications infrastructure is a fundamental requirement for both global competitiveness and business operations,” declared Peter Tague, managing partner of USIT, in the statement announcing the FCC approval. Partial regulation. The authorization occurred on January 30, although the FCC partially granted the proposal: it approved operations in the K, Q and V bands under certain conditions, but deferred and denied parts of the requests at higher frequencies. Logos had presented its initial plans in 2024 for 3,960 satellites, later expanding the proposal to 4,178 after refining the design. And now what. The European Space Agency esteem that by 2030 there will be 100,000 satellites in orbit. SpaceX has requested The FCC recently gave permission to launch one million Starlink satellites, although the final figure is likely closer to the 7,500 approved in previous rounds. Cover image | Satellite In Xataka | We knew that there was water on Mars, but not how much. It turns out that 3.37 billion years ago an ocean covered half the planet

A third of the planet’s ships depend on a single Norwegian company. And they have chosen Alicante for their global expansion

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In the world of shipping, there is a silent giant whose technology is responsible for ensuring that a third of the world’s fleet is not lost at ocean or collided in port. This is Kongsberg, the Norwegian conglomerate controlled mostly by its State, which has turned the province of Alicante into an indispensable piece of its global chess board. Today, more than 30,000 ships they are capable of plowing the seas thanks to systems that are managed, maintained and repaired from offices located between La Vila Joiosa and the NOBO business center in the capital of Alicante. A strategic divorce to conquer the stock market. The news that has shaken the foundations of the industry this year is the segregation of the matrix. According to the company itselfKongsberg Gruppen ASA has decided to split into two independent entities to gain agility: on the one hand, the Defense and “Discovery” division (fishing and research); and on the other, Kongsberg Maritime, the jewel in the crown dedicated to navigation systems, which will begin trading separately on the Oslo Stock Exchange on April 23, 2026. This financial independence is backed by solid figures on Spanish soil. According to the newspaper The Informationthe Spanish subsidiary invoiced a total of 31.7 million euros in 2024, with a profit of more than five million. It is not surprising that Lisa Edvardsen Haugan, future CEO of the new independent company, claim that they are “unitarily positioned for value creation in the global maritime sector.” Why Alicante and not Vigo or Algeciras? The story of how a Nordic power ended up installing its nerve center in the province of Alicante has a component that is as human as it is strategic. In 1995, the company was looking for a headquarters in Spain. Although ports like Vigo or Barcelona seemed logical options, the executive in charge of the expansion opted for the coast of Alicante. The reason was the existence of a historical and consolidated colony of Norwegians in municipalities such as La Vila Joiosa or Altea. However, what began as a small delegation for the fishing sector—under the name Simrad Spain— has mutated into something much more ambitious. After the purchase of the maritime division of Rolls-Royce, the structure became too small. Today, the move of Kongsberg Maritime to the NOBO business center in the capital of Alicante responds to a need to attract talent. Miguel Ángel González, general director in Spain, points out that this change seeks to increase the attractiveness of the firm to retain engineers and software developers, in addition to reducing emissions due to staff travel by 30%. The brain of the autonomous boat. Alicante is not a simple administrative office; It is one of the only three resource hubs that the group has on the planet, along with Poland and Norway itself, capable of serving ships around the world thanks to its strategic position between the Atlantic and the Mediterranean. As explained by the company itselfnaval autonomy is not new — they have been developing Dynamic Positioning Systems (DPS) for 40 years that allow a ship to remain stationary at an exact point in the ocean without using anchors — but now the technology has reached a “critical mass.” Yara Birkeland: The world now look in amazement to the world’s first fully electric, autonomous and zero-emission container ship, developed by Kongsberg together with YARA. Reach Remote: This is a series of unmanned surface vessels (USV) that are controlled from a remote center. According to senior designer Erik Leendersthis allows a single captain to control several ships at once from dry land. The “Jewel in the Crown”: The DPS system is what allows that Sasemar (Maritime Rescue) oil platforms or rescue ships operate with extreme safety on the high seas. The horizon. The future of navigation involves electric motors that generate your own energy with the rotation of the propellers. To manage this complex flow of data, the firm Kognifai has launchedan Artificial Intelligence platform that optimizes ship operations. Although the technology is ready, the company’s technical report warns that the biggest current challenge is not engineering, but legislation. As the firm warnswe are in “uncharted territory” and the IMO still needs to define the rules for these ships without humans. What was born in 1995 as a fishing office in La Vila has become in 2026 the command post from which Norway and Alicante dictate the rules of the future of global trade by sea. Image | Kongsberg Xataka | The ships of the oil “ghost fleet” turn off their GPS to avoid being detected. Malaysia is going to hunt them with drones

the new promise that a Singapore company proves

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There are short journeys that, even today, continue to depend on slow ships or air infrastructure that does not always make sense. In that middle space, a Singapore-based company has started to test a different alternative: a vehicle capable of moving at high speed without completely taking off from the water and without needing an airport. This is not an experimental concept, but rather an industrial program with a calendar, partners and routes being studied for 2026. What type of vehicle is it exactly? The proposal is specified in the AirFish Voyagera device developed by the Singaporean company ST Engineering AirX that does not quite fit into either the boat or airplane categories. It is a type vehicle wing-in-ground (WIG) that moves just a few meters above the surface thanks to the so-called ground effect, an aerodynamic phenomenon that compresses the air between the wing and the water, generating additional lift and reducing resistance. This principle promises to reach speeds of around 185km/h, and reduce resistance compared to conventional maritime options. The project advances. The public presentation took place at Singapore Airshow. According to the company, the vehicle is in the process of classification with Bureau Veritas since 2024, an international classification and certification society that must validate its safety before any regular operation, and whose resolution is expected in mid-2026. In parallel, the company has closed agreements with maritime transport operators to start services from the second half of that same year, always conditional on regulatory approvals. The first specific route on the map. The most immediate agreement places the operational debut on the route between Singapore and Batam, in Indonesia, where the operator BatamFast plans to use a unit of the AirFish Voyager. ST Engineering places this start in the second half of 2026. It is estimated that the vehicle could complete this journey in around 25 minutes thanks to speeds, well above the usual times of conventional ferries. If this schedule is confirmed, the connection would become the first commercial route in the world operated with WIG technology. The next deployment front is in India, where the operator Wings Over Water Ferries has announced its intention to lease and commission up to four units of the AirFish Voyager from the end of 2026. The initial strategy targets coastal states with strong tourism and regional transport demand, including Andaman and Nicobar, Lakshadweep, Maharashtra, Gujarat, Goa, Andhra Pradesh and Tamil Nadu. In addition to the operation, the agreement contemplates exploring local assembly, manufacturing, training and maintenance capabilities, in line with the industrial initiatives promoted by the program. Make in India. The regulatory and technical barrier. Beyond speed or agreements with operators, the determining factor continues to be the certification framework. The company proposes that the AirFish Voyager be governed by maritime standards, a decision that would reduce infrastructure requirements and facilitate its integration into existing coastal routes using conventional port facilities. However, as we say, you still need to complete your certification process, an essential step to start providing any commercial service. Images | ST Engineering AirX In Xataka | The Strait of Malacca is not enough: China’s new obsession is to prevent the US from confiscating its ships

It is a parks company that also makes movies

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The Walt Disney Company just announced that Josh D’Amaro, 54, will assume the position of CEO on March 18, thus closing almost three years of speculation about who would succeed Robert A. Iger. The board of directors voted unanimously in his favor, appointing the 28-year veteran to the company he currently leads. Disney Experiencesthe division that generated 36 billion dollars during fiscal year 2025 and contributes approximately 60% of corporate profits. The experience. D’Amaro comes to the position with deep experience in the physical operation of the Disney business (logistics, hotel management, multimodal transportation systems, customer satisfaction) but without significant experience in the film or television production that has historically defined the company. It is a commitment to profitability over glamour. Since 1998. D’Amaro’s career at Disney began in 1998 in Disneyland Resort. For more than a quarter of a century, he rose through various positions: CFO of consumer product licensing, overseer of the most ambitious expansion in the history of Disney’s Animal Kingdom (which included the attraction Pandora – The World of Avatar), president of Disneyland Resort in California and, finally, president of Walt Disney World in Florida, where he coordinated 75,000 employees. The Chapek stage. When Bob Chapek was promoted to CEO in 2020D’Amaro assumed his position at the helm of what was then called Disney Parks, Experiences and Products. The division, renamed Disney Experiencesjust reported quarterly revenue exceeding $10 billion for the first time in the company’s century-old history. With 185,000 employees worldwide, it operates twelve theme parks, 57 resort hotels, an expanding fleet of cruise ships and the consumer products business, including video games. Bet on experience. Disney Experiences generated 71% of the company’s operating income during the fiscal first quarter of 2026, despite representing only 38% of total revenue. While streaming barely broke even in 2024 after years of multibillion-dollar losses, theme parks maintained solid margins even during the pandemic. In 2023, Disney announced a plan to invest 60 billion dollars in a decade to expand this division. Turn towards the experiential. This shift responds to broader transformations in cultural consumption, not just at Disney. He theme park tourism grew at a compound annual rate of 9.2% between 2020 and 2024, driven by a generational preference for experiences over material possessions, something we have already talked about with the live entertainment boom. A theme park offers something that streaming can’t replicate, and Disney knows it. What’s up with Dana Walden. The other candidate for the CEO chair has been named president and creative director, becoming the first executive to hold this position in Disney’s 103-year history. The position unifies the company’s creative strategy under one leadership. From ABC and ESPN to Disney+ and Hulu, everything falls under Walden’s mandate, who will report directly to D’Amaro. With more than three decades in the television industry, Walden spent 25 years at 21st Century Fox, where as CEO of Fox Television Group he transformed the network into a ratings leader. Under his supervision, series such as ’24’, ‘Glee’, ‘Modern Family’, ‘This Is Us’, ‘Homeland’ were produced… When Disney acquired Fox in 2019Walden became head of Disney Television Studios and later, co-president of Disney Entertainment. The teams under his direction have accumulated more than 1,200 awards, including 400 Emmys, and recent series such as ‘The Bear’, ‘Shōgun’ or ‘Only Murders in the Building’ have consolidated Disney’s prestige on television. Immediate challenges. D’Amaro will need to quickly articulate a strategic vision that balances continued investment in parks (where his expertise lies) with strengthening the entertainment business. Streaming, although now profitable, shows some stagnation. And then there is the precedent of Bob Chapekalso hailing from the parks division, who lasted just two years before being ousted amid public conflicts with Iger. This time the consensus has been greater, but… is it what Disney needs? Header | Disney – Matt H. Wade In Xataka | Disney Adults: how the parks are filling up with childless adults who leave their salaries in nostalgia

It is the key step in the “rebirth” of a company on the tightrope

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The United States is immersed in the war for technological independence. They aim to be sovereign and produce most of the key components of their technology, but they remain so dependent on the rare earth from china like from Taiwan for advanced chips. At the same time, the strongest Taiwanese company, is planting its flag on North American lands with TSMC. In this scenario, Intel has become the great hope of the American foundry. And they just announced that their Intel 18A plan is ready for action. Self-imposed goal. Intel has been going through the deepest crisis in its history for years. Unlike NVIDIA, Qualcomm or AMD, which design chips but are manufactured by others –TSMC mostly-, Intel designs and manufactures semiconductors (although it also outsources part of its production). It is, as it is known in the industry, a foundry, and after being devastated in the mid-2000s, they have seen how his rivals ate his toast. Both in semiconductor production and in their design and in the market. For this reason, in 2021 they set a goal: to develop five nodes in four years. This strategy, baptized as 5N4Ywas a move to restore the company’s position at the forefront of semiconductor manufacturing. In between, they have acquired ASML’s latest generation machines, they have positioned themselves as the local foundry for the US to achieve technological sovereignty… and they have needed an unprecedented injection of money from the US government. Intel 18A. But well, the plans seem to be coming out and, if in September 2024 Ben Sell, vice president of technology development at Intel, commented that Large-scale production of node 18A would begin in 2025now it is the company that has declared that they are ready to start mass manufacturing products based on that technology. The result is two processors with a very different approach. Panther Lake – It is the architecture of the Intel Core Ultra Series 3the first System on Chip from the American company created with this photolithography. They are chips created in a smaller size, which allows for greater density (30% according to Intel) and 15% greater performance per watt. It is focused on mobile devices and integrates both CPU and GPU. Clearwater Forest – It is the other current leg of Intel 18A, a processor for data centers hyperscale, cloud computing and AI training. It will be the heart of the Xeon 6+ processors and shares those characteristics of higher density, more performance and lower consumption. Technological avant-garde. Things seem to be starting to go well at Intel and the interesting thing is not that they are already preparing for large-scale manufacturing of these processors, but rather the technologies which, for the first time in a long time, will allow Intel to be at the forefront in its sector. RibbonFET – It is Intel’s first new architecture in more than a decade and is what allows improved performance per watt compared to the previous node used by Intel. It is an improvement over the Classic FinFETs. PowerVia – It is the true revolution: it is an architecture that separates the power supply from the processor lines to deliver it through the rear. Power flow is improved and delivery is optimized, allowing better power flow that increases the processor clock frequency while consuming less power. American foundry. This last technology is a pioneer in the sector and, in fact, it is expected that its main competitor, TSMC, will not have a response until the end of 2026 and Samsung its GAA in 2027. And that is precisely what is positioning Intel as a good option for the big technology whales. Because there is no point in having technology if you don’t attract attention, and here Intel has an advantage. Fab 52, the Intel plant in Arizona where these new chips are manufactured On the one hand, and obviously, technology. But on the other hand, and just as important, being an American manufacturing in the United States, with what this implies when it comes to get government favors. I know point that NVIDIA and Apple are in conversations with Intel to have a certain range of their GPUs and SoCs manufactured by them instead of TSMC. Because that commercial success is the last frontier and attracting whales is what will mark Intel’s destiny in a war that is no longer just about having the best technology, but also about where you manufacture it. Images | Intel In Xataka | The world’s technology industry practically depends on a single road: the one that leads to the Spruce Prine mine

Taking an important call in a traffic jam is the order of the day. In 1990, a company in Barcelona already offered this service

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Nowadays, as soon as we have some down time, we turn to our mobile: either to scroll infinitely on Instagram or to catch up on email. Although what defined the basis of today’s smartphones was the first iPhone in 2007, the professional point began before, with the blackberry 5810 and your email in 2002 or we can even go back to Nokia 9000 ’96, which introduced the keyboard and its business approach. The late 90s were the beginning of turning the mobile phone into an everyday object. I’m driving and I need a call now. Of course, back in the 90s, carrying a cell phone in the car and answering a work call was unthinkable. Or not, because someone thought of it an exclusive telephone service for drivers in Barcelona pre-Olympic Games. The target audience was those people who were so busy that they could not afford to be disconnected while traveling through the congested business areas of the city. The operation. As they narrate on the Catalan regional television 3Cat, if in the middle of a traffic jam you were lucky enough to find one of those people in white overalls on a scooter, with a fanny pack and the phone stuffed in a shoulder bag, you could ask them. A uniform as characteristic as the backpacks of today’s delivery drivers, but much less common: at that time there were only five workers moving through the busiest traffic points in Barcelona, ​​although they wanted to increase it to 25. If you are standing, they leave you the headset. And if you move, they lend you the device and follow you until you complete the call. The price of the service was 25 pesetas and the minimum call price is 300 pesetas. Because? To begin with, because in 1990 if you wanted to call on the street what there was were booths and analog technology, in Spain specifically MoviLine: the first mobile operator to deploy the original 1G network, owned by Telefónica. And if we talk about devices, the mythical Motorola MicroTAC It was a status symbol for executives. A symbol measuring 23 centimeters and weighing 350 grams. Yes, there were some mobile phones, but they were heavy, with very long antennas and batteries that barely lasted a couple of hours in conversation. On the other hand, having a phone installed in the car was expensive and niche. But the business was not just the telephone, but mobility and time. As businessman Josep Marí says, his idea was “to create the need to find a mobile phone to be able to call to work, home or wherever.” Ahead of his time. This “Automatic Mobile Telephony” service was ahead of its time in that it had a vision of a future need, but faced a market that was not yet ready. As the 90s progressed, telephone technology became more refined and democratized. 1995 brought GSM to the Spanish state on the one hand and, on the other, the liberalization of the telecommunications market, which inaugurated airtel. The operators began to directly control distribution and technical service with franchises and distributors, leaving little room for local independent companies. Scooters before the scooter craze. And if the service itself is surprising, so is the means of transportation: a scooter with a gasoline engine, more specifically the Sport model. of the Go-Ped brand, but quite similar in design and concept to the electric ones that swarm our streets today. His virtue was exactly the same: moving quickly and agilely through the density of Barcelona’s traffic to be able to get in front of the client. In Xataka | This glorious imaginary version of the Galaxy Fold from the 90s is one of those gems that can only be found on the internet In Xataka | A story of pioneers: they already flirted, argued and liked on the party lines of the 90s Cover | 3Cat via Marc Vidal edited with Gemini

Who is Oesía, the Spanish technology company that has become the new major defense contractor

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Unless you closely follow the defense sector in Spain, surely the name Oesía will not sound too familiar to you. A few days ago, the company it was news because it will be in charge of providing “eyes” to the Pizarro infantry combat vehicles, and it is not the only defense contract it has recently won. What is Oesia?. It is a business group financed 100% with Spanish private capital, chaired by the Catalan businessman Luis Furnells, who in turn is the main shareholder. The company has taken an important turn in the last decade and has gone from offering consulting and digital transformation services to focusing on solutions and services for the defense sector through its different brands: Oesia Networks: is the original arm of the company dedicated to digital consulting and hyperautomation processes. Tecnobit: the jewel in the crown. It is the reference brand in optronics (infrared and night vision), tactical communications and simulation. Cipherbit: Oesía boasts that it is the first cybersecurity and secure communications brand certified by NATO. UAV Navigation: specialized in guidance, navigation and control systems for unmanned vehicles. Inster: focused on satellite communications on the move (SOTM) in land, naval and air environments. Who is Luis Furnells. He is a Catalan businessman and manager who has dedicated himself mainly to the technology sector. He has been in charge of the Oesía Group since 2012 and, since 2014, also of its subsidiary Tecnobit. On your resume We find companies such as BBVA, La Caixa and Telefónica, in which he served as Chief Information Officer. He also founded the consulting firm LUCARit, which was later integrated into Oesía. One of his recent objectives at the head of the group, embodied in the 2023-2025 strategic planwas precisely to consolidate its position as a reference company in the field of defense. And he is achieving it. Why it is important. Oesía, specifically its subsidiary Tecnobit, has been chosen by Santa Bárbara Sistemas to modernize the fleet of Pizarro combat vehicles. Tecnobit has also been selected for produce key components for the PAC 3 missileof Lockheed Martinone of the more advanced missile defense systems. Oesía will manufacture specialized wiring and harnesses, positioning itself as an important player not only in national territory, but in international defense programs. Oesía is not alone. The company is not alone in its entry into the defense sector. As they point out in Digital Economyone of the most important contracts they have signed with their subsidiary Cipherbit, was achieved through an alliance with Epicom, a company dedicated to the design of cryptographic and key solutions in National Security. Oesía owns 30% of Epicomanother 30% Indra and the remaining 40% belongs to the State Society of Industrial Participations (SEPI). cifras. He Rearmament report from the National Security Observatory includes the contract won as a result of the alliance between Cipherbit and Epicom, which is placed in 11th position with an amount of 167 million euros. Another Oesía contract of more than 25 million euros also appears in the same report. In the case of the contract with Santa Bárbara Sistemas to modernize the Pizarro tanks, we are talking about 264 million euros. According to Economía Digital, the awards to Oesía are of at least 192 million euros, almost what the company invoiced in 2024. Image | Army, Oesía In Xataka | A space war looms over our heads and Europe is the power that invests the least in defense technology

Moeve has a turnover of 1.8 billion euros. The Prosecutor’s Office asks to dissolve the company because, they claim, they did not pay 7.7 million in taxes

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Now Cepsa is Moeve. And now it is Moeve who has to fight against an accusation from the Public Prosecutor’s Office for fraud in the payment of taxes. The court case has been dragging on since 2022 but has its origins almost a decade ago. Now, the Prosecutor’s Office is asking for 28 years in prison for its board, targeting three senior officials of the Canary Islands Tax Agency and, in addition, the dissolution of the company. What has happened? In short, the Prosecutor’s Office accuses Moeve of tax fraud in the Canary Islands. According to their investigations, the company would have stopped paying 7.7 million euros to the Treasury by passing off diesel fuel as fuel oil when paying taxes between 2016 and 2021. The change is substantial because the tax rate on fuel oil (€0.56/tonne) is much lower than that on diesel (€222/1,000 liters). They stand out in Motorpassion that diesel has a tax 400 times higher than the change of units and, from there, would come the 7.7 million euros that the company would have omitted when presenting its taxes. What does the Prosecutor’s Office ask for? The Prosecutor’s request is harsh: That criminal proceedings be opened against the company The dissolution of the company Fine of 13 million euros for the company 28 years in prison and more than 25 million euros in fines for the board Two-year disqualification for three senior officials of the Canary Islands Tax Agency How did the events happen? As described in Fuerteventura Diarythe Prosecutor’s Office maintains that between January 2016 and October 2021, the then Cepsa, through its subsidiary Petróleo de Canarias (Petrocan), settled the taxes by passing off diesel fuel as fuel oil with “a clear intention of defrauding” the regional Public Treasury. According to their calculations, the company would have stopped paying the following amounts: 2016: 781,295 euros 2017: 404,134 euros 2018: 1.4 million euros 2019: 2.3 million euros 2020: 1.6 million euros 2021: 1.2 million euros In all that time, the Prosecutor’s Office accuses the Canary Islands Tax Agency of ignoring the complaints that came to it from the oil company. And the company IR Maxoinversiones, which manages various local gas stations, already reported the events in 2019, repeated it, expanding the complaint in 2020, and some time later filed a third complaint. The officials indicated by the Prosecutor’s Office, however, did not file any measures to investigate the events. What does Moeve say? Company sources point to Xataka that “the case is appealed. We reject the accusation and we hope that the actions of justice confirm the correct application of the taxation carried out by Moeve to the product called Diesel Oil, for industrial use and not linked to the activity of service stations.” They explain that Diesel Oil is a much heavier product than the diesel that we can consume for the car, so its use can only be industrial to start a machine or power a heater. That is, the usual use given to fuel oil. Thus, they point out that their taxation has always adjusted to what the Treasury has demanded at all times and that they are not trying to pass the product off as what it is not in their accounts. Disproportionate? Although the Prosecutor’s accusations are on the table and they say they can support them with data, it remains to be seen what the resolution of the case is. The claims refer to an alleged evasion of 7.7 million euros over six years, a very small figure for a company that only in the first nine months of the year 2025 (latest data published) earned 472 million euros in net profits and invoiced more than 1.8 billion euros in 2024. Therefore, beyond proving that Moeve did not pay the taxes due, it will have to be demonstrated that this omission was made with the intention of enriching himself and not because of a mistake when filing taxes, an element that seems essential for a judge to order the dissolution of the company. a company with more than 11,000 employees. Photo | moeve In Xataka | There is a hidden war to sell us the cheapest possible gasoline. One that Ballenoil and Plenergy already dominate

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