money

“Now there is money everywhere and if you have a quality company, you will have a lot of funds waiting”

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Like scouts for football or basketball clubs, investment funds and large companies use a figure with the same purpose. They are the ‘scouts’ or startup scouts. Their mission: to find promising companies when they have not yet been discovered, to be the first or among the first to invest or collaborate with them. In silver, arrive before anyone else. “These ‘scout’ programs become popular during approximately 2021-2022, in the midst of valuation hysteria for technology companies. It is a time of prosperity for the funds, which begin to see that the companies’ income multiples begin to grow very quickly,” says Kintxo Cortés, referring to the fact that the investment enthusiasm resulted in the companies’ income having to be multiplied each time by a higher number (x4, then x6, then x11…) to arrive at your assessment. For reference, the current 5 trillion dollars of capitalization of Nvidia are equivalent to multiplying its annual income by 20. In the case of Alphabet, Google’s parent company, the figure would come from multiplying turnover by 11 and in that of Apple, by 10. “In venture capital what is happening is that money is a commodity. There are very good funds, so it is not only a race to see who finds the company that grows the best but also who enters a promising company the earliest,” explains Cortés, who has been a scout for four years. He currently collaborates with the Accel and Samaipata funds, in addition to working at the connectivity company Gigs. “Now there is money everywhere and if you are an entrepreneur and have a quality company, you will have a lot of funds that will want to put money into you.” In an environment like the one Cortés draws, investment funds can only be differentiated in two ways. One of them is with its team of professionals, capable of adequately supporting the startup. The other is with speed. Whoever gets to the entrepreneur first has an advantage when it comes to investing. So the funds have diversified their search for projects with potential. The objective is to enter capital very soon, even with a small position. And this is where the scouting activity unfolds. They are specialists and know the entrepreneurship ecosystem inside out in certain areas or niches. They allow the funds to gain capillarity that they do not have with their staff alone. This way they have access to a greater number of companies and can glimpse promising teams operating in interesting sectors as soon as possible. Although this scout profile is not the only one that scans the landscape in search of attractive startups. Gema García González, director of Open Innovation and Coporte Venturing at Repsol, is in charge of a team of ten people dedicated to reinforcing the company’s technological development with external resources. “We try to be flexible, we work with other research centers, with other corporations and, of course, with startups. The entrepreneurial ecosystem has many pieces, it has grown a lot in recent years and can contribute a lot to us in developments that we want to accelerate,” he explains. In this case the scouts are on staff. Thus, the company has invested in more than 35 startups and today works with 21 companies, detected by its analyst service. “We do not invest in what any investment fund can invest in, we invest in something that can be strategic for the company, in startups with which we want to collaborate,” says García González. Repsol scouts, working within the framework of its R&D center, Tech Lab, comb the entrepreneurial ecosystem in search of circular economy, energy optimization or renewable hydrogen projects. “My team has to dedicate part of its time to being very connected to the ecosystem. It needs to have a good network of contacts with other corporations, with other investment funds, go to conferences and startup events and see which platforms are the best to launch technological challenges,” explains García González. He clarifies that one of the formulas for finding interesting projects is the launch of contests and challenges that reward the best solutions to a given problem. Don’t let the next ‘PayPal Mafia’ escape The connection with the entrepreneurial world is essential. In the technology sector, a trend that has been seen for a few years has been accentuated. “There are companies that are doing very well in technology and have many employees who begin to set up other companies because they have access to liquidity, either because the company goes public or they can move shares in the secondary market,” says Cortés. “They find themselves with a lot of money and the desire to continue building things.” The phenomenon is not new and is reminiscent of the success of ‘PayPal Mafia’a symbol of that diaspora that sometimes occurs in technology companies. Many talented employees and deep pockets who decide to undertake can emerge from them. From the early days of PayPal came Elon Musk, the founder of LinkedIn Reid Hoffman and the investor Peter Thiel. And other employees started projects such as YouTube, Yelp or the social application Slide, acquired by Google. More recently, the brain drain at OpenAI also illustrates how talent within one startup ends up spawning other startups. That’s where the Amodei brothers came from.which they founded Anthropicformer chief scientist Ilya Sutskever (Safe Superintelligence) or former CTO Mira Murati (Thinking Machines Lab). The great value of Kintxo Cortés for the funds with which he collaborates is his network of contacts with employees and former employees of the companies where he has worked, especially Airbnb, Shopify and Trade Republic. That connection is key for investing entities, which do not have the structure on their own to delve into the ins and outs of the projects formed by former employees of the technology companies. Even fewer are able to discern which employees they should pay attention to, whether because they are the sharpest, most talented, or best positioned. A corporation like Repsol must also be clear about which … Read more

We believed that Adobe was threatened with death by AI. It turns out that it is one of the few companies that is making money from it

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In the last year Adobe has lost almost half of its value. Twelve months ago it was trading at $382. Today your actions They are listed at $197.. Wall Street has clearly punished a company that certainly seemed to be threatened with death by new generative AI models. The surprise is that Adobe is not only not doing badly with AI, but it is doing really well. Wall Street says one thing, the data another. In the second fiscal quarter of 2026, the company achieved some historical results with record revenues of $6.62 billion (up 13% year over year). Earnings per share (EPS) have shot up 18% to $5.96, and although the NASDAQ charts say otherwise, Adobe is not only not suffering, but appears to be stronger than ever. A money making machine. Adobe is in fact behaving like a true software empire. In 2025, it managed to have free cash flow of $9.85 billion on revenue of $23.8 billion. Its operating margins are also the envy of the sector: they stand at 37% (47% in terms non-GAAP). Its subscription business is absolutely exceptional, with annual recurring revenue (ARR) already reaching $27.1 billion. Others burn money with AI: ADobe earns it. While most companies do not stop investing money in the hope that the bet will pay off very profitable in the future, Adobe is ensuring that its generative AI tools are already having a positive impact on its results sheet. Income ARR Dependents on “AI First” solutions have tripled in just one year, and the big driver here is Firefly, Adobe’s generative AI platform. She alone has exceeded $250 million in ARR and continues to grow. Companies trust Adobe. We users may love using Gemini or ChatGPT to create AI images, but companies that relied on Adobe products for their creative workflows continue to do so. 75% of Fortune 500 companies already use Firefly, but the company has also trained more than 2,500 custom AI models for large corporate accounts. Users do not stop growing. Another advantage that AI has brought is that the technical barrier to using Photoshop or Premiere is lowered because the integrated AI assistants help users create what they wanted. There are also simplified tools like Adobe Express (70 million active users per month), and the freemium approach has been another reason for the number of users to grow: in just 12 months Adobe has gone from having 700 to 850 million users. The vast majority are still users of the free features, but Adobe it is enough to convert 2% to paying users to ensure that all these efforts are profitable. But the competition is tight. Although things seem to be going very well, Adobe now faces a fragmented ecosystem with a lot of competition. These new rivals also take advantage of AI to “attack” very specific use cases. It happens with Canva, for examplewhich has become a real threat and already has a turnover of 4,000 million dollars. Midjourney, Runway and even the Spanish Magnific are platforms that have fully embraced the AI ​​revolution to offer services to both individuals and companies. Be careful with subscriptions. Adobe is not immune to market fluctuations. The company stands out for maintaining extraordinary profitability in a very specialized niche, but it has taken questionable business decisions recently. The notable price increase of your subscriptions last year and its limits to generative credits have been decisions highly criticized. This has caused users to flee to cheap or even free alternatives such as Affinity or DaVinci Resolve. Uncertainty. There is another striking detail that can critically influence the future of the company. Adobe CEO Shantanu Narayen advertisement who was leaving the company after 18 years at the helm. There is no designated successor and this comes in the middle of that transition to a world full of generative AI solutions. The risk is therefore notable, and whoever takes the reins of the business will have to make very important decisions to not jeopardize the future of an already legendary technology company. In Xataka | Adobe was not born with Photoshop. It started by solving a huge and inconspicuous problem: printing well

Spain had a master plan for the European fighter. The problem is that Germany just got a girlfriend with a lot of “money”

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In 1986, Spain, Germany, Italy and the United Kingdom decided to join forces to build the Eurofighter Typhoon. It took almost two decades to turn it into realitybut that project left a key lesson: in Europe, fighters are not built with engineering alone, but with industrial and political balances that sometimes last longer than the technology itself. The collapse and plan B. It we count last week. He collapse of the Future Combat Air System has not only been the failure of a large European military program of 100,000 million euros, it has also been the moment in which Spain understood that he could not wait for France and Germany to resolve their industrial wars. For years, the FCAS It was sold as the large sixth-generation European fighter, but tensions between Airbus and Dassault Aviation they ended up blocking the distribution of work, leadership and technological architecture. When Berlin withdrew, Madrid lost more than just a partner: it lost the pillar that supported its own bet. FCAS concept The Spanish exit. Spain had been moving in silence for some time. With Indra gaining weight in defense and with growing conversations with Saab, the idea was clear: if FCAS sank, there was room to build an alternative axle with Germany and Sweden around satellite technologies such as sensors, combat cloud, accompanying drones and command systems. It was not yet a “new fighter” as such, but it was a survival platform industrial so as not to be tied to Paris. It was a lateral route to keep the Spanish option alive within the sixth European generation. Italy changes the board. And then Italy has appeared. Leonardo’s new management has made it clear that it would be delighted to open the door of the Global Combat Air Program to Germany. On paper, that is a logical invitation: Berlin brings money, industry and experience accumulated with the Eurofighter Typhoon. But strategically it is a bomb for Spain. Because the centerpiece of your plan B (Germany) could stop looking towards the Swedish axis and turn towards Rome, London and Tokyo. In a matter of weeks, the Spanish escape route could become a dead end. Germany is looking for a leading role. The German movement also has internal logic. Berlin does not want to be a secondary partner. He made it clear within the FCAS and he is repeating it now: if he enters another program, he wants a role proportional to your investment and its industrial weight. That sits poorly with France, where Dassault Aviation never wanted to let go control, but it fits much better with Italian flexibility. Furthermore, BAE Systems and the German branch of Airbus already they cooperated successfully on the Eurofighter. For Berlin, GCAP is starting to look less like an alternative and more like a logical continuation. The Spanish dilemma. And here is the big crack for Spain. If Germany joins GCAP, Madrid stays trapped between two worlds: a mortally wounded FCAS and an alternative plan that loses its most important partner before consolidating. Spain can try to continue punch to France, but that would mean accepting a (much) more subordinate role. You could also look for a direct approach to Italy or even Japan and the United Kingdom, but arriving late to an already structured program reduces a lot the negotiation margin. The risk is brutal: being left out of the table where the next great European air combat ecosystem is decided. Europe repeats its old problem. All this once again reveals the great industrial drama European: too many projects, too many egos and, above all, too much overlap. While the United States and China move forward with centralized programs, Europe continues to fragment its resources between rival blocs. In that sense, Spain believed it had found a safety net after the FCAS. The problem is that this network depended on Germany… and now Germany has a new dance couple. Image | Picryl In Xataka | Spain, France and Germany had joined together to illuminate the “European fighter” of the future: now that path is dead In Xataka | The European fighter has died, but Europe still has one last bullet to avoid the F-35: the alliance of Spain and Sweden

Isar is the European aerospace company that has the money, the partners and even the rockets. The only thing missing is to launch them

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With its Spectrum rocket, the Isar Aerospace company apparently has everything to succeed. Money, public and private support, several available launch sites… However, it basically lacks being able to launch said rocket. He achieved it in March 2025, but it exploded just a minute later. He has tried again up to 4 times in 2026, but in any case the countdown has been paused due to some technical setback. The last of these attempts was this week, on Monday, June 15. The launch window will remain open until the 21st, but so far it has not been announced if there will be another attempt soon. The company has stated that every mistake is a lesson and that it is learning a lot from them, but the point is that it needs to take flight completely so that all those investors see a return benefit. Time passes and it is important to detect what technical problems are making takeoff so difficult. Five attempts. The explosion of 2025 It was due to the opening of a ventilation valve in mid-flight, which later caused the loss of attitude control of the rocket. Later, on January 21, it was a failure in a pressurization valve that prevented the launch. Then, on March 25, a dangerous increase in the temperature of liquid propane fuel was detected. To top it off, an unauthorized vessel entered the danger zone around the launch site. Logically, that was bad luck, but the problems continued. For example, in the April 9 attempt a possible leak was also located in a pressurized tank. Finally, this last attempt, that of June 15, it was not completed due to a failure in the fluid system. The problems have been of various kinds and it is important to solve them in time. ESA investment. Isar Aerospace is supported by ESAwhich has invested 205 million euros in it through the European Launcher Challenge program. In fact, in this last attempt the Spectrum rocket was loaded with 5 cubesats and an experiment from the European agency itself. Other investors. The company also has received 270 million euros of private investmentcoming from investors such as Island Green Capital, Molten Ventures, HV Capital or Lakestar. With all this, it is expected to reach a production level of more than 30 launchers a year. But of course, for that you have to take off with the first one. More launch locations. Currently, Isar Aerospace launches its rockets from the Andøya spaceport in northern Norway. However, it plans to build a new facility in Canada and has already signed a letter of intent with Maritime Launch Services to incorporate the Nova Scotia spaceport as a second operational site. He has even reached agreements to use the ramp of the old Diamant rocketin it French Guiana Spaceport. The fishermen do not support it. The German company has a lot of support, although it lacks that of the Norwegian fishermenthat they complain of the launch attempts that disrupt their work in Andøya. In fact, this place is also used as a military testing ground, so many complaints have also been issued about it. The money is already there, now the technology is missing. In short, this company has the money and, yes, the technology too, but it clearly fails. There is something that must be solved, because the fishermen’s problem is solved by changing the launch site, but the problem of not taking flight can end up with the loss of investors. Isar Aerospace engineers have a lot of work ahead of them. Image | Isar Aerospace In Xataka | An unknown company from Barcelona has become indispensable for ESA: its software controls the Ariane 6 rocket

SpaceX’s IPO reveals the extent to which Gulf money is behind the US AI boom

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SpaceX just starred largest IPO on Wall Streetone that is going to make Elon Musk the first billionaire in history. For a company to go public means that many details are made public and among all the paperwork one thing has become clear: Saudi Arabia and the United Arab Emirates are financing the AI ​​boom, and it is not in exchange for anything. what’s happening. As of June 12, SpaceX is listed on the Nasdaq with a valuation of $1.75 trillion (with a B, the largest in history). As they point out in Rest of Worldthis IPO has not only served to break records, it has also revealed details that until now were private. The S-1 form, also known as the ‘prospectus’, has made it visible that the company plans to raise $75 billion, of which at least $5 billion will come from the Saudi Arabian Public Investment Fund. Why is it important. SpaceX’s IPO has made deals public that until now were private and consolidates Middle Eastern investors as key investors in American technological development. This operation is part of a broader strategy in which they have allocated tens of billions to American AI. We see this in examples such as Humain, the state-owned AI company in Saudi Arabia, which put 3,000 million in xAI at the beginning of the year and that after the merger They have become shares of SpaceX. Also with MGX, a technology investment fund based in Abu Dhabi, which has stakes in OpenAIAnthropic and of course SpaceX. What do they get in return?. The money they are putting in is tied to a series of demands, the main one being the obligation to build AI infrastructure in their territory. With these agreements they are moving all associated economic activity (employment, tax revenue…) outside the US, in addition to achieving the transfer of technological knowledge. At a geopolitical level, having critical infrastructure protects them from possible crises. It is something that is already happening: Musk’s ties to the Middle East. Capital from the region has been key in SpaceX’s IPO, to the point that Gulf sovereign funds took priority on the lists subscription. Trust between the tycoon and Middle Eastern investors has been building since, in 2011, Saudi Prince Alwaleed bin Talal invested $300 million in what was then Twitter. When Musk bought the social network in 2022, Alwaleed refused to liquidate his share, aligning himself with Musk. Later, xAI merged with SpaceX, so that investment became shares in the company. It is estimated that, after the operation, Alwaleed’s personal fortune has reached 27 billionbecoming one of the big winners. Image | Xataka with Gemini In Xataka | Saudi Arabia had 38 billion dollars ready to become the great power of video games. And then Iran appeared

If the question is how much money is necessary to be happy, we already have the answer for Spain: double

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We have all thought at some point that with a little more salary we would be happier. We wouldn’t have to worry about unforeseen events, vacations would have more “extras” and shopping wouldn’t be a constant search for the best price on meat or eggs. But to what extent is that true? How much money would it take to be happy? That’s precisely what they asked themselves. in a studio from Purdue University. Now, a report from Remitly has crossed the data obtained in that report with the real cost of living data and we can put concrete figures to happiness in Spain. Money doesn’t make you happy, does it? The Purdue University research analyzed data from more than one and a half million people in 164 countries and the conclusion they reached is similar to the one they reached other investigations: that happiness increases proportionally to the level of income. However, it only does so up to a certain income level. From this ceiling of happiness, what the authors of the study call “income satiation” occurs. That is, earning more money from a certain ceiling no longer improves how you evaluate the happiness in your life nor in your day-to-day emotions. However, the most interesting thing, and the part in which the Remitly payment platform has intervened, is that this economic ceiling for happiness is not the same everywhere. It depends on the cost of living, the culture and the purchasing power of each place. The key to understanding the figures: salaries adjusted to purchasing power. Before continuing, there is an important nuance. One of the key data in the study is the average salaries that people receive in different countries. That is why the income figures you are going to read do not correspond to real salaries as someone would see them on their payroll. These are adjusted figures for each country. according to your purchasing power (PPA). This means that a conversion has been made to compare very different economies with each other to more realistically represent each person’s ability to purchase products. A salary of 40,000 euros in Spain don’t buy the same than one of $40,000 in the United States, so these data seek to balance that difference. The Remitly team took the satiety points calculated by Purdue and adjusted them according to local purchasing powerusing International Monetary Fund ratios and updated inflation data. The result is a map that allows you to compare the “price of happiness” between countries in a realistic way. The global data: Iceland up, Ethiopia down. With this methodology, the country where it is most difficult to reach that happiness ceiling is Iceland, with $163,579 per year. However, their high salaries and the quality of life provided by the State position them as the second happiest country in 2025. Slovenia, with adjusted salaries of $42,800 per year, is the only country in the world in which, on average, the salary that its citizens would consider sufficient to be happy ($36,800) would be 16.3% higher. Luxembourg’s salaries ($109,900 per year) would cover 92.8% of that “happiness figure”, followed by Estonia and Singapore, whose salaries come close to covering 92.8% and 90.5% respectively of that happiness threshold. At the opposite extreme is Ecuador, whose adjusted annual salary of $6,500 per year would only cover 32.9% of the $19,700 per year that Ecuadorians consider an adequate figure to be happy. Spain: we need double. If we focus on Spain, the average salary adjusted for purchasing power is around $42,500 annually. However, the price of happiness is set at about $87,900 a year. That is, the salary would only cover 48.4% and it would be necessary to double salaries to reach the desirable threshold for money to bring happiness. Spain remains, once again, in the area where work does not translate into the economic tranquility that many seek and the concern to make ends meet It continues to be a brake on achieving full happiness. Happiness also depends on the zip code. The Remitly report goes a little further and analyzes the impact of salary on happiness even within each country, and has discovered that in Spain there are important differences between cities when establishing the amount of money they would be happy with. Madrid tops the list with a price of happiness of 89,759 euros per year, slightly above the happiness threshold established for the country as a whole. Barcelona (88,562 euros) and Palma de Mallorca (88,263 euros) follow very closely, three cities that also coincide among the cities with the most expensive housing prices in the country. At the opposite extreme we find Granada, with 73,153 euros per year. It is 18.5% less than in Madrid. The climate, architecture and a lower cost of living help lower the economic bar. That doesn’t mean that life is easier in Granada, but less money is needed to reach that ceiling of well-being and happiness that the study indicates. And now what? Beyond the numbers, what this report shows is that, in the majority of the planet, salaries are below what would be needed to feel fully satisfied. However, the authors of the Purdue study themselves warn that even if someone reaches that economic threshold for happiness, that does not mean they will suddenly be much happier. The researchers highlight that there is what they call “hedonic adaptation“, the tendency to always return to a similar level of spirit, readjusting our demand for well-being, no matter what happens and no matter what salary is earned. Money helps, a lot, to a certain point. But from there, it seems that happiness begins to also depend on other things. In Xataka | If the question is whether money brings happiness, a Harvard expert answers: it’s not having money, it’s what you do with it Image | Unsplash (Christian Dubovan), Remitly

NASA has a plan to solve one of the biggest mysteries in the cosmos and only one thing is missing: money

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Since the first confirmed discovery of an exoplanet in 1992, there have already been discovered more than 6,000 planets beyond the Solar System. Although there are many of them, and they have very specific characteristics, there is something that unites them all. Which can have a radius smaller or larger than 1.8 times the radius of the Earth, but never that. It is like a border that can be crossed or not, but that is never stepped on. The exoplanets that are below that limit are the super earths and those who are above subneptunes. It is not known what causes this gap, but there are two hypotheses. To confirm which of them is the good one, NASA has designed a mission. The problem is that he still hasn’t gotten funding for it. In search of young planets. The two hypotheses that exist about the origin of this gap are related to the origin of exoplanets. Therefore, the best way to unravel the mystery is to analyze young planets. The problem is that this is not easy. Of the 6,000 exoplanets that have been discovered to date, only 20 were younger than 50 million years. The objective of the Early eVolution Explorer (EVE) mission is to launch a ship loaded with probes specialized in detecting exoplanets around young stars. If the star is young, the planets around it must be young too, since the planet always forms after its star. Very different exoplanets. Super-Earths are rocky planets, with a radius less than 1.8 times that of Earth. They are closer to their star than the sub-Neptunes, which are also larger, with dimensions above the prohibited radius. On the other hand, sub-Neptunes have a less rocky, more spongy appearance. The first hypothesis. As we have anticipated, there are two hypotheses about the forbidden radius of exoplanets. The first points to the same origin. Supposedly, all exoplanets were born with a rocky core that dragged clouds of hydrogen and helium around it for millions of years. The difference between them would be that the super-Earths, being closer to their star, would receive more radiation, so the gas layer would end up being destroyed. The sub-Neptunes could preserve it, hence that spongy appearance. The second. As for the second hypothesis, it points to the possibility of planets clinging to water during their formation or not. Super-Earths are located between their star and what is known as the snow line. This is a line above which water can freeze. In this case, not only does it not freeze, but the water receives so much heat from its star that it ends up evaporating. If water is in the form of vapor, it cannot join the “pieces of the nascent planet.” That leaves them only made of dry rock. On the other hand, the sub-Neptunes are further from the snow line. Water can freeze, so it becomes bricks that can be incorporated into the planet in formation. It is bigger, because it not only has rock, it also has water. Furthermore, that water condensed around it gives it the cottony appearance that makes it different from a rocky planet. Artist’s concept of an aquatic world The handicap of young stars. We have already seen that to unravel the mystery of the forbidden radium we must study young planets. We have also understood that the best way to do this is to look around at young stars. The problem is that these have such intense activity that fluctuations in their brightness can occur. associated with flaresnot an exoplanet orbiting it. In short, many false positives can occur. Three sensors. To solve this problem, EVE would be equipped with three sensors. The first analyzes light in the near ultraviolet, the second in the visible light range and the third in the near infrared. The first is used to detect bursts from the star itself, since these emit great radiation at that frequency of the spectrum. Regarding the second, it is the type of light that is normally used to detect transiting planets, the most used tool for the detection of exoplanets. Finally, young stars emit a lot of light in the near infrared. For all this, if a peak is detected in the near ultraviolet we will know that it is due to the activity of the star itself. If we see fluctuations in visible light we will understand that there may be a planet orbiting the star; But, to be sure, we must compare the data with the light emitted at all times by the star itself. That’s what near infrared is for. The forbidden radio. By studying young exoplanets, we can know how their formation was and understand which of the two hypotheses is the good one. With this, in passing, we will understand why the radius of 1.8 radii of the Earth is prohibited. 30 star cluster fields, 30 days. The EVE project has been planned to analyze 30 fields of young star clusters for 30 days each. Thus, more than 20,000 young stars could be analyzed and, with them, possible exoplanets of recent formation could be found. At the moment, it cannot be done, because the project does not have financing, much less a launch date. But NASA has everything tied up. You just need that little push to unravel the mystery. Image| Superearth on the cover and aquatic world in the text. Credit: NASA In Xataka | Hubble made us believe that this exoplanet was impossible. James Webb just explained why we were wrong

A Renfe train was left without air conditioning at 40ºC. 1,056 days later, an affected person has just collected her money

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How much would you fight for the refund of 31.90 euros? Macarena LE, a resident of a town in Teruel, is clear: three years, if necessary. And that is how long it has been behind Renfe for it to refund the price of a ticket between Zaragoza and Barcelona. The reason? The car’s air conditioning. Evident, due to the non-existent air conditioning of the car. What has happened? A Renfe user named Macarena LE, a member of Facua, has gotten the money back for a train ticket she took three years ago. The company had promised that it would do so with each and every one of the people who took that train, but the money never appeared in the user’s bank account. a little odyssey. Despite telling them that they would return the money to the passengers, the amount never arrived so after a few weeks, the affected person filed a claim, they explain in Facua. With no news about it after three months, he decided to put himself in the hands of the legal service of the consumer defense association. Once reaching this point, the association filed a new claim. To this complaint, Renfe responded that it gave the order to return the money but it still did not arrive. After another four months, Facua files a new complaint and Renfe assures him that it has tried to refund the money but that the procedure has been rejected on two occasions. At that moment, Renfe instructs Macarena LE to receive the money through a payment platform. This method also being impossible and the months accumulating, Facua sends a third claim to Renfe in which they simply ask it to deposit the money into the bank account of the affected person, attaching the document that proves its ownership. Three years after taking that train, the associate has ended up receiving her 31.90 euros. A trip… complicated. And, once seated, they assure in Facua that the conductor informed the passengers that the air conditioning was broken and that their travel money would be refunded in compensation for the inconvenience caused. But the journey between Zaragoza and Barcelona had an added problem: July 18 with departure at 3:52 p.m. and arrival at 5:20 p.m. That day maximum temperatures of 44 degrees were reported. Obviously, the heat must have been oppressive inside and the affected person claims that they had to drink water constantly to get through the trip in the best possible way. The expected quality. Due to the numerous claims filed by Facua, and beyond the fact that the money was not returned until three years later, Renfe never fought not to return the money. Instead they admitted that they would send the money back for “not having offered the service with the quality levels” expected. However, the fulfillment of the procedure itself does not seem to have had the expected quality either. And Facua pointed out to Renfe that they were failing to comply with article 21.3 of the Royal Legislative Decree 1/2007, of November 16according to which: “Employers must respond to the claims received in the shortest possible time and, in any case, within a maximum period of one month from the presentation of the claim.”. When Facua presented this second claim in which this regulatory text was recalled, Renfe had not given a response or paid the corresponding money for four months. What if it happens to me? That Renfe has returned the money to a passenger sets a precedent but does not automatically lead the company to return the money in the event of an air conditioning breakdown. In its rules, Renfe states that the traveler has the right to receive compensation for the cancellation of the trip, for its interruption, for a lack or deficiency in the service provided on board or for delay, but it makes it clear that such compensation will not be carried out if: The reason is an extraordinary circumstance unrelated to railway operation, such as extreme weather events (a storm that leaves a train without heating in winter, for example) or natural disasters. Nor if the breakdown or problem was caused by the behavior of the traveler. Nor if it is the damage caused by a third party outside the railway company that causes the incident (people on the track, copper theft, sabotage… etc.) That is to say, the mere absence of air conditioning does not automatically imply that the passenger’s money will be returned. What has happened will have to be taken into account to decide whether the company is obliged to act in this way. Photo | Nelson Silva In Xataka | The Madrid Cercanías have become a nest of problems and delays: their solution is new “megatrains”

Money doesn’t buy happiness. But it does give a monstrous Bugatti television that folds itself

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A 137-inch television that, when you are not watching it, folds by itself and remains as a luxury decorative structure in your home. Yes, it is as crazy and absurd as it is real. Bugatti has presented to the world “his” first televisionone of the most spectacular on the planet. Of course, it needed a little help, so it relied on the work of C Seed, an Austrian display brand focused entirely on luxury. WTF. The chances of seeing the video of this television and not surprisingly, in my opinion, they are very low. In fact, the first thing I thought when I saw the video was that it was generated by AI. Mistake. The concept is “simple”: a television in 110 and 137 inch formats that folds in 45 seconds and remains as a very expensive decorative element in the home. Beyond the eccentricity, on a technological level it is truly amazing. Original design of the C SEED N1. Two of them can be configured in dozens of options. Bugatti version. Who is behind. The truth is that Bugatti did not invent this television, it was presented by the Austrian company C SEED in 2022 under the name N1, and it began to be sold to order in 2024. C SEED is a young company, founded in 2009 and with headquarters and production plant in Vienna. From the beginning, it focused on luxury televisions and solutions, both for mansions and superyachts, events, etc. It’s a small, absolutely niche company, so if you’ve never heard of it… you’re not alone. The bug. The Bugatti N1 is a complete redesign of the original N1, with materials and lines used in the Bugatti Tourbillona four-wheeled hypercar million of euros. And as for specs… 4K UHD resolution, HDR10+. Foldable microLED technology (five panels). Wisdom Audio self-deploying speaker system. Swivel system up to 180 degrees to the right and left. 1,000 nits brightness. 3m wide, 1.7 meters high, less than 10cm thick in its 137-inch version. 680 kilos for the 137-inch version. The five panels of the television unfolding. How is it possible. C SEED has not created a 137-inch folding panel, the TV is made up of a total of five microLED panels. This is one of the keys: it is not a typical panel with sub-panel hinges visible at a visible level, they are rigid and independent panels. The company has patented its own “Adaptive Joint Calibration” system, in other words, its electronic calibration system to align panel joints with millimeter precision in real time, making them indistinguishable to the eye. MicroLED technology is self-emissive, in which each LED is an individual, independent light emitter. This means that the system can precisely control the intensity, color and on-time of each pixel individually, including the pixels that are on the edge of each panel, next to the board. Go deeper. C Seed does not go into details about the manufacturing of the mechanism that rotates and hides the panel, although the documentation of the panel reveals some images of its interior. In them, we can perfectly appreciate the cavities that house the microLED modules, the screws and some of the joints of the system. In addition to this system, the audio system, signed Wisdom Audio, is especially striking. The speakers are hidden within one of the panel structures, and appear only when we need to play audio. The rest of the time they are hidden, to keep the design as clean as possible. I want one. The C SEED website only allows you to configure the television. Once we have done so, we submit the request and the company will contact us. Depending on the materials chosen, the customizations we want to make and the size, the price of the previous version was around $200,000, so add another few thousand for this Bugatti version. Image | C SEED In Xataka | Best televisions in quality price. Which one to buy and seven recommended 4K smart TVs

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