Alex Nakamura writes about the intersection of technology and business economics. With a background in financial analysis and tech industry research, Alex breaks down the numbers behind the headlines, explaining why tech companies make the strategic bets they do.
Repairability isn't an engineering problem. It's a revenue strategy. Here's how planned obsolescence became a profit center.
The most profitable tech businesses don't win by being better. They win by making leaving expensive enough that you never try.
A 1% conversion rate isn't a failure in tech pricing strategy. For many products, it's the entire plan.
The best product breakthroughs often come from people who don't know what's 'impossible.' Here's why top tech firms are quietly raiding other industries.
The slowdowns, extra clicks, and confusing menus in your favorite apps aren't bugs. They're precision tools designed to reshape your behavior.
Companies spent decades building security around physical offices. Remote work didn't break that model — it exposed how fragile it always was.
The software engineers at major tech companies use internal tools that outperform their public products. The reason why reveals a lot about how tech really works.
The most powerful tech moats aren't built with better products. They're built before rivals even know a war has started.
Despite billions in R&D budgets, tech giants rely on decades-old languages like C and COBOL for their most critical systems.
The price gap between Slack and its enterprise tier isn't irrational. It reflects real structural costs that most buyers never see.
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