Sacha Vaughan, chief supply chain officer at houseware manufacturer Joseph Joseph, is in a fortunate position – her board recognises the critical role of the supply chain in a digital age, which she suggests isn’t always the case.
“Many brands see the supply chain as simply moving boxes from one place to another,” she says. “The consensus is often that, ‘It’s not that difficult.’ However, we’ve had some pain in the past. The board realises that the supply chain is more than just moving boxes from A to B, and it’s a huge lever for cost control. Therefore, they treat the supply chain strategically.”
Vaughan says this recognition of the importance of product fulfilment isn’t just a result of internal cost pressures. She suggests supply chain chiefs have had an interesting decade, characterised by a series of disruptions, including the coronavirus pandemic, Brexit and the implementation of new tariffs following the change in US administration.
“We’ve been fortunate and unfortunate at the same time,” she says. “The world has been particularly volatile from a supply chain perspective. However, the impact of these disruptions has helped to elevate the supply chain from the basement into the boardroom.”
Embracing supply chain transformation
Vaughan joined Joseph Joseph in February 2025. Having fulfilled senior operations roles with Forma, Charlotte Tilbury and Shiseido, her previous position was as global operations and manufacturing director at Dyson. She was approached about the opportunity to become chief supply chain officer at Joseph Joseph and was impressed after a discussion with the firm’s co-founder, co-owner and CEO, Richard Joseph.
“I was sold the moment I met him,” she says. “He’s super smart and a great businessman who’s really clear on what he wants. He was someone I knew I could work for, and I bought into his vision. I absolutely love the product, and the founders – both Richard and Anthony – are delightful to work with.”
Vaughan recognises there are similarities between her current and former employers, as both are design-led businesses where the founders remain heavily involved. However, climbing higher up the career ladder at Dyson required a move to Singapore. She says joining Joseph Joseph allowed her to achieve her career aspirations in the UK at an organisation she admired.
“Chief supply chain officer was definitely my trajectory – it was the role I wanted,” she says. “And they were offering that opportunity at an exciting time. They were looking for someone to completely transform their supply chain, not do more of the same. I really believed in that vision. And seven months later, that’s exactly what we’ve done.”
Vaughan says the supply chain she inherited was a bit underdeveloped. She describes the existing supply chain as sedentary and traditional – she was given the remit to drive changes and create a modern, technology-enabled approach. Vaughan is focusing on transformation with the aim of developing an award-winning supply chain.
“That’s the motivation,” she says. “We’re not there now, but we will be. The talent within Joseph Joseph is quite phenomenal. I have a team of 50 people. We’re not a huge company, and yet we’re taking the supply chain seriously. And within that team, I have some smart individuals that I’m just grateful to work with every day.”
Making the most of digital and data
Vaughan reports to Richard Joseph and is a member of the executive board. She manages the end-to-end supply chain and the strategic sourcing of the firm’s products, which draws on the specialist procurement team under her wing.
“So, the beautiful designs that we come up with in London, we go and find somebody who can manufacture that product to our high standards,” she says. “It’s about ensuring we can do that task at the right price and time.” Other areas of responsibility include demand and supply planning, customer service and order management.
Digital and data play a crucial role in modern supply chain operations at Joseph Joseph. “Technology becomes more critical every month as things move on,” she says. “Ultimately, the world is too complex these days for us to have someone handing around pieces of paper. We need to be systemically controlled.”
“Technology becomes more critical every month as things move on. Ultimately, the world is too complex these days for us to have someone handing around pieces of paper. We need to be systemically controlled”
Sacha Vaughan, Joseph Joseph
The company’s enterprise resource planning (ERP) system runs on SAP. While this platform is critical for day-to-day operations, Vaughan says other areas of IT supporting the supply chain need work. However, dealing with that situation carefully is part of her long-term plan to transform the company’s operational activities.
“I’ve purposely kept us a little bit undeveloped this year because I want to work out how we want to run things here. I think some organisations jump into picking the new shiny technology and then try to bend their processes around what that technology can do, and you end up with suboptimal supply chains,” she says.
“What I want to do is be super clear on aims. Then we’ll go shopping for the right systems that meet those requirements, as opposed to buying a demand planning system that doesn’t deliver what the business needs. I want end-to-end integrations with systems that all work in the same direction and talk to each other seamlessly.”
Vaughan says that making those decisions will rely on working out how to integrate with customers and suppliers, allied to a careful consideration of how suppliers can help the business manage its inventory in the future: “We are looking at everything as an area of opportunity while we work out how we do things around here.”
Working with trusted partners
When it comes to the general direction of travel for supply chain technology at Joseph Joseph, Vaughan says application programming interfaces (APIs) are already the standard way of communicating with partner organisations. She’s interested in exploring the potential of emerging technology, such as artificial intelligence (AI), at the right time for the business.
“We have some elements of AI in our demand planning area, where we make predictions about what our customers are going to buy and when they’re going to buy it,” she says. “I think that’s a basic way of using AI, but there are more possibilities that we can leverage. However, they’re not firmly on our roadmap at the moment.”
Vaughan says any decision to use emerging technology is made in concert with the company’s IT director. Her team works closely with the technology department. While the IT department might like to move faster, Vaughan says it’s important to temper expectations as she sets her supply chain strategy in stone.
“They’re like, ‘Oh, Sacha, this is all the great technology out there that we could use.’ And I’m saying, ‘Yeah, that looks good. However, just let me get my house in order.’ I don’t want to put sticky plasters over things and have a problem recur in six months. [I want to] take a step back and fix our business challenges with technology forever,” she says.
I don’t want to put sticky plasters over things and have a problem recur in six months. [I want to] take a step back and fix our business challenges with technology forever Sacha Vaughan, Joseph Joseph
One of Vaughan’s most important moves was to establish a new partnership for third-party distribution centres in the UK. Her team ran a major procurement exercise after she joined in February. In July, Joseph Joseph’s end-to-end supply chain partnership with XPO Logistics became operational, and technology plays a key role in the approach.
“Everything’s got to be well controlled,” she says. “I was looking for a third-party partner who could ensure that we’re properly, systemically controlled. The data interface between us and XPO is seamless, with the right data in the right place at the right time, and interfaces that support our business, rather than a scrambled approach.”
Focusing on core activities
Joseph Joseph ships its stock to XPO’s third-party distribution centre in Rugby, where the logistics firm manages omnichannel fulfilment, warehousing, pre-retailing and distribution services for customers – both major retailers and individual consumers. Vaughan says the partnership allows her team to focus on growing the business rather than firefighting.
“You’ve got to know where your business is and what is core to you and where you want to focus,” she says. “I firmly believe that if you get the right partner, then logistics becomes a quiet part of the business. Because it’s the end of the chain, it can be super noisy. However, when fulfilment goes well, nobody talks about it, it’s super quiet, and you can get on with the stuff that’s going to control your costs and grow your business.”
Vaughan recognises that some companies choose to take control of fulfilment internally. In many cases, particularly for large firms, she says that’s a misguided approach. Successful digital transformation is a tricky process, and using the knowledge of an expert like XPO Logistics means her team can help Joseph Joseph deliver better customer experiences.
“Warehouse management systems are expensive – they take a lot of development, and a lot of technology is required to make things seamless,” she says. “It’s a lot of work running the distribution centres, and it’s a distraction from your core business. Giving this responsibility to people who are experts, and who can do it in a sustainable, repeatable, scalable way, is much more efficient, especially for a growing business.”
Vaughan reflects on the changes she’s seen during her time on the operational front line and is positive about the role of supply chain officers in the digital age. As more boards wake up to the opportunity to use high-quality fulfilment as a strategic lever for growth, she says the opportunities for her peers are significant, so long as they recognise the important role of digital transformation.
She says: “We need to think about key questions, such as, ‘How can you start with the customer and work back to make things frictionless?’ That’s where technology and supply chain should be focused. More and more, that’s the direction of travel, and supply chain leaders who are successful will be the ones who are really focused on the customer.”
Joe Gebbia, cofounder of Airbnb and the US Chief Design Officer appointed by Trump, was spotted in San Francisco today using a mysterious metallic device. In a social media post on X viewed over 500,000 times, a man who looks like Gebbia sits with an espresso at a coffee shop. He’s wearing metallic buds that bisect his ears, with a matching clamshell-shaped disc in front of him on the counter.
After the video was posted Monday morning, social media users were quick to suggest that this could be some kind of prototype from OpenAI’s upcoming line of hardware devices designed in partnership with famed Apple designer Jony Ive. An OpenAI spokesperson declined to comment on the potential Gebbia video after WIRED reached out. Gebbia also did not respond to a request for comment.
The device Gebbia appears to be wearing looks quite similar to the hardware seen in a fake OpenAI ad that was widely circulated on Reddit and social media in February. That video from last month seemingly showed Pillion actor Alexander Skarsgård interacting with an AI device that had a similar-looking pair of earbuds and a circular disc. At the time, OpenAI denounced the widely seen video as not real. “Fake news,” wrote OpenAI President Greg Brockman at the time, responding to a social media post.
The earbuds seen in the video of Gebbia also look quite similar in shape to the Huawei FreeClip 2, a pair of open earbuds released earlier this year. However, the clamshell seen on the coffee counter next to Gebbia is different from Huawei’s most recent headphone case. It would also be quite surprising if a government official were seen using Huawei tech, considering the Chinese company is effectively banned from selling its phones in the US due to security concerns.
WIRED’s audio experts say he’s most likely wearing open earbuds, as Gebbia’s pair share some similarities with Soundcore’s AeroClips or Sony’s LinkBuds Clip, though the cases for those buds don’t match what’s on the table in front of Gebbia. WIRED also ran the photo and video through software that attempts to identify AI-generated outputs and other deepfakes. The detection software, from a company called Hive, says the odds are low that this imagery of Gebbia was generated by AI. Still, AI detectors are not always reliable and can include false outputs. It’s possible that the entire post could be a synthetic hoax.
Could this be some kind of soft launch teaser for OpenAI’s hardware? The timing of this trickle out would make sense, since the company may ship devices to consumers sometime early in 2027. Still, OpenAI denied any involvement with the previous pseudo-ad for the metallic AI hardware, with its shiny earbuds and matching disc.
“There are Chinese components as well—we are totally open about it—but the key is that as we compile the software ourselves and install it in Finland, we protect the integrity of the product,” Pienimäki says.
What makes Sailfish OS unique over competitors like GrapheneOS or e/OS is that it’s not based on the Android Open Source Project, but Linux. That means it has no ties to Google—no need for the company to “deGoogle” the software; meaning there’s a greater sense of sovereignty over the software (and now the hardware). Still, it’s able to run Android apps, though the implementation isn’t perfect. Another common criticism is that it’s not as secure as options like GrapheneOS, where every app is sandboxed.
There’s a good chance some Android apps on Sailfish OS will run into issues, which is why in the startup wizard, the phone will ask if you want to install services like MicroG—open source software that can run Google services on devices that don’t have the Google Play Store, making it an easier on-ramp for folks coming from traditional smartphones without a technical background. You don’t even need to create a Sailfish OS account to use the Jolla Phone.
Jolla’s effort is hardly the first to push the anti-Big Tech narrative. A wave of other hardware and software companies offer a “deGoogled” experience, whether that’s Murena from France and its e/OS privacy-friendly operating system, or the Canadian GrapheneOS, which just announced a partnership with Motorola. At CES earlier this year, the Swiss company Punkt also teamed up with ApostrophyOS to deploy its software on the new MC03 smartphone. Jolla is following a broader European trend of reducing reliance on US companies, like how French officials ditched Zoom for French-made video conference software earlier this year.
The Phone
A common problem with these niche smartphones is that they inevitably end up costing a lot of money for the specs. Take the Light Phone III, for example, a fairly low-tech anti-smartphone that doesn’t enjoy the benefits of economies of scale, resulting in an outlandish $699 price. The Jolla Phone is in a similar boat, though the specs-to-value ratio is a little more respectable.
It’s powered by a midrange MediaTek Dimensity 7100 5G chip with 8 GB of RAM, 256 GB of storage, plus a microSD card slot and dual-SIM tray. There’s a 6.36-inch 1080p AMOLED screen, the two main cameras, and a 32-megapixel selfie shooter. The 5,500-mAh battery cell is fairly large considering the phone’s size, though the phone’s connectivity is a little dated, stuck with Wi-Fi 6 and Bluetooth 5.4.
Uniquely, the Jolla Phone brings back “The Other Half” functional rear covers from the original. These swappable back covers have pogo pins that interface with the phone, allowing people to create unique accessories like a second display on the back of the phone or even a keyboard attachment. There’s an Innovation Program where the community can cocreate functional covers together and 3D print them. And yes, a removable rear cover means the Jolla Phone’s battery is user-replaceable.
Since the first US-Israeli strikes against Iran on February 28, more than 1,100 ships operating across the Gulf region have had their GPS or automatic identification system (AIS) communications technology disrupted, says Ami Daniel, the CEO of maritime intelligence firm Windward. Ships have been made to appear as if they were inland on maps, including at a nuclear power plant, the firm says.
The analysis comes as maritime officials have warned of a “critical” risk to ships operating in the region and as the initial conflict has quickly expanded to involve countries across the Middle East. At least three tankers in the region have been damaged in the conflict.
“We’re seeing a lot of GPS jamming,” Daniel says of shipping in the Strait of Hormuz and surrounding areas. The levels of electronic interference are “way above the baseline” of usual interference, he says. “It’s becoming very dangerous to go in and out.”
Over the last few years, attacks against GPS and navigation systems have been on the rise—largely driven by the wars in Ukraine and Gaza. They can impact people’s phones or devices, but also disrupt the safety and navigation systems in planes and ships. The electronic interference largely comes in two forms: jamming and spoofing. During jamming attacks, satellite signals are overwhelmed so that positioning data isn’t available. Whereas spoofing can create false signals that make an object appear incorrectly on a map—for instance, making ships appear as if they are inland at airports.
Inaccurate location data can lead to ships running off course, potentially increasing the chances of them crashing into other tankers, running aground, or causing damaging oil spills. In warzones, electronic interference is often used to try and disrupt the navigation systems of drones or missiles, which can rely on location data to find and hit their targets.
Analysis of shipping data by Windward found that there has been an “escalating” level of electronic interference across Iranian, United Arab Emirates, Qatari, and Omani waters since the initial strikes on February 28. Daniel says that the majority of the activity the company has identified so far has been jamming rather than spoofing. The company’s analysis says it has identified around 21 “new clusters” where ships have had their AIS data jammed in recent days.
“Ships were falsely positioned at airports, a nuclear power plant, and on Iranian land, creating navigation and compliance risks,” a report from the firm says. “AIS signals have also been diverted to the Barakah Nuclear Power Plant and nearby waters, while hundreds of other vessels are creating circle-like patterns off UAE, Qatari, and Omani waters.”
GPS and AIS interference within the Strait of Hormuz and the surrounding area is not new. In June 2025, as Israel and Iran exchanged missile fire, significant jamming in the region was reported.
While almost all commercial air travel has been grounded around the Middle East, there have been signs of electronic interference on aircraft flying ahead of and around the strikes. “There are at least six new spoofing signatures in the Middle East,” says Jeremy Bennington, vice president of positioning, navigation, and timing strategy and innovation at technology firm Spirent Communications. “Hundreds of flights have been impacted. However, that decreased significantly over the weekend as flights have been canceled.”
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