FIRST ON FOX: Sen. Ruben Gallego, D-Ariz., became the second Democrat to co-sponsor the Laken Riley Act, which will get a vote on the Senate floor Friday after passing the House on Tuesday. 

The measure would require Immigration and Customs Enforcement to arrest and detain illegal immigrants that have committed theft, burglary or shoplifting until they are deported. Under the bill, states would also have standing to take civil action against members of the federal government who do not enforce immigration law. 

"Arizonans know the real-life consequences of today’s border crisis," Gallego told Fox News Digital in a statement. "We must give law enforcement the means to take action when illegal immigrants break the law, to prevent situations like what occurred to Laken Riley."

"I will continue to fight for the safety of Arizonans by pushing for comprehensive immigration reform and increased border security." 

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The bill was re-introduced in the 119th Congress by Rep. Mike Collins, R-Ga., in the House and Sen. Katie Britt, R-Ala., in the Senate. It was named for the 22-year-old Augusta University nursing student who was found dead on the University of Georgia campus in February. Jose Ibarra, a 26-year-old illegal immigrant, was found guilty on 10 total counts, including felony murder. He initially pleaded not guilty.

He was sentenced to life without the possibility of parole in November. 

The House passed the bill, 264 to 159, on Tuesday, with 48 Democrats joining Republicans.

TRUMP, GOP SENATORS TO HUDDLE AT CAPITOL, WEIGH STRATEGY ON BUDGET, TAXES AND BORDER

"I’d like to thank Senator Gallego for cosponsoring the bipartisan Laken Riley Act. This commonsense legislation would keep American families safe, and every single senator should support it," Britt said in a statement after Gallego joined the bill. 

The Alabama senator reintroduced the bill in the Senate on Tuesday after first debuting it last year. Senate Majority Leader John Thune, R-S.D., quickly teed the measure up for a floor vote on Friday. 

Britt's bill has the full backing of every Republican in the Senate and is now co-sponsored by Democrat Sens. John Fetterman, D-Pa., and Gallego. 

MIDWESTERN STATE SENATOR REVIVES DOGE-ALIGNED BILLS AS GOP PREPARES FOR DC TAKEOVER

Gallego notably voted in favor of the bill in the House last year, one of a few dozen Democrats to do so. 

The Arizona Democrat won the swing state's Senate race in November, taking over the seat vacated by former Sen. Kyrsten Sinema, I-Ariz., who did not run for re-election. Gallego defeated Trump ally Kari Lake in the election, despite President-elect Donald Trump carrying the battleground state. 

On Tuesday, a spokesperson for Sen. Gary Peters, D-Mich., revealed to Fox News Digital he would be voting in favor of the measure. The Democrat is up for re-election in Michigan in 2026, another state won by Trump. 

TRANSGENDER BILL BARRING MEN FROM WOMEN'S SPORTS TO GET FLOOR VOTE IN NEWLY GOP-LED SENATE

Republicans will ultimately have a 53-seat majority in the Senate. However, because Sen.-elect Jim Justice of West Virginia delayed his swearing-in, the conference only has a 52-seat majority. 

To overcome the legislative filibuster, the bill needs 60 votes. The measure's fate is thus expected to come down to the votes of a handful of Democrats.

In particular, the vote will put a spotlight on the Georgia Senate delegation, as Riley was a constituent of theirs. All eyes will be on Sen. Jon Ossoff, D-Ga., who has his own re-election battle in 2026 in yet another Trump-won state.

Ossoff did not provide comment to Fox News Digital in time for publication.

• A software engineer left a FAANG company for Oracle in 2024 due to a cultural mismatch.
• He felt micromanaged and a lack of trust at the FAANG company even though he worked intense hours.
• Oracle offered a structured onboarding process and a collaborative environment, and he plans to stay.

This as-told-to essay is based on a conversation with a 27-year-old software engineer at Oracle who previously worked at a FAANG company. The source's name and full employment history are known to Business Insider but are not named to protect their privacy. The following has been edited for length and clarity.

In March 2022, I interviewed with a FAANG company for a software engineering role.

I heard back from my final round within a few days and started about three weeks after signing the offer. I didn't stay at the FAANG company very long because the culture was not a fit for me.

I'm now at Oracle and don't plan on leaving. Here's how my work experiences at both companies compare.

The FAANG company seemed more focused on personality fit during the interview process

After an HR screen and a tech screen, I had a final round of four interviews back-to-back, each lasting 45 minutes. Three interviewers were senior engineers, and one was the hiring manager.

The personality questions were more detailed than the technical questions. They wanted to know if I demonstrated the company's leadership principles, so they asked questions like "Can you tell me about a time you affected change in a company?" and "Can you tell me about a time you went above and beyond for a customer?"

The technical questions were on standard LeetCode and system design. I was asked to whiteboard and design a service similar to Instagram and discuss how I'd engineer it to scale to a billion users.

The FAANG company sought candidates willing to work long hours

The interviewers didn't ask directly how long I was willing to work, but they asked: "Tell me about a time when you had to meet an aggressive deadline." The hiring manager also told me the team I'd be joining was fairly new and wanted to roll out the technology they were developing quickly.

I did notice a few more red flags. Everyone I interviewed with had joined within the past year and a half. Most folks I interviewed with at Oracle had been at the company for four to six years.

One of the senior engineers at the FAANG company said it's fast-paced and has a work-hard culture, so there's a lot of turnover. However, I'd also get to learn a lot and work on features that millions of customers would use, and I was looking forward to that experience.

My Oracle interview process took longer

I interviewed with Oracle in February 2024 and started in March.

The steps were the same, but the Oracle process focused more on technical ability than the FAANG company.

In the final round, I was interviewed by two senior engineers, the hiring manager, and a product manager. The senior engineers and my hiring manager also asked me standard LeetCode and system design questions. My hiring manager asked if I had data center experience, which I didn't. The product manager asked me to go deep into the technical stuff I previously worked on.

The offer negotiation process was pretty similar for both companies

Both times, I had competing offers and asked them to match compensation. They matched it by increasing the amount of vested stock they'd give me, and I got a 10% total compensation increase from both.

Oracle's RSU vesting is spread evenly across four years. At the FAANG company, the four-year stock vest schedule was 5% for year one, 15% for year two, 40% for year three, and 40% for year four.

After my first year at the FAANG company, I received a 3% raise on my base pay. I haven't received a raise at Oracle yet.

I found Oracle's onboarding process to be much more structured

The initial few weeks at both companies were spent getting access to code bases, familiarizing myself with the teams' work, and having a lot of 1:1 meetings.

At Oracle, everyone helped explain the organization's overall mission. The team had an onboarding document that I could follow that outlined expectations.

There was no structure or clear expectations in the first few weeks at the FAANG company. Management also didn't focus much on helping people get onboarded.

My FAANG coworkers seemed very focused on their level of seniority

Almost every single engineer I met in my first week at the FAANG company either asked me a question about how I could help them get a promotion or was very closed off and wouldn't communicate much. One midlevel engineer asked me in our first meeting whether I'd be open to being "mentored" by him so he could use me as a data point to support his coming promotion.

Another engineer I met with told me, "That is between me and my manager," when I asked him about his long-term career goals during our first meeting. I asked my skip-level manager a question about the team, and he told me my question was better suited for a lower-level manager, not him.

At Oracle, everyone was friendly and gave me information and advice on succeeding.

Oracle has a sense of teamwork and collaboration that the FAANG company did not have

In my experience, micromanagement is virtually nonexistent at Oracle. Management and executives allow engineers and other contributors to set their own deadlines and expectations. I felt trusted.

The culture at the FAANG company was one of the most intense I've been part of. My teammates and I regularly worked until late into the night, and there was lots of micromanagement, which is one of the reasons I left. It felt like there was a lack of trust in lower-level employees.

It affected both my mental and physical health. My sleep pattern was chaotic, and I skipped a lot of meals because of the constant stress and anxiety.

Since I left the FAANG company for Oracle, I haven't looked back

The final straw was when the FAANG company asked me to relocate to a different state with three-months notice. I told my manager I'd move but immediately started searching for external jobs.

I got my Oracle offer shortly after. When I finally gave my two weeks' notice at the FAANG company, I felt a huge weight lifted off my chest.

Changing companies improved my mental health, and my stress levels dropped dramatically. I plan to stay at Oracle long-term.

Want to share your Big Tech job experience? Email Lauryn Haas at [email protected].

• Most AI chips are made in Taiwan by Taiwan Semiconductor Manufacturing Company.
• Startups focused on lowering the cost of AI are working with US manufacturers.
• AI chips are being made at fabrication facilities in New York and Arizona.

Attempting to compete with Nvidia is daunting, especially when it comes to manufacturing.

Nvidia and most of its competitors don't produce their own chips. They vie for capacity from the world's most advanced chip fabricator: Taiwan Semiconductor Manufacturing Company. Nvidia may largely control which companies get the latest and most powerful computing machines, but TSMC decides how many Nvidia can sell. The relationship between the two companies fascinates the industry.

But the bottom line is that there's no manufacturer better and there's no getting ahead of Nvidia for the types of manufacturing capacity relevant to AI.

Still, a few startups think they can find an advantage amid Nvidia's dominance and the ever-fluctuating dynamics surrounding the island nation of Taiwan by tapping chip fabs in the United States.

Positron AI, founded by Thomas Sohmers in 2023, has designed a chip architecture optimized for transformer models — the kind on which OpenAI's GPT models are built. With faster access to more memory, Sohmers claims Postiron's architecture can compete on performance and price for AI inference, which is the computation needed to produce an answer to a query after a model has been trained.

Positron's system has "woefully less FLOPS" than an Nvidia GPU, Sohmers joked. However, his architecture is intended to compensate for this with efficiency for Positron and its customers.

Smaller fabs are 'hungrier'

Positron's chips are made in Chandler, Arizona, by Intel-owned firm, Altera.

Intel acquired Altera, which specializes in a specific type of programmable chip, in 2015. In 2023, some early Positron employees and advisors came from Altera — bringing relationships and trust. The early partnership has given Positron some small influence over Altera's path and a cheaper, more flexible manufacturing partner.

The cost of AI comes from the chip itself and the power needed to make it work. Cutting costs on the chip means looking away from TSMC, Sohmers says, which currently holds seemingly infinite bargaining power.

"Fundamentally, Positron is trying to provide the best performance per dollar and performance per watt," Sohmers said.

Compared to other industries, AI offers a rare proposition: US production is often cheaper.

"In most other industries, made in the USA actually means that it's going to be more expensive. That's not the case for semiconductors — at least for now," Sohmers said.

Many fabs are eager to enter the AI game, but they don't have the same technical prowess, prestige, or track record, which can make finding customers challenging.

Startups, which often lack the high order volumes that carry market power, are a good fit for these fabs, Sohmers said. These less in-demand fabs offer more favorable terms, too, which Sohmers hopes will keep Positron competitive on price.

"If I have some optionality going with someone that is behind but has the ambition to get ahead, it's always good from a customer or partner perspective," he said, adding, "It gives both leverage."

Taking advantage of US fabs has kept the amount of funding Positron needs within reason and made it easier to scale, Sohmers said.

Positron isn't alone. Fellow Nvidia challenger Groq partners with GlobalFoundries in upstate New York and seeks to make a similar dent in the AI computing market by offering competitive performance at a lower price.

Less inherent trust

It's not all upside though. Some investors have been skeptical, Sohmers said. And as an engineer, not going with the best fab in the world can feel strange.

"You have a lot more faith that TSMC is going to get to a good yield number on a new design pretty quickly and that they have a good level of consistency while, at other fabs, it can be kind of a dice roll," he said.

With a global supply chain, no semiconductor is immune from geopolitical turmoil or the shifting winds of trade policy. So, the advantages of exiting the constantly simmering tension between Taiwan, China, and the US serve as a counterweight to any skepticism.

Positron is also working on sourcing more components and materials in North America, or at least outside China and Taiwan.

Sourcing from Mexico, for example, offers greater safety from geopolitical turmoil. The simpler benefit is that shipping is faster so prototyping can happen quickly.

It's taken a while, but Sohmers said the industry is waking up to the need for more players across the AI space.

"People are finally getting uncomfortable with Nvidia having 90-plus percent market share," he said.

Got a tip or an insight to share? Contact BI's senior reporter Emma Cosgrove at [email protected] or use the secure messaging app Signal: 443-333-9088.

• The Mazda CX-50 Hybrid is a compact hybrid crossover SUV that's all-new for 2025.
• I recently drove one in top-spec "Premium Plus" trim.
• I was impressed by the peppy hybrid powertrain, athletic looks, and smartly designed cabin.

I recently reviewed a Mazda CX-50 Hybrid in top-spec Premium Plus trim, with an as-tested price of $42,065. I was impressed by the SUV's efficient hybrid powertrain, athletic looks, and smartly designed cabin.

The base ICE 2025 Mazda CX-50 2.5 S Select starts at $30,300, while the most affordable hybrid variant is $33,970. My Alabama-built Mazda CX-50 Hybrid Premium Plus test car starts at $40,050.

14 features stood out to me and helped make the CX-50 one of the best compact hybrid SUVs that I've tested so far.

Athletic looks

The CX-50 might be the best-looking SUV in the segment. It features the latest derivative of Mazda's signature Kodo design language, marrying its traditional curves with a more rugged, squared-off athletic look.

Toyota hybrid system

The CX-50 Hybrid is powered by a 2.5-liter, 176-horsepower, naturally aspirated four-cylinder engine paired with a 118-horsepower electric motor up front, a 54-horsepower unit on the rear axle, and a 1.59-kWh battery pack.

The total output is 219 horsepower.

The engine and hybrid system are sourced from Toyota. It's the exact same powertrain found under the hood of the rival RAV4 Hybrid.

Standard AWD

As with all Mazda SUVs, the CX-50 Hybrid comes standard with all-wheel drive. It is equipped with an e-AWD system that uses a rear-axle electric motor instead of a traditional physical linkage.

Great fuel economy

My test car's EPA fuel economy figures are 39 mpg city, 37 mpg highway, and 38 mpg combined.

That's 10mpg better in combined fuel economy than the most efficient ICE CX-50.

Fun to drive

Compact hybrid SUVs are generally designed to be sensible, fuel-efficient transportation for the masses.

The CX-50 Hybrid is certainly that, but it also brings a good dose of Mazda zoom-zoom to the party. It's the most fun I've had driving a small hybrid SUV.

The steering felt well-weighted and offered a decent amount of feedback for a vehicle of its type. The Mazda's suspension is a bit stiffer than most of its rivals, which helps it approach corners with great composure, but it does compromise ride comfort a tad.

The hybrid powertrain delivers peppy performance, especially in Power mode, thanks to the ample torque from its electric motors.

As in other applications of the Toyota Hybrid system, intrusive engine noise can be problematic, especially under hard acceleration.

Premium cabin

The CX-50's cabin is simply terrific. Material and build quality are top-notch, while its overall design exudes a truly premium feel.

The smartly located audio controls on the center console are easy to reach for both the driver and passengers.

Attractive leather upholstery

My CX-50 Premium Plus test car featured beautiful red leather upholstered seats with black accent stitching.

Updated infotainment system

The CX-50 comes standard with a crisp-looking 10.25-inch touchscreen.

The screen is only a touchscreen when Apple CarPlay or Android Auto are initiated. In all other instances, the system requires the use of the cumbersome rotary controller on the center console.

Fortunately, Carplay and Android Auto are standard on all trim levels.

The CX-50 Hybrid is equipped with a standard backup camera.

Digital driver cockpit

In front of the driver is an advanced cockpit with a stylish heated leather-wrapped steering wheel. The CX-50's instrument cluster features a pair of analog gauges flanking a configurable central 7-inch LCD display that's designed to mimic a circular gauge.

My test car also came with an optional color head-up display.

Panoramic Moonroof

Premium and Premium Plus trim CX-50 Hybrids can be had with this large power sliding panoramic glass moonroof.

Comfy rear cabin

With 37.8 inches of legroom, the CX-50 doesn't have the most spacious rear cabin. However, the leather rear bench seat offers ample room for two adults.

Rear seat passengers have dedicated AC vents and USB sockets.

Spare tire

The CX-50 is one of the rare hybrid SUVs in this segment with a spare tire. In many cases, the underfloor space traditionally occupied by the spare tire is repurposed for batteries or left empty to save costs or weight.

The spare tire shares the storage compartment with the subwoofer for the CX-50's stellar 12-speaker Bose audio system.

Expandable cargo compartment

Open the power liftgate, and you'll find 29.2 cubic feet of cargo space behind the rear seats. Fold the down rear seats, and cargo capacity expands to 56.3 cubic feet

Good standard safety tech

Even the entry-level CX-50 comes standard with important assistance tech, such as adaptive cruise control, blind spot monitoring, lane keep assist, and rear cross-traffic alert.

• AT&T began implementing its staggered five-day return-to-office mandate on Monday.
• Workers told BI that limited available desks and elevators at some locations complicated their office return.
• As more workers are slated to arrive in phases, projects to add capacity are underway.

The first wave of AT&T's five-day return-to-office mandate started on Monday. Conversations with half a dozen AT&T workers across the country this week indicate it hasn't been off to a smooth start.

At the Dallas-based telecom giant's Atlanta offices, AT&T employees told Business Insider that a lack of enough open desks, parking lots that quickly filled up, and a limited number of elevators is complicating the company's plan to phase out hybrid work.

Internal documents obtained by BI suggest that AT&T is aware that its RTO mandate is asking more people to work on-site than the number of workstations it has at some of its offices.

An internal FAQ that was updated last week said that employees in at least one division should expect workstations for 70-80% of those who are assigned to a particular location.

"As a reminder, employees should not leave personal items, make signage, or add name plates on desks," the document said. "These items will be removed."

A spokesperson for AT&T did not provide immediate comment when contacted by Business Insider.

The document follows a memo last month from CTO Jeremy Legg sent to employees that said his AT&T Technology Services division "will not offer one-for-one seating per employee" under the new RTO rules.

One employee at the Atlanta offices told BI on Monday that he arrived before 7 a.m. to ensure he got a workspace.

Another Atlanta worker said he arrived before 6 a.m. and that the available desks he saw had been filled by employees by 9 a.m., at which point some employees sat in the dining area or around conference tables.

"I actually enjoyed coming to the office and even came four to five days a week," the employee said. He said that he felt the working environment "has deteriorated" as more employees returned to the office since last year's three-days-in-office requirement.

The worker said AT&T employees have already been competing for space and sometimes speaking over one another while conducting simultaneous Microsoft Teams meetings. The elimination of hybrid work is heightening those challenges, the employee added.

The two Atlanta workers, as well as employees at other offices, told BI that finding open parking in a timely manner has been a challenge for themselves and for colleagues, especially at offices that have been converted from less-dense cubicle setups to more tightly packed floor plans.

In communications sent to employees, AT&T has said it will continue to monitor workspace capacity and usage and will make adjustments accordingly. Legg's memo said that the company anticipates some percentage of workers to be out of the office each week due to sick days, work travel, vacation, or other reasons.

Workers in Atlanta also reported seeing signs in front of the office's elevators (which they said have seen increasingly long wait times) with motivational quotes recommending they use nearby stairs instead.

Workers said the signs included phrases like "There is no elevator to the top of the corporate ladder," and "There will be challenges, but each step you take brings you closer to who you're meant to be. Take the stairs." It wasn't clear exactly when the signs were placed, but the Atlanta employees said the signs were gone by Tuesday morning.

One of the Atlanta employees told BI that an additional elevator is planned to be installed at the location.

Meanwhile, more workers are slated to arrive this year under subsequent phases of the company's five-day RTO mandate. AT&T previously said different divisions are setting their own schedules according to their business needs.

AT&T's move away from hybrid work follows similar moves from Amazon, Dell, and others that are requiring workers to be in the office for the entire workweek.

"We believe there is great value in having people connecting, collaborating, and innovating together in an office setting," said one AT&T memo, which was distributed after the initial return-to-office mandate was announced in 2023. "Consolidating our work locations will also help us reduce costs and simplify things for our employees and our customers."

Nearly all of the dozen workers BI has spoken to in recent weeks have said they feel that the new rules may be an attempt to reduce its US workforce.

"This is not about collaboration," one of the Atlanta workers said. "If they can cut costs and have people leave because they're uncomfortable, that's the sweet spot."

If you are an AT&T employee who wants to share your perspective, please contact Dominick via email or text/call/Signal at 646.768.4750. Responses will be kept confidential, and Business Insider strongly recommends using a personal email and a non-work device when reaching out.