Pinterest CEO Bill Ready is attempting to reassure investors that the platform remains relevant in an AI-driven future, positioning the company not just as a social and inspirational site, but also as an “AI-enabled shopping assistant.”

His comments came during Pinterest’s second-quarter earnings call, where he sought to address concerns about the rise of the “agentic web” — a concept in which AI agents could eventually shop on behalf of users, bypassing platforms like Pinterest entirely.

Ready acknowledged that such a future could disrupt Pinterest’s position in the shopping funnel. The platform traditionally thrives at the early stage of the shopping journey, where users seek inspiration before making purchasing decisions. But in a world where AI could fully anticipate and fulfill users’ shopping needs, platforms that depend on user browsing and discovery could see engagement dwindle.

Still, Ready said that scenario is “a very, very long cycle” away, noting that most consumers are not yet ready to surrender full shopping control to an algorithm — except in simple, utilitarian cases.

Instead, he framed Pinterest as already functioning like a personal shopping assistant, even if users don’t describe it that way.

“When users say things like ‘Pinterest just gets me,’ it’s because they can open the app and get proactive recommendations that match their taste and style — just like a great personal shopping assistant would,” Ready said.

He described the current period for AI innovation as a “Cambrian moment,” pointing to Pinterest’s use of AI-powered personalization and recommendation systems, proprietary multimodal AI models that combine text and images, visual and conversational search features, and AI-driven ad targeting efficiencies.

However, the company is also navigating the downsides of AI. Pinterest has faced growing user frustration over an influx of low-quality, AI-generated content cluttering feeds. Earlier this year, it introduced labels for AI-created images and filters, allowing users to block generative AI pins. There have also been unexplained mass account bans, which users suspect are linked to overly aggressive automated moderation systems — an issue Pinterest has downplayed as an “internal error” but one that mirrors similar problems at Facebook, Instagram, and Tumblr.

On the talent side, Ready said Pinterest is competing in the intense market for AI expertise by appealing to developers who want their work to have a “positive” impact. He stressed the company’s mission to use AI “responsibly,” positioning Pinterest as a healthier alternative to the toxicity often associated with other social platforms.

Wall Street reacted coolly to the earnings report. Pinterest posted revenue of $998 million, surpassing sales expectations, but adjusted earnings per share came in at 33 cents, below the 35 cents analysts had forecast. The company also highlighted its growing appeal to younger audiences, with over half of its monthly active users now from Gen Z, and male user numbers jumping 95% year-over-year.

Suppose investor concerns about the agentic web persist. In that case, Pinterest may face pressure to prove that its AI-enabled shopping assistant model can withstand the seismic shifts in e-commerce that next-generation AI could bring. However, Ready’s betting that human curiosity and the desire for inspiration will keep users browsing, not just buying, for years to come.

What is in a name as 9Mobile rebrands to T2? “Nigeria’s fourth-largest telecommunications operator, 9mobile, has officially rebranded to T2, marking what company executives describe as the dawn of a “bold new chapter” in its history. The unveiling took place on Friday at the Eko Convention Centre in Lagos, a year after LH Telecommunication Limited acquired a 95.5 percent controlling stake in the operator.”

I have used this brand for a case study on product minimum viable quality (PMVQ). A PMVQ in Tekedia’s context refers to the idea that a product doesn’t need to be perfect from the start, but it must have a baseline level of quality that meets the needs of the target market at a specific price point. It’s a practical approach to product development that acknowledges the importance of price considerations and market segmentation when determining acceptable quality levels.

The parent of T2 was Etisalat which at its peak offered the highest quality broadband service in Nigeria, but it was expensive. Then, you would be spending about 3x on cost for the same bandwidth compared with MTN or Airtel. But you would get value from Etisalat. But unfortunately for Etisalat, there were not many customers who needed that level of quality at the price point offered. Glo was not a category-king, but its services were affordable; it picked users then.

However, there was a redesign in the market as Airtel and MTN gained on quality, and the quality level largely became like an industry hygiene factor. Price became the dominant differentiator, and Etisalat lost its leverage. Then, it faded, and morphed to 9Mobile.

But today, it is reborn as T2, and it has another opportunity. For this company to thrive, it needs to define its segments. Do not pursue the entire segment at once, as that would be tough in a world where MTN is minting cash. Yes, pay attention to PMVQ, with a clear mindset that quality without the consideration of cost is an illusion.

This means you cannot pursue quality without checking if that will move you out of your sweet spot with customers. No one buys the electric bulb used in airports that costs $10,000 and lasts for 10 years for their house; we buy the cheap ones that last about 18 months for less than $2.

T2, good luck.