Brian Boland spent more than a decade figuring out how to build a system that would make Meta money. On Thursday, he told a California jury it incentivized drawing more and more users, including teens, onto Facebook and Instagram — despite the risks.
Technology
The executive that helped build Meta’s ad machine is trying to expose it
Boland’s testimony came a day after Meta CEO Mark Zuckerberg took the stand in a case over whether Meta and YouTube are liable for allegedly harming a young woman’s mental health. Zuckerberg framed Meta’s mission as balancing safety with free expression, not revenue. Boland’s role was to counter this by explaining how Meta makes money, and how that shaped its platforms’ design. Boland testified that Zuckerberg fostered a culture that prioritized growth and profit over users’ wellbeing from the top down. He said he’s been described as a whistleblower — a term Meta has broadly sought to limit for fear it would prejudice the jury, but which the judge has generally allowed. Over his 11 years at Meta, Boland said he went from having “deep blind faith” in the company to coming to the “firm belief that competition and power and growth were the things that Mark Zuckerberg cared about most.”
Boland last served as Meta’s VP of partnerships before leaving in 2020, working to bring content to the platform that it could monetize, and previously worked in a variety of advertising roles beginning in 2009. He testified that Facebook’s infamous early slogan of “move fast and break things” represented “a cultural ethos at the company.” He said the idea behind the motto was generally, “don’t really think about what could go wrong with a product, but just get it out there and learn and see.” At the height of its prominence internally, employees would sit down at their desks to see a piece of paper that said, “what will you break today?” Boland testified.
“The priorities were on winning growth and engagement”
Zuckerberg consistently made his priorities for the company abundantly clear, according to Boland. He’d announce them in all hands meetings and leave no shadow of a doubt what the company should be focused on, whether it was building its products to be mobile-first, or getting ahead of the competition. When Zuckerberg realized that then-Facebook had to get into shape to compete with a rumored Google social network competitor (which he didn’t name, but seemed to refer to Google+), Boland recalled a digital countdown clock in the office that symbolized how much time they had left to achieve their goals during what the company called a “lockdown.” During his time at the company, Boland testified, there was never a lockdown around user safety, and Zuckerberg allegedly instilled in engineers that “the priorities were on winning growth and engagement.”
Meta has repeatedly denied that it tries to maximize users’ engagement on its platforms over safeguarding their wellbeing. In the past weeks, both Zuckerberg and Instagram CEO Adam Mosseri testified that building platforms that users enjoy and feel good on is in their long-term interest, and that’s what drives their decisions.
Boland disputes this. “My experience was that when there were opportunities to really try to understand what the products might be doing harmfully in the world, that those were not the priority,” he testified. “Those were more of a problem than an opportunity to fix.”
When safety issues came up through press reports or regulatory questions, Boland said, “the primary response was to figure out how to manage through the press cycle, to what the media was saying, as opposed to saying, ‘let’s take a step back and really deeply understand.” Though Boland said he told his advertising-focused team that they should be the ones to discover “broken parts,” rather than those outside the company, he said that philosophy didn’t extend to the rest of the company.
On the stand the day before, Zuckerberg pointed to documents around 2019 showing disagreement among his employees with his decisions, saying they demonstrated a culture that encourages a diversity of opinion. Boland, however, testified that while that might have been the case earlier in his tenure, it later became “a very closed down culture.”
“There’s not a moral algorithm, that’s not a thing … Doesn’t eat, doesn’t sleep, doesn’t care”
Since the jury can only consider decisions and products that Meta itself made, rather than content it hosted from users, lead plaintiff attorney Mark Lanier also had Boland describe how Meta’s algorithm works, and the decisions that went into making and testing it. Algorithms have an “immense amount of power,” Boland said, and are “absolutely relentless” in pursuing their programmed goals — in many cases at Meta, that was allegedly engagement. “There’s not a moral algorithm, that’s not a thing,” Boland said. “Doesn’t eat, doesn’t sleep, doesn’t care.”
During his testimony on Wednesday, Zuckerberg commented that Boland “developed some strong political opinions” toward the end of his time at the company. (Neither Zuckerberg nor Boland offered specifics, but in a 2025 blog post, Boland indicated he was deleting his Facebook account in part over disagreements with how Meta handled events like January 6th, writing that he believed “Facebook had contributed to spreading ‘Stop the Steal’ propaganda and enabling this attempted coup.”) Lanier spent time establishing that Boland was respected by peers, showing a CNBC article about his departure that quoted a glowing statement from his then-boss, and a reference to an unnamed source who reportedly described Boland as someone with a strong moral character.
On cross examination, Meta attorney Phyllis Jones clarified that Boland didn’t work on the teams tasked with understanding youth safety at the company. Boland agreed that advertising business models are not inherently bad, and neither are algorithms. He also admitted that many of his concerns involved the content users were posting, which is not relevant to the current case.
During his direct examination, Lanier asked if Boland had ever expressed his concerns to Zuckerberg directly. Boland said he’d told the CEO he’d seen concerning data showing “harmful outcomes” of the company’s algorithms and suggested that they investigate further. He recalled Zuckerberg responding something to the effect of, “I hope there’s still things you’re proud of.” Soon after, he said, he quit.
Boland said he left upwards of $10 million worth of unvested Meta stock on the table when he departed, though he admitted he made more than that over the years. He said he still finds it “nerve-wracking” every time he speaks out about the company. “This is an incredibly powerful company,” he said.
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The United Arab Emirates just made one of the most aggressive moves yet in the global AI race. The country says it will integrate agentic artificial intelligence across half of its government operations within two years.
For context: Most governments are still debating whether to use AI. This plan puts speed and execution front and center and goes in the opposite direction of how governments typically handle major technology changes.
If it works, the UAE could offer a preview of how AI may reshape public services far beyond the Middle East. If it runs into problems, it could also highlight the risks of moving this fast when government decisions, personal data and public trust are all involved.
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UAE AMBASSADOR YOUSEF AL OTAIBA: US AND UAE FORGE GROUNDBREAKING HIGH-TECH PARTNERSHIP BASED ON AI
UAE leaders meet to outline a plan that would bring Agentic AI into core government decision-making and operations. (Dubai Media Office)
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What agentic AI means for the UAE government
Agentic AI refers to systems that can analyze information, make decisions and take action with minimal human input. In this model, AI can process requests, adjust workflows and improve outcomes in real time. It can also carry out certain government tasks from start to finish, instead of only suggesting what a person should do next.
So, how would that show up in everyday ways? Think faster permit approvals, automated public services or systems that respond instantly to changes in demand. Instead of waiting for human bottlenecks, processes move continuously.
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According to the announcement, AI will act more like an operational partner than a tool. That marks a change in how governments think about technology.
How the UAE plans to roll out AI across government
There is also a clear structure behind the rollout. The UAE has put a detailed plan in place with clear expectations from the start. Every ministry and government entity will be evaluated based on how quickly it adopts AI, how well it implements those systems and how effectively it redesigns workflows around them.
Oversight will come from Mansour bin Zayed Al Nahyan, a senior government leader who plays a key role in the country’s executive decision-making. Day-to-day execution will be led by a task force chaired by Mohammad Al Gergawi, a longtime cabinet minister focused on government modernization.
How AI will change government jobs in the UAE
One of the biggest parts of this plan has less to do with machines and more to do with people. Every federal employee will receive AI training. The goal is to build a workforce that can work alongside intelligent systems rather than compete with them.
That matters because large-scale automation often raises concerns about job loss. The UAE is taking a different angle by focusing on reskilling and adaptation. If it works, it could become a model that other countries try to follow. If it struggles, it will highlight how difficult workforce transformation can be at scale.
Why the UAE is moving so fast on AI in government
This move fits into a broader strategy. The UAE has spent years positioning itself as a tech-forward economy. By embedding AI into government operations, the country hopes to improve efficiency, reduce delays and deliver faster services to residents and businesses.
It also sends a signal globally. The UAE wants to set the benchmark for how governments use AI in a big way. That puts pressure on other countries, including the United States, to rethink how quickly we adopt similar technologies.
The UAE plans to use agentic AI to help analyze information, make decisions and carry out tasks across a wide range of government services. (Kurt “CyberGuy” Knutsson)
Concerns about AI in government are already growing
For all the excitement, this kind of rollout raises real concerns. Critics point to accountability as one of the biggest questions. When AI systems start making decisions inside government, it can become harder to understand who is responsible when something goes wrong. Was it the system, the developer or the agency using it?
JOBS THAT ARE MOST AT RISK FROM AI, ACCORDING TO MICROSOFT
Privacy is another sticking point. Government systems already handle sensitive personal data. Expanding AI across those systems could increase how much data is collected, analyzed and stored, which makes some experts uneasy.
There is also the issue of bias. AI models learn from data, and if that data has gaps or flaws, the outcomes can reflect that. In a government setting, that could affect access to services, approvals or enforcement decisions in ways that are not always obvious.
Then there is trust. Even if the systems work as intended, people may still hesitate to accept decisions made by machines, especially when those decisions affect their daily lives.
Supporters argue that these risks can be managed with strong oversight and transparency. Still, critics say the speed of this rollout leaves little room for error, and that is where the debate is likely to intensify.
What this means to you
Even if you do not live in the UAE, this push has real implications. First, it raises expectations. When one government proves it can deliver faster services with AI, people elsewhere will start asking why theirs cannot.
Second, it accelerates the global AI race. Governments will need to balance speed with privacy, security and oversight. Third, it highlights a growing reality. AI is moving into decision-making roles beyond basic support functions. That changes how systems are built and how accountability works.
You may start to see similar experiments here in the United States, especially at the state or city level, where innovation can happen faster.
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Kurt’s key takeaways
The UAE is betting big on a future in which AI plays a central role in how its government operates. The timeline is aggressive, and the scope is hard to ignore. What stands out most is how quickly this is moving from concept to execution. At the same time, the questions are just as big as the opportunity. Who is accountable when AI makes a decision? How much data is being used behind the scenes? And how much trust are people willing to place in systems they cannot fully see? This could become a model that other governments try to follow. It could also expose real challenges around transparency and control. Either way, it is a clear signal that AI is moving deeper into systems that affect our everyday lives.
The initiative is set to expand AI across multiple agencies, with a focus on faster services, improved efficiency and real-time operations. (Kurt “CyberGuy” Knutsson)
If AI can start making real-time decisions inside government systems, how comfortable are you with that level of automation showing up in your everyday life? Let us know by writing to us at Cyberguy.com
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