Written by humans who take the industry seriously, and themselves slightly less so.
UC Today is a workplace technology publication: independent journalism, market intelligence and community for the people who choose, run and live with the technology behind how the world works. We are eight journalists, an editor who owns the corrections, and a founder who still reads them. Our sibling publication, CX Today, does the same for customer experience.
“Workplace technology is everything an organization uses to help its people work: how they communicate and collaborate, the AI and automation beside them, the spaces and devices around them, the platforms that manage, measure and protect it all, and the experience of the people using it.”
The market has outgrown its old labels. What began as unified communications is now a much wider conversation — one that reaches from the meeting room to the front line — and our ten beats are drawn to cover all of it.
We value our editorial and commercial relationships equally, and keep them separate. Sponsored work says so, plainly, every time.
Intelligence tools assist; people author. Every byline is a person who will answer for the piece.
We check, then we quote. Corrections are owned by name, not buried on a Friday.
We do not just publish at the industry. Polls, field takes, and questions flow back in, and we listen.
Techtelligence is the signal layer under this newsroom. Most technology coverage is reactive by design: a vendor announces, a headline follows. Techtelligence watches where the markets are going before those announcements arrive, so the journalism here starts ahead of the story, not behind it.
It never writes the story. It points reporters at what is forming — which narratives are building, which signals are early, which claims deserve a harder look — before the press releases land. Every output is labeled — signal-powered, expert-validated — and the methodology is in the open.
UC Today exists because Rob Scott kept reading coverage of his own industry and not recognizing it. The press releases arrived, got a light rewrite, and went out again; the questions a buyer would actually ask never made it in. He thought someone should do it properly. Nobody did, so he started.
The first version was one person, a laptop, and a list of people who deserved straight answers about workplace technology. It grew the slow way: story by story, correction by correction, reader by reader. The rules set on day one have not moved since. Editorial and commercial relationships both matter here, and each stays in its own lane. Every byline is a person who will answer for the piece. And if a reader knows more than we do, which is often, we ask them.
Today that list of people is a global audience of the folk who choose, run, and live with workplace technology, and the laptop has become a newsroom. Rob still reads every correction.
“Our audience gave us their attention long before anyone gave us a penny. Everything we publish has to be worth that trade, every day.”
Started UC Today because the industry deserved better than press-release journalism. Still reads every correction personally, and still thinks the comment section of 2009 was a mistake worth learning from.
Will talk about the future of work for exactly as long as you let him.
Decides what leads and owns the corrections. Writes about voice, governance, and the connectivity layer nobody notices until it fails. Believes most industry news is quieter than its headline.
Maintains the style guide with the zeal of a man defending a garden.
Covers the people side of workplace technology: talent platforms, wellbeing, and what the workforce data actually says.
Reads engagement surveys for fun, which may itself be a wellbeing signal.
Covers enterprise AI, XR, and the AV estate. Files fast, checks faster, and has interviewed half the show floor at InfoComm.
Owns more headsets than any reasonable person should.
Covers the collaboration stack and the meetings it generates. Asks vendors the question their demo was designed to avoid.
Runs her own meetings at 25 minutes, on principle.
Writes on governance and accountability, usually to point out where the org chart quietly removed both.
Has never met a committee he could not diagram.
Writes the long ones. Frameworks, market analysis, and the questions procurement should have asked first.
Believes every good framework fits on one side of A4, and keeps proving it.
Covers the service layer and the customer on the end of it. Turns analyst decks into sentences people actually finish.
Files from trains, mostly. Prefers it that way.
The people who read, rate, vote, take and question — the reason everything else on this page exists. Every story ends with an invitation to engage, every contribution is checked before it is quoted, and if a reader knows more than we do, which is often, we ask them. Conversation over consumption, always.
Verified practitioners whose field takes and expertise sharpen the coverage. The best of them climb the UC All-Star ladder — recognition decided by an editor with a recorded reason, never an algorithm, never a leaderboard.
Our annual recognition of the vendors, projects and people doing the best work in workplace technology. Judged on evidence, entered in the open, and entirely separate from any commercial relationship with us.
The brands we work with commercially, and the industry events we partner on, fund the journalism, and we value those relationships as highly as our editorial ones. One rule keeps both healthy: the newsroom writes the story, and sponsored work says so, plainly, every time.
Good journalism is no use if it’s hard to read. The whole site works with a keyboard. Light and dark modes both meet contrast standards. Text comes in three sizes, set in your account. Animation respects your device’s reduced-motion setting. Every image carries a description. And if something gets in your way, file it at the news desk and we’ll fix it. That’s the commitment.