Oura Ring 4 changed how I track my health, but brings its own challenges

by Hansraj Agrawal | Apr 21, 2026 | Technology

Smartwatches have become central to personal health tracking, but their approach often relies on continuous engagement. Notifications, reminders, and activity prompts demand attention throughout the day. While these features serve a purpose, they also create a layer of interruption that can feel persistent over time.

The shift to the Oura Ring 4 represents a move away from this model. Instead of active prompting, the device focuses on passive monitoring. It operates without visual distractions, positioning itself as a device that observes rather than intervenes. This difference in approach defines the experience from the outset.

However, moving health tracking from the wrist to the finger is not a direct transition. It introduces both functional and physical adjustments that become apparent during extended use.

Design: New form factor requires adjustment

Despite its lightweight construction, the ring maintains a noticeable thickness. Its presence is felt when fingers come into contact during routine actions such as typing, gripping objects, or holding a steering wheel. Unlike a smartwatch, which can be adjusted through its strap, the ring is fixed in size. This creates a limitation. Finger size changes throughout the day due to factors such as temperature and hydration. A fit that feels correct at one time may become restrictive later. The lack of adjustability also prevents switching between fingers to manage comfort.

During testing, prolonged wear resulted in visible skin irritation, including a mark resembling a burn. While the ring uses non-visible infrared LEDs, continuous skin contact, combined with heat and moisture, can lead to irritation in some cases. This highlights the physical impact of a device designed for constant wear.

Sensor intelligence and data interpretation

Beneath its minimal exterior, the Oura Ring 4 integrates a dense array of sensors. The system uses multiple signal pathways to measure metrics such as heart rate, blood oxygen levels, and skin temperature.

One of the challenges with ring-based tracking is movement. Unlike a watch, a ring can rotate during use. Oura said it addresses this through its sensing system, which adapts to positional changes and continues to capture reliable data. The result is a set of metrics that align closely with physical condition.

This is most evident in the Readiness Score. The score reflects recovery status based on multiple inputs, including sleep quality and heart rate variability. In practice, the score often corresponds with how the body feels, reinforcing confidence in the data interpretation.

Core strength: Sleep tracking

Sleep tracking remains the primary focus of the Oura Ring 4. Rather than measuring duration alone, the system analyses sleep stages, including Rapid Eye Movement (REM) and deep sleep.

The device also tracks oxygen saturation and heart rate during sleep, with additional capability to detect breathing irregularities. While not intended as a clinical tool, this functionality can indicate potential issues such as sleep disruption patterns.

The accuracy of sleep stage detection and the depth of analysis position this feature as a central part of the overall experience.

Heart Health Metrics

The Oura Ring 4 extends its focus to heart health, with particular emphasis on heart rate variability (HRV). HRV is measured during sleep and contributes significantly to the Readiness Score.

Changes in HRV can indicate stress, fatigue, or early signs of illness. In practice, this metric functions as an early signal, often aligning with physical symptoms that appear later.

Another feature is cardiovascular age estimation, derived from arterial stiffness and pulse wave analysis. This provides a broader perspective on long-term health rather than short-term activity levels.

Activity Tracking

The Oura Ring 4 approaches activity tracking differently from most wearables. It does not focus on real-time metrics such as pace or distance tracking for endurance sports. Instead, it identifies and logs activities automatically, covering a wide range of movements, from walking to household tasks.

During recorded workouts, the ring provides heart rate zones, offering insight into intensity levels. The system also includes a dynamic adjustment feature. If recovery indicators are low, daily activity targets are reduced accordingly.

This approach contrasts with devices that maintain fixed targets regardless of physical condition. It shifts the focus from meeting predefined goals to aligning activity with recovery status.

Oura app

The Oura app serves as the central interface for all data and insights. It organises information into three primary categories: Sleep, Readiness, and Activity. This structure simplifies access to complex biometric data.

The app also includes an AI-based feature known as Oura Advisor. This tool allows users to interact with their health data through conversational prompts, generating insights based on recorded metrics.

A timeline feature automatically records activities, rest periods, and sleep, creating a continuous log of health-related behaviour. This reduces the need for manual input and supports long-term tracking.

Pricing and the subscription model

In India, the Oura Ring 4 is positioned within the premium segment. Pricing varies by finish:

Silver and Black: ₹28,900

Gold, Stealth, and Rose Gold: ₹39,900

In addition to the hardware cost, access to full features requires a subscription priced at ₹599 per month.

This model differentiates Oura from several competitors that offer a one-time purchase structure. The subscription reflects the company’s focus on data processing and software-driven insights. For users seeking detailed analysis, this may justify the cost. For others, it introduces an ongoing expense that affects overall value.

Verdict

The Oura Ring 4 presents a different approach to health tracking. It reduces reliance on notifications and focuses on long-term physiological trends. Its strength lies in sleep analysis, recovery insights, and data interpretation.

At the same time, the physical design introduces constraints related to fit and comfort, and the subscription model adds a recurring cost. The device does not aim to replace feature-rich wearables but instead offers a focused alternative.

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Products launched during Tim Cook's reign that shaped Apple's evolution

by Hansraj Agrawal | Apr 21, 2026 | Technology

While Tim Cook is set to step down as Apple CEO in September, he will leave behind a tenure defined by several key moments in the company’s evolution. From turning wearables into a core business with the Apple Watch and AirPods to shifting Macs to Apple Silicon, Cook’s time at Apple has been shaped by a series of product decisions that steadily expanded the company’s ecosystem. Even the iPhone, long seen as a finished idea, continued to evolve under his leadership with changes like the iPhone X redesign.

Cook took over as CEO in 2011 following Steve Jobs, inheriting a company built around a few defining products and guiding it into a broader, more interconnected ecosystem spanning devices, services and platforms.

Apple Watch (2015)

The Apple Watch, launched in 2015, marked Apple’s entry into the wearables segment. Initially positioned as a companion device, it gradually evolved into a health-focused product.

Over time, features such as ECG, blood oxygen monitoring and fall detection turned it into a serious health and fitness tool. The Apple Watch helped bring wearables into the mainstream and expanded Apple’s ecosystem beyond smartphones.

AirPods (2016)

While some companies had begun experimenting with wireless earbuds around 2014, wired earphones were still the norm at the time.

Apple changed this in 2016 with the launch of the first-generation AirPods. These earbuds removed the need for wires entirely, helping popularise the true wireless category. Over the years, Apple has added features such as spatial audio, live translation and heart rate monitoring.

iPhone X (2017)

The launch of the iPhone X in 2017 marked a major shift in Apple’s smartphone design. It was the first iPhone to remove the home button, introducing an edge-to-edge OLED display, gesture-based navigation and Face ID.

The iPhone X went on to set the template for modern smartphones, with its full-screen design and gesture controls becoming widely adopted across the industry.

Multiple iPhone models strategy (post-2017)

Following the iPhone X, Apple moved away from launching a single flagship each year and began introducing multiple models within the same lineup. This included variants such as the iPhone XS, XS Max and XR.

This approach later evolved into the standard, Pro and Pro Max lineup, allowing Apple to cater to different price segments while maintaining its premium positioning. The strategy has since become a key part of the company’s growth.

Apple Silicon Macs (2020)

Apple’s shift to in-house chips in 2020, starting with the M1, marked a fundamental change in how Macs were built. By moving away from Intel processors to Apple Silicon, the company brought Macs onto the same architecture as the iPhone and iPad.

This transition was not just about performance. It enabled tighter integration between hardware and software, allowing features such as instant wake, compatibility with iPhone and iPad apps, and significantly improved battery life.

MacBooks began offering all-day battery while also running cooler and quieter compared to Intel-based models. The move also gave Apple greater control over its chip roadmap, reducing reliance on third-party suppliers and enabling faster iteration cycles.

AirTags (2021)

With the launch of AirTag in 2021, Apple entered the item tracking segment. The device allows users to locate everyday objects through the Find My network.

Features such as Precision Finding, powered by Ultra Wideband technology, helped differentiate the product. AirTags extended Apple’s ecosystem into more practical, everyday use cases.

Vision Pro (2024)

The Apple Vision Pro marked Apple’s entry into spatial computing, while also introducing a different way of interacting with devices. Instead of controllers, the headset relies on eye tracking, hand gestures and voice input.

It places apps within a three-dimensional interface, creating what Apple describes as an “infinite canvas,” where windows can be arranged, resized and used side by side beyond the limits of a traditional display.

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Apple to focus hardware team into five key areas under Johny Srouji

by Hansraj Agrawal | Apr 21, 2026 | Technology

By Mark Gurman

Apple Inc.’s newly combined hardware engineering and hardware technologies division will be organised across five key areas, its new leader told staffers on Monday.

Johny Srouji, who was named chief hardware officer at the same time John Ternus was promoted to chief executive officer, made the disclosure in an email to Apple employees. He said the team will be organised into hardware engineering, silicon, advanced technologies, platform architecture and project management divisions.

The change aims to simplify the structure of his organisation, which will add thousands of employees and responsibility over the engineering of the iPhone, iPad, Apple Watch and other products.

Under Srouji, Apple’s hardware engineering unit will now be run by Tom Marieb, an Intel Corp. veteran who joined Apple in 2019 to run a team responsible for the quality and hardware integrity of products.

The silicon team will be overseen by longtime executive Sri Santhanam; platform architecture will be led by Tim Millet; advanced technologies will be overseen by Zongjian Chen; and Donny Nordhues will run program management.

Srouji also touched on Ternus’ appointment and CEO Tim Cook’s departure in his email, proclaiming that Cook “made the very best choice for who should succeed him.”

“Those of us who have had the chance to work closely with John know how thoughtful and capable he is,” Srouji said.

The decision to combine the hardware engineering and hardware technologies teams takes Apple back to a structure it used over a decade ago. The group was one team under former hardware chief Bob Mansfield but was split up upon his first retirement in 2012. That move eventually gave way to Ternus and Srouji rising within Apple.

The new management structure elevates Srouji, who told Cook last year that he was considering leaving for another role, to the clear top of the management chain under Ternus. The change helps cement hardware and engineering as the company’s central priorities.

Here is Srouji’s full memo to staff:

Team,

This afternoon, Apple announced that Tim will be transitioning to executive chairman and that John Ternus will become our new CEO in September. Tim has been such an exceptional leader for the past 15 years and it has been an honor to work with him. Like Tim, I agree that John is going to make a wonderful CEO. Those of us who have had the chance to work closely with John know how thoughtful and capable he is, and I believe Tim has made the very best choice for who should succeed him.

As part of this transition, I’ve been asked to step into the role of Chief Hardware Officer and to combine the hardware technologies and hardware engineering teams under a single organisation. I am excited to bring these teams together, to integrate them further, and to help us innovate in an even bigger way than we already do. As you know, we have a very exciting road map ahead, and I believe there is no limit to what we can achieve together.

As we move forward, I have decided to organise most of the team primarily under five areas, with Tom Marieb leading hardware engineering, Sri Santhanam leading silicon across all of our products, Zongjian Chen leading advanced technologies, Tim Millet leading platform architecture, and Donny Nordhues leading EPM across the combined organisation. Over the coming weeks I plan on having discussions with the broader leadership team about other aspects of this new structure.

I know this represents a meaningful change, but I am confident that it will be successful because of all of you. Thank you for all the work you’ve done to make Apple the best hardware company on the planet. The future is bright — and we are going to invent it.

Johny

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Read memos from Apple's Tim Cook and John Ternus on CEO transition

by Hansraj Agrawal | Apr 21, 2026 | Technology

By Mark Gurman

After tapping hardware chief John Ternus to succeed Chief Executive Officer Tim Cook as the iPhone maker’s leader, Apple Inc. sent memos to staff from both executives explaining the move.

Cook, who took the CEO role from co-founder Steve Jobs in 2011, said now was the “right time” to make the transition, which takes effect on Sept. 1. Cook will stay with the company as executive chairman.

Here is Cook’s memo to employees:

Team,

Fifteen years ago, my friend and mentor Steve Jobs asked me to step into the role of CEO. It was an emotional and challenging moment for all of us at Apple, and I hoped I’d be up for the awesome responsibility I was taking on.

I knew then what I know now: that there are certain values embedded in Apple that are bigger than any of us; a belief in the simple, not the complex; a determination to innovate with a focus on those few things that are truly important to the world and meaningful to us; an impatience for anything less than excellence in every group in the company; a commitment to enriching the lives of those we have a privilege to touch with our work; and a resolve to do all that we can to leave the world better than we found it. Those were the values that made Apple what it was then, and I am proud to say that they are the ideals that animate each of us today.

Today, we have a truly extraordinary road map, and I have never been more optimistic about Apple’s future. That is why I have decided that now is the right time for me to transition to a new role of executive chairman. And I am thrilled to announce that John Ternus will be our new CEO.

Throughout the many years I’ve worked with him, and our many conversations about his becoming Apple’s next CEO, John’s passion and love for Apple shine through. He is a visionary in his own right, a man of remarkable integrity, and the kind of person we can all be proud to follow. John is the right leader to help us innovate into the future, to help us break new ground on big ideas and bold new pathways, and to ensure that the values that have made us so successful and so admired for the past 50 years will remain the core of our identity and our culture in the decades to come.

For my part, I will remain CEO through the summer and work very closely with John as we transition roles. In my new role as executive chairman, I plan to support John and Apple in a number of key areas and to be available to offer my experience whenever and wherever it is needed.

I want to offer my profound gratitude to the best executive team on the planet for your friendship and your brilliance over the years. And I want all of you, every member of the Apple team, to know how much it has meant to me to work with you. You are the most remarkable people in the world, and it’s because of you that Apple is such a special place. What we built, we built together, and you are why I am incredibly optimistic about the future. I know you will join me in congratulating John as we write this next chapter of Apple’s story.

We’ll be hosting a town hall tomorrow in the Steve Jobs Theater at 9 a.m. to talk about this and more. I’m looking forward to it.

With gratitude,

Tim

And this is Ternus’ memo:

Team,

As you’ve by now heard, Tim has announced that he will be transitioning into the executive chairman role, and in September, I will become Apple’s new CEO. It has been such a privilege to lead the hardware engineering team, to be part of such remarkable work, and to see all of you in action, determined as ever to do everything we can for our users. I look forward to working with you very closely in my new role. Needless to say, I still plan to be very hands-on.

As part of my transition to CEO, starting today, I will be stepping away from my role as head of hardware engineering. And I’m proud to announce that Tom Marieb will become the new leader of the organization. In that role, Tom’s responsibility will be to deliver on executing a truly amazing road map. He will report to Johny Srouji, who is such a talented leader and is taking on an expanded role of Chief Hardware Officer, which will allow us to work even more closely together with the hardware technologies team.

As those of you who have worked with him know, Tom is an amazing leader and an incredible mentor to so many people. Tom cares so much about the user experience, and he has been relentlessly focused on making sure we’re delivering at the standards to which we are always aspiring. I very much look forward to our continued work together.

I will have more to say when I see you in person. For now, let me simply say thank you for everything you’ve done — and for everything I know you will do. We have such important work ahead of us, and I can’t imagine a more capable team. JT

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Apple CEO Tim Cook to step down, John Ternus to take over on Sept 1

by Hansraj Agrawal | Apr 21, 2026 | Technology

By Mark Gurman

Apple Inc. Chief Executive Officer Tim Cook will hand the reins to hardware boss John Ternus later this year, capping a 15-year tenure that turned the company into a $4 trillion business spanning watches, video streaming and financial services.

Ternus will become CEO on Sept. 1, when Cook will transition to executive chairman, the company said in a statement Monday. Ternus, 50, has served as head of hardware engineering since 2021 and spent 25 years focused on product development at the iPhone maker. Bloomberg News previously reported that Ternus was Cook’s heir apparent.

The hardware engineering division will be taken over by longtime deputy Tom Marieb, according to people with knowledge of the matter. He will report to newly named Chief Hardware Officer Johny Srouji. In that role, Srouji is gaining oversight of a freshly combined hardware engineering and hardware technologies group.

Ternus must now chart a new path for one of Silicon Valley’s most storied businesses at a challenging moment. Though Apple’s growth remains strong, the company has struggled to catch up in artificial intelligence — technology that promises to transform the way consumers use devices.

“John Ternus has the mind of an engineer, the soul of an innovator, and the heart to lead with integrity and with honor,” Cook said in the statement. “He is a visionary whose contributions to Apple over 25 years are already too numerous to count, and he is without question the right person to lead Apple into the future.”

The announcement comes just weeks after the company’s 50th anniversary celebration — festivities that included a live performance at the Apple Park campus by Paul McCartney. A longtime Apple executive, who worked under both Cook and Ternus, said it “felt obvious that the celebration also doubled as a goodbye to Tim.”

Ternus is a “Tim Jr.” in style and he’s likely going to “continue to run the show the way Tim did,” said the executive, who asked not to be identified in order to speak candidly. Ternus isn’t a Steve Jobs-like showman, the person said. “He’s not a marketing ace. But he’s a product guy who is also politically savvy.”

Like Cook, Ternus is “probably not the guy who’s going to risk it all,” according to the person.

Investors largely took the announcement in stride. After dipping nearly 2 per cent in late trading, the shares pared their losses. They were down less than 0.5 per cent to $271.70 by Monday evening in New York.

Global Ambassador

In the new executive chairman role, Cook will be engaging with policymakers around the world, Apple said. The 65-year-old CEO already oversees Apple’s relationship with US President Donald Trump and often travels to China to manage the company’s ties with that country. As part of the transition, longtime Chairman Art Levinson will become lead independent director.

When he steps down as CEO, Cook will have served a record 15 years in the position. Over that span, he helped build on the success of the Mac and iPhone by pushing into health services, smartwatches and earbuds. Annual sales almost quadrupled to $416 billion in the last fiscal year, and Apple now touts an active installed base of more than 2.5 billion devices.

During the Cook era, the company introduced larger iPhones, multiple new iPads, and services like Apple Music and Apple TV. But there have also been flops, including the Vision Pro headset and a failed attempt to build a self-driving car. The Cupertino, California-based company spent a decade working on both.

Cook’s tenure also was mired by misfires in artificial intelligence. OpenAI, Anthropic PBC, Alphabet Inc.’s Google and others have launched world-changing AI products while Apple has largely sat on the sidelines.

New Devices

Ternus is a strong believer in AI and reorganised the hardware engineering division this month to operate with a new AI platform designed to help with product development and improving device quality, according to people with knowledge of the matter.

The incoming CEO has been leading the charge on a trio of new AI-focused wearables and new home devices, Bloomberg has reported. That lineup includes new AirPods, smart glasses and a pendant with cameras. He’s also been overseeing the development of new smart home products, including a display with facial recognition, a tabletop robot and a security camera.

Cook has been preparing Ternus for the role for months, asking him at the end of last year to informally take over the company’s software and hardware design teams. He has also inherited a new hardware prototyping team in recent months and took charge of hardware engineering for the Apple Watch.

In a memo to the hardware engineering group, Ternus said he is stepping away from his current role Monday. Still, he’s not going far, Ternus said. “I look forward to working with you very closely in my new role. Needless to say, I still plan to be very hands-on.”

Cook’s retirement as CEO adds to major executive turnover at the company — with environment chief Lisa Jackson, operations head Jeff Williams, former hardware boss Dan Riccio and longtime interface design lead Alan Dye also stepping down in recent months. There have also been shake-ups to the company’s general counsel and chief financial officer roles.

“Today, we have a truly extraordinary road map, and I have never been more optimistic about Apple’s future,” Cook told employees. “That is why I have decided that now is the right time for me to transition to a new role of executive chairman.”

He said he would share more details about the transition in an all-hands meeting Tuesday.

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OpenAI's India test: Can massive AI use scale turn into a paying market?

by Hansraj Agrawal | Apr 20, 2026 | Technology

India has emerged as one of OpenAI’s fastest-growing artificial intelligence (AI) markets, with weekly active users having quadrupled in the past year. India is now the company’s second-largest market behind the US, particularly in coding, reasoning and data-heavy tasks.

CEO Sam Altman confirmed that India has over 100 million weekly active ChatGPT users. But this is no longer just a usage story. For OpenAI, India matters not just in terms of data, but also as a test of whether AI can become a real revenue business outside the Western markets.

India as a monetisation test case

For investors and the broader ecosystem, the stakes are clear:

If it works, it will become a blueprint for scaling across emerging economies

If it fails, AI revenues remain concentrated in developed markets

For now, however, India remains primarily a usage-led market, not a revenue-led one.

According to Rahul Agarwalla, managing partner at SenseAI Ventures, India is largely a scale and usage story, and that usage brings across a lot of data. “That gives AI companies a huge edge because they understand what users are trying to solve. That’s where the company wins,” he told Business Standard.

Agarwalla, whose firm has backed AI-first startups such as Vernacular.ai and Cureskin, said usage-driven improvement over revenue may delay monetisation.

“I think the battle is a long one. If usage helps them (AI firms) win the AI race, I don’t see this going away anytime soon,” he added.

The four-part strategy

According to the experts, OpenAI’s India play is not a single lever but a combination of four parallel bets.

1. Consumer: solving for affordability

The first layer is access. With an aim to widen the funnel and monetise over time, OpenAI has experimented with low-cost offerings such as ChatGPT Go to expand adoption in price-sensitive markets like India.

But India’s history with digital products suggests that conversion from scale to revenue – at least at the consumer level – is not guaranteed.

Sunil Kharbanda, founder & COO of Trezix, a Surat-based technology innovation company, told Business Standard, “India’s low willingness to pay for AI reflects a deeper truth: enterprises will not pay for access to AI, but they will pay for outcomes.”

2. Enterprise: where the real money is

If consumer monetisation is uncertain, enterprise is where the real opportunity lies.

OpenAI’s partnership with the Tata Group to accelerate AI-native transformation in India, including deployment through TCS and focusing on building massive AI infrastructure, signals a clear push into large-scale enterprise adoption.

Early signs suggest that monetisation is already happening. “OpenAI and others are already monetising Indian businesses through APIs. Those revenues are not insubstantial,” Agarwalla noted.

At the same time, enterprise demand itself is evolving. According to Kharbanda, Indian enterprises are clearly transitioning from AI experimentation to committed, return on investment (ROI)-driven spending.

3. Infrastructure: the sovereignty layer

OpenAI is also investing in local infrastructure, marking a shift from purely global delivery models. The company plans to work with TCS’ HyperVault data centre business.

“OpenAI will become the first customer of Tata Consultancy Services’ HyperVault data center business, beginning with 100 megawatts of capacity and with potential to scale to 1 gigawatt over time,” OpenAI said earlier this year.

This reflects a broader structural shift.

Agarwalla explained why localisation is no longer optional. “It is always easier to have compute closer to the user. There are also data sovereignty issues. For OpenAI, establishing a footprint in every major market is a given,” he said.

He added that India’s infrastructure gap makes this even more urgent. “India has about 3 per cent of global data centre capacity but produces around 20 per cent of the data. That gap has to shrink.”

4. Ecosystem: locking in future users

Beyond pricing and infrastructure, OpenAI is also focusing on ecosystem-building by investing in broader AI adoption initiatives, developers, education, and workforce skilling.

However, Kharbanda said while OpenAI accelerates access to AI capabilities, it does not solve the harder challenge of embedding AI into enterprise systems, governance frameworks, and workflows.

“Sustainable adoption happens only when AI becomes part of the operating layer of the business, not a standalone tool. This is where domain platforms play a critical role in translating AI into measurable outcomes,” he said.

Why India is hard to monetise

India’s digital economy has long been characterised by massive scale and weak monetisation. According to Kharbanda, India is not purely “price-sensitive” but “value-sensitive”.

“Clear ROI is the key to unlocking enterprise spending,” he said.

According to experts, there are also some enterprise constraints. Even as adoption rises, budgets remain disciplined, and spending is majorly tied to:

measurable outcomes

efficiency gains

compliance requirements

Open-source pressure

While India’s developer ecosystem is highly cost-conscious and open-source friendly, Kharbanda argues this may not significantly impact enterprise monetisation. “Open-source models will drive experimentation, but enterprise deployments require reliability, governance, and auditability at scale,” he said.

According to Kharbanda, AI may be one of the first digital categories in India where monetisation is driven by productivity, not advertising.

“AI by itself is not a product; it becomes valuable only when embedded into real business processes,” he said.

This shifts the conversation from access to outcomes, and from pricing to value creation.

What this means for India Inc

Experts highlight that OpenAI’s strategy could reshape how Indian companies adopt and pay for AI. For startups, the implications are immediate. Kharbanda said, “Foundational models are becoming a commodity layer, but platforms that combine AI with domain expertise and workflow integration are structurally advantaged.”

According to him, this creates pressure on horizontal AI startups, but an opportunity for specialised ones.

For IT services firms, the outcome may be hybrid. “They will act as both partners and competitors, but the ecosystem will largely evolve toward co-creation rather than direct competition,” he added.

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