An AT&T spokeswoman said that the carrier’s network was operating normally, but that some customers traveling internationally might be experiencing service disruptions because of an issue outside the AT&T network. The company said it was working with one of its roaming connectivity providers to resolve the issue.

Verizon told some of its customers on social media that it was also aware of the issue and that its teams were working with local providers to resolve it.

A T-Mobile representative said the carrier was one of “several providers impacted by a third-party vendor’s issue that is intermittently affecting some international roaming service” and was also working to resolve it.

George Lagos, a 70-year-old real estate developer from Dunedin, Fla., who is visiting the Greek island of Crete with his family, noticed on Wednesday that his T-Mobile cellular data was not working. For about 24 hours, he said, he was not able to reach the people he had made plans with, though luckily, they had already gone over the details together.

“You know it’s an inconvenience, but it wasn’t a disaster,” said Mr. Lagos, whose service appeared to be restored by Thursday evening. “I didn’t miss a flight. I didn’t have a taxicab looking for me or anything.”

But there was a more serious concern: His wife’s mother has been sick and Mr. Lagos’s wife could not reach the person who was helping take care of her.

“That probably was the worst thing,” Mr. Lagos said.

Major U.S. carriers all offer some version of an all-inclusive international data plan that allows travelers to use their phones much as they would in the United States.

Though the current disruption appears to be easing, travelers affected by such outages have other options to connect. Swapping out a physical SIM card — for phones that still have one — can allow you to connect to a local network. (These typically come in pay-as-you-go or prepaid packages.) For newer phones, apps like Airalo provide relatively inexpensive electronic SIM card packages in many international destinations. And of course, you can always seek out a secure Wi-Fi network.

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Judge Philip Gutierrez, who openly admonished the plaintiffs’ lawyers during the trial in U.S. District Court, will hear post-trial motions next month. He could, in theory, decide that the jury reached an improper verdict. An appeals court could also alter the size of the damages.

Still, the verdict poses a substantial risk to the league, which is a $20 billion juggernaut in large part because of its media deals.

“Juries are inherently unpredictable, but any time there’s a ruling against a sports entity, it’s significant because leagues rarely take these cases all the way to trial,” said Gabriel Feldman, the director of the sports law program at Tulane University.

The civil case cut to the heart of the league’s media distribution strategy, which for more than a half-century has been based on negotiating contracts with networks on behalf of all the teams. More than 90 percent of N.F.L. games are shown on free over-the-air television in the markets of the teams in the games, and many other games are shown in prime time on national networks. The league’s contracts with CBS, Fox, NBC and other broadcasters generate more than $10 billion a year.

Sunday Ticket was a unique product because it packaged out-of-market games already being shown by CBS and Fox and resold them to fans for about $300 a season. The plaintiffs argued that the price was deliberately inflated to limit the number of subscribers. The plaintiffs’ lawyers pointed to an email to N.F.L. executives from ESPN that said the cable sports network was willing to offer Sunday Ticket for only $70 and sell single-team packages.

The league spurned the offer and stuck with DirecTV until 2022, when it struck a new deal with YouTube TV.

During the trial, the league acknowledged that CBS and Fox would be hurt if Sunday Ticket attracted too many subscribers. Commissioner Roger Goodell, who testified last week, said the service was priced as a premium product.

The jury — and many fans — contended that the league could and should offer its games at a lower price, and with more flexible options, like team-only packages. Feldman, the Tulane professor, said the N.F.L. would most likely on appeal restate its case that while it negotiated contracts collectively, it was pro-consumer because it offered so many games over the air for free.

The N.F.L. will argue that “we are not like Coke and Pepsi — we are more like Coke and Coke Zero,” Feldman said. “We are part of the same company and part of the same goals.”

Dealers said the outage had slowed sales and forced them to find alternative methods to produce the titles, contracts, leases, registration cards and other forms that must be delivered to customers, banks and state motor vehicle authorities.

“It is definitely annoying, no doubt,” said Brian Benstock, general manager and vice president of Paragon Honda in the New York borough of Queens. “But we’re still open for business. We’re still selling cars.”

He said his franchise had other systems to retrieve customer data. “We can produce contracts,” he said. “For customers, it’s pretty seamless.”

The disruption has come at a critical time for dealers as they head into the final two weekends of the month, typically a busy time for new-car sales. Many are also preparing for Fourth of July sales and other summer promotions.

Dealers said that in some cases they were reverting to writing contracts by hand, or asking customers to wait a few days to take delivery of their vehicles.

They have less leeway in servicing or repairing vehicles, when customers often expect their cars back within a few hours, but the lack of access to customer data in most cases won’t prevent technicians from performing repair work.

The company’s rapid ascent put it in a rare position: According to data on the S&P 500 going back to the 1920s, only 12 different companies have led the index by market valuation. Nvidia is the 12th. Its growth has been so rapid that some analysts have wondered how long it can last.

“The numbers have gotten so big so quickly,” said Stacy Rasgon, an analyst with Bernstein Research. “If the return on A.I. turns out to not be there, then the whole thing comes crumbling down.”

But Mr. Huang is doubling down on his company’s continued growth.

“We are one year into generative A.I.,” Mr. Huang said in a February interview. “My guess is we are literally into the first year of a 10-year cycle of spreading this technology into every single industry.”

Tock and Resy broker some of the dining world’s most coveted reservations.

Nick Kokonas, a former derivatives trader and an owner of the Chicago fine-dining restaurant Alinea, started Tock in 2014. With Tock’s ability to offer prepaid reservations and deposits, tasting-menu restaurants like Alinea flocked to the service.

Restaurants, bars and other customers pay a flat monthly fee to use the Tock platform, which takes deposits, helps manage dining room traffic, and organizes and advertises pop-up events. Customers can download the Tock app to peruse restaurants and make bookings.

Through the acquisition, American Express said it can give its card members the perk of access to hot dining experiences within the restaurant app’s network, as well as limited foodie experiences. For instance, Resy is brokering access this summer to Misipasta, a pop-up restaurant by the Michelin-starred chef Missy Robinson on Governors Island in New York City, and American Express card holders have privileged access to tables.

Tock was acquired by Squarespace in 2021, and its bank of restaurants, wineries and other venues has grown to about 7,000 participants, American Express said, adding that its Resy network includes about 20,000 eateries worldwide.

The credit card company “will be able to offer Tock and its customers access to a broader network of diners,” Matt Tucker, the head of Tock, said in a statement on Friday. “This is an important value-add to our restaurant partners.”

The dining reservation industry leader is OpenTable, whose network includes more than 55,000 restaurants, bars and other venues, according to its website.

American Express also said on Friday that it had acquired Rooam, a platform for contactless payments that is used in bars, restaurants, stadiums and other venues. It did not disclose the sum it would pay for the platform.

The F.A.A. said it was investigating the incident.

The plane’s low point happened roughly over the city of Yukon, just west of Oklahoma City. Some people in the area said on social media that they were alarmed by the noise and low path of the jet.

“Southwest is following its robust Safety Management System and is in contact with the Federal Aviation Administration to understand and address any irregularities with the aircraft’s approach to the airport,” the airline said in a statement.

There is no indication that the incident was caused by any mechanical failure, but Boeing planes have been involved in several recent safety incidents.

Most notably, a door panel blew out of an Alaska Airlines 737 Max 9 jet in January, leading to the temporary grounding of some planes, a company plan to improve safety and an apology from the company’s chief executive, Dave Calhoun.

The technology has freed up valuable time for Mr. Busboom’s human staff, he said, and everyone is now much happier in his or her job. Before, “when someone took vacation, it was very stressful,” he added.

Chatbots — as well as other A.I. tools that can track the use of common areas and monitor energy use, aid construction management and perform other tasks — are becoming more commonplace in property management. The money and time saved by the new technologies could generate $110 billion or more in value for the real estate industry, according to a report released in 2023 by McKinsey Global Institute. But A.I.’s advances and its catapult into public consciousness have also stirred up questions about whether tenants should be informed when they’re interacting with an A.I. bot.

Ray Weng, a software programmer, learned he was dealing with A.I. leasing agents while searching for an apartment in New York last year, when agents in two buildings used the same name and gave the same answers for his questions.

“I’d rather deal with a person,” he said. “It’s a big commitment to sign a lease.”

Some of the apartment tours he took were self-guided, Mr. Weng said, “and if it’s all automated, it feels like they don’t care enough to have a real person talk to me.”

EliseAI, a software company based in New York whose virtual assistants are used by owners of nearly 2.5 million apartments across the United States, including some operated by the property management company Greystar, is focused on making its assistants as humanlike as possible, said Minna Song, the chief executive of EliseAI. Aside from being available through chat, text and email, the bots can interact with tenants via voice and can have different accents.

The virtual assistants that help with maintenance requests can ask follow-up questions like verifying which sink needs to be fixed in case a tenant isn’t available when the repair is being done, Ms. Song said, and some are beginning to help renters troubleshoot maintenance issues on their own. Tenants with a leaky toilet, for example, may receive a message with a video showing them where the water shut-off valve is and how to use it while they wait for a plumber.

The technology is so good at carrying on a conversation and asking follow-up questions that tenants often mistake the A.I. assistant for a human. “People come to the leasing office and ask for Elise by name,” Ms. Song said, adding that tenants have texted the chatbot to meet for coffee, told managers that Elise deserved a raise and even dropped off gift cards for the chatbot.

Not telling customers that they’ve been interacting with a bot is risky. Duri Long, an assistant professor of communication studies at Northwestern University, said it could make some people lose trust in the company using the technology.

Alex John London, a professor of ethics and computational technologies at Carnegie Mellon University, said people could view the deception as disrespectful.

“All things considered, it is better to have your bot announce at the beginning that it is a computer assistant,” Dr. London said.

Ms. Song said it was up to each company to monitor evolving legal standards and be thoughtful about what it told consumers. A vast majority of states do not have laws that require the disclosure of the use of A.I. in communicating with a human, and the laws that do exist primarily relate to influencing voting and sales, so a bot used for maintenance-scheduling or rent-reminding wouldn’t have to be disclosed to customers. (The District at Cypress Waters does not tell tenants and prospective tenants that they’re interacting with an A.I. bot.)

Another risk involves the information that the A.I. is generating. Milena Petrova, an associate professor who teaches real estate and corporate finance at Syracuse University, said humans needed to be “involved to be able to critically analyze any results,” especially for any interaction outside the most simple and common ones.

Sandeep Dave, chief digital and technology officer of CBRE, a real estate services firm, said it didn’t help that the A.I. “comes across as very confident, so people will tend to believe it.”

Marshal Davis, who manages real estate and a real estate technology consulting company, monitors the A.I. system he created to help his two office workers answer the 30 to 50 calls they receive daily at a 160-apartment complex in Houston. The chatbot is good at answering straightforward questions, like those about rent payment procedures or details about available apartments, Mr. Davis said. But on more complicated issues, the system can “answer how it thinks it should and not necessarily how you want it to,” he said.

Mr. Davis records most calls, runs them through another A.I. tool to summarize them and then listens to the ones that seem problematic — like “when the A.I. says, ‘Customer voiced frustration,’” he said — to understand how to improve the system.

Some tenants aren’t completely sold. Jillian Pendergast interacted with bots last year while searching for an apartment in San Diego. “They’re fine for booking appointments,” she said, but dealing with A.I. assistants instead of humans can get frustrating when they start repeating responses.

“I can see the potential, but I feel like they are still in the trial-and-error phase,” Ms. Pendergast said.

While the tech industry is casting about for ways to make money off generative A.I., the consultants have begun cashing in.

IBM, which has 160,000 consultants, has secured more than $1 billion in sales commitments related to generative A.I. for consulting work and its watsonx system, which can be used to build and maintain A.I. models. Accenture, which provides consulting and technology services, booked $300 million in sales last year. About 40 percent of McKinsey’s business this year will be generative A.I. related, and KPMG International, which has a global advisory division, went from making no money a year ago from generative-A.I.-related work to targeting more than $650 million in business opportunities in the United States tied to the technology over the past six months.

The demand for tech-related advice recalls the industry’s dot-com boom. Businesses stampeded consultants with requests for counsel in the 1990s. From 1992 to 2000, sales for Sapient, a digital consulting firm, went from $950,000 to $503 million. Subsequent technology shifts like the migration to mobile and cloud computing were less hurried, said Nigel Vaz, chief executive of the firm, which is now known as Publicis Sapient.

“In the mid-90s, C.E.O.s would say, ‘I don’t know what a website is or what it could do for my business, but I need it,’” Mr. Vaz said. “This is similar. Companies are saying: ‘Don’t tell me what to build. Tell me what you can build.’”

Consulting firms have been scrambling to show what they can do. In May, Boston Consulting Group hosted a one-day conference at a Boston convention center where it set up demonstration booths for OpenAI, Anthropic and other A.I. tech leaders. It also demonstrated some of its own A.I. work in robotics and programming.

Generative A.I. sales are helping the industry find growth after a postpandemic lull. The management consulting industry in the United States is expected to collect $392.2 billion in sales this year, up 2 percent from a year ago, according to IBISWorld, a research firm.

The work that consultants have been enlisted to do varies from business to business. Some consultancies are advising companies on regulatory compliance as regions like the European Union pass laws regulating artificial intelligence. Others are drawing up plans for A.I. customer support systems or developing guardrails to prevent A.I. systems from making errors.

For businesses, the results have been mixed. Generative A.I. is prone to giving people incorrect, irrelevant or nonsensical information, known as hallucinations. It is difficult to ensure that it provides accurate information. It can also be slower to respond than a person, which can confuse customers about whether their questions will be answered.

IBM, which has a $20 billion consulting business, ran into some of those issues on its work with McDonald’s. The companies developed an A.I.-powered voice system to take drive-through orders. But after customers reported that the system made mistakes, like adding nine iced teas to an order instead of the one Diet Coke requested, McDonald’s ended the project.

McDonald’s said it remained committed to a future of digital ordering and would evaluate alternative systems. IBM said it was working with McDonald’s on other projects and was in discussions with other restaurant chains about using its voice-activated A.I.

Other programs from IBM have shown more promise. The company worked with Dun & Bradstreet, a business data provider, to develop a generative A.I. system to analyze and provide advice on selecting suppliers. The tool, called Ask Procurement, will allow employees to conduct detailed searches with specific parameters. For example, it could find memory chip suppliers that are minority owned and automatically create a request for proposals for them.

Gary Kotovets, chief data and analytics officer at Dun & Bradstreet, said his team of 30 people needed IBM’s help to build the system. To reassure customers that the answers that Ask Procurement provides are accurate, he insisted that customers be able to trace every answer to an original source.

“Hallucinations are a real concern and in some cases a perceived concern,” Mr. Kotovets said. “You have to overcome both and convince the client it’s not hallucinating.”

Over seven weeks this year, McKinsey’s A.I. group, QuantumBlack, built a customer service chatbot for ING Bank, with guardrails to prevent it from offering mortgage or investment advice.

Because the viability of the chatbot was uncertain and McKinsey had limited experience with the relatively new technology, the firm did the work as a “joint experiment” under its contract with ING, said Bahadir Yilmaz, chief analytics officer at ING. The bank paid McKinsey for the work, but Mr. Yilmaz said many consultants were willing to do speculative work with generative A.I. without pay because they wanted to demonstrate what they could do with the new technology.

The project has been labor intensive. When ING’s chatbot gave incorrect information during its development, McKinsey and ING had to identify the cause. They traced the problem back to issues like outdated websites, said Rodney Zemmel, a senior partner at McKinsey working on technology.

The chatbot now handles 200 of 5,000 customer inquiries daily. ING has people review every conversation to make sure that the system doesn’t use discriminatory or harmful language or hallucinate.

“The difference between ChatGPT and our chatbot is our chatbot cannot be wrong,” Mr. Yilmaz said. “We have to be safe with the system we’re building, but we’re close.”

Over a four-month period this year, Reckitt worked with Boston Consulting Group to develop an A.I. platform that could create local advertisements in different languages and formats. With the push of a button, the system can turn a commercial about Finish dishwashing detergent from English into Spanish.

Reckitt’s A.I. marketing system, which is being tested, can make developing local ads 30 percent faster, saving the company time and sparing it from some tedious work, said Becky Verano, vice president of global creativity and capabilities at Reckitt.

Because the technology is so new, Ms. Verano said, the team is learning and adjusting its work as new tech companies release updates to the image and language models. She credited Boston Consulting Group with bringing structure to that chaos.

“You’re constantly having to move to the latest trends, to the newest findings, and learning each time how the tools respond,” she said. “There’s not an exact science to it.”