Abound

abound

Welcome to the great crypto bull market of 2024–2025. The “banana zone,” as some call it. You’re here to make a TON of money. There are two ways to do this with crypto: trading and investing. Make sure you know the difference, or it might cost you! Mark, aren’t they the same? Nope. I consulted the dictionary. Trading: buying, selling, or exchanging stocks, bonds, or currency.
Investing: putting assets to use, by purchase or expenditure, in something offering potential profitable returns, such as interest, income, or appreciation in value. Trader’s mindset: cash now, not later Do you have your eye on that amazing memecoin everybody’s talking about? Is your mind racing with possibilities and the potential for huge returns? Are you expecting to cash out in November 2025 and buy some Lambos? If so, you need to trade the market. When you trade, you’re trying to make money from changes in the prices of cryptos. You don’t want crypto. You want to sell it for more of your government’s money. Buying is simply the cost of doing business. This means you will identify entries, exits, stop-losses, and take-profit targets. You may follow the news, read roadmaps and whitepapers, or research key events that make for good buying or selling opportunities. You keep as little money in the market as necessary and wait for momentum to shift. Then, after the market has gone up a little bit, you buy. After the market has gone down a little bit, you sell. While an investor will aim to get ahead of the market, you will wait for the market to act and then ride the momentum whichever way it goes. Investopedia has a nice article about trading. https://www.investopedia.com/articles/trading/02/100102.asp?source=post_page-----90fb48ed9223--------------------------------&embedable=true Investor’s mindset: win no matter what happens Do you want generational wealth you can bank on for years to come? Durable financial assets that throw off income and generate capital gains? Chances are, you're an investor. You don't worry as much about what happens today or how much cash you can get out of the market. You want to make sure that you are in a position to take care of yourself for as long as you need to. When you invest, you find projects that will likely grow and succeed, then buy their tokens, stake those tokens for passive income, delegate them for rewards, or deposit them into liquidity pools for a portion of fees and perhaps incentives from using them. When you do this, it’s like earning dividends or interest and recycling the profits back into the market to compound month after month, like a snowball. You can also leverage your tokens in other ways, for example, to buy land or items in a metaverse, participate in play-to-earn games, mint NFTs, become a validator, run a node, and participate in the communities that grow around the tokens. Both make money in different ways You can do well with either approach, but you need to pick one. What drives success in one approach will drive failure in the other. For example, as an investor, you will lock up your tokens for weeks or months for passive rewards and income. Free crypto! That’s terrible if you’re a trader. It defeats the whole point! You don’t want to keep the tokens. You want to sell them as soon as possible! On the other hand, when you lock up your tokens, you have to accept all the volatility that comes your way. You have to sit through big upswings and downswings. Some altcoins will go up or down 50% in a week, sometimes in a day. When you need to sell, it may not be on your terms. As a trader, you will buy after prices go up and sell after prices drop. That may fly in the face of the adage, “buy low, sell high,” but that is not a trading strategy. When you trade, you may buy high to sell higher or sell low and then short the market. As one trader put it, you play for the middle of the field, not the red zone. This makes no sense for an investor. The whole point is to build a position before the market turns so that you can capture limitless upside. Traders can't expose their capital like that. They need to wait until there's less upside because they need clarity about the market's direction. In other words, you can't trade and invest with the same money. Pick one. Options abound Some people split their portfolios into a separate trading account and investment account. Others take an investor’s approach but try to time their entries and exits. You can do well with either approach or another path of your choosing. Whether you’re here to trade or invest, remember: the key to success is knowing your strategy and sticking to it. If it helps, subscribe to my newsletter, Crypto is Easy. I sometimes share trading setups, analysis, and commentary to help you with either approach. We look at trading charts, on-chain data, and various metrics and strategies to navigate the ups and downs so you can make the most of this market and the opportunities it brings. Mark Helfman publishes the Crypto is Easy newsletter. He is also the author of three books and a top Bitcoin writer on Medium and Hacker Noon. Learn more about him in his bio and connect with him on Tealfeed. Welcome to the great crypto bull market of 2024–2025. The “banana zone,” as some call it. You’re here to make a TON of money. There are two ways to do this with crypto: trading and investing. Make sure you know the difference, or it might cost you! Mark, aren’t they the same? Mark, aren’t they the same? Mark, aren’t they the same? Nope. I consulted the dictionary. Trading: buying, selling, or exchanging stocks, bonds, or currency. Investing: putting assets to use, by purchase or expenditure, in something offering potential profitable returns, such as interest, income, or appreciation in value. Trading: buying, selling, or exchanging stocks, bonds, or currency. Investing: putting assets to use, by purchase or expenditure, in something offering potential profitable returns, such as interest, income, or appreciation in value. Trader’s mindset: cash now, not later Do you have your eye on that amazing memecoin everybody’s talking about? Is your mind racing with possibilities and the potential for huge returns? Are you expecting to cash out in November 2025 and buy some Lambos? If so, you need to trade the market. When you trade, you’re trying to make money from changes in the prices of cryptos. You don’t want crypto. You want to sell it for more of your government’s money. Buying is simply the cost of doing business. This means you will identify entries, exits, stop-losses, and take-profit targets. You may follow the news, read roadmaps and whitepapers, or research key events that make for good buying or selling opportunities. You keep as little money in the market as necessary and wait for momentum to shift. Then, after the market has gone up a little bit, you buy. After the market has gone down a little bit, you sell. While an investor will aim to get ahead of the market, you will wait for the market to act and then ride the momentum whichever way it goes. Investopedia has a nice article about trading. https://www.investopedia.com/articles/trading/02/100102.asp?source=post_page-----90fb48ed9223--------------------------------&embedable=true https://www.investopedia.com/articles/trading/02/100102.asp?source=post_page-----90fb48ed9223--------------------------------&embedable=true Investor’s mindset: win no matter what happens Do you want generational wealth you can bank on for years to come? Durable financial assets that throw off income and generate capital gains? Chances are, you're an investor. You don't worry as much about what happens today or how much cash you can get out of the market. You want to make sure that you are in a position to take care of yourself for as long as you need to. When you invest, you find projects that will likely grow and succeed, then buy their tokens, stake those tokens for passive income, delegate them for rewards, or deposit them into liquidity pools for a portion of fees and perhaps incentives from using them. When you do this, it’s like earning dividends or interest and recycling the profits back into the market to compound month after month, like a snowball. You can also leverage your tokens in other ways, for example, to buy land or items in a metaverse, participate in play-to-earn games, mint NFTs, become a validator, run a node, and participate in the communities that grow around the tokens. Both make money in different ways You can do well with either approach, but you need to pick one. What drives success in one approach will drive failure in the other. For example, as an investor, you will lock up your tokens for weeks or months for passive rewards and income. Free crypto! That’s terrible if you’re a trader. It defeats the whole point! You don’t want to keep the tokens. You want to sell them as soon as possible! terrible On the other hand, when you lock up your tokens, you have to accept all the volatility that comes your way. You have to sit through big upswings and downswings. Some altcoins will go up or down 50% in a week, sometimes in a day. When you need to sell, it may not be on your terms. As a trader, you will buy after prices go up and sell after prices drop. That may fly in the face of the adage, “buy low, sell high,” but that is not a trading strategy. When you trade, you may buy high to sell higher or sell low and then short the market. As one trader put it, you play for the middle of the field, not the red zone. This makes no sense for an investor. The whole point is to build a position before the market turns so that you can capture limitless upside. Traders can't expose their capital like that. They need to wait until there's less upside because they need clarity about the market's direction. In other words, you can't trade and invest with the same money. Pick one. Options abound Some people split their portfolios into a separate trading account and investment account. Others take an investor’s approach but try to time their entries and exits. You can do well with either approach or another path of your choosing. Whether you’re here to trade or invest, remember: the key to success is knowing your strategy and sticking to it. If it helps, subscribe to my newsletter, Crypto is Easy. I sometimes share trading setups, analysis, and commentary to help you with either approach. Crypto is Easy . Crypto is Easy Crypto is Easy We look at trading charts, on-chain data, and various metrics and strategies to navigate the ups and downs so you can make the most of this market and the opportunities it brings. Mark Helfman publishes the Crypto is Easy newsletter. He is also the author of three books and a top Bitcoin writer on Medium and Hacker Noon . Learn more about him in his bio and connect with him on Tealfeed . Crypto is Easy Crypto is Easy Crypto is Easy Medium Medium Medium Hacker Noon Hacker Noon Hacker Noon bio bio Tealfeed Tealfeed

The Difference Between Crypto Trading and Crypto Investing

The future of play-to-earn (P2E) gaming, once all the rage, is now at a crossroads. Although the initial hype around these games during the cryptocurrency boom faded significantly, the potential for resurgence remains promising. Challenges abound, but if we understand the current landscape and what lies ahead, we can predict that the future of P2E gaming could be brighter than expected. Challenges Facing Play-to-Earn Games The decline of P2E games in recent years is very marked. The last few years, nearly 30% of blockchain-based game projects were canceled or discontinued, a clear sign that many developers and studios have struggled to maintain momentum. The main problem stems from several factors: unsustainable economic models, low user retention, and dependence on speculative NFT markets. The bear market in cryptocurrencies also dampened enthusiasm, leaving many Web3 game studios unable to generate the revenue needed to continue development. In addition, the long development cycles of blockchain-based games, compared to other decentralized finance (DeFi) and NFT sectors, have made it difficult for projects to scale quickly. Startups, particularly those that rely on secondary NFT markets for funding, have been the hardest hit. Failure to attract major players and the complexity of blockchain technology also contributed to this slowdown. Growth Opportunities Despite these challenges, industry experts are not completely ruling out P2E gaming. In fact, there is cautious optimism that the sector could be nearing a new era of growth. Key innovations in blockchain technology, such as enhanced layer 2 solutions and token models like ERC-404, could solve some of the scalability and user experience issues that have plagued previous projects. These advances promise lower transaction fees, faster game interactions, and a smoother experience for both developers and players. In addition, a shift toward hybrid gaming models combining elements of the Web2 and Web3 worlds could breathe new life into the P2E space. By leveraging blockchain's strengths, such as real asset ownership and community-driven ecosystems, while improving user accessibility, these hybrid models could appeal to a wider audience. This transition could also help bring on board mainstream players who are not yet familiar with blockchain technology but are attracted to the concept of real-world value through gaming. What Will Happen in the Future? The future of P2E gaming will likely be defined by its ability to address past shortcomings and embrace new innovations. Scalability, user experience, and sustainable economic models will be critical to ensure the long-term viability of these games. As blockchain infrastructure continues to improve and more traditional studios experiment with tokenized economies, P2E games could experience a renaissance. Looking to the near future, the potential for P2E games to achieve widespread adoption depends on creating engaging gaming experiences that can appeal to both cryptocurrency enthusiasts and traditional gamers. If developers can strike the right balance between entertainment and revenue potential, the P2E sector could experience a strong resurgence, driven by both technological advances and a growing player base. Conclusion The future of Play-to-Earn games is promising but uncertain. Although the potential of this industry is enormous, the truth is that so far no developer has managed to solve the problems we have seen throughout this article and consolidate a sustainable project in the long term. Only time will tell if P2E becomes mainstream, or if it remains in oblivion as another passing fad. The future of play-to-earn (P2E) gaming , once all the rage, is now at a crossroads. Although the initial hype around these games during the cryptocurrency boom faded significantly, the potential for resurgence remains promising. Challenges abound, but if we understand the current landscape and what lies ahead, we can predict that the future of P2E gaming could be brighter than expected. play-to-earn (P2E) gaming play-to-earn (P2E) gaming Challenges Facing Play-to-Earn Games Challenges Facing Play-to-Earn Games The decline of P2E games in recent years is very marked. The last few years, nearly 30% of blockchain-based game projects were canceled or discontinued, a clear sign that many developers and studios have struggled to maintain momentum. The main problem stems from several factors: unsustainable economic models, low user retention, and dependence on speculative NFT markets. game projects game projects The bear market in cryptocurrencies also dampened enthusiasm, leaving many Web3 game studios unable to generate the revenue needed to continue development. In addition, the long development cycles of blockchain-based games , compared to other decentralized finance (DeFi) and NFT sectors, have made it difficult for projects to scale quickly. Startups, particularly those that rely on secondary NFT markets for funding, have been the hardest hit. Failure to attract major players and the complexity of blockchain technology also contributed to this slowdown. blockchain-based games blockchain-based games Growth Opportunities Growth Opportunities Despite these challenges, industry experts are not completely ruling out P2E gaming. In fact, there is cautious optimism that the sector could be nearing a new era of growth. Key innovations in blockchain technology, such as enhanced layer 2 solutions and token models like ERC-404 , could solve some of the scalability and user experience issues that have plagued previous projects. These advances promise lower transaction fees, faster game interactions, and a smoother experience for both developers and players. ERC-404 ERC-404 In addition, a shift toward hybrid gaming models combining elements of the Web2 and Web3 worlds could breathe new life into the P2E space. By leveraging blockchain's strengths, such as real asset ownership and community-driven ecosystems, while improving user accessibility, these hybrid models could appeal to a wider audience. This transition could also help bring on board mainstream players who are not yet familiar with blockchain technology but are attracted to the concept of real-world value through gaming. What Will Happen in the Future? What Will Happen in the Future? The future of P2E gaming will likely be defined by its ability to address past shortcomings and embrace new innovations. Scalability, user experience, and sustainable economic models will be critical to ensure the long-term viability of these games. As blockchain infrastructure continues to improve and more traditional studios experiment with tokenized economies, P2E games could experience a renaissance. Looking to the near future, the potential for P2E games to achieve widespread adoption depends on creating engaging gaming experiences that can appeal to both cryptocurrency enthusiasts and traditional gamers. If developers can strike the right balance between entertainment and revenue potential, the P2E sector could experience a strong resurgence, driven by both technological advances and a growing player base. Conclusion Conclusion The future of Play-to-Earn games is promising but uncertain. Although the potential of this industry is enormous, the truth is that so far no developer has managed to solve the problems we have seen throughout this article and consolidate a sustainable project in the long term. Only time will tell if P2E becomes mainstream, or if it remains in oblivion as another passing fad.

Play-to-Earn Games: Fad or Promising Future?

Authors:
(1) Mehdi Naderi;
(2) Markos Papageorgiou;
(3) Dimitrios Troullinos;
(4) Iasson Karafyllis;
(5) Ioannis Papamichail. Table of Links Abstract and Introduction Vehicle Modeling The Nonlinear Feedback Control OD Corridors and Desired Orientations Boundary and Safety Controllers Simulation Results Conclusion Appendix A: Collision Detection Appendix B: Transformed ISO-Distance curves Appendix C: Local Density Appendix D: Safety Controller Details Appendix E: Controller Parameters References V. BOUNDARY AND SAFETY CONTROLLERS A. Lateral Boundary Controllers Ensuring that a vehicle will not go beyond the road boundaries is of greater importance in a lane-free traffic environment than it is in one with lanes where vehicles tend to drive in the middle of each lane, significantly reducing the risk of going off the road. Furthermore, in dense traffic conditions of lane-free traffic, it is beneficial to have some vehicles driving exactly on a (left or right) road boundary, of course without ever violating it, because this increases the exploitation level of the available road width. Note that boundary controllers are also employed for the corridors of Section IV, whose boundaries must also be respected, even if they do not coincide with the road boundaries. To this end, we deploy two boundary controllers, one for each side of the road or corridor, which provide upper and lower limits for the steering angle generated by the NLFC of the vehicle. The vehicle drives according to NLFC if such a bound is not activated; if one of the bounds is steadily activated, the vehicle is asymptotically navigated, by the action of the respective boundary controller, to the corresponding road boundary and continues driving exactly on the road boundary for as long as the steering angle produced by NLFC is activating that bound, e.g. due to sideward nudging by other vehicles. The boundary controller is first designed to handle a straight road boundary; and is eventually adapted to also accommodate circular and skewed paths. Then, the following linear state-feedback controller can be developed for the subsystem: where K is the feedback gain, which can be readily computed to have real and negative closed-loop eigenvalues that provide asymptotic convergence of the state variables to their desired values. Then, considering (2), (31) and (32), the controller is Boundary controller for skewed paths. For skewed boundaries, the corresponding model was presented in Section II.C, and the skewed boundary controller reads B. Longitudinal Safety Controller Since several modifications were introduced to the original NLFCs, such as different desired orientations, practical limits for the acceleration and steering angle and discrete-time implementation, the original controllers’ features, e.g. avoiding collisions, cannot be strictly guaranteed anymore. Consequently, vehicle collisions might occur in some rare severe circumstances. To prevent such situations, we develop a safety controller, imitating human drivers’ behavior, generating a safe upper limit for vehicle acceleration. The general procedure pursued is summarized as follows: (i) Consider the obstacles in close vicinity of the ego vehicle (EV). (ii) Estimate a possible conflict position for each obstacle. (iii) Select the conflict position with the shortest Euclidean distance to the EV. (iv) Let a linear state-feedback controller determine a safe upper limit for the EV acceleration to ensure that no collision will occur. Regarding (ii), a rough prediction of the short-term future path of the EV and each obstacle is performed in order to predict a possible conflict, i.e., crossing of their paths. To this end, we classify each vehicle motion into circular or skewed types, based on the value of its desired orientation. Specifically, if the desired deviation from circular angle is less than a threshold, e.g. 10, the motion is classified as circular, that means the vehicle will proceed on its current radius. Otherwise, the motion is classified as skewed, i.e., the vehicle will move along its desired orientation. After this classification, cross-points of future paths of the EV and each obstacle are determined based on the four possible notion combinations: Both EV and obstacle have circular motions: There is no potential cross-point in this condition since both vehicles move in parallel. Both EV and obstacle have skewed motions: In this case, a single cross-point is calculated by crossing the two vehicle motion equations: Then, if their desired orientations are not identical (in which case their paths do not cross), the cross-point is If the cross-point is out of the roundabout or behind the EV or the obstacle in the skewed coordinates aligned with the EV’s desired orientation, it is ignored. Otherwise, it is considered as a candidate for the closest cross-point. EV and obstacle have circular and skewed motions, respectively: In this condition, computation of a possible crosspoint is slightly more elaborated and provided in Appendix D. EV and obstacle have skewed and circular motions, respectively: See Appendix D for cross-point specification. In addition, the closest obstacle located in a narrow corridor around the estimated future path of the ego vehicle is identified (see Appendix D for details), and its current position is considered as a possible conflict location. Regarding (iii), among all estimated cross-points and the closest obstacle position in front of the EV, the closest one is taken as the conflict point, to which the EV should maintain a safety distance by the action of the safety controller. Finally, regarding (iv), a safety controller is designed, considering simple double-integrator dynamics to reflect the approach of the EV to the conflict point To sum up, the structure of the overall proposed control strategy, including the nonlinear, boundary and safety controllers, is illustrated as Fig. 8. This paper is available on arxiv under CC 4.0 license. Authors: (1) Mehdi Naderi; (2) Markos Papageorgiou; (3) Dimitrios Troullinos; (4) Iasson Karafyllis; (5) Ioannis Papamichail. Authors: Authors: (1) Mehdi Naderi; (2) Markos Papageorgiou; (3) Dimitrios Troullinos; (4) Iasson Karafyllis; (5) Ioannis Papamichail. Table of Links Abstract and Introduction Abstract and Introduction Vehicle Modeling Vehicle Modeling The Nonlinear Feedback Control The Nonlinear Feedback Control OD Corridors and Desired Orientations OD Corridors and Desired Orientations Boundary and Safety Controllers Boundary and Safety Controllers Simulation Results Simulation Results Conclusion Conclusion Appendix A: Collision Detection Appendix A: Collision Detection Appendix B: Transformed ISO-Distance curves Appendix B: Transformed ISO-Distance curves Appendix C: Local Density Appendix C: Local Density Appendix D: Safety Controller Details Appendix D: Safety Controller Details Appendix E: Controller Parameters Appendix E: Controller Parameters References References V. BOUNDARY AND SAFETY CONTROLLERS A. Lateral Boundary Controllers A. Lateral Boundary Controllers Ensuring that a vehicle will not go beyond the road boundaries is of greater importance in a lane-free traffic environment than it is in one with lanes where vehicles tend to drive in the middle of each lane, significantly reducing the risk of going off the road. Furthermore, in dense traffic conditions of lane-free traffic, it is beneficial to have some vehicles driving exactly on a (left or right) road boundary, of course without ever violating it, because this increases the exploitation level of the available road width. Note that boundary controllers are also employed for the corridors of Section IV, whose boundaries must also be respected, even if they do not coincide with the road boundaries. To this end, we deploy two boundary controllers, one for each side of the road or corridor, which provide upper and lower limits for the steering angle generated by the NLFC of the vehicle. The vehicle drives according to NLFC if such a bound is not activated; if one of the bounds is steadily activated, the vehicle is asymptotically navigated, by the action of the respective boundary controller, to the corresponding road boundary and continues driving exactly on the road boundary for as long as the steering angle produced by NLFC is activating that bound, e.g. due to sideward nudging by other vehicles. The boundary controller is first designed to handle a straight road boundary; and is eventually adapted to also accommodate circular and skewed paths. Then, the following linear state-feedback controller can be developed for the subsystem: where K is the feedback gain, which can be readily computed to have real and negative closed-loop eigenvalues that provide asymptotic convergence of the state variables to their desired values. Then, considering (2), (31) and (32), the controller is Boundary controller for skewed paths. For skewed boundaries, the corresponding model was presented in Section II.C, and the skewed boundary controller reads Boundary controller for skewed paths. B. Longitudinal Safety Controller B. Longitudinal Safety Controller Since several modifications were introduced to the original NLFCs, such as different desired orientations, practical limits for the acceleration and steering angle and discrete-time implementation, the original controllers’ features, e.g. avoiding collisions, cannot be strictly guaranteed anymore. Consequently, vehicle collisions might occur in some rare severe circumstances. To prevent such situations, we develop a safety controller, imitating human drivers’ behavior, generating a safe upper limit for vehicle acceleration. The general procedure pursued is summarized as follows: (i) Consider the obstacles in close vicinity of the ego vehicle (EV). (ii) Estimate a possible conflict position for each obstacle. (iii) Select the conflict position with the shortest Euclidean distance to the EV. (iv) Let a linear state-feedback controller determine a safe upper limit for the EV acceleration to ensure that no collision will occur. Regarding (ii), a rough prediction of the short-term future path of the EV and each obstacle is performed in order to predict a possible conflict, i.e., crossing of their paths. To this end, we classify each vehicle motion into circular or skewed types, based on the value of its desired orientation. Specifically, if the desired deviation from circular angle is less than a threshold, e.g. 10, the motion is classified as circular, that means the vehicle will proceed on its current radius. Otherwise, the motion is classified as skewed, i.e., the vehicle will move along its desired orientation. After this classification, cross-points of future paths of the EV and each obstacle are determined based on the four possible notion combinations: Both EV and obstacle have circular motions: There is no potential cross-point in this condition since both vehicles move in parallel. Both EV and obstacle have circular motions: Both EV and obstacle have skewed motions: In this case, a single cross-point is calculated by crossing the two vehicle motion equations: Both EV and obstacle have skewed motions: Then, if their desired orientations are not identical (in which case their paths do not cross), the cross-point is If the cross-point is out of the roundabout or behind the EV or the obstacle in the skewed coordinates aligned with the EV’s desired orientation, it is ignored. Otherwise, it is considered as a candidate for the closest cross-point. EV and obstacle have circular and skewed motions, respectively: In this condition, computation of a possible crosspoint is slightly more elaborated and provided in Appendix D. EV and obstacle have skewed and circular motions, respectively: See Appendix D for cross-point specification. In addition, the closest obstacle located in a narrow corridor around the estimated future path of the ego vehicle is identified (see Appendix D for details), and its current position is considered as a possible conflict location. Regarding (iii), among all estimated cross-points and the closest obstacle position in front of the EV, the closest one is taken as the conflict point, to which the EV should maintain a safety distance by the action of the safety controller. Finally, regarding (iv), a safety controller is designed, considering simple double-integrator dynamics to reflect the approach of the EV to the conflict point To sum up, the structure of the overall proposed control strategy, including the nonlinear, boundary and safety controllers, is illustrated as Fig. 8. This paper is available on arxiv under CC 4.0 license. This paper is available on arxiv under CC 4.0 license. available on arxiv

Integrating Boundary Control and Safety Measures in Lane-Free Traffic Systems

Authors:
(1) Antonio Riotto, Département de Physique Theorique, Universite de Geneve, 24 quai Ansermet, CH-1211 Geneve 4, Switzerland and Gravitational Wave Science Center (GWSC), Universite de Geneve, CH-1211 Geneva, Switzerland;
(2) Joe Silk, Institut d’Astrophysique, UMR 7095 CNRS, Sorbonne Universite, 98bis Bd Arago, 75014 Paris, France, Department of Physics and Astronomy, The Johns Hopkins University, Baltimore MD 21218, USA, and Beecroft Institute of Particle Astrophysics and Cosmology, Department of Physics, University of Oxford, Oxford OX1 3RH, UK. Table of Links Abstract and 1 Introduction 2 Some open questions 2.1 What is the abundance of PBHs? 2.2 What is the effect of PBH clustering? 2.3 What fraction of the currently observed GW events can be ascribed to PBHs? 2.4 Are PBHs the Dark Matter? 3 The PBH Roadmap 3.1 High redshift mergers 3.2 Sub-solar PBHs 3.3 Plugging the pair instability gap with PBH? 3.4 PBH eccentricity, 3.5 PBH spin and 3.6 Future gamma-ray telescopes 4 Conclusions and References 3 The PBH Roadmap Future experiments abound, ranging from approved projects to imminently enter the detailed design phase, to provide significantly enhanced constraints on PBH scenarios, including terrestrial laser interferometers (Einstein Telescope, Cosmic Explorer)[25], and space laser interferometers (LISA, DECIGO [26], TianQin and Taiji [27]), to atomic interferometers on the ground with demonstrators under construction and extensions planned to km scales (AION MAGIS, MAGIA, MIGA, ELGA, ZAIGA), as well as in space (AEDGE) [28], and designs for lunar interferometer/seismometer arrays (LGWA, GLOC)[29]. The science goals focus on bridging frequency gaps in the LIGO/VIRGO/KAGRA frequency range that has so far led to hundreds of detections of BH mergers in the (10 − 100)M⊙ range by going both to higher and lower frequencies. The new science that can be explored ranges from the masses and equation of state of neutron stars as well as multimessage signals from core collapse supernovae to kpc distances (kHz to Hz range) to SMBH and IMBH detections and BH inspiralling (Hz to mHz, and eventually µHz). One would ultimately approach the pulsar timing array sensitivities (NANOGrav, SKA) at nanohertz frequencies to enable exploration of first order very early universe phase transitions, and presence of loop decays in a network of cosmic strings [30]. We next address various “smoking-gun” signatures that may identify PBHs, notably including high redshift mergers and sub-solar mass PBHs. This paper is available on arxiv under CC BY 4.0 DEED license. Authors: (1) Antonio Riotto, Département de Physique Theorique, Universite de Geneve, 24 quai Ansermet, CH-1211 Geneve 4, Switzerland and Gravitational Wave Science Center (GWSC), Universite de Geneve, CH-1211 Geneva, Switzerland; (2) Joe Silk, Institut d’Astrophysique, UMR 7095 CNRS, Sorbonne Universite, 98bis Bd Arago, 75014 Paris, France, Department of Physics and Astronomy, The Johns Hopkins University, Baltimore MD 21218, USA, and Beecroft Institute of Particle Astrophysics and Cosmology, Department of Physics, University of Oxford, Oxford OX1 3RH, UK. Authors: Authors: (1) Antonio Riotto, Département de Physique Theorique, Universite de Geneve, 24 quai Ansermet, CH-1211 Geneve 4, Switzerland and Gravitational Wave Science Center (GWSC), Universite de Geneve, CH-1211 Geneva, Switzerland; (2) Joe Silk, Institut d’Astrophysique, UMR 7095 CNRS, Sorbonne Universite, 98bis Bd Arago, 75014 Paris, France, Department of Physics and Astronomy, The Johns Hopkins University, Baltimore MD 21218, USA, and Beecroft Institute of Particle Astrophysics and Cosmology, Department of Physics, University of Oxford, Oxford OX1 3RH, UK. Table of Links Abstract and 1 Introduction Abstract and 1 Introduction 2 Some open questions 2 Some open questions 2.1 What is the abundance of PBHs? 2.1 What is the abundance of PBHs? 2.2 What is the effect of PBH clustering? 2.2 What is the effect of PBH clustering? 2.3 What fraction of the currently observed GW events can be ascribed to PBHs? 2.3 What fraction of the currently observed GW events can be ascribed to PBHs? 2.4 Are PBHs the Dark Matter? 2.4 Are PBHs the Dark Matter? 3 The PBH Roadmap 3 The PBH Roadmap 3.1 High redshift mergers 3.1 High redshift mergers 3.2 Sub-solar PBHs 3.2 Sub-solar PBHs 3.3 Plugging the pair instability gap with PBH? 3.3 Plugging the pair instability gap with PBH? 3.4 PBH eccentricity, 3.5 PBH spin and 3.6 Future gamma-ray telescopes 3.4 PBH eccentricity, 3.5 PBH spin and 3.6 Future gamma-ray telescopes 4 Conclusions and References 4 Conclusions and References 3 The PBH Roadmap Future experiments abound, ranging from approved projects to imminently enter the detailed design phase, to provide significantly enhanced constraints on PBH scenarios, including terrestrial laser interferometers (Einstein Telescope, Cosmic Explorer)[25], and space laser interferometers (LISA, DECIGO [26], TianQin and Taiji [27]), to atomic interferometers on the ground with demonstrators under construction and extensions planned to km scales (AION MAGIS, MAGIA, MIGA, ELGA, ZAIGA), as well as in space (AEDGE) [28], and designs for lunar interferometer/seismometer arrays (LGWA, GLOC)[29]. The science goals focus on bridging frequency gaps in the LIGO/VIRGO/KAGRA frequency range that has so far led to hundreds of detections of BH mergers in the (10 − 100)M⊙ range by going both to higher and lower frequencies. The new science that can be explored ranges from the masses and equation of state of neutron stars as well as multimessage signals from core collapse supernovae to kpc distances (kHz to Hz range) to SMBH and IMBH detections and BH inspiralling (Hz to mHz, and eventually µHz). One would ultimately approach the pulsar timing array sensitivities (NANOGrav, SKA) at nanohertz frequencies to enable exploration of first order very early universe phase transitions, and presence of loop decays in a network of cosmic strings [30]. We next address various “smoking-gun” signatures that may identify PBHs, notably including high redshift mergers and sub-solar mass PBHs. This paper is available on arxiv under CC BY 4.0 DEED license. This paper is available on arxiv under CC BY 4.0 DEED license. available on arxiv

The Primordial Black Hole Roadmap

The European investment environment in 2024 is marked by a surge of exciting and promising sectors that are capturing the attention of venture capitalists and investors alike. According to the Venture Pulse Report by KPMG, the European venture capital market experienced a significant increase in activity in the second quarter of 2024, with investments rising from $13.9 billion to $17.8 billion across 1,869 transactions. This growth was primarily driven by mega deals involving companies like Wayve, Abound, Mistral AI, and Monzo. As we navigate through this evolving ecosystem, understanding the sectors poised for substantial growth and innovation is crucial for making informed investment decisions. In this article, we will delve into the most promising investment sectors in Europe for 2024, exploring the driving trends and key factors that make these sectors attractive to investors. Understanding Where to Invest Let's consider the criteria to keep in mind when making investment decisions. Investors should evaluate market trends, global demand, sustainability, and the sector's resilience during economic downturns. Analyzing these factors helps in identifying sectors poised for growth and innovation. Market Trends: Observing industry developments and forecasting future trends.
Global Demand: Identifying sectors catering to growing global needs or potential markets.
Sustainability: Investing in sectors contributing positively to environmental and social goals.
Economic Resilience: Choosing sectors that remain in demand irrespective of economic conditions. By considering these factors, let's explore the most interesting investment sectors for 2024. Top Sectors for Investment in 2024 Fintech Overview: Fintech encompasses technological innovations in financial services, including digital payments, blockchain, and online lending. Current Trends: In the first half of 2024, the global Fintech sector navigated a challenging investment environment. According to Innovate Finance, global Fintech investments during this period amounted to $15.9 billion across 1,566 deals. During the first half of the year, the UK secured $2.0 billion in investments through 184 deals, surpassing the rest of Europe’s total of roughly $1.8 billion. This demonstrates the UK's ongoing leadership in the European Fintech sector, despite global economic and political uncertainties. Germany and the Netherlands emerged as the second and third-largest markets, underscoring the rising significance of tech hubs across continental Europe. Sweden remains a key player, while France also ranks among the top five, indicating its strong position as a hub for financial technology innovation. Notably, 167 of these deals were under $20 million, focusing on Seed and Series A stages. The average deal size was $10.2 million, down from the $12 million average in 2022 and 2023, indicating a shift back towards early-stage ventures. Why It’s Attractive: The fintech sector is at a critical inflection point, with innovations in digital banking, blockchain, and financial inclusion driving growth. The sector's adaptability to regulatory changes and consumer preferences ensures a robust investment outlook. Artificial Intelligence (AI) Overview: AI continues to shine in 2024, driving innovation across various industries, from healthcare to finance. Current Trends: According to PitchBook, AI investments in Europe doubled from the previous quarter to €4.2 billion in Q2 2024. Overall, AI companies attracted €6.3 billion in the first half of the year. The integration of AI in various sectors has demonstrated its transformative potential, from enhancing operational efficiencies to pioneering new product developments. The UK remains at the forefront of the European AI scene, with the highest number of VC-backed AI and machine learning (ML) companies. With 1,319 startups, the UK surpasses France, which holds the second spot with 520 companies. This leadership is evident in the substantial deal values and volumes attracted by AI companies in the UK. Why It’s Attractive: AI's ability to revolutionize industries and its rapid adoption make it a top investment choice. AI technologies, including machine learning, natural language processing, and robotics, are expected to continue driving significant advancements and creating substantial economic value. 3. SaaS and B2B Overview: SaaS (Software as a Service) and B2B (Business-to-Business) solutions focus on providing software and services to businesses, enhancing operational efficiency and productivity. Current Trends: In recent years, SaaS and B2B solutions have become increasingly prominent in the venture capital landscape. According to Dealroom, 47% of venture capital investments in 2023 were directed towards startups with a SaaS business model, accounting for nearly half of all venture capital funding. This represents a significant increase over the past decade, highlighting a sustained and accelerating trend towards SaaS-focused investments. Why It’s Attractive: The scalability and recurring revenue models of SaaS and B2B make them attractive for investors. The continuous need for businesses to streamline operations and adopt digital solutions drives growth in these sectors. 4. Cybersecurity Overview: Cybersecurity is crucial for protecting information and systems from cyber threats, with increasing importance due to the rise of digitalization. Current Trends: According to PitchBook’s report on the sector, investments in cybersecurity reached $9.6 billion across 693 deals in 2023, with top-performing companies commanding high valuations. Last year, cybersecurity unicorns saw exceptional valuation growth, outpacing many other emerging tech sectors. Leading companies are still attracting substantial valuations despite a slowdown in venture capital funding. Wiz reached a $10 billion valuation in February following a $300 million Series D round. In November, Keyfactor achieved a $1.3 billion valuation, and Prove Identity crossed the $1 billion mark in October. Why It’s Attractive: The growing frequency of cyber threats and the need for robust security measures drive the demand for cybersecurity solutions. The sector's critical role in protecting data and systems makes it a compelling investment choice. 5. Climate Tech Overview: Climate tech focuses on developing technologies to combat climate change and promote sustainability. Current Trends: Climate tech investments totaled $11.3 billion in H1 2024, despite a 20% decline from the previous year. The sector continues to attract attention with innovations in energy, sustainable materials, and carbon management. Why It’s Attractive: Climate tech aligns with global sustainability goals, offering long-term growth potential. Investments in renewable energy, sustainable agriculture, and green technologies position the sector as a key player in addressing environmental challenges. The information provided in this article is for informational purposes only and should not be considered as financial advice. The content does not constitute investment recommendations, and we do not assume any responsibility for any financial decisions made based on this information. The European investment environment in 2024 is marked by a surge of exciting and promising sectors that are capturing the attention of venture capitalists and investors alike. According to the Venture Pulse Report by KPMG , the European venture capital market experienced a significant increase in activity in the second quarter of 2024, with investments rising from $13.9 billion to $17.8 billion across 1,869 transactions. This growth was primarily driven by mega deals involving companies like Wayve, Abound, Mistral AI, and Monzo. As we navigate through this evolving ecosystem, understanding the sectors poised for substantial growth and innovation is crucial for making informed investment decisions. the Venture Pulse Report by KPMG In this article, we will delve into the most promising investment sectors in Europe for 2024, exploring the driving trends and key factors that make these sectors attractive to investors. Understanding Where to Invest Let's consider the criteria to keep in mind when making investment decisions. Investors should evaluate market trends, global demand, sustainability, and the sector's resilience during economic downturns. Analyzing these factors helps in identifying sectors poised for growth and innovation. Market Trends: Observing industry developments and forecasting future trends. Global Demand: Identifying sectors catering to growing global needs or potential markets. Sustainability: Investing in sectors contributing positively to environmental and social goals. Economic Resilience: Choosing sectors that remain in demand irrespective of economic conditions. Market Trends: Observing industry developments and forecasting future trends. Market Trends: Global Demand: Identifying sectors catering to growing global needs or potential markets. Global Demand: Sustainability: Investing in sectors contributing positively to environmental and social goals. Sustainability: Economic Resilience: Choosing sectors that remain in demand irrespective of economic conditions. Economic Resilience: By considering these factors, let's explore the most interesting investment sectors for 2024. Top Sectors for Investment in 2024 Fintech Overview: Fintech encompasses technological innovations in financial services, including digital payments, blockchain, and online lending. Overview: Current Trends: In the first half of 2024, the global Fintech sector navigated a challenging investment environment. According to Innovate Finance , global Fintech investments during this period amounted to $15.9 billion across 1,566 deals. Current Trends: According to Innovate Finance During the first half of the year, the UK secured $2.0 billion in investments through 184 deals, surpassing the rest of Europe’s total of roughly $1.8 billion. This demonstrates the UK's ongoing leadership in the European Fintech sector, despite global economic and political uncertainties. Germany and the Netherlands emerged as the second and third-largest markets, underscoring the rising significance of tech hubs across continental Europe. Sweden remains a key player, while France also ranks among the top five, indicating its strong position as a hub for financial technology innovation. Notably, 167 of these deals were under $20 million, focusing on Seed and Series A stages. The average deal size was $10.2 million, down from the $12 million average in 2022 and 2023, indicating a shift back towards early-stage ventures. Why It’s Attractive: The fintech sector is at a critical inflection point, with innovations in digital banking, blockchain, and financial inclusion driving growth. The sector's adaptability to regulatory changes and consumer preferences ensures a robust investment outlook. Why It’s Attractive: Artificial Intelligence (AI) Overview: AI continues to shine in 2024, driving innovation across various industries, from healthcare to finance. Overview: Current Trends: According to PitchBook , AI investments in Europe doubled from the previous quarter to €4.2 billion in Q2 2024. Overall, AI companies attracted €6.3 billion in the first half of the year. The integration of AI in various sectors has demonstrated its transformative potential, from enhancing operational efficiencies to pioneering new product developments. Current Trends: PitchBook The UK remains at the forefront of the European AI scene, with the highest number of VC-backed AI and machine learning (ML) companies. With 1,319 startups, the UK surpasses France, which holds the second spot with 520 companies. This leadership is evident in the substantial deal values and volumes attracted by AI companies in the UK. Why It’s Attractive: AI's ability to revolutionize industries and its rapid adoption make it a top investment choice. AI technologies, including machine learning, natural language processing, and robotics, are expected to continue driving significant advancements and creating substantial economic value. Why It’s Attractive: 3. SaaS and B2B Overview: SaaS (Software as a Service) and B2B (Business-to-Business) solutions focus on providing software and services to businesses, enhancing operational efficiency and productivity. Overview: Current Trends: In recent years, SaaS and B2B solutions have become increasingly prominent in the venture capital landscape. According to Dealroom , 47% of venture capital investments in 2023 were directed towards startups with a SaaS business model, accounting for nearly half of all venture capital funding. This represents a significant increase over the past decade, highlighting a sustained and accelerating trend towards SaaS-focused investments. Current Trends: According to Dealroom Why It’s Attractive: The scalability and recurring revenue models of SaaS and B2B make them attractive for investors. The continuous need for businesses to streamline operations and adopt digital solutions drives growth in these sectors. Why It’s Attractive: 4. Cybersecurity Overview: Cybersecurity is crucial for protecting information and systems from cyber threats, with increasing importance due to the rise of digitalization. Overview: Current Trends: According to PitchBook’s report on the sector, investments in cybersecurity reached $9.6 billion across 693 deals in 2023, with top-performing companies commanding high valuations. Current Trends: According to PitchBook’s report Last year, cybersecurity unicorns saw exceptional valuation growth, outpacing many other emerging tech sectors. Leading companies are still attracting substantial valuations despite a slowdown in venture capital funding. Wiz reached a $10 billion valuation in February following a $300 million Series D round. In November, Keyfactor achieved a $1.3 billion valuation, and Prove Identity crossed the $1 billion mark in October. Why It’s Attractive: The growing frequency of cyber threats and the need for robust security measures drive the demand for cybersecurity solutions. The sector's critical role in protecting data and systems makes it a compelling investment choice. Why It’s Attractive: 5. Climate Tech Overview: Climate tech focuses on developing technologies to combat climate change and promote sustainability. Overview: Current Trends: Climate tech investments totaled $11.3 billion in H1 2024 , despite a 20% decline from the previous year. The sector continues to attract attention with innovations in energy, sustainable materials, and carbon management. Current Trends: totaled $11.3 billion in H1 2024 Why It’s Attractive: Climate tech aligns with global sustainability goals, offering long-term growth potential. Investments in renewable energy, sustainable agriculture, and green technologies position the sector as a key player in addressing environmental challenges. Why It’s Attractive: The information provided in this article is for informational purposes only and should not be considered as financial advice. The content does not constitute investment recommendations, and we do not assume any responsibility for any financial decisions made based on this information. The information provided in this article is for informational purposes only and should not be considered as financial advice. The content does not constitute investment recommendations, and we do not assume any responsibility for any financial decisions made based on this information. The information provided in this article is for informational purposes only and should not be considered as financial advice. The content does not constitute investment recommendations, and we do not assume any responsibility for any financial decisions made based on this information. The information provided in this article is for informational purposes only and should not be considered as financial advice. The content does not constitute investment recommendations, and we do not assume any responsibility for any financial decisions made based on this information.

Most Promising and Exciting Investment Sectors in Europe in 2024

Bitcoin 2050: $52 Million Dream or $0 Nightmare?

বিটকয়েন 2050: $52 মিলিয়ন স্বপ্ন নাকি $0 দুঃস্বপ্ন?

Bitcoin 2050: 52-Millionen-Dollar-Traum oder 0-Dollar-Albtraum?

Bitcoin 2050: ¿Un sueño de 52 millones de dólares o una pesadilla de 0 dólares?

Bitcoin 2050 : un rêve à 52 millions de dollars ou un cauchemar à 0 $ ?

बिटकॉइन 2050: $52 मिलियन का सपना या $0 का दुःस्वप्न?

ビットコイン 2050: 5200 万ドルの夢か、それとも 0 ドルの悪夢か?

비트코인 2050: 5,200만 달러의 꿈인가 아니면 아무것도 없는 악몽인가?

Bitcoin 2050: sonho de US$ 52 milhões ou pesadelo de US$ 0?

Биткоин 2050: мечта за 52 миллиона долларов или кошмар за 0 долларов?

Bitcoin 2050: 52 Milyon Dolarlık Rüya mı, 0 Dolarlık Kabus mu?

Bitcoin 2050: Giấc mơ 52 triệu đô la hay cơn ác mộng 0 đô la?

比特币 2050：5200 万美元的梦想还是 0 美元的噩梦？

Three years ago (perhaps more), there was a mini-controversy across LinkedIn and (RIP) Twitter over ‘team of one’ game teams. Teams of one identified as such; others disagreed - an egregious case of political in/correctness. Recently I had a chat with a designer and startup founder. They shared hope around how automating coding via LLMs may enable a one-wo(man) app design team. Responded somewhat bluntly, "Perhaps, but this isn't business". Not the best answer. What about the one team? In games, team of one has always been a thing. I need not quote names since Thomas was alone, and you did spend five nights at Freddie's after Mainichi playing Elite in 1984… Okay… Elite wasn’t (they were two). Undertales of solo developers abound. The barrier to entry has dropped; making compelling games without much technical/artistic skills is easier (and more pointless) than ever before. Throwing assets in the mix made it possible to go and say "Sure, but you didn't make this on your own". Whereas nobody would have gone on to say, "Sure, but your game is running on Windows. Did you author the OS?”. This has happened before. Renaissance geniuses weren't just artists; they were engineers, mixed pigments, designed flying machines. Michelangelo got paint in his eyes - a far cry from Jason Allen’s ethereal technique. In sum: you do not need a large group of people to build a compelling product. Creativity across the board I am attached to the concept of authoring. Authors create personal works; we (consumers) get a personal experience. The genius of (not only) music and writing is in shaping personal experience through consuming personal works. I have never watched Titanic, you have. Purposely: creativity is a bridge no one will cross if we all are on the same shore. Which does not make one the ideal team size. One is a team size. A good size. Two is a good size. Three is a good size... Teams get creative in different ways. In recent years, making apps has become easier. Back in 1998, when I created my first app, I designed a custom window system; in 2008, I wrote a game engine for my first game. Today, we have codeless, in continuity with the team of one ideal. In software, it is not rare for designers to feel disempowered. Whereas engineers can build anything provided they set their mind to it... Concurrently, there is a sense of creativity being vertical, with designers leading the effort while engineers focus on the details. Then you get the idea that designers would be much more productive if they did not have to communicate with engineers. Yet, crossovers between design and engineering are not rare. If you get serious about creativity, you will necessarily encounter Maggie Boden's Creative Mind. Boden's work is equal parts dedicated to creativity in arts, science, and engineering. No code, no life Where no-code is breaking down (it isn't) isn't, okay, can we write apps without code or not? We surely can (did not need LLMs to make this happen). What's more surprising is how engineers ceaselessly toy with the idea of taking themselves out of the loop, whereas artists feel outraged when their work is automated. No, it isn’t surprising. No code, and the 5th wall (1) Wired assumptions about how things (are meant to) work. Trivial example: many teams do not design their own widgets. Meaning that the interaction design effort is now derivative; diegetic interfaces in (mainstream) games are not progressing because we aren’t thinking about interaction beyond the widgets. This isn't only about computing. The printing press, alphabetization, typewriters, Unicode, spellcheckers... have contributed to the sedimentation of a bounded medium; one friend told me (1995), “we are no longer writing to communicate, we are writing to find out whether we have anything to say” - also: we are no longer inventing writing. (2) When discussions between art, science, and engineering are not happening, innovation isn't breaking that fifth wall. Where an engineer would exclaim "I can make this!"? Silence. Where a designer stubbornly asserts, "Make this work"? Silence. In between... obviously! Defeaningly so. In games: before no-code, we got tools like Blueprints, which is designed for… designers to not be talking to coders? Imagine tools for boosting (not negating) cross-disciplinary success. Zero, the forbidden number Around 2010 I came across a forum post where people said okay, apps are now free, at least we can't go lower than this. Others swiftly responded, "Hell no, I'll pay users to install apps". Fast forwarding to the 20s, Hell No has not percolated. Apple does not routinely credit my account for using apps (boo). Still, marketing budgets often exceed 50% to 70% of the total dev cost. Not so relatedly (if you get my drift)… The minimum number of developers needed to build an app isn't one. We do not need developers to make apps. Nor do we need financial advisers to make financial decisions. Do we need to consume goods and services anymore? Am I the product or the user? Top of the food chain? Brainstuff? In a distant future, alien combat units do not go around catching our children with sticky spider webaloo; still, they might break the internet. Playing Kitsune Tails. Keep it together. Photo credit: Chen-Pan Liao via Wikimedia Commons (CC 3.0 Attribution-Share-Alike) Three years ago (perhaps more), there was a mini-controversy across LinkedIn and (RIP) Twitter over ‘team of one’ game teams. Teams of one identified as such; others disagreed - an egregious case of political in/correctness. Three years ago (perhaps more), there was a mini-controversy across LinkedIn and (RIP) Twitter over game teams. Teams of one identified as such; others disagreed - an egregious case of political in/correctness. Recently I had a chat with a designer and startup founder. They shared hope around how automating coding via LLMs may enable a one-wo(man) app design team. Responded somewhat bluntly, "Perhaps, but this isn't business". Recently I had a chat with a designer and startup founder. They shared hope around how automating coding via LLMs may enable a one-wo(man) app design team. Responded somewhat bluntly, "Perhaps, but this isn't business". Not the best answer. Not the best answer. What about the one team? In games, team of one has always been a thing. I need not quote names since Thomas was alone, and you did spend five nights at Freddie's after Mainichi playing Elite in 1984… Okay… Elite wasn’t (they were two). Undertales of solo developers abound. always need not quote names The barrier to entry has dropped; making compelling games without much technical/artistic skills is easier (and more pointless) than ever before. Throwing assets in the mix made it possible to go and say "Sure, but you didn't make this on your own". Whereas nobody would have gone on to say, "Sure, but your game is running on Windows. Did you author the OS?”. This has happened before. Renaissance geniuses weren't just artists; they were engineers, mixed pigments, designed flying machines. Michelangelo got paint in his eyes - a far cry from Jason Allen’s ethereal technique. In sum: you do not need a large group of people to build a compelling product. Creativity across the board I am attached to the concept of authoring. Authors create personal works; we (consumers) get a personal experience. The genius of (not only) music and writing is in shaping personal experience through consuming personal works. I have never watched Titanic, you have. Purposely: creativity is a bridge no one will cross if we all are on the same shore. Which does not make one the ideal team size. One is a team size. A good size. Two is a good size. Three is a good size... Teams get creative in different ways. In recent years, making apps has become easier. Back in 1998, when I created my first app, I designed a custom window system; in 2008, I wrote a game engine for my first game. Today, we have codeless, in continuity with the team of one ideal. In software, it is not rare for designers to feel disempowered. Whereas engineers can build anything provided they set their mind to it... Concurrently, there is a sense of creativity being vertical, with designers leading the effort while engineers focus on the details. Then you get the idea that designers would be much more productive if they did not have to communicate with engineers. Yet, crossovers between design and engineering are not rare. If you get serious about creativity, you will necessarily encounter Maggie Boden's Creative Mind . Boden's work is equal parts dedicated to creativity in arts, science, and engineering. Creative Mind No code, no life Where no-code is breaking down (it isn't) isn't, okay, can we write apps without code or not? We surely can (did not need LLMs to make this happen). What's more surprising is how engineers ceaselessly toy with the idea of taking themselves out of the loop, whereas artists feel outraged when their work is automated. No, it isn’t surprising. No code, and the 5th wall No code, and the 5th wall (1) Wired assumptions about how things (are meant to) work. Trivial example: many teams do not design their own widgets. Meaning that the interaction design effort is now derivative; diegetic interfaces in (mainstream) games are not progressing because we aren’t thinking about interaction beyond the widgets. This isn't only about computing. The printing press, alphabetization, typewriters, Unicode, spellcheckers... have contributed to the sedimentation of a bounded medium; one friend told me (1995), “we are no longer writing to communicate, we are writing to find out whether we have anything to say” - also: we are no longer inventing writing. This isn't only about computing. The printing press, alphabetization, typewriters, Unicode, spellcheckers... have contributed to the sedimentation of a bounded medium; one friend told me (1995), “we are no longer writing to communicate, we are writing to find out whether we have anything to say” - also: we are no longer inventing writing. (2) When discussions between art, science, and engineering are not happening, innovation isn't breaking that fifth wall. Where an engineer would exclaim "I can make this!"? Silence. Where a designer stubbornly asserts, "Make this work"? Silence. In between... obviously! Defeaningly so. In games: before no-code, we got tools like Blueprints, which is designed for… designers to not be talking to coders? Imagine tools for boosting (not negating) cross-disciplinary success. Zero, the forbidden number Around 2010 I came across a forum post where people said okay, apps are now free, at least we can't go lower than this. Others swiftly responded, "Hell no, I'll pay users to install apps". Fast forwarding to the 20s, Hell No has not percolated. Apple does not routinely credit my account for using apps (boo). Still, marketing budgets often exceed 50% to 70% of the total dev cost. Not so relatedly (if you get my drift)… The minimum number of developers needed to build an app isn't one. We do not need developers to make apps. Nor do we need financial advisers to make financial decisions. Do we need to consume goods and services anymore? Am I the product or the user? Top of the food chain? Brainstuff? In a distant future, alien combat units do not go around catching our children with sticky spider webaloo; still, they might break the internet. Playing Kitsune Tails. In a distant future, alien combat units do not go around catching our children with sticky spider webaloo; still, they might break the internet. Playing Kitsune Tails . Kitsune Tails Keep it together. Photo credit: Chen-Pan Liao via Wikimedia Commons (CC 3.0 Attribution-Share-Alike) Chen-Pan Liao

No-code, No life

In a company, the Second-in-Command, also known as the COO, fills a vital role.  COOs complement and support the CEO in a variety of ways.  The COO’s specific role depends on the CEO’s needs, the company’s stage, and the overall strengths of the leadership team. There are seven main ways that COOs support the CEO.  These COO types are the executor, the change agent, the mentor, the other half, the partner, the heir apparent, and the MVP.  Each type has a different method of aiding the CEO.  For instance, the change agent leads specific business changes, whereas the MVP stays in the company because they are too valuable to lose. Across all seven types, there are three consistent traits of successful COOs.  The first trait is acuity.  This means that COOs can easily understand complex concepts and handle multiple tasks at the same time.  The second trait is organization, meaning that COOs can define priorities and allocate the proper time, energy, and resources to tasks.  Finally, successful COOs excel with process and structure.  This refers to the ability to reduce complexity, systematize processes, create clarity, and provide consistency. Despite their utility, successful COOs are exceptionally rare.  In fact, for every four CEOs, there is only one COO.  This leaves 75% of CEOs without the support of a COO.  Additionally, other challenges abound for COOs, causing extensive problems that inhibit success.  For example, many COOs struggle with worker shortages, a lack of clarity regarding their role, and supply chain disruptions. Even amongst all of these challenges, there has been a resurgence in the COO role, with the position rising up to 16% between 2018 and 2022.  With this in mind, it becomes increasingly important to identify and implement modern solutions that will allow COOs to successfully fulfill their roles. Peer groups and coaching emerge as some of the most effective ways  that individuals can support COOs.  Peer groups involve recurring meetings with other COOs.  They have four key benefits.  More specifically, peer groups can improve decision-making capabilities, increase goal attainment, enhance innovation and the identification of growth opportunities, and fuel continuous learning and professional growth. COO Coaching is also highly successful and helps COOs in several ways.  It improves clarity and accountability, keeps the company aligned and moving forward, and accelerates results.  Coaching can increase individual performance by 70%, team performance by 50%, and organizational performance by 48%.  Overall, coaching can result in a return on investment of up to 788%. Finally, business operating systems can also be useful to COOs.  This system increases valuation with world-class Key Performance Indicators, breaks down silos and increases retention, and helps achieve business goals within 12 quarters. COOs have a big and important task, and they need support to effectively reach their goals.  Modern solutions such as peer groups and COO coaching, as well as innovative tools and systems, can go a long way in supporting COOs and boosting business. Companies should focus on empowering COOs with proper training, guidance, and resources.  In turn, efficiency will increase and revenue will boom. In a company, the Second-in-Command, also known as the COO, fills a vital role.  COOs complement and support the CEO in a variety of ways.  The COO’s specific role depends on the CEO’s needs, the company’s stage, and the overall strengths of the leadership team. There are seven main ways that COOs support the CEO.  These COO types are the executor, the change agent, the mentor, the other half, the partner, the heir apparent, and the MVP.  Each type has a different method of aiding the CEO.  For instance, the change agent leads specific business changes, whereas the MVP stays in the company because they are too valuable to lose. Across all seven types, there are three consistent traits of successful COOs.  The first trait is acuity.  This means that COOs can easily understand complex concepts and handle multiple tasks at the same time.  The second trait is organization, meaning that COOs can define priorities and allocate the proper time, energy, and resources to tasks.  Finally, successful COOs excel with process and structure.  This refers to the ability to reduce complexity, systematize processes, create clarity, and provide consistency. Despite their utility, successful COOs are exceptionally rare.  In fact, for every four CEOs, there is only one COO.  This leaves 75% of CEOs without the support of a COO .  Additionally, other challenges abound for COOs, causing extensive problems that inhibit success.  For example, many COOs struggle with worker shortages, a lack of clarity regarding their role, and supply chain disruptions. 75% of CEOs without the support of a COO 75% of CEOs without the support of a COO Even amongst all of these challenges, there has been a resurgence in the COO role, with the position rising up to 16% between 2018 and 2022.  With this in mind, it becomes increasingly important to identify and implement modern solutions that will allow COOs to successfully fulfill their roles. Peer groups and coaching emerge as some of the most effective ways  that individuals can support COOs.  Peer groups involve recurring meetings with other COOs.  They have four key benefits.  More specifically, peer groups can improve decision-making capabilities, increase goal attainment, enhance innovation and the identification of growth opportunities, and fuel continuous learning and professional growth. COO Coaching is also highly successful and helps COOs in several ways.  It improves clarity and accountability, keeps the company aligned and moving forward, and accelerates results.  Coaching can increase individual performance by 70% , team performance by 50%, and organizational performance by 48%.  Overall, coaching can result in a return on investment of up to 788% . performance by 70% performance by 70% up to 788% up to 788% Finally, business operating systems can also be useful to COOs.  This system increases valuation with world-class Key Performance Indicators, breaks down silos and increases retention, and helps achieve business goals within 12 quarters. COOs have a big and important task, and they need support to effectively reach their goals.  Modern solutions such as peer groups and COO coaching , as well as innovative tools and systems, can go a long way in supporting COOs and boosting business. Companies should focus on empowering COOs with proper training, guidance, and resources.  In turn, efficiency will increase and revenue will boom. COO coaching COO coaching

The Underrated Power of the COO

The rideshare and delivery markets are undergoing an upheaval driven by rapid technological advancements and shifting consumer behaviors. Companies like Wave are surfing this change with bespoke artificial intelligence (AI) technology, carving out a competitive edge in a burgeoning industry. As the market expands, opportunities abound for those willing to adapt. Wave’s own personal brand of AI-driven safety and community involvement has positioned it quite advantageously, taking the market by storm in U.S. cities like Atlanta and Chicago. The Expanding U.S. Sector The global rideshare market is projected to reach $335 billion by 2025, growing at a compound annual growth rate (CAGR) of 18.2% from 2020 to 2025. This growth is fueled by increasing urbanization, the rising preference for shared mobility, and the convenience of on-demand services. Similarly, the online food delivery market is expected to surpass $213 billion by 2030. This explosive expansion is primarily driven by the proliferation of platform-to-consumer services and the lasting impact of the COVID-19 pandemic. In the United States, DoorDash leads the food delivery market with a 67% market share, followed by Uber Eats with 23%. The intense competition among these giants has focused on efficiency and customer experience, with companies investing heavily in AI and automation to streamline operations and reduce costs. "AI has changed the rules of the game. Not only in transportation or food delivery but every other aspect of the industry as well," says Diondre Lewis, CEO of Wave. "At Wave, AI has enabled us to optimize routes, predict demand, enhance safety, and provide better customer support." Room for Growth in the Markets The rideshare and delivery markets present numerous opportunities for savvy businesses looking to capitalize on recent technological developments. One among these trends is the increasing efficiency of last-mile delivery, which now represents 53% of the total cost of transportation. Companies are exploring various technologies, including AI, autonomous vehicles, and crowdsourcing, to reduce these costs and improve delivery times. Autonomous vehicles, including drones, are also becoming a viable solution for last-mile deliveries, offering the potential to cut costs and enhance efficiency significantly. This trend is expected to gain momentum as technology advances and regulatory frameworks evolve, addressing labor shortages and improving service efficiency. Another opportunity lies in the growing demand for personalized and efficient delivery services. AI-powered platforms can analyze vast amounts of data to provide personalized recommendations, optimize delivery routes, and predict peak demand times, much like Wave itself does. "The name of the game is customer satisfaction. There is no better way to meet the varied demands of our clients than with machine learning. We offer services from food delivery to corporate rideshares and non-emergency medical transport," Lewis explains. The Role of AI in Shaping the Future AI technology is credited with most of the transformation in the rideshare and delivery markets. Companies increasingly rely on AI to optimize their operations, improve safety, and provide personalized services. Wave's AI-powered platform is the very epitome of the potential AI presents. The company's proprietary AI algorithms, such as dynamic micro-zone demand prediction and real-time optimal route adjustment, aid drivers with picking the most efficient paths, reducing fuel consumption and wait times. These artificial intelligence algorithms are also utilized in Wave’s steadfast focus on safety. The algorithm analyzes vehicular operation to suggest the best time to perform routine maintenance and through automated disturbance or vehicular accident detection. Wave's Technological Potential Wave has carefully positioned itself to capitalize on these market opportunities. Since its inception, the company has focused on underserved markets, such as non-emergency medical transport and exclusive event transit. This allows it to tap into niche segments that larger competitors often overlook. "Beyond profit, Wave stands for serving those groups often forgotten by bigger companies. We even offer services for transportation of young children, with the requisite safety measures and monitoring in place," Lewis says. As consumer preferences shift toward shared mobility and on-demand services, Wave readies itself for further expansion. The rideshare and delivery markets are ripe with opportunities for companies willing to evolve. Wave's drive to further build upon its bespoke AI platform positions it as a formidable contender in the market. This piece was published as part of HackerNoon’s Business Blogging Program. For more details, please click here. The rideshare and delivery markets are undergoing an upheaval driven by rapid technological advancements and shifting consumer behaviors. Companies like Wave are surfing this change with bespoke artificial intelligence (AI) technology, carving out a competitive edge in a burgeoning industry. Wave Wave As the market expands, opportunities abound for those willing to adapt. Wave’s own personal brand of AI-driven safety and community involvement has positioned it quite advantageously, taking the market by storm in U.S. cities like Atlanta and Chicago. The Expanding U.S. Sector The Expanding U.S. Sector The global rideshare market is projected to reach $335 billion by 2025, growing at a compound annual growth rate (CAGR) of 18.2% from 2020 to 2025. This growth is fueled by increasing urbanization, the rising preference for shared mobility, and the convenience of on-demand services. Similarly, the online food delivery market is expected to surpass $213 billion by 2030. This explosive expansion is primarily driven by the proliferation of platform-to-consumer services and the lasting impact of the COVID-19 pandemic. In the United States, DoorDash leads the food delivery market with a 67% market share, followed by Uber Eats with 23%. The intense competition among these giants has focused on efficiency and customer experience, with companies investing heavily in AI and automation to streamline operations and reduce costs. " AI has changed the rules of the game. Not only in transportation or food delivery but every other aspect of the industry as well, " says Diondre Lewis, CEO of Wave. " At Wave, AI has enabled us to optimize routes, predict demand, enhance safety, and provide better customer support. " AI has changed the rules of the game. Not only in transportation or food delivery but every other aspect of the industry as well, At Wave, AI has enabled us to optimize routes, predict demand, enhance safety, and provide better customer support. Room for Growth in the Markets Room for Growth in the Markets The rideshare and delivery markets present numerous opportunities for savvy businesses looking to capitalize on recent technological developments. One among these trends is the increasing efficiency of last-mile delivery, which now represents 53% of the total cost of transportation. Companies are exploring various technologies, including AI, autonomous vehicles, and crowdsourcing, to reduce these costs and improve delivery times. Autonomous vehicles, including drones, are also becoming a viable solution for last-mile deliveries, offering the potential to cut costs and enhance efficiency significantly. This trend is expected to gain momentum as technology advances and regulatory frameworks evolve, addressing labor shortages and improving service efficiency. Another opportunity lies in the growing demand for personalized and efficient delivery services. AI-powered platforms can analyze vast amounts of data to provide personalized recommendations, optimize delivery routes, and predict peak demand times, much like Wave itself does. " The name of the game is customer satisfaction. There is no better way to meet the varied demands of our clients than with machine learning. We offer services from food delivery to corporate rideshares and non-emergency medical transport ," Lewis explains. The name of the game is customer satisfaction. There is no better way to meet the varied demands of our clients than with machine learning. We offer services from food delivery to corporate rideshares and non-emergency medical transport The Role of AI in Shaping the Future The Role of AI in Shaping the Future AI technology is credited with most of the transformation in the rideshare and delivery markets. Companies increasingly rely on AI to optimize their operations, improve safety, and provide personalized services. Wave's AI-powered platform is the very epitome of the potential AI presents. The company's proprietary AI algorithms, such as dynamic micro-zone demand prediction and real-time optimal route adjustment, aid drivers with picking the most efficient paths, reducing fuel consumption and wait times. These artificial intelligence algorithms are also utilized in Wave’s steadfast focus on safety. The algorithm analyzes vehicular operation to suggest the best time to perform routine maintenance and through automated disturbance or vehicular accident detection. Wave's Technological Potential Wave's Technological Potential Wave has carefully positioned itself to capitalize on these market opportunities. Since its inception, the company has focused on underserved markets, such as non-emergency medical transport and exclusive event transit. This allows it to tap into niche segments that larger competitors often overlook. " Beyond profit, Wave stands for serving those groups often forgotten by bigger companies. We even offer services for transportation of young children, with the requisite safety measures and monitoring in place ," Lewis says. Beyond profit, Wave stands for serving those groups often forgotten by bigger companies. We even offer services for transportation of young children, with the requisite safety measures and monitoring in place As consumer preferences shift toward shared mobility and on-demand services, Wave readies itself for further expansion. The rideshare and delivery markets are ripe with opportunities for companies willing to evolve. Wave's drive to further build upon its bespoke AI platform positions it as a formidable contender in the market. This piece was published as part of HackerNoon’s Business Blogging Program. For more details, please click here. This piece was published as part of HackerNoon’s Business Blogging Program. For more details, please click here . here here

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