According to Foresight News, SunPump has announced an ecological partnership with Web3 community growth platform TaskOn. The collaboration aims to support the ongoing development of SunPump's Meme pro

SunPump Partners With TaskOn To Boost Web3 Community Growth | Binance News on Binance Square

Foresight

foresight

I have been thinking a lot about the state of strategic foresight and corporate futurism a lot recently, so I came up with a methodology that harkens back to using more imagination to leap beyond using data to inform and inspire. Reports that say that something hasn’t happened are always interesting to me, because as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns — the ones we don’t know we don’t know. And if one looks throughout the history of our country and other free countries, it is the latter category that tends to be the difficult ones. — Donald Rumsfeld, 2002 Strategic foresight as it stands today has become entrenched in and short term vision, it is very unlikely to uncover the ‘ ’ because it relies far too heavily on numbers and trend analysis — There are no statistical models or trend reports that can uncover these without diverse human input, so I decided to try to come up with a framework that allows for this. nowism unknown unknowns the result of which is that you are working with the and the already. known knowns known unknowns — Begin by identifying a desirable future or set of futures. This should be a visionary exercise, imagining an ideal scenario without being constrained by current limitations. This is perhaps the hardest part because we’ve been conditioned to believe that there is a current roadmap to possible futures, and they all look the same. Desirable Future Identification — Reflect on ‘lost futures’ or past visions of the future that were never realized. Understand why these futures did not materialize and what can be learned from them. What would the world have looked like if they did come true, and how would societal, technological, corporate, political, and economic landscapes have been shaped differently? You could incorporate the many different ‘punk’ genres here as well because of their cultural significance of the time, and also that still exists today. Hauntological Analysis — Bring in other deep-rooted cultural perspectives and biological/ biomimetic systems that reflect not only societal attitudes towards the future but also include the indigenous and the natural to integrate this into the next step ( ). This moves strategic foresight away from Western or capitalistic perspectives, which it has fallen foul of lately. Polyfuturism I wrote a blog about this recently (Sci-fi Prototyping) — Develop speculative narratives that bridge the gap between the hauntological analysis and polyfuturist inputs and the identified desirable futures. Past lessons, present knowledge, and future aspirations should inform these narratives and tell the story of what personal and corporate life is like living in this desired future. Speculative Narratives — Within these narratives, identify potential threats and challenges that could prevent the realization of the desirable future(s). This includes analyzing current trends and potential future risks. By integrating Sci-fi Prototyping in the previous step you’re also looking beyond data analysis which can become restrictive, data does not allow you to leap beyond logic or think about the ‘unknown unknowns’. Threatcasting - From the desirable future scenarios, work backward to map out the steps and milestones needed to achieve these futures. This should include corporate strategies to overcome identified threats and leverage opportunities, but these are not the sole goals. Backward Mapping Then, continuously revise and update the narratives, threat analysis, and backcasting steps based on new insights, technological advancements, and societal changes. This isn’t a hard and fast methodology, but one I believe starts to step away from using only data to inform a forecasting strategy and stops execs from listening to influencer trends as a signpost to where things are going. After all, we’ve seen that when the winds change, so too do the influencers you believed in before. Strategic foresight and futurism should be less concerned with running numbers and more about paying attention to the many systems all at work — both obvious and hidden. If you’re looking to develop a strategic foresight function in your organisation and not only want to understand how the world can change outside of trend analysis but also involve and teach employees and senior execs to think beyond what they already know, get in touch. Also published . here

A New Approach to Strategic Foresight and Corporate Futurism

Many people in favor of self-driving cars believe they will dramatically improve safety, reduce traffic backups, and forever change transportation. However, some of those expected benefits are up for debate, especially since the vehicles are not yet widely used worldwide and could have unintended downsides. Ongoing research shows these high-tech cars could worsen traffic. Why is that, and how can developers proactively address the problem? They Stop When Encountering Problems One reason self-driving cars could exacerbate traffic issues concerns how they deal with unexpected things in their paths. If a driver sees a broken-down vehicle, accident, or something else blocking their way, they will usually notice it in time to steer around it. That may slow traffic but usually does not stop it. In contrast, some self-driving cars have stopped in the middle of the road when detecting something unusual. These instances even delay emergency services vehicles responding to accidents. Many self-driving cars have humans inside, supervising the journeys. However, when an autonomous vehicle operates independently and experiences a problem such as an overheated engine or a flat tire, would it know to pull over to the side of the road, or would it stop in place? The latter option would also cause traffic backups. Activists have even capitalized on how the cars stop when encountering obstacles. They’ve specifically placed traffic cones in the vehicles’ way, knowing that will create enough of an impediment to halt them. It’s easy to see how stopping in the presence of a barrier is a safety feature that could prevent collisions. However, it could also stop traffic because these vehicles lack the foresight, problem-solving capabilities, and experience humans naturally use when faced with them. Unfortunately, some people with advanced features on their cars have already begun depending on them too much. One study found that 58% of drivers with pedestrian-detecting cars have stopped looking for walkers themselves. They Do Not Understand Social Signs Humans in and around cars naturally give and receive signals to others around them. A pedestrian may make eye contact with a driver and watch for a nod from them before deciding to cross the street. Drivers regularly wave to each other, indicating they will let other cars out at busy intersections. Most people probably cannot pinpoint when or how they learned these things, but they understand how it makes driving and being near cars safer for everyone. Researchers analyzed YouTube videos of self-driving cars and found they have difficulty determining whether to yield or keep moving. Their programming also falls short of allowing them to detect body language. One example reviewed by the team involved a family that wanted to cross the street. Although they waved their hands to tell a self-driving car to pass them first, the vehicle did not recognize that cue. What happened next was particularly surprising because the vehicle stopped next to the family for 11 seconds. They took that as a sign to begin crossing. As soon as they did, the car started moving, making them run for the sidewalk. The nods, waves, and other brief acknowledgments exchanged between drivers, pedestrians, and others go a long way in keeping traffic flowing. People understand that although safe driving requires making personal decisions, it is also a collective effort. That partially explains why high-risk drivers are the most significant accident threats within fleets. They Need More Connectivity The programming and connectivity of self-driving cars affect how they respond to traffic signals. Researchers also determined that those able to receive signals from nearby infrastructure are more likely to move smoothly rather than get caught in backups. The team evaluated cars driven by humans, in addition to automated, connected, and connected automated vehicles. Those in the connected categories can receive information about the future state of nearby traffic lights and adjust their speeds. Therefore, they are more likely to encounter green lights rather than red or yellow ones. In contrast, automated vehicles without advanced connectivity are programmed to operate more conservatively and cautiously, which can reduce the number of cars that can flow through intersections. A computational model showed that automated cars without connectivity to traffic control systems slow intersection travel time, partly because their programming prioritizes collision reduction. Although accident prevention is an undeniably important aim, the researchers believe having more vehicles that connect and respond to traffic infrastructure would minimize the number sitting at red lights, allowing them to move with fewer interruptions. Exploring Potential Solutions These challenges highlight how self-driving car developers must consider multiple aspects and take thorough problem-solving approaches. A broad but practical step is to launch educational and awareness campaigns to help drivers learn more about the high-tech vehicles that increasingly appear on the roads. Some countries require people learning to drive to attach stickers to their cars, which helps others be more patient and understanding. Some self-driving cars have external branding that tells people what they are, but a better option may be to have a consistently applied designator. Signs could let people know that autonomous vehicles immediately stop in front of obstacles. That way, they’d be less likely to get frustrated and blow their horns when they don’t move. In one case, researchers determined that putting green lights on self-driving cars’ roofs effectively told pedestrians when it was safe to cross the road. However, the timing of the light’s activation was also important. People showed riskier behaviors if the automobiles slowed down or turned on the light too far away from intersections. It would be better if the light-activated as the vehicles arrived at the crossing and just before they stopped. Making self-driving cars reverse and go around obstacles directly in front of them or steer around them in time is also important from safety and traffic flow standpoints. Humans do this naturally, making those movements when it is safe. Similarly, autonomous vehicles should be programmed to steer to road shoulders when mechanical faults or other issues make it unsafe to continue moving. Addressing New Findings Those in the self-driving car industry should stay aware of new developments. Although these vehicles could ease traffic challenges, people should not assume that will happen. They must look deeper to find and address other possibilities to make the roads safer for all. Many people in favor of self-driving cars believe they will dramatically improve safety, reduce traffic backups, and forever change transportation. However, some of those expected benefits are up for debate, especially since the vehicles are not yet widely used worldwide and could have unintended downsides. Ongoing research shows these high-tech cars could worsen traffic. Why is that, and how can developers proactively address the problem? Many people in favor of self-driving cars believe they will dramatically improve safety, reduce traffic backups, and forever change transportation. However, some of those expected benefits are up for debate, especially since the vehicles are not yet widely used worldwide and could have unintended downsides. Ongoing research shows these high-tech cars could worsen traffic. Why is that, and how can developers proactively address the problem? They Stop When Encountering Problems They Stop When Encountering Problems One reason self-driving cars could exacerbate traffic issues concerns how they deal with unexpected things in their paths. If a driver sees a broken-down vehicle, accident, or something else blocking their way, they will usually notice it in time to steer around it. That may slow traffic but usually does not stop it. In contrast, some self-driving cars have stopped in the middle of the road when detecting something unusual. These instances even delay emergency services vehicles responding to accidents. stopped in the middle of the road stopped in the middle of the road Many self-driving cars have humans inside, supervising the journeys. However, when an autonomous vehicle operates independently and experiences a problem such as an overheated engine or a flat tire, would it know to pull over to the side of the road, or would it stop in place? The latter option would also cause traffic backups. Activists have even capitalized on how the cars stop when encountering obstacles. They’ve specifically placed traffic cones in the vehicles’ way, knowing that will create enough of an impediment to halt them. It’s easy to see how stopping in the presence of a barrier is a safety feature that could prevent collisions. However, it could also stop traffic because these vehicles lack the foresight, problem-solving capabilities, and experience humans naturally use when faced with them. Unfortunately, some people with advanced features on their cars have already begun depending on them too much. One study found that 58% of drivers with pedestrian-detecting cars have stopped looking for walkers themselves. 58% of drivers with pedestrian-detecting cars 58% of drivers with pedestrian-detecting cars They Do Not Understand Social Signs Humans in and around cars naturally give and receive signals to others around them. A pedestrian may make eye contact with a driver and watch for a nod from them before deciding to cross the street. Drivers regularly wave to each other, indicating they will let other cars out at busy intersections. Most people probably cannot pinpoint when or how they learned these things, but they understand how it makes driving and being near cars safer for everyone. Researchers analyzed YouTube videos of self-driving cars and found they have difficulty determining whether to yield or keep moving. Their programming also falls short of allowing them to detect body language. One example reviewed by the team involved a family that wanted to cross the street. Although they waved their hands to tell a self-driving car to pass them first, the vehicle did not recognize that cue. found they have difficulty determining found they have difficulty determining What happened next was particularly surprising because the vehicle stopped next to the family for 11 seconds. They took that as a sign to begin crossing. As soon as they did, the car started moving, making them run for the sidewalk. The nods, waves, and other brief acknowledgments exchanged between drivers, pedestrians, and others go a long way in keeping traffic flowing. People understand that although safe driving requires making personal decisions, it is also a collective effort. That partially explains why high-risk drivers are the most significant accident threats within fleets. the most significant accident threats the most significant accident threats They Need More Connectivity The programming and connectivity of self-driving cars affect how they respond to traffic signals. Researchers also determined that those able to receive signals from nearby infrastructure are more likely to move smoothly rather than get caught in backups. The team evaluated cars driven by humans, in addition to automated, connected, and connected automated vehicles. Those in the connected categories can receive information about the future state of nearby traffic lights and adjust their speeds. Therefore, they are more likely to encounter green lights rather than red or yellow ones. In contrast, automated vehicles without advanced connectivity are programmed to operate more conservatively and cautiously , which can reduce the number of cars that can flow through intersections. operate more conservatively and cautiously operate more conservatively and cautiously A computational model showed that automated cars without connectivity to traffic control systems slow intersection travel time, partly because their programming prioritizes collision reduction. Although accident prevention is an undeniably important aim, the researchers believe having more vehicles that connect and respond to traffic infrastructure would minimize the number sitting at red lights, allowing them to move with fewer interruptions. Exploring Potential Solutions These challenges highlight how self-driving car developers must consider multiple aspects and take thorough problem-solving approaches. A broad but practical step is to launch educational and awareness campaigns to help drivers learn more about the high-tech vehicles that increasingly appear on the roads. campaigns to help drivers learn more campaigns to help drivers learn more Some countries require people learning to drive to attach stickers to their cars, which helps others be more patient and understanding. Some self-driving cars have external branding that tells people what they are, but a better option may be to have a consistently applied designator. Signs could let people know that autonomous vehicles immediately stop in front of obstacles. That way, they’d be less likely to get frustrated and blow their horns when they don’t move. In one case, researchers determined that putting green lights on self-driving cars’ roofs effectively told pedestrians when it was safe to cross the road. However, the timing of the light’s activation was also important. People showed riskier behaviors if the automobiles slowed down or turned on the light too far away from intersections. It would be better if the light-activated as the vehicles arrived at the crossing and just before they stopped. told pedestrians when it was safe told pedestrians when it was safe Making self-driving cars reverse and go around obstacles directly in front of them or steer around them in time is also important from safety and traffic flow standpoints. Humans do this naturally, making those movements when it is safe. Similarly, autonomous vehicles should be programmed to steer to road shoulders when mechanical faults or other issues make it unsafe to continue moving. Addressing New Findings Those in the self-driving car industry should stay aware of new developments. Although these vehicles could ease traffic challenges, people should not assume that will happen. They must look deeper to find and address other possibilities to make the roads safer for all.

Could Self-Driving Cars Make Traffic Worse?

Sankalp Kumar: Safeguarding Millions Through Cybersecurity Innovation

Sankalp Kumar: salvaguardant milions mitjançant la innovació en ciberseguretat

Sankalp Kumar: Schutz für Millionen durch Innovationen im Bereich Cybersicherheit

Sankalp Kumar: Proteger a millones de personas mediante la innovación en ciberseguridad

Sankalp Kumar: Milliók védelme a kiberbiztonsági innovációval

サンカルプ・クマール: サイバーセキュリティの革新を通じて何百万人もの人々を守る

სანკალპ კუმარი: მილიონების დაცვა კიბერუსაფრთხოების ინოვაციების საშუალებით

Sankalp Kumar: Miaro olona an-tapitrisany amin'ny alàlan'ny fanavaozana ny cybersecurity

Sankalp Kumar: Ochrona milionów dzięki innowacjom w zakresie cyberbezpieczeństwa

Sankalp Kumar: Kurinda Miriyoni Binyuze mu guhanga udushya kuri Cyber

Sankalp Kumar: Säkra miljoner genom cybersäkerhetsinnovation

Санкалп Кумар: Захист мільйонів за допомогою інновацій у сфері кібербезпеки

سنکلپ کمار: سائبرسیکیوریٹی انوویشن کے ذریعے لاکھوں لوگوں کی حفاظت

The payments industry is in the middle of a major transformation. What began with cash transactions evolved into payment cards and, later, digital wallets. Now, cryptocurrencies are stepping into the spotlight. Fintech companies are not just witnessing this change—they are making it happen. For product managers in this space, the pace of change brings immense possibilities and new challenges. To keep up, they need to combine strategic foresight with hands-on innovation. How Payment Methods Have Evolved Throughout history, the way people pay has mirrored the technology of their time. The shift from cash to credit and debit cards marked a milestone, offering people a safer and more convenient way to transact. As e-commerce took off, digital wallets such as PayPal and Apple Pay simplified online transactions, reducing friction for consumers and merchants alike. Now, we’re entering a new phase. Cryptocurrencies, like Bitcoin and Ethereum, are introducing a radically different payment model. These digital currencies don’t rely on banks or governments. Instead, they use blockchain technology to enable secure, decentralized, and transparent transactions. Each phase of this evolution—cash to cards, cards to wallets, and wallets to crypto—has been driven by a need for greater speed, affordability, and inclusivity. Fintech has played a pivotal role in turning these needs into reality by combining legacy systems with innovative solutions. Fintech’s Contribution to Crypto’s Rise Cryptocurrencies started as investments. Early users saw them as speculative assets, not practical for daily use. Over time, blockchain technology has improved. These advances now make cryptocurrencies more usable for everyday transactions. Fintech companies have played a big role in this change. Platforms like Coinbase and Binance created simple tools. These platforms let users buy, sell, and store cryptocurrencies without needing technical skills. They remove the complexity of blockchain and make crypto easier to use. A major breakthrough in this space is stablecoins. These digital currencies are tied to stable assets like fiat money. Stablecoins solve the volatility problem that often makes cryptocurrencies hard to use for payments. They give businesses and consumers the reliability they need while keeping blockchain’s benefits. Product managers now have the chance to create tools that make stablecoins and other crypto innovations even more practical for everyday use. The Regulatory Landscape: A Double-Edged Sword Regulation remains one of the biggest hurdles—and opportunities—for the growth of crypto payments. Governments are working to establish rules that prevent fraud and misuse without stifling innovation. Issues like anti-money laundering (AML), combating the financing of terrorism (CFT), and protecting consumer privacy are at the forefront of these discussions. For product managers, navigating this regulatory environment is critical. Compliance must be baked into every stage of product development, from design to deployment. Tools like identity verification and transaction monitoring can help ensure compliance while also building consumer trust. Regulation also presents an opportunity. By aligning products with clear legal frameworks, product managers can position their solutions as safe and reliable, attracting both individual users and enterprise clients. How Product Managers Can Lead the Way The fintech space offers a wealth of opportunities for product managers who are ready to think creatively and act decisively. Here are five areas where they can have the greatest impact: Making Crypto User-Friendly Crypto adoption depends on accessibility. Simplifying wallet creation, designing intuitive interfaces, and providing clear explanations of complex terms like gas fees or private keys can remove barriers for new users.


Prioritizing Security Security is a top concern for anyone using cryptocurrencies. Product managers can include features like biometric logins, encrypted storage, and multi-signature wallets to reassure users. Educating consumers about safe practices is also essential.


Building for Global Use Cryptocurrencies excel in cross-border transactions, offering faster and cheaper options than traditional methods. Product managers can build solutions that cater to international users with multilingual support, real-time exchange rates, and tools for navigating regulatory differences.


Encouraging Merchant Adoption To truly succeed, crypto payments need support from merchants. Tools like point-of-sale systems that instantly convert crypto to fiat currency can make adoption easier. Highlighting the lower fees and faster settlement times can also help convince businesses to make the leap.


Expanding Financial Inclusion One of crypto’s most promising applications is its potential to serve the unbanked. Product managers can develop lightweight, mobile-first solutions that bring financial services to people without access to traditional banking systems. The fusion of fintech and cryptocurrency isn’t just reshaping payments; it’s redefining the way money flows around the world. While credit cards and digital wallets still dominate, the rise of decentralized systems points to a future where payments are faster, cheaper, and more inclusive. For product managers, this is a moment of rare opportunity. By focusing on user needs, staying responsive to regulatory developments, and leveraging blockchain’s unique capabilities, they can help create solutions that transform the way people transact. The road from cash to crypto is far from finished. But one thing is clear: the product managers driving fintech innovation will play a central role in shaping the next chapter of global commerce. The challenge isn’t just to imagine what’s possible—it’s to build it. The payments industry is in the middle of a major transformation. What began with cash transactions evolved into payment cards and, later, digital wallets. Now, cryptocurrencies are stepping into the spotlight. Fintech companies are not just witnessing this change—they are making it happen. For product managers in this space, the pace of change brings immense possibilities and new challenges. To keep up, they need to combine strategic foresight with hands-on innovation. How Payment Methods Have Evolved How Payment Methods Have Evolved Throughout history, the way people pay has mirrored the technology of their time. The shift from cash to credit and debit cards marked a milestone, offering people a safer and more convenient way to transact. As e-commerce took off, digital wallets such as PayPal and Apple Pay simplified online transactions, reducing friction for consumers and merchants alike. Now, we’re entering a new phase. Cryptocurrencies, like Bitcoin and Ethereum, are introducing a radically different payment model. These digital currencies don’t rely on banks or governments. Instead, they use blockchain technology to enable secure, decentralized, and transparent transactions. Each phase of this evolution—cash to cards, cards to wallets, and wallets to crypto—has been driven by a need for greater speed, affordability, and inclusivity. Fintech has played a pivotal role in turning these needs into reality by combining legacy systems with innovative solutions. Fintech’s Contribution to Crypto’s Rise Fintech’s Contribution to Crypto’s Rise Cryptocurrencies started as investments. Early users saw them as speculative assets, not practical for daily use. Over time, blockchain technology has improved. These advances now make cryptocurrencies more usable for everyday transactions. Fintech companies have played a big role in this change. Platforms like Coinbase and Binance created simple tools. These platforms let users buy, sell, and store cryptocurrencies without needing technical skills. They remove the complexity of blockchain and make crypto easier to use. A major breakthrough in this space is stablecoins. These digital currencies are tied to stable assets like fiat money. Stablecoins solve the volatility problem that often makes cryptocurrencies hard to use for payments. They give businesses and consumers the reliability they need while keeping blockchain’s benefits. Product managers now have the chance to create tools that make stablecoins and other crypto innovations even more practical for everyday use. The Regulatory Landscape: A Double-Edged Sword The Regulatory Landscape: A Double-Edged Sword Regulation remains one of the biggest hurdles—and opportunities—for the growth of crypto payments. Governments are working to establish rules that prevent fraud and misuse without stifling innovation. Issues like anti-money laundering (AML), combating the financing of terrorism (CFT), and protecting consumer privacy are at the forefront of these discussions. For product managers, navigating this regulatory environment is critical. Compliance must be baked into every stage of product development, from design to deployment. Tools like identity verification and transaction monitoring can help ensure compliance while also building consumer trust. Regulation also presents an opportunity. By aligning products with clear legal frameworks, product managers can position their solutions as safe and reliable, attracting both individual users and enterprise clients. How Product Managers Can Lead the Way How Product Managers Can Lead the Way The fintech space offers a wealth of opportunities for product managers who are ready to think creatively and act decisively. Here are five areas where they can have the greatest impact: Making Crypto User-Friendly Crypto adoption depends on accessibility. Simplifying wallet creation, designing intuitive interfaces, and providing clear explanations of complex terms like gas fees or private keys can remove barriers for new users. Prioritizing Security Security is a top concern for anyone using cryptocurrencies. Product managers can include features like biometric logins, encrypted storage, and multi-signature wallets to reassure users. Educating consumers about safe practices is also essential. Building for Global Use Cryptocurrencies excel in cross-border transactions, offering faster and cheaper options than traditional methods. Product managers can build solutions that cater to international users with multilingual support, real-time exchange rates, and tools for navigating regulatory differences. Encouraging Merchant Adoption To truly succeed, crypto payments need support from merchants. Tools like point-of-sale systems that instantly convert crypto to fiat currency can make adoption easier. Highlighting the lower fees and faster settlement times can also help convince businesses to make the leap. Expanding Financial Inclusion One of crypto’s most promising applications is its potential to serve the unbanked. Product managers can develop lightweight, mobile-first solutions that bring financial services to people without access to traditional banking systems. Making Crypto User-Friendly Crypto adoption depends on accessibility. Simplifying wallet creation, designing intuitive interfaces, and providing clear explanations of complex terms like gas fees or private keys can remove barriers for new users. Making Crypto User-Friendly Crypto adoption depends on accessibility. Simplifying wallet creation, designing intuitive interfaces, and providing clear explanations of complex terms like gas fees or private keys can remove barriers for new users. Making Crypto User-Friendly Prioritizing Security Security is a top concern for anyone using cryptocurrencies. Product managers can include features like biometric logins, encrypted storage, and multi-signature wallets to reassure users. Educating consumers about safe practices is also essential. Prioritizing Security Security is a top concern for anyone using cryptocurrencies. Product managers can include features like biometric logins, encrypted storage, and multi-signature wallets to reassure users. Educating consumers about safe practices is also essential. Prioritizing Security Building for Global Use Cryptocurrencies excel in cross-border transactions, offering faster and cheaper options than traditional methods. Product managers can build solutions that cater to international users with multilingual support, real-time exchange rates, and tools for navigating regulatory differences. Building for Global Use Cryptocurrencies excel in cross-border transactions, offering faster and cheaper options than traditional methods. Product managers can build solutions that cater to international users with multilingual support, real-time exchange rates, and tools for navigating regulatory differences. Building for Global Use Encouraging Merchant Adoption To truly succeed, crypto payments need support from merchants. Tools like point-of-sale systems that instantly convert crypto to fiat currency can make adoption easier. Highlighting the lower fees and faster settlement times can also help convince businesses to make the leap. Encouraging Merchant Adoption To truly succeed, crypto payments need support from merchants. Tools like point-of-sale systems that instantly convert crypto to fiat currency can make adoption easier. Highlighting the lower fees and faster settlement times can also help convince businesses to make the leap. Encouraging Merchant Adoption Expanding Financial Inclusion One of crypto’s most promising applications is its potential to serve the unbanked. Product managers can develop lightweight, mobile-first solutions that bring financial services to people without access to traditional banking systems. Expanding Financial Inclusion One of crypto’s most promising applications is its potential to serve the unbanked. Product managers can develop lightweight, mobile-first solutions that bring financial services to people without access to traditional banking systems. Expanding Financial Inclusion The fusion of fintech and cryptocurrency isn’t just reshaping payments; it’s redefining the way money flows around the world. While credit cards and digital wallets still dominate, the rise of decentralized systems points to a future where payments are faster, cheaper, and more inclusive. For product managers, this is a moment of rare opportunity. By focusing on user needs, staying responsive to regulatory developments, and leveraging blockchain’s unique capabilities, they can help create solutions that transform the way people transact. The road from cash to crypto is far from finished. But one thing is clear: the product managers driving fintech innovation will play a central role in shaping the next chapter of global commerce. The challenge isn’t just to imagine what’s possible—it’s to build it.

From Cash to Crypto: A Product Manager’s Role in Fintech’s Transformation of Digital Payments

TON Hacker House Bangkok Draws 300+ Global Developers And 70+ Demo Submissions

TON Hacker House Bangkok atrae a más de 300 desarrolladores globales y más de 70 presentaciones de demostración

TON हैकर हाउस बैंकॉक ने 300+ वैश्विक डेवलपर्स और 70+ डेमो सबमिशन को आकर्षित किया

TON Hacker House Bangkok Menarik 300+ Pengembang Global dan 70+ Pengajuan Demo

TON ハッカーハウス バンコクに世界中の開発者 300 名以上が参加、デモの提出は 70 件以上

TON Hacker House Bangkok Menarik 300+ Pembangun Global Dan 70+ Penyerahan Demo

TON ह्याकर हाउस बैंककले 300+ ग्लोबल विकासकर्ताहरू र 70+ डेमो सबमिशनहरू आकर्षित गर्दछ

TON Hacker House Bangkok atrai mais de 300 desenvolvedores globais e mais de 70 envios de demonstração

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Seven Stages of Empire

How Humanity Could Survive The Emergence of AGI

এজিআই-এর উত্থানে মানবতা কীভাবে বেঁচে থাকতে পারে

Wie die Menschheit die Entstehung künstlicher Intelligenz überleben könnte

Cómo podría la humanidad sobrevivir a la aparición de la IAG

Comment l'humanité pourrait survivre à l'émergence de l'IA générale

मानवता एजीआई के उद्भव से कैसे बच सकती है?

人類はAGIの出現をどう生き延びるか

인류가 AGI의 출현에서 살아남을 수 있는 방법

Como a humanidade poderia sobreviver ao surgimento da AGI

Как человечество может пережить появление AGI

İnsanlık Yapay Zekanın Ortaya Çıkışına Nasıl Dayanabilir?

Nhân loại có thể sống sót như thế nào khi AGI xuất hiện

人类如何在 AGI 出现后生存下来

As a Product Manager, you have great ideas! Ideas that could change the way people do things, ideas that could solve the world’s most pressing problems. And all you need to do now, is go ahead and build it! Let’s build an MVP (minimum viable product), sell the hell out of it (because the idea is super-disruptive in your mind) and then iterate. Soon to realize 6–8 months down the line that your product no longer has that level of adoption that you had expected, or that you now have to pivot to cater to the needs of your ‘revised’ audience because the initial market definition was too narrow. Product Managers are nothing but entrepreneurs, trying to launch their startup, pitching a business plan to internal stakeholders (your investors), gathering resources (creating a startup team), launching and selling to customers (marketing and launching your product). Thus, as we all know the fact that more than 80% of startups fail, the path to building a successful product should mimic the approach to launching a successful company. The Lean-product approach The Lean Startup approach discoursed by Eric Ries, has popularized the ‘fail fast, iterate often’ notion. This involves evaluating the problem the customer has with a prototype and then iterating with measured data from the feedback loop, using minimum resources. A core component of lean-startup methodology is the build-measure-learn feedback loop. I take this methodology and apply it to defining, validating and iterating to achieve the right product-market fit and create a rock-solid product strategy. Problem definition Innovative ideas lead to great solutions, however, without a deep understanding of the problem space, you are at a risk of getting ahead of yourself and building capabilities which do not receive customer traction. Defining your problem statement involves understanding of the problem space, the sense of urgency to solve the problem, the existing solutions in the market that have attempted to solve the problem all in the context of your target audience. “If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it,” Albert Einstein said. One example of the many ways of framing a problem statement is by defining: What is the problem?
Who is facing this problem?
How often?
Why do you need to solve it? In your initial level surveys or focus group interviews, these are a few statements that could be derived: “I am a salesperson, constantly on the road and am always struggling with managing and submitting tiny paper receipts for reimbursement as I keep losing them.” Using our above framework we have our problem statement e.g. “Business travelers or salespersons (who) need a way to capture and manage their travel expenses (what) because they are always on the road (how often). We need a solution to make this process less-time consuming and less-cumbersome (why).” This, by the way, is the problem as identified by DePasquale, founder of Outtask that made an online tool, Cliqbook, that allowed workers to book and manage their online travel and which in 2006, was acquired by Concur. Target Audience In the problem definition we have identified who is facing the problem you are trying to solve. This is where you identify the core audience who will be using your product. Your user as well as buyer personas. It is important to be honest about sizing your market here. This is not your $2B TAM pitch to investors. Be realistic and as specific as possible. Core Value Proposition A value-proposition is not simply a list of your benefits. It explains what benefit you provide for who and how you do it uniquely well. It should be a single statement articulating what is the value promised to the customer? There are tons of frameworks to define and state your value prop in a concise way. The simplest, perhaps is the template from Steve Blank, “We help [X] to [Y] by [Z]” Some great examples are: Dollar Shave Club*: “A Great Shave for a Few Bucks a Month”*
Stripe*: “Scale faster by building your business on Stripe’s payment processing platform.”*
Uber*: “Everyone’s private Driver”* Once you have your value prop defined, it is extremely important to continuously evaluate and test it with potential customers, even before you start building your MVP. Why is your product offering unique? This is probably the most important question you need to ask while determining the customer’s ‘willingness to pay’ for your product. Why should the customer go for your product vs the competitors? This becomes even more important when you are trying to displace a largely incumbent or crowded space such as enterprise productivity tools or online food delivery. Also, remember, you do not need to differentiate on a fancy feature or capability. Sometimes the simplest of things such as a clean design and user experience is what customers may need the most. Figuring out what matters to your customers the most and then choosing to differentiate on that aspect should be the approach. There is a reason why Zoom has completely disrupted the video conferencing market with their focus on creating virtual experiences when it comes to digitizing the workspace. The current space consisted of a stack of products, some wider and some narrower and some part of a larger ecosystem (Skype and Cisco Webex). Zoom clearly understood the need to converge video, web and mobile. Zoom’s offering that integrated audio, web conferencing and mobile integration was a simple, straightforward solution to what customers needed. Also, their willingness to work with most platforms and devices coupled with their all-inclusive fremium model was different from how all the other players went to market. Product quality, technology, user experience, price, go-to-market model and customer-service are just a handful of factors that you can think of and choose to base your differentiation upon. Metrics Ries’s lean framework follows a build, measure, learn loop. However, defining what to measure and how to evaluate the success for your product needs to be done as early as possible. You should be able to answer the question “How is the product doing?” at any point in time. And defining the response in clear KPIs (Key Performance Indicators) helps you evaluate the progress in a very objective way. The AARM method defined by Lewis Lin is a good framework to pick your metrics in each of the areas of acquisition, activation, retention and monetization. However, you need to go beyond frameworks, pick the appropriate metrics and customize them for your product and growth stage. Metrics creation and measurement is a highly iterative process and hence you constantly need to set KPI goals, evaluate and track these goals, and create new ones as your product grows. Apart from coming up with metrics for areas of acquisition, engagement and monetization, what needs to be agreed upon from an early stage is the ‘North-Star Metric’ that is going to drive most product decisions. This topic needs a separate article so watch out for another blog from me, deep diving into defining and evaluating metrics. Example Uber is a classic example where there was instant product market fit. Uber quickly realized their problem statement was “Limited, inconvenient access to taxis and transportation options in urban areas”. To solve this problem, Uber used GPS-enabled mobile apps to match drivers with riders, providing a reliable, real-time way to find and book a ride. Uber built their technical architecture  focused on real-time data processing and location-based services, which supported their rapid request-response model. Geolocation Services: Built using Google Maps API and Mapbox for precise location tracking and route optimization.
Dispatch System: Microservices handling real-time dispatching of drivers based on location and demand, with APIs for matching, pricing, and tracking.
Data Layer: Uses Cassandra for high-availability, fault-tolerant storage and MySQL for relational data.
Queueing: RabbitMQ or Kafka for asynchronous communication between services, handling surge pricing, availability, and ride requests. Uber’s use of microservices and a modular data architecture helps ensure that their systems remain responsive and scalable in real-time. Conclusion In conclusion, a successful product identifies and tests the product-market fit hypothesis from the get go and throughout the process of building the MVP. The Lean Startup message sums it up well. “What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly”. As a Product Manager, you have great ideas! Ideas that could change the way people do things, ideas that could solve the world’s most pressing problems. And all you need to do now, is go ahead and build it! Let’s build an MVP (minimum viable product), sell the hell out of it (because the idea is super-disruptive in your mind) and then iterate. Soon to realize 6–8 months down the line that your product no longer has that level of adoption that you had expected, or that you now have to pivot to cater to the needs of your ‘revised’ audience because the initial market definition was too narrow. Product Managers are nothing but entrepreneurs, trying to launch their startup, pitching a business plan to internal stakeholders (your investors), gathering resources (creating a startup team), launching and selling to customers (marketing and launching your product). Thus, as we all know the fact that more than 80% of startups fail, the path to building a successful product should mimic the approach to launching a successful company. The Lean-product approach The Lean Startup approach discoursed by Eric Ries, has popularized the ‘fail fast, iterate often’ notion. This involves evaluating the problem the customer has with a prototype and then iterating with measured data from the feedback loop, using minimum resources. A core component of lean-startup methodology is the build-measure-learn feedback loop. Lean Startup I take this methodology and apply it to defining, validating and iterating to achieve the right product-market fit and create a rock-solid product strategy. Problem definition Innovative ideas lead to great solutions, however, without a deep understanding of the problem space, you are at a risk of getting ahead of yourself and building capabilities which do not receive customer traction. Defining your problem statement involves understanding of the problem space, the sense of urgency to solve the problem, the existing solutions in the market that have attempted to solve the problem all in the context of your target audience. “If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it,” Albert Einstein said. “If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it,” Albert Einstein said. “If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it,” Albert Einstein said. One example of the many ways of framing a problem statement is by defining: What is the problem? Who is facing this problem? How often? Why do you need to solve it? What is the problem? Who is facing this problem? How often? Why do you need to solve it? In your initial level surveys or focus group interviews, these are a few statements that could be derived: “I am a salesperson, constantly on the road and am always struggling with managing and submitting tiny paper receipts for reimbursement as I keep losing them.” “I am a salesperson, constantly on the road and am always struggling with managing and submitting tiny paper receipts for reimbursement as I keep losing them.” Using our above framework we have our problem statement e.g. “Business travelers or salespersons (who) need a way to capture and manage their travel expenses (what) because they are always on the road (how often). We need a solution to make this process less-time consuming and less-cumbersome (why).” “Business travelers or salespersons (who) need a way to capture and manage their travel expenses (what) because they are always on the road (how often). We need a solution to make this process less-time consuming and less-cumbersome (why).” This, by the way, is the problem as identified by DePasquale, founder of Outtask that made an online tool, Cliqbook, that allowed workers to book and manage their online travel and which in 2006, was acquired by Concur. Target Audience In the problem definition we have identified who is facing the problem you are trying to solve. This is where you identify the core audience who will be using your product. Your user as well as buyer personas. It is important to be honest about sizing your market here. This is not your $2B TAM pitch to investors. Be realistic and as specific as possible. Core Value Proposition A value-proposition is not simply a list of your benefits. It explains what benefit you provide for who and how you do it uniquely well. It should be a single statement articulating what is the value promised to the customer? There are tons of frameworks to define and state your value prop in a concise way. The simplest, perhaps is the template from Steve Blank , “ We help [X] to [Y] by [Z]” Steve Blank We help [X] to [Y] by [Z]” Some great examples are: Dollar Shave Club*: “A Great Shave for a Few Bucks a Month”* Stripe*: “Scale faster by building your business on Stripe’s payment processing platform.”* Uber*: “Everyone’s private Driver”* Dollar Shave Club *: “A Great Shave for a Few Bucks a Month”* Dollar Shave Club Dollar Shave Club Stripe *: “Scale faster by building your business on Stripe’s payment processing platform.”* Stripe Stripe Uber *: “Everyone’s private Driver”* Uber Uber Once you have your value prop defined, it is extremely important to continuously evaluate and test it with potential customers, even before you start building your MVP. Why is your product offering unique? This is probably the most important question you need to ask while determining the customer’s ‘willingness to pay’ for your product. Why should the customer go for your product vs the competitors? This becomes even more important when you are trying to displace a largely incumbent or crowded space such as enterprise productivity tools or online food delivery. Also, remember, you do not need to differentiate on a fancy feature or capability. Sometimes the simplest of things such as a clean design and user experience is what customers may need the most. Figuring out what matters to your customers the most and then choosing to differentiate on that aspect should be the approach. There is a reason why Zoom has completely disrupted the video conferencing market with their focus on creating virtual experiences when it comes to digitizing the workspace. The current space consisted of a stack of products, some wider and some narrower and some part of a larger ecosystem (Skype and Cisco Webex). Zoom clearly understood the need to converge video, web and mobile. Zoom’s offering that integrated audio, web conferencing and mobile integration was a simple, straightforward solution to what customers needed. Also, their willingness to work with most platforms and devices coupled with their all-inclusive fremium model was different from how all the other players went to market. Product quality, technology, user experience, price, go-to-market model and customer-service are just a handful of factors that you can think of and choose to base your differentiation upon. Metrics Ries’s lean framework follows a build, measure, learn loop. However, defining what to measure and how to evaluate the success for your product needs to be done as early as possible. You should be able to answer the question “How is the product doing?” at any point in time. And defining the response in clear KPIs (Key Performance Indicators) helps you evaluate the progress in a very objective way. The AARM method defined by Lewis Lin is a good framework to pick your metrics in each of the areas of acquisition, activation, retention and monetization. However, you need to go beyond frameworks, pick the appropriate metrics and customize them for your product and growth stage. Metrics creation and measurement is a highly iterative process and hence you constantly need to set KPI goals, evaluate and track these goals, and create new ones as your product grows. Apart from coming up with metrics for areas of acquisition, engagement and monetization, what needs to be agreed upon from an early stage is the ‘North-Star Metric’ that is going to drive most product decisions. This topic needs a separate article so watch out for another blog from me, deep diving into defining and evaluating metrics. AARM method Example Uber is a classic example where there was instant product market fit. Uber quickly realized their problem statement was “Limited, inconvenient access to taxis and transportation options in urban areas”. To solve this problem, Uber used GPS-enabled mobile apps to match drivers with riders, providing a reliable, real-time way to find and book a ride. Uber built their technical architecture  focused on real-time data processing and location-based services, which supported their rapid request-response model. Geolocation Services: Built using Google Maps API and Mapbox for precise location tracking and route optimization. Dispatch System: Microservices handling real-time dispatching of drivers based on location and demand, with APIs for matching, pricing, and tracking. Data Layer: Uses Cassandra for high-availability, fault-tolerant storage and MySQL for relational data. Queueing: RabbitMQ or Kafka for asynchronous communication between services, handling surge pricing, availability, and ride requests. Geolocation Services : Built using Google Maps API and Mapbox for precise location tracking and route optimization. Geolocation Services Dispatch System : Microservices handling real-time dispatching of drivers based on location and demand, with APIs for matching, pricing, and tracking. Dispatch System Data Layer : Uses Cassandra for high-availability, fault-tolerant storage and MySQL for relational data. Data Layer Queueing : RabbitMQ or Kafka for asynchronous communication between services, handling surge pricing, availability, and ride requests. Queueing Uber’s use of microservices and a modular data architecture helps ensure that their systems remain responsive and scalable in real-time. Conclusion In conclusion, a successful product identifies and tests the product-market fit hypothesis from the get go and throughout the process of building the MVP. The Lean Startup message sums it up well. “What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly”. “What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly”. “What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly”.

Achieving Product-Market Fit: How the Startups Did It

Don’t Panic! How Clear Communication and Strategy Can Prevent Cybersecurity Disasters

British Virgin Islands, November 7th 2024 — Cytonic, the world’s first multi-virtual-machine blockchain, today announced it has raised $8.3 million in a seed funding round co-led by Lattice and Lemniscap, with participation from IOBC, Nomura, Lyrik, Public Works, Arthur Hayes and other notable investors. Developed by MultiVM Labs, Cytonic is a decentralized execution layer that tackles one of the blockchain industry’s most pressing challenges: compatibility. As fragmentation across multiple chains continues to grow, developers and users face increasing barriers that limit the full potential of blockchain technology. Cytonic introduces the first Layer 1 blockchain capable of running multiple virtual machines within the same network layer while using shared storage. This breakthrough allows transactions involving different state transition functions (STFs) to be processed together within a single state transition. Currently, Cytonic is designed to be identical to both Ethereum and Solana, enabling all existing tooling, wallets, and decentralized applications (dApps) that operate on EVM and SVM chains to function seamlessly on Cytonic. Cytonic minimizes transaction fees and reduces waiting times for moving assets between chains, making decentralized applications more accessible and user-friendly. On the Cytonic blockchain, users can swap assets across different VMs atomically without rollback issues or cross-chain vulnerabilities. For example, users can swap Base tokens (ERC20) for Solana tokens (SPL) within the same liquidity pool on a single decentralized exchange (DEX), radically increasing capital efficiency. This approach fundamentally addresses interoperability challenges and vulnerabilities inherited from hundreds of different blockchain architectures, all while maintaining full compatibility with them. Having experienced firsthand how compatibility issues hinder growth across the crypto industry, Cytonic Founder Ivan Miskovic recognized the critical need for a solution that simplifies horizontal scaling for applications and addresses liquidity management challenges for users. Ivan, former Executive at Spin Labs, along with his co-executives—Chelsea, former Partner at Foresight Ventures, and Badconfig, former Senior Engineer at Faraway—have years of experience building and investing in decentralized technologies across Bitcoin, Ethereum, Solana, Near, and other notable projects. United by a shared vision to resolve blockchain’s compatibility challenges, the Cytonic team is dedicated to making on-chain interactions easier and more efficient for all participants. Thanks to its EVM and SVM compatibility, projects from any EVM or SVM chain can seamlessly migrate to Cytonic and tap into liquidity from different networks without the usual complexities of cross-chain operations or chain abstraction. This breakthrough in core infrastructure compatibility enables developers to deploy existing applications on Cytonic without rewriting any code, streamlining both development and growth processes. Projects can harness the unique strengths of different virtual machines while maintaining universal compatibility on the network. This not only simplifies the user experience but also reduces fragmentation, enhances ecosystem diversity, and makes blockchain technology more accessible and practical for widespread adoption. Ivan Miskovic, Founder of Cytonic, said: “Sincere thanks to our investors for backing our vision to bridge the gaps between blockchains and unlock new opportunities for developers and users alike. We are enabling any wallet from any chain to store any type of asset on Cytonic, greatly simplifying user experiences and broadening accessibility at a critical juncture in the Web3 development cycle. We are just getting started.” Regan Bozman, GP at Lattice, said: “We are proud to have co-led this $8.3 million round for Cytonic. As the blockchain ecosystem continues to grow, many innovative projects struggle with liquidity and compatibility due to the diverse range of blockchains available. Cytonic is tackling these compatibility issues head-on, breaking down the silos between blockchains while promoting greater collaboration, innovation, and adoption across the Web3 space.” About Cytonic Cytonic is pioneering the first multi-virtual-machine blockchain, with a mission to seamlessly integrate diverse networks like Bitcoin, Ethereum, and Solana into a unified Layer 1 blockchain solution. Operating on a global scale, Cytonic ensures connectivity and interoperability across multiple decentralized networks. Website X [Discord](https://: <https://discord.gg/K3RgfYS5](https://discord.gg/K3RgfYS5)) Media contact: Lorcan@forewordventure.com This story was distributed as a release by Btcwire under HackerNoon’s Business Blogging Program. Learn more about the program here British Virgin Islands, November 7th 2024 — Cytonic, the world’s first multi-virtual-machine blockchain, today announced it has raised $8.3 million in a seed funding round co-led by Lattice and Lemniscap, with participation from IOBC, Nomura, Lyrik, Public Works, Arthur Hayes and other notable investors. British Virgin Islands, November 7th 2024 Developed by MultiVM Labs , Cytonic is a decentralized execution layer that tackles one of the blockchain industry’s most pressing challenges: compatibility. As fragmentation across multiple chains continues to grow, developers and users face increasing barriers that limit the full potential of blockchain technology. MultiVM Labs MultiVM Labs Cytonic introduces the first Layer 1 blockchain capable of running multiple virtual machines within the same network layer while using shared storage. This breakthrough allows transactions involving different state transition functions (STFs) to be processed together within a single state transition. Currently, Cytonic is designed to be identical to both Ethereum and Solana, enabling all existing tooling, wallets, and decentralized applications (dApps) that operate on EVM and SVM chains to function seamlessly on Cytonic. Cytonic minimizes transaction fees and reduces waiting times for moving assets between chains, making decentralized applications more accessible and user-friendly. On the Cytonic blockchain, users can swap assets across different VMs atomically without rollback issues or cross-chain vulnerabilities. For example, users can swap Base tokens (ERC20) for Solana tokens (SPL) within the same liquidity pool on a single decentralized exchange (DEX), radically increasing capital efficiency. This approach fundamentally addresses interoperability challenges and vulnerabilities inherited from hundreds of different blockchain architectures, all while maintaining full compatibility with them. Having experienced firsthand how compatibility issues hinder growth across the crypto industry, Cytonic Founder Ivan Miskovic recognized the critical need for a solution that simplifies horizontal scaling for applications and addresses liquidity management challenges for users. Ivan Miskovic Ivan Miskovic Ivan, former Executive at Spin Labs, along with his co-executives— Chelsea , former Partner at Foresight Ventures, and Badconfig , former Senior Engineer at Faraway—have years of experience building and investing in decentralized technologies across Bitcoin, Ethereum, Solana, Near, and other notable projects. United by a shared vision to resolve blockchain’s compatibility challenges, the Cytonic team is dedicated to making on-chain interactions easier and more efficient for all participants. Chelsea Chelsea Badconfig Badconfig Thanks to its EVM and SVM compatibility, projects from any EVM or SVM chain can seamlessly migrate to Cytonic and tap into liquidity from different networks without the usual complexities of cross-chain operations or chain abstraction. This breakthrough in core infrastructure compatibility enables developers to deploy existing applications on Cytonic without rewriting any code, streamlining both development and growth processes. Projects can harness the unique strengths of different virtual machines while maintaining universal compatibility on the network. This not only simplifies the user experience but also reduces fragmentation, enhances ecosystem diversity, and makes blockchain technology more accessible and practical for widespread adoption. Ivan Miskovic, Founder of Cytonic, said: “Sincere thanks to our investors for backing our vision to bridge the gaps between blockchains and unlock new opportunities for developers and users alike. We are enabling any wallet from any chain to store any type of asset on Cytonic, greatly simplifying user experiences and broadening accessibility at a critical juncture in the Web3 development cycle. We are just getting started.” Ivan Miskovic, Founder of Cytonic, said: “Sincere thanks to our investors for backing our vision to bridge the gaps between blockchains and unlock new opportunities for developers and users alike. We are enabling any wallet from any chain to store any type of asset on Cytonic, greatly simplifying user experiences and broadening accessibility at a critical juncture in the Web3 development cycle. We are just getting started.” Regan Bozman, GP at Lattice, said: “We are proud to have co-led this $8.3 million round for Cytonic. As the blockchain ecosystem continues to grow, many innovative projects struggle with liquidity and compatibility due to the diverse range of blockchains available. Cytonic is tackling these compatibility issues head-on, breaking down the silos between blockchains while promoting greater collaboration, innovation, and adoption across the Web3 space.” Regan Bozman, GP at Lattice, said: “We are proud to have co-led this $8.3 million round for Cytonic. As the blockchain ecosystem continues to grow, many innovative projects struggle with liquidity and compatibility due to the diverse range of blockchains available. Cytonic is tackling these compatibility issues head-on, breaking down the silos between blockchains while promoting greater collaboration, innovation, and adoption across the Web3 space.” About Cytonic Cytonic is pioneering the first multi-virtual-machine blockchain, with a mission to seamlessly integrate diverse networks like Bitcoin, Ethereum, and Solana into a unified Layer 1 blockchain solution. Operating on a global scale, Cytonic ensures connectivity and interoperability across multiple decentralized networks. Website Website X X [Discord](https://: <https://discord.gg/K3RgfYS5](https://discord.gg/K3RgfYS5)) Media contact: Lorcan@forewordventure.com This story was distributed as a release by Btcwire under HackerNoon’s Business Blogging Program. Learn more about the program here This story was distributed as a release by Btcwire under HackerNoon’s Business Blogging Program. Learn more about the program here here here

Cytonic Secures $8.3 Million Seed Funding To Solve Blockchain Compatibility

Cytonic verseker $8,3 miljoen saadbefondsing om Blockchain-versoenbaarheid op te los

የብሎክቼይን ተኳሃኝነትን ለመፍታት ሳይቶኒክ የ8.3 ሚሊዮን ዶላር ዘር ድጋፍን ያረጋግጣል

Cytonic, Blockchain uyğunluğunun həlli üçün 8,3 milyon dollarlıq toxum maliyyəsini təmin edir

Cytonic забяспечвае пачатковае фінансаванне ў памеры 8,3 мільёна долараў для вырашэння сумяшчальнасці блокчейна

Cytonic осигурява първоначално финансиране от $8,3 милиона за разрешаване на съвместимостта на блокчейн

Cytonic assegura un finançament inicial de 8,3 milions de dòlars per resoldre la compatibilitat de la cadena de blocs

Cytonic obtiene 8,3 millones de dólares de financiación inicial para resolver la compatibilidad de blockchain

Cytonic מאבטחת מימון סיד של 8.3 מיליון דולר כדי לפתור תאימות לבלוקצ'יין

Cytonic osigurava početno financiranje od 8,3 milijuna dolara za rješavanje kompatibilnosti blokova

Cytonic Sekirize $8.3 Milyon Finansman Semans Pou Rezoud Konpatibilite Blockchain

Cytonic、ブロックチェーンの互換性問題を解決するために830万ドルのシード資金を確保

Cytonic verzekert zich van $8,3 miljoen startkapitaal om blockchain-compatibiliteit op te lossen

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