(Bloomberg) -- Stocks closed at all-time highs as traders looked past signals the Federal Reserve is in no rush to cut interest rates.Most Read from BloombergTrump to Halt NY Congestion Pricing by Terminating ApprovalSorry, Kids: Disney’s New York Headquarters Is for Grown-UpsAirbnb Billionaire ...

S&P 500 Hits Record as Traders Brush Off Fed Signs: Markets Wrap

Headquarters

headquarters

Dedicated to Secret Headquarters in Los Angeles

, Asia Pacific’s largest digital asset custodian and blockchain technology provider, has officially opened its new headquarters in Singapore. Cobo Cobo aims to develop local talents and partnerships with companies Cobo seeks to spearhead its operations in Singapore by becoming a key player in the region Cobo is currently working with educational institutions to offer scholarships and internships to students and signing them for full-time jobs after Cobo is partnering with DataPost to offer digital asset custody services to Singapore financial institutions via its joint venture KSB Cobo (Key Safe Bank Cobo) Opening New Doors The new office at One Raffles Place aims to develop local talents and partnerships with companies by providing tools for safer and more efficient access to blockchain and smart contract invocation, to align with Singapore’s goal of becoming a Global Crypto Hub. Encompassed in the launch, is an AMA and panel session with Special Guests, Tin Pei Ling, Member of Parliament and CEO of Business China, Lennon Tan, President of Singapore Manufacturing Federation and Group Chairman of ADERA Global, Chia Hock Lai, Co-chairman of Blockchain Association of Singapore, Shadab Taiyabi, President at Singapore FinTech Association, and Sopnendu Mohanty, Chief Fintech Officer of MAS, along with other significant keynote guests from MetaMask Institutional, MarketNode, Rajah & Tann, Deloitte, A&T Capital, HashKey, and Fenbushi Capital. , said Changhao, Co-Founder and CTO of Cobo” “We are looking forward to scaling our products and services in Asia. There are numerous key players and partners that are based here in Singapore. By having our operations right in Singapore, it amplifies the efficiency and accessibility of our operations in Asia and the Middle East” The Path Ahead Cobo created the world’s first crypto wallet with PoS Staking features, Cobo Wallet, in 2018. The company also developed and offered various SaaS (Software-as-a-Service) products such as providing the very first WaaS (Wallet-as-a-Service) in the world in 2019 and creating DaaS (DeFi-as-a-Service) in 2021. This year, Cobo has developed two new product services, NaaS (NFT-as-a-Service) and Argus, a smart contract invocation tool. On top of that, Cobo is currently developing its latest product, Cobo Chain, a shared wallet infrastructure which supports multi-chain and multi-layer custody. Making its mark with a key local partner, Cobo announces its partnership with DataPost to establish KSB Cobo (Key Safe Bank Cobo), a joint venture that offers digital assets custodial services and technology solutions for financial institutions in Singapore. With Cobo’s custodial technology solutions and services, and DataPost’s strong local presence and relationships, KSB Cobo is poised to be a key player to meet the custody needs of financial institutions in Singapore. Singapore as Asia’s Hub Cobo aims to support Singapore’s goals of digitisation by providing technology infrastructure and developing the blockchain/crypto ecosystem, which allows crypto natives to access DeFi protocols and interact with smart contracts in a safe environment. Dr Changhao Jiang, CTO of Cobo, added. “We want to establish partnerships with family offices, organisations, funds, and traditional institutions in the Singapore financial sector because we see a strong synergy working with such companies by offering them our blockchain and digital asset expertise and technology. We also look forward to providing various job opportunities to local Singaporeans and students in several fields, especially computer engineering,” Currently, various staff from Cobo are Singaporeans, including the senior management team, where executive decisions and strategies are executed in Singapore itself. The company is also working closely with educational institutions to offer scholarships and internships to potential students in an effort to help students, such as computer engineering students in the Web3 space. In the future, Cobo seeks to spearhead its operations in Singapore by becoming a key player in the region, helping institutions through scaling solutions. About Cobo Cobo is Asia Pacific’s largest digital asset custodian and blockchain technology provider, based in Singapore. Trusted by over 500 institutions and HNWIs to grow and protect their crypto assets, the company focuses on building scalable infrastructure and powering the Web 3.0 revolution around the world. As a strong blockchain and DeFi infrastructure builder, Cobo provides SaaS (Software-as-a-Service) products such as WaaS (Wallet-as-a-Service), DaaS (DeFi-as-a-service), NaaS (NFT-as-a-Service), and Argus (The Smart Digital Asset Guardian). Amongst other projects, Cobo’s incubator arm also enriches the DeFi ecosystem through its investments in early-stage innovative and promising DeFi projects. Its respected security team also features regularly in crypto communities for its contribution to protecting the crypto ecosystem and patching the vulnerabilities in protocols. To learn more about Cobo, contact . communications@cobo.com

Cobo Launches New Regional Headquarters in Singapore

Major corporations are dialing back on remote work policies, citing collaboration and innovation as key reasons. Major corporations are dialing back on remote work policies, citing collaboration and innovation as key reasons. Major corporations are dialing back on remote work policies, citing collaboration and innovation as key reasons. In a decisive move that sparked widespread dissatisfaction, JPMorgan Chase, the largest bank in the U.S., recently ended hybrid work options for over 300,000 employees through a new policy that requires staff to return to work full-time. The decision aligns with similar actions by corporate giants, including Amazon, Walmart and AT&T, which have recently implemented stricter return-to-work (RTO) mandates. JPMorgan CEO Jamie Dimon’s traditionalist viewpoint mirrors a wider trend among CEOs who argue that remote work can’t match the productivity and engagement that in-person interactions offer. Moreover, mandating federal workers to return to the office full-time was one of President Donald J. Trump’s first priorities after his inauguration. “Heads of all departments and agencies in the executive branch of Government shall, as soon as practicable, take all necessary steps to terminate remote work arrangements and require employees to return to work in person at their respective duty stations on a full-time basis,” he said in a statement.The recentQ4 Flex Index Report highlights a significant shift in U.S. companies’ approach to office work. Structured hybrid models, where employees adhere to fixed office schedules, now make up 43% of organizations—more than double the 20% seen in early 2023. While some hail these policies as a way to enhance collaboration and innovation, others see them as a step back from the flexibility ushered in by the pandemic. statement statement Q4 Flex Index Report Q4 Flex Index Report "For standardized tasks like call center work, collaboration plays a smaller role, making the flexibility of remote work often more beneficial than its drawbacks," Anton Skornyakov, business author and co-founder of scrum training platform Agile.Coach, told me. “Leaders often grapple with inefficiencies stemming from miscommunication or a lack of accountability in remote work.” Challenges of RTO Mandates: Logistical Struggles and Employee Frustration In 2020, the COVID-19 pandemic forced many businesses globally to adopt remote and hybrid work models, to ensure employee safety. However, five years after the pandemic, many organizations are now re-evaluating these arrangements—citing productivity issues. With vaccines widely available and the virus under control, many of Fortune 500’s leaders see little reason to continue remote work policies. But the fear of severe illnesses continues to be a significant concern for many and still looms large. According to CDC data, there have been more than 1,216,305 deaths due to COVID-19 in the U.S., that too in the past three months. CDC data CDC data “The momentum toward full RTO schedules across most industries signals that companies believe the pandemic’s impact has subsided. However, there’s no doubt that employees are now more conscious of the potential for illness spread in office environments," Josh Schwartz, President and co-founder of Viking Pure Solutions, told me. Schwartz added that employees want to feel assured that their employers recognize their concerns about proper health and safety control in the workplace.On the other hand, AT&T, which began enforcing its own RTO mandate in November 2024, has encountered logistical issues at its Atlanta headquarters. Overcrowded parking lots, desk shortages, and elevator congestion have left employees frustrated. The company has acknowledged the problems and promised adjustments. Meanwhile, motivational signs encouraging stair usage, coupled with memos about limited workstation availability, have done little to ease concerns. Starbucks CEO Brian Niccol, whose remote work arrangement allows him to live in California and travel 1,000 miles to Seattle on the company’s corporate jet, faced initial backlash from some employees—who argued he was receiving special treatment while the rest of the workforce was required to be in the office three days a week. Despite this, Niccol emphasized that he wouldn’t dictate which specific days employees should be present at the company’s Seattle headquarters. Such rocky implementations highlight the growing pains many companies face when reintroducing full-time office policies. “Attempting to plan such large-scale process changes comprehensively upfront is rarely effective. Instead, the best approach to bringing employees back to the office is to treat the transition as a series of short, controlled experiments, each lasting no longer than a month,” said Skornyakov. What’s Next for the Future of Work? For employees disillusioned by stricter RTO mandates, options remain available. While some companies are reinforcing in-person work, others continue to embrace flexible remote policies. ​"I think a lot of office culture, organizations, were so central before [the pandemic] ... the way that we did the work was more relationship driven. When things pivoted to more of the remote culture, now it's about the work through relationships," said Elizabeth Rafferty, Global Chief People Officer at Ness Digital Engineering, which allows employees to work remotely. through said said Regardless of in-person, remote, or hybrid, organizations should be transparent about their own initiatives from the outset, ensuring that employees understand that adjustments may happen regularly. Moreover, it's essential to communicate how these changes will be measured—prioritizing results over strict adherence to processes. By continuously iterating and refining based on what works, companies can ensure smoother transitions, maintain employee trust, and focus on meaningful outcomes.For employees, as Skornyakov put it, “Treat changes to remote or in-office policies like experiments. Present them as chances to test, learn, and improve, creating a collaborative vibe. And if your company can’t get on board with that, the skills you acquired will make you a standout for companies like Spotify and others who value accountability and thrive on flexibility.”

The Great Office Debate: Are RTO Mandates Really About Collaboration or Control?

محادثات المكتب الكبير: هل مفوضية RTO حقا عن التعاون أو التحكم؟

The Great Office Debate: Ці RTO мандатаў сапраўды пра супрацоўніцтва або кантроль?

Die große Büro Debatte: Sind RTO Mandate wirklich über Zusammenarbeit oder Kontrolle?

El gran debate de la oficina: ¿Son los mandatos de RTO realmente sobre la colaboración o el control?

Velika rasprava ureda: Jesu li RTO mandati stvarno o suradnji ili kontroli?

The Great Office Debate: Արդյոք RTO- ի մանրամասները իրականում խոսում են հետազոտության կամ վերահսկման մասին:

Il grande dibattito dell'ufficio: i mandati RTO riguardano davvero la collaborazione o il controllo?

グレートオフィスの議論:RTOの任務は本当に協力か制御か?

ការពិភាក្សារបស់មជ្ឈមណ្ឌលដ៏អស្ចារ្យ: RTO Mandates គឺពិតជាអំពីការសហប្រតិបត្តិការឬការត្រួតពិនិត្យ?

د لوی دفتر بحث: آیا د RTO ماموریتونه په حقیقت کې د همکارۍ یا کنترول په اړه دي؟

Велика канцеларијска дебата: Да ли су мандати РТО-а заиста о сарадњи или контроли?

Büyük Ofis Tartışması: RTO Görevleri Gerçekten İşbirliği veya Kontrol Hakkında mı?

TL;DR: The AI boxes are coming. We can build our own or let Big Tech build them for us. Guess which one they’re betting on. TL;DR: TL;DR: The AI boxes are coming. We can build our own or let Big Tech build them for us. Guess which one they’re betting on. Remember when Richard Hendricks kept ranting about “The Box” and everyone thought he’d lost it? Well, turns out the crazy bastard was right. We just got the timeline wrong. In HBO’s Silicon Valley, “The Box” represented the choice between decentralized platforms that empower users versus centralized hardware that locks them into corporate ecosystems. The Box isn’t some magical compression algorithm. It’s edge AI hardware that can run the models that needed Google’s data centers two years ago. And it’s shipping right now. The Pattern That Should Terrify You 2014: Amazon Echo shows up. “It’s just a speaker,” we said.
2018: Google and Apple follow with their own spy cylinders.
2022: ChatGPT breaks the internet. Everyone loses their minds.
2025: AMD ships consumer chips with 50 TOPS. NVIDIA Jetson hits 275 TOPS for $2,400.
2027: Canalys forecasts 60% of new PCs will be AI-capable, up from 20% in 2024. AI compute globally is projected to grow 10x, and the AI market approaches $1 trillion. 2014: Amazon Echo shows up. “It’s just a speaker,” we said. 2014: 2018: Google and Apple follow with their own spy cylinders. 2018: 2022: ChatGPT breaks the internet. Everyone loses their minds. 2022: 2025: AMD ships consumer chips with 50 TOPS. NVIDIA Jetson hits 275 TOPS for $2,400. 2025: 2027: Canalys forecasts 60% of new PCs will be AI-capable, up from 20% in 2024. AI compute globally is projected to grow 10x, and the AI market approaches $1 trillion. 2027: That 2027 deadline is where we decide if families own their AI or rent it forever from Big Tech. Here’s What Just Changed Everything Those models that needed massive cloud infrastructure? Their scaled-down but practical versions are running on hardware you can actually buy — if you know where to look: Consumer/Prosumer Options: AMD Ryzen AI Max+ 395: 128GB unified memory, $2,800, 45-120W - the only prosumer device that can run Llama 70B locally at 4-8 tokens/sec
NVIDIA RTX 4090: 24GB VRAM, $1,500, 350W - powerful but memory-limited, can't handle 70B models
NVIDIA Jetson AGX Orin: 64GB RAM, $2,400, 15-60W - excellent for edge AI but hits memory wall with large models AMD Ryzen AI Max+ 395: 128GB unified memory, $2,800, 45-120W - the only prosumer device that can run Llama 70B locally at 4-8 tokens/sec AMD Ryzen AI Max+ 395: NVIDIA RTX 4090: 24GB VRAM, $1,500, 350W - powerful but memory-limited, can't handle 70B models NVIDIA RTX 4090: NVIDIA Jetson AGX Orin: 64GB RAM, $2,400, 15-60W - excellent for edge AI but hits memory wall with large models NVIDIA Jetson AGX Orin: Enterprise-Only Solutions: NVIDIA H100/H200: 80-192GB VRAM, $20,000+, 350-1000W - can run any model but requires server infrastructure
Intel Gaudi 2/3: 96GB+ memory, $5-8k, 350-600W - competitive performance but enterprise pricing and power requirements NVIDIA H100/H200: 80-192GB VRAM, $20,000+, 350-1000W - can run any model but requires server infrastructure NVIDIA H100/H200: Intel Gaudi 2/3: 96GB+ memory, $5-8k, 350-600W - competitive performance but enterprise pricing and power requirements Intel Gaudi 2/3: Reality Check: AMD Ryzen AI Max+ 395 is currently the only prosumer device that can run Llama 70B locally. NVIDIA’s consumer GPUs max out at 24GB (not enough), their enterprise cards cost $20,000+, and even the Jetson AGX Orin hits a 64GB wall. Intel’s Gaudi chips work but require server infrastructure and enterprise pricing. only AMD achieved this through unified memory architecture — up to 128GB LPDDR5X shared between CPU, GPU, and NPU in a quiet, energy-efficient package that fits in a desktop or laptop. The Linux Desktop Moment (But Worse) Windows got there first, network effects kicked in, and by the time Linux was ready for normies, everyone was already locked into Microsoft’s ecosystem. We’re at that exact same moment with AI. Except this time the timeline is 2–3 years, not decades, and the stakes are your family’s intelligence, not just your file manager. Once your family’s AI is integrated into Apple/Google/Amazon’s ecosystem, switching means rebuilding your entire digital life. In Ready Player One, Wade Watts dreams of upgrading from his outdated hardware to access better virtual worlds, but he can’t afford the good stuff. We’re facing the same choice with AI — except the stakes aren’t entertainment access, they’re intellectual sovereignty and privacy. Why We Can Actually Win This Time The Hardware Gap Is Closing (But Not Closed): Consumer hardware now matches the raw compute of cloud GPUs from just two years ago. You can run capable local models for document analysis, background automation, and routine AI tasks — but we’re not quite at real-time ChatGPT speeds yet. Think fast batch processing rather than instant conversation. The Hardware Gap Is Closing (But Not Closed): Here’s the acceleration that matters: hardware costs are dropping 30% annually while energy efficiency improves 40% per year. New chips are delivering 2.8–3x performance gains over previous generations every 12–18 months — faster than Moore’s Law. What costs $2,800 today will cost $800-$1,200 within 18–24 months. Privacy Isn’t Abstract Anymore: From TikTok bans to ChatGPT data scraping controversies, people finally get that their data isn’t safe. The “AI training on your conversations” headlines hit different when it’s your intelligence being used to train your replacement. Privacy Isn’t Abstract Anymore: Models Are Becoming Commodities: Meta (Llama), Mistral, DeepSeek, Alibaba (Qwen) are releasing capable models that run locally. You can now run decent AI without it tattling to corporate headquarters. Models Are Becoming Commodities: The Honest Technical Reality What Can You Actually Do With 4–8 Tokens Per Second? What Can You Actually Do With 4–8 Tokens Per Second? Let’s be honest — this isn’t for regular families yet. At 4–8 tokens per second, you’re not getting the smooth ChatGPT experience most people expect. You’re setting up tasks and waiting. This is currently for tech enthusiasts who want to experiment with local AI, developers building applications, and privacy-conscious users willing to trade convenience for data sovereignty. The real family market arrives when this hardware hits $500–800 and the software becomes as simple as setting up a wireless router. But here’s why this matters: by the time edge AI is family-ready, we need the infrastructure, software ecosystem, and community knowledge to exist. Someone has to build the foundation now, or families will only have Big Tech’s options when they’re ready to adopt. The Current Limitations: The Current Limitations: Performance Gap: Local models still lag behind GPT-4o/Claude in complex reasoning and multi-modal tasks
Maintenance Burden: You’re responsible for security patches, model updates, and hardware failures
Power and Heat: Running AI 24/7 means dealing with 45–120W power consumption, heat generation, and potential fan noise
Software Ecosystem: While improving rapidly with projects like Ollama, the tooling still has rough edges Performance Gap: Local models still lag behind GPT-4o/Claude in complex reasoning and multi-modal tasks Performance Gap: Maintenance Burden: You’re responsible for security patches, model updates, and hardware failures Maintenance Burden: Power and Heat: Running AI 24/7 means dealing with 45–120W power consumption, heat generation, and potential fan noise Power and Heat: Software Ecosystem: While improving rapidly with projects like Ollama, the tooling still has rough edges Software Ecosystem: This isn’t plug-and-play yet. It’s more like “competent DIY enthusiast with numerous weekends and a lot of patience.” What You Can Actually Do Right Now If you’re technically minded: If you’re technically minded: Start experimenting with Ollama, local models, and edge AI hardware
Document what works (and what doesn’t) for others
Join communities building this stuff: r/selfhosted, r/homelab, r/LocalLLaMA Start experimenting with Ollama, local models, and edge AI hardware Document what works (and what doesn’t) for others Join communities building this stuff: r/selfhosted, r/homelab, r/LocalLLaMA If you’re business-minded: If you’re business-minded: There’s a service economy emerging around edge AI setup and maintenance
Families want digital sovereignty but don’t know how to build it There’s a service economy emerging around edge AI setup and maintenance Families want digital sovereignty but don’t know how to build it If you just care about digital freedom: If you just care about digital freedom: Support projects building alternatives
Don’t buy the first subsidized AI box that ships
Share this with people who remember when the internet was decentralized Support projects building alternatives Don’t buy the first subsidized AI box that ships Share this with people who remember when the internet was decentralized Cloud vs. Edge: The Real Numbers Cloud AI (ChatGPT Plus, Claude Pro): Cloud AI (ChatGPT Plus, Claude Pro): Upfront cost: $0
Annual cost: $240-$600 ($20-50/month)
3-year total: $720-$1,800
Data privacy: Your conversations leave home and train corporate models Upfront cost: $0 Annual cost: $240-$600 ($20-50/month) 3-year total: $720-$1,800 Data privacy: Your conversations leave home and train corporate models Edge AI (DIY Setup): Edge AI (DIY Setup): Upfront cost: $2,500 (AMD Ryzen AI Max+ system)
Annual cost: $100-$200 (power, maintenance)
3-year total: $2,800-$3,100
Data privacy: Everything stays local Upfront cost: $2,500 (AMD Ryzen AI Max+ system) Annual cost: $100-$200 (power, maintenance) 3-year total: $2,800-$3,100 Data privacy: Everything stays local The math works: $2,500 one-time hardware cost versus $20–50/month subscriptions forever. But the real value is privacy. We’re at the 1993 Moment In 1993, you could still choose a decentralized internet. By 2003, the platforms had won. In 2025, you can still choose edge AI sovereignty. By 2027, multiple industry forecasts project a major inflection point: 60% of new PCs will be AI-capable, AI compute will grow 10x globally, and the ecosystems will be locked in. 60% of new PCs will be AI-capable AI compute will grow 10x globally The window is open now. Pied Piper’s vision of decentralized technology serving users instead of platforms is finally technically possible. But windows don’t stay open forever. The Bottom Line The Box is coming. The question is: will you build it, or will Big Tech build it for you? The next 2–3 years will determine whether families own their AI or rent it forever. The hardware exists. The models are available. The only missing piece is the decision to act. Industry analysts project that by 2027, AI will be integrated into nearly all business software, with globally available AI compute expected to grow 10x and the AI market approaching $1 trillion. The hardware exists. The models are available. The market needs it. The only question is: who controls it? Industry analysts project that by 2027, AI will be integrated into nearly all business software globally available AI compute expected to grow 10x the AI market approaching $1 trillion What do you think? Are we building the future or just cosplaying as digital freedom fighters? What do you think? Are we building the future or just cosplaying as digital freedom fighters?

The AI Box Is Coming—Build Your Own or Be Owned by Big Tech

Die AI-bok kom - bou jou eie of word besit deur Big Tech

الكوكب الذكي يأتي - إنشاء نفسك أو أن تكون مملوكا من قبل التكنولوجيا الكبيرة

La caja de IA está llegando: Construya tu propia o ser propiedad de la gran tecnología

AI kutija dolazi - izgradite svoj ili biti u vlasništvu Big Tech

Az AI doboz jön - építsd meg a sajátod, vagy légy a Big Tech tulajdonosa

The AI Box Is Coming—Build Your Own or Be Owned by Big Tech(ビッグテクノロジーによる所有)

AI පෙට්ටිය එනවා - ඔබේම ගොඩනැගීම හෝ විශාල තාක්ෂණය විසින් අයිති වන්න

Hifadhi ya AI inakuja - kujenga yako mwenyewe au kuwa na teknolojia kubwa

I-AI Box Indawo - Yenza Yintoni Yayo Olandelayo Olandelayo Olandelayo I-Big Tech

Vienna, Austria, June 12th, 2025, Chainwire The Vision (VSN) token, launching on July 16, will power Bitpanda’s onchain infrastructure – connecting wallets, trading, cross-chain liquidity, and tokenised assets. The Vision (VSN) token, launching on July 16, will power Bitpanda’s onchain infrastructure – connecting wallets, trading, cross-chain liquidity, and tokenised assets. The launch is the first puzzle piece of Bitpanda’s ambition to build a user-first, fully compliant Web3 ecosystem – rooted in real utility and designed to make Web3 accessible for everyone. The launch is the first puzzle piece of Bitpanda’s ambition to build a user-first, fully compliant Web3 ecosystem – rooted in real utility and designed to make Web3 accessible for everyone. Vision: One Token to Connect It All Kicking off Bitpanda’s Web3 product suite is Vision (VSN), the utility and governance token at the heart of the ecosystem. Launching on July 16, from a merge of Bitpanda’s two existing tokens, BEST and Pantos, it launches with deep, native integration across Bitpanda’s platform and upcoming Web3 products, unlocking real-world value and a clear path to mass adoption. Bitpanda Bitpanda What users can do with VSN: Save on fees: 20% fee discounts on Bitpanda.com and Bitpanda’s DeFi Wallet.
Staking Rewards: Earn up to 10% APY on staked VSN.
Governance: Vote on upgrades, reward rates, token emissions and protocol changes.
Launchpad Access: Early entry into vetted Web3 token launches.
Loyalty & Airdrops: Participate in exclusive token drops and reward programmes. Save on fees: 20% fee discounts on Bitpanda.com and Bitpanda’s DeFi Wallet. Staking Rewards: Earn up to 10% APY on staked VSN. Governance: Vote on upgrades, reward rates, token emissions and protocol changes. Launchpad Access: Early entry into vetted Web3 token launches. Loyalty & Airdrops: Participate in exclusive token drops and reward programmes. Lukas Enzersdorfer-Konrad, Deputy CEO at Bitpanda, commented: “Vision is the engine behind everything we’re building in Web3, like electricity is for many things in modern life. It fuels the ecosystem, connects our products, and rewards users for engaging with the tools we’re building. This includes fee savings and staking, as well as governance and loyalty, which turn into benefits for everyone in the Bitpanda ecosystem and beyond.” The Bitpanda Web3 Ecosystem While many Web3 projects remain experimental, Bitpanda’s approach is grounded in real utility. Its new ecosystem is built for everyday users and will enable millions of people to enter Web3, designed to enable Web3 to reach the mainstream. With nearly 7 million users, Bitpanda’s aim is to give everyone access in a compliant and secure way, without sacrificing on the user experience. In addition to Vision (VSN), Bitpanda’s Web3 product suite contains the following components: Bitpanda DeFi Wallet: The Consumer-Grade Entry Point An intuitive smart wallet providing everything users need to trade, earn, and manage assets onchain across major blockchain networks, all from a single, intuitive app. Designed for both crypto natives and newcomers, the wallet allows users to trade, earn, and manage assets with institutional-grade security. At launch, the wallet will support over 5,000 tokens across Ethereum, Solana, Polygon, BNB Chain, Avalanche, Optimism, Base, and Arbitrum. Vision Protocol: Frictionless, Cross-chain Trading Vision Protocol is the underlying liquidity engine of the ecosystem. It aggregates top decentralised exchanges and bridges like 1inch, Jupiter, and Rango to deliver seamless swaps across chains – fully embedded into the Bitpanda DeFi Wallet. Vision Chain: Europe’s Compliant Layer 2 A dedicated Ethereum Layer 2 network designed for tokenising real-world assets. Vision Chain serves as the compliant backbone for Europe’s onchain finance, bringing securities, commodities, and fiat onchain in one unified layer. Bitpanda Launchpad: Onramping Innovation A platform for launching curated, high-quality crypto projects. Bitpanda Launchpad ensures investor protection, project legitimacy, and fast-track access to promising teams and listing on Bitpanda and their partners. For investors, it provides early access to the cutting edge of DeFi innovation, creating a true win-win for builders and users alike. Eric Demuth, Co-Founder and CEO at Bitpanda, commented: “We are highly committed to build the onchain future in a compliant, secure and simple to use way. Just like Apple did with Smartphones. Therefore we have hired a strong team of Web3 industry experts - and this has just been the start for our ambitious plans.” About Bitpanda Bitpanda was founded in Vienna in 2014 and is the leading European crypto platform. With a selection of over 3,200 digital assets, including more than 600 crypto assets and numerous stocks*, ETFs*, precious metals, and commodities, the Austrian fintech unicorn offers one of the most comprehensive ranges of digital assets available in Europe. Bitpanda Bitpanda Already trusted by over 6.5 million users and dozens of institutional partners, Bitpanda holds licences in several countries and has a proven track record of working with local regulators to keep assets safe and secure. This makes Bitpanda one of the safest and most strictly regulated trading platforms in the industry. In addition to its headquarters in Vienna, Bitpanda has offices in Amsterdam, Barcelona, Berlin, and Bucharest. Contact Director, Corporate Communications Paul Wolter Bitpanda paul.wolter@bitpanda.com This story was published as a press release by Chainwire under HackerNoon’s Business Blogging Program. This story was published as a press release by Chainwire under HackerNoon’s Business Blogging Program. Program Program

​Bitpanda Opens The Gate To Web3 With Vision (VSN)

Bitpanda адкрывае брамы ў Web3 з бачаннем (VSN)

Bitpanda abre la puerta a Web3 con visión (VSN)

Bitpanda が Web3 with Vision (VSN) へのゲートを開く

Bitpanda Web3 with Vision (VSN) бағдарламасы

Bitpanda otvára bránu k Web3 s víziou (VSN)

Bitpanda öppnar dörren till Web3 med vision (VSN)

Bitpanda yafungua mlango wa Web3 na Maono (VSN)

Bitpanda Opens the Gate to Web3 with Vision (VSN) - விக்கிப்பீடியா

Bitpanda Ipinanganak ang Pintuan sa Web3 With Vision (VSN)

Bitpanda Web3 with Vision (VSN) کے لئے دروازہ کھولتا ہے

Bitpanda 開啟 Web3 與 Vision (VSN) 之門

I-Bitpanda ivula i-Gate to Web3 With Vision (VSN)

In an increasingly competitive digital retail landscape, where consumer expectations and technological capabilities evolve at breakneck speed, the Major Retailer's remarkable e-commerce transformation stands as a testament to visionary leadership and technical excellence. Under the strategic guidance of Senior Manager Abhilash Thankappan Ajeshbhavan, the iconic American retailer has undergone a digital metamorphosis that has not only enhanced customer experiences but has established new benchmarks for operational efficiency and technological innovation in retail. Since taking the helm in March 2022 at the Major Retailer's Plano, Texas headquarters, Abhilash has orchestrated a comprehensive overhaul of the company's digital commerce infrastructure. Leading a diverse, cross-functional team of 20 professionals including developers, designers, and quality assurance specialists, he has successfully navigated complex technical challenges while consistently delivering projects that meet stringent timeline and budget requirements. At the core of this success story lies a methodical approach to digital transformation and strategic development leadership. Abhilash implemented innovative development plans specifically engineered to enhance web application performance and user retention. These initiatives have yielded measurable improvements in key performance indicators, including significantly enhanced user engagement metrics and tangible business outcomes that have strengthened the Major Retailer's competitive position in the digital marketplace. The scope of this transformation extended far beyond incremental improvements. By conducting comprehensive analyses of the existing digital architecture, Abhilash identified critical bottlenecks and inefficiencies that were impeding optimal performance. His strategic vision involved not merely addressing these issues in isolation but implementing a holistic redesign that anticipated future scalability needs and technological advancements. This forward-thinking approach ensured that the Major Retailer's digital infrastructure wasn't simply catching up to industry standards but positioning itself at the forefront of retail technology innovation. What sets Abhilash's leadership apart is his exceptional ability to foster cross-functional collaboration. By creating seamless alignment between product teams, marketing specialists, and engineering professionals, he has established a unified vision for digital initiatives that remains perfectly synchronized with broader business objectives. This collaborative approach has ensured that technical developments consistently translate into real-world business value, strengthening the Major Retailer's digital commerce capabilities while enhancing the customer journey. These collaborative efforts have been particularly evident in the redesign of critical customer touchpoints. Working closely with user experience specialists and marketing strategists, Abhilash guided his technical team in implementing sophisticated personalization algorithms and streamlined checkout processes that significantly reduced cart abandonment rates. By bridging the traditional divide between technical capabilities and customer-focused business strategies, he has created digital experiences that not only function flawlessly but genuinely resonate with the Major Retailer's diverse customer base. The implementation of industry-leading development practices has been another hallmark of Abhilash's tenure. By establishing rigorous code review processes, comprehensive testing strategies, and agile methodologies, he has optimized development cycles while simultaneously elevating the quality of deliverables. Perhaps most impressive has been his leadership in the establishment and optimization of a robust CI/CD pipeline, which has drastically improved development efficiency, reduced deployment times, and enhanced the overall software development lifecycle. This transformation of the development ecosystem required both technical expertise and change management skills. Abhilash methodically introduced automated testing frameworks that identified potential issues early in the development cycle, substantially reducing the resources previously required for manual quality assurance processes. Simultaneously, he implemented containerization strategies that enabled consistent deployment across environments, eliminating the "works on my machine" syndrome that had previously plagued release processes. These technical innovations were complemented by his thoughtful approach to team adaptation, providing comprehensive training and mentorship to ensure that all team members embraced these new methodologies. Beyond technical leadership, Abhilash has demonstrated exceptional skills in mentorship and team development. By fostering a culture of continuous learning and professional growth, he has built a high-performance team that consistently exceeds expectations. This investment in human capital has not only contributed to immediate project successes but has elevated the technical capabilities across the organization, creating lasting improvements in the Major Retailer's digital competencies. His mentorship philosophy centers on empowerment through knowledge sharing and deliberate challenge. Recognizing the diverse skill sets within his team, Abhilash implemented a structured knowledge exchange program where team members regularly presented emerging technologies and innovative solutions to their colleagues. This initiative not only accelerated collective learning but fostered a collaborative environment where innovation became everyone's responsibility rather than being confined to leadership. Through carefully structured project assignments that pushed team members just beyond their comfort zones, he has facilitated remarkable professional growth while maintaining delivery excellence. His meticulous approach to project and budget management has ensured that resources are utilized with maximum efficiency, while his proactive risk identification and mitigation strategies have guaranteed smooth execution of critical digital projects in the Major Retailer's fast-paced retail environment. In an industry where technical projects frequently exceed budgetary constraints, Abhilash has consistently delivered complex initiatives within financial parameters while exceeding performance expectations. This rare combination of technical vision and operational excellence has established Abhilash as an indispensable leader within the organization. A particularly notable aspect of his risk management approach has been the implementation of phased deployment strategies for major features. Rather than following the traditional approach of massive, all-at-once launches, Abhilash pioneered a sophisticated canary release methodology that allowed new functionalities to be tested with limited user segments before full deployment. This approach has enabled the early identification of potential issues while providing valuable real-world user feedback that often led to refinements before general release. The result has been remarkably smooth product launches that avoided the disruptions and emergency fixes often associated with major e-commerce platform updates. For Abhilash Thankappan Ajeshbhavan personally, these achievements represent significant milestones in an already distinguished career spanning over 20 years in e-commerce transformation and digital modernization. With a strong educational foundation in Computer Science & Engineering from Bharathiyar University, he has established himself as an industry thought leader in cloud commerce, microservices architecture, and AI-driven e-commerce innovations. His expertise extends beyond the Major Retailer to include strategic technology leadership, enterprise architecture, and global team management across multiple industries. Throughout his career, Abhilash has consistently demonstrated a remarkable ability to deliver complex digital transformation initiatives that drive tangible business results, cementing his reputation as a globally recognized technology and delivery leader. What truly distinguishes Abhilash's approach is his unwavering commitment to connecting technological innovation with measurable business outcomes. While many technical leaders focus primarily on architectural elegance or cutting-edge technologies for their own sake, he has maintained a disciplined focus on how technical decisions impact key performance indicators and customer satisfaction metrics. This business-centric approach to technology leadership has earned him the respect of both technical teams and executive leadership, allowing him to effectively advocate for strategic technical investments by articulating their value in terms that resonate across the organization. Looking ahead, the implications of Abhilash's work extend far beyond immediate achievements at the Major Retailer. His innovative approaches to digital commerce transformation provide a blueprint for retailers navigating the complexities of modern e-commerce environments. As the retail landscape continues its dramatic evolution, with physical and digital experiences increasingly intertwined, the foundation he has established positions the Major Retailer to adapt and thrive amidst changing consumer behaviors and technological advancements. The significance of this digital transformation becomes even more apparent when considered within the broader context of retail's digital revolution. In an era where established retailers face existential threats from digitally-native competitors, Abhilash's work represents a compelling case study in how traditional retail giants can leverage technological innovation to remain relevant and competitive. By reimagining rather than merely digitizing existing processes, he has helped the Major Retailer transcend the limitations of legacy systems while retaining the brand equity and customer relationships built over decades of retail excellence. About Abhilash Thankappan Ajeshbhavan A visionary in digital commerce transformation, Abhilash Thankappan Ajeshbhavan brings over two decades of expertise to his role as Senior Manager at the Major Retailer. Based in Plano, Texas, he has distinguished himself through his exceptional ability to architect scalable, high-performance digital solutions that bridge technical excellence with tangible business outcomes. His comprehensive understanding of modern commerce architectures—spanning cloud infrastructure, microservices design, and AI-driven personalization—has established him as a thought leader in retail technology innovation. Abhilash's educational foundation in Computer Science & Engineering from Bharathiyar University has been continually enhanced through his commitment to staying at the forefront of emerging technologies. His technical vision is matched by remarkable leadership capabilities, demonstrated through his successful management of global, cross-functional teams across multiple industry sectors. Throughout his distinguished career, he has consistently delivered transformative digital initiatives that not only meet immediate business objectives but position organizations for sustained success in an increasingly digital commercial landscape. Beyond his technical and leadership achievements, Abhilash is recognized for his unique ability to translate complex technological concepts into strategic business advantages—a skill that has made him an invaluable asset in executive planning and digital strategy formulation. His forward-thinking approaches to e-commerce architecture and digital customer engagement continue to influence best practices across the retail technology sector. This story was distributed as a release by Echospire Media under HackerNoon’s Business Blogging Program. Learn more about the program here. This story was distributed as a release by Echospire Media under HackerNoon’s Business Blogging Program. Learn more about the program here. here here

Transforming E-Commerce: How Abhilash Ajeshbhavan is Redefining Digital Commerce Standards

Transforming E-Commerce: Hoe Abhilash Ajeshbhavan die digitale handelsstandaarde herdefineer

ኤሌክትሮኒክ የንግድ ንድፍ: Abhilash Ajeshbhavan በዲጂታል የንግድ መደበኛዎችን እንዴት ይመዝገቡ

Transformant el comerç electrònic: com Abhilash Ajeshbhavan redefineix els estàndards del comerç digital

Transformando el comercio electrónico: cómo Abhilash Ajeshbhavan redefine los estándares de comercio digital

Transformando o comercio electrónico: como Abhilash Ajeshbhavan está redefinindo os estándares de comercio dixital

Transformacija e-trgovine: kako Abhilash Ajeshbhavan redefinira standarde digitalne trgovine

電子商取引の変革:Abhilash Ajeshbhavanがデジタル商取引の基準をどのように再定義しているか

Transforming E-Commerce: How Abhilash Ajeshbhavan Is Redefining Digital Commerce Standards (Transformowanie handlu elektronicznego: Jak Abhilash Ajeshbhavan redefinuje standardy handlu cyfrowego)

Трансформация электронной коммерции: как Абхилаш Аджешбхаван переопределяет стандарты цифровой коммерции

E-Ticaret Değiştirme: Abhilash Ajeshbhavan Dijital Ticaret Standartlarını Nasıl Yeniden Tanımlıyor

Chuyển đổi thương mại điện tử: Cách Abhilash Ajeshbhavan định nghĩa lại các tiêu chuẩn thương mại kỹ thuật số

I-Transforming E-Commerce: Indlela I-Abhilash Ajeshbhavan Ukulungiselela Ama-Digital Commerce Standards

Authors:
(1) Anh V. Vu, University of Cambridge, Cambridge Cybercrime Centre (anh.vu@cl.cam.ac.uk);
(2) Alice Hutchings, University of Cambridge, Cambridge Cybercrime Centre (alice.hutchings@cl.cam.ac.uk);
(3) Ross Anderson, University of Cambridge, and University of Edinburgh (ross.anderson@cl.cam.ac.uk). Authors: Authors: (1) Anh V. Vu, University of Cambridge, Cambridge Cybercrime Centre (anh.vu@cl.cam.ac.uk); (2) Alice Hutchings, University of Cambridge, Cambridge Cybercrime Centre (alice.hutchings@cl.cam.ac.uk); (3) Ross Anderson, University of Cambridge, and University of Edinburgh (ross.anderson@cl.cam.ac.uk). Table of Links Abstract and 1 Introduction Abstract and 1 Introduction 2. Deplatforming and the Impacts 2. Deplatforming and the Impacts 2.1. Related Work 2.1. Related Work 2.2. The Kiwi Farms Disruption 2.2. The Kiwi Farms Disruption 3. Methods, Datasets, and Ethics, and 3.1. Forum and Imageboard Discussions 3. Methods, Datasets, and Ethics, and 3.1. Forum and Imageboard Discussions 3.2. Telegram Chats and 3.3. Web Traffic and Search Trends Analytics 3.2. Telegram Chats and 3.3. Web Traffic and Search Trends Analytics 3.4. Tweets Made by the Online Community and 3.5. Data Licensing 3.4. Tweets Made by the Online Community and 3.5. Data Licensing 3.6. Ethical Considerations 3.6. Ethical Considerations 4. The Impact on Forum Activity and Traffic, and 4.1. The Impact of Major Disruptions 4. The Impact on Forum Activity and Traffic, and 4.1. The Impact of Major Disruptions 4.2. Platform Displacement 4.2. Platform Displacement 4.3. Traffic Fragmentation 4.3. Traffic Fragmentation 5. The Impacts on Relevant Stakeholders and 5.1. The Community that Started the Campaign 5. The Impacts on Relevant Stakeholders and 5.1. The Community that Started the Campaign 5.2. The Industry Responses 5.2. The Industry Responses 5.3. The Forum Operators 5.3. The Forum Operators 5.4. The Forum Members 5.4. The Forum Members 6. Tensions, Challenges, and Implications and 6.1. The Efficacy of the Disruption 6. Tensions, Challenges, and Implications and 6.1. The Efficacy of the Disruption 6.2. Censorship versus Free Speech 6.2. Censorship versus Free Speech 6.3. The Role of Industry in Content Moderation 6.3. The Role of Industry in Content Moderation 6.4. Policy Implications 6.4. Policy Implications 6.5. Limitations and Future Work 6.5. Limitations and Future Work 7. Conclusion, Acknowledgments, and References 7. Conclusion, Acknowledgments, and References Appendix A. Appendix A. 2.1. Related Work Most studies assessing the impact of deplatforming have worked with data on social networks. Deplatforming users may reduce activity and toxicity levels of relevant actors on Twitter [28] and Reddit [29], [30], limit the spread of conspiratorial disinformation on Facebook [31], reduce the engagement of peripheral members with hateful content [44], and minimise disinformation and extreme speech on YouTube [32]. But deplatforming has often made hate groups and individuals even more extreme, toxic and radicalised. They may view the disruption of their platform as an attack on their shared beliefs and values, and move to even more toxic places to continue spreading their message. There are many examples: the Reddit ban of r/incels in November 2017 led to the emergence of two standalone forums, incels.is and incels.net, which then grew rapidly; users banned from Twitter and Reddit exhibit higher levels of toxicity when migrating to Gab [33]; users migrated to their own standalone websites after getting banned from r/The Donald expressed higher levels of toxicity and radicalisation, even though their posting activity on the new platform decreased [45], [46]; the ‘Great Deplatforming’ directed users to other less regulated, more extreme platforms [47]; the activity of many right-wing users moved to Telegram increased multi-fold after being banned on major social media [34]; users banned from Twitter are more active on Gettr [48]; communities migrated to Voat from Reddit can be more resilient [49]; and roughly half of QAnon users moved to Poal after the Voat shutdown [50]. Blocking can also be ineffective for technical and implementation reasons: removing Facebook content after a delay appears to have been ineffective and had limited impact due to the short cycle of users’ engagement [51]. The major limitation of focusing on social networks is that these platforms are often under the control of a single tech company and thus content can be permanently removed without effective backup and recovery. We instead examine deplatforming a standalone website involving a concerted effort on a much wider scale by a series of tech companies, including some big entities that handle a large amount of Internet traffic. Such standalone communities, for instance, websites and forums, may be more resilient as the admin has control of all the content, facilitating easy backups and restores. While existing studies measure changes in posting activity and the behaviours of actors when their place is disrupted, we also provide insights about other stakeholders such as the forum operators, the community leading the campaign, and the tech firms that attempted the takedown. Previous work has documented the impacts of law enforcement and industry interventions on online cybercrime marketplaces [20], cryptocurrency market price [52], DDoSfor-hire services [14], [15], the Kelihos, Zeus, and Nitol botnets [53], and the well-known click fraud network ZeroAccess [54]; yet how effective a concerted effort of several tech firms can be in deplatforming an extreme and radicalised community remains unstudied. 2.2. The Kiwi Farms Disruption KIWI FARMS had been growing steadily over a decade (see Figure 1) and had been under Cloudflare’s DDoS protection for some years.[2] An increase of roughly 50% in forum activity happened during the COVID-19 lockdown starting in March 2020, presumably as people were spending more time online. Prior interventions have resulted in the forum getting banned from Google Adsense, and from Mastercard, Visa and PayPal in 2016; from hundreds of VPS providers between 2014–2019 [55]; and from selling merchandise on the print-on-demand marketplace Redbubble in 2016. XenForo, a close-source forum platform, revoked its license in late 2021 [56]. DreamHost stopped its domain registration in July 2021 after a software developer killed himself after being harassed by the site’s users. This did not disrupt the forum as it was given 14 days to seek another registrar [57]. While these interventions may have had negative effects on its profit and loss account, they did not impact its activity overall. The only significant disruption in the forum’s history was between 22 January and 9 February 2017 (19 days), when the forum’s owner suspended it himself due to his family being harassed [58].[3] The disruption studied in this work was started by the online community in 2022. A malicious alarm was sent to the police in London, Ontario by a forum member on 5 August 2022, claiming that a Canadian trans activist had committed murders and was planning more, leading to her being swatted [23]. She and her family were then repeatedly tracked, doxxed, threatened, and generally harassed. In return, she launched a campaign on Twitter on 22 August 2022 under the hashtag #dropkiwifarms and planned a protest outside Cloudflare’s headquarters to pressure the company to deplatform the site [59]. This campaign generated lots of attention and mainstream headlines, which ultimately resulted in several tech firms trying to shut down the forum. This is the first time that the forum was completely inaccessible for an extended period due to an external action, with no activity on any online places including the dark web. It attempted to recover twice, but even when it eventually returned online, the overall activity was roughly halved. The majority of actions taken to disrupt the forum occurred within the first two months of the campaign. Most of them were widely covered in the media and can be checked against public statements made by the industry and the forum admins’ announcements (see Figure 2). The forum came under a large DDoS attack on 23 August 2022, one day after the campaign started. It was then unavailable from 27 to 28 August 2022 due to ISP blackholing. Cloudflare terminated their DDoS prevention service on 3 September 2022 – just 12 days after the Twitter campaign started – due to an “unprecedented emergency and immediate threat to human life” [24]. The forum was still supported by DDoSGuard (a Russian competitor to Cloudflare), but that firm also suspended service on 5 September 2022 [25]. The forum was still active on the dark web but this .onion site soon became inaccessible too. On 6 September 2022, hCaptcha dropped support; the forum was removed from the Internet Archive on the same day [60]. This left it under DiamWall’s DDoS protection and hosted on VanwaTech – a hosting provider describing themselves as neutral and noncensored [61]. On 15 September 2022, DiamWall terminated their protection [26] and the ‘.top’ domain provider also stopped support [27]. The forum was completely down from 19 to 26 September 2022 and from 23 to 29 October 2022. From 23 October 2022 onwards, several ISPs intermittently rejected announcements or blackholed routes to the forum due to violations of their acceptable use policy, including Voxility and Tier-1 providers such as Lumen, Arelion, GTT and Zayo. This is remarkable as there are only about 15 Tier-1 ISPs in the world. The forum admin devoted extensive effort to maintaining the infrastructure, fixing bugs, and providing guidance to users in response to password breaches. Eventually, by routing through other ISPs, KIWI FARMS was able to get back online on the clearnet and remain stable, particularly following its second recovery in October 2022. 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 [2] Cloudflare’s service tries to detect suspicious patterns and drop malicious ones, only letting legitimate requests through. [3] Minor suspensions observed in our forum dataset are on 2 Feb 2013, 24 Jan 2016, 29 Sep 2017, and 11 Jan 2021, yet without any clear reasons.

The Rise, Fall, and Return of Kiwi Farms After Deplatforming Efforts

My connection to Jewish heritage runs deeper than many might realize. My great grandfather, Siegfried Seelenfreund, was one of the founders of Tonga's Royal Nuku'alofa Club in 1914. He was among the small number of European Jews who settled in Tonga in the early 20th century. Siegfried arrived in 1910, having emigrated from Kraków to Tonga via Sydney in 1909. After interviewing at Burns Philips (BP) headquarters in Sydney, he sailed to Tonga to manage the firm's outpost in the Vaini district of Tongatapu. In a personal connection that continues to this day, I currently reside in Vaini, the very same area where Siegfried first settled and opened the first Burns Philips (BP) store in the Kingdom of Tonga. Walking the same land as my ancestor, I feel a profound responsibility to carry forward his entrepreneurial spirit while honoring our shared heritage. By 1916, Siegfried had begun a relationship with Helena Vika Tuaukilaumea, with whom he fathered three daughters. Tragically, Vika died in childbirth in 1920, leading Siegfried to leave his children with her Catholic parents and return to Kraków. There, he resumed his merchant business and married Malvine, a Jewish woman from Berlin. The historical record suggests that Siegfried and Malvine, like most Jews in Kraków, were trapped during the German occupation in 1939. By 1943, they had likely either perished in the city's improvised ghetto or been executed in Auschwitz. It appears that Siegfried, due to his unusual return to Europe, became Polynesia's sole Holocaust victim. Today, I'm following in his entrepreneurial legacy as the Founder of The Pasifika Web3 Tech Hub (https://pasifika.xyz/), bringing innovative blockchain technology to Pacific Islander communities from the very same district where he once pioneered commerce a century ago. https://pasifika.xyz/ Beyond My First Blog: Expanding Our Understanding In my previous blog post (Show Me Your Faith and I Will Show You My Work), I explored the intersection of faith and productivity. Today, I want to delve deeper by examining the seven key principles behind Jewish economic success as outlined in Steven Silbiger's "The Jewish Phenomenon: Seven Keys to the Enduring Wealth of a People," with a particular focus on how Web3 technologies enhance these principles. Show Me Your Faith and I Will Show You My Work As a third-generation Jewish person with Pacific Islander roots, I've often reflected on the tragic reality that my ancestors perished during the Holocaust, leaving our family without the inheritance that might have been passed down through generations. This loss connects deeply to a principle found in Proverbs 13:22: "A good man leaves an inheritance to his children's children, but the wealth of the wicked is stored up for the righteous." As Pacific Islanders who identify as Christians, we often limit ourselves to Christian canonical dogma without exploring the wealth of wisdom in other traditions. My two years at The Faith Seminary led me to conclude that the canonical Bible declaration by Christian dogma is incomplete, especially considering that many texts were selected years after their original creation by authors who were often illiterate. There's much we could learn from exploring texts like the Sumerian Texts and also the Ethiopian Bible. The Seven Keys to Enduring Wealth in the Web3 Era The Jewish community has demonstrated remarkable economic resilience throughout history, despite facing severe persecution and displacement. Here's what we can learn from the seven keys Silbiger identifies, updated for the Web3 era: 1. Understand That Real Wealth Is Portable: It's Knowledge (and Now Digital Assets) The Jewish emphasis on education stems from practical necessity. When you might be forced to flee at any moment, physical possessions can be confiscated, but knowledge travels with you. In today's world, Web3 technology has created a new form of portable wealth through blockchain, Bitcoin, and cryptocurrencies. These digital assets can be accessed from anywhere in the world with an internet connection, secured by private keys that can be memorized or stored on small devices. Like knowledge, these assets can cross borders without physical transportation. I also wrote an earlier piece on crypto security and it's portability that you can read here Crypto User's Guitar Offers More Security Than Traditional Methods. Crypto User's Guitar Offers More Security Than Traditional Methods Consider how transformative this would have been for Jewish refugees throughout history, wealth that couldn't be confiscated at border crossings or left behind during hasty evacuations. Through blockchain technology, we now have truly portable, censorship resistant stores of value that align perfectly with this first key principle. For Pacific Islanders, this combination of knowledge and blockchain based assets offers unprecedented opportunities. We can invest in both traditional education and blockchain literacy, creating multiple forms of portable wealth that can withstand natural disasters and geopolitical instability that sometimes affect our region. 2. Take Care of Your Own and They Will Take Care of You Jewish communities have built remarkable support networks, from interest free loan societies to educational foundations. The community invests in its own success through philanthropy and mutual aid. Web3 has enabled new forms of community support through Decentralized Autonomous Organizations (DAOs) and smart contracts. These technologies allow communities to pool resources, make collective decisions, and distribute aid without relying on traditional financial institutions or centralized authorities. At Pasifika Web3 Tech Hub, we're exploring how these technologies can strengthen Pacific Islander communities through community governed funding pools for education, entrepreneurship, and disaster relief. Smart contracts could automate interest free loans similar to those traditional Jewish free loan societies provided, but with greater reach and efficiency. 3. Successful People Are Professionals and Entrepreneurs Jewish Americans have gravitated toward professional careers and entrepreneurship at rates far exceeding their proportion of the population. The emphasis on being your own boss or having transportable skills comes from centuries of experience with instability. Web3 has created entirely new professional categories and entrepreneurial opportunities that didn't exist before. From blockchain developers to token economists, NFT artists to DeFi strategists, these careers offer both autonomy and global mobility. For Pacific Islander communities, Web3 entrepreneurship represents a unique opportunity to participate in the global economy without leaving our islands. We can build products and services that generate wealth regardless of our geographic location, creating businesses that aren't limited by our region's traditional economic constraints. 4. Develop Your Verbal Confidence The tradition of debate and discussion in Jewish religious education creates confidence in self expression and negotiation. This verbal confidence serves as an advantage in business, law, and many other fields. In the Web3 space, communities form around shared communication in Discord servers, Twitter spaces, and governance forums. Those who can clearly articulate their ideas have outsize influence in these decentralized communities. At Pasifika Web3 Tech Hub, we're creating spaces for Pacific Islanders to develop their verbal confidence in blockchain contexts, helping them effectively participate in these global conversations and ensuring our voices are heard in this emerging economy. 5. Be Selectively Extravagant but Prudently Frugal Despite stereotypes about miserliness, Jewish financial wisdom is actually about thoughtful allocation: spending generously on things that matter (education, family celebrations, quality items) while being careful with everyday expenses. Web3 technologies offer new tools for financial management. Smart contracts can automate savings plans, DeFi protocols can optimize yields on reserved capital, and blockchain transparency can help track spending patterns. For Pacific Islanders, who often face high remittance fees when sending money to family members across islands, blockchain-based payment solutions can dramatically reduce costs, allowing more capital to remain within our communities and families. 6. Celebrate Individuality: Encourage Creativity The Jewish tradition encourages questioning authority and thinking independently. This has fostered innovation and creativity across many fields, from science to entertainment. The Web3 ecosystem is inherently built on this principle, questioning the authority of centralized financial systems and encouraging independent thinking. NFTs (Non-Fungible Tokens) have created new ways for creators to monetize their work directly, bypassing traditional gatekeepers. Pacific Islander artists, musicians, and storytellers can leverage these technologies to preserve our cultural heritage while creating new economic opportunities. Through NFTs, we can ensure that creators receive fair compensation for their work and establish provenance for cultural artifacts. 7. Have Something to Prove: A Drive to Succeed The experience of being outsiders in society has given many Jewish people a psychological drive to prove themselves and succeed. This motivation has fueled remarkable achievements. In the Web3 space, many teams are driven by a similar outsider mentality, challenging established financial systems and proving that decentralized alternatives can work better. This pioneering spirit has pushed the technology forward despite skepticism from traditional institutions. For Pacific Islanders, who have often been marginalized in global economic conversations, Web3 offers a chance to demonstrate our innovative capacity on a global stage. Through Pasifika Web3 Tech Hub, we're channeling our drive to succeed into building solutions that address our unique regional challenges while contributing to the global blockchain ecosystem. Applying These Principles in Our Web3 Context These seven keys, enhanced by Web3 technologies, represent a powerful framework for building generational wealth in the 21st century. By combining ancestral wisdom with cutting-edge technology, we can create economic resilience and opportunity for our communities. For Pacific Islanders, blockchain technology offers something particularly valuable i.e. a way to participate in the global economy while maintaining our connection to our islands and culture. Unlike previous waves of globalization that often required physical migration to centers of economic activity, Web3 allows us to build wealth from our homeland. In honoring the legacy of Siegfried Seelenfreund and countless others who navigated complex cultural and economic landscapes, I believe we can build technological bridges that connect our traditional values with future prosperity. From our home here on "The Hill" in Vaini, the same district where Siegfried once operated his Burns Philips (BP) store, I'm working to create digital pathways to prosperity that he could never have imagined but would surely have embraced with his entrepreneurial spirit. As we work toward this goal, let's remember that true wealth isn't just financial, it's educational, spiritual, cultural, and relational. By investing in all these forms of wealth through both traditional wisdom and innovative technology, we fulfill the wisdom of Proverbs 13:22, becoming those who leave inheritances to future generations. What steps are you taking to build portable wealth through knowledge and Web3 technologies? I'd love to hear your thoughts in the comments. What steps are you taking to build portable wealth through knowledge and Web3 technologies? I'd love to hear your thoughts in the comments.

The Holocaust Took My Family’s Inheritance—Web3 Is How I’m Building It Back

Streaming is a rapidly growing market, with its size projected to surge from $677.91 billion in 2025 to $4.49 trillion by 2037. Additionally, a recent Trends to Watch report from global analyst and advisory firm Omdia predicts that 2025 will be the first year streaming revenues surpass traditional pay TV — and by a significant margin — reaching $213 billion. projected projected predicts predicts This rapid growth makes the industry highly attractive to top talent. I spoke with Dmitry Orekhov, Executive Director at Platform24, a cutting-edge white-label interactive television and video-on-demand (VoD) platform. He shared valuable insights into the journey of a top executive in the field. Here’s what we can learn from his extensive career. Big dreams Big dreams Growing up in the Russian outback, Dmitry Orekhov always knew that success would require hard work. From an early age, he developed a deep passion for computers and everything related to them. At one point, he even stepped in for his computer science teacher and led a class himself. But Dmitry wasn’t from a wealthy family, and that was Russia in the mid-'90s — neither he nor his school had access to up-to-date computer technology, even something like a PC 286, which could have helped him develop computing skills. "At home, I had a Spectrum, while the school had some kind of Soviet-era personal computer. In that small town, there was no real opportunity for me to develop my skills," Dmitry recalls. That’s why, as soon as he passed his final exams — skipping his graduation party — he traveled 2,000 kilometers to enroll at Nizhny Novgorod State Technical University. There, he pursued a degree in Information Systems to become a programmer. Initially admitted on a paid basis, he proved himself to be one of the top students in his cohort and was awarded a merit-based scholarship within a year. True calling True calling Dmitry successfully graduated but never became a programmer. "During my studies, I discovered I had a talent for management," he says with a smile. He began his career as a promoter at an advertising agency during his first year of university, and by his final year, he was managing a regional office. He excelled to the point that, after earning his degree, the agency invited him to relocate to its headquarters in Moscow — and he accepted. "Nizhny Novgorod is a wonderful city, but the opportunities in the capital are far greater," Dmitry explains. Despite his success in advertising, Dmitry knew it wasn’t his true calling. "I was drawn to technology," he explains. Not long after moving to Moscow, he applied for a position at Rolsen, a company specializing in TVs and other electronics. "I liked the company — one of their TVs was actually my first big purchase," Dmitry recalls. To his surprise, about six months later, he finally received a response. After going through the interview process, he secured a role in the company’s marketing department. From there, his career quickly took off. Dmitry rose through the ranks, eventually becoming deputy head of special projects. He launched a corporate training center and later spearheaded the creation and management of the company’s e-commerce division. While Rolsen was an interesting company, it remained focused on TVs and DVDs — products in a mature, well-established industry. But Dmitry craved new challenges. In early 2007, he had the chance to pivot into a more dynamic, emerging field. A former acquaintance approached him with an opportunity to join a brand-new company led by a founder passionate about what was then cutting-edge technology: high-definition video. At the time, the business was barely off the ground — it had a team of developers, a brand name (Dune HD), and a batch of Chinese-made HD network media players, but sales weren’t taking off. "Leaving a stable job at a large company — where my career was steadily advancing — to join a startup with almost nothing felt like a huge gamble. But I’ve always been drawn to technology. The founder’s enthusiasm and vision inspired me, so I took the leap," Dmitry recalls. Dune HD In just a few years, under Dmitry’s leadership, the company transformed from selling a handful of Chinese media players at a market stall — generating only a few thousand dollars in revenue — into developing its own product line. Distribution became Dmitry’s primary focus. "Building something from scratch is incredibly challenging, but it also gives you the freedom to do things right from the start," he recalls. "I developed a structured distribution and commercial strategy that ensured both broad market presence and strong partner incentives by carefully managing margins and the sales chain. As a result, our products made it onto the shelves of major national retailers. Eventually, we captured more than a third of the media player market in the country." Beyond dominating the domestic market, Dune HD gained international recognition. In 2010 and 2011, the company won prestigious industry awards, including the ConnectedWorld.TV Award for Best Communication TV Device of the Year. New horizons New horizons It was Orekhov who led the company into the emerging OTT (Over-the-Top) streaming market, which delivers digital content — movies, series, and music — over the internet rather than through traditional cable operators. Thanks to his efforts, Dune HD secured a contract with MegaFon, one of Russia’s top three telecom operators, enabling the launch of its own OTT TV service. His expertise soon caught the attention of 24TV, a rising player in the industry. In 2016, he was appointed Executive Director. At the time, the company provided interactive TV services to internet providers under its own brand. One of Dmitry’s key achievements was expanding the audience to over a million users — without external investors and with minimal marketing spend. Today, 24TV is a recognized leader in the national OTT market, generating multimillion-dollar revenues. Despite initial resistance from partners, Dmitry led the launch of a new business vertical: a white-label streaming platform for telecom operators and media companies, allowing them to create their own branded streaming services. "Over the past few years, I’ve been fully focused on expanding this segment of our business, and the results speak for themselves — our technology now powers more than 30 projects across eight countries, helping national operators and media companies build their own streaming platforms." Under Orekhov's leadership, 24TV gradually evolved into an aggregator that, in addition to offering an extensive package of 400 TV channels, brings together Russia's largest online cinemas. These include Amediateka, START, viju, Nonfiction, and others for international partners. With a single subscription, users gain access to all partner content and can watch both television and movies through one app — without switching between different platforms or web versions of the streaming services. Thanks to Orekhov and his team’s efforts, 24TV has attracted over 18 million users since its launch. Beyond borders Beyond borders By 2022, Orekhov set his sights on international expansion. To support this goal, he launched Platform24, which became a resident of Uzbekistan’s IT Park — a strategic move that provided tax benefits and business incentives. "Innovation thrives in the right environment,” Orekhov explains. “Uzbekistan offered an ecosystem that fostered digital transformation, making it the perfect launchpad for Platform24." The expansion delivered rapid results. Under Orekhov’s leadership, Platform24 secured key partnerships, including Beeline Uzbekistan, one of the country’s largest telecom providers, and Click, a financial super-app with over 16 million users. Together, they launched Click TV, an OTT service offering movies, series, and TV archives. Kazakhstan soon followed, with Platform24 partnering with Alma+, the country’s second-largest telecom operator. This collaboration led to the creation of Alma TV, an internet television service that successfully transitioned from Lifestream to Platform24’s streaming technology. The platform now supports additional features like karaoke and local streaming services Birge.tv and Q-Film are also built on Platform24’s technology. But Orekhov and his team didn’t stop there. Platform24 expanded into Kyrgyzstan and Azerbaijan, with Azerbaijan emerging as a particularly promising market. "There are no dominant local streaming services or strong OTT players from major operators," Orekhov notes. “That gap represents a massive opportunity." Today, international markets contribute about 10% of Platform24’s revenue, a figure expected to rise as global expansion continues. In Russia, the company is projected to generate $6 million in revenue in 2024, with an additional $1 million from international markets — marking an impressive 70% year-over-year growth. For Orekhov, the mission is clear: to make cutting-edge streaming solutions accessible to internet providers worldwide. "The streaming industry is evolving faster than ever," he says. "Our goal is to keep innovating, expanding, and providing telecom operators and media companies with the best tools to deliver high-quality content to their customers." What advice would Dmitry give to those starting their careers? Choose an industry that truly excites you. "Work should bring joy — without passion, success is hard to achieve," Orekhov reflects. "It’s also crucial to choose the right people to work with. First, your leadership — it shapes the conditions for professional growth and, ultimately, business success. Then, the team you build as a manager. They must not only be top professionals but also well-balanced individuals. Even the brilliance of a genius can slow down a business if they bring toxicity into the workplace." Choose an industry that truly excites you. Embrace new projects with confidence. When backed by healthy ambition and real expertise, you can start from scratch and grow to any height together. Embrace new projects with confidence. Never stop learning — invest both time and money in education. "For example, while working at Dune HD, I earned an MBA, which provided essential skills for business development. These days, the value of education is often questioned, but I firmly believe that achieving success without a strong educational foundation is significantly harder. University shapes your thinking, while business school teaches you how to apply it strategically in the real world," Orekhov adds. Never stop learning — invest both time and money in education.

From Dune HD to Platform24: Dmitry Orekhov’s journey in streaming

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