ResilientX Provides an All-In-one cyber security testing solution to MSPs and SMEs

ResilientX Security is a leading cybersecurity provider that helps organizations of all sizes manage their cybersecurity risks. Our Multi-Product SaaS platform simplifies security testing functions, making them accessible to both small and large organizations. We help our clients streamline their security services and reduce operational time by 50%. Our Multi-Product SaaS includes: Cyber Exposure Management, Third-Party Cyber Security Risk Management, Supply Chain Cyber Risk Monitoring, Web Application, and API Security Testing. We are dedicated to democratizing cybersecurity testing, validation, and assessments, making them within reach for organizations, big or small. Our comprehensive Multi-Product SaaS platform integrates crucial security testing functions, enabling companies to effortlessly oversee risk and fortify their cybersecurity stance. Interested to see ResilientX in action? https://resilientx.com/demo

ResilientX

In such a rapidly evolving industry as tech, where disruptions belong to everyday life, the ability to manage these occurrences is central to maintaining the continuity of operations, and the practice of doing so is widely known as crisis management. In the context of the digital domain, the thing that comes to the fore when an accident arrives is how to save sensitive information from hackers or raise servers from the dead, e.g., technical aspects of the matter. What eludes one’s attention in this rush for a quick patch is how these occurrences affect the people responsible for cleaning this mess, while the consequences run from mere distress caused by the emergency of immediate action to a nervous breakdown. Unless a CEO means to blow the entire company budget on replacing burnt-out staffers every now and then, it is paramount to take precautionary care not only of the software but also of the people who stand at the front of its protection from accidents. This type of crisis management that gives precedence to the staff is defined as human-centered, and those who develop this approach know perfectly well that better preparation of your people for troubles (both in mental and practical terms) increases the probability that their actions will actually help to override the issue, not exacerbate the situation. Leaning back on the principles of this methodology, I suggest the following steps for taking precautionary care of your subordinates to foster their robustness throughout all three stages of a crisis. Stage 1. Preparing for the Worst Though any business can find itself affected by situations that may lead to a crisis, the types of incidents vary greatly from one company to another, even within the digital realm. Consequently, the first step toward a resilient team is to identify what problems the technology you rely upon may open the door to. Spare no effort on blindspot analysis; once done, it will save you money and nerve cells. Next, when potential breaches are identified, it is time to prepare a crisis management plan—a plan of actions your team is expected to take when the disaster steps over your threshold. The more detailed your catastrophe road map is charted, the greater the chances that the issue being tackled will go smoothly and will take place in a timely manner because your company population will know exactly what to do. The major danger that awaits you at this point is to put this plan on the most remote shelf and forget about it until the need arises. Make sure that everyone on your team is acquainted with its contents and can enact them which necessitates fire drills. Simulations of the emergency will highlight weaknesses in the plan and the system in general and showcase team performance which will facilitate your understanding of the business’ preparedness for such occasions. The gaps the drill exposed should be documented and then discussed with the team to show its members how to deal with them. While malfunction simulations will help you spot weaknesses in the system, you are still running the risk of countermeasures going pear-shaped if you are unaware of breaches in the psychological immunity of those who are supposed to face them first. Thus, the next step to take if you seek to improve the robustness of your team is to understand what is capable of breaking them down. Have a talk with each of the team members and identify what stresses them out. Some people easily endure the pressure at the moment but melt down under the continuous torrent of small bugs, or they just won’t be able to deal with the storm of scolding critique from infuriated clients. I bet that one of the major stressors to name will be a fear of making a mistake. Under mentally taxing circumstances, this fear may paralyze the individual’s will to take an action that is dictated by the situation but not outlined in the plan, which may ruin the entire operation. This psychological safety is the bedrock of resilience. That is why it is critically important to show empathy to your subordinates and foster a working environment where an error is a source of knowledge, not a reason for reprimand. These talks will help you get an idea of whom you can place on the disaster recovery team—a dedicated group of people who will shoulder addressing the matter in progress—and whom you can put at the helm as a disaster recovery (DR) leader. Stage 2. In the Midst of a Disaster. When chaos unfolds, it is important to identify whether it is fully digital in character or whether it may do physical damage to your staff. The recent pandemic and a string of armed conflicts erupting across the world reminded us that death danger can transcend the boundaries of imagined probability, so the protection of your employees against such emergencies is an item to include in the plan. Naturally, physical safety is one of our basic necessities, and ensuring it at the workplace is the employer’s duty, so double-check that your people are protected from injury. Furthermore, there is nothing more destabilizing in the moment of danger than unclarity and a sense of lostness caused by a lack of communication and information in general. Thus, keeping the involved up-to-date and providing overall transparency provides them with the level of certainty that forms the solid foundation for a reassured action. What goes hand in hand with informational support is the demonstration that everything goes according to plan: stay calm and collected, and set the example of sangfroid. Panic is contagious, so nipping it in the bud will reduce the stressfulness of the situation. As a continuation of your effort to bolster the mental robustness of your team at the moment, demonstrate to your employees that they are not abandoned to their own devices. There should be a leader who coordinates their actions and points them in the right direction, unfolding a safety net of prompts for occasions when a gap in the protocol calls for a senior manager’s instructions. The right step taken at the right moment will solidify the employee’s confidence in their own abilities to handle a challenge and, as an entailment, boost their mental resistance to tech mishaps. Stage 3. Crisis Aftermath When a crisis is over, the serenity of its aftermath tempts the possibility of consigning it to oblivion. Yet, even though the storm subsided, it is not the time to sit back and relax. Just like a fire drill demands documentation of its results and progress, the real disaster requires a detailed breakdown of the actions and behaviors of the entire team. Moreover, while a simulation may prompt you on the blindspots in the crisis management plan, your employees still know that it is a simulation, so their behavior under real circumstances may digress drastically from what is expected because of the higher level of stress. Consequently, documenting your team’s moves throughout the accident will highlight a) who proved to be more resilient to the disaster and why; and b) which mitigation tactics proved to be effective when enacted by real people on the ground. Keeping track of mistakes helps to adjust the CMP and choose the people who are more fit for a place on the crisis team. A good idea is to arrange a meeting where employees could share their experiences of being in the eye of chaos, what helped them to override it, and what, all the way around, impeded faster resolution. After hitting the hot iron of recording actions during the crisis, fostering resilience in your team demands tackling the imprint the accident might have left on the minds of those who bore the brunt. A corporate psychologist will perfectly do this job for you, or you can at least subsidize a visit or two to a shrink on the side. An honest, one-on-one talk with each participant where you will praise them for apt steps and subtly mention the points for improvement also has the power of alleviating the pressure, helping them slough off the remorse for missteps, learn their lessons, and move on. Wrapping Up However, challenging the laser focus on people at a tech-driven company may be, if you seek to steadily come on top of any hurdle impeding your way, paying attention to the well-being of your employees is imperative. Nurturing resilient teams in hi-tech environments requires mitigation of issues’ effects on people's physical and mental health and calls for creating a space where they feel supported and comfortable sharing their experiences, equipping themselves with hands-on knowledge on handling crises, and adapting to changing situations. In such a rapidly evolving industry as tech, where disruptions belong to everyday life, the ability to manage these occurrences is central to maintaining the continuity of operations, and the practice of doing so is widely known as crisis management. In the context of the digital domain, the thing that comes to the fore when an accident arrives is how to save sensitive information from hackers or raise servers from the dead, e.g., technical aspects of the matter. What eludes one’s attention in this rush for a quick patch is how these occurrences affect the people responsible for cleaning this mess, while the consequences run from mere distress caused by the emergency of immediate action to a nervous breakdown. Unless a CEO means to blow the entire company budget on replacing burnt-out staffers every now and then, it is paramount to take precautionary care not only of the software but also of the people who stand at the front of its protection from accidents. This type of crisis management that gives precedence to the staff is defined as human-centered, and those who develop this approach know perfectly well that better preparation of your people for troubles (both in mental and practical terms) increases the probability that their actions will actually help to override the issue, not exacerbate the situation. Leaning back on the principles of this methodology, I suggest the following steps for taking precautionary care of your subordinates to foster their robustness throughout all three stages of a crisis. Stage 1. Preparing for the Worst Stage 1. Preparing for the Worst Though any business can find itself affected by situations that may lead to a crisis, the types of incidents vary greatly from one company to another, even within the digital realm. Consequently, the first step toward a resilient team is to identify what problems the technology you rely upon may open the door to. Spare no effort on blindspot analysis; once done, it will save you money and nerve cells. Next, when potential breaches are identified, it is time to prepare a crisis management plan—a plan of actions your team is expected to take when the disaster steps over your threshold. The more detailed your catastrophe road map is charted, the greater the chances that the issue being tackled will go smoothly and will take place in a timely manner because your company population will know exactly what to do. The major danger that awaits you at this point is to put this plan on the most remote shelf and forget about it until the need arises. Make sure that everyone on your team is acquainted with its contents and can enact them which necessitates fire drills. Simulations of the emergency will highlight weaknesses in the plan and the system in general and showcase team performance which will facilitate your understanding of the business’ preparedness for such occasions. The gaps the drill exposed should be documented and then discussed with the team to show its members how to deal with them. While malfunction simulations will help you spot weaknesses in the system, you are still running the risk of countermeasures going pear-shaped if you are unaware of breaches in the psychological immunity of those who are supposed to face them first. Thus, the next step to take if you seek to improve the robustness of your team is to understand what is capable of breaking them down. Have a talk with each of the team members and identify what stresses them out. Some people easily endure the pressure at the moment but melt down under the continuous torrent of small bugs, or they just won’t be able to deal with the storm of scolding critique from infuriated clients. I bet that one of the major stressors to name will be a fear of making a mistake. Under mentally taxing circumstances, this fear may paralyze the individual’s will to take an action that is dictated by the situation but not outlined in the plan, which may ruin the entire operation. This psychological safety is the bedrock of resilience. That is why it is critically important to show empathy to your subordinates and foster a working environment where an error is a source of knowledge, not a reason for reprimand. These talks will help you get an idea of whom you can place on the disaster recovery team—a dedicated group of people who will shoulder addressing the matter in progress—and whom you can put at the helm as a disaster recovery (DR) leader. Stage 2. In the Midst of a Disaster. Stage 2. In the Midst of a Disaster. When chaos unfolds, it is important to identify whether it is fully digital in character or whether it may do physical damage to your staff. The recent pandemic and a string of armed conflicts erupting across the world reminded us that death danger can transcend the boundaries of imagined probability, so the protection of your employees against such emergencies is an item to include in the plan. Naturally, physical safety is one of our basic necessities, and ensuring it at the workplace is the employer’s duty, so double-check that your people are protected from injury. Furthermore, there is nothing more destabilizing in the moment of danger than unclarity and a sense of lostness caused by a lack of communication and information in general. Thus, keeping the involved up-to-date and providing overall transparency provides them with the level of certainty that forms the solid foundation for a reassured action. What goes hand in hand with informational support is the demonstration that everything goes according to plan: stay calm and collected, and set the example of sangfroid. Panic is contagious, so nipping it in the bud will reduce the stressfulness of the situation. As a continuation of your effort to bolster the mental robustness of your team at the moment, demonstrate to your employees that they are not abandoned to their own devices. There should be a leader who coordinates their actions and points them in the right direction, unfolding a safety net of prompts for occasions when a gap in the protocol calls for a senior manager’s instructions. The right step taken at the right moment will solidify the employee’s confidence in their own abilities to handle a challenge and, as an entailment, boost their mental resistance to tech mishaps. Stage 3. Crisis Aftermath Stage 3. Crisis Aftermath When a crisis is over, the serenity of its aftermath tempts the possibility of consigning it to oblivion. Yet, even though the storm subsided, it is not the time to sit back and relax. Just like a fire drill demands documentation of its results and progress, the real disaster requires a detailed breakdown of the actions and behaviors of the entire team. Moreover, while a simulation may prompt you on the blindspots in the crisis management plan, your employees still know that it is a simulation, so their behavior under real circumstances may digress drastically from what is expected because of the higher level of stress. Consequently, documenting your team’s moves throughout the accident will highlight a) who proved to be more resilient to the disaster and why; and b) which mitigation tactics proved to be effective when enacted by real people on the ground. Keeping track of mistakes helps to adjust the CMP and choose the people who are more fit for a place on the crisis team. A good idea is to arrange a meeting where employees could share their experiences of being in the eye of chaos, what helped them to override it, and what, all the way around, impeded faster resolution. After hitting the hot iron of recording actions during the crisis, fostering resilience in your team demands tackling the imprint the accident might have left on the minds of those who bore the brunt. A corporate psychologist will perfectly do this job for you, or you can at least subsidize a visit or two to a shrink on the side. An honest, one-on-one talk with each participant where you will praise them for apt steps and subtly mention the points for improvement also has the power of alleviating the pressure, helping them slough off the remorse for missteps, learn their lessons, and move on. Wrapping Up Wrapping Up However, challenging the laser focus on people at a tech-driven company may be, if you seek to steadily come on top of any hurdle impeding your way, paying attention to the well-being of your employees is imperative. Nurturing resilient teams in hi-tech environments requires mitigation of issues’ effects on people's physical and mental health and calls for creating a space where they feel supported and comfortable sharing their experiences, equipping themselves with hands-on knowledge on handling crises, and adapting to changing situations.

Human-centric Crisis Management: Nurturing Resilient Teams in Hi-tech Environments

I recently spoke with Emmanuel Quezada, the Co-Founder & CEO of , where we explored the realm of Web3 and its potential impact on industries beyond its financial roots, spanning entertainment, media, and art. We delved into topics like the intricacies of Web3 IP licensing, challenges hindering widespread adoption, and efforts to democratize Web3 accessibility for diverse user groups and demographics. I hope you enjoy. U-topia To Start, Can You Walk Us Through Your Professional Journey? I stepped into the role of CEO at ATS Corporate back in 2021, a branch of my family office, . It was an exciting time because I was also studying for my Applied Blockchain Diploma in Gold Coast, Australia. During this period, we dove deep into market research, exploring everything from blockchain to crypto and Web3 industries. We pored over hundreds of articles from big names like CoinTelegraph and CoinDesk to understand these industries' challenges and how we could tackle them. ATS Mexico Out of this came U-topia, a project I'm incredibly passionate about as its Co-founder and CEO. It's not just about business; it's about shaking up the entertainment and Web3 industry. We're working hard to ensure crypto and Web3 tech are accessible to anyone aged 13 and above, collaborating with regulators and governments worldwide. Our primary focus is on Gen Z, who comprise 26% of the world's population. And let's not forget about my family's political ties – my brother Daniel Quezada is gearing up to run for President of Mexico in the 2030 elections with his party, Partido Pueblo. Our mission is to ensure everyone, including future generations, can from Web3. benefit Does Web3 bring new challenges and opportunities for Intellectual Property (IP) licensing? Challenges — not really. Nothing specific to IPs. Of course, general issues like low scalability, etc., are there. But that’s only because the underlying technologies are still new. Opportunities, however, are many. Blockchain technology, cryptography, and other Web3 frameworks have significantly broadened the horizon for IP registration, licensing, and transfers. From automated, non-intermediated copyright enforcements to encoded royalties, we can now do things that were unimaginable in the past decade. It’s a really exciting time. What’s stopping Web3 from achieving mass adoption from an IP and entertainment perspective? Accessibility. Web3 still only serves a niche audience of enthusiasts and early adopters. Most existing projects aren’t designed for everyone, everywhere. This can be a feature in some sense, but it doesn’t help with achieving Internet-scale adoption. Kids, for example, often can’t use Web3 due to complex processes, a lack of regulation, security risks, etc. Parents fear their children will be exposed to scams, hacks, and other dangerous activities. And they’ve got good reason to think so. Plus, there’s a general lack of awareness among adults. Most people still think of crypto, and thus Web3, as a tool for frauds and criminals. Another issue plaguing the Web3 landscape is the lack of interoperability. In simpler terms, the assets of one project are often trapped within its confines, limiting their potential. U-topia, however, offers a solution. We are building a bridge, a gateway to other metaverse solutions like Roblox. While other projects like Pixels and Mocaverse also offer interoperability, U-topia’s unique selling point lies in the world-class IPs we leverage to create our products. The negativity stops the masses from exploring promising innovations in Web3 media and entertainment, among other sectors. How does U-topia solve these problems? —that’s our approach. Don’t throw the baby out with the bathwater Children can get addicted to the metaverse. The thrill of making some quick bucks flipping NFTs can get to them. They could lose their parents’ hard-earned money to scams and hacks. But none of this means we should stop upcoming generations from accessing cutting-edge technologies early on. It’ll be a disaster for their progress and society as a whole. So, we offer a safe space where anyone above 13 years can explore Web3. That’s , where we’re . It’s a platform to streamline IP licensing, entertainment, and Web3 education. U-topia building Web3 for every age, every stage We’ve built the world’s first crypto ‘Wallet for Kids’ secured with a multi-account feature. It lets parents oversee their child’s Web3 activity and provide guidance. They can also set spending limitations, etc. That too, is within a fully compliant, safe, and regulated ecosystem. So, on the one hand, we help educate our future generations about technologies that matter. On the other hand, we connect creators and collectors who want to explore the full potential of Web3 IPs. will get access to an integrated ecosystem of rich, engaging, and high-value IPs, both from Web2 and Web3. We’ve combined the best of both worlds. Bandai Namco, Nike, BAYC, and others live together in our U-topian multiverse. U-Pass holders Last but not least, we’re to achieve the speed, flexibility, and cost-efficiency needed for broad adoption. We focus on providing a superior user experience that our community members will love and enjoy. Plus, our platform will be highly sustainable and eco-friendly. building on Solana Some people say NFTs are dead. What’s your response? These people can’t look beyond price action and gross market dynamics. But the technologies we’re building have deeper significance. NFTs, for one, are much more than cool PFPs. They’re a means to establish on-chain property rights, provenance, and ownership. They support highly resilient and flexible IPs. That too, is within functional circular economies. These are novel avenues that’ll take a long way forward. NFTs are here to stay. They are not dying soon. To wrap up, share your best advice for newcomers and projects building in Web3. Explore new technologies. Experiment to your heart’s content. But educate yourself in every way. And, most importantly, always do your research. We’re in a bull cycle and lots of lucrative options will pop up left, right, and center. All of them won’t be real, so make sure you test the waters before diving in. Read the docs, and speak with your friends and peers in the industry. Follow experts. Do whatever it takes to make informed decisions. Remember — if something feels too good to be true, it most likely isn’t.

Creating Resilient & Flexible Web3 IPs — A Discussion With U-topia CEO, Emmanuel Quezada

has revolutionized the development and deployment of modern software systems, offering unprecedented scalability, flexibility, and maintainability. Microservice architecture Despite the fact that microservices are considered a cutting-edge development industry, the term was first used 20 years ago — in 2005, Peter Rogers invented the term "micro-web services" during a presentation on cloud computing. Rogers created a functional model of microservices that has become a reality over time. Using , a powerful and versatile programming language, allows developers to leverage the full potential of microservices. We will briefly review each step and reveal the technical nuances that contribute to the successful implementation of your microservice application. Java Step 1: Define the boundaries of your services The cornerstone of any microservice architecture is clearly defining service boundaries. This critical step involves: Carefully analyzing the business domain Identifying holistic components Defining the interactions between them. Microservices should encapsulate specific business capabilities, ensuring high cohesion and low coupling between modules. Domain-centric design principles, such as bounded contexts and ubiquitous language, provide a solid foundation for defining service boundaries and promote common understanding among stakeholders. In practice, tools such as Domain-Driven Design (DDD) can help model complex domains by helping developers define the aggregates, entities, and value objects that form the building blocks of microservices. Moreover, techniques such as event-storming facilitate collaborative exploration of events and domain business processes, paving the way for a well-defined microservices architecture. Step 2: Select appropriate tools and frameworks Choosing the right tools and frameworks is critical to building the technological foundation of the microservices ecosystem. In the Java ecosystem, several frameworks and libraries offer robust features for building microservices, each with its own strengths and trade-offs. , popular among developers, provides a comprehensive set of tools for rapid development, dependency injection, and integration with various libraries. In addition, frameworks such as and offer lightweight, cloud-native alternatives optimized for microservice deployments. Spring Boot Micronaut Quarkus technologies such as Docker and Kubernetes play a key role in creating scalable and resilient microservice architectures. Containerization Docker containers provide lightweight, portable deployment units, and Kubernetes orchestrates containerized applications by automating deployment, scaling, and management tasks. Step 3: Establish cross-service communication Effective communication between microservices is essential for orchestrating complex workflows and ensuring seamless operations. Depending on the nature of the communication and requirements, different communication patterns such as synchronous , asynchronous message queues, and event-driven architectures can be used. RESTful API RESTful APIs serve as the foundation of many microservices architectures, offering a standardized approach to communicating over HTTP. Frameworks such as allow developers to create reactive, non-blocking REST APIs ideal for handling high-performance, real-time workloads. Spring WebFlux For asynchronous communication, message brokers such as and provide reliable message delivery and separate communication between services. Kafka's distributed architecture and fault-tolerant design make it well-suited for event source and stream processing applications. Apache Kafka RabbitMQ Service mesh technologies such as and provide a layer of abstraction for managing interactions between services, addressing tasks such as service discovery, load balancing, and traffic routing. By shifting these responsibilities to individual microservices, service grids simplify development and operation while improving reliability and observability. Istio Linkerd Step 4: Ensure scalability and fault tolerance Scalability and fault tolerance are critical aspects in designing microservice architectures that can handle diverse workloads and maintain high availability. Horizontal scalability, achieved through containerization and orchestration, allows microservices to dynamically expand in response to increasing demand. Fault tolerance mechanisms such as circuit breakers, retries, and revert strategies help mitigate failures and ensure smooth degradation under adverse conditions. Libraries such as and provide robust implementations of these patterns, allowing developers to build resilient microservices that can gracefully withstand failures. Netflix/Hystrix resilience4j Distributed caching using technologies such as or can reduce performance bottlenecks by caching frequently used data closer to the application, reducing latency and improving scalability. In addition, database partitioning technologies allow data to be horizontally shared across multiple nodes, allowing microservices to horizontally scale database access and efficiently handle growing datasets. Redis Memcached Step 5: Continuous Integration and Deployment (CI/CD) Achieving fast and reliable software delivery requires a robust CI/CD pipeline that automates the build, test, and deployment processes. Tools such as , , and provide powerful automation capabilities, allowing developers to frequently integrate code changes and confidently deploy them to production. Jenkins GitLab CI CircleCI Containerization, combined with container registries such as or , provides consistency across environments and simplifies deployment across infrastructures. With Docker, developers can package their applications and dependencies into lightweight, portable containers, enabling seamless deployment across development, test, and production environments. Docker Hub Amazon ECR Deploying microservices in a cloud-native environment such as AWS, Azure, or Google Cloud Platform offers additional benefits in terms of scalability, resiliency, and operational efficiency. Cloud-native services such as provide managed Kubernetes offerings, abstracting away the complexity of infrastructure management and allowing developers to focus on building and deploying microservices. AWS ECS, Azure Kubernetes Service, and Google Kubernetes Engine (GKE) Monitoring and observability are important aspects of operating microservice architectures in production. Tools such as (Elasticsearch, Logstash, Kibana) provide comprehensive visibility into system health, performance metrics, and logs, enabling proactive monitoring, troubleshooting, and optimization. Prometheus and Grafana, and ELK Stack Conclusion In conclusion, building a microservices architecture in Java requires careful consideration of service boundaries, tool selection, interaction patterns, scaling measures, and CI/CD practices. By following these steps and utilizing the right technologies and best practices, developers will be able to build fault-tolerant, scalable, and flexible systems that can meet the demands of modern software development. Microservices, combined with the reliability and versatility of Java, enable organizations to innovate quickly, adapt to changing market conditions, and deliver exceptional value to customers in today's rapidly evolving digital landscape.

How to Build a Resilient Microservice Architecture With Java

In this article, we will take a look at the Erlang ecosystem, focusing on the underlying architecture of Elixir and Erlang, two functional programming languages, and see how they utilize a shared runtime system known as BEAM for code execution To grasp the full potential and innovation behind Erlang and it's crucial to delve into their origins and the principles that guide their development. Elixir, The development of began in the mid-1980s in . At that time, Erlang was designed to provide a better way to "build telephone applications"[1]. It was developed for writing that can run without interruption. Erlang Ericsson's laboratory concurrent programs What makes Erlang exceptionally , as well as , is its process-based approach. These processes do not share memory and can communicate with each other using asynchronous messages. Processes can also restart each other, which allows for easy system recovery in case of errors. These processes belong to the programming language rather than the operating system. In addition to sending and receiving messages and commands among themselves, they can also send them outside the kernel, allowing the system to scale by adding more processing units. Erlang also has a mechanism for changing code within the program without stopping its execution called . concurrent and scalable fault-tolerant hot code swapping is a dynamic created for building and , with prominent applications in , , and development[2]. It was created by José Valim in 2011 to offer a solution to common concurrency issues in programming that he faced during the time he worked as a Ruby/Rails developer[3]. At the same time, the intention was to achieve the competitive robustness of Erlang. Therefore, Elixir was developed based on the Erlang Virtual Machine (BEAM), inheriting Erlang's capabilities for creating resilient, distributed applications. The interoperability of Elixir and Erlang is further facilitated since both languages compile into a common bytecode format, allowing seamless integration and use of libraries from both languages. Elixir functional language scalable maintainable applications communication networks real-time systems web application (ERTS) compiles the original Erlang program code into bytecode, which is then executed on , Erlang's virtual machine. BEAM runs as a single process of the operating system (OS), and unless specified otherwise, the number of threads that this process executes corresponds to the number of OS cores[4]. BEAM does not have any information about system information or OS processes but serves only to execute commands that are written in special registers. All processes implemented within Elixir or Erlang are fully executed by BEAM, on just one OS process. compared to threads and processes of the operating system, which allows for the creation of many such processes where each performs its task, isolated from the rest of the program. BEAM efficiently allocates and manages these lightweight processes through its scheduler threads. in BEAM are designed to dynamically distribute tasks (processes) across available cores, thus optimizing program execution without unnecessary load on a single core. The Erlang Runtime System BEAM These processes are small and lightweight Scheduler threads To wrap up, understanding the architecture that underpins Elixir and Erlang offers fascinating insights into how these languages manage to achieve remarkable levels of concurrency, scalability, and fault tolerance. From Erlang's original design to revolutionize the development of telephone applications to Elixir's creation for enhanced maintainability and scalability in modern applications, both languages demonstrate the power of functional programming in managing complex, distributed systems with ease. References https://www.labouseur.com/courses/erlang/history-of-erlang-armstrong.pdf https://elixir-lang.org https://semaphoreci.com/blog/elixir-creator-jose-valim https://www.erlang.org/blog/a-brief-beam-primer

Inside BEAM: How Elixir and Erlang Leverage a Shared Runtime for Resilient Applications

You can jump to any section of the National Aeronautics Science & Technology Priorities here. Relationship with Essential Government Functions Essential Government Functions align with and complement the societal dimensions and cross-cutting enablers established in the Grand Pathways Framework. In the Grand Pathways Framework, are actions or services that use cross-cutting enablers to support and deliver one or more societal dimensions. For example, community trust in its governance depends on execution of safe, secure elections, which in turn require secure cyberinfrastructure. Healthy populations require the ability of people to access necessary medical providers and services, which in turn requires the availability of educated and trained practitioners and the production and transport of essential medical supplies. key functions Some key functions have been identified as so vital to the national interest and national security that they have been formally designated and are used to assign and direct responsibility for Federal actions, some in steady-state settings while others are associated with significant incidents (Figure 2 and Appendix A): • National Essential Functions (NEFs), Mission Essential Functions (MEFs), and Primary Mission Essential Functions (PMEFs) (Appendix 1): NEFs are the critical responsibilities of the Federal Government in sustaining the Nation. MEFs and PMEFs ensure that each Federal department and agency implements key functions required to ensure continued performance of the NEFs. • National Critical Functions (NCFs): NCFs apply to the private sector and all levels of government and are vital key functions that, if disrupted, weaken national security. • Emergency Support Functions (ESFs) and Recovery Support Functions (RSFs): ESFs are used to focus Federal response and coordination with non-Federal partners, and RSFs serve similar key functions during recovery. • Community lifelines: Community lifelines establish a unity of effort between governments at all levels and non-governmental organizations (such as infrastructure owners and operators) to sustain the most fundamental services in the community that, when stabilized, enable all other aspects of society to function. These function sets are principally used to drive contingency and continuity planning and in incident response, which tends to focus on preparedness, response, and recovery for specified shocks. While presented at the national level, communities benefit from an understanding of these functions. Other function sets like lifelines are familiar and relevant to local communities, particularly those frequently affected by natural disasters, and can be used beyond a specific incident to provide indicators of service delivery outside of an incident (e.g., power and water lifelines). and use them to document the key building blocks (cross-cutting enablers) and any intermediate steps or resources that help them deliver value to the community (societal outcomes) in both steady-state (day-to-day) and in disruptive incidents. Breaking down outcomes using key functions and cross-cutting enablers allows users to discover common elements (e.g., one enabler that is vital to multiple key functions or outcomes) and key interdependencies. Such elements can emerge as priorities for study (i.e., new science), risk or vulnerability assessment, risk reduction (i.e., hazard mitigation or other resilience investments), or community engagement. The Grand Pathways Framework is meant to allow users to identify key functions that are relevant to whatever dimensions of resilience they are concerned with, This was originally published in March 2023 on It has been broken-up into bite sized sections, each with unique headlines and AI-generated lead images, in line with the provisions of whitehouse.gov. Creative Commons 3.0.

Hacking Resilient Communities: The Interplay Between Government Functions and Grand Pathways 

You can jump to any section of the National Aeronautics Science & Technology Priorities here. Introduction & Purpose The Resilience Science and Technology Grand Pathways Framework aims to build resilient communities by identifying, aligning, and prioritizing science, technology, and innovation that equitably and justly strengthen multiple dimensions of American society. In recent years, America’s communities have faced unprecedented shocks and stresses due to natural hazards, accidents, and deliberate acts, some occurring in tandem or as cascading disasters. According to the National Oceanic and Atmospheric Administration, in 2021, the United States experienced 20 weather or climate disaster events with losses that exceeded $1 billion each; since 1980, 310 such events occurred.[1] Weather events, like the unusual cold snap in Texas in February 2021[2] , lead to pronounced secondary effects, such as prolonged power losses. Deliberate disruptions, like the Colonial Pipeline ransomware attack that disrupted oil supply chains[3], can have similar widespread impacts. Both of these events occurred while the Nation grappled with the COVID-19 pandemic, the opioid epidemic, and other health crises that have exacerbated pre-existing weaknesses in the built environment as well as social and institutional inequities. Helping individuals, families, and communities recover from these immense challenges while building their resilience to historical, ongoing, and future stressors is a challenge that requires a whole-of community effort, and that includes focusing and harnessing science, technology, and innovation. The Bipartisan Infrastructure Law highlights the need to address these challenges by investing over $50 billion to build the Nation’s resilience to the impacts of climate and extreme weather hazards, and directs investment in billions more in infrastructure that will need to be resilient to both natural and man-made hazards. [4] There are a number of other investments in the Bipartisan Infrastructure Law, as well as the Inflation Reduction Act[5] that, if built with all-hazards resilience and cybersecurity in mind, will significantly enhance the Nation’s resilience to climate change and a wide array of other threats and hazards. Further, the Biden Administration’s commitments to increasing social equity[6] and environmental justice[7] will help remedy persistent inequities that have diminished the resilience of communities. The National Science and Technology Council (NSTC)’s Subcommittee on Resilience Science and Technology (SRST) investigated methodologies and strategies to assist agencies focusing their resources as they make use of the generational investments afforded by the Bipartisan Infrastructure Law[8] and the Inflation Reduction Act.[9] SRST was created in 2019 to address cross-cutting resilience science and technology issues related to all threats and hazards, at all stages of risk management, considering both physical and social science dimensions. SRST is investigating the interdependencies among societal dimensions of resilience (including the key functions and cross-cutting enablers that support them), and identifying the critical gaps that impede resilience. The goal of these investigations is to identify mechanisms, or “grand pathways,” to align current and future resilience science and technology capabilities to address those gaps across multiple disruptions, resources and cross-cutting enablers, key functions, and societal dimensions to assist communities in advancing their own resilience. A sound, single framework will help prioritize investments and ensure that Federal dollars are spent to their best advantage. A resilient community anticipates, avoids, adapts to, withstands, and builds back better in the wake of disruptions. This report outlines the Resilience Science and Technology Grand Pathways Framework, which aims to identify science, technology, and innovation approaches that improve communities’ abilities to anticipate, avoid, adapt to, withstand, and build back better from acute shocks and chronic stresses with the potential to cause disruption or destruction. End users of the Grand Pathways Framework include Federal agencies and their partners, such as planners, policy makers, community leaders, innovators, and others. This effort builds on the Grand Challenges for Disaster Reduction (2005) and follow-on hazard specific implementation plans (2008) published by the NSTC’s Subcommittee on Disaster Reduction.[10] The Grand Challenges provided a 10-year strategy for Federal agencies and external partners and stakeholders to deliver science- and technology-based investments to increase disaster resilience, with efforts aimed at increasing understanding, reducing vulnerability, informing decisions and otherwise promoting risk-wise behaviors. [1] National Oceanic and Atmospheric Administration. 2021. “Billion-Dollar Weather and Climate Disasters.” https://www.ncdc.noaa.gov/billions/ [2] National Oceanic and Atmospheric Administration. 2021. “Valentine's Week Winter Outbreak 2021: Snow, Ice, & Record Cold.” https://www.weather.gov/hgx/2021ValentineStorm [3] Department of Energy. 2021. “Colonial Pipeline Cyber Incident.” https://www.energy.gov/ceser/colonial-pipeline-cyberincident [4] The Executive Office of the President. 2022. “President Biden's Bipartisan Infrastructure Law.” https://www.whitehouse.gov/bipartisan-infrastructure-law/#resilientinfrastucture [5] See, for example, The Executive Office of the President. 2022. “FACT SHEET: Inflation Redduction Act Advances Environmental Justice.” https://www.whitehouse.gov/briefing-room/statements-releases/2022/08/17/fact-sheetinflation-reduction-act-advances-environmental-justice/ [6] The Executive Office of the President. 2021. “Executive Order on Advancing Racial Equity and Support for Underserved Communities Through the Federal Government.” https://www.whitehouse.gov/briefing-room/presidentialactions/2021/01/20/executive-order-advancing-racial-equity-and-support-for-underserved-communities-through-thefederal-government/ [7] The Executive Office of the President. 2021. “Executive Order on Tackling the Climate Crisis at Home and Abroad.” https://www.whitehouse.gov/briefing-room/presidential-actions/2021/01/27/executive-order-on-tackling-the-climatecrisis-at-home-and-abroad/ [8] The Bipartisan Infrastructure Law (P.L. 117-58) is also referred to as the Infrastructure Investment and Jobs Act (IIJA) of 2021, https://www.congress.gov/117/plaws/publ58/PLAW-117publ58.pdf [9] The Inflation Reduction Act is P.L. 117-169, https://www.congress.gov/117/plaws/publ169/PLAW-117publ169.pdf [10] National Science and Technology Council Subcommittee on Disaster Reduction. 2005. “Grand Challenges for Disaster Reduction.” https://www.sdr.gov/grandchallenges.html This was originally published in March 2023 on It has been broken-up into bite sized sections, each with unique headlines and AI-generated lead images, in line with the provisions of whitehouse.gov. Creative Commons 3.0.

Anticipate, Adapt, and Build Back Better: The Grand Pathways Framework for Resilient Communities

I recently spoke with Co-Founder & CEO, Mayur Relekar. During our discussion, we explored the current challenges within the Web3 space, focusing on the imperative for solutions that resolve user-centric issues and the necessity to expand Web3's accessibility beyond the crypto-native audience. Arcana Furthermore, we discussed the future of Web3, emphasizing the crucial roles of innovation and industry maturation. Hope you enjoy it! Hello, Mayur. Thanks for joining me in this conversation. Let’s start off with your origin story and how you came up with Arcana. Hey, Dan. It’s my pleasure. Thanks for having me. I have worked in tech for the last 18 years. I am from Bangalore in India which is known as the Silicon Valley of the East. So, after the first few years in Indian “big” tech, I had to startup. It was almost like a rite of passage. I had two startups between 2010 and 2013. One was in the cloud telephony space, and the other was e-commerce. Both didn’t see great success, to be honest, but I learned some invaluable lessons along the way. Most importantly, I learned that I was in love with technology, particularly platforms. I’ve always found it beautiful, almost elegant, that the cost of reproduction of a digital product or service was almost zero, and platforms especially epitomized this. I continued to work in tech, and then fast forward to 2017 which is the year I discovered blockchains and Bitcoin and Ethereum. The technical aspects were all-consuming, but I was completely enamored by the philosophy behind their existence. In what almost this moment of clarity, I knew my life’s work lay here, in this direction. In 2019, after having spent a few years building and voraciously learning about this burgeoning technology, my co-founders, Aravindh and Abhishek, and I decided we ought to build something real in this space. It felt like a calling, felt like it would be a disservice to all the knowledge we’d gained and how we collectively felt about the space if we didn’t do it. So, we took the plunge. Our forte has been to ideate, visualize, and realize products fairly fast. In Q3 of 2019, we built and took to market a PoC of a decentralized storage solution to market. We then realized nobody cared about decentralized storage! But we had built all this tech, so we ended up dogfooding it to build a browser extension that allowed you to send end-to-end encrypted attachments in your email. While doing so, we realized that a lot of things we did to make this product delightful to users could be generalized. By combining the latest in applied cryptography and our know-how of building useful products, a platform to help people and teams build useful products that could attract the masses was there to be built. That is how Arcana was born. What are some of the existing problems in Web3 preventing widespread adoption? Over the last few years, we saw a lot of products getting built in the Web3 space that are Vitamins, at best. They are nice to have but don’t really solve any problems. A mildly differentiated fork of Uniswap, yet another NFT collection but this time with a frog or apps built “for the culture” are valiant attempts, but we need to get past this. We need to build Painkillers. We need to build apps that solve real user problems and many of them. Another problem I’ve noticed is many of us in Web3 build only for crypto natives. As long as it’s something novel, then great, but if we want adoption, we have to start to look at all user personas that qualify as being internet savvy. If you talk to such users, for example, gamers, most will tell you that the UX in Web3 just sucks. Downright sucks. Most non-Web3 people entering the space still don’t know how to create a wallet or, more importantly, manage their private keys properly. Not to mention transactions, which often add much more friction due to high gas costs, steep learning curves, unfamiliar processes, etc. Developers face a hard time integrating such features into their applications, mainly due to the absence of a robust and intuitive UX stack. We’re bridging this gap—it’s key to onboarding the next one billion users to Web3. For example, we built , which enabled Web3 platforms (or anyone) to send crypto via email or by using their Twitter ID. It gives a massive adoption boost, besides showcasing the potential of Arcana’s holistic stack. SendIt Since you mentioned SendIt, can you tell us more about it? What other products are you building? Very recently, in an interview with Lex Fridman, Brian Armstrong said “Action produces information. Keep doing stuff”, he further goes on to mention he borrows this line of thinking from a Paul Graham quote where he says “Startups are like sharks, if they stop swimming they die.” SendIT was more or less thought up along these lines where we simply wanted to showcase an app built on top of our SDKs that end users could interact with, and perhaps devs could learn more about the things that can be built with Arcana. Sending crypto to someone is a great way to introduce them to the crypto world. So we thought why not build something where users can do this, but the flow would not involve newbies figuring out what wallets are or having to deal with seed phrases? Can we make a PayPal for crypto where users can send crypto to an email ID? That was the genesis, and we set ourselves up with a lofty goal of getting 50k users in 2 months. We got 50k users in 6 days, 100k in 12 days. Today, we have upwards of 500k users who have performed around 1.5M transactions in 2 months! By launching SendIT, we not only ended up building a Web3 consumer app with insane traction but also learned so much about our backend, all our metrics on our other products, our socials, and our docs, all of them shot up. So I’d say what Brian Armstrong said is 100% true and something we will vehemently abide by in the future. Speaking of the future, we have some very exciting stuff brewing in the Arcana kitchen. We are soon to be launching our Gasless SDK in partnership with Biconomy, we have an NFT checkout feature coming soon, we have our app chain going live with its test net, and so much more… To wrap things up, please tell us where you see Web3 in the next five to ten years. The eternal optimist in me believes the future will all be frogs, llamas, flying unicorns, and rainbows. But the pragmatist in me feels like we are at an inflection point. On one side, we have a deep bear market amplified by geo-political unrest + grim macroeconomic outlooks, and on the other side, you have an industry that has seen many projects die and smart, talented people leave for greener pastures or jail! All the ingredients for the perfect underdog story where the handful of high integrity, hardworking teams have to answer the call to really innovate. Innovation that leads to adoption. There are clear signs that we, as an industry, are becoming more mature. Echo-chambers are being rejected, and product lead teams are coming to the fore, placing the users and their needs first and then starting to build products that address those needs. Idealism is being rejected with acceptable trade-offs being made with usability and user experiences taking center stage. These are strong foundations to build on top of and attract builders and users alike. Money will follow.

Making Web3 Resilient & User-Friendly With Mayur Relekar

The recent geopolitical tensions stemming from the Hamas attack on Israel triggered a notable downturn in global markets over the weekend. Nonetheless, despite these persistent high tensions, U.S. stocks have impressively managed to rebound, with the three major indices, S&P 500, Dow Jones, and Nasdaq Composite all posting modest gains since the week's outset. To add to it, September’s Producer Price Index (PPI) a 0.5% increase, surpassing the expected 0.3%. Remarkably, the markets appear to have largely shrugged off this increase, with the S&P posting an impressive 2.48% gain over the past five days. reported No Crypto Party Just Yet But while this resilience offers a brief respite for the equities market, it doesn't necessarily indicate that risk-on assets like will rally significantly anytime soon. crypto The crypto markets continue to chop around with no clear direction while hopeful investors jump to the next big thing, only for it to decline again once they start to take profit. The root cause? There are very limited capital inflows to the crypto economy, and as a result, most of the moves are more probable to be internal rotations rather than caused by inflow. For now, exercising caution for anything crypto remains the course of action I can prescribe. I’m not a big believer that the ongoing geopolitical uncertainty and the contrasting economic data will necessarily provide any big blowbacks to crypto in the near future. I continue to believe that the cycle bottom has probably been set for BTC, and for every week passing without a new low, that notion is strengthened. Bitcoin's Battle to Maintain Support Levels Bitcoin is currently struggling to hold above the $27,000 level; the price of one BTC is down 3.1% over the past week, currently trading at $26,700. However, amid the reduced market activity, it is interesting to observe is that long-term investors are aggressively stacking sats, with the latest data from Glassnode that HODLers currently hold over 76% of the circulating BTC supply. revealing Even more intriguing is the rate at which this group of BTC investors is accumulating 50,000 BTC per month, which translates to around $1.35 billion as per the current prices. Notably, the increasing interest in stacking BTC is not confined to the crypto community. Hedge fund tycoon Paul Tudor Jones earlier this week that, in light of mounting geopolitical risks and the increasing levels of U.S. government debt, Bitcoin and Gold are emerging as attractive options. expressed Noteworthy Mentions Crypto Taxation Landscape: A Global Perspective Crypto tax policies are dynamic across the world. In our latest article, we highlight some of the advanced crypto tax jurisdictions and tax haven countries’ frameworks. This is a living article that will evolve over time, and the information found is with a high abstraction level. Read full article . here Industry Shakers JPMorgan debuts tokenization platform JPMorgan has officially launched its in-house blockchain-based tokenization app, the Tokenized Collateral Network (TCN), and executed its inaugural trade with asset management giant BlackRock. At the core, TCN allows investors to use assets as collateral by transferring ownership through blockchain, simplifying collateral transactions. It is also worth noting that the tokenization of (RWAs) is currently getting a lot of traction both in crypto and traditional finance. Real World Assets Zimbabwe turns gold-backed digital token into payment method The Reserve Bank of Zimbabwe (RBZ) has unveiled Zimbabwe Gold (ZiG), a gold-backed digital payment token. This project was initiated in April 2023, with each digital token being backed by a specific quantity of gold stored in the bank's reserves. The new ZiG token is set to encourage local investors to invest in national assets rather than US dollars, a big hurdle in a country grappling with triple-digit inflation. FCA issues warning to unregistered crypto firms The Financial Conduct Authority (FCA) in the United Kingdom issued a warning this week to 146 cryptocurrency companies, enforcing the new promotional regulations mandating registration with the FCA. This move, marking the first warning under the updated rules, is part of the FCA's ongoing efforts to combat illicit financial promotions aimed at UK consumers. Alongside the warning, the FCA published a list of non-compliant entities, including KuCoin and Huobi, among others. Also published . here

ResilientX

resilientx.com

11-50 employees

Since 2022

COMPANY RANKING

RESILIENTX

EVERGREEN INDEX #9141

ResilientX WIKI

Apply to get your Tech Company News Page live on HackerNoon.com today!

ResilientX

resilientx.com

11-50 employees

Since 2022

COMPANY RANKING

RESILIENTX

EVERGREEN INDEX #9141

RELATED COMPANIESRANK

STORIES ABOUT RESILIENTX

ResilientX WIKI

Apply to get your Tech Company News Page live on HackerNoon.com today!