At smallcase, we are on a mission to change how Indians invest by building the defining company for investment products in India We are not just building a business - we are making a long-lasting impact both in the wealth &amp; assets landscape with our unique technology &amp; ... Read more

Working at smallcase | Glassdoor

Company information, business information, directors/partners details and director/partners contact information of SMALLCASE TECHNOLOGIES PRIVATE LIMITED

SMALLCASE TECHNOLOGIES PRIVATE LIMITED - Company, directors and ...

What happens when you invest? You can view and invest in smallcases ... ... Companies that have been consistently increasing dividends. Extra goodness ...

smallcases on Moneycontrol - Invest in curated stock & ETF baskets ...

smallcase is a fintech company building a trusted financial ecosystem with advisors, brokers and other market participants for the investor. Our products are used everyday across the Indian capital markets landscape by the most respected brands to provide delightful customer experiences.Look into the smallcase ...

smallcase | Stock & ETF portfolios by investment experts

Ltd., said, “smallcase is on a mission to change how India invests by partnering with investors, advisors, brokers, and other market participants who are open to game-changing innovation. Partnering with a comprehensive asset management company like Estee Advisors, with their strong track ...

Smallcase, Gulaq partner to launch algorithm-based investment ...

smallcase | 89,034 followers on LinkedIn. Changing how India invests. | smallcase is a new way to invest in the stock markets. Get started at smallcase.com We are a financial technology company, focused on democratizing equity investing, started in 2015 and are based out of Bangalore.

smallcase | LinkedIn

An Amazon spokesperson said the company invested in Smallcase through its $250 million venture fund. “As part of this Fund, we are excited to partner with smallcase in their journey to offer innovative consumer investment products. By increasing product selection and convenience, this will ...

Amazon backs Indian wealth management service Smallcase in $40 ...

Company profile page for Smallcase Technologies Pvt Ltd including stock price, company news, executives, board members, and contact information

Smallcase Technologies Pvt Ltd - Company Profile and News - Bloomberg ...

Bengaluru: Capital markets infrastructure startup smallcase on Monday said it has raised $14 million as part of its Series B financing round led by DSP Group along with existing investors Sequoia Capital India, Blume Ventures, Beenext and WEH Ventures. This round also saw participation from Arkam Ventures (previously Unitary Helion), Utpal Sheth, CEO at Rare Enterprises, which is owned by billionaire investor, Rakesh Jhunjhunwala and Kunal Shah, founder, CRED. According to the company...

smallcase raises $14 million from DSP Group, others | Mint

Some of the major stocks in the smallcase are ICICI Prudential Life Insurance Company, ICICI Lombard General Insurance Company, SBI Life Insurance Company among others. As on May 10, the minimum amount required to invest in this smallcase is Rs 7,051.

Top 10 best performing smallcases of last month

smallcase

I have been writing code professionally for more than five years now. For the first four years, I never cared about the size of my pull requests (PRs). However, in the last year, I transitioned from submitting massive PRs with thousands of lines of changes to breaking them down into smaller, more manageable ones. The benefits of this shift have been immense, and in this blog, I’ll share those advantages. According to GitHub, a pull request is: A pull request is a proposal to merge a set of changes from one branch into another. In a pull request, collaborators can review and discuss the proposed set of changes before they integrate the changes into the main codebase. Essentially, a pull request is a way of collaborating; we should do everything possible to enhance this collaboration. One effective method to improve this collaboration is to keep PRs small. There is no universal definition to differentiate between a small and a large PR. Relying solely on the number of lines changed is insufficient, as auto-generated code and tests can inflate line counts. When I refer to small PRs in this article, I mean dividing a larger PR into multiple smaller, logically coherent PRs. Each smaller PR should be standalone, mergeable, and deployable. I do not advocate artificial splitting like splitting a PR into two, one containing all the code and another with just the tests, as this approach fails to yield any benefits I share below. Efficient Reviews: Ask a programmer to review 10 lines of code, he’ll find 10 issues. Ask him to do 500 lines and he’ll say it looks good. While humorous, this quote carries truth. Everyone is busy with their own work, and when you ask someone to review a PR, you are essentially requesting their time. Reviewing a PR requires the reviewer to switch context from their own work, and if the review takes a considerable amount of time, it can be challenging for them to return back to their work, potentially affecting their motivation and commitment to the review. Smaller PRs, which only take about 20–30 minutes to review, are much easier to tackle compared to those that can take 2–3 hours. Plus, larger PRs often lead to oversights because our attention spans can only handle so much, and jumping between lots of changes in a single PR can be confusing. From my experience, smaller PRs tend to get better feedback and lead to more meaningful design conversations. Faster Reviews: At this point, I’m thinking of adding my PR to my will in case it’s still in review after I’m gone. Longer PRs require a significant time commitment from reviewers, making them less likely to get attention — especially if they’re not tied to high-impact features. Small PRs on the other hand are reviewed quickly, as they demand less of the reviewer’s time and are less intrusive. This speed of reviews can be crucial for meeting project deadlines; I’ve seen projects getting delayed because senior reviewers couldn’t allocate time for massive PRs (though this can happen with small PRs, the risk is inherently higher with large ones). Lesser Rework: Reworking a big PR after design changes is like rearranging deck chairs on a ship you just finished building… and then sinking it. We have all experienced situations where someone realizes during PR review that a different design would have been more maintainable and future-proof, and we need to spend additional time reworking the PR based on the new design (not to say that they were completely on board with the design that was initially implemented :p). This is very natural because sometimes things become clearer once you see them written in code, and you start noticing aspects you might have missed during the design phase. With large PRs, this can be a significant issue because you have to rework a lot of elements, but with smaller PRs, it is easier to make changes. More importantly, there is a lower chance of rework because reviewers are more likely to identify issues early on and address them in the initial PRs, allowing subsequent PRs to be based on the new designs. Better Testing: Smaller PRs also benefit you as the author of the PR. They help in testing smaller changes incrementally rather than testing the whole project in one go. Testing smaller changes results in more exhaustive testing of each component of the system, thus leading to fewer production bugs. This applies to both automated tests and manual testing performed by you or dedicated QA engineers. Moreover, smaller PRs reduce the likelihood of missed test cases, as you can focus on a limited scope rather than the entire system. Writing tests? That sounds like Future Me’s problem. I have seen developers (including myself in the past) hesitate to write automation tests due to the perceived time investment without immediate, “visible” value to the feature/product. Smaller PRs reduce this friction by limiting the number of tests required and the time spent writing them. Easier Debugging: No matter how thorough your testing is, production bugs will happen! Being able to debug a bug in production is crucial since production bugs directly impact users, the business, or both. With large PRs, the surface area of change is also large, making it time-consuming and difficult to find the root cause of issues. On the other hand, smaller PRs contain less code and thus make debugging much faster. Debugging small changes is like finding a typo; debugging big changes is like proofreading an encyclopedia. Phased Feature Deployment: Last but not least, smaller PRs are also helpful to your product manager and users. By using small PRs, you can continuously push parts of the system to production, which helps in obtaining early feedback from users and allows for early course corrections if needed. Skipping early feedback is like cooking a five-course meal without tasting anything — you’re just hoping it’s not a disaster. The benefits of small PRs are numerous, and the points outlined above are among the most impactful I’ve experienced personally. If you have encountered other advantages of small PRs or challenges with larger ones that I haven’t covered, do comment with your insights. I hope this article motivates you to embrace smaller PRs. If you’re already on board, I hope it reinforces the value of this practice. Thanks for reading, until next time, keep coding and stay curious! I have been writing code professionally for more than five years now. For the first four years, I never cared about the size of my pull requests (PRs). However, in the last year, I transitioned from submitting massive PRs with thousands of lines of changes to breaking them down into smaller, more manageable ones. The benefits of this shift have been immense, and in this blog, I’ll share those advantages. According to GitHub , a pull request is: GitHub A pull request is a proposal to merge a set of changes from one branch into another. In a pull request, collaborators can review and discuss the proposed set of changes before they integrate the changes into the main codebase. A pull request is a proposal to merge a set of changes from one branch into another. In a pull request, collaborators can review and discuss the proposed set of changes before they integrate the changes into the main codebase. A pull request is a proposal to merge a set of changes from one branch into another. In a pull request, collaborators can review and discuss the proposed set of changes before they integrate the changes into the main codebase. Essentially, a pull request is a way of collaborating; we should do everything possible to enhance this collaboration. One effective method to improve this collaboration is to keep PRs small. There is no universal definition to differentiate between a small and a large PR. Relying solely on the number of lines changed is insufficient, as auto-generated code and tests can inflate line counts. When I refer to small PRs in this article, I mean dividing a larger PR into multiple smaller, logically coherent PRs. Each smaller PR should be standalone, mergeable, and deployable. I do not advocate artificial splitting like splitting a PR into two, one containing all the code and another with just the tests, as this approach fails to yield any benefits I share below. Efficient Reviews: Efficient Reviews: Ask a programmer to review 10 lines of code, he’ll find 10 issues. Ask him to do 500 lines and he’ll say it looks good. Ask a programmer to review 10 lines of code, he’ll find 10 issues. Ask him to do 500 lines and he’ll say it looks good. Ask a programmer to review 10 lines of code, he’ll find 10 issues. Ask him to do 500 lines and he’ll say it looks good. While humorous, this quote carries truth. Everyone is busy with their own work, and when you ask someone to review a PR, you are essentially requesting their time. Reviewing a PR requires the reviewer to switch context from their own work, and if the review takes a considerable amount of time, it can be challenging for them to return back to their work, potentially affecting their motivation and commitment to the review. Smaller PRs, which only take about 20–30 minutes to review, are much easier to tackle compared to those that can take 2–3 hours. Plus, larger PRs often lead to oversights because our attention spans can only handle so much, and jumping between lots of changes in a single PR can be confusing. From my experience, smaller PRs tend to get better feedback and lead to more meaningful design conversations. Faster Reviews: Faster Reviews: At this point, I’m thinking of adding my PR to my will in case it’s still in review after I’m gone. At this point, I’m thinking of adding my PR to my will in case it’s still in review after I’m gone. At this point, I’m thinking of adding my PR to my will in case it’s still in review after I’m gone. Longer PRs require a significant time commitment from reviewers, making them less likely to get attention — especially if they’re not tied to high-impact features. Small PRs on the other hand are reviewed quickly, as they demand less of the reviewer’s time and are less intrusive. This speed of reviews can be crucial for meeting project deadlines; I’ve seen projects getting delayed because senior reviewers couldn’t allocate time for massive PRs (though this can happen with small PRs, the risk is inherently higher with large ones). Lesser Rework: Lesser Rework: Reworking a big PR after design changes is like rearranging deck chairs on a ship you just finished building… and then sinking it. Reworking a big PR after design changes is like rearranging deck chairs on a ship you just finished building… and then sinking it. Reworking a big PR after design changes is like rearranging deck chairs on a ship you just finished building… and then sinking it. We have all experienced situations where someone realizes during PR review that a different design would have been more maintainable and future-proof, and we need to spend additional time reworking the PR based on the new design (not to say that they were completely on board with the design that was initially implemented :p). This is very natural because sometimes things become clearer once you see them written in code, and you start noticing aspects you might have missed during the design phase. With large PRs, this can be a significant issue because you have to rework a lot of elements, but with smaller PRs, it is easier to make changes. More importantly, there is a lower chance of rework because reviewers are more likely to identify issues early on and address them in the initial PRs, allowing subsequent PRs to be based on the new designs. Better Testing: Better Testing: Smaller PRs also benefit you as the author of the PR. They help in testing smaller changes incrementally rather than testing the whole project in one go. Testing smaller changes results in more exhaustive testing of each component of the system, thus leading to fewer production bugs. This applies to both automated tests and manual testing performed by you or dedicated QA engineers. Moreover, smaller PRs reduce the likelihood of missed test cases, as you can focus on a limited scope rather than the entire system. Writing tests? That sounds like Future Me’s problem. Writing tests? That sounds like Future Me’s problem. Writing tests? That sounds like Future Me’s problem. I have seen developers (including myself in the past) hesitate to write automation tests due to the perceived time investment without immediate, “visible” value to the feature/product. Smaller PRs reduce this friction by limiting the number of tests required and the time spent writing them. Easier Debugging: Easier Debugging: No matter how thorough your testing is, production bugs will happen! Being able to debug a bug in production is crucial since production bugs directly impact users, the business, or both. With large PRs, the surface area of change is also large, making it time-consuming and difficult to find the root cause of issues. On the other hand, smaller PRs contain less code and thus make debugging much faster. Debugging small changes is like finding a typo; debugging big changes is like proofreading an encyclopedia. Debugging small changes is like finding a typo; debugging big changes is like proofreading an encyclopedia. Debugging small changes is like finding a typo; debugging big changes is like proofreading an encyclopedia. Phased Feature Deployment: Phased Feature Deployment: Last but not least, smaller PRs are also helpful to your product manager and users. By using small PRs, you can continuously push parts of the system to production, which helps in obtaining early feedback from users and allows for early course corrections if needed. Skipping early feedback is like cooking a five-course meal without tasting anything — you’re just hoping it’s not a disaster. Skipping early feedback is like cooking a five-course meal without tasting anything — you’re just hoping it’s not a disaster. Skipping early feedback is like cooking a five-course meal without tasting anything — you’re just hoping it’s not a disaster. The benefits of small PRs are numerous, and the points outlined above are among the most impactful I’ve experienced personally. If you have encountered other advantages of small PRs or challenges with larger ones that I haven’t covered, do comment with your insights. I hope this article motivates you to embrace smaller PRs. If you’re already on board, I hope it reinforces the value of this practice. Thanks for reading, until next time, keep coding and stay curious!

The Big Power of Small Pull Requests: How They Improve Reviews and Speed Up Development

El gran poder de las pequeñas solicitudes de incorporación de cambios: cómo mejoran las revisiones y aceleran el desarrollo

小さなプルリクエストの大きな力: レビューを改善し、開発をスピードアップする方法

Nguya monene ya masengi ya kobenda ya mike: Ndenge nini kobongisaka botali mpe kosala ete bokoli ya mbangu

ພະລັງອັນໃຫຍ່ຫຼວງຂອງການຮ້ອງຂໍດຶງຂະຫນາດນ້ອຍ: ເຮັດແນວໃດພວກເຂົາປັບປຸງການທົບທວນຄືນແລະເລັ່ງການພັດທະນາ

Nelielu pieprasījumu lielais spēks: kā tie uzlabo pārskatus un paātrina attīstību

Ny Hery lehibe amin'ny fangatahan'ny fisintonana kely: ny fomba hanatsarana ny hevitra sy ny fanafainganana ny fampandrosoana

सानो पुल अनुरोधहरूको ठूलो शक्ति: कसरी तिनीहरूले समीक्षाहरू सुधार गर्छन् र विकासलाई गति दिन्छ

Wielka moc małych żądań ściągnięcia: jak usprawniają przeglądy i przyspieszają rozwój

Fuqia e madhe e kërkesave për tërheqje të vogla: Si përmirësojnë rishikimet dhe përshpejtojnë zhvillimin

The Big Power of Small Pull Requests: Hur de förbättrar recensioner och påskyndar utvecklingen

พลังอันยิ่งใหญ่ของคำขอ Pull Request ขนาดเล็ก: วิธีปรับปรุงบทวิจารณ์และเร่งการพัฒนา

小型 Pull 请求的巨大威力：它们如何改善评审并加快开发速度

How to Protect Small and Middle Businesses From Cyberattacks

Anti-Bitcoin: What Does BTC Need to Be to Actually Replace Fiat?

Антыбіткойн: якім павінен быць BTC, каб фактычна замяніць Fiat?

Anti-Bitcoin: què ha de ser BTC per substituir realment Fiat?

Anti-Bitcoin: Co musí BTC být, aby skutečně nahradilo Fiat?

Anti-Bitcoin: ¿Qué necesita ser BTC para realmente reemplazar a Fiat?

אנטי ביטקוין: מה צריך BTC להיות כדי להחליף את פיאט בפועל?

反ビットコイン：BTC が実際に法定通貨に取って代わるためには何が必要なのか？

Анти-Биткойн: Fiat-ды алмаштыруу үчүн BTC эмне болушу керек?

एन्टि-बिटकोइन: वास्तवमा फिएटलाई प्रतिस्थापन गर्न BTC के हुन आवश्यक छ?

Anti-Bitcoin: Ke Eng seo BTC e Swanetšego go ba sona gore Ge e le gabotse e Tšeele Fiat Sebaka?

Anty-Bitcoin: Czym musi być BTC, żeby faktycznie zastąpić walutę fiducjarną?

Anti-Bitcoin: Ano ang Kailangan ng BTC para Tunay na Palitan ang Fiat?

Anti-Bitcoin: BTC'nin Fiat'ın Yerini Alması İçin Ne Olması Gerekiyor?

I Fine-Tuned an LLM With My Telegram Chat History. Here’s What I Learned

আমি আমার টেলিগ্রাম চ্যাট ইতিহাসের সাথে একটি এলএলএম ফাইন-টিউন করেছি। আমি যা শিখেছি তা এখানে

Ich habe einen LLm mit meinem Telegram-Chatverlauf optimiert. Das habe ich gelernt

Ajusté una película con mi historial de chat de Telegram. Esto es lo que aprendí

J'ai affiné un Llm avec mon historique de discussion Telegram. Voici ce que j'ai appris

मैंने अपने टेलीग्राम चैट इतिहास के साथ एक एलएलएम को बेहतर बनाया। यहाँ मैंने क्या सीखा है

私はテレグラムのチャット履歴を使ってLLMを微調整しました。そこで学んだことは次のとおりです

내 텔레그램 채팅 기록으로 Llm을 미세 조정했습니다. 내가 배운 내용은 다음과 같습니다.

Ajustei um Llm com meu histórico de bate-papo do Telegram. Aqui está o que aprendi

Я настроил Llm с помощью истории чата в Telegram. Вот что я узнал

Telegram Sohbet Geçmişimle Bir Llm'ye İnce Ayar Yaptım. İşte Öğrendiklerim

Tôi đã tinh chỉnh Llm bằng lịch sử trò chuyện trên Telegram của mình. Đây là những gì tôi đã học được

我利用 Telegram 聊天记录对 LLM 进行了微调。以下是我学到的东西

All product-led are faced with the development optimization question in one way or another: how to build processes, outsourcing or in-house, how many people to hire, what kind of specialists to hire, and what to do with all this while growing a business. technology companies In practice, managers, founders, and investors ask these questions at every significant stage of project development: who to hire first, what stack to use, how to scale the team and increase productivity, moving from an MVP to a full-fledged market launch, and what to do with the growing payroll expenses. In this article, I will try to provide useful tips for each stage of product development. It is based on my and my colleagues' experiences, including successful and unsuccessful business decisions we made while working in various companies. Starting the project and beginning the development process In general, I see three paths that a founder or CEO can take in the early stages: Outsourcing MVP development Start assembling your in-house team Starting with no code tools How do you make the right decision? The nature of a product will determine your first step. What if a product is not supposed to use new rocket science technologies? For example, suppose you want to introduce a new business model to a specific market niche (XaaS product). Outsource developers will also be able to quickly implement such a project because many of them have been in the industry for a long time and have experience developing standard solutions. If the main value of your product is in technology (all types of AI, IoT, AR/VR/XR, etc., or just an unusual solution), then the no-code option is out because it is impossible to implement technologically complex projects using these tools. Furthermore, if you need an MVP to essentially test a hypothesis to determine whether there is market demand for your product, working with an outsourcing team is probably the best option. If there are market analogs for the product, the likelihood of failure increases, so it is better not to waste primary resources. However, if you are familiar with the market and want to introduce your technologies, it is best to begin forming your team. This will give you more leeway in defining how your product will look from the start. In case you present an outsourced team with a new product idea that significantly alters an MVP during the development process, it will additionally bill you and will demand more time for analysing new requirenments. In this case, your development team will complete the task faster, though introducing new ideas midway will likely prompt team members to roll their eyes. Following that, I will primarily focus on working with an in-house team, with a few exceptions for the cases where an MVP was implemented differently. Forming a team Who should be hired right away? If the product necessitates the use of specific technologies, such as AI, it is critical to find the best professional you can afford in the market. The skills and experience that such a professional will bring to the team, as well as the speed with which they will ensure development, will more than compensate for your salary expenses. The most qualified specialists should be in charge of your cornerstone technologies because these are the professionals who will give you an advantage over your competitors while also innovating. After choosing a technical lead and a stack, you can hire a couple more developers. Again, hiring someone with good experience saves time in the middle of trying to implement solutions that seniors have already implemented multiple times. There is no need to assemble a full-fledged team of , QA engineers, and system analysts right away; if we are building an MVP, team expansion should be gradual. Ensure that developers do not overlook unit tests, as they prevent the project from stalling in later stages of development. There are many testers on the market, and you can find one quickly, which is why you can hire them once the product is usable. DevOps In the development process, there is no need to reinvent the wheel. If your application contains logic that every other product on the market has (notifications, monitoring, billing, etc.), there is a 90% chance that you will find a ready-made SaaS service or Open-Source solution that will cover your needs for a low or no cost. Concentrate on what matters most: creating a solution that distinguishes your product. Later, if necessary, you can implement your specialized notification systems or the same billing. There is no need to construct complex infrastructure. Most major cloud providers' tools enable you to launch containers with code and load balance in a few clicks using serverless solutions, eliminating the need to set up and deal with managed clusters like Kubernetes. At this point, you can invest in simple CI/CD to accelerate the process of delivering code to the cloud. At the very beginning, when you have written 0 lines of code, it is usually pointless to implement Scrum or any Agile approach with sprints. In reality, the initial stages of development require the completion of basic tasks such as deploying the framework, selecting libraries, creating basic entities, and implementing minimal business logic. Such tasks can be difficult to evaluate because the team has no tangible results to be able to evaluate. Establish fundamental domains, entities, and processes for your product with your team, and then create a Kanban board with cards containing these basic tasks and employees assigned to complete them. Most likely, these cards will randomly merge and divide during the work process; there is nothing wrong with that; let the developers structure them in a way that is convenient for them - bureaucracy is not required at this stage. Sprints are useful and convenient; they can be implemented after the developers have laid the groundwork for the future product. At the moment, it’s critical that your small team communicates constantly - there's no documentation, the requirements are vague, and no one knows what kind of system you'll get. Make up for it with daily meetings and timely communication. A small life hack that I've been using successfully for the last four years is to conduct all work communication regarding tasks, emerging problems, technologies, deadlines, and so on in the main team chat. Even if a developer believes there are only two people involved in the task, he should communicate in the main team chat by tagging another person. Direct messaging should only be used to discuss personal matters. This method keeps everyone on the small team up to date on the product's progress. Completing the MVP The closer the team gets to finishing the MVP, the better they understand which product components require more and which require less resources. When the product has its primary functions, it is time to consider QA specialists. Testing during the development process is a necessity, not a luxury; it's not just about potential bugs, but also about product owners having confidence that the team is creating exactly the kind of product they need. Now that developers can be assigned more specific tasks and the system foundation allows them to assess their complexity, it's time to consider development methodology. In my practise, we've always used "near-Scrum" processes because they allow for good planning while also allowing for quick changes in product requirements. You can hire additional performers as needed. For example, if the project involves a server load that is disproportionate to the number of users (complex calculations, processing large amounts of data), use DevOps to begin building a scalable infrastructure. Once the MVP works, carry on with product development So your MVP is up and running and has found a market niche. You're increasing your marketing budget and learning about what your customers want. You must now focus on several things at once: business clients want convenient tools, consumers require engagement mechanisms, and so on. It makes sense to scale the team further for new tasks for each product subsystem separately. For example, one team should deal with your core technology, another with billing, a third with internal tools, and so on. This method allows you to keep small teams with minimal internal bureaucracy while also preventing developers from stepping on each other's toes when working on the same code. It would be preferable to separate the manufacturer team from the producers of subproducts (or services), with separate code. In the case of a marketplace, for example, keep a personal account separate from a storefront. Make the developer who does the most work in the back office the team leader (but only if he wants it), and hire new people in a specific team. If it is possible to assign/hire a separate product manager for a new team, do so; this will allow you to manage backlogs regardless of basic functionality. In general, the rule is as follows: if there are an increasing number of tasks in a specific development area that are difficult to prioritise, form a separate team with its own backlog, priorities, and sprints to complete these tasks. Each team can develop its own internal processes, such as changing the release cycle and task estimation techniques. However, it would be preferable if some general principles were followed everywhere. Simultaneously, it becomes difficult to build communication between teams when one team is tasked with maintaining the work of another. This is where documentation comes in handy. Draw diagrams to describe and support interaction interfaces between services. You can hire a systems analyst or architect to do this as well as act as a mediator in contentious issues. Add in regular cross-team meetings. At MyGig, for example, we hold all-teams big retrospective meetings that allow all participants to voice their opinions, including those on other teams and the systems they control. Create architectural committees where team leaders can discuss technical solutions, overall technical debt, and interaction patterns. Small meetings for synchronization on this project can be added if more than one team is involved in its implementation. Finally, product managers from all teams meet on a regular basis to synchronize backlogs. Develop communication - each individual team operates as a single organism in a 100% single information field, and more bureaucratic procedures involving documentation, described contracts, and so on can be used to interact with other teams. The DevOps team, the analytics team, and the "R&D special forces" are all examples of departments whose resources are used by everyone else. Form them separately and consider them to be service ones. Create a request system that allows everyone to use these service teams' services. Every business is unique Of course, the process I describe may differ in different companies. However, in the three companies where I served as CTO, these general principles enabled the synchronization of three components: product growth, development costs, and the required level of planning flexibility. New products were successfully launched into the market in a short period of time and at a low cost. In contrast, existing ones were allowed to develop more quickly in various directions.

Scaling the Development Team Alongside Business Growth: From the Ground Up to Market Entry

Creating Your Own 3D Shooter Using the React and Three.js Stack — Part 1

প্রতিক্রিয়া এবং Three.js স্ট্যাক ব্যবহার করে আপনার নিজস্ব 3D শ্যুটার তৈরি করা — পার্ট 1

Erstellen Sie Ihren eigenen 3D-Shooter mit dem React- und Three.js-Stack – Teil 1

Creando tu propio shooter 3D usando React y Three.js Stack - Parte 1

Créer votre propre jeu de tir 3D à l'aide de la pile React et Three.js - Partie 1

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On War by Carl Von Clausewitz, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . Arming the Nation Book VI: Chapter XXVI. Arming the Nation A people’s war in civilised Europe is a phenomenon of the nineteenth century. It has its advocates and its opponents: the latter either considering it in a political sense as a revolutionary means, a state of anarchy declared lawful, which is as dangerous as a foreign enemy to social order at home; or on military grounds, conceiving that the result is not commensurate with the expenditure of the nation’s strength. The first point does not concern us here, for we look upon a people’s war merely as a means of fighting, therefore, in its connection with the enemy; but with regard to the latter point, we must observe that a people’s war in general is to be regarded as a consequence of the outburst which the military element in our day has made through its old formal limits; as an expansion and strengthening of the whole fermentation-process which we call war. The requisition system, the immense increase in the size of armies by means of that system, and the general liability to military service, the utilizing militia, are all things which lie in the same direction, if we make the limited military system of former days our starting point; and the levée en masse, or arming of the people, now lies also in the same direction. If the first named of these new aids to war are the natural and necessary consequences of barriers thrown down; and if they have so enormously increased the power of those who first used them, that the enemy has been carried along in the current, and obliged to adopt them likewise, this will be the case also with people-wars. In the generality of cases, the people who make judicious use of this means, will gain a proportionate superiority over those who despise its use. If this be so, then the only question is whether this modern intensification of the military element is, upon the whole, salutary for the interests of humanity or otherwise,—a question which it would be about as easy to answer as the question of war itself—we leave both to philosophers. But the opinion may be advanced, that the resources swallowed up in people’s wars might be more profitably employed, if used in providing other military means; no very deep investigation, however, is necessary to be convinced that these resources are for the most part not disposable, and cannot be utilized in an arbitrary manner at pleasure. One essential part that is the moral element, is not called into existence until this kind of employment for it arises. We therefore do not ask again: how much does the resistance which the whole nation in arms is capable of making, cost that nation? but we ask: what is the effect which such a resistance can produce? What are its conditions, and how is it to be used? It follows from the very nature of the thing that defensive means thus widely dispersed, are not suited to great blows requiring concentrated action in time and space. Its operation, like the process of evaporation in physical nature, is according to the surface. The greater that surface and the greater the contact with the enemy’s army, consequently the more that army spreads itself out, so much the greater will be the effects of arming the nation. Like a slow gradual heat, it destroys the foundations of the enemy’s army. As it requires time to produce its effects, therefore whilst the hostile elements are working on each other, there is a state of tension which either gradually wears out if the people’s war is extinguished at some points, and burns slowly away at others, or leads to a crisis, if the flames of this general conflagration envelop the enemy’s army, and compel it to evacuate the country to save itself from utter destruction. In order that this result should be produced by a national war alone, we must suppose either a surface-extent of the dominions invaded, exceeding that of any country in Europe, except Russia, or suppose a disproportion between the strength of the invading army and the extent of the country, such as never occurs in reality. Therefore, to avoid following a phantom, we must imagine a people-war always in combination, with a war carried on by a regular army, and both carried on according to a plan embracing the operations of the whole. The conditions under which alone the people’s war can become effective are the following— 1. That the war is carried on in the heart of the country. 2. That it cannot be decided by a single catastrophe. 3. That the theatre of war embraces a considerable extent of country. 4. That the national character is favourable to the measure. 5. That the country is of a broken and difficult nature, either from being mountainous, or by reason of woods and marshes, or from the peculiar mode of cultivation in use. Whether the population is dense or otherwise, is of little consequence, as there is less likelihood of a want of men than of anything else. Whether the inhabitants are rich or poor is also a point by no means decisive, at least it should not be; but it must be admitted that a poor population accustomed to hard work and privations usually shows itself more vigorous and better suited for war. One peculiarity of country which greatly favors the action of war carried on by the people, is the scattered sites of the dwellings of the country people, such as is to be found in many parts of Germany. The country is thus more intersected an dcovered; the roads are worse, although more numerous; the lodgement of troops is attended with endless difficulties, but especially that peculiarity repeats itself on a small scale, which a people-war possesses on a great scale, namely that the principle of resistance exists everywhere, but is nowhere tangible. If the inhabitants are collected in villages, the most troublesome have troops quartered on them, or they are plundered as a punishment, and their houses burnt, etc, a system which could not be very easily carried out with a peasant community of Westphalia. National levies and armed peasantry cannot and should not be employed against the main body of the enemy’s army, or even against any considerable corps of the same, they must not attempt to crack the nut, they must only gnaw on the surface and the borders. They should rise in the provinces situated at one of the sides of the theatre of war, and in which the assailant does not appear in force, in order to withdraw these provinces entirely from his influence. Where no enemy is to be found, there is no want of courage to oppose him, and at the example thus given, the mass of the neighboring population gradually takes fire. Thus the fire spreads as it does in heather, and reaching at last that part of the surface of the soil on which the aggressor is based, it seizes his lines of communication and preys upon the vital thread by which his existence is supported. For although we entertain no exaggerated ideas of the omnipotence of a people’s war, such as that it is an inexhaustible, unconquerable element, over which the mere force of an army has as little control as the human will has over the wind or the rain; in short, although our opinion is not founded on flowery ephemeral literature, still we must admit that armed peasants are not to be driven before us in the same way as a body of soldiers who keep together like a herd of cattle, and usually follow their noses. Armed peasants, on the contrary, when broken, disperse in all directions, for which no formal plan is required; through this circumstance, the march of every small body of troops in a mountainous, thickly wooded, or even broken country, becomes a service of a very dangerous character, for at any moment a combat may arise on the march; if in point of fact no armed bodies have even been seen for some time, yet the same peasants already driven off by the head of a column, may at any hour make their appearance in its rear. If it is an object to destroy roads or to block up a defile; the means which outposts or detachments from an army can apply to that purpose, bear about the same relation to those furnished by a body of insurgent peasants, as the action of an automaton does to that of a human being. The enemy has no other means to oppose to the action of national levies except that of detaching numerous parties to furnish escorts for convoys to occupy military stations, defiles, bridges, etc. In proportion as the first efforts of the national levies are small, so the detachments sent out will be weak in numbers, from the repugnance to a great dispersion of forces; it is on these weak bodies that the fire of the national war usually first properly kindles itself, they are overpowered by numbers at some points, courage rises, the love of fighting gains strength, and the intensity of this struggle increases until the crisis approaches which is to decide the issue. According to our idea of a people’s war, it should, like a kind of nebulous vapoury essence, never condense into a solid body; otherwise the enemy sends an adequate force against this core, crushes it, and makes a great many prisoners; their courage sinks; every one thinks the main question is decided, any further effort useless, and the arms fall from the hands of the people. Still, however, on the other hand, it is necessary that this mist should collect at some points into denser masses, and form threatening clouds from which now and again a formidable flash of lightning may burst forth. These points are chiefly on the flanks of the enemy’s theatre of war, as already observed. There the armament of the people should be organised into greater and more systematic bodies, supported by a small force of regular troops, so as to give it the appearance of a regular force and fit it to venture upon enterprises on a larger scale. From these points, the irregular character in the organisation of these bodies should diminish in proportion as they are to be employed more in the direction of the rear of the enemy, where he is exposed to their hardest blows. These better organised masses, are for the purpose of falling upon the larger garrisons which the enemy leaves behind him. Besides, they serve to create a feeling of uneasiness and dread, and increase the moral impression of the whole, without them the total action would be wanting in force, and the situation of the enemy upon the whole would not be made sufficiently uncomfortable. The easiest way for a general to produce this more effective form of a national armament, is to support the movement by small detachments sent from the army. Without the support of a few regular troops as an encouragement, the inhabitants generally want an impulse, and the confidence to take up arms. The stronger these detachments are, the greater will be their power of attraction, the greater will be the avalanche which is to fall down. But this has its limits; partly, first, because it would be detrimental to the army to cut it up into detachments, for this secondary object to dissolve it, as it were, into a body of irregulars, and form with it in all directions a weak defensive line, by which we may be sure both the regular army and national levies alike would become completely ruined; partly, secondly, because experience seems to tell us that when there are too many regular troops in a district, the people-war loses in vigour and efficacy; the causes of this are in the first place, that too many of the enemy’s troops are thus drawn into the district, and, in the second place, that the inhabitants then rely on their own regular troops, and, thirdly, because the presence of such large bodies of troops makes too great demands on the powers of the people in other ways, that is, in providing quarters, transport, contributions, etc., etc. Another means of preventing any serious reaction on the part of the enemy against this popular movement constitutes, at the same time, a leading principle in the method of using such levies; this is, that as a rule, with this great strategic means of defence, a tactical defence should seldom or ever take place. The character of a combat with national levies is the same as that of all combats of masses of troops of an inferior quality, great impetuosity and fiery ardour at the commencement, but little coolness or tenacity if the combat is prolonged. Further, the defeat and dispersion of a body of national levies is of no material consequence, as they lay their account with that, but a body of this description must not be broken up by losses in killed, wounded, and prisoners; a defeat of that kind would soon cool their ardour. But both these peculiarities are entirely opposed to the nature of a tactical defensive. In the defensive combat a persistent slow systematic action is required, and great risks must be run; a mere attempt, from which we can desist as soon as we please, can never lead to results in the defensive. If, therefore, the national levies are entrusted with the defence of any particular portion of territory, care must be taken that the measure does not lead to a regular great defensive combat; for if the circumstances were ever so favourable to them, they would be sure to be defeated. They may, and should, therefore, defend the approaches to mountains, dykes, over marshes, river-passages, as long as possible; but when once they are broken, they should rather disperse, and continue their defence by sudden attacks, than concentrate and allow themselves to be shut up in some narrow last refuge in a regular defensive position.—However brave a nation may be, however warlike its habits, however intense its hatred of the enemy, however favourable the nature of the country, it is an undeniable fact that a people’s war cannot be kept up in an atmosphere too full of danger. If, therefore, its combustible material is to be fanned by any means into a considerable flame it must be at remote points where there is more air, and where it cannot be extinguished by one great blow. After these reflections, which are more of the nature of subjective impressions than an objective analysis, because the subject is one as yet of rare occurrence generally, and has been but imperfectly treated of by those who have had actual experience for any length of time, we have only to add that the strategic plan of defence can include in itself the cooperation of a general arming of the people in two different ways, that is, either as a last resource after a lost battle, or as a natural assistance before a decisive battle has been fought. The latter case supposes a retreat into the interior of the country, and that indirect kind of reaction of which we have treated in the eighth and twenty-fourth chapters of this book. We have, therefore, here only to say a few words on the mission of the national levies after a battle has been lost. No State should believe its fate, that is, its entire existence, to be dependent upon one battle, let it be even the most decisive. If it is beaten, the calling forth fresh power, and the natural weakening which every offensive undergoes with time, may bring about a turn of fortune, or assistance may come from abroad. No such urgent haste to die is needed yet; and as by instinct the drowning man catches at a straw, so in the natural course of the moral world a people should try the last means of deliverance when it sees itself hurried along to the brink of an abyss. However small and weak a State may be in comparison to its enemy, if it foregoes a last supreme effort, we must say there is no longer any soul left in it. This does not exclude the possibility of saving itself from complete destruction by the purchase of peace at a sacrifice; but neither does such an aim on its part do away with the utility of fresh measures for defence; they will neither make peace more difficult nor more onerous, but easier and better. They are still more necessary if there is an expectation of assistance from those who are interested in maintaining our political existence. Any government, therefore, which, after the loss of a great battle, only thinks how it may speedily place the nation in the lap of peace, and unmanned by the feeling of great hopes disappointed, no longer feels in itself the courage or the desire to stimulate to the utmost every element of force, completely stultifies itself in such case through weakness, and shows itself unworthy of victory, and, perhaps, just on that account, was incapable of gaining one. However decisive, therefore, the overthrow may be which is experienced by a State, still by a retreat of the army into the interior, the efficacy of its fortresses and an arming of the people may be brought into use. In connection with this it is advantageous if the flank of the principal theatre of war is fenced in by mountains, or otherwise very difficult tracts of country, which stand forth as bastions, the strategic enfilade of which is to check the enemy’s progress. If the victorious enemy is engaged in siege works, if he has left strong garrisons behind him everywhere to secure his communications, or detached corps to make himself elbow-room, and to keep the adjacent provinces in subjection, if he is already weakened by his various losses in active means and material of war, then the moment is arrived when the defensive army should again enter the lists, and by a well-directed blow make the assailant stagger in his disadvantageous position. About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Carl von Clausewitz (2006). On War. Urbana, Illinois: Project Gutenberg. Retrieved https://www.gutenberg.org/cache/epub/1946/pg1946-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html .

Arming the Nation

THE SPIDERS’ EXODUS

THE MOVEMENTS OF THE TENTACLES FROM THE CONTACT OF SOLID BODIES

The has been present for a while, and security experts have fought it substantially. They have provided on individuals and enterprises. However, the techniques of malicious actors are also evolving at the same pace to continue causing damage. ransomware attack methods to decrease the prevalence of this attack In 2019, the world experienced a new method of a ransomware attack- Double extortion. The attack, which was by a malicious group- , targeted Allied Universal, a security company. 10% of stolen data from the security company was later made public as a warning from the threat actors for noncompliance. Maze group also demanded $3.5 million as ransom, or they would leak the remaining 90% of data. The Maze 2020 Also saw malicious groups like the REvil, Ragnar-locker, and Lock bit joining the Maze to participate in successful and devastating exploitation of enterprises. Already, more than have fallen victim to this tactic, which cost about and is projected to cost $265 billion by 2031. One of the companies was Cognizant, a large IT service provider. The company lost about 70 million US dollars to , one of the most lethal in history. 1200 enterprises $20 billion in 2021 the attack What Is Double Extortion Ransomware Attack In a Double extortion ransomware attack, malicious actors gain unauthorized access to a network to extract and encrypt data in the hope of a ransom payment. Contrary to the mere ransomware attack, this method decreases the effect of backed-up data. Attackers now leverage the extracted data to pressure victims. They can go as far as publishing the data or selling to a competitor should the victim refuse to comply. Double extortion with unforgivable results when successfully executed. Victims either face financial loss to threat actors or compliance and public defacement. In 2022, this attack procedure is still on the rise. According to the , the health care sector saw an increase of double extortion by 650%, while the food service by 450%. Also, other sectors are vulnerable to this attack, and the toll keeps going high with the involvement of RAAS. Zscaler Threatlabz report How Does Double Extortion Ransomware Attack Work Double extortion ransomware attack starts as a passive attack that turns into a devastating active attack like Encryption of data, and DDOS. The sequence of these attacks starts with a process where the attacker has to gain access to the company’s system through any attack vectors. The attack vectors can be social engineering or programming, which include phishing, brute force on Remote desktop servers, malware, vulnerabilities exploitations, etc. After the actor gains access to the system, he conducts a reconnaissance attack through lateral movement. At this stage, it is still a passive attack because the actor is masquerading as the original user to escape detection and gain valuable information for their potential attack. When the malicious actor has gathered valuable data, he exfiltrates the data and deploys the malicious code, which encrypts the data. Impact Of Double Extortion Ransomware Attack on Enterprises Group IB, in their report, , stated that double extortion ransomware attack had about 935% increment in damages. The impact of these damages on affected companies can be huge, depending on their size. More so, the time frame for recovery of these enterprises depends on how quickly they respond and the depth of the attack. Hitech crime trend 2021/2022 Brand Defacement Enterprises risk brand defacement because of data leakages and DDOS. Travelex, a travel agency, saw its reputation go down the drain in the on new year's eve of 2019. REvil attack After disrupting their services, which left customers stranded, REvil also threatened to publish exfiltrated data if the company refused to pay the ransom. The double extortion ransomware attack here was devasting because even if Travelex complied to restore services and prevent data leakages, the breach of confidentiality and DDOS damaged their reputation. Loss of funds Enterprises depend on backed-up data to avoid losing lots of funds to ransomware events. Nevertheless, the chances that this is still very effective are low in the case of double extortion. Attackers now leverage exfiltrated data; hacked companies will be required to pay the ransom, worth millions of dollars, or get their sensitive information leaked in the public domain. With valuable data of these firms exposed to the public, they can accrue heavy compliance fines, as was with . Equifax in 2017 More so, enterprises that are unyielding to the demands risk losing the value of their stock when they are short-sold. According to the FBI’s cyber division advisory- , this method was introduced in 2020 by a Revil Ransomware member in a hacking forum. And Attackers are relentlessly using this means to facilitate extortion. Hence, organizations are bound to lose huge funds once they experience this form of attack. Private industry notification Vulnerability Of Third-Party Associates Since attackers have complete access to an enterprise network, they can escalate their access to partners and consumer data. With this, threat actors can exfiltrate these data and demand ransom from partners or consumers. An example of this event was in the case of Patients whose data were accessed needed to pay a ransom. Another was the event where to pay up a 50millon dollars ransom. It was difficult for Apple because of the compromise of their valuable information with Quanta Computer Inc. the Vastaamo hackers- REvil alerted Apple Inc. Prevalence Of Double Extortion Ransomware Attacks The usage of the Double extortion method has tripled because of how successful it has been. records about a 106% spike in data exfiltration, and a 60% success rate for attackers in 2022. The odds are tilting to favor malicious actors and no enterprise is free from being hacked or hacked again. Titaniam Ransomware research report, Loss Of Valuable Staff The nefarious effect of this incident can ensure that an enterprise loses most of its valuable staff. According to the 2022 , 40% of enterprises lost their staff because they were sacked or resigned after an attack. Cybereason Ransomware report Some small and big enterprises lose their employees because they cannot afford wages after a significant loss of funds. In some scenarios, the high loss of funds is because the attackers demanded double ransom. On the other hand, it can happen because their stocks sink after exposure to significant information on platforms like NASDAQ. Mitigating Double Extortion Ransomware Attack With double extortion ransomware attacks on the rise, you do not have to wait until post-attack before taking action. Proactiveness is the best way to combat this attack. While it might not eliminate the chances of infiltrating an enterprise, it minimizes the chances. Also, it minimizes loss in case of breaching. Apply Zero Trust Policy Enterprises let individuals gain privileged access to their network, even to the most sensitive areas. When this happens, they put architecture in a vulnerable spot for a ransomware attack. Enterprises must practice a zero-trust policy by restricting access to their network. They must see all elements in their network, including insiders, as a probable threat. There should be compulsory authentication of elements before granting access. Another recommendation is to create a network segmentation for all granted access. This practice will limit the spread of malware. Encrypt Data The pressure point for malicious actors who use this string of attacks is that they have exfiltrated your data and can publish it if you refuse to pay a ransom. However, enterprises can be one step ahead by encrypting their data from the start. By encrypting your data, you have denied the malicious actor access to your data, hence, reducing his bargaining power. The threat actor can no longer threaten with data leakages; the worst he can do is to double encrypt your data. Offline Back-Up Double extortion has made Offline backup appear as a less efficient option to mitigate malicious actions. Nonetheless, offline backup can save your company from damages if you practice data encryption. This way, even when the attackers double encrypt your data, you can fall back to the backed-up data offline. Employee Education The emergence of covid 19 saw the rate of remote jobs skyrocket. More employees can now access sensitive networks through an external router. While this development makes life easier for workers, it creates more vulnerabilities for their employers. Attackers leverage the ignorance of some employees for their exploits. Even employees can be an unintentional threat; nonetheless, this can be averted with sensitization. The recommendation is for enterprises to intensify internal awareness of ransomware attacks and the implications. Evaluate Your Network and Patch Vulnerabilities Enterprises assess loopholes in their network in two ways, depending on the size of their infrastructure. They can conduct a vulnerability assessment or simulation by a pen tester. With this, they can spot any security gap and misconfiguration that make a potential attack easy. It is also critical to quickly patch up all vulnerabilities and conduct necessary security updates, or all effort is futile, as it was in the case of Travelex. Before the REvil attack, Kevin Beaumount, a security researcher, stated that since August 2019. However, Travelex was reluctant to patch it up, hence their downfall. s vulnerabilities were found in some organizations’ network Monitoring Data Log Enterprises can observe packet activities in their network with tools that will alert them when something unusual occurs. By monitoring the data log, you can immediately spot a malware attack and cut it off before it escalates. Conclusion While enterprises and cyber security professionals are doing their best to secure their infrastructure, Ransomware attackers are doubling their efforts to make the job tedious. Besides double extortion, other tactics used by ransomware attackers include triple extortion and quadruple extortion. Cybersecurity experts have to update their knowledge and skill to combat this issue. Also, enterprises should be more intentional and dedicated to their security infrastructure. They must embrace the recent security trends and implement them in their organization.

Impacts of Double Extortion Ransomware Attack on Enterprises and Mitigation

Impactos del ataque de ransomware de doble extorsión en las empresas y mitigación

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