WebHearst Television participates in various affiliate marketing programs, which means we may get paid commissions on editorially chosen products purchased through our links to retailer sites WebRésidence officielle des rois de France, le château de Versailles et ses jardins comptent parmi les plus illustres monuments du patrimoine mondial et constituent la plus complète réalisation de l’art français du XVIIe siècle Web12/10/ · Microsoft pleaded for its deal on the day of the Phase 2 decision last month, but now the gloves are well and truly off. Microsoft describes the CMA’s concerns as “misplaced” and says that Web21/10/ · A footnote in Microsoft's submission to the UK's Competition and Markets Authority (CMA) has let slip the reason behind Call of Duty's absence from the Xbox Game Pass library: Sony and Web16/12/ · Suicide Squad: Kill the Justice League gets official release date at The Game Awards The Game Awards trailer for the incoming Arkhamverse title also confirmed that it will be the late Kevin Conroy's final time voicing Batman ... read more
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WDT Watchdog support is enabled. X X, aka i architecture is enabled. X X architecture is enabled. XEN Xen support is enabled. KNL Is a kernel start-up parameter. BOOT Is a boot loader parameter. Todo ¶ Add more DRM drivers. She previously covered the public cloud at CRN after 15 years as a business reporter for the Boston Herald.
AWS is gearing up for re:Invent, its annual cloud computing conference where announcements this year are expected to focus on its end-to-end data strategy and delivering new industry-specific services. Both prongs of that are important. But cost-cutting is a reality for many customers given the worldwide economic turmoil, and AWS has seen an increase in customers looking to control their cloud spending. By the way, they should be doing that all the time. The motivation's just a little bit higher in the current economic situation.
This interview has been edited and condensed for clarity. Besides the sheer growth of AWS, what do you think has changed the most while you were at Tableau? Were you surprised by anything?
The number of customers who are now deeply deployed on AWS, deployed in the cloud, in a way that's fundamental to their business and fundamental to their success surprised me. There was a time years ago where there were not that many enterprise CEOs who were well-versed in the cloud.
It's not just about deploying technology. The conversation that I most end up having with CEOs is about organizational transformation. It is about how they can put data at the center of their decision-making in a way that most organizations have never actually done in their history. And it's about using the cloud to innovate more quickly and to drive speed into their organizations. Those are cultural characteristics, not technology characteristics, and those have organizational implications about how they organize and what teams they need to have.
It turns out that while the technology is sophisticated, deploying the technology is arguably the lesser challenge compared with how do you mold and shape the organization to best take advantage of all the benefits that the cloud is providing. How has your experience at Tableau affected AWS and how you think about putting your stamp on AWS? I, personally, have just spent almost five years deeply immersed in the world of data and analytics and business intelligence, and hopefully I learned something during that time about those topics.
I'm able to bring back a real insider's view, if you will, about where that world is heading — data, analytics, databases, machine learning, and how all those things come together, and how you really need to view what's happening with data as an end-to-end story.
It's not about having a point solution for a database or an analytic service, it's really about understanding the flow of data from when it comes into your organization all the way through the other end, where people are collaborating and sharing and making decisions based on that data. AWS has tremendous resources devoted in all these areas. Can you talk about the intersection of data and machine learning and how you see that playing out in the next couple of years?
What we're seeing is three areas really coming together: You've got databases, analytics capabilities, and machine learning, and it's sort of like a Venn diagram with a partial overlap of those three circles. There are areas of each which are arguably still independent from each other, but there's a very large and a very powerful intersection of the three — to the point where we've actually organized inside of AWS around that and have a single leader for all of those areas to really help bring those together.
There's so much data in the world, and the amount of it continues to explode. We were saying that five years ago, and it's even more true today.
The rate of growth is only accelerating. It's a huge opportunity and a huge problem. A lot of people are drowning in their data and don't know how to use it to make decisions. Other organizations have figured out how to use these very powerful technologies to really gain insights rapidly from their data. What we're really trying to do is to look at that end-to-end journey of data and to build really compelling, powerful capabilities and services at each stop in that data journey and then…knit all that together with strong concepts like governance.
By putting good governance in place about who has access to what data and where you want to be careful within those guardrails that you set up, you can then set people free to be creative and to explore all the data that's available to them. AWS has more than services now. Have you hit the peak for that or can you sustain that growth? We're not done building yet, and I don't know when we ever will be. We continue to both release new services because customers need them and they ask us for them and, at the same time, we've put tremendous effort into adding new capabilities inside of the existing services that we've already built.
We don't just build a service and move on. Inside of each of our services — you can pick any example — we're just adding new capabilities all the time. One of our focuses now is to make sure that we're really helping customers to connect and integrate between our different services. So those kinds of capabilities — both building new services, deepening our feature set within existing services, and integrating across our services — are all really important areas that we'll continue to invest in.
Do customers still want those fundamental building blocks and to piece them together themselves, or do they just want AWS to take care of all that? There's no one-size-fits-all solution to what customers want. It is interesting, and I will say somewhat surprising to me, how much basic capabilities, such as price performance of compute, are still absolutely vital to our customers.
But it's absolutely vital. Part of that is because of the size of datasets and because of the machine learning capabilities which are now being created. They require vast amounts of compute, but nobody will be able to do that compute unless we keep dramatically improving the price performance. We also absolutely have more and more customers who want to interact with AWS at a higher level of abstraction…more at the application layer or broader solutions, and we're putting a lot of energy, a lot of resources, into a number of higher-level solutions.
One of the biggest of those … is Amazon Connect, which is our contact center solution. In minutes or hours or days, you can be up and running with a contact center in the cloud.
At the beginning of the pandemic, Barclays … sent all their agents home. In something like 10 days, they got 6, agents up and running on Amazon Connect so they could continue servicing their end customers with customer service. We've built a lot of sophisticated capabilities that are machine learning-based inside of Connect. We can do call transcription, so that supervisors can help with training agents and services that extract meaning and themes out of those calls. We don't talk about the primitive capabilities that power that, we just talk about the capabilities to transcribe calls and to extract meaning from the calls.
It's really important that we provide solutions for customers at all levels of the stack. Given the economic challenges that customers are facing, how is AWS ensuring that enterprises are getting better returns on their cloud investments? Now's the time to lean into the cloud more than ever, precisely because of the uncertainty. We saw it during the pandemic in early , and we're seeing it again now, which is, the benefits of the cloud only magnify in times of uncertainty.
For example, the one thing which many companies do in challenging economic times is to cut capital expense. For most companies, the cloud represents operating expense, not capital expense. You're not buying servers, you're basically paying per unit of time or unit of storage. That provides tremendous flexibility for many companies who just don't have the CapEx in their budgets to still be able to get important, innovation-driving projects done. Another huge benefit of the cloud is the flexibility that it provides — the elasticity, the ability to dramatically raise or dramatically shrink the amount of resources that are consumed.
You can only imagine if a company was in their own data centers, how hard that would have been to grow that quickly. The ability to dramatically grow or dramatically shrink your IT spend essentially is a unique feature of the cloud.
These kinds of challenging times are exactly when you want to prepare yourself to be the innovators … to reinvigorate and reinvest and drive growth forward again.
We've seen so many customers who have prepared themselves, are using AWS, and then when a challenge hits, are actually able to accelerate because they've got competitors who are not as prepared, or there's a new opportunity that they spot.
We see a lot of customers actually leaning into their cloud journeys during these uncertain economic times. Do you still push multi-year contracts, and when there's times like this, do customers have the ability to renegotiate? Many are rapidly accelerating their journey to the cloud. Some customers are doing some belt-tightening. What we see a lot of is folks just being really focused on optimizing their resources, making sure that they're shutting down resources which they're not consuming.
You do see some discretionary projects which are being not canceled, but pushed out. Every customer is free to make that choice. But of course, many of our larger customers want to make longer-term commitments, want to have a deeper relationship with us, want the economics that come with that commitment. We're signing more long-term commitments than ever these days.
We provide incredible value for our customers, which is what they care about. That kind of analysis would not be feasible, you wouldn't even be able to do that for most companies, on their own premises. So some of these workloads just become better, become very powerful cost-savings mechanisms, really only possible with advanced analytics that you can run in the cloud. In other cases, just the fact that we have things like our Graviton processors and … run such large capabilities across multiple customers, our use of resources is so much more efficient than others.
We are of significant enough scale that we, of course, have good purchasing economics of things like bandwidth and energy and so forth. So, in general, there's significant cost savings by running on AWS, and that's what our customers are focused on.
The margins of our business are going to … fluctuate up and down quarter to quarter. It will depend on what capital projects we've spent on that quarter.
Obviously, energy prices are high at the moment, and so there are some quarters that are puts, other quarters there are takes.
The important thing for our customers is the value we provide them compared to what they're used to. And those benefits have been dramatic for years, as evidenced by the customers' adoption of AWS and the fact that we're still growing at the rate we are given the size business that we are.
That adoption speaks louder than any other voice. Do you anticipate a higher percentage of customer workloads moving back on premises than you maybe would have three years ago? Absolutely not.
We're a big enough business, if you asked me have you ever seen X, I could probably find one of anything, but the absolute dominant trend is customers dramatically accelerating their move to the cloud. Moving internal enterprise IT workloads like SAP to the cloud, that's a big trend. Creating new analytics capabilities that many times didn't even exist before and running those in the cloud. More startups than ever are building innovative new businesses in AWS. Our public-sector business continues to grow, serving both federal as well as state and local and educational institutions around the world.
It really is still day one. The opportunity is still very much in front of us, very much in front of our customers, and they continue to see that opportunity and to move rapidly to the cloud.
In general, when we look across our worldwide customer base, we see time after time that the most innovation and the most efficient cost structure happens when customers choose one provider, when they're running predominantly on AWS. A lot of benefits of scale for our customers, including the expertise that they develop on learning one stack and really getting expert, rather than dividing up their expertise and having to go back to basics on the next parallel stack.
That being said, many customers are in a hybrid state, where they run IT in different environments. In some cases, that's by choice; in other cases, it's due to acquisitions, like buying companies and inherited technology. We understand and embrace the fact that it's a messy world in IT, and that many of our customers for years are going to have some of their resources on premises, some on AWS.
Some may have resources that run in other clouds. We want to make that entire hybrid environment as easy and as powerful for customers as possible, so we've actually invested and continue to invest very heavily in these hybrid capabilities.
A lot of customers are using containerized workloads now, and one of the big container technologies is Kubernetes. We have a managed Kubernetes service, Elastic Kubernetes Service, and we have a … distribution of Kubernetes Amazon EKS Distro that customers can take and run on their own premises and even use to boot up resources in another public cloud and have all that be done in a consistent fashion and be able to observe and manage across all those environments.
So we're very committed to providing hybrid capabilities, including running on premises, including running in other clouds, and making the world as easy and as cost-efficient as possible for customers. Can you talk about why you brought Dilip Kumar, who was Amazon's vice president of physical retail and tech, into AWS as vice president applications and how that will play out?
He's a longtime, tenured Amazonian with many, many different roles — important roles — in the company over a many-year period. Dilip has come over to AWS to report directly to me, running an applications group. We do have more and more customers who want to interact with the cloud at a higher level — higher up the stack or more on the application layer.
We talked about Connect, our contact center solution, and we've also built services specifically for the healthcare industry like a data lake for healthcare records called Amazon HealthLake. We've built a lot of industrial services like IoT services for industrial settings, for example, to monitor industrial equipment to understand when it needs preventive maintenance. We have a lot of capabilities we're building that are either for … horizontal use cases like Amazon Connect or industry verticals like automotive, healthcare, financial services.
We see more and more demand for those, and Dilip has come in to really coalesce a lot of teams' capabilities, who will be focusing on those areas. You can expect to see us invest significantly in those areas and to come out with some really exciting innovations. Would that include going into CRM or ERP or other higher-level, run-your-business applications?
I don't think we have immediate plans in those particular areas, but as we've always said, we're going to be completely guided by our customers, and we'll go where our customers tell us it's most important to go next. It's always been our north star. Correction: This story was updated Nov. Bennett Richardson bennettrich is the president of Protocol. Prior to joining Protocol in , Bennett was executive director of global strategic partnerships at POLITICO, where he led strategic growth efforts including POLITICO's European expansion in Brussels and POLITICO's creative agency POLITICO Focus during his six years with the company.
In the upcoming November 8 election, there will be seven state propositions for voters. Due to time constraints, our survey only asked about three ballot measures: Propositions 26, 27, and For each, we read the proposition number, ballot, and ballot label. Two of the state ballot measures were also included in the September survey Propositions 27 and 30 , while Proposition 26 was not.
This measure would allow in-person sports betting at racetracks and tribal casinos, requiring that racetracks and casinos offering sports betting make certain payments to the state to support state regulatory costs. It also allows roulette and dice games at tribal casinos and adds a new way to enforce certain state gambling laws.
Fewer than half of likely voters say the outcome of each of these state propositions is very important to them. Today, 21 percent of likely voters say the outcome of Prop 26 is very important, 31 percent say the outcome of Prop 27 is very important, and 42 percent say the outcome of Prop 30 is very important. Today, when it comes to the importance of the outcome of Prop 26, one in four or fewer across partisan groups say it is very important to them.
About one in three across partisan groups say the outcome of Prop 27 is very important to them. Fewer than half across partisan groups say the outcome of Prop 30 is very important to them. When asked how they would vote if the election for the US House of Representatives were held today, 56 percent of likely voters say they would vote for or lean toward the Democratic candidate, while 39 percent would vote for or lean toward the Republican candidate.
Democratic candidates are preferred by a point margin in Democratic-held districts, while Republican candidates are preferred by a point margin in Republican-held districts. Abortion is another prominent issue in this election.
When asked about the importance of abortion rights, 61 percent of likely voters say the issue is very important in determining their vote for Congress and another 20 percent say it is somewhat important; just 17 percent say it is not too or not at all important.
With the controlling party in Congress hanging in the balance, 51 percent of likely voters say they are extremely or very enthusiastic about voting for Congress this year; another 29 percent are somewhat enthusiastic while 19 percent are either not too or not at all enthusiastic. Today, Democrats and Republicans have about equal levels of enthusiasm, while independents are much less likely to be extremely or very enthusiastic.
As Californians prepare to vote in the upcoming midterm election, fewer than half of adults and likely voters are satisfied with the way democracy is working in the United States—and few are very satisfied.
Satisfaction was higher in our February survey when 53 percent of adults and 48 percent of likely voters were satisfied with democracy in America. Today, half of Democrats and about four in ten independents are satisfied, compared to about one in five Republicans. Notably, four in ten Republicans are not at all satisfied. In addition to the lack of satisfaction with the way democracy is working, Californians are divided about whether Americans of different political positions can still come together and work out their differences.
Forty-nine percent are optimistic, while 46 percent are pessimistic. Today, in a rare moment of bipartisan agreement, about four in ten Democrats, Republicans, and independents are optimistic that Americans of different political views will be able to come together.
Notably, in , half or more across parties, regions, and demographic groups were optimistic. Today, about eight in ten Democrats—compared to about half of independents and about one in ten Republicans—approve of Governor Newsom. Across demographic groups, about half or more approve of how Governor Newsom is handling his job. Approval of Congress among adults has been below 40 percent for all of after seeing a brief run above 40 percent for all of Democrats are far more likely than Republicans to approve of Congress.
Fewer than half across regions and demographic groups approve of Congress. Approval in March was at 44 percent for adults and 39 percent for likely voters. Across demographic groups, about half or more approve among women, younger adults, African Americans, Asian Americans, and Latinos.
Views are similar across education and income groups, with just fewer than half approving. Approval in March was at 41 percent for adults and 36 percent for likely voters. Across regions, approval reaches a majority only in the San Francisco Bay Area. Across demographic groups, approval reaches a majority only among African Americans. This map highlights the five geographic regions for which we present results; these regions account for approximately 90 percent of the state population.
Residents of other geographic areas in gray are included in the results reported for all adults, registered voters, and likely voters, but sample sizes for these less-populous areas are not large enough to report separately. The PPIC Statewide Survey is directed by Mark Baldassare, president and CEO and survey director at the Public Policy Institute of California.
Coauthors of this report include survey analyst Deja Thomas, who was the project manager for this survey; associate survey director and research fellow Dean Bonner; and survey analyst Rachel Lawler.
The Californians and Their Government survey is supported with funding from the Arjay and Frances F. Findings in this report are based on a survey of 1, California adult residents, including 1, interviewed on cell phones and interviewed on landline telephones.
The sample included respondents reached by calling back respondents who had previously completed an interview in PPIC Statewide Surveys in the last six months. Interviews took an average of 19 minutes to complete. Interviewing took place on weekend days and weekday nights from October 14—23, Cell phone interviews were conducted using a computer-generated random sample of cell phone numbers.
Additionally, we utilized a registration-based sample RBS of cell phone numbers for adults who are registered to vote in California. All cell phone numbers with California area codes were eligible for selection. After a cell phone user was reached, the interviewer verified that this person was age 18 or older, a resident of California, and in a safe place to continue the survey e.
Cell phone respondents were offered a small reimbursement to help defray the cost of the call. Cell phone interviews were conducted with adults who have cell phone service only and with those who have both cell phone and landline service in the household. Landline interviews were conducted using a computer-generated random sample of telephone numbers that ensured that both listed and unlisted numbers were called. Additionally, we utilized a registration-based sample RBS of landline phone numbers for adults who are registered to vote in California.
All landline telephone exchanges in California were eligible for selection. For both cell phones and landlines, telephone numbers were called as many as eight times. When no contact with an individual was made, calls to a number were limited to six. Also, to increase our ability to interview Asian American adults, we made up to three additional calls to phone numbers estimated by Survey Sampling International as likely to be associated with Asian American individuals.
Accent on Languages, Inc. The survey sample was closely comparable to the ACS figures. To estimate landline and cell phone service in California, Abt Associates used state-level estimates released by the National Center for Health Statistics—which used data from the National Health Interview Survey NHIS and the ACS.
The estimates for California were then compared against landline and cell phone service reported in this survey. We also used voter registration data from the California Secretary of State to compare the party registration of registered voters in our sample to party registration statewide.
The sampling error, taking design effects from weighting into consideration, is ±3. This means that 95 times out of , the results will be within 3. The sampling error for unweighted subgroups is larger: for the 1, registered voters, the sampling error is ±4. For the sampling errors of additional subgroups, please see the table at the end of this section.
Sampling error is only one type of error to which surveys are subject. Results may also be affected by factors such as question wording, question order, and survey timing.
We present results for five geographic regions, accounting for approximately 90 percent of the state population. Residents of other geographic areas are included in the results reported for all adults, registered voters, and likely voters, but sample sizes for these less-populous areas are not large enough to report separately. We also present results for congressional districts currently held by Democrats or Republicans, based on residential zip code and party of the local US House member.
We compare the opinions of those who report they are registered Democrats, registered Republicans, and no party preference or decline-to-state or independent voters; the results for those who say they are registered to vote in other parties are not large enough for separate analysis.
We also analyze the responses of likely voters—so designated per their responses to survey questions about voter registration, previous election participation, intentions to vote this year, attention to election news, and current interest in politics.
The percentages presented in the report tables and in the questionnaire may not add to due to rounding. Additional details about our methodology can be found at www. pdf and are available upon request through surveys ppic. October 14—23, 1, California adult residents; 1, California likely voters English, Spanish.
A federal appeals court struck a major blow against the Consumer Financial Protection Bureau with a finding that its funding mechanism is unconstitutional. The decision is likely to be challenged, setting up a major fight for the future of the top U. consumer-finance watchdog. As set up under the Dodd-Frank Act, the CFPB is funded by the Federal Reserve rather than congressional appropriations. But Republicans have chafed at what they view as anti-business practices and a lack of oversight.
The structure has been the target of legal challenges before. Democratic Sen. Elizabeth Warren, who oversaw the CFPB's creation , responded to the ruling on Twitter, writing that "extreme right-wing judges are throwing into question every rule the CFPB enforces to protect consumers and businesses alike.
Republican Sen. Cynthia Lummis, meanwhile, said the CFPB "needs the same Congressional oversight as every other government agency. The CFPB is expected to challenge the ruling, though it has yet to confirm that. To that point, the CFPB issued new guidance to credit-reporting agencies Thursday about omitting what it called "junk data" from credit reports.
The CFPB has faced several challenges to its existence over its 11 years in business. In , the Supreme Court ruled that restrictions on when its leader can be removed were unconstitutional, but rejected a plea to strike down the agency as a whole. The most significant fear from progressive lawmakers and consumer groups is that the CFPB could see its resources chopped if left to the whims of Congress.
Public Interest Research Group. The new court decision comes as the CFPB, under Biden-appointed director Rohit Chopra , has taken a more aggressive stance toward the financial industry than his Trump administration predecessors. Chopra has also promised scrutiny over the way large technology companies are expanding into financial services.
But the agency is also taking up initiatives with fintech industry support, including finally setting up open-banking rules to guide data-sharing between financial institutions and tech companies. What the ruling means for the fintech industry remains to be seen.
While regulators and companies can occasionally come into conflict, the agencies also serve an important role in providing rules of the road and certainty for business models. His decisions on major cryptocurrency cases have quoted "The Big Lebowski," "SNL," and "Dr. The ways Zia Faruqui right has weighed on cases that have come before him can give lawyers clues as to what legal frameworks will pass muster.
Veronica Irwin vronirwin is a San Francisco-based reporter at Protocol covering fintech. Previously she was at the San Francisco Examiner, covering tech from a hyper-local angle. Before that, her byline was featured in SF Weekly, The Nation, Techworker, Ms. Magazine and The Frisc. One hundred percent electronic. The author is Magistrate Judge Zia Faruqui.
His rulings have made smart references to "The Big Lebowski," "Dr. Strangelove," and "SNL" parodies of the McLaughlin Group. Rather, before taking the judge position Faruqui was one of a group of prosecutors in the U. There, Faruqui prosecuted cases that involved terrorism, child pornography, and weapons proliferation. But the ways Faruqui has weighed on cases that have come before him can give lawyers clues as to what legal frameworks will pass muster. Crypto lawyers have drawn on his prior decisions in the context of the Tornado Cash sanctions, for example.
Faruqui spoke with Protocol about the power of his position, and what people in crypto should understand about the law. There was another prosecutor, Christopher Brown — you know, the other Chris Brown — and he had taken an interest in this when we were both working on financial crime in the Washington, D.
Our U. attorney at the time, Jessie Liu, had this idea of using financial investigations in a way that was not limited to just white collar crime, or even narcotics cases, but also for cyber investigations, to national security investigations, and in civil cases. A lot of what we were investigating was related to following the money and so she wanted us to be this multidisciplinary unit.
But I have to say, we started with the goal of wanting to make T-shirts, and we never did that while I was there. Your decisions have also gotten a lot of attention.
We're public servants! And in order for the public to have faith and trust us, they need to understand what it is that we're doing and what we're saying. Humor is one way, not using a lot of legalese is another way.
But I think there are many judges who are trying to make the judiciary more accessible, and so people can see the work that we're doing and understand what we're doing and then make their own opinions about if it's right or wrong. But at least, if it's understandable, then there's still some trust in the framework even if you don't agree with how our decisions are stated. We are ambassadors for the judiciary to the people in our courtroom — it's a very frightening proposition being in court if you've been federally charged, and people have perceptions of what they think can happen there in terms of fairness or unfairness.
But then it goes far beyond that. I do a lot of work with the Administrative Office of the Courts, our central body doing civic education and outreach to high schools, because I want college and high school students and law students to have an experience where they get a chance to talk to a judge. So my goal is certainly not just getting to one segment of the population, but it's making decisions accessible to whoever's interested in reading them.
What has it felt like for you switching from that prosecutor role to magistrate judge? Lawyers are trying to take different frameworks from one topic and apply them to another, and then convince you that that is or is not appropriate. Being a judge is very different because you're evaluating what the parties present to you as the applicable legal frameworks, and deciding how new, groundbreaking technology fits into legal frameworks that were written 10 or 15 years ago. But that's not really a place where judges get involved in saying how it ought to be regulated.
There was, famously, a judge in Florida that said cryptocurrency was not money because you couldn't put it underneath your bed, and that's what money is: something that is tangible. So different people are going to have different decisions.
And that's not just true for crypto, but also other areas of the law. Your best-known crypto decisions strongly assert that crypto is traceable. One way people try to make it less traceable is with mixers, and Tornado Cash was sanctioned by OFAC not too long ago. Do you think the legal reasoning was sound enough for similar sanctions to be applied to other mixers, or decentralized exchanges? I don't know. I think there's been some discussion that people may litigate some of these things, so I can't comment, because those frequently do come to our courthouse.
And I think there are certainly people opining on that, yes and no. So much of what judges do is that we rely on the parties that are before us to tell us what's right and what's wrong. And then, you know, obviously, they'll have different views, and we make a decision based on what people say in front of us. Are you aware that some legal analysis of the Tornado Cash sanctions references your recent decision in a cryptocurrency sanctions case?
That's what good lawyers will always do. Even legislators might look at that as they try to think about where the gaps are. As a prosecutor I had a case where we sued three Chinese banks to give us their bank records, and it had never been done before. Afterwards, Congress passed a new law, using the decisions from judges in this court and the D. circuit court, the court above us. So I'm sure people look at prior decisions and try to apply them in the ways that they want to.
Are there any misconceptions about how the law applies to crypto, or how your decisions should be interpreted, that you wish you could get across?
One misconception is that the judges can't understand this technology — we can. People have these views in two extremes. The lawyer's fundamental job is to take super complex and technical things and boil them down to very easily digestible arguments for a judge, for a jury, or whoever it might be. The financial technology transformation is driving competition, creating consumer choice, and shaping the future of finance.
Hear from seven fintech leaders who are reshaping the future of finance, and join the inaugural Financial Technology Association Fintech Summit to learn more. Financial technology is breaking down barriers to financial services and delivering value to consumers, small businesses, and the economy. Fintech puts American consumers at the center of their finances and helps them manage their money responsibly. From payment apps to budgeting and investing tools and alternative credit options, fintech makes it easier for consumers to pay for their purchases and build better financial habits.
Fintech also arms small businesses with the financial tools for success, including low-cost banking services, digital accounting services, and expanded access to capital.
We advocate for modernized financial policies and regulations that allow fintech innovation to drive competition in the economy and expand consumer choice. Spots are still available for this hybrid event, and you can RSVP here to save your seat.
Join us as we discuss how to shape the future of finance. In its broadest sense, Open Banking has created a secure and connected ecosystem that has led to an explosion of new and innovative solutions that benefit the customer, rapidly revolutionizing not just the banking industry but the way all companies do business. Target benefits are delivered through speed, transparency, and security, and their impact can be seen across a diverse range of use cases. Sharing financial data across providers can enable a customer individual or business to have real-time access to multiple bank accounts across multiple institutions all in one platform, saving time and helping consumers get a more accurate picture of their own finances before taking on debt, providing a more reliable indication than most lending guidelines currently do.
Companies can also create carefully refined marketing profiles and therefore, finely tune their services to the specific need. Open Banking platforms like Klarna Kosma also provide a unique opportunity for businesses to overlay additional tools that add real value for users and deepen their customer relationships. The increased transparency brought about by Open Banking brings a vast array of additional benefits, such as helping fraud detection companies better monitor customer accounts and identify problems much earlier.
The list of new value-add solutions continues to grow. The speed of business has never been faster than it is today. For small business owners, time is at a premium as they are wearing multiple hats every day.
Macroeconomic challenges like inflation and supply chain issues are making successful money and cash flow management even more challenging.
This presents a tremendous opportunity that innovation in fintech can solve by speeding up money movement, increasing access to capital, and making it easier to manage business operations in a central place. Fintech offers innovative products and services where outdated practices and processes offer limited options. For example, fintech is enabling increased access to capital for business owners from diverse and varying backgrounds by leveraging alternative data to evaluate creditworthiness and risk models.
Web16/12/ · Suicide Squad: Kill the Justice League gets official release date at The Game Awards The Game Awards trailer for the incoming Arkhamverse title also confirmed that it will be the late Kevin Conroy's final time voicing Batman WebThe kernel’s command-line parameters¶. The following is a consolidated list of the kernel parameters as implemented by the __setup(), core_param() and module_param() macros and sorted into English Dictionary order (defined as ignoring all punctuation and sorting digits before letters in a case insensitive manner), and with descriptions where known WebThe latest Lifestyle | Daily Life news, tips, opinion and advice from The Sydney Morning Herald covering life and relationships, beauty, fashion, health & wellbeing WebHearst Television participates in various affiliate marketing programs, which means we may get paid commissions on editorially chosen products purchased through our links to retailer sites Web12/10/ · Microsoft pleaded for its deal on the day of the Phase 2 decision last month, but now the gloves are well and truly off. Microsoft describes the CMA’s concerns as “misplaced” and says that Web20/10/ · That means the impact could spread far beyond the agency’s payday lending rule. "The holding will call into question many other regulations that protect consumers with respect to credit cards, bank accounts, mortgage loans, debt collection, credit reports, and identity theft," tweeted Chris Peterson, a former enforcement attorney at the CFPB who ... read more