Who knows what we'll learn next? Sign up to get the best content of the week, and great gaming deals, as picked by the editors. One of Josh's first memories is of playing Quake 2 on the family computer when he was much too young to be doing that, and he's been irreparably game-brained ever since. His writing has been featured in Vice, Fanbyte, and the Financial Times. He'll play pretty much anything, and has written far too much on everything from visual novels to Assassin's Creed.

His most profound loves are for CRPGs, immersive sims, and any game whose ambition outstrips its budget. He thinks you're all far too mean about Deus Ex: Invisible War. Open menu Close menu PC Gamer PC Gamer THE GLOBAL AUTHORITY ON PC GAMES. opens in new tab opens in new tab opens in new tab opens in new tab opens in new tab opens in new tab. US Edition. Искать в дневниках статистике. Дневники Завести дневник 4 дневников, 71 сообществ, сообщений за последний час. Ирина Расшивалова. Испанский художник Conrad Crispin Jones.

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Погода: г. Москва, Россия Курсы валют от EUR ЦБ — 69,10 руб. 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Fintech offers innovative products and services where outdated practices and processes offer limited options.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.

This can positively impact all types of business owners, but especially those underserved by traditional financial service models. When we look across the Intuit QuickBooks platform and the overall fintech ecosystem, we see a variety of innovations fueled by AI and data science that are helping small businesses succeed. By efficiently embedding and connecting financial services like banking, payments, and lending to help small businesses, we can reinvent how SMBs get paid and enable greater access to the vital funds they need at critical points in their journey.

Overall, we see fintech as empowering people who have been left behind by antiquated financial systems, giving them real-time insights, tips, and tools they need to turn their financial dreams into a reality.

Innovations in payments and financial technologies have helped transform daily life for millions of people. People who are unbanked often rely on more expensive alternative financial products AFPs such as payday loans, money orders, and other expensive credit facilities that typically charge higher fees and interest rates, making it more likely that people have to dip into their savings to stay afloat. A few examples include:. Mobile wallets - The unbanked may not have traditional bank accounts but can have verified mobile wallet accounts for shopping and bill payments.

Their mobile wallet identity can be used to open a virtual bank account for secure and convenient online banking. Minimal to no-fee banking services - Fintech companies typically have much lower acquisition and operating costs than traditional financial institutions.

They are then able to pass on these savings in the form of no-fee or no-minimum-balance products to their customers. This enables immigrants and other populations that may be underbanked to move up the credit lifecycle to get additional forms of credit such as auto, home and education loans, etc.

Entrepreneurs from every background, in every part of the world, should be empowered to start and scale global businesses. Most businesses still face daunting challenges with very basic matters.

These are still very manually intensive processes, and they are barriers to entrepreneurship in the form of paperwork, PDFs, faxes, and forms. Stripe is working to solve these rather mundane and boring challenges, almost always with an application programming interface that simplifies complex processes into a few clicks. Stripe powers nearly half a million businesses in rural America. The internet economy is just beginning to make a real difference for businesses of all sizes in all kinds of places.

We are excited about this future. The way we make decisions on credit should be fair and inclusive and done in a way that takes into account a greater picture of a person. Lenders can better serve their borrowers with more data and better math.

Zest AI has successfully built a compliant, consistent, and equitable AI-automated underwriting technology that lenders can utilize to help make their credit decisions. While artificial intelligence AI systems have been a tool historically used by sophisticated investors to maximize their returns, newer and more advanced AI systems will be the key innovation to democratize access to financial systems in the future.

D espite privacy, ethics, and bias issues that remain to be resolved with AI systems, the good news is that as large r datasets become progressively easier to interconnect, AI and related natural language processing NLP technology innovations are increasingly able to equalize access. T he even better news is that this democratization is taking multiple forms. AI can be used to provide risk assessments necessary to bank those under-served or denied access.

AI systems can also retrieve troves of data not used in traditional credit reports, including personal cash flow, payment applications usage, on-time utility payments, and other data buried within large datasets, to create fair and more accurate risk assessments essential to obtain credit and other financial services. By expanding credit availability to historically underserved communities, AI enables them to gain credit and build wealth.

Additionally, personalized portfolio management will become available to more people with the implementation and advancement of AI. Sophisticated financial advice and routine oversight, typically reserved for traditional investors, will allow individuals, including marginalized and low-income people, to maximize the value of their financial portfolios. Moreover, when coupled with NLP technologies, even greater democratization can result as inexperienced investors can interact with AI systems in plain English, while providing an easier interface to financial markets than existing execution tools.

Open finance technology enables millions of people to use the apps and services that they rely on to manage their financial lives — from overdraft protection, to money management, investing for retirement, or building credit. More than 8 in 10 Americans are now using digital finance tools powered by open finance. This is because consumers see something they like or want — a new choice, more options, or lower costs.

What is open finance? At its core, it is about putting consumers in control of their own data and allowing them to use it to get a better deal.

When people can easily switch to another company and bring their financial history with them, that presents real competition to legacy services and forces everyone to improve, with positive results for consumers. For example, we see the impact this is having on large players being forced to drop overdraft fees or to compete to deliver products consumers want.

We see the benefits of open finance first hand at Plaid, as we support thousands of companies, from the biggest fintechs, to startups, to large and small banks. All are building products that depend on one thing - consumers' ability to securely share their data to use different services. Open finance has supported more inclusive, competitive financial systems for consumers and small businesses in the U. and across the globe — and there is room to do much more.

As an example, the National Consumer Law Consumer recently put out a new report that looked at consumers providing access to their bank account data so their rent payments could inform their mortgage underwriting and help build credit. This is part of the promise of open finance.

At Plaid, we believe a consumer should have a right to their own data, and agency over that data, no matter where it sits. This will be essential to securing benefits of open finance for consumers for many years to come. As AWS preps for its annual re:Invent conference, Adam Selipsky talks product strategy, support for hybrid environments, and the value of the cloud in uncertain economic times.

Donna Goodison dgoodison is Protocol's senior reporter focusing on enterprise infrastructure technology, from the 'Big 3' cloud computing providers to data centers. 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.

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