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 Web26/10/ · Key Findings. California voters have now received their mail ballots, and the November 8 general election has entered its final stage. Amid rising prices and economic uncertainty—as well as deep partisan divisions over social and political issues—Californians are processing a great deal of information to help them choose state constitutional WebOpportunity Zones are economically distressed communities, defined by individual census tract, nominated by America’s governors, and certified by the U.S. Secretary of the Treasury via his delegation of that authority to the Internal Revenue Service ... read more
Configure Generic S3 inputs either through Splunk Web or configuration files. Configuration prerequisites The Generic S3 input lists all the objects in the bucket and examines each file's modified date every time it runs to pull uncollected data from an S3 bucket. Before you begin configuring your Generic S3 inputs, be aware of the following expected behaviors: You cannot edit the initial scan time parameter of an S3 input after you create it.
If you need to adjust the start time of an S3 input, delete it and recreate it. The S3 data input is not intended to read frequently modified files. If a file is modified after it has been indexed, the Splunk platform indexes the file again, resulting in duplicated data. Use key, blocklist, and allowlist options to instruct the add-on to index only those files that you know will not be modified later. The S3 data input processes compressed files according to their suffixes.
Use these suffixes only if the file is in the corresponding format, or data processing errors occur. The data input supports the following compression types: single file in ZIP, GZIP, TAR, or TAR. GZ formats multiple files with or without folders in ZIP, TAR, or TAR. GZ format Expanding compressed files requires significant operating system resources. The Splunk platform automatically detects the character set used in your files among these options: The Generic S3 custom data types input processes delimited files.
The data input supports the following compression types: Single CSV file individually OR single CSV file in ZIP, GZIP, TAR, or TAR. GZ formats. CSV parsing within TAR might fail, during the following scenarios: CSV parsing within a TAR might fail if binary files.
In a tar file created in Mac OS there will be binary files. They will not be processed and will throw an error. The first line of each file will be considered the header. Ensure that each delimited file contains a header. The CSV parsing functionality will take the first non-empty line of the file as a header before parsing. Ensure that all files have a carriage return at the end of each file.
Otherwise, the last line of the CSV file will not be indexed. Ensure there are no duplicate values in the header of the CSV file s to avoid missing data. There are some illegal sequences of string characters that will throw an UnicodeDecodeError. For example, VI , Visa , Cabela�s Processing outcomes End result after CSV parsing will be a JSON object with the header values mapped to the subsequent row values. If your S3 key uses a different character set, you can specify it in inputs.
Mixing non-autodetected character sets in a single input causes errors.. If your S3 bucket contains a very large number of files, you can configure multiple S3 inputs for a single S3 bucket to improve performance. The Splunk platform dedicates one process for each data input, so provided that your system has sufficient processing power, performance improves with multiple inputs.
See "Performance for the Splunk Add-on for AWS data inputs" in Sizing, Performance, and Cost Considerations for the Splunk Add-on for AWS for details. As a best practice, archive your S3 bucket contents when you no longer need to actively collect them. AWS charges for list key API calls that the input uses to scan your buckets for new and changed files so you can reduce costs and improve performance by archiving older S3 keys to another bucket or storage type.
After configuring an S3 input, you may need to wait for a few minutes before new events are ingested and can be searched. The wait time depends on the number of files in the S3 buckets from which you are collecting data. The larger the quantity files, the longer the delay. Also, more verbose logging levels causes longer data digestion time. Configure AWS services for the Generic S3 input To collect access logs, configure logging in the AWS console to collect the logs in a dedicated S3 bucket.
html Configure S3 permissions Required permissions for S3 buckets and objects: ListBucket GetObject ListAllMyBuckets GetBucketLocation Required permissions for KMS: Decrypt In the Resource section of the policy, specify the Amazon Resource Names ARNs of the S3 buckets from which you want to collect S3 Access Logs, CloudFront Access Logs, ELB Access Logs, or generic S3 log data.
This value does not accept regex. Regex should match the full path. Default to 'auto' meaning that file encoding will be detected automatically amoung UTF-8, UTF8 without BOM, UTFBE, UTFLE, UTF32BE and UTF32LE.
Notice that once one specified encoding is set, data input will only handle that encoding. Last modified on 13 December, Back To Top. Configure Generic S3 inputs for the Splunk Add-on for AWS Configuration prerequisites Configure AWS services for the Generic S3 input Configure S3 permissions Configure a Generic S3 input using Splunk Web Configure a Generic S3 input using configuration files.
The AWS account or EC2 IAM role the Splunk platform uses to access the keys in your S3 buckets. In Splunk Web, select an account from the drop-down list. In inputs. conf, enter the friendly name of one of the AWS accounts that you configured on the Configuration page or the name of the automatically discovered EC2 IAM role.
The IAM role to assume, see Manage accounts for the Splunk Add-on for AWS. The AWS region that contains your bucket. conf, enter the region ID. Check the checkbox to use private endpoints of AWS Security Token Service STS and AWS Simple Cloud Storage S3 services for authentication and data collection. conf, enter 0 or 1 to respectively disable or enable use of private endpoints.
Private Endpoint Interface VPC Endpoint of your S3 service, which can be configured from your AWS console. Private Endpoint Interface VPC Endpoint of your STS service, which can be configured from your AWS console. Configure the prefix of the log file. This add-on searches the log files under this prefix. This argument is titled Log File Prefix in incremental S3 field inputs, and is titled S3 Key Prefix in generic S3 field inputs. A source type for the events. Specify only if you want to override the default of aws:s3.
You can select a source type from the drop-down list or type a custom source type yourself. To index access logs, enter aws:s3:accesslogs , aws:cloudfront:accesslogs , or aws:elb:accesslogs , depending on the log types in the bucket. To index CloudTrail events directly from an S3 bucket, change the source type to aws:cloudtrail. Only valid if the source type is set to aws:cloudtrail. A Pearl Compatible Regex Expression PCRE regular expression that specifies event names to exclude. Are you very satisfied, somewhat satisfied, not too satisfied, or not at all satisfied?
These days, do you feel [rotate]  optimistic [or]  pessimistic that Americans of different political views can still come together and work out their differences? What is your opinion with regard to race relations in the United States today? Would you say things are [rotate 1 and 2]  better ,  worse , or about the same than they were a year ago? When it comes to racial discrimination, which do you think is the bigger problem for the country today—[rotate]  People seeing racial discrimination where it really does NOT exist [or]  People NOT seeing racial discrimination where it really DOES exist?
Next, Next, would you consider yourself to be politically: [read list, rotate order top to bottom]. Generally speaking, how much interest would you say you have in politics—a great deal, a fair amount, only a little, or none? Mark Baldassare is president and CEO of the Public Policy Institute of California, where he holds the Arjay and Frances Fearing Miller Chair in Public Policy.
He is a leading expert on public opinion and survey methodology, and has directed the PPIC Statewide Survey since He is an authority on elections, voter behavior, and political and fiscal reform, and the author of ten books and numerous publications.
Before joining PPIC, he was a professor of urban and regional planning in the School of Social Ecology at the University of California, Irvine, where he held the Johnson Chair in Civic Governance. He has conducted surveys for the Los Angeles Times , the San Francisco Chronicle , and the California Business Roundtable. He holds a PhD in sociology from the University of California, Berkeley. Dean Bonner is associate survey director and research fellow at PPIC, where he coauthors the PPIC Statewide Survey—a large-scale public opinion project designed to develop an in-depth profile of the social, economic, and political attitudes at work in California elections and policymaking.
He has expertise in public opinion and survey research, political attitudes and participation, and voting behavior. Before joining PPIC, he taught political science at Tulane University and was a research associate at the University of New Orleans Survey Research Center.
He holds a PhD and MA in political science from the University of New Orleans. Rachel Lawler is a survey analyst at the Public Policy Institute of California, where she works with the statewide survey team. In that role, she led and contributed to a variety of quantitative and qualitative studies for both government and corporate clients. She holds an MA in American politics and foreign policy from the University College Dublin and a BA in political science from Chapman University.
Deja Thomas is a survey analyst at the Public Policy Institute of California, where she works with the statewide survey team. Prior to joining PPIC, she was a research assistant with the social and demographic trends team at the Pew Research Center.
In that role, she contributed to a variety of national quantitative and qualitative survey studies. She holds a BA in psychology from the University of Hawaiʻi at Mānoa. This survey was supported with funding from the Arjay and Frances F. Ruben Barrales Senior Vice President, External Relations Wells Fargo. Mollyann Brodie Executive Vice President and Chief Operating Officer Henry J. Kaiser Family Foundation. Bruce E. Cain Director Bill Lane Center for the American West Stanford University.
Jon Cohen Chief Research Officer and Senior Vice President, Strategic Partnerships and Business Development Momentive-AI. Joshua J. Dyck Co-Director Center for Public Opinion University of Massachusetts, Lowell. Lisa García Bedolla Vice Provost for Graduate Studies and Dean of the Graduate Division University of California, Berkeley.
Russell Hancock President and CEO Joint Venture Silicon Valley. Sherry Bebitch Jeffe Professor Sol Price School of Public Policy University of Southern California. Carol S. Larson President Emeritus The David and Lucile Packard Foundation. Lisa Pitney Vice President of Government Relations The Walt Disney Company. Robert K. Ross, MD President and CEO The California Endowment. Most Reverend Jaime Soto Bishop of Sacramento Roman Catholic Diocese of Sacramento.
Helen Iris Torres CEO Hispanas Organized for Political Equality. David C. Wilson, PhD Dean and Professor Richard and Rhoda Goldman School of Public Policy University of California, Berkeley. Chet Hewitt, Chair President and CEO Sierra Health Foundation. Mark Baldassare President and CEO Public Policy Institute of California. Ophelia Basgal Affiliate Terner Center for Housing Innovation University of California, Berkeley.
Louise Henry Bryson Chair Emerita, Board of Trustees J. Paul Getty Trust. Sandra Celedon President and CEO Fresno Building Healthy Communities. Marisa Chun Judge, Superior Court of California, County of San Francisco. Steven A. Leon E. Panetta Chairman The Panetta Institute for Public Policy. Cassandra Walker Pye President Lucas Public Affairs. Gaddi H. Vasquez Retired Senior Vice President, Government Affairs Edison International Southern California Edison. The Public Policy Institute of California is dedicated to informing and improving public policy in California through independent, objective, nonpartisan research.
PPIC is a public charity. It does not take or support positions on any ballot measures or on any local, state, or federal legislation, nor does it endorse, support, or oppose any political parties or candidates for public office. Short sections of text, not to exceed three paragraphs, may be quoted without written permission provided that full attribution is given to the source. Research publications reflect the views of the authors and do not necessarily reflect the views of our funders or of the staff, officers, advisory councils, or board of directors of the Public Policy Institute of California.
PPIC Water Policy Center. PPIC Statewide Survey. PPIC Higher Education Center. People Our Team Board of Directors Statewide Leadership Council Adjunct Fellows. Support Ways to Give Our Contributors. Table of Contents Key Findings Overall Mood Gubernatorial Election State Propositions 26, 27, and 30 Congressional Elections Democracy and the Political Divide Approval Ratings Regional Map Methodology Questions and Responses Authors and Acknowledgments PPIC Statewide Advisory Committee PPIC Board of Directors Copyright.
Key Findings Overall Mood Gubernatorial Election State Propositions 26, 27, and 30 Congressional Elections Democracy and the Political Divide Approval Ratings Regional Map Methodology Questions and Responses Authors and Acknowledgments PPIC Statewide Advisory Committee PPIC Board of Directors Copyright.
Key Findings California voters have now received their mail ballots, and the November 8 general election has entered its final stage.
These are among the key findings of a statewide survey on state and national issues conducted from October 14 to 23 by the Public Policy Institute of California: Many Californians have negative perceptions of their personal finances and the US economy.
Forty-seven percent say that things in California are going in the right direction, while 33 percent think things in the US are going in the right direction; partisans differ in their overall outlook. Partisans are deeply divided in their choices. 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.
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.
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.
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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.
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