分類: SeaPRwire

(SeaPRwire) – By: James Vance, Senior Columnist, International Tech Weekly Most enterprise teams still vet digital signage vendors like they did 10 years ago. Modern screens aren’t just display tools, either. They’re connected endpoints that process data and link to internal systems. That gap is the quiet anxiety driving the sector’s latest shift. Cybersecurity consultant Michael Harrington has 20+ years advising Fortune 500 firms. He says modern display networks span thousands of locations. Earlier this week, Skykit announced a SOC 2 Type 2 audit completion. This review covers their full platform, not just cloud apps. It checks Beam content tools, Control management software, firmware, and hardware. The audit was conducted by an independent third-party auditor, following AICPA standards, and runs over an extended period. It also evaluated access controls, encryption, incident response, and continuous monitoring. Regulated industries like healthcare and manufacturing rely heavily on these networks now. Any weak spot can trigger broad operational risks. For enterprise buyers, this shift isn’t just a compliance checkbox anymore. Vendors that prove end-to-end security across all layers will gain an edge. Procurement teams are already applying far stricter standards. The next market battle won’t be about flashy displays—it’ll be about verified trust. This article is provided by a third-party content provider. SeaPRwire (https://www.seaprwire.com/) makes no warranties or representations regarding its content. Category: Top News, Daily News SeaPRwire provides global press release distribution services for companies and organizations, covering more than 6,500 media outlets, 86,000 editors and journalists, and over 3.5 million end-user desktop and mobile apps. SeaPRwire supports multilingual press release distribution in English, Japanese, German, Korean, French, Russian, Indonesian, Malay, Vietnamese, Chinese, and more.

NEWARK, DE – 04/06/2026 – (SeaPRwire) – For years, the tech industry has talked about AI replacing repetitive tasks. Very few companies have been willing to test what happens when AI becomes the workforce itself. That’s why SpeakUp’s latest experiment caught my attention. I recently spoke with Ethan Caldwell, a London-based marketplace strategist who has spent over 15 years advising SaaS startups and platform businesses across Europe and the Middle East. His view on SpeakUp’s transformation was surprisingly blunt. “Most startups use AI to make people slightly more productive,” Caldwell told me. “What SpeakUp is attempting is structurally different. They’re treating AI as the company, not the software feature. The real question isn’t whether AI can write emails or schedule meetings anymore. It’s whether a network of autonomous agents can operate an entire marketplace with enough consistency to replace traditional departments.” He believes the bigger disruption isn’t happening in the speaker industry itself. Instead, it may signal a shift in how digital businesses are built. If a marketplace can acquire customers, qualify leads, manage operations, support users, and drive growth with AI agents overseeing each workflow, the traditional startup headcount model could start looking outdated much faster than many executives expect. That context makes SpeakUp’s latest milestones particularly interesting. The platform, which connects conference organizers, podcasters, brands, media companies, and speakers, has evolved far beyond a typical booking marketplace. According to the company, more than 31 specialized AI agents now handle functions that would traditionally require multiple teams, including outbound sales, onboarding, customer support, content creation, marketplace management, and lifecycle marketing. The company claims this AI-operated model now supports a user base that has surpassed 100,000 people across 28 countries and nine languages, only a year after its public launch in 2025. While many technology firms market themselves as “AI-powered,” SpeakUp is positioning itself around a different narrative altogether: being AI-native from top to bottom. The product itself reflects that philosophy. Its matching engine automatically connects event organizers with suitable speakers based on criteria such as topic expertise, language, budget, audience profile, and geographic availability. What traditionally involved weeks of manual outreach can now be narrowed into a shortlist within minutes. Perhaps the most ambitious development is the platform’s integration with Model Context Protocol (MCP). Through this approach, organizers can interact with SpeakUp directly inside AI assistants such as Claude or ChatGPT. Instead of browsing databases or contacting agencies, users can describe the type of speaker they need in natural language and receive recommendations, outreach assistance, and booking support within the same conversation. The model also challenges long-standing economics in the speaker industry. Traditional speaker bureaus often rely on commissions and intermediary relationships. SpeakUp takes a subscription-based approach, allowing speakers to keep their booking fees while enabling direct engagement between both sides of the marketplace. Looking beyond one company, the bigger story is the emergence of AI-native businesses. The first wave of AI adoption focused on productivity tools layered on top of existing organizations. The next wave appears focused on redesigning organizations themselves. Marketplaces are especially vulnerable to this shift because so much of their value chain revolves around matching, communication, qualification, scheduling, and relationship management. These are precisely the areas where AI agents are advancing most rapidly. Over the next few years, we may see more platforms where human teams become smaller while digital agent networks handle increasingly complex operational responsibilities. Whether every AI-native company succeeds is another question entirely. But one thing feels increasingly clear: the conversation has moved beyond AI as a feature. The real debate now is whether AI can become the operating system of a business itself. SpeakUp is among the first companies trying to answer that question in public.

MINNEAPOLIS, MN – 04/06/2026 – (SeaPRwire) – For years, digital signage sat quietly in the background of enterprise technology stacks. Screens displayed announcements, dashboards, promotional content, and operational updates. Few people questioned whether those displays could become security liabilities. That assumption is rapidly disappearing. According to cybersecurity analyst Michael Harrington, a veteran consultant who has advised Fortune 500 companies on infrastructure security for more than two decades, the biggest shift happening in enterprise display networks is that organizations are beginning to view screens as connected endpoints rather than passive communication tools. “Many companies still evaluate digital signage vendors the same way they did ten years ago,” Harrington said. “What they often overlook is that modern display networks process data, connect to cloud platforms, interact with internal systems, and operate across thousands of locations. The security conversation can no longer stop at the software layer. Every device, firmware component, and management system becomes part of the attack surface.” That perspective helps explain why recent security validation efforts across the industry are drawing increased attention. As enterprises expand connected infrastructure, they are demanding stronger evidence that vendors can maintain secure operations over time rather than simply passing one-time compliance checks. One example comes from Skykit, an enterprise digital signage provider that recently completed a SOC 2 Type 2 attestation covering its entire platform ecosystem. Unlike assessments that focus primarily on cloud applications, the review examined a broad range of operational components, including the company’s Beam content management platform, Control device management software, media player firmware, and hardware-related elements. The attestation was conducted by an independent third-party auditor under standards established by the American Institute of Certified Public Accountants (AICPA). Rather than evaluating security controls at a single point in time, a SOC 2 Type 2 review examines how those controls function throughout an extended observation period, offering insight into the consistency of an organization’s security practices. For enterprise customers, particularly those operating in highly regulated industries, the distinction is significant. Manufacturing groups, healthcare providers, retailers, educational institutions, and large corporate organizations increasingly rely on digital display networks to distribute operational data and business-critical communications across multiple sites. Any weakness within device management systems, firmware, or cloud infrastructure can potentially create broader operational risks. Skykit’s leadership argues that comprehensive validation across software, firmware, and hardware layers reflects the realities of today’s enterprise environments. The company states that the audit evaluated areas such as access management, encryption practices, incident response procedures, and continuous monitoring capabilities. The result provides independent verification that these controls remained active and effective over time rather than existing solely as documented policies. Looking ahead, the digital signage sector appears to be entering a new phase where security credentials may become as important as display quality or content management features. Enterprises are connecting more screens, collecting more operational data, and integrating signage systems more deeply into business workflows. That trend naturally raises expectations around governance, risk management, and compliance. The next generation of competition in this market may not revolve around who offers the most eye-catching display experiences. Instead, it could be determined by which providers can demonstrate end-to-end operational trust. Vendors capable of validating security across cloud services, devices, firmware, and network infrastructure are likely to gain an advantage as procurement teams apply increasingly rigorous standards. In that sense, security audits are evolving from compliance exercises into strategic differentiators. What once served as a checkbox requirement is becoming a measurable indicator of long-term reliability, and enterprises are paying close attention.

(SeaPRwire) –   I had a call with Elena Rodriguez, a veteran product strategist who’s spent the last decade helping SaaS companies navigate the messy integration of analytics, and her take on Qrvey’s latest recognition was refreshingly blunt. “Another year, another leadership quadrant. Frankly, the consistency is more impressive than the placement,” she said. “In embedded analytics, the real battle isn’t for the flashiest AI feature—it’s for operational sanity. SaaS teams are drowning in the complexity of building and maintaining their own data stacks. A platform that scores perfectly on customer recommendations for five years straight isn’t just selling widgets; it’s selling peace of mind. It tells me they’ve figured out the unsexy stuff: integration that doesn’t break, support that actually knows your stack, and a cost model that doesn’t explode. That’s the bedrock. The AI-native stuff is the house you build on top.” Her point cuts through the hype. In a market screaming about AI, sustained customer loyalty might be the most advanced algorithm of all. Diving into the specifics, Qrvey’s recognition comes from the 2026 Wisdom of Crowds Business Intelligence Market Study by Dresner Advisory Services. This isn’t an analyst’s opinion piece; the study’s entire methodology is built on direct feedback from the people actually using these platforms. For the fifth year running, Qrvey has been flagged as a leading vendor, and this time they landed leadership spots in two key models: Customer Experience and Vendor Credibility. They also got tagged as a High Value/Low Total Cost of Ownership provider. Technically, they landed in the upper-right quadrant across three collective models, which is research-firm speak for scoring high on both product strength and vendor execution. The customer feedback highlighted some concrete strengths. Howard Dresner from the research firm pointed out that Qrvey’s ratings beat the industry average in almost every category. Where did users give them especially high marks? Things like understanding business needs, product flexibility, and integration capabilities. The consulting services and technical support got nods, and even organizational integrity was called out. Perhaps the most telling stat is that perfect customer recommendation score, a streak they’ve maintained for half a decade now. Qrvey’s CEO, Arman Eshraghi, linked the recognition to the broader shift toward AI in software, arguing that a solid embedded analytics foundation has become even more critical. The platform itself is built for multi-tenant SaaS environments, aiming to let product teams embed analytics, automation, and AI-driven features without having to construct the underlying data infrastructure from scratch. The goal is to speed up deployment while giving end-users self-service capabilities. Looking at the bigger picture, this isn’t just about one company’s report card. It’s a signal flare for where the embedded analytics market is heading. As every SaaS product under the sun scrambles to add AI-powered experiences, the analytics layer is shifting from a nice-to-have dashboard to the core nervous system of the application. It’s what turns raw operational data into the fuel for those AI features. This evolution puts immense pressure on the underlying platform. It needs to be scalable, secure, and seamlessly integrated—flaws here will cripple the fancy AI built on top. That’s why customer-centric studies like Dresner’s are becoming a crucial gut-check. In a landscape crowded with vendors promising the moon, the long-term satisfaction of existing customers is a powerful filter. It separates vendors who deliver sustainable value from those who just sell a dream. The trend is clear: the winners in the embedded analytics space won’t necessarily be the ones with the most buzzwords, but the ones that master the grind of reliability, adaptability, and genuine partnership. That’s the quiet work that earns a standing ovation, year after year. This article is provided by a third-party content provider. SeaPRwire (https://www.seaprwire.com/) makes no warranties or representations regarding its content. Category: Top News, Daily News SeaPRwire provides global press release distribution services for companies and organizations, covering more than 6,500 media outlets, 86,000 editors and journalists, and over 3.5 million end-user desktop and mobile apps. SeaPRwire supports multilingual press release distribution in English, Japanese, German, Korean, French, Russian, Indonesian, Malay, Vietnamese, Chinese, and more.

(SeaPRwire) –   The AI gold rush is entering a more pragmatic phase. For the past two years, the industry has been obsessed with training massive models, but the real bottleneck today is the transition from a cool demo to a production-grade inference engine. I recently sat down with Marcus Thorne, a veteran infrastructure architect who has spent decades navigating the transition from legacy data centers to the cloud-native era. His take on the latest move by QumulusAI and Shadeform is telling: “We are finally seeing the ‘infrastructure-as-a-commodity’ myth collapse. Companies are realizing that you can’t just rent generic compute and expect to scale inference reliably. This partnership isn’t just about adding nodes; it’s about securing a predictable, high-performance supply chain for the next wave of AI applications. The market is moving away from the ‘any GPU will do’ mentality toward a model where dedicated, long-term capacity is the only way to survive the production grind.” The numbers behind this collaboration are straightforward but significant. QumulusAI and Shadeform have locked in a two-year deal to deploy 85 NVIDIA H200 nodes—split into 61-node and 24-node clusters—at QumulusAI’s Kansas City facility. This isn’t a speculative play; it’s a direct response to the massive, scaling demand from production inference networks that need more than just intermittent cloud access. By marrying QumulusAI’s distributed data center strategy with Shadeform’s marketplace, the two companies are effectively creating a shortcut for enterprises that are tired of the procurement headaches and volatility of the broader GPU market. QumulusAI is leaning hard into its “infrastructure-first” identity, backed by a $45 million convertible note facility that gives them the capital to move fast. They’ve built a network capable of deploying fully operational GPU-as-a-Service environments in under 90 days, a timeline that feels like lightspeed in an industry often bogged down by supply chain friction. For Shadeform, this is a strategic play to offer their users a more reliable, dedicated tier of compute, moving beyond the fragmented nature of typical GPU marketplaces to provide something that actually feels like enterprise-grade infrastructure. Looking at the broader landscape, we are witnessing a fundamental pivot in how AI compute is consumed. The era of “cloud-agnostic” experimentation is giving way to a need for deep, vertical integration. As inference workloads grow, the cost of latency and the risk of supply instability become existential threats to AI startups. We’re going to see more of these “infrastructure-as-a-partnership” models, where compute providers and deployment platforms form tight, long-term alliances to guarantee capacity. The winners in the next three years won’t necessarily be the ones with the most capital, but the ones who have secured the most predictable, high-performance compute pipelines. Infrastructure availability is no longer just a technical hurdle; it is the primary competitive moat. If you can’t guarantee your inference engine has the H200s it needs when the traffic spikes, your model’s performance—and your business model—will eventually hit a wall. The Kansas City deployment is a clear indicator that the industry is maturing, prioritizing reliability and long-term commitment over the fleeting convenience of the public cloud. This article is provided by a third-party content provider. SeaPRwire (https://www.seaprwire.com/) makes no warranties or representations regarding its content. Category: Top News, Daily News SeaPRwire provides global press release distribution services for companies and organizations, covering more than 6,500 media outlets, 86,000 editors and journalists, and over 3.5 million end-user desktop and mobile apps. SeaPRwire supports multilingual press release distribution in English, Japanese, German, Korean, French, Russian, Indonesian, Malay, Vietnamese, Chinese, and more.

TYSONS CORNER, VA – 03/06/2026 – (SeaPRwire) – As software companies increasingly integrate artificial intelligence, automation, and self-service analytics into their products, demand is growing for embedded analytics platforms that can scale efficiently while delivering strong customer experiences. In this evolving market, customer satisfaction and long-term platform performance have become key indicators of vendor success. Reflecting these trends, Qrvey has once again been recognized among the leading providers in the business intelligence and analytics sector. Qrvey, an AI-native embedded analytics platform developed for SaaS companies, announced that it has achieved multiple leadership distinctions in the 2026 Wisdom of Crowds® Business Intelligence Market Study published by Dresner Advisory Services. The recognition marks the fifth consecutive year the company has been identified as a leading vendor in the annual industry assessment. The latest report highlights Qrvey’s strong performance across several evaluation categories based entirely on customer feedback. According to the study, the company earned leadership positions in the Customer Experience Model and Vendor Credibility Model, while also being recognized as a High Value/Low Total Cost of Ownership (TCO) provider. Qrvey achieved placement in the upper-right quadrant of all three collective evaluation models, indicating high ratings for both product capabilities and overall vendor performance. The results suggest continued customer confidence in the company’s ability to deliver embedded analytics solutions that align with evolving SaaS market requirements. Howard Dresner, Founder and Chief Research Officer of Dresner Advisory Services, noted that Qrvey’s ratings remained consistently above industry averages across nearly every measured category in the 2026 study. He highlighted several areas in which the company received particularly strong customer evaluations, including understanding customer business needs, flexibility, product integration, consulting services, technical support continuity, and organizational integrity. The report also marks the fifth consecutive year that Qrvey has achieved a perfect customer recommendation score, a distinction that underscores sustained customer satisfaction and loyalty over an extended period. Unlike analyst-driven assessments, the Wisdom of Crowds® Business Intelligence Market Study relies exclusively on direct customer input to evaluate business intelligence vendors. Companies are assessed using Dresner Advisory Services’ proprietary 33-measure evaluation framework, which examines product capabilities, customer experience, vendor performance, and overall value delivered to users. According to Qrvey Founder and CEO Arman Eshraghi, the growing role of AI within software products has increased the importance of embedded analytics infrastructure. He stated that the company’s continued recognition reflects not only product innovation but also its commitment to long-term customer relationships, flexibility, and measurable business outcomes. Designed specifically for multi-tenant SaaS environments, Qrvey’s platform enables software providers to embed analytics, automation, AI-driven experiences, and customer-facing insights directly into their products without the need to build and maintain complex analytics infrastructure internally. The platform focuses on helping product teams accelerate deployment while delivering secure, scalable, and self-service analytics capabilities to end users. As SaaS providers continue investing in AI-powered product experiences, embedded analytics platforms are expected to play an increasingly important role in helping organizations transform operational data into actionable insights. Industry recognition based on customer feedback may serve as an important benchmark for vendors competing in this rapidly evolving market. About Qrvey Qrvey is a provider of multi-tenant embedded analytics solutions designed specifically for SaaS companies. Its AI-native platform combines self-service analytics, automation, and AI-powered insights within a cloud-native architecture. By enabling software providers to integrate advanced analytics directly into their applications, Qrvey helps organizations enhance customer experiences, improve product agility, and support long-term business growth.

NEW YORK, NY – May 29, 2026 – (IndoNewswire) – Confimarket, backed and incubated by WebWise Capital, is pioneering confidential consensus discovery and information-aggregation infrastructure for institutional participants requiring strict privacy, robust market structures, and advanced financial workflows. Built on the Canton Network, the privacy-preserving market intelligence platform secured first place at the inaugural HackCanton Season 1 grand final, emerging victorious from a competitive global pool of more than 300 development teams across 15 countries. Confimarket, a privacy-preserving prediction market built on Canton Network, has won first place at HackCanton Season 1 after advancing through a competitive field of more than 300 builders from over 15 countries. The project was selected as the first-place winner following the grand final of HackCanton Season 1, an ecosystem hackathon organized by AppsFactory and focused on DeFi, RWA, DAO & Governance, and AI applications for Canton Network. Confimarket is being developed as a prediction market for serious capital and demanding participants. Its core thesis is that prediction markets become materially more valuable when users can participate without exposing sensitive strategy, intent, or positioning to the broader market. Prediction markets have already shown their ability to aggregate information at scale. However, many high-value participants — including professional traders, institutions, analysts, and organizations with sensitive views — may be reluctant to participate in fully transparent public markets. Confimarket is designed around that gap: market-based information discovery with privacy-preserving participation, credible settlement, and infrastructure suitable for more advanced financial workflows. “Prediction markets are one of the most important categories in crypto because they turn information, belief, and probability into tradable markets. But the next stage of the category requires better infrastructure for participants who cannot expose their strategies or positions publicly,” said Alexander I, General Partner at WebWise Capital. “That is the opportunity we see with Confimarket: confidential prediction markets built for more serious capital, stronger market structure, and institutional-grade use cases.” Canton Network is a natural environment for this model because it combines privacy, interoperability, and an architecture designed for synchronized financial markets. Canton describes itself as the first privacy-enabled open blockchain network, built to preserve privacy while allowing participants to exchange data and value across connected applications. Canton Network has also been attracting prominent financial institutions and ecosystem participants. Official Canton materials list organizations such as J.P. Morgan, Goldman Sachs, BNY, BNP Paribas, Bank of America, and others in the broader ecosystem. For Confimarket, this makes Canton a strategically relevant foundation: the network is designed around privacy-preserving financial infrastructure rather than general-purpose public-chain transparency. During HackCanton Season 1, Confimarket refined its product thesis, shipped core functionality, gathered user feedback, and strengthened the architecture behind the platform. The team used the hackathon as an early proving ground for confidential prediction market workflows on Canton Network, with a focus on market creation, trading logic, settlement flows, and the user experience required to make prediction markets accessible to higher-value participants. The hackathon win represents an early ecosystem validation signal for Confimarket as the project moves from prototype development toward product readiness. The grand final and judging process provided feedback from Canton ecosystem leaders, venture investors, infrastructure companies, and industry participants. Projects at HackCanton Season 1 were evaluated by representatives from the Canton Foundation as well as venture and industry participants including DWF Ventures, LongHash, Scytale Digital, Jsquare VC, Quantstamp, and Chainlink Labs. Following the hackathon, Confimarket is focused on completing its trading engine, improving the user interface and onboarding flow, preparing private beta access, and working toward liquidity and ecosystem partnerships. The team’s next phase is centered on turning the hackathon-winning prototype into a product that can support real prediction market activity, privacy-preserving participation, and institutional-grade use cases. Confimarket is also continuing to position itself within the Canton ecosystem as a prediction market layer for use cases where privacy, credible execution, and market-based forecasting are essential. Follow Confimarket on X for product updates, ecosystem announcements, and launch news, or explore the live app at confimarket.io. About Confimarket Confimarket is a privacy-preserving prediction market built on Canton Network. The project is designed for participants who need confidential participation, stronger market structure, and infrastructure suitable for institutional-grade workflows. Confimarket is backed and incubated by WebWise Capital. About WebWise Capital WebWise Capital backs and incubates early-stage projects at the intersection of AI, Web3, fintech, and digital financial infrastructure. Media contact Brand: Confimarket Contact: Media team Email: support@confimarket.io Website: https://confimarket.io/

A new independent global ranking has exposed something the industry preferred to leave unexamined: energy drinks are not one category. They are two – and the divide runs straight down the Atlantic. MONTREAL, QC – May 27, 2026 – (SeaPRwire) – When you pick up an energy drink in Frankfurt, you are most likely picking up a pasteurised beverage made with real sugar, a meaningful vitamin stack, and an ingredient list short enough to read in under ten seconds. When you pick up what is marketed as the same product category in Houston, you are, in all statistical likelihood, drinking an artificially sweetened, chemically preserved formulation that bears almost no resemblance to its European equivalent beyond the can format and the caffeine content. Same shelf. Same category name. Fundamentally different product. This is not a matter of opinion or consumer preference. It is now a matter of documented fact – and the study that documented it, published this month by independent German beverage professional Pat Eckert under the banner of the Six Continents Index (SCI), is the first serious attempt anyone has made to compare energy drinks on a global basis using objective, measurable criteria. The findings are striking enough on their own terms. But their broader implication – that the world’s largest energy drink market has, over time, quietly optimised for margin rather than product quality – raises questions that go well beyond any single study. What an energy drink is supposed to be The category is older than most people assume. The correct answer is Japan, 1962, when Lipovitan-D was launched as a functional health tonic for a hardworking, health-conscious, largely white-collar population – built around a clear physiological promise, with sugar as one of its core ingredients. The global spread of the format came later, and with it, in certain markets, a gradual drift from that original intent. Before examining what the study found, it is worth asking what a consumer actually expects from an energy drink. The answer covers several things: sustained energy, immediate alertness, and functional support from vitamins and other active ingredients. But the foundation – the one the category name is built on – is energy itself, and that has a specific physiological meaning. Carbohydrates, including sugar, are the primary fuel source for both the body and the brain. Glucose is what muscles run on and what the brain demands in quantity when concentration and alertness are required. An energy drink that contains no sugar – or that replaces it entirely with artificial sweeteners that deliver sweetness without caloric content – is not, in any meaningful sense, an energy drink. It is a flavoured caffeine delivery mechanism. This is not a fringe position. It is basic nutritional science, and it matters when evaluating a category in which “zero” and “sugar-free” variants have proliferated to the point where, in some markets, they now represent the majority of shelf space. The logic of drinking a zero-energy product and expecting an energy outcome is roughly equivalent to ordering a decaffeinated coffee and expecting to feel alert. The category name is making a promise. In many cases, the formulation is not keeping it. The SCI was not a desk exercise. Eckert and his team spent roughly six months collecting energy drinks from all six inhabited continents – not just the obvious markets of the United States, Germany, UK and Japan, but extending to Nepal, Kenya, Mauritius, Chile, New Zealand, and dozens of markets in between. The result was a sample spanning virtually every corner of the global category, assembled product by product, market by market. The assessment framework applied to each of them covered 36 criteria: for example caffeine content and declaration, sugar quantity and type, sugar-to-caffeine balance, vitamin content, preservation method, label readability, packaging integrity, traceability, and label transparency – built around what a consumer has a reasonable right to expect from a product in this category. No taste testing, no jury votes, no brand popularity or marketing spend factored into the score. Only what could be objectively verified on the product itself. Top-performing products were submitted for independent Swiss laboratory analysis to validate what the label claimed. A category, or two categories sharing a name? The continental findings of the SCI read less like a market analysis and more like a study of two parallel industries that happen to use the same distribution channel. In Europe, 85.7 per cent of energy drinks assessed had been pasteurised – the same heat-treatment process used in quality food and beverage production for over a century, and one that eliminates the need for artificial preservatives. In North America, that figure was 12 per cent. In Asia, 78.9 per cent of products used real sugar. In North America, 8 per cent did. Some 84 per cent of North American energy drinks relied entirely on artificial sweeteners – a figure that stood at 4.2 per cent in Europe and was near zero across Asia, Australia, South America, and Africa. Australian products averaged 4.2 vitamins per serving; North American products averaged 2.9. The analogy that comes to mind is beer. The craft movement of the past two decades has repeatedly made the point that mass-market lager and a carefully brewed artisanal ale are related by category name and little else. The beverage industry has also seen the rise of alcohol-free beer – a product that answers a real consumer need, occupies the same shelf, and uses the same brand architecture as its alcoholic counterpart. Nobody seriously argues that non-alcoholic beer is the ‘real’ beer, however. Real beer has alcohol. Real wine has alcohol. Real energy drinks, by the logic of their own name, should have energy – meaning, above all, carbohydrates. The zero-sugar variant is a legitimate product with a legitimate market. But it should not be confused with the article it is imitating. The health debate around energy drinks follows a similar pattern of category confusion. Concerns about the category are frequently generalised from the worst-formulated examples to the entire shelf. This is not a methodology that would be applied to any other food or beverage category. A sausage made with poor-quality mechanically recovered meat and a high preservative load is a different product from one made with high-welfare pork, natural casings, and no additives beyond salt and spice – yet both sit in the same supermarket aisle under the same category label. The relevant question is not whether sausages are healthy or unhealthy. It is what is in this sausage. The same logic applies to energy drinks, and it is the logic the SCI was built to apply. Quantity matters independently of quality. Three litres of an entirely natural chicken broth will make most people feel unwell. This is not an argument against chicken broth. Overconsumption of almost anything produces negative outcomes. The energy drink category has suffered from a persistent conflation of formulation concerns with consumption concerns, and the result has been a debate that generates more heat than light. What the SCI provides, for the first time, is a framework for the formulation question specifically – separating it from consumption patterns and allowing product quality to be evaluated on its own merits. North America’s uncomfortable result The SCI ranked North America last overall among the six continental regions assessed. For the world’s largest energy drink market by revenue, this is a result that demands some explanation. The most plausible one is competitive economics. The North American energy drink market is extraordinarily concentrated, with the top two or three brands together commanding the large majority of category revenue. In a market that competitive, the pressure on all participants is to protect margin. Artificial sweeteners cost a fraction of real sugar. Synthetic preservatives are cheaper than pasteurisation infrastructure. Vitamin inclusion adds cost without necessarily driving volume in a consumer environment where the functional credential of “energy” is dominated by caffeine and sweetness perception rather than by the full ingredient profile. The result is a market that has, over decades of intense competition, rationalised its way to formulations that serve producer economics more reliably than consumer nutritional expectations. This is not unique to energy drinks – it is a well-documented dynamic in high-competition FMCG categories generally. But it is notable that it has occurred in the market that, by revenue, appears to be winning. Europe, meanwhile, has retained formulation practices that are closer to the original product concept. Pasteurisation remains the norm. Real sugar remains the primary sweetener for the majority of products. The vitamin stack is fuller. This is partly a function of regulatory environment – the EU maintains stricter standards on certain additives than the FDA – and partly a function of a market that developed somewhat later and in a more competitive multi-brand environment from the outset, leaving less room for the cost-reduction trajectories that concentrated markets tend to produce. Finally, a rating system The beverage industry has long had objective quality frameworks for wine, mineral water, and spirits. Cars are safety-rated. Hotels are star-classified. Food products carry nutritional scoring systems of varying sophistication across different markets. Energy drinks – a category worth approximately $83 billion in global retail value in 2025, forecast to approach $116 billion by 2030 – have had none of this. Consumers buying an energy drink have had no independent, methodologically transparent basis for comparing what they were buying against alternatives. Marketing spend, shelf placement, and brand familiarity have filled the gap. The SCI does not fill that gap entirely – it is a first assessment, not a permanent institutional framework, and its methodology will no doubt be interrogated and refined over time. But it establishes the principle that the category can be evaluated objectively, and that the results of that evaluation are both informative and commercially significant. The question of aspartame illustrates why this matters. The sweetener – classified by the WHO’s International Agency for Research on Cancer as “possibly carcinogenic to humans”, a Group 2B classification – appeared in 10.5 per cent of products assessed globally, with 43 per cent of those aspartame-containing products found in Africa. The classification does not mean aspartame causes cancer; it means the evidence is sufficient to warrant ongoing scrutiny. A consumer with access to that information might reasonably prefer a product that does not use it. Until now, there has been no systematic global tool for identifying which products do and do not. The brand at the top of the table The highest-scoring brand in the SCI – on objective ingredient quality, formulation standards, and label transparency, with no weighting for taste, marketing, or popularity – is one that most consumers in the United States will not have encountered. HELL Energy, founded in Hungary in 2006, is not a household name in North America. It is, however, one of the largest energy drink manufacturers in the world by production volume, operating a megafactory with a combined annual capacity of ten billion cans, certified to the highest international food safety standards. The brand is available in 60+ countries and holds category leadership in Hungary, its home market, where it commands a market share consistently around 65 per cent. In other markets where HELL leads, the brand typically holds 49–68 per cent market share. In India – one of the most logistically and competitively demanding consumer markets on earth – it achieved category leadership in under five years. So it is not a small or unproven player. It is simply one that has not prioritised the North American market, where the competitive barriers to entry and the margin pressures on formulation quality are both at their most extreme. Notably, despite its scale and quality credentials, HELL typically sits on the shelf at around half the price of the global category leader – a combination that, in the markets where it competes, has proven difficult to argue against. Its position at the top of the SCI is consistent with a product philosophy that has prioritised ingredient quality over cost reduction. The brand uses no artificial preservatives, no aspartame, and real sugar in its standard formulations. These are not unusual choices in the European context. They are, however, choices that distinguish it sharply from the formulation norms of the world’s most valuable energy drink market. The marketing history is worth noting, not because it is the basis for the ranking – it emphatically is not – but because it illustrates a pattern of deliberate strategic positioning over two decades. The brand entered Formula 1 sponsorship at a point when that association carried category credibility, then exited before the returns diminished. Bruce Willis fronted global campaigns for six consecutive years. The successor chosen – Michele Morrone, a strikingly handsome Italian actor and former model for a number of international fashion brands, whose career was at an early stage when the partnership began – has since appeared alongside Sidney Sweeney and is in upcoming productions with Sir Anthony Hopkins, Al Pacino, Jessica Alba, and Andy Garcia. The instinct for identifying cultural traction before it becomes expensive has been consistent. It does, however, suggest that a brand capable of that quality of market timing over twenty years is unlikely to be sitting still on formulation either. What this means for the category The energy drink market is, in one sense, two markets that have been allowed to share a name for long enough that the distinction has become invisible. The publication of the SCI makes that distinction visible, and the question now is whether the market responds. The organic food and beverage movement offers a partial precedent. Products positioned on ingredient quality and transparency were, for much of the 1990s and 2000s, treated as niche and overpriced. They eventually found their mainstream. The process was slow and required both consumer education and retail willingness to give quality-positioned products shelf space alongside cheaper alternatives. The energy drink category is earlier in that process, but the direction of travel – in regulatory terms, in consumer awareness terms, and now in independent assessment terms – is not difficult to read. For distributors and retailers assessing which brands to build positions around over the next decade, the arrival of an objective global quality framework is, if anything, a simplifying development. The question of which energy drink to back has historically been answered primarily by marketing power and distribution reach. It can now also be answered, at least in part, by ingredient quality and formulation transparency. About The Six Continents Index & Fine Liquids The Six Continents Index (https://sixcontinentsindex.com) was conducted independently by Pat Eckert and his team at Fine Liquids, Meckesheim, Germany. Assessed brands were not notified in advance and had no involvement in the evaluation. No paid participation, sponsorship, or commercial influence played any role.

EQS 新聞 / 2026-05-17 / 14:04 UTC+8 新聞稿 （請即時發送） 中國心連心2026年度首季淨利潤同比大增68.7% 優化產品結構，加快營銷模式創新轉型，實現核心產品量價齊升 2026年度第一季業績重點： 集團實現收入約人民幣68.22億元，同比增長16.7%。 淨利潤同比大幅增長68.7%至約4.21億元，歸屬於母公司擁有人淨利潤同比增加51.7%至約人民幣3億元。 新增產能有序釋放，規模效應逐漸凸顯，整體毛利同比大幅攀升53.2%至約人民幣12.79億元。 精準把控投資節奏，長短期借款比例維持於8：2的合理水平，其中短期貸款同比下降9%。 （2026年5月17日，香港）中國心連心化肥有限公司（「中國心連心」或「本公司」，連同其附屬公司合稱「本集團」）（股份代號：01866.HK）宣佈，截至2026年3月31日止季度，集團實現收入約68.22億元（人民幣，下同），同比增長16.7%；淨利潤同比大幅增長68.7%至約4.21億元，歸屬於母公司擁有人淨利潤約3億元，同比增加51.7%。 回顧期內，在農需釋放及原料成本支撐的作用下，化肥行業整體經營環境穩中向好。本集團緊抓行業發展機遇，一方面持續加大差異化高效肥研發、優化產品結構，高附加值產品產銷佔比的提升，帶動產品均價穩步上漲；另一方面加快營銷模式創新轉型，持續拓寬國內外銷售渠道，緊抓國際市場出口機遇，進一步擴大化工品出口規模，實現核心產品量價齊升。 隨著九江二期項目順利投運，新增產能有序釋放，規模效應逐漸凸顯，單位生產成本進一步降低，拉動整體毛利同比大幅攀升53.2%至約12.79億元，為本集團業績增長提供堅實支撐。 今年首季度，尿素銷售收入約19.61億元，同比增加27.6%。隨著九江二期項目的順利投運，期內尿素產量同比大幅增長，助力銷量同比提升21.4%。由於下游客戶提前備貨，帶動庫存同比降低19%，支撐尿素價格上行，加上本集團持續優化產品結構，進一步提升毛利率較高的高效尿素銷售佔比，期內尿素平均售價同比上升5.2%。另外，九江二期項目的投產攤薄噸固定成本，加上原料成本節降約9%，期內尿素毛利率同比上升10個百分點至27%。 回顧期內，複合肥銷售收入約16.93億元，同比增加8.7%。隨著營銷轉型戰略落地，本集團的銷網絡已遍佈全國31個省級行政區，新增總經銷約7,000家，銷售網絡覆蓋率達91%，加上存量總經銷業務穩健增長，期內複合肥銷量同比增加8.2%。由於普通肥銷量佔比季節性偏高，且市場供應基本平衡，期內複合肥均價保持平穩，但受鉀肥、磷肥供應偏緊影響，帶動原料價格上漲，導致複合肥平均毛利率同比微降1.9個百分點至12%。 在項目投入高峰期，本集團將精準把控投資節奏，統籌平衡資本開支與財務風險的匹配，確保自身現金流穩健。本集團整體槓桿水平可控，負債結構合理，各項核心財務指標穩健向好。截至回顧期末，本集團的資產負債率較期初小幅上升1.9個百分點至67.9%，長短期債務比例維持於8：2水平，其中短期貸款同比下降9%，有效提升營運資金約14億元，新增貸款平均利率控制在2.86%以內，同比下降 0.18個百分點。 在項目建設方面，新鄉基地的化工新材料項目已進入試生產階段，各項指標運行良好，70萬噸尿素產能預期於今年第二季投產。准東項目（一期）各項施工進度有序推進，預計今年底前完成投產。廣西大項目（一期）計劃明年第三季投產，該項目將填補兩廣地區新型氮肥產能空缺，並依託平陸運河，提高運輸時效降低成本，有效推進東南亞市場佈局。 展望第二季，中國心連心董事長劉興旭先生表示：國內尿素價格在農業用肥旺季的支撐下，整體將保持堅挺平穩運行，但受供應寬鬆等因素影響，價格上行空間相對有限。春耕結束後，若出口政策調整放寬，或將帶動尿素價格階段性波動。同時，受地緣衝突影響，煤頭企業的成本優勢進一步凸顯，行業競爭格局將不斷優化。面對複雜的行業環境，本集團將通過技術創新、產品迭代、營銷轉型，推進數智化轉型與綠色低碳高質量發展，全面夯實核心競爭力。   ~ 完 ~   關於中國心連心化肥有限公司 中國心連心化肥有限公司為中國最具規模優勢和成本效益的煤基尿素生產商之一，主要從事尿素、複合肥、甲醇、二甲醚、三聚氰胺、糠醇、糠醛、2-甲基呋喃和醫藥中間體等相關差異化產品的研發、生產與銷售。集團堅持「總成本領先、差異化競爭」的發展策略，做大做強化肥主業，依託新鄉、新疆、江西等地區資源，向上游新能源、新材料等產品鏈延伸，向煤化工相關多元化方向發展。中國心連心股份在香港交易所主板上市，股份編號：01866.HK。   投資者及媒體查詢 中國心連心化肥有限公司 桂琳 電話：86-135 6942 3415 電郵：lin.gui@chinaxlx.com.hk 中國公關顧問有限公司 蕭偉成 / 郭麗君 電話：852-2522 1368 / 852-2522 1838 電郵：dshiu@prchina.com.hk lguo@prchina.com.hk   2026-05-17 此財經新聞稿由EQS Group轉載。本公告內容由發行人全權負責。 瀏覽原文: http://www.todayir.com/tc/index.php  

EQS 新聞 / 2026-05-18 / 12:58 UTC+8 SHK Capital Partners（「SHKCP」）與 Pinegrove Credit Partners今日宣佈達成戰略合作夥伴關係，以拓展亞洲投資者參與創投債務（Venture Debt）的投資渠道，並為投資者提供涉足高增長科技及創新驅動型行業的投資機會。 此次合作結合 Pinegrove Venture Partner (「Pinegrove」) 在創新經濟領域的深厚專業知識，以及 SHKCP 在亞洲廣泛的網絡資源及其於另類投資方案方面的卓越往績。創投債務已成為成長階段的科技、生命科學及醫療保健企業擴展業務的重要融資方案，既能助力企業擴充規模，亦保障創始團隊的股權及維持資產負債表的靈活性。是次合作的重點在於為亞洲機構及私人投資者提供與該新興資產類別投資理念相契合的解決方案，並支持創新經濟中高增長企業的創投債務融資需求。 SHKCP為新鴻基公司旗下另類投資方案業務分支。新鴻基公司（香港上市股份代號: 86）是香港領先且卓越、並以自有資本驅動的的另類投資平台，在另類投資和資產管理領域的專業實力廣受認可。Pinegrove Credit Partners 為 Pinegrove旗下的創投債務及私募信貸業務分支，Pinegrove獲得Brookfield 及 HRTG Partners支持，淡馬錫亦為其基石投資者之一。 Pinegrove 與第一公民銀行（First Citizens Bank & Trust）旗下矽谷銀行（Silicon Valley Bank，SVB）維持長期戰略合作關係，大幅強化其於創投生態圈發掘優質貸款項目、信貸審批並投放貸款的能力。自2012年以來，Pinegrove 旗下基金已累計投放逾45億美元，為超過450家成長期企業提供約580筆貸款。 新鴻基公司副行政總裁 Tony Edwards 表示: 「創投債務是一個發展日趨成熟的資產類別，具備吸引的經風險調整回報潛力。與 Pinegrove 這一頂尖平台合作，將進一步增強SHKCP 作為亞洲優質資本與全球創新主導企業之間橋樑的能力。作為 Pinegrove Credit Partners 的戰略合作夥伴及投資者，我們致力持續為客戶及合作夥伴拓展更多優質另類投資方案，同時支持新一輪全球創新發展。」 Pinegrove Credit Partners 管理合夥人兼負責人 Jim Ellison 表示： 「我們的平台建立在與創投生態系統內的深厚人脈與網絡資源之上，這使我們能夠實現差異化的項目發掘和嚴謹的資本投放。與 SHKCP 的合作，讓我們能依託一個投資理念一致且業務基礎紮實的另類投資平台，深入拓展亞洲市場。我們期待雙方攜手，為成長階段企業提供靈活的融資解決方案，同時為亞洲投資者創造穩健且具吸引力的經風險調整回報。」 – 完 – 關於Pinegrove Credit Partners Pinegrove Credit Partners 是 Pinegrove Venture Partners (「Pinegrove」) 旗下的創投債務與私募信貸業務分支。 Pinegrove 獲得 Brookfield 及 HRTG Partners 支持，管理資產規模超過 120 億美元，是橫跨創新經濟領域的多元化創投投資平台，旗下業務包括：創投債務（Pinegrove Credit Partners）、基金初級與共同投資（Pinegrove Strategic Partners），以及創業二級市場（Pinegrove Opportunity Partners）。 如欲進一步了解 Pinegrove Credit Partners，請發送電郵至 info@pinegrove.vc。 關於新鴻基有限公司及Sun Hung Kai Capital Partners Limited「SHKCP」 Sun Hung Kai Capital Partners Limited「SHKCP」成立於2020 年，是新鴻基公司旗下受香港證監會監管的附屬公司，持有第1、4 和9 類牌照。 新鴻基有限公司（「新鴻基公司」，香港上市股份代號: 86）是一家總部位於香港、以自有資本驅動的另類投資平台。自1969年成立以來，新鴻基公司憑藉深厚的財富管理根基，透過以有限合夥人及普通合夥人身份，投資於多個另類資產類別，包括對沖基金、私募股權、私募信貸及各類實物資產等，打造出獨特的投資實力，並持續締造穩健的長期經風險調整回報。截至2025年12月31日，新鴻基公司持有總資產約387億港元，總資產管理規模*達246億港元（約32億美元），過去三年年均增長率達81%。   如欲了解更多關於SHKCP的資訊，請瀏覽 www.shkcapital.com或關注公司領英。 如欲了解更多關於新鴻基公司的資訊，請瀏覽 www.shkco.com或關注公司領英。 *「總資產管理規模」指由SHKCP所管理、諮詢、分銷或以其他方式提供服務的資產總值，亦包括由種子合作夥伴及新鴻基公司擁有股權的管理人之資產。詳情請參閱新鴻基公司網站及我們的年報。此計算方法與監管申報之資產管理規模有所不同。 請注意，本新聞稿包含前瞻性陳述。該等陳述可能包括有關 SHKCP 及新鴻基公司的說明性預測、預估或期望，惟任何所作出的預測或預估概不保證將會實現。   媒體查詢，請聯絡： 匯思訊 電郵：shk@christensencomms.com

開曼群島喬治敦 - 2026年4月23日 - (SeaPRwire) - GA Ventures Ltd 今日宣布正式推出 FastX。這是一款專為專業及活躍交易者打造的下一代交易所，旨在提供機構級工具的同時，確保用戶無需放棄對資產的託管或控制權。FastX 將於 5 月 5 日在全球上線，交易者可直接訪問 fastx.co 進入平台。 FastX 結合了深厚的 on-chain 流動性、多資產 perpetual futures 市場以及先進的 copy-trading 引擎，旨在架起傳統金融與去中心化數位資產生態系統之間的橋樑。透過利用 blockchain 技術，該平台實現了在全球主要去中心化網絡上的低延遲交易鏡像，同時讓用戶完全掌控自己的錢包和風險。 「FastX 由交易員為交易員而建，」FastX 首席執行官 Adelene 表示。「我們的職業生涯遍佈華爾街交易台和加密市場，見證了同樣問題的重演：透明度極低的執行、利益錯位，以及要求用戶盲目外包決策的 copytrading 系統。FastX 是我們的答案——一個去中心化、透明的基礎設施層，交易員保留託管權，技術則是用來增強而非取代他們的優勢。」 FastX 擁有一支由資深交易員組成的團隊，他們在頂級華爾街機構和領先的加密交易公司擁有超過 50 年的綜合經驗。FastX 從底層構建為一個 decentralised protocol。用戶連接自己的錢包，始終保持 self-custody，並透過 smart contracts 在 on-chain 執行交易，而非依賴中心化經紀商或託管交易所。 發布時，FastX 將提供： 深厚的 on-chain 流動性：涵蓋廣泛的perpetual 市場，旨在以極窄的價差和最小的滑點支持大額頭寸。 快速直觀的交易界面：透過co 直接訪問，允許交易員插入首選錢包並在幾分鐘內開始交易。 透明的關聯計劃與積分系統：與社區分享平台費用的重要部分，獎勵幫助增長流動性和交易量的交易員及合作夥伴。 FastX 的核心功能是其下一代 copytrading 系統。與在單一場所鏡像訂單且存在不可預測延遲的傳統社交交易產品不同，FastX 的引擎旨在跨主要去中心化交易所路由和同步跟單交易，並將這些功能疊加在 FastX 自身的流動性之上。 該 copytrading 體驗旨在： 最小化Lead Trader 與 Follower 執行之間的延遲。 緩解結構性風險，如滑點、去同步和明顯的操縱行為。 發揮去中心化優勢，例如透明的on-chain 業績記錄和可編程的風險控制，而不會使平台變成一個中心化的黑匣子。 「copytrading 長期以來一直被定型為一場等待發生的盲目、自主的災難，」Adelene 補充道。「FastX 採取了相反的立場。我們利用技術帶來更多的透明度——on-chain 記錄、內置風險參數，以及盡可能減少搶跑和執行博弈的基礎設施。隨著時間的推移，我們的目標是在此基礎上疊加 AI 驅動的智能，使平台用戶能從高級分析和風險管理中獲益，而不僅僅是『跟隨並期待』。」 FastX 目前由深耕全球加密交易生態系統的天使投資人網絡提供種子輪資金。這些支持者擁有共同的願景，即下一代市場將建立在開放、可驗證的軌道上，交易員理應獲得更好、更透明的工具來表達和管理風險。GA Ventures 和 FastX 正在組建一個由資深交易員、market makers 和技術專家組成的強大顧問委員會，以指導交易所進入下一階段的增長。 作為一個 decentralised protocol，FastX 不託管用戶資金，也不作為傳統經紀商運營。所有頭寸、清算和費用流在 on-chain 均清晰可見，讓交易員在所有市場條件下都能對系統行為進行清晰、可驗證的洞察。 「我們的願景很簡單，」Adelene 表示。「我們希望專業級的 perpetuals 和智能 copytrading 存在於它們應有的地方：透明的去中心化基礎設施，而不是黑匣子。5 月 5 日推出 FastX 是第一步。從這裡開始，我們將繼續提供更快的執行、更智能的工具和 AI 增強的 copytrading，幫助交易員在 24/7 的市場中生存並蓬勃發展。」 交易員可以透過 https://fastx.co 瞭解更多信息並訪問交易所。 關於 GA Ventures Ltd GA Ventures Ltd 註冊於開曼群島，專注於為專業交易員和成熟的市場參與者構建去中心化金融基礎設施和工具。公司支持的產品優先考慮在快速發展的數位資產市場中實現 self-custody、透明度和穩健的風險管理。 Media Contact Brand: FastX Perpetuals Exchange (GA Ventures Ltd) Email: support@fastx.co Contact: Ella Huang Website: https://fastx.co/

George Town, Cayman Islands – April 23, 2026 – (SeaPRwire) – GA Ventures Ltd today announced the official launch of FastX, a next-generation exchange built for professional and active traders who require institutional‑grade tools without surrendering custody or control of their assets. FastX goes live globally on 5 May, with traders able to access the platform directly at fastx.co. FastX combines deep on‑chain liquidity, multi‑asset perpetual futures markets, and an advanced copy-trading engine designed to bridge the gap between traditional finance and the decentralized digital asset ecosystem. By leveraging blockchain technology, the platform delivers low‑latency mirroring of trades across major decentralized networks worldwide—while keeping users in full control of their own wallets and risk. “FastX was created by traders for traders,” said Adelene, Chief Executive Officer of FastX. “We’ve spent our careers on Wall Street desks and in crypto markets, and we’ve seen the same problems repeat: opaque execution, misaligned incentives, and copytrading systems that ask users to blindly outsource decisions. FastX is our answer—a decentralised, transparent infrastructure layer where traders keep custody, and technology works to augment, not replace, their edge.” Backed by a team of veteran traders with more than 50 years of combined experience across top Wall Street institutions and leading crypto trading firms, FastX is built from the ground up as a decentralised protocol. Users connect their own wallets, maintain self‑custody at all times, and interact with smart contracts that execute trades on‑chain, rather than relying on a centralised broker or custodial exchange. At launch, FastX will offer: Deep, on‑chain liquidity across a wide range of perpetual markets, designed to support serious position sizes with tight spreads and minimal slippage. A fast, intuitive trading interface accessible directly via fastx.co, allowing traders to plug in with their preferred wallet and start trading in minutes. A transparent affiliate and points system that shares a meaningful portion of platform fees with the community and rewards traders and partners who help grow liquidity and volume. The flagship feature of FastX is its next‑generation copytrading system. Unlike traditional social trading products that mirror orders on a single venue with unpredictable delays, FastX’s engine is designed to route and synchronise copy trades across major decentralised exchanges, layering those capabilities on top of FastX’s own liquidity. The result is a copytrading experience that aims to: Minimise latency between lead and follower execution. Mitigate structural risks such as slippage, desync, and obvious forms of manipulation. Exploit decentralised advantages, such as transparent on‑chain track records and programmable risk controls, without turning the platform into a centralised black box. “Copytrading has always been typecast as a blind, autonomous disaster waiting to happen,” Adelene added. “FastX takes the opposite stance. We use technology to bring more transparency, not less—on‑chain track records, built‑in risk parameters, and infrastructure that reduces front‑running and execution games wherever possible. Over time, our goal is to layer AI‑driven intelligence on top of this foundation so that users can benefit from advanced analytics and risk management, rather than just ‘follow and hope’.” FastX is currently seed‑funded by a network of angels deeply embedded in the global crypto trading ecosystem. These backers share a common view that the next generation of markets will be built on open, verifiable rails and that traders deserve better, more transparent instrumentation for expressing and managing risk. GA Ventures and FastX are assembling a strong advisory board of experienced traders, market makers, and technologists to guide the exchange through its next phase of growth. As a decentralised protocol, FastX does not take custody of user funds and does not operate as a traditional broker. All positions, liquidations, and fee flows are visible on‑chain, giving traders clear, verifiable insight into how the system behaves under all market conditions. “Our vision is simple,” said Adelene. “We want professional‑grade perpetuals and intelligent copytrading to live where they belong: on transparent, decentralised infrastructure, not in a black box. Launching FastX on 5 May is the first step. From here, we’ll continue to ship faster execution, smarter tooling, and AI‑enhanced copytrading that helps traders survive and thrive in 24/7 markets.” Traders can learn more and access the exchange at https://fastx.co. About GA Ventures Ltd GA Ventures Ltd, incorporated in the Cayman Islands, focuses on building decentralised financial infrastructure and tools for professional traders and sophisticated market participants. The company backs products that prioritise self‑custody, transparency, and robust risk management in rapidly evolving digital asset markets. Media Contact Brand: FastX Perpetuals Exchange (GA Ventures Ltd) Email: support@fastx.co Contact: Ella HuangWebsite: https://fastx.co/