In today's edition: Kuda cuts jobs || Kenya won't raise existing tax rates || DHL to acquire three SA companies || New ID management system for Nigerian telecomsIn today's edition: Kuda cuts jobs || Kenya won't raise existing tax rates || DHL to acquire three SA companies || New ID management system for Nigerian telecoms

👨🏿‍🚀TechCabal Daily – Job cuts at Kuda

2026/03/30 13:58
Okuma süresi: 9 dk
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Good morning.☀

Welcome to another week. It’s the end of Q1 2026. How has the quarter been for you?

A few exciting things happened in African tech: we witnessed the “Terra moment,” a major signal that hardware tech can truly win in Africa. Fintechs are increasingly layering credit operations, data pipelines, and banking-grade services onto their existing infrastructure. Is this the future of digital banking in Africa?

In the emerging crypto sector, more African regulators, including those in Rwanda, Ghana, and Kenya, are taking concrete steps to regulate digital assets. Whatever the motive, operators are applauding the move first and debating the details of the rules later. 

It was also a quarter in which we saw a major re-entry by global payments fintech PayPal, to mixed reactions. The company also launched its stablecoin, PayPal USD (PYUSD), in 70 countries for last-mile use cases. You don’t need a crystal ball to see how easily this could power cross-border trade for Africans using PayPal.

It’s been an interesting quarter. What’s your biggest prediction for Q2? Tap the “Reply” button and write back to us.

Let’s get to it.

  • Kuda cuts jobs
  • Kenya won’t raise existing tax rates
  • DHL to acquire three SA companies
  • New ID management system for Nigerian telecoms
  • World Wide Web 3
  • Job Openings

Layoffs

Hundreds lose their jobs at Nigerian neobank Kuda

Image Source: Tenor

On March 25, staff at the Nigerian digital bank, Kuda, logged into an all‑hands call and, before they logged out, hundreds had been told their roles no longer existed, as a company‑wide restructuring took out chunks of core teams, including marketing, operations, and other support functions.

It’s a clear signal of how the company plans to grow: leaner and more disciplined.

Between the lines: Kuda insists the cuts are not driven by financial pressure but by “industry benchmarks” and a strategic review of what it needs for scale.

On paper, the numbers support that confidence: seven million registered customers, losses slashed from about $35 million in 2023 to under $6 million in 2024, and naira revenue that almost doubled to ₦21.2 billion ($15.4 million) as operating expenses fell. This is not a company falling apart (at least based on last reported numbers); it is a company deciding it can hit its next set of targets with fewer people.

The more interesting story is what this says about the end of Nigeria’s “growth at any cost” neobank era. If you can process hundreds of millions of transactions and trillions of naira in value with a leaner team, investors will ask why you did not do it sooner.

Kuda’s layoffs are painful, messy, and for many employees, deeply unfair. They are also a reminder that even fintech darlings eventually graduate from the startup fantasy of permanent hiring mode to the listed‑company discipline of doing more with less.

Fincra is now licenced in Canada.

Fincra has secured a PSP licence in Canada, adding a regulated connection between Africa and one of the world’s most trusted financial systems. See what this means for your business.

Economy

Kenya says it will not increase existing tax rates in Finance Bill

National Treasury secretary John Mbadi. IMAGE | NMG

Kenya’s Treasury is trying something unusual for a government that needs cash: promising no new tax rates in this year’s Finance Bill. National Treasury Cabinet Secretary John Mbadi told parliament’s Budget and Appropriations Committee that the 2026 Finance Bill will not raise existing tax rates, and that the focus will instead be on enforcing compliance and widening the tax base through a more digital, data-driven Kenya Revenue Authority (KRA).

The context matters. The 2024 Finance Bill sparked nationwide protests and forced the administration to retreat from several new levies, and with the 2027 elections approaching, President William Ruto’s team is wary of any move that looks like another direct hit to household incomes. 

At the same time, parliament has already approved a tight spending ceiling—KES 2.878 trillion (about $22.23 billion)—for the 2026/27 budget, even as total government outlays and debt-service costs continue to climb. That gap between what the state wants to spend and what it can collect is supposed to be closed by better enforcement, not higher rates.

It puts pressure on KRA, the country’s taxman, to use tools like electronic invoicing, automated return checks, and closer tracking of online and small-business transactions, especially in the informal sector that dominates Kenya’s economy, but contributes relatively little tax. The risk is that digital crackdowns fall hardest on businesses already in the net, while much of the cash-based economy stays out of reach. 

A cleaner way to put the dilemma: If these administrative fixes do not deliver, the government will eventually have to choose between borrowing even more at high cost or cutting spending more sharply than it is currently willing to admit.

M&A

DHL South Africa is on an acquisition spree

Image Source: Tenor

The South African branch of DHL, the German logistics giant, has received approval from the country’s Competition Commission to acquire three local logistics companies, pending approval from the Competition Tribunal.

Who is DHL buying? The logistics giant is buying three companies that are part of the Vital Group, though they are being acquired as separate entities. 

Vital Distribution handles the actual movement and storage of goods across industries like retail and manufacturing. 

Vital Fleet owns and manages the vehicles, vans, and long-haul trucks, the physical infrastructure that keeps deliveries moving. 

Staffing Logistics supplies the people who run these operations with a nationwide network that can deploy workers across different provinces with its 96 operations across the country. Altogether, DHL is buying a full logistics network in one clean swipe.

What this does for DHL: With this acquisition, DHL strengthens its on-the-ground movement of goods across industries like retail and manufacturing, adds more vehicles and transport capacity directly into its system, and gains access to an experienced workforce. 

All of this folds into DHL’s existing network, giving it more control over how goods move within South Africa, also deepening its investment footprint in the company after previously investing R6 billion ($350 million) in its South African operations in October 2025. DHL can offer more end-to-end solutions without relying on third parties.

It changes the game for local logistics companies: The Competition Commission has noted that this acquisition is unlikely to substantially lessen or prevent competition in the market, but the reality could feel different. 

Logistics companies like Imperial Logistics, DSV South Africa, or BLG Logistics already compete across different parts of the logistics chain. What DHL is doing here is stitching those different parts together under its own roof. It raises the stakes for smaller operators who now have to match a player that can do what they do, but with global backing.

Telecoms

Nigeria’s telecoms regulator proposes new identity management system

Image Source: Zikoko Memes

Phone numbers are now more than just tools for making calls. They are bank keys, login codes, among others, and fraud surrounding what happens after a number is recycled or reassigned is increasing. In such cases, someone else can inherit access to the original owner’s accounts and digital footprint.

NCC’s proposed solution: The Nigerian Communications Commission (NCC), the country’s telecoms regulator, is proposing a Telecoms Identity Risk Management System (TIRMS), a platform that will track and verify the risk status of mobile numbers across sectors. Instead of banks, telecoms, and other platforms guessing the status of a number, TIRMS lets them check it in real time if the number has been recently swapped, recycled, or flagged.

It comes with new rules: To make this system work, telecom operators will have to warn users at least 14 days before recycling their numbers, report churned numbers within 7 days, and follow stricter processes for blocking suspicious lines.

Eyebrows are raised: MTN, the country’s largest telecom operator with about 51.4% market share, has pointed out that a similar system already exists, and barely anyone uses it. If banks and financial platforms don’t plug into TIRMS, it risks becoming another well-designed system with low adoption. There are also practical issues that operators would be able to notify users before recycling a number if they can’t reach them in the first place.

In the perfect version of this world, phone numbers stop being a target for fraud and become reliable again, but that depends on participation by relevant players, including telecom operators. The NCC is trying to fix a real problem. The question is whether the system will be used or just exist.

CRYPTO TRACKER

The World Wide Web3

Source:

CoinMarketCap logo

Coin Name

Current Value

Day

Month

Bitcoin $67,593

+ 1.40%

+ 2.89%

Ether $2,054.54

+ 2.61%

+ 6.58%

Origin $5.34

– 8.38%

– 16.31%

Solana $83.85

– 1.47%

+ 2.50%

* Data as of 06.25 AM WAT, March 30, 2026.

Job Openings

  • Big Cabal Media — Senior Motion Designer, YouTube Growth Strategist, Quality Assurance Engineer, Editor-in-Chief (TechCabal) — Lagos, Nigeria 
  • Big Cabal Media — Senior Reporters, South Africa — Remote (South Africa)
  • Fincra — Country Manager, Kenya — Remote (Kenya)
  • Fincra — Country Manager, Mozambique — Remote (Mozambique)
  • Fincra — Country Manager, South Africa — Remote (South Africa)
  • Fincra — Senior Product Engineer, Senior Marketing Specialist, and several other roles — Remote (anywhere in the world)
  • Paga — Strategic Partnership Executive, Software Architect, Senior Sales Executive, Doroki Growth Marketing Manager, and several other roles — Lagos, Nigeria

There are more jobs on TechCabal’s job board. If you have job opportunities to share, please submit them at bit.ly/tcxjobs.

  • Digital Nomads: Travelling is the easy part, finding shelter is where hell breaks loose. Coliving hubs are fixing this.
  • Why OpenAI killed Sora
  • The decadelong feud shaping the future of AI
  • God and bitcoin: Why some Christians are going all in on cryptocurrency

Written by: Emmanuel Nwosu and Opeyemi Kareem

Edited by: Emmanuel Nwosu

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Former BlackRock Executive Joseph Chalom: How will Ethereum reshape the global financial system?

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Ex-BlackRock Exec: Why Ethereum Will Reshape Global Finance | Joseph Chalom Guest: Joseph Chalom, Co-CEO of SharpLink and former BlackRock executive Moderator: Chris Perkins, CEO of CoinFund Podcast Date: September 10 Compiled and edited by LenaXin Editor's Summary This article is compiled from the Wealthion podcast, where we invite SharpLink co-founder and former BlackRock executive Joseph Chalom and CoinFund President Chris Perkins to discuss how the tokenization of real-world assets, rigorous risk management, and large-scale intergenerational wealth transfer can put trillions of dollars on the Ethereum track. Why Ethereum could become one of the most strategic assets of the next decade? Why DATs offer a smarter, higher-yielding, and more transparent way to invest in Ethereum ChainCatcher did the collating and compilation. Summary of highlights My focus has always been on building a bridge between traditional finance and digital assets, and upholding my principles while raising industry standards. Holding ETH indirectly through holding public shares listed on Nasdaq has its unique advantages. It is necessary to avoid raising funds when there is actual dilution of shareholder equity. You should wait until the multiple recovers before raising funds, purchasing ETH and staking. The biggest risk today is no longer regulation, but how we behave and the kinds of risks we are willing to take in pursuit of returns. A small, focused team can achieve significant results by doing just a few key things. If you can earn ETH through business operations, it will form a powerful growth flywheel. I hope that in a year and a half, we can establish one or two companies that support the closed loop of transactions in the Ethereum ecosystem and generate revenue denominated in ETH, thus forming a virtuous circle. The current global financial system is highly fragmented: assets such as stocks and bonds are limited to trading in specific locations, lack interoperability, and each transaction usually requires transfer through fiat currency. (I) From BlackRock to Blockchain: Joseph’s Financial Journey Chris Perkins: Could you tell us about your background? Joseph Chalom: I've only been CEO of SharpLink for five weeks, but my story goes far beyond that. Before coming here, I spent a full twenty years at BlackRock. For the first decade or so, I was deeply involved in the expansion of BlackRock's Aladdin fintech platform. This experience taught me how to drive business growth and identify pain points within the business ecosystem. My last five years at BlackRock have been particularly memorable: I led a vibrant and elite team to explore the new field of digital assets. I was born into an immigrant family and grew up in Washington, D.C. I came to New York 31 years ago, and the energy of this city still drives me forward. Chris Perkins: You surprised everyone by coming back after retirement. Joseph Chalom: I didn't jump directly from BlackRock to Sharplink. I officially retired with a generous compensation package. I was planning to relax and unwind, but then I got a surprise call. My life seems to have always intersected with Joe Rubin's. We talk about mission legacy, and it sounds cliché, but who isn’t striving to leave a mark? My focus has always been on building a bridge between traditional finance and digital assets, upholding my principles while raising industry standards. When I learned that a digital asset vault project needed a leader, I was initially cautious. But the expertise of ConsenSys, Joe’s board involvement, and the project’s potential to help Sharplink stand out ultimately convinced me, and so my short retirement came to an end. Ideally, everyone would have had a few months to reflect on the situation. However, the market was undergoing a critical turning point at the time. It wasn't a battle between Bitcoin and Ethereum, but rather Ethereum was entering its own era and should not be assigned the same risk attributes as Bitcoin. Frankly, I oppose irrational market bias. All assets have value in a portfolio. My decision to re-enter the market stems from my unwavering belief in Ethereum's long-term opportunities. 2. Why Ethereum is a core bet Chris Perkins: Can you talk about how you understand DATS and the promise of Ethereum? Joseph Chalom: If we believe that the financial services industry is going to go through a structural reshaping that will last for a decade or even decades, and you are not looking for short-term trading or speculation but long-term investment opportunities, then the key question is where can you have the greatest impact? There are many ways to hold ETH. Many choose to hold it in spot form, or store it in a self-custodial wallet or custodian institution. Some institutions also prefer ETF products. Of course, each method has certain limitations and risks . Indirectly holding ETH through holding public shares listed on Nasdaq has its unique advantages. Furthermore, by wrapping your equity in a publicly traded company, you not only capture the growth of ETH itself—its price has risen significantly over the past few months—but also earn staking returns. Holding shares in publicly traded companies often carries the potential for multiple increases in value. If you believe in the company's growth potential, this approach can yield significantly higher returns over the long term than simply holding ETH. Therefore, the logical order is very clear. First, you must be convinced that Ethereum contains long-term opportunities; secondly, you can choose what tools to use to hold it. (3) Promoting the growth of net assets per share: What is the driving force of the model? Chris Perkins: In driving MNAV growth, how do you balance financial operations, timely share issuance to increase earnings per share, with truly improving fundamentals and potential returns? Joseph Chalom: I think there are two complementary elements. The first is how to raise funds in a value-added manner . Most fund management companies currently raise funds mainly through issuing stocks. Issuing equity when the share price is higher than the underlying asset's net asset value (NAV) is a method of raising capital using a NAV multiple. At this point, the enterprise's value exceeds the actual value of the ETH held. Financing methods include a market offering, a registered direct offering, or starting with a pipeline. The key is that the financing must achieve value-added , otherwise early investors and shareholders will think that you are diluting their interests simply by increasing your holdings of ETH. If financing is efficient, the cost of acquiring ETH is reasonable, and staking yields returns, the value of each ETH share will increase over time. As long as financing can increase the value of each ETH share, it is an added value for shareholders. Of course, the net asset value (NAV) or main net asset value (MNAV) multiple can be high or fall below 1, which is largely affected by market sentiment and will eventually revert to the mean in the long run. Therefore, it is necessary to avoid raising funds when there is actual dilution of shareholder equity. One should wait until the multiple recovers before conducting financing, purchasing ETH, and staking operations. Chris Perkins: So essentially you're monitoring the average net asset value (MNAV). If the MNAV is less than 1, in many cases, that's a buying opportunity. Joseph Chalom: ETH attracts the following types of investors: 1. Retail investors and long-term holders who believe in the long-term capital appreciation potential of Ethereum. Even without considering staking returns, they actively hold Ethereum through public financial companies like us to seek asset appreciation and passive income. 2. Some investors prefer Ethereum's current high volatility, especially given the increasing institutionalization of Bitcoin and the relatively increased volatility of Ethereum. 3. Investors who are willing to participate in Gamma trading through an equity-linked structure to earn returns on their lending capital. A key reason I joined Sharplink was not only to establish a shared understanding as a strategic partner, but also to attract top institutional talent and conduct business in a risk-adjusted manner. The biggest risk today is no longer regulation, but how we behave and the types of risks we are willing to take in pursuit of returns. (IV) Talent and Risk: The Core Secret to Building an Excellent Team Chris Perkins: How do you find and attract multi-talented individuals who are proficient in both DeFi and traditional finance (e.g., Wall Street)? How do you address security risks like hacker attacks and smart contract vulnerabilities? Joseph Chalom: Talent is actually relatively easy to find. I previously led the digital assets team at BlackRock. We started with a single core member and gradually built a lean team of five strategists and seven engineers. Leveraging BlackRock's brand and reputation, we raised over $100 billion in a year and a half. This demonstrates that a small, focused team, focused on a few key areas, can achieve significant results. We recruit only the brightest and most mission-driven individuals, adhering to a single principle: we reject arrogance and negativity. We seek individuals who truly share our vision for long-term change. These individuals aren't simply optimistic about ETH price increases or pursuing short-term capital management, but rather believe in the profound and lasting structural transformation of the industry and are committed to participating in it. Excellent talents often come from recommendations from trusted people, not headhunters. The risks are more complex. Excessive pursuit of extremely high returns, anxious pursuit of every possible basis point of gain, or measuring progress over an overly short timeframe can easily lead to mistakes. We view ourselves as a long-term opportunity, and therefore should accumulate assets steadily. Risk primarily stems from our operational approach : for every $1 raised, we purchase $1 worth of ETH, ultimately building a portfolio of billions of ETH. This portfolio requires systematic management, encompassing a variety of methods, from the most basic and secure custodial staking to liquidity staking, re-staking, revolving strategies, and even over-the-counter lending. Each approach introduces potential risk and leverage. Risk itself can bring rewards. However, if you don't understand the risks you are taking, you shouldn't enter this field. You must clearly identify smart contract risk, protocol risk, counterparty risk, term risk, and even the convexity characteristics of the transaction, and use this to establish an effective risk-reward boundary . Our goal is to build an ideal investment portfolio, not to pursue high daily returns , but to consistently win the game. This means creating genuine value for investors. Those who blindly pursue returns or lack a clear understanding of their own operations may actually create resistance for the entire industry. Chris Perkins: Is risk management key to long-term success? Do you plan to drive business success through a lean team and low operating cost model? Joseph Chalom: Looking back on my time at BlackRock, one thing stands out: the more successful a product is, the more humble it requires . Success is never the product of a few individuals. Our team is merely the tip of the spear in the overall system, backed by a strong brand reputation, distribution channels, and a large, trusted trustee. One of the great appeals of the digital asset business is its high scalability. While you'll need specialized teams like compliance and accounting to meet the requirements of a public company, the team actually responsible for fundraising can be very lean. Whether you're managing $3.5 billion or $35 billion in ETH, scale itself isn't crucial. If you build an efficient portfolio that can handle $1 billion in assets, it should be able to scale even further. The core issue is that when the scale becomes extremely large, on the one hand, caution must be exercised to avoid interfering with or questioning the security and stability of the protocol; on the other hand, it must be ensured that the pledged assets can still maintain sufficient liquidity under adverse circumstances. Chris Perkins: In asset management, how do you understand and implement the first principle that "treasures don't exist to lose money"? Joseph Chalom: At BlackRock, they used to say that if 65% to 70% of the assets you manage are pensions and retirement funds, you can't afford to lose anything. Because if we make a mistake, many people will not be able to retire with dignity. This is not only a responsibility, but also a heavy mission. (V) How SharpLink Gains an Advantage in Competition Chris Perkins: In the long term, how do you plan to position yourself to deal with competition from multiple fronts, including ETH and other tokens? Joseph Chalom: We can learn from Michael Saylor's strategy, but the fund management approach for ETH is completely different because it has higher yield potential . I view competitors as worthy of support. We have great respect for teams like BM&R. Many participants from traditional institutions recognize this as a long-term opportunity. There are two main ways to participate: directly holding ETH or generating income through ecosystem applications. We welcome this competition; the more participants, the more prosperous the industry. Ultimately, this space may be dominated by a small number of institutions actively accumulating ETH. We differentiate ourselves primarily through three key areas: First, we are the most trusted team among institutions . Despite our small size, we bring together top experts to manage assets with professionalism and rigor. Second, our partnership with ConsenSys . Their expertise provides us with a unique strategic advantage. Third, operating the business . In addition to accumulating and increasing the value of assets, we also operate a company focused on affiliate marketing in the gaming industry to ensure compliance with SEC and Nasdaq regulatory requirements. In the future, earning ETH through operational operations will create a powerful growth flywheel . Staking income, compounding debt interest, and ETH-denominated income will collectively accelerate the expansion of fund reserves. This approach may not be suitable for all ETH fund managers. (VI) Strategic Layout: Mergers and Acquisitions and Global Expansion Plans Chris Perkins: What is your overall view and direction on future M&A strategy? Joseph Chalom: If the amount of ETH debt grows significantly and some of this debt is illiquid, this could present opportunities. Currently, listed companies in this sector primarily raise capital through daily market programs. If the stock is liquid, this channel can be effectively utilized. However, some companies struggling to raise capital may trade at a discount to net assets or seek mergers, which could be an innovative way to acquire more ETH. As the industry matures, yields could gradually increase from 0.5%-1% of ETH supply to 1.5%-2.5%. It might be wise to issue sister bonds with similar structures in different regions, such as Asia or Europe, with identical issuance conditions and shared core operating costs and infrastructure, thereby reaching a wider range of investors. We expect to engage in such creative mergers and acquisitions in the future, but the specific timing is still uncertain. I believe that the industry will first undergo an initial phase of differentiation before entering a period of consolidation . Technological development and business evolution often follow this pattern. Similar consolidation and M&A trends are likely to occur in the stablecoin sector, which will be worth watching. Chris Perkins: Why is transparency so important ? What is the main motivation for disclosing operational details on a daily basis? Joseph Chalom: Most companies don't issue shares frequently, typically only once every few years. SEC regulations require companies to disclose the number of shares outstanding only in their quarterly reports. In our industry, fundraising may occur daily, weekly, or at other frequencies. Therefore, to fully reflect operational status, a series of key metrics must be publicly disclosed . These include: the amount of ETH held, total funds raised, weekly ETH increase, whether ETH is actually held or only held in derivatives, collateralization ratio, and returns. We publish press releases and AK documents every Tuesday morning to update investors on this data. Although some indicators may not be favorable in the short term, transparent operations will enhance investor trust and retention in the long term. Investors have the right to clearly understand the products they are purchasing, and concealing information will make it difficult to gain a foothold. (VII) SharpLink's growth plan for the next 12 to 18 months Chris Perkins: What are your plans or visions for the company's development in the next one to one and a half years? Joseph Chalom: Our first priority is to build a world-class team, but this won't happen overnight. We've continued to recruit key talent and have assembled a lean team of fewer than 20 people, each of whom excels in their field and works collaboratively to drive growth. Second, continue to raise funds in a manner that does not dilute shareholder equity , and flexibly adjust fundraising efforts according to market rhythms. The long-term goal is to continuously increase the concentration of ETH per share. Third, actively accumulate ETH. If you firmly believe in the potential of Ethereum, you should seize the opportunity to increase your holdings efficiently at the lowest cost - even for funds that only allocate 5% to ETH. Fourth, we must deeply integrate into the ecosystem . As an Ethereum company or treasury, we would be remiss if we didn't leverage our ETH holdings to create value for the ecosystem. We can leverage billions of ETH to support protocol development through lending, providing liquidity, and other means, advancing the protocol in a way that benefits the ecosystem. Finally, I hope that in a year and a half, we can establish one or two companies that support the closed loop of transactions in the Ethereum ecosystem and generate ETH-denominated revenue, thus forming a virtuous circle. (8) Core investment insights: Key areas for future attention Chris Perkins: What additional advice or information would you like to add to potential investors who are considering including SBET in their investment plans? Joseph Chalom: The current traditional financial system suffers from significant friction, with inefficient capital flows and delayed transaction settlements, sometimes requiring T+1 settlements at the fastest. This creates significant settlement, counterparty, and collateral management risks. This transformation will begin with stablecoins. Currently, the market for stablecoins has reached $275 billion, primarily running on Ethereum . However, the real potential lies in tokenized assets. As Minister Besant stated, stablecoins are expected to grow from their current levels to $2-3 trillion over the next few years. Tokenized assets such as funds, stocks, bonds, real estate, and private equity could reach trillions of dollars and run on decentralized platforms like Ethereum. Some are drawn to its potential for returns, while many more are optimistic about its future. Ether isn't just a commodity; it can generate returns. With trillions of dollars in stablecoins pouring into the Ethereum ecosystem, Ether has undoubtedly become a strategic asset. Building a strategic reserve of Ether is essential because you need a certain supply to ensure the flow of dollars and assets within the system. I can't think of an asset with more strategic significance. More importantly, the issuance of on-chain securities like those by Superstate and Galaxy marks one of the biggest unlockings in blockchain technology. Real-world assets are no longer locked in escrow boxes, but are now directly integrated into the ecosystem through tokenization. This is a turning point that has yet to be widely recognized, but will profoundly change the financial landscape. Chris Perkins: The pace of development is far exceeding expectations. Regulated assets are only just beginning to be implemented; as more of these assets continue to emerge, a whole new ecosystem is forming that will greatly accelerate the development and integration of assets on Ethereum and other blockchains. Joseph Chalom: When discussing the need for tokenization, people often cite features such as programmability, borderlessness, instant or atomic settlement, neutrality, and trustworthiness. However, a deeper reason lies in the current highly fragmented global financial system: assets like stocks and bonds are restricted to trading in specific locations, lack interoperability, and each transaction typically requires fiat currency. In the future, with the realization of instant settlement and composability, smart contracts will support automated trading and asset rebalancing, almost returning to the flexible exchange of "barter." For example, why can't the S&P 500 index be traded as a Mag 7 combination? Whether through swaps, lending, or other forms, financial instruments will become highly composable, breaking the traditional concept of " trading in a specific venue . " This will not only unleash enormous economic potential but also reshape the entire financial ecosystem by reconstructing the underlying logic of value exchange. As for SBET, we plan to launch a compliant tokenized version in the near future, prioritizing Ethereum over Solana as the underlying infrastructure.
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