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American Military News
6 minutes ago
- American Military News
FBI moving headquarters, top Trump official confirms
Federal Bureau of Investigation (FBI) Director Kash Patel confirmed on Tuesday that the agency will be closing its headquarters at the J. Edgar Hoover Building and opening a new headquarters at the Ronald Reagan Building and International Trade Center in Washington, D.C. In a memo obtained by Fox News, Patel told FBI employees, 'Team, the FBI Headquarters will be moving down the street to the Ronald Reagan Building, and the Hoover building will be shut down.' In Tuesday's memo, Patel explained that the FBI is the 'world's premier law enforcement agency' and claimed that the agency's new headquarters 'will reflect that fact.' 'After nearly 20 years of constant churn surrounding the matter, we've finally gotten it done,' Patel stated. The FBI director added that moving the agency's headquarters to the Ronald Reagan Building 'will be the most cost-effective way to best serve the American people while most efficiently using the resources available to us.' Fox News reported that the FBI and the General Services Administration have considered options for a new agency headquarters for over 10 years. In a post on X, formerly Twitter, General Services Administration Public Buildings Service Commissioner Michael Peters said, 'This move not only provides a world-class location for the FBI's public servants, but it also saves Americans billions of dollars on new construction and avoids more than $300 million in deferred maintenance costs at the J. Edgar Hoover facility.' READ MORE: Video: FBI increases monitoring of Iran-backed operatives in US: Report In the memo obtained by Fox News, Patel emphasized that while he is working 'closely with Congress and GSA' to move the agency's headquarters 'quickly,' there are 'a lot of moving pieces' involved in the transition. 'We need to ensure our security and technology requirements are in place before HQ employees can begin making the move, in phases,' Patel stated. 'Thanks in advance for your patience, and for staying the course.' The FBI director also asked the agency's employees to join him in 'celebrating this historic milestone for the FBI.' According to Fox News, a source with knowledge of the FBI's decision to relocate to the Ronald Reagan Building told the outlet, 'The Hoover building is a dump and not just unsafe for the FBI workforce, but unsafe for the country's national security.' In a statement to Fox News, President Donald Trump described the Ronald Reagan Building as 'a wonderful building,' adding that the FBI is 'a wonderful group of people.' 'The FBI will finally have the kind of building they deserve,' Trump said. 'Congratulations to Kash Patel, Dan Bongino and all the great people at the FBI.'
Associated Press
29 minutes ago
- Associated Press
Amber International Accelerates Crypto Reserve Strategy with Recently Announced $25.5 Million Private Placement Backed by Leading Global Investors
Institutions Subscribe at US$10.45 per ADS, Demonstrating Strong Investor Confidence SINGAPORE, July 3, 2025 /PRNewswire/ -- Amber International Holding Limited (Nasdaq: AMBR) ('Amber International', or the 'Company'), a leading provider of institutional crypto financial services & solutions and operating under the brand name 'Amber Premium', today announced continued progress on its $100 million Crypto Ecosystem Reserve Strategy, enhanced by proceeds from a recently announced $25.5 million private placement. Participating institutional investors subscribed at a price of US$10.45 per American Depositary Share (ADS), determined based on a 5% discount to the 3-day volume-weighted average price (VWAP) of AMBR's ADSs on Nasdaq between June 25 and June 27, 2025. This corresponds to US$2.09 per Class A ordinary share, based on the 5:1 ratio of Class A ordinary shares to ADSs. The private placement involved the issuance of 12,200,915 Class A ordinary shares—equivalent to 2,440,183 ADSs—and was supported by a distinguished group of institutional investors including CMAG Funds, Mile Green, Pantera Capital, Choco Up, Kingkey Financial International (Holdings) Limited ( and other prominent investors. Proceeds from the private placement will be strategically used to enhance Amber International's $100 million Crypto Reserve initiative, which is designed to support long-term ecosystem alignment and product innovation. Since the strategy's announcement earlier this year, the reserve has been allocated toward major digital assets including Bitcoin (BTC), Ethereum (ETH), and Solana (SOL), with ongoing deployment into Binance Coin (BNB), Ripple (XRP), and Sui (SUI). The Company is uniquely positioned to leverage its Ecosystem Reserve to support innovative projects on these blockchains, delivering differentiated products and services to institutional clients. The Reserve will further empower the Company to remain at the forefront of blockchain innovation in areas such as Real World Assets (RWA) and AgentFi, strengthening its leadership in the next wave of Web3 financial infrastructure. About Amber International Holding Limited Amber International Holding Limited (Nasdaq: AMBR), operating under the brand name 'Amber Premium', is a leading provider of institutional crypto financial services and solutions. A subsidiary of Amber Group, Amber Premium delivers institutional-grade market access, execution infrastructure, and investment solutions to help institutions and high-net-worth individuals optimize their digital asset portfolios. The firm offers a regulated, scalable financial ecosystem powered by proprietary blockchain and financial technologies, AI-driven risk management, and quantitative algorithms across CeFi, DeFi, and OTC markets. Learn more at Safe Harbor Statement This announcement contains forward-looking statements within the meaning of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. All statements other than statements of historical fact in this announcement are forward-looking statements. These forward-looking statements are inherently uncertain, and shareholders and other potential investors must recognize that actual results may differ materially from the expectations as a result of a variety of factors. Such forward-looking statements are based upon management's current expectations and include known and unknown risks, uncertainties and other factors, many of which are hard to predict or control, that may cause the actual results, performance, or plans to differ materially from any future results, performance or plans expressed or implied by such forward-looking statements. Such risks and uncertainties include, but are not limited to: (i) the risk that the Company may not obtain the regulatory approval in relation to DWM Asset Restructuring in a timely manner or at all and may need to continue relying on the intercompany service agreements to receive the economic benefits of the WFTL Assigned Contracts; (ii) risks related to the performance of the amendment, waiver and framework agreement, including the expected timing and likelihood of receipt of the regulatory approvals contemplated therein; (iii) the risk that the Company's business lines are nascent, not fully proven by market and subject to material legal, regulatory, operational, reputational, tax and other risks in the jurisdictions where it operates; (iv) the risk of declining prices of digital assets and reduced transaction volumes conducted by the Company; (v) regulatory and market risks related to cryptocurrencies and digital assets and in the jurisdictions where the Company operates; (vi) risks related to fluctuations in the market price of bitcoin and any associated unrealized gains or losses on the digital assets that the Company may record in its financial statements as a result of a change in the market price of bitcoin from the value at which the Company's bitcoins are carried on its balance sheet, as well as commercial, legal, regulatory, accounting and technical uncertainties associated with the Company's crypto holdings; (vii) a decrease in liquidity in the markets in which the cryptocurrencies and digital assets are traded; and (viii) the impact of the availability of spot exchange traded products and other investment vehicles for digital assets. Further information regarding these and other risks is included in the Company's annual report on Form 20-F and other filings with the SEC. Investors can identify these forward-looking statements by words or phrases such as 'may,' 'will,' 'expect,' 'anticipate,' 'aim,' 'estimate,' 'intend,' 'plan,' 'believe,' 'potential,' continue,' 'is/are likely to' or other similar expressions. The Company undertakes no obligation to update forward-looking statements to reflect subsequent occurring events or circumstances, or changes in its expectations, except as may be required by law. Although the Company believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure you that such expectations will turn out to be correct, and the Company cautions investors that actual results may differ materially from the anticipated results. Media & Investor Contacts In Asia: Amber International Holding Limited Serena Wang Phone: +65 6022 0228 E-mail: [email protected] | [email protected] | [email protected] In the United States: International Elite Capital Inc. Annabelle Zhang Tel: +1 (646) 866-7928 E-mail: [email protected] View original content to download multimedia: SOURCE Amber International Holding Limited
Forbes
38 minutes ago
- Forbes
Why CEOs Really Do Need To Be Customer Zero
Dennis Kozak is the Chief Executive Officer at Ivanti, responsible for the company's overall strategic direction and growth. A colleague once brilliantly suggested staying in your own guestroom for a night to see what your guests really experience. After all, a nice mattress gets overshadowed quickly if car headlights keep waking you up—and you wouldn't know that if you didn't sleep there. Being Customer Zero is the equivalent of sleeping in your guest room every night. My first week as CEO, I didn't need to get briefed on our products because I lived in them. I insisted our IT team set me up with the same experience our customers have—not a special executive version, not a sanitized demo, but the real thing. That decision revealed more about our business than a hundred PowerPoint presentations ever could. But too many tech leaders remain disconnected from the day-to-day reality of using their own solutions. They see polished demos and curated metrics but miss the friction points that frustrate actual users. CEOs as Customer Zero is not a marketing stunt. It's not a charming talking point. It's a necessity for effective leadership and operations. Establishing A Real Ownership Mentality Throughout my career, I've distinguished between what I call owner mentality versus renter mentality. Renters make decisions based on short-term convenience. Owners invest in understanding every aspect of their property because they're committed to its long-term value. Customer Zero cultivates this ownership mentality throughout the organization. When your marketing team struggles with the same UX issues your customers face, those "minor bugs" suddenly become urgent priorities. When your sales team relies on your security solutions to protect sensitive deals, product promises transform into personal commitments. What Being Customer Zero Looks Like In Practice At my company, we put this approach to the test during extraordinary circumstances. When we rapidly grew to 3,200 employees through several strategic acquisitions, we faced exactly the kind of challenges our customers deal with: We remotely managed and provisioned around 3,000 devices globally while deprovisioning approximately 2,000 devices—all during peak pandemic disruption. Our team generated over 22,000 tickets on our platform, with automatic resolution and self-help functionality reclaiming substantial bandwidth for our IT support team. We implemented our own DevSecOps processes, scanning our code for vulnerabilities and prioritizing critical security issues—the same workflow we recommend to customers. The results weren't always comfortable, but they were invaluable. Our teams delivered unfiltered, candid feedback about functionality and user experience. We made changes accordingly, often discovering issues no focus group would have uncovered. How Being Customer Zero Drives Transformation Being Customer Zero drives three critical transformations: Like many of our customers, our company has on-premises products moving to the cloud. By experiencing this migration firsthand, we get immediate feedback on gaps between these environments. When you acquire different solutions with varying technology stacks, integration becomes critical. Our Customer Zero program evaluates these integrations through day-to-day use, testing both single-pane-of-glass management and API functionality. Nothing builds credibility like saying, "We rely on this so heavily that our business would collapse without it." Customer Zero creates authentic conviction in both sales teams and customers. How To Become Customer Zero For Your Own Company If you're considering implementing your own Customer Zero initiative, start with these practical approaches: • Champion universal adoption at the executive level. • Create formal feedback channels between internal users and development. • Measure and track internal usage metrics as seriously as customer metrics. • Document both successes and pain points for transparent customer conversations. • Prioritize internal user experience issues in your development backlogs. The most crucial element? Commitment to authenticity. If your team discovers limitations, fix them before expecting customers to adapt around them. Checking Your Ego At The Door Let's be honest: Becoming Customer Zero can be humbling. Maybe really humbling. You'll discover rough edges in your products. You'll experience frustrations your customers have silently endured. You might even question past decisions about product priorities. That discomfort is exactly the point. It forces your organization to confront reality rather than marketing aspirations. To make it work, you have to check your ego at the door. This approach has transformed how we innovate. Our teams now operate at the leading edge—managing complex IT data while leveraging AI and automation capabilities because our own business depends on them working flawlessly. Every executive should regularly ask: Would I bet my business on my own product today? If the answer makes you hem and haw even a little bit, you've identified your most pressing priority. The greatest gift you can give customers isn't another feature—it's the confidence that comes from knowing you trust your solutions enough to build your own success upon them. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
