HASHJ Launches CloudMining™: Get an Instant US$18 + US$100 Cloud-Mining Bonus, Zero Maintenance, and Fixed Daily Yields—Passive Crypto Mining for Everyone
London, UK, June 29, 2025 (GLOBE NEWSWIRE) -- Global digital-mining infrastructure provider HASHJ today unveiled the fully-upgraded CloudMining™ platform and opened it to users everywhere, transforming cloud mining from niche service to mainstream income stream. The release pairs HASHJ's trademark regulatory transparency with high energy efficiency and upgrades the sign-up reward to US$18 in cash plus US$100 in cloud mining credit, enabling newcomers to see real returns within 24 hours.
'With nothing more than a smartphone and a few taps, XRP, BTC, or ETH can be converted from highly volatile assets into a stable daily cash flow,' said HASHJ's APAC Operations Director at the launch event.
1 | What Is CloudMining™?
CloudMining™ is HASHJ's 'one-click cloud mining subscription,' bundling the entire proof-of-work process—hardware purchase → deployment & maintenance → power management—into the cloud. Users simply choose a contract and start receiving daily payouts in Bitcoin, Ethereum, Ripple (XRP) and other major coins within 24 hours.
2 | Key Advantages
3 | Get Started in Three Steps
4 | Market Context
Against this backdrop, CloudMining™ converts volatile coin prices into fixed daily yields, providing a low-barrier passive-income path in 2025.
5 | About HASHJ
Founded in 2018, HASHJ operates or partners with more than 100 renewable-energy mining farms across 96 countries, managing 28.3 EH/s of hash power and 566 MW of hosting capacity. The company plans to reach 1 GW by the end of 2026, delivering institution-grade cloud mining services worldwide.
Media & Investor Contact
Disclaimer: The information provided in this press release does not constitute an investment solicitation, nor does it constitute investment advice, financial advice, or trading recommendations. Cryptocurrency mining and staking involve risks and the possibility of losing funds. It is strongly recommended that you perform due diligence before investing or trading in cryptocurrencies and securities, including consulting a professional financial advisor.
Name: David Pawson Email: [email protected]
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
6 minutes ago
- Yahoo
Micro-mobility shifts gears in the race to go green
As the push to decarbonise transport intensifies, a new class of compact, low-emission vehicles is rising to meet the challenge. From Nissan's NanoCar to the UK-based Yo-Go, micro-mobility is redefining what sustainable urban travel can look like, without demanding a wholesale change in consumer behaviour. The pressure is on to find alternatives to internal combustion engine-driven vehicles. EVs present the obvious solution, and in many ways, the most appealing for customers who want a solution to the threat of climate change that doesn't mean changing their lifestyle. Public transport offers a more effective solution, but would require a huge amount of investment to make it an appealing alternative to car ownership. Micro-mobility is an option that can split the difference. 'In its simplest form, Micro-mobility is light weight, low speed vehicles,' explains Gareth Dunsmore, Managing Director of e-Micro Mobility Nissan AMIEO. 'That makes it an ideal form of transportation to reduce emissions and traffic in dense environments such as cities and towns.' It is a category that includes electric scooters and bikes, as well as 'micro cars'; buggy-like vehicles that are visually similar to golf carts but are a great deal more powerful. Dunsmore is overseeing a collaboration between Nissan and Spanish renewable energy conglomerate ACCIONA to distribute the new Silence S04 NanoCar, a lightweight, 100% electric four-wheeled vehicle specifically designed for urban living. Nissan holds distribution rights for the NanoCar in France and Italy, alongside Silence's electric motorcycles. It gives ACCIONA's electric vehicle brand, Silence, access to Nissan's European network of dealerships across Europe. The goal is to lower the barrier for consumers who want to go electric, making the transition more inclusive and accessible. 'Nissan has done this rather than build its own vehicle because it gives us the best of both worlds,' Dunsmore tells us. 'We get to use all our expertise in electric vehicles from the last 15 years to accelerate the adoption of these vehicles and bring more people in. But at the same time, we can work with a young, agile start-up whose focus and passion are directed just at this segment, so we can benefit from what they have learned from the last decade in the electric bike sector.' Meanwhile back in the UK, the CEO and inventor of the Yo-Go, Sam Bailey, likes to differentiate micro-mobility from what he calls 'Mini-mobility'. 'It's to differentiate it from bikes and scooters,' Bailey says. 'It's a market that is yet to be addressed. We don't consider ourselves as an alternative to the e-scooter. We are offering a new form of transport.' It is a nascent sector, but a promising one, and while it is new to the UK market, other locations are already showing the way that market might evolve. 'There's an island in Hong Kong called Discovery Bay that is exclusively for golf buggies,' says Bailey. 'It started out as a solution to moving around a golf course, and it's evolved to actually become a usable mode of transport. It's not a vehicle you'd use on a golf course. It's faster, sturdier, road legal, and while it ostensibly looks like a golf buggy, it now represents a step up in engineering and mechanics.' In Europe the market has already been around for quite some time, with a presence in France, Italy, Greece, Spain and around the Mediterranean coast. 'The sector developed originally from French and Italian brands, using ICE vehicles. They have been in it for a long time, but they were only focused on selling to their own domestic markets,' Dunsmore tells us. 'We have seen around 60,000 vehicles sold in the last 12 months from all the competitors in the top three markets, but one of the interesting things is how poorly this sector is documented.' The issue is that the lower power version of the micro-car does not require registration, making it harder to keep track of numbers. That said, Dunsmore says there are studies that expect distribution to approach 300,000 units by 2028. He puts this down to three factors. First, more competitors are entering the market, including mainstream OEMs such as Toyota and Nissan. 'It brings a level of scale through our retailer networks that wasn't here in the past,' Dunsmore tells us. At the same time, a broader group of customers are starting to look for new forms of mobility. 'The entry price for a Ford has gone from below £10,000 to above £20,000 in a decade,' says Dunsmore. 'That is not just inflation. That's leaving customers behind.' Finally, there is a wave of new, younger customers entering the market who take electrification and the need for zero emissions seriously, but who simply cannot afford to pay £20,000 for a new electric vehicle. 'Their decisions are informed by societal challenges we face such as air pollution and climate change, but they cannot afford and do not have the means to ignore affordability,' Dunsmore tells us. Currently the UK market is a small one, under 5600 vehicles a year, but as Dunsmore points out, the potential is there. 'I was at the Move Conference 2025 (18-19 June), and you saw a breadth of micro-car offerings coming to the market,' he tells us. Yo-Go and the NanoCars each represent the forms that the new offering coming to market could take. Yo-Go is offering a mobility solution that is in many ways similar to the micro-mobility schemes built around scooters and e-bikes, but that is not who Yo-Go is competing against. 'We are trying to provide an alternative to a car that a scooter or bike can't address,' Bailey says. 'It is lower cost than a full-size EV, with lower CO2 emissions than a full-size car. That is something you wouldn't get from a bike or scooter. It offers safety, a roll cage, seatbelts, and you can't fall off. It gives you weather protection from the roof and has space for luggage and passengers.' The great potential of the 'mini-mobility' market lies in its potential to offer a compact, low emission, low price alternative to cars while providing the key advantages people get from car use. 'The reason we believe it can be a unique proposition on the marketplace is its nano-sized, but it's not a compromise,' Dunsmore says. 'We provide air conditioning as standard, which might sound strange, but I have just come back from the south of France, and every person that jumps in your car there says, 'Thanks for the air conditioning.' It acts as a heater too, demisting the windows. It makes a big difference when most of our competitors don't have it.' The Yo-Go buggy offers seating with more room, 240 litres of boot space, but perhaps most appealingly, it includes a removable battery. At a time when charging infrastructure is still one of the biggest obstacles to customers looking to transition to electric, the ability to remove your battery and charge it in your house is a strong competitive edge. These advantages come into their own when presented to the unique commercial environment of London. 'In London, car usage is quite strange. 90% of all private vehicle miles are from 9% of the population, and the journeys are very small. 70% of them are under three miles,' Bailey points out. 'What we want is to create a close replacement for people who are using cars, but then offer them the advantage that you can fit four of them in a parking space.' It is a product with potential for a huge impact on congestion. The question is how many cars can these solutions actually take off the road? 'Our obvious competitors are conventional electric vehicles,' Bailey tells us. 'We're not looking at long distance, we only want to use it in a wide 20-mile-an-hour zone. But within that market, we think it's a compelling proposition.' Dunsmore points not just to how many cars NanoCars can potentially take off the roads, but at the impact each like-for-like substitution will actually have. 'Because they are smaller, even a direct one-for-one swap results in a vehicle that takes up less space and reduces congestion, helping the environment,' Dunsmore says. 'But in cities, especially, there is a generation that is delaying their purchase of a car until later in life. Those people need to move around, and at the moment their options are trains, buses or Lyfts and Ubers.' There is demand for a solution that moves away from big cars with a single occupant, but the simplicity of an A-to-B drive is still more appealing than trying to tie together car-sharing schemes or various forms of public transport. 'Bringing micro cars into that suite of offerings for cities lets people be more efficient,' Dunsmore says. But while the potential and demand for microcars or NanoCars is huge, the new sector still has early obstacles to overcome if it hopes to become a widespread transport solution. 'At the moment, the big challenge is getting enough scale that we can provide a reliable, available service,' Bailey tells us. 'If you look at Lime Bikes, if I open the app, there's a good chance of finding a bike within a two- or three-minute walk. We are not yet at that scale. We want to achieve sufficient density. 99% of the time we want people to open the app and find a Yo-Go on their street.' At the same time, mini-mobility solutions also need to fight a battle of perception. They have a product that offers things people want, but customers need to know that. 'If you look at the history of these vehicles, some of the original ones weren't much more than one-person milk floats,' Dunsmore says. 'These were very basic vehicles. They got a bit of traction in the UK, but that is not what a microcar is today. Just as we saw with electric vehicles, we need to work hard on shifting that perception.' One factor that may shift the needle is the presence of brands such as Nissan and Renault moving into the market, and the credibility that comes with that. But ultimately, beyond brand recognition, Bailey argues that it is the environmental impact that is going to turn microcars from a novelty into a mainstream form of transport. 'These produce less CO2 per kilometre than a cyclist does,' Bailey argues. 'If you compared that to an EV's CO2 reduction, you'll never offset the battery manufacturing. When we look at how we build our cities in the future, and how to reduce our carbon footprint, it will be about making use of the space available. We think the answer is moving to a smaller vehicle that is low carbon, low cost and creates good traffic flow through good use of space.' As well as individual drivers and passengers, both Dunsmore and Bailey are excited about the possibilities of micro-cars in other business sectors. 'Businesses looking to reduce costs and their impact on the environment might be one of the fastest to adopt,' Dunsmore tells us. 'We see potential in airports with run-a-round vehicles, or big campuses.' Bailey also sees potential for micro-cars as a fleet leasing alternative. 'In future, we may offer the ability to lease at a lower cost than a full-size car. Providing that as an option we think could make this form of transport affordable for consumers and businesses,' Bailey says. He is also looking forward to the ways the range of micro-vehicles can expand in future. 'It'd be great to have more variation. At the moment, we have two seats and space at the back for four bags of shopping,' Bailey says. 'We are looking at having a commercial version with enough space for last-mile deliveries or tools for tradesmen. Do that, and suddenly we have a viable alternative to a van. We'd also love to get more seats in for parents with children.' For now, Yo-Go is looking at expanding its geographic footprint beyond its home in London, maybe even moving into markets with more developed micro-mobility segments. 'We are targeting denser cities such as Oxford, where city council talks have already begun. Bristol and Bath have also expressed an interest,' says Bailey. 'We are also looking at the potential of locations such as Berlin and Paris.' It looks like the Micro-mobility sector could be going full circle. "Micro-mobility shifts gears in the race to go green" was originally created and published by Motor Finance Online, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
6 minutes ago
- Yahoo
'It will challenge a lot of ways of working' – Nomad Foods talks new start-up programme
Nomad Foods, the European frozen-foods group, is looking for 'breakthrough innovation' – and wants to work with start-ups in its quest. The UK-headquartered business behind brands including Birds Eye and Iglo is launching an initiative called Future Foods Lab to work with entrepreneurs and – all being well – roll out new products across Europe. Yorgos Tetradis Mairis is the head of R&D futures at Nomad Foods. He joined the Findus owner five years ago from Unilever to help the company look 'more mid to long term' and identify the product opportunities of the future. Nomad Foods already works with start-ups but the business wanted to develop a more formal programme to bring together its efforts. Future Foods Lab has been set up to address what the company calls its 'key business challenges' and the unit's first area of focus is 'functional nutrition'. Yorgos Tetradis Mairis (YTM): For us, it's really to identify breakthrough innovation ideas. It's paramount they very much have a strategic fit in the areas that we know are the emerging areas. It's really about fostering innovation as well. There is a cultural element, working in partnerships with third parties and start-ups. They have a completely different way of working. It's really bringing these breakthrough ideas to commercial viability and be a win-win for both sides. YTM: When we're looking for breakthrough innovation now, we're looking for functional nutrition. We're looking for different formats. Of course, we have hygiene factors: we still need to have clean label; they still have to be sustainable sources. We can help them get there as well. For us, it's like Christmas time when you have boxes and you don't know what it is inside. Our ambition is to put two challenges next year. [We will] always be looking on a certain area because that creates clarity to us and the start-up. For now, we're looking at functional nutrition, an emerging space for us. YTM: Because we felt this is an area where we're still learning. As a team in RDQ, we cannot say that we are the owners. If you take fish, we have massive expertise and knowledge. In this space, it's evolving, so many emerging things are happening. We're looking at claims as well: very high protein, gut health. We feel this is where the creativity of start-ups can really boost us. YTM: I mean, this is the also related to the success of the programme. It's really about first identifying products that actually fit within frozen, products that actually fit within the nutritional needs that we see in the space and with all the hygiene factors that we have to have. The second thing is really about working in partnership with a start-up. It's a key thing for us. We can give them a lot like they will give to us. We can give them financial stability. We can give them commercial scale and we can give them test and learn, which is a very fundamental part of really learning about a product. For us, success would be really to take these innovative product ideas all the way to a pan-European market together. We're not looking for a company that is really at the beginning of the journey YTM: The way that the venture client agreement works – and we're trying to stay on that line – is we are not looking for ideas. We're not looking for a company that is really at the beginning of the journey. For us, the important thing is to have some proof of principle. It might be not completely launched in a market but they might have a very solid type of thinking around the product, from the point of view of product development cost, manufacturing. It doesn't need to be perfect because this is where we come in to support but we would like something that is much more ready, rather than really just an idea on paper. YTM: It's a very interesting question. The programme is about really enhancing this part of innovation for us. We don't want to force something that might not work for both of us. It might be that we find one but we need to work a little bit more, rather than accelerating as we wanted to do. It might be that we learn a lot but we need to be honest between ourselves and the third party. YTM: We will open it up and then, by the end of September, we're going to close. Hopefully we're going to have enough. Then we're going to have a multi-functional review of which ones we're going to put in front of our senior stakeholders within November. YTM: We don't have an exact number but we need to be true to the programme because it needs to be fast-track, it needs to have commercial scale, it needs to test and validate. As long as we have the capacity, if we see that there are three ready ones, great. It might be that we need to choose less. It's definitely not going to be a large number. YTM: Anything within Europe is preferable. Anything outside Europe is possible but, of course, a relationship thrives on lot of face-to-face interactions. We don't want to be transactional in this relationship. The message is very clear: our programme is not to invest in or acquire your company YTM: The message is very clear: our programme is not to invest in or acquire your company. What we would like to build is a very healthy paying customer relationship with some exclusivity. They will invest resources. We're going to invest resources. YTM: We discussed why from the product innovation point of view because these start-ups are so passionate about it. They really bring breakthrough ideas. That's a benefit but, for us, another important point is the cultural element that we can gain from this relationship. We have a certain way to innovate, like any company and just working with these entrepreneurs, you learn a lot. It definitely will challenge a lot of ways of working, of how we do things, how we can accelerate, how we can really make those first steps of product development as well in a much more efficient way. YTM: Fair question and it's true. The first tension of start-ups is that they can feel overwhelmed by a bigger company. This is where we want to be very true to them to make sure that we are creating that path for them to grow, that we are the best partners to work with in order to make their business financially and commercially scalable and really understand the product much better. We thought a lot about the details of how to enhance that relationship. It's really about making them understand that we are not there for a tactical [reason]. We are there for a partnership. The main point for us is make them comfortable, understand that we're here for a win-win situation. We are not here as a threat from any kind of view. It's your product. It's your IP. We're going to have the right NDAs in place, the right venture-client agreement. One thing is trust. The other thing is you need to have the right papers signed to guarantee that they are protected. YTM: Not in this call, not in this function nutritional [strand]. What we're looking for is more end-product. This first challenge is not about identifying a new battering process. It might be that we say 'Excellent, let's collaborate in another project' and we can put them in contact. We have an open innovation portal as well. That's a little bit more longer term, I have to say. Future Foods Lab is really a fast-track programme for both companies. YTM: We have a lot of ideas and a lot of interest. Segment-wise, it might be going to specific needs, medium- to long-term needs, from fish or veg or pizza or chicken, which are key things. We have a list at the moment but we need to prioritise because at the beginning of next year we are aiming to have the next [strand], so every six months. "'It will challenge a lot of ways of working' – Nomad Foods talks new start-up programme" was originally created and published by Just Food, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
New York Post
25 minutes ago
- New York Post
OnlyFans' reclusive billionaire owner in talks to sell site for $8B — despite pornography concerns
The reclusive billionaire who built OnlyFans into one of the most lucrative and controversial subscription platforms on the internet is reportedly in talks with a buyer to sell his company for $8 billion — despite lingering concerns about pornographic content on the site. Leo Radvinsky, the sole owner of OnlyFans' London-based parent company Fenix International, was recently engaged in talks with an investor group led by the Forest Road Company, a Los Angeles-based investment firm, about a possible sale. But the status of those talks is unclear and it appears that Radvinsky has engaged another unnamed entity that is considered a more promising bidder, according to the Wall Street Journal. 3 Leo Radvinsky is the sole owner of OnlyFans' London-based parent company Fenix International. Facebook/Leo Radvinsky Last month, The Post reported that Radvinsky quietly put OnlyFans up for sale but that it was struggling to find a buyer due to its risqué business model. News that Radvinsky is shopping OnlyFans comes after it was revealed that he collected nearly $1.3 billion in dividends between 2019 and early 2024, according to British corporate filings. Still, the mogul's ambition appears far from fulfilled. People familiar with the matter told the Journal that Radvinsky has recently engaged banks and suitors, sounding out a sale of OnlyFans for as much as $8 billion. The Post has sought comment from Radvinsky, OnlyFans and Forest Road Company. While OnlyFans has become a cultural lightning rod and financial juggernaut — thanks largely to its explicit content and creator-led model — its owner remains almost entirely invisible. At 43, Radvinsky has never given a public interview, rarely appears at industry events and has left behind only a single widely circulated image online. Even those who've worked with him are bound by strict nondisclosure agreements. 3 Radvinsky is reportedly looking to sell OnlyFans at an $8 billion valuation. AFP via Getty Images His official website describes him modestly as a company builder, an angel investor and an aspiring helicopter pilot. There's no mention of OnlyFans — despite the fact that the site is the primary source of his estimated $4 billion fortune. A sale of OnlyFans at an $8 billion valuation would further cement Radvinsky's place among the world's richest and most private tech entrepreneurs — and likely supercharge his philanthropic ambitions, according to the Journal. Every morning, the NY POSTcast offers a deep dive into the headlines with the Post's signature mix of politics, business, pop culture, true crime and everything in between. Subscribe here! Radvinsky and his wife, Katie Chudnovsky, have publicly supported causes ranging from cancer research to open-source software. At a 2024 gala for a gastrointestinal research foundation chaired by Chudnovsky, she credited her husband's generosity with enabling a $23 million grant program. 'Leo's here tonight proving that science and miracles go hand in hand,' she said. The gala video was quietly removed from YouTube after the Journal inquired about it. Born in the Soviet Union, Radvinsky emigrated to the United States as a child and was raised outside Chicago. Classmates from Glenbrook South High School remember him as whip-smart and a bit of a rebel — opting for leather jackets instead of the prep wear of the day. Start and end your day informed with our newsletters Morning Report and Evening Update: Your source for today's top stories Thanks for signing up! Enter your email address Please provide a valid email address. By clicking above you agree to the Terms of Use and Privacy Policy. Never miss a story. Check out more newsletters Even then, he was running online businesses, some with a distinctly adult edge. Incorporation records show that his mother signed the paperwork for his first company, Cybertania, in 1999, when he was still a teenager. Among his early ventures were websites that claimed to offer hacked passwords to porn sites. Later, he would register hundreds of domain names — many of them X-rated or referencing celebrities of the early 2000s. In 2004, he launched MyFreeCams, one of the early players in the live camming space, where users paid performers for private shows. His eye for scalable adult-tech models would eventually lead him to OnlyFans. 3 OnlyFans creator Allie Rae is photographed above. Radvinsky purchased 100% of the British startup in 2018 for an undisclosed sum, according to the Journal. At the time, OnlyFans was little more than a niche site for adult content subscriptions. Under Radvinsky, it became a global sensation — particularly during the COVID-19 pandemic, when it added 300,000 users a day. The business model was simple: creators keep 80% of their subscriber revenue while OnlyFans takes the rest. 'He's obviously coming in with a very clear strategic vision for how the flows of commerce work around these sites,' Maggie MacDonald, a doctoral researcher at the University of Toronto who studies online adult platforms, told the Journal. 'He's outsourced all of the labor of marketing to the ground floor.' Despite its adult content roots, OnlyFans has tried to rebrand itself as a mainstream content platform. CEO Keily Blair, a former privacy lawyer, has stressed the site's diversity — highlighting comedy, sports, and music alongside more explicit fare. The price tag, while high, might actually be a bargain. OnlyFans is immensely profitable — something many fast-growing tech firms can't claim. But the very thing that makes it so lucrative could also be what keeps potential acquirers at bay. Even if a sale never materializes, Radvinsky doesn't seem pressed for cash. He and Chudnovsky relocated to Florida, where they now reside in a palatial duplex once owned by tennis great Chris Evert, purchased for over $20 million.
