SignQuantum Launches Quantum-Resistant Add-On to Protect Digitally Signed Documents
SignQuantum introduces a software add-on that integrates with e-signature platforms, allowing organizations to transition into the post-quantum era without overhauling existing workflows. The core of its innovation solves two of the most pressing challenges of digital signatures: ensuring authenticity and securing immutable proof of timing. It leverages the U.S. National Institute of Standards and Technology's (NIST) primary-recommended post-quantum algorithm, and the quantum-resistant blockchain technology of QANplatform.
'SignQuantum seamlessly integrates with popular e-signature platforms, offering organizations a fast-lane to quantum-safe security without disrupting existing workflows,' said Nazmath Nazeer, CEO of SignQuantum. 'SignQuantum uniquely solves two key challenges: maintaining digital signature authenticity and securing proof of timing by utilizing NIST's primary-recommended post-quantum algorithm and quantum-resistant blockchain technology from QANplatform.'
SignQuantum's product launch took place in Doha, Qatar, with (above pictured from left to right) Johann Polecsak, Co-founder and CTO of QANplatform; H.E. Sheikh Mansoor Bin Khalifa Al-Thani, Founder and Chairman of MBK Holding; and Nazmath Nazeer, CEO of SignQuantum.
The digital signature industry is experiencing a meteoric rise—currently valued at $10.8 billion in 2025 and projected to soar to $118.9 billion by 2032, with a compound annual growth rate (CAGR) of 40.9%. This surge is fueled by increased digital transformation, growing regulatory compliance demands, and the widespread shift to remote-first operations.
Reliance on digital signatures is growing, but alongside vulnerabilities to quantum computing. Emerging quantum computers have the potential to compromise traditional cryptographic algorithms, allowing malicious actors to retroactively alter signed documents. Companies risk that documents signed today could be tampered with in the future—undermining legal and regulatory trust.
NIST has acknowledged this threat and is urging public and private institutions to begin adopting quantum-resistant cryptography before 2030. After that date, NIST will begin to deprecate current digital signature algorithms, meaning those algorithms will be considered insecure and will be unsupported. In turn, companies will be required to update their systems and processes to maintain data integrity and customer trust. SignQuantum's technology addresses this through three core features:
Seamless Integration, Zero Workflow Changes: SignQuantum integrates effortlessly with leading e-signature software and is customizable for any digital signature provider.
NIST Post-Quantum Cryptography Standards: Both SignQuantum and its underlying quantum-resistant blockchain platform, QANplatform, utilize NIST's primary-recommended post-quantum digital signature algorithm.
Dual-Layer Security with Signature Authenticity + Immutable Timing: maintaining digital signature authenticity and securing proof of timing of digitally signed documents.
'Delistings of Root CAs (Certificate Authorities) prove the decline of trust in centralized entities acting as a single source of trust in the last decades,' said Johann Polecsak, Co-Founder and CTO of QANplatform. 'Although blockchain is the tool for decentralized trust, it is the technology most affected by the threat of quantum computing. Post-quantum digital signature algorithms don't provide unquestionable trust on their own, unless paired with a quantum-resistant blockchain platform capable of mathematically proving authenticity, which is why SignQuantum leverages our technology. QANplatform is capable of not only safeguarding, but also handling the large volume of digital transactions coming from SignQuantum.'
'We are incredibly proud to see Qatari innovation making strides on the global stage. SignQuantum addresses a critical global challenge, paving the way for a secure post-quantum era across both the private and public sectors,' said Sheikh Mansoor Bin Khalifa Al-Thani, Founder and Chairman of MBK Holding, and former director of information technology for The Council of The Qatar Ruling Family Affairs.About SignQuantum
SignQuantum is a product of Quantum Software Solutions – a Qatari technology innovation and research lab – member of MBK Holding. SignQuantum prevents quantum computers from modifying digitally signed documents with its post-quantum security add-on. SignQuantum provides a cutting-edge, fast-lane solution to kickstart your organization's quantum-safe transition by integrating with existing e-signature software without requiring modifications to current processes or workflows. SignQuantum leverages QANplatform, the quantum-resistant blockchain for immutable time-stamping. Visit www.signquantum.com for more information.About MBK Holding
Founded by H.E. Sheikh Mansoor Bin Khalifa Al-Thani, member of the Qatari ruling family, MBK Holding, an investment holding company with its main office in Qatar and a subsidiary in the United Kingdom, focuses on investing in technology startups. In addition to investing, MBK Holding offers growth services to facilitate global market access and expansion. MBK Holding's focus extends to various regional markets, including Qatar, Saudi Arabia, United Arab Emirates,
Turkey, and the United Kingdom, while also encompassing other global opportunities. Visit https://mbkholding.co.uk for more information.About QANplatform
QANplatform is a blockchain platform that provides unparalleled time to market for Web3 development. It serves startups, SMEs, enterprises, and large government infrastructure projects with quantum-resistant security. QAN's flagship product is a revolutionary quantum-resistant hybrid blockchain platform with smart contract functionality. It is the first to introduce technology that allows developers to build use cases in any programming language on the blockchain. QANplatform is a member of the Linux Foundation and one of the first 20 members of the Linux Foundation's Post-Quantum Cryptography Alliance (PQCA). The first EU country implemented QAN's quantum-resistant technology in 2024. Visit www.qanplatform.com for more information.
CEONazmath Nazeerpress@signquantum.com
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Dubai Basketball and its meteoric rise to EuroLeague: ‘This is a story from a movie'
Dubai attracting skilled workers from Europe and North America is nothing new. With approximately 3.9 million residents, fewer than 10 percent are Emirati citizens, according to a 2024 government report. But the city of skyscrapers in the United Arab Emirates has never been a magnet for basketball players. At least not until last year. Advertisement Formed less than two years ago, Dubai Basketball will begin playing next month in the EuroLeague, widely considered the second-best basketball competition in the world, and is the first sports team based in the Emirate to compete in an international league. Dejan Kamenjašević is one of the leading characters in this meteoric sporting rise. A Bosnian who grew up in Spain, the 50-year-old arrived in Dubai 11 years ago with an ambition to grow the sport and eventually build a franchise that would compete at the highest level. 'At that time, people were laughing at me and joking with me, and I was a crazy guy who is saying some nonsense things,' Kamenjašević told The Athletic. 'But time sometimes puts everyone in our place.' How did Kamenjašević achieve his dream so quickly? And will the franchise transform basketball in the Middle East and beyond? After all, players from the NBA and some top European teams have already been recruited. Kamenjašević, now Dubai Basketball's general manager, had enjoyed a successful career as both a player and coach before relocating to Dubai. His last job before moving to the Middle East was as an assistant coach at EuroLeague club Baskonia in Spain's Basque Country. In September 2014, Kamenjašević set up a basketball academy in his new home city with his friend Bojan Bajec, Dubai Basketball's technical director. 'We first had two kids outside in 45 degrees in the park, and this is how it really all starts,' Kamenjašević recalled. Two years later, 300 children were training with the academy. The pair collaborated with schools, too. Kamenjašević's vision then got bigger. He gave an interview to local media saying Dubai could one day have a team in the EuroLeague which, much like the Champions League is to soccer on the continent, is the pinnacle of European basketball. This season, 20 of Europe's best teams, which also take part in their domestic leagues, will compete against each other. Advertisement The possibility of forming a club became more realistic when Kamenjašević was introduced to Emirati businessman Abdullah Al Naboodah in 2020 via mutual friend Ahmed bin Sulayem, a basketball enthusiast and CEO of the multinational logistics company DP (Dubai Ports) World. 'When you make a deal with Abdullah Al Naboodah, who is from one of the most influential families in Dubai and one of the most influential families in UAE, with very strong connections with the royal family, everything is easier, but everything is more difficult as well,' Kamenjašević said of the man who has held various positions in Dubai sports. 'Everything is easier from the perspective of the sky's the limit, but also you have a lot more responsibility and a lot more work to do, because it is not the same working for Abdullah than for anyone else here in Dubai. Abdullah is asking only for excellent results.' The stars began to align when the 17,000-seat Coca-Cola Arena opened in June 2019, later becoming the franchise's first home. With an arena and an investment in place, they were granted a three-year ABA League license in January 2024, a competition consisting of clubs from southeastern Europe — Bosnia and Herzegovina, Croatia, Montenegro, North Macedonia, Serbia and Slovenia — and also two EuroLeague heavyweights in Red Star Belgrade and KK Partizan. Dubai Basketball then had nine months to spring into life, a task which felt almost impossible to Kamenjašević. Everything came down to the wire ahead of the first game against the league's reigning champions, Red Star, on Sept. 22, 2024. Until the eve of the first game, the court was still being adjusted to fit regulations. The reason the team wears black and white jerseys? That is all kit manufacturer Adidas could manage at such short notice. 'This is a story from a movie, and it shows that in Dubai, miracles can happen,' Kamenjašević said. Kamenjašević managed to assemble a strong roster. Dāvis Bertāns joined after an eight-year career in the NBA, and former ABA League MVP Kenan Kamenjaš was recruited from Budućnost in Montenegro. Head coach Jurica Golemac told The Athletic the opening game was a 'dream come true.' The win, he said, gave them belief. Dubai beat Red Star 86-84 in what was the standout moment of an inaugural season where they finished third in the league with a 25-5 record and advanced to the playoff semifinals. 'The first game was pretty emotional, because we didn't know what to expect with the fans, with the gym and with our team, even though we played preparation games,' Golemac said. What awaits Dubai Basketball next month will be an altogether different test given they have been catapulted into the expanded EuroLeague, which consists of storied franchises such as Spain's 11-time winners Real Madrid and Greece's Panathinaikos, a team filled with ex-NBA talent. Thirteen clubs are EuroLeague shareholders (although CSKA Moscow are currently suspended due to international sanctions against Russia). Dubai were among five wildcards approved in June — meaning they didn't have to go through the usual qualification route — and were given a five-year license, two years longer than the others. Advertisement For the EuroLeague itself, which began discussions with Dubai in 2022, the franchise was an appealing potential partner. In a statement, EuroLeague CEO Paulius Motiejūnas told The Athletic the five-year license would provide Dubai Basketball with long-term stability and reflected not only the league's commitment to 'supporting sustainable, strategic growth in emerging markets' but the unique nature of the 'Dubai project' and its aim of becoming a 'key driver of basketball development in the UAE.' Joining the EuroLeague while the NBA seeks to expand in Europe could be seen as risky. Have Dubai backed the wrong horse? 'Any other partner who wants to come to Europe in the future needs to come with EuroLeague and with all 20 of their teams currently with a long-term license,' Kamenjašević said. Roster building has continued this summer and will be key to the team's success given they are set to play multiple times a week. Former NBA players Dwayne Bacon, Justin Anderson and McKinley Wright IV have joined, as has Džanan Musa, EuroLeague champion and the 29th pick in the 2018 NBA Draft, from Real Madrid. Being able to offer EuroLeague basketball makes Dubai appealing to players, so attracting new recruits has not been a problem, even on modest wage bills. The club says it had a €4.2m ($4.9m) payroll last year, sixth in the ABA League, which will increase next year to €16 m ($18.65m). The EuroLeague's new salary cap is €8m ($9.33m), though there are exceptions and a luxury tax. Most teams in Europe rely on recruitment rather than developing talent, which means success can be achieved with smart signings. Aris Barkas — founder of Eurohoops, one of the first publications to cover European basketball in English — said: 'All the young, top talent of Europe goes to the NCAA because of NIL. I think that in European basketball, if you suddenly get the ability to spend (moderately), you can be competitive in every level.' Advertisement For Bertāns, who became aware of Dubai's potential after his agent moved there a few years ago, a three-year deal was particularly enticing. 'After being traded in the NBA for the last few seasons, in season and in the summer, the moves for the family were just getting harder, with the kids having to find new schools.' he told The Athletic. 'If I come from the NBA, with eight years there, I made more money than I probably need, and I'm still going to come to every practice and give 100 percent effort that just sets an example.' The Middle East has hosted a number of major sporting events, often leading to accusations of sportswashing, essentially the use of sport to clean tarnished reputations or distract from a government's negative actions or policies. For the last three years, the NBA has held preseason games in Abu Dhabi, the UAE's capital, drawing criticism from human rights activists. According to Amnesty International, last year the UAE, an autocratic state, 'continued to criminalize the right to freedom of expression through multiple laws and to punish actual or perceived critics of the government.' Barkas, who also acts as the communication officer for the EuroLeague Head Coaches Board, did not believe Dubai would gain much politically by joining the EuroLeague. 'If Dubai wants something like (sportswashing), the EuroLeague is not an ideal vehicle to do it,' he said. 'They can do it with many other popular sports that have much more influence.' But Dubai Basketball's EuroLeague inclusion hasn't been welcomed by everyone. Andreas Zagklis, secretary general of the International Basketball Association (FIBA), told The Athletic: 'For us, including a team from outside Europe, meaning outside European FIBA membership, is not something we approve of and it is something we will discuss both with ECA (Euroleague Commercial Assets, the shareholders) as well as with our membership.' FIBA is part of negotiations with the NBA on a European league. Advertisement For those who dispute Dubai's place in European competition, Kamenjašević points that Maccabi Tel Aviv are part of the EuroLeague, one of two teams from Israel that will compete in the tournament this upcoming season. 'I'm laughing all the time when people say Dubai cannot be part of the EuroLeague because it's not part of Europe, and we need to be traditional,' he said. 'I'm saying to myself, the name of the league is just the name. 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The team mostly took commercial flights last season, but are expected to have chartered flights next season, Bertāns said. 'Sometimes, when it was available, the royal family supplied one of their planes. And that was an unbelievable experience. In Dubai, they have a separate royal terminal, and that was, I gotta say, better flights than the NBA.' The burning question as the new season approaches: Will fans come to watch, and can Dubai quickly build a fan base? Dubai Basketball had 72,919 visitors to their arena across their 19 home games last campaign, averaging around 3,800 per game. Advertisement Bertāns remembers bumping into compatriots at a mall who didn't know Dubai had a basketball team. 'They try to escape the cold and come (to Dubai) for a week,' he recalled. 'Some don't even know; like, they might meet me in a mall and they're like, 'What are you doing here?' and I'm like, 'I play here! We have a team.'' Barkas added: 'Their first season was so and so, the audience clearly was dependent on who was visiting. I know that Dubai wants to do things businesslike; they don't want to throw money down the drain. 'They want what they do to have financial meaning. But the big question for Dubai, and also the big question for the new teams that may arise in the NBA Europe project, will be the fan base. It's very hard to create a really solid fan base from scratch, especially in places where there is no basketball tradition.' The next five years will decide Dubai Basketball's fate, its future in the EuroLeague and, perhaps, European basketball more widely. (Top photo courtesy of Dubai Basketball) Spot the pattern. Connect the terms Find the hidden link between sports terms Play today's puzzle
Yahoo
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Olam 1HFY2025 patmi surges 573% to $323.8 mil, declares 2 cents per share dividend
In February, the group committed to 'right-size' by allocating approximately US$2 billion to 'de-lever its balance sheet and make it debt-free and self-sustaining'. Olam Group has reported patmi of $323.8 million for 1HFY2025 ended June 30, more than four times higher y-o-y at a 573.2% surge. Revenue during the period rose 49.9% y-o-y to $15.3 billion, while reported operating profit (or ebit) rose 85.5% y-o-y to $708.7 million. Including Olam Agri, or 'discontinuing operations', ebit was up 35.5% y-o-y to $1.2 billion. The group has declared an interim dividend of 2 cents per share. The group announced on Feb 24 that it has agreed to sell its remaining 64.57% interest in Olam Agri to Saudi Agricultural and Livestock Investment Company (SALIC) in two tranches: 44.58% (Tranche 1) and 19.99% (Tranche 2) at the end of three years, post Tranche 1 completion. Given the conditional 100% sale of Olam Agri has been approved by shareholders on July 4, Olam Agri, excluding entities to be retained by Olam Group, is classified as a disposal group with assets and liabilities held for sale and defined as 'Olam Agri (discontinuing operations)' in the 1HFY2025 results. The results of retained entities are included under the remaining Olam Group's continuing businesses within the group's consolidated results. 'We therefore present the full results for ofi and remaining Olam Group as 'continuing operations' and consolidate only the profit or loss of Olam Agri (discontinuing operations) in its aggregate group profit or loss. This approach will be adopted until the sale of the 44.58% stake in Olam Agri is completed,' says Olam in its results release on Aug 14. Excluding one-off items, core patmi (or operational patmi) grew to $327.1 million on improved performance by ofi and the remaining Olam Group. Free cash flow to equity (FCFE) improved to negative $945.3 million from negative $5.4 billion this time last year due to 'substantially lower' working capital deployment, says the group. Net gearing increased slightly to 2.83 times from 2.60 times previously, due to higher working capital, leading to an increase in borrowings. To-date, ofi has secured total loan facilities amounting to US$2.45 billion, while Olam Agri has secured total loan facilities totalling US$3.85 billion for refinancing of their existing loans and for general corporate purposes. Following the announcement of the proposed sale of the remaining 64.57% stake in Olam Agri to SALIC, Olam Group has committed to 'right-size' the remaining Olam Group's capital structure by allocating approximately US$2 billion to 'de-lever its balance sheet and make it debt-free and self-sustaining'. The group had also committed to invest US$500 million of equity into ofi, which was completed before end-June. The group has also committed to 'responsibly divest and monetise' all of the remaining Olam Group's assets and businesses over time and 'progressively distribute' the net proceeds to shareholders via special dividends. Separately, the group announced in April the sale of its remaining 32.4% stake in ARISE P&L for US$175 million and expects this transaction to close in 2025. Olam Group co-founder and CEO Sunny Verghese says: 'We delivered strong patmi growth on the back of operating profit growth in 1HFY2025 despite volatile and adverse macroeconomic and geopolitical conditions. We are encouraged by the steady progress achieved in executing our updated 2025 reorganisation plan to unlock value for our shareholders. Pursuant to the proposed sale of Olam Agri to SALIC and the plan to responsibly divest the assets and businesses of the Remaining Olam Group, our focus is to prioritise ofi and support its efforts in realising its full potential value.' Shares in Olam closed 1 cents higher, or 0.96% up, at $1.05. See Also: Click here to stay updated with the Latest Business & Investment News in Singapore Olam CEO lists 'eight major gaps' to close for a food-secure future Olam Group's share price does not reflect its intrinsic value due to factors such as conglomerate discount, says company Food Empire joins Fortune Southeast Asia 500 list; DBS, Wilmar and Olam among top 10 Read more stories about where the money flows, and analysis of the biggest market stories from Singapore and around the World Get in-depth insights from our expert contributors, and dive into financial and economic trends Follow the market issue situation with our daily updates Or want more Lifestyle and Passion stories? Click hereError while retrieving data Sign in to access your portfolio Error while retrieving data Error while retrieving data Error while retrieving data Error while retrieving data
Yahoo
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Did Iran-Israel war ever end? Cyberwar continues between Jerusalem, Tehran
The decade-long cyber war between Israel and Iran has heated up significantly after the June war. The decade-long cyber war between Israel and Iran has heated up after the June war, the Financial Times reported on Sunday. Israeli officials received several suspicious text messages with malicious links in the wake of the 12-day war. 'It heated up after the start of the war, and it's still going on,' an anonymous Israeli official said. 'I'm still getting them.' Some recent attacks have included an Iranian cryptocurrency heist exchange, to spear phishing messages for Israeli diplomats or members of the Prime Minister's Office. While the two countries have an impermanent ceasefire, the war online never stopped, officials say. Ceasefire in action, but cyberattacks remain 'Although there is a ceasefire in the physical world, in the cyber arena, [the attacks] did not stop,' Boaz Dolev, chief executive of the Israeli cyberintelligence company ClearSky, told the FT. Iranian-aligned groups have tried to use a vulnerability from a recent Microsoft software breach to attack Israeli assets, Dolev said. Iran and Israel have carried out a decades-long shadow war, of which cyberattacks from both sides have played a significant role. Iran's Minister of Communications, Sattar Hashemi, told the FT that the Islamic Republic had faced its "most extensive" cyberattack campaign during the 12-day war, with over 20,000 attacks. One of these attacks shut down Iran's air defense systems as Israel Air Force jets began the June 13 attack on Tehran. But the attacks also played a vastly significant role in gathering intelligence on senior Iranian military officials and nuclear scientists, former Israeli officials told the FT. The air defense cyber attack was tactical, officials told the FT. "It was very specific, in order to allow Israel to make the first move,' said Menny Barzilay, a cybersecurity expert who served as the chief information security officer of the Israel Defense Forces intelligence services. 'Intelligence collection was the biggest game changer.' On the opposite side, an Israeli-aligned hacking group, Gonjeshke Darande, burned some $90 90mn from the Iranian crypto exchange company Nobitex by placing it in a digital wallet without private access keys. Nobitex denied Gonjeshke Darande's claims that it was a "tool" of the regime. The hacking group also attacked two major Iranian banks, including the state-affiliated Bank Sepah. Dotin, a tech company that provides software for the attacked banks, said that the incident disabled the banks' primary, backup, and disaster data. ClearSky said that Iranian-backed groups had done hack-and-leak attacks on 50 Israeli companies, including logistics, dual, and HR companies. The hackers then leaked the resumes of thousands of Israeli citizens who worked in the defense establishment. Some of the attacks also included messages that appeared to be from the Home Front Command, which advised Israelis to avoid bomb shelters. Hackers also tried to get into Israeli security camera systems to see where missiles were falling. IDF Col. (res.) Moty Cristal, who has a wide breadth of experience negotiating with ransomware groups, noted that none of the attacks on Israel had a dramatic impact. Iran, in contrast, suffered a major setback. Vice President Mohammad Reza Aref called for a 'serious short-term action plan" to boost the Islamic Republic's capabilities. Mohammad-Javad Azari Jahromi, a former Iranian Intelligence Ministry technical manager, said that one issue was Iran's 'centralised concentration of data'. The IDF targeted commanders who had registered phone numbers and addresses with their bank accounts, he told the FT. Israeli officials noted that they expected the cyber war to continue, especially given the extent of the damage that the Islamic Republic faced. It also allowed both sides to target each other, despite threats from US President Donald Trump to not continue the war. 'Both Israel and Iran know that if they attack each other, Trump will be angry,' Barzilay told the FT. 'But you can do whatever you want in cyberspace, and probably no one will say anything.'
