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India and China, the world’s two most populous nations, are central to . Together, they represent over a third of the global population and contribute significantly to global emissions. As major economies and leaders in the developing world, their actions will play a decisive role in achieving – or hindering – global climate goals. The recent 29th Conference of the Parties (COP29) in Azerbaijan underscored this reality, marking a significant step forward in the global climate agenda. With key agreements reached to accelerate climate action, the summit, dubbed the “climate finance COP,” saw countries unite to establish a more ambitious , aiming to accelerate action on emissions and adaptation. A key outcome was the establishment of the New Collective Quantified Goal (NCQG), which will replace the expiring US$100 billion target and commit to mobilizing US$300 billion annually for developing countries by 2035.. However, the NCQG falls short of the developing countries had advocated for — and even that figure may be insufficient to fully address their climate financing needs. Key questions remain: Who will shoulder the costs? Will the funding be in the form of grants, concessional loans, or private sector loans? And, crucially, how will these resources be allocated and distributed? These uncertainties must be addressed for the NCQG to be truly effective. The new agreement holds significant implications for both India and China. As central players in this climate finance commitment, their contributions, alongside global support, will be crucial in determining whether the world can meet its climate objectives. As a major emerging economy, India faces the challenge of with economic development and poverty alleviation. Recent discussions at COP29 underscored India’s need for to transition to a low-carbon economy. New Delhi has long argued that developed nations, responsible for the bulk of historical emissions and with higher levels of economic development, should shoulder a larger share of the financial burden. While India has made progress in renewable energy — setting an ambitious target of of non-fossil fuel-based energy by 2030—it still faces significant obstacles in scaling these efforts without substantial financial and technological support. The NCQG’s commitment to annually for developing countries offers hope. But India’s call for more substantial climate finance remains unmet. India’s approach to climate action is inherently linked to its development priorities. Despite this, India in the latest Climate Change Performance Index (CCPI), with a relatively low per capita emission of 2.9 tons of carbon dioxide equivalent (tCO2e), well below the global average of 6.6 tCO2e. This ranking reflects India’s proactive climate policies, demonstrating that sustainable growth is achievable even for developing countries. However, India has repeatedly emphasised that climate finance should not come with strings attached, such as or policy restrictions that could hamper its economic growth. For New Delhi, the key challenge will be to balance its development needs with climate commitments, ensuring that financial assistance is both equitable and transparent. China, for its part, has also faced scrutiny. At COP29, China came under intense scrutiny for its insufficient contributions to climate finance. As the world’s largest emitter, its financial commitment to global climate action is increasingly seen as a critical test of its leadership on the world stage. Under the 2015 Paris Agreement, climate finance responsibility falls on developed nations due to their historical emissions. However, negotiators have increasingly urged China to take on a larger financial role. While China maintains its stance as a developing country and resists mandatory contributions, its voluntary pledges have raised questions about its commitment — setting the stage for continued debate on China’s financial responsibility in global climate action. Critics argue that China’s rising global influence, its strong industrial capacity and its status as the world’s largest greenhouse gas emitter necessitate in addressing climate change. As global pressure for climate action intensifies, China’s role in climate finance will face heightened scrutiny – especially if Beijing aims to assert greater influence in shaping international climate diplomacy. Since 2016, China has committed in climate finance to developing nations, according to Chinese officials. Annual contributions are estimated at – roughly 5% of what developed countries contribute. While significant, it still falls short of the US$100 billion annual target for developed nations, a responsibility China has yet to meet. Although China has emerged as a key player in climate finance, it operates outside the traditional United Nations framework and on its own terms. Notably, a significant portion of its financial contributions is in the form of , raising concerns about the long-term sustainability and potential debt burdens of recipient nations. As China’s geopolitical and economic power expands, its climate finance strategy will face increasing pressure, especially as calls for greater transparency and more robust commitments intensify. COP29 set a crucial milestone with the NCQG. For India and China, the conference underscored their pivotal roles in funding global climate action. Both countries must now lead by example. After all, their actions will shape the future of climate diplomacy and global sustainability.
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TORONTO, Dec. 06, 2024 (GLOBE NEWSWIRE) -- Rivalry Corp. (the "Company" or "Rivalry") (TSXV: RVLY) (OTCQX: RVLCF) (FSE: 9VK), the leading sportsbook and iGaming operator for digital-first players, is pleased to announce that it has closed the third tranche (the “Third Closing”) of its non-brokered private placement of units of the Company (the "Units"), previously announced on November 26, 2024 (the "Offering"). Under the Third Closing, the Company issued 2,231,253 Units at a price of $0.15 per Unit, for gross proceeds of $334,688. The Company may complete one or more additional closings, for aggregate gross proceeds (together with the proceeds raised under the initial closing, second closing and Third Closing) of up to approximately USD$3 million. Unless otherwise noted, all dollar figures are quoted in Canadian dollars. Each Unit is comprised of one (1) subordinate voting share in the capital of the Company (each, a "Subordinate Voting Share") and one-half of one (1/2) Subordinate Voting Share purchase warrant (each whole warrant, a "Warrant"). Each Warrant is exercisable into one Subordinate Voting Share in the capital of the Company (each, a "Warrant Share") at a price of $0.25 per Warrant Share for a period of 12 months from the date hereof, subject to the Company's right to accelerate the expiry date of the Warrants upon 30 days' notice in the event that the closing price of the Subordinate Voting Shares is equal to or exceeds $0.50 on the TSX Venture Exchange (or such other recognized Canadian stock exchange as the Subordinate Voting Shares are primarily traded on) for a period of 10 consecutive trading days. The Company intends to use the proceeds from the Offering for corporate development and general working capital purposes. The Subordinate Voting Shares and Warrants, and any securities issuable upon exercise thereof, are subject to a four-month statutory hold period, in accordance with applicable securities legislation. The Company has paid an aggregate of $10,501.20 in finder's fees in connection with the Third Closing. This news release does not constitute an offer to sell or a solicitation of an offer to buy nor shall there be any sale of any of the securities in any jurisdiction in which such offer, solicitation or sale would be unlawful. The securities have not been and will not be registered under the United States Securities Act of 1933, as amended (the "U.S. Securities Act"), or any applicable state securities laws and may not be offered or sold within the United States unless registered under the U.S. Securities Act and applicable state securities laws, or an exemption from such registration requirements is available. 100,200 Units were issued to family members of Steven Isenberg, a director of the Company and a "related party" (within the meaning of Multilateral Instrument 61-101 – Protection of Minority Security Holders in Special Transactions ("MI 61-101")) and 500,000 Units were issued to Kevin Wimer, a director of the Company and a "related party", and such issuances are considered a "related party transaction" for the purposes of MI 61-101. Such related party transaction is exempt from the formal valuation and minority shareholder approval requirements of MI 61-101 as neither the fair market value of the securities being issued to the related parties nor the consideration being paid by the related parties exceeded 25% of the Company’s market capitalization. The purchasers of the Units and the extent of such participation were not finalized until shortly prior to the completion of the Offering. Accordingly, it was not possible to publicly disclose details of the nature and extent of related party participation in the transactions contemplated hereby pursuant to a material change report filed at least 21 days prior to the completion of such transactions. About Rivalry Rivalry Corp. wholly owns and operates Rivalry Limited , a leading sport betting and media company offering fully regulated online wagering on esports, traditional sports, and casino for the digital generation. Based in Toronto, Rivalry operates a global team in more than 20 countries and growing. Rivalry Limited has held an Isle of Man license since 2018, considered one of the premier online gambling jurisdictions, as well as an internet gaming registration in Ontario, and is currently in the process of obtaining additional country licenses. With world class creative execution and brand positioning in online culture, a native crypto token, and demonstrated market leadership among digital-first users Rivalry is shaping the future of online gambling for a generation born on the internet. Company Contact: Steven Salz, Co-founder & CEO ss@rivalry.com Investor Contact: investors@rivalry.com Media Contact: Cody Luongo, Head of Communications cody@rivalry.com 203-947-1936 Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this press release. Cautionary Note Regarding Forward-Looking Information and Statements This news release contains certain forward-looking information within the meaning of applicable Canadian securities laws ("forward-looking statements"). All statements other than statements of present or historical fact are forward-looking statements. Forward-looking statements are often, but not always, identified by the use of words such as "anticipate", "achieve", "could", "believe", "plan", "intend", "objective", "continuous", "ongoing", "estimate", "outlook", "expect", "project" and similar words, including negatives thereof, suggesting future outcomes or that certain events or conditions "may" or "will" occur. These statements are only predictions. Forward-looking statements are based on the opinions and estimates of management of the Company at the date the statements are made based on information then available to the Company. Various factors and assumptions are applied in drawing conclusions or making the forecasts or projections set out in forward-looking statements. Forward-looking statements are subject to and involve a number of known and unknown, variables, risks and uncertainties, many of which are beyond the control of the Company, which may cause the Company’s actual performance and results to differ materially from any projections of future performance or results expressed or implied by such forward-looking statements. Such factors, among other things, include regulatory or political change such as changes in applicable laws and regulations; the ability to obtain and maintain required licenses; the esports and sports betting industry being a heavily regulated industry; the complex and evolving regulatory environment for the online gaming and online gambling industry; the success of esports and other betting products are not guaranteed; changes in public perception of the esports and online gambling industry; failure to retain or add customers; the Company having a limited operating history; negative cash flow from operations; operational risks; cybersecurity risks; reliance on management; reliance on third parties and third-party networks; exchange rate risks; risks related to cryptocurrency transactions; risk of intellectual property infringement or invalid claims; the effect of capital market conditions and other factors on capital availability; competition, including from more established or better financed competitors; and general economic, market and business conditions. For additional risks, please see the Company’s MD&A dated April 30, 2024 and other disclosure documents available on SEDAR+ at www.sedarplus.ca . No assurance can be given that the expectations reflected in forward-looking statements will prove to be correct. Although the forward-looking statements contained in this news release are based upon what management of the Company believes, or believed at the time, to be reasonable assumptions, the Company cannot assure shareholders that actual results will be consistent with such forward-looking statements, as there may be other factors that cause results not to be as anticipated, estimated or intended. Readers should not place undue reliance on the forward-looking statements and information contained in this news release. The forward-looking information and forward-looking statements contained in this press release are made as of the date of this press release, and the Company does not undertake to update any forward-looking information and/or forward-looking statements that are contained or referenced herein, except in accordance with applicable securities laws. No stock exchange, securities commission or other regulatory authority has approved or disapproved the information contained herein. Source: Rivalry Corp.
The murder of UnitedHealthcare's CEO in New York on Wednesday has ignited a firestorm of fury online about the health insurance industry. Brian Thompson was shot and killed Wednesday morning, but many social media users have exhibited a morbid indifference or even cheerfulness in reacting to his death. "Of course I would have been happy to send my condolences after the United Healthcare CEO was killed," one person posted in a video on TikTok. "Unfortunately, sympathy requires a prior authorization, and I have to deny that request." One person commented on previous Scripps News reporting saying, "Private health insurance is evil so... this doesn't concern me 1 bit." RELATED STORY | 'Depose,' 'Deny,' 'Defend' reportedly written on shell casings in slaying of UnitedHealthcare CEO Many other online users posted about their challenging experiences with UnitedHealthcare, including stories of being denied coverage by the provider. The words "deny," "defend" and "depose" were written on ammunition the shooter used, according to law enforcement. Those words caused some on social media to draw a connection to a 2010 book with a similar title, "Delay, Deny, Defend," about insurance companies failing to pay claims. Denial of health insurance claims have been increasing across the board, according to a U.S. Senate Investigative report found by Scripps News. It found UnitedHealthcare's denial rate for post-acute care climbed from almost 11% in 2020 to nearly 23% in 2022, and Humana's denial rate for long-term post-acute care grew by 54% during that same time span. A new survey from The Commonwealth Fund found nearly one in four older U.S. adults spent at least $2,000 out of pocket on health care last year. The online response to Thompson's murder isn't a surprise to Stephan Meier, the chair of the management division at Columbia Business School, given the industry in which the CEO worked. "It's not so surprising if you look at, you know, surveys about what industries are liked or not, are trusted or not, and health insurers are not at the top of that list, to put it mildly," Meier said. There are signs the industry is taking notice of the backlash. CVS Health has taken down photos of its executives posted to its website, as security concerns grow for industry leaders.Mayor Chow got emails about Oct. 7 vigil, documents showSafeSport Center changes targeted in new bill aimed at sex abuse in sports
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CHICAGO (AP) — As Donald Trump’s Cabinet begins to take shape, those on both sides of the abortion debate are watching closely for clues about how his picks might affect reproductive rights policy in the president-elect’s second term . Trump’s cabinet picks offer a preview of how his administration could handle abortion after he repeatedly flip-flopped on the issue on the campaign trail. He attempted to distance himself from anti-abortion allies by deferring to states on abortion policy, even while boasting about nominating three Supreme Court justices who helped strike down the constitutional protections for abortion that had stood for half a century. In an NBC News interview that aired Sunday, Trump said he doesn't plan to restrict medication abortion but also seemed to leave the door open, saying “things change.” “Things do change, but I don't think it's going to change at all,” he said. The early lineup of his new administration , including nominations to lead health agencies, the Justice Department and event the Department of Veterans Affairs, has garnered mixed — but generally positive — reactions from anti-abortion groups. Abortion law experts said Trump's decision to include fewer candidates with deep ties to the anti-abortion movement could indicate that abortion will not be a priority for Trump's administration. “It almost seems to suggest that President Trump might be focusing his administration in other directions," said Greer Donley, an associate law professor at the University of Pittsburgh School of Law. Karen Stone, vice president of public policy at Planned Parenthood Action Fund , said while many of the nominees have “extensive records against reproductive health care,” some do not. She cautioned against making assumptions based on Trump's initial cabinet selections. Still, many abortion rights groups are wary, in part because many of the nominees hold strong anti-abortion views even if they do not have direct ties to anti-abortion activists. They're concerned that an administration filled with top-level officials who are personally opposed to abortion could take steps to restrict access to the procedure and funding. After Trump’s ambiguity about abortion during his campaign, "there’s still a lot we don’t know about what policy is going to look like," said Mary Ruth Ziegler, a law professor at the University of California, Davis School of Law. That approach may be revealed as the staffs within key departments are announced. Trump announced he would nominate anti-vaccine activist Robert F. Kennedy Jr. to lead the Health and Human Services Department, which anti-abortion forces have long targeted as central to curtailing abortion rights nationwide. Yet Kennedy shifted on the issue during his own presidential campaign. In campaign videos, Kennedy said he supports abortion access until viability , which doctors say is sometime after 21 weeks, although there is no defined timeframe. But he also said “every abortion is a tragedy” and argued for a national ban after 15 weeks of pregnancy, a stance he quickly walked back. The head of Health and Human Services oversees Title X funding for a host of family planning services and has sweeping authority over agencies that directly affect abortion access, including the Food and Drug Administration and Centers for Medicare and Medicaid Services. The role is especially vital amid legal battles over a federal law known as EMTALA, which President Joe Biden’s administration has argued requires emergency abortion access nationwide, and FDA approval of the abortion pill mifepristone. Mini Timmaraju, president of the national abortion rights organization Reproductive Freedom for All, called Kennedy an “unfit, unqualified extremist who cannot be trusted to protect the health, safety and reproductive freedom of American families.” His potential nomination also has caused waves in the anti-abortion movement. Former Vice President Mike Pence , a staunch abortion opponent, urged the Senate to reject Kennedy’s nomination. Marjorie Dannenfelser, president of the national anti-abortion group Susan B. Anthony Pro-Life America, said the group had its own concerns about Kennedy. “There’s no question that we need a pro-life HHS secretary," she said. Fox News correspondent Marty Makary is Trump’s pick to lead the FDA, which plays a critical role in access to medication abortion and contraception. Abortion rights groups have accused him of sharing misinformation about abortion on air. Russell Vought , a staunch anti-abortion conservative, has been nominated for director of the Office of Management and Budget. Vought was a key architect of Project 2025 , a right-wing blueprint for running the federal government. Among other actions to limit reproductive rights, it calls for eliminating access to medication abortion nationwide, cutting Medicaid funding for abortion and restricting access to contraceptive care, especially long-acting reversible contraceptives such as IUD’s. Despite distancing himself from the conservative manifesto on the campaign trail, Trump is stocking his administration with people who played central roles in developing Project 2025. Trump acknowledged that drafters of the report would be part of his incoming administration during the Sunday interview with NBC News, saying “Many of those things I happen to agree with.” “These cabinet appointments all confirm that Project 2025 was in fact the blueprint all along, and the alarm we saw about it was warranted,” said Amy Williams Navarro, director of government relations for Reproductive Freedom for All. Dr. Mehmet Oz , Trump’s choice to lead the Centers for Medicare and Medicaid Services, is a former television talk show host who has been accused of hawking dubious medical treatments and products. He voiced contradictory abortion views during his failed Senate run in 2022. Oz has described himself as “strongly pro-life, praised the Supreme Court decision overturning Roe v. Wade , claimed “life starts at conception” and referred to abortion as “murder.” But he also has echoed Trump’s states-rights approach, arguing the federal government should not be involved in abortion decisions. “I want women, doctors, local political leaders, letting the democracy that’s always allowed our nation to thrive to put the best ideas forward so states can decide for themselves,” he said during a Senate debate two years ago. An array of reproductive rights groups opposed his Senate run. As CMS administrator, Oz would be in a key position to determine Medicaid coverage for family planning services and investigate potential EMTALA violations. As Florida’s attorney general, Pam Bondi defended abortion restrictions, including a 24-hour waiting period. Now she’s Trump’s choice for attorney general . Her nomination is being celebrated by abortion opponents but denounced by abortion rights groups concerned she may revive the Comstock Act , an anti-vice law passed by Congress in 1873 that, among other things, bans mailing of medication or instruments used in abortion. An anti-abortion and anti-vaccine former Florida congressman, David Weldon, has been chosen to lead the Centers for Disease Control and Prevention, which collects and monitors abortion data across the country. Former Republican congressman Doug Collins is Trump’s choice to lead the Department of Veterans Affairs amid a political battle over abortion access and funding for troops and veterans. Collins voted consistently to restrict funding and access to abortion and celebrated the overturning of Roe v. Wade. “This is a team that the pro-life movement can work with," said Kristin Hawkins, president of the national anti-abortion organization Students for Life. ___ The Associated Press receives support from several private foundations to enhance its explanatory coverage of elections and democracy. See more about AP’s democracy initiative here . The AP is solely responsible for all content. Christine Fernando, The Associated PressQarddin Token Revolutionizes Digital Transactions as Amazon Expands Cryptocurrency Integration
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SANTA CLARA — APIs are one of the most powerful tools for driving business innovation, but without a coherent , organizations risk fragmented systems, slower time-to-market and missed opportunities for scalability and collaboration. These were the Ambassador team took away from , held last month in Santa Clara, Calif. A strong API strategy not only ensures technical agility but also aligns with business goals, driving efficiency, enhancing customer experiences and creating a competitive edge in a rapidly evolving tech landscape. However, 46% of technology leaders report that they need stronger alignment between IT and line-of-business on how to report and track API success, as described in . While many aspects of API technology remain consistent — such as the challenges that people and organizations face — other aspects have evolved alongside innovations that drive more automation, better security, faster delivery and easier collaboration. Following are four lessons we took away from API World about how improving your process can lead to new results for your team and help improve the business’ bottom line. 1. Protect Your Inner Developer Loop In the realm of API development, a seamless workflow is paramount. Safeguarding your team’s inner developer loop is key for reducing interruptions and context shifts to maximize your coding efficiency. According to McKinsey, technology leaders should aim to development activities (build, code, test) 70% of the time, leaving 30% for the high collaboration “outer loop” activities (deploy, verify, release). By integrating debugging and testing directly into your integrated development environment (IDE), you can sidestep the cumbersome back-and-forth that often hinders development. This way, you can maintain your focus on coding without the disruption of juggling multiple tools and environments. A major benefit of a protected is catching errors earlier through unit testing throughout the coding process. By running unit tests as they code, developers are better poised to identify and fix issues right away. This not only saves time but also ensures that the codebase remains more robust and error-free throughout the development life cycle. in API development technology are further empowering developers with the ability to conduct more advanced, production-like testing locally. Through integrated access to a hosted production-like test environment, developers can take their unit testing further than ever before while staying in the “inner loop.” This advancement reduces departmental friction and increases delivery speed and quality. The ability to foster an instant feedback loop is invaluable for iterative development, and helps leaders make informed decisions on the fly. An instant testing environment that is part of a composable development solution can also improve collaboration, increasing the time spent on higher-value activities like coding and testing. By providing a space where individuals can more effectively test and validate their work, you can create a more cohesive team. This approach can help speed up development and ensure that everyone is working towards the same goals. Implementing these strategies and tools can significantly streamline your API development process in ways that developers will be motivated to adopt. From more efficient coding and friction-free testing to robust error detection and more seamless collaboration, protecting your developers’ ability to stay focused is key to driving innovation and business value. By improving this important part of the development process, you can make API development faster, cheaper and better for your bottom line. 2. Use Standards That Work and Let AI Help In the whirlwind of the digital age, we’re all racing to innovate and outpace the rest. Speaking of rest, it’s worth noting that RESTful APIs remain the industry standard, and they’re working. used by 85% of API developers, and it shows how to create well-defined, easy-to-understand and manageable APIs. By its side, the popular language stands as a stalwart ally in the quest to build APIs of strength and efficiency. Together, they promise to speed development and smooth collaboration between different teams and stakeholders. This is all in the name of scalable and high-performance APIs. Let’s not forget the game-changer that is AI. AI-powered tools are changing how your developer and platform teams work by instantly generating specs and code, automating repetitive tasks and even suggesting improvements. This AI-assisted approach not only saves development time but also elevates the quality and consistency of delivery and, ultimately, the pace of innovation. AI is driving a new wave of API proliferation, as APIs are typically needed to realize AI’s benefits. As , senior engineer at , said in : The best thing you can do is figure out how to safely and intentionally to automate your developers’ manual tasks ... or risk falling behind. 3. Drive Business Value With Each API (and Prove It With Data) APIs have become a key part of modern business strategy and are often the unsung heroes of reducing costs, automating processes and harmonizing systems to cut through operational complexities. According to , field CTO and one of the authors of “Unbundling the Enterprise,” a technology strategy that leverages API development enables companies to gain optionality, which is a hugely significant advantage in a volatile business climate. This flexibility allows businesses to pivot quickly and capitalize on new opportunities as they arise, he said in . The result? Streamlined workflows, fewer errors and significant savings (music to a CTO’s ear). This isn’t just about saving money; it’s about getting ahead of the game and bringing your innovations to market faster than the competition. Proving the business value of APIs requires tracking data and measuring their impact. However, data access and API discoverability are still a huge pain point for many tech teams. product manager noted in : Data that measures API usage, revenue from API-enabled services and operational cost savings provide concrete evidence of the benefits of your APIs. By continuously monitoring these metrics and sharing them widely, businesses can make data-driven decisions to improve their API strategy. This approach ensures that each API not only drives business value but also contributes to the organization’s overall success and growth. 4. Testing: Shift Left, Test Right The strategic importance of comprehensive API testing cannot be overstated. early and often within the development life cycle, a concept known as shift left” ensures that APIs are not only functional but also reliable and resilient. Improving testing within the development process makes it easier for developers to debug and catch problems early on, which leads to a more efficient and productive workflow. One of the main benefits of moving left is that you can use real-world data and test cases to fully check API functionality. By using tools that work well with IDEs, developers stay working in the same place. This not only improves the quality of the code but also builds confidence in the reliability of the APIs, driving better business outcomes. Moreover, “testing right” is about running tests in a dedicated This is key to catching issues that only appear in real-world situations. Simulating production conditions can uncover hidden bugs, performance bottlenecks and security vulnerabilities that might otherwise go unnoticed. This way, the APIs are ready to be used and can handle the needs of real users after going through these . By shifting left and testing right, developers can achieve a quicker time to market, greater quality, fewer bugs and an improved developer experience overall — meaning dev teams make it to production faster, and fewer developers are asking what’s causing the slow down. Tools like already have this philosophy in place to meet testing needs. Understand Devs, Profit More In the end, our learnings from API World extend far beyond the words of a few wise technology leaders. It’s important for the world’s CIOs, CTOs and VPs to sometimes dig down deep into the nitty gritty as well; it impacts your time to market and the health of your developer team. Using these tips about maintaining inner dev loops, proper tools, testing strategies and data to prove business value will help your team create better-quality APIs in the long run. YOUTUBE.COM/THENEWSTACK Tech moves fast, don’t miss an episode. Subscribe to our YouTube channel to stream all our podcasts, interviews, demos, and more. Lori Marshall is an analytical software and IT professional with experience in software development, database development, database training, business analysis and serving as a product owner. Currently serving as the vice president of product of Ambassador Labs, she has over... SANTA CLARA — APIs are one of the most powerful tools for driving business innovation, but without a coherent , organizations risk fragmented systems, slower time-to-market and missed opportunities for scalability and collaboration. These were the Ambassador team took away from , held last month in Santa Clara, Calif. A strong API strategy not only ensures technical agility but also aligns with business goals, driving efficiency, enhancing customer experiences and creating a competitive edge in a rapidly evolving tech landscape. However, 46% of technology leaders report that they need stronger alignment between IT and line-of-business on how to report and track API success, as described in . While many aspects of API technology remain consistent — such as the challenges that people and organizations face — other aspects have evolved alongside innovations that drive more automation, better security, faster delivery and easier collaboration. Following are four lessons we took away from API World about how improving your process can lead to new results for your team and help improve the business’ bottom line. 1. Protect Your Inner Developer Loop In the realm of API development, a seamless workflow is paramount. Safeguarding your team’s inner developer loop is key for reducing interruptions and context shifts to maximize your coding efficiency. According to McKinsey, technology leaders should aim to development activities (build, code, test) 70% of the time, leaving 30% for the high collaboration “outer loop” activities (deploy, verify, release). By integrating debugging and testing directly into your integrated development environment (IDE), you can sidestep the cumbersome back-and-forth that often hinders development. This way, you can maintain your focus on coding without the disruption of juggling multiple tools and environments. A major benefit of a protected is catching errors earlier through unit testing throughout the coding process. By running unit tests as they code, developers are better poised to identify and fix issues right away. This not only saves time but also ensures that the codebase remains more robust and error-free throughout the development life cycle. in API development technology are further empowering developers with the ability to conduct more advanced, production-like testing locally. Through integrated access to a hosted production-like test environment, developers can take their unit testing further than ever before while staying in the “inner loop.” This advancement reduces departmental friction and increases delivery speed and quality. The ability to foster an instant feedback loop is invaluable for iterative development, and helps leaders make informed decisions on the fly. An instant testing environment that is part of a composable development solution can also improve collaboration, increasing the time spent on higher-value activities like coding and testing. By providing a space where individuals can more effectively test and validate their work, you can create a more cohesive team. This approach can help speed up development and ensure that everyone is working towards the same goals. Implementing these strategies and tools can significantly streamline your API development process in ways that developers will be motivated to adopt. From more efficient coding and friction-free testing to robust error detection and more seamless collaboration, protecting your developers’ ability to stay focused is key to driving innovation and business value. By improving this important part of the development process, you can make API development faster, cheaper and better for your bottom line. 2. Use Standards That Work and Let AI Help In the whirlwind of the digital age, we’re all racing to innovate and outpace the rest. Speaking of rest, it’s worth noting that RESTful APIs remain the industry standard, and they’re working. used by 85% of API developers, and it shows how to create well-defined, easy-to-understand and manageable APIs. By its side, the popular language stands as a stalwart ally in the quest to build APIs of strength and efficiency. Together, they promise to speed development and smooth collaboration between different teams and stakeholders. This is all in the name of scalable and high-performance APIs. Let’s not forget the game-changer that is AI. AI-powered tools are changing how your developer and platform teams work by instantly generating specs and code, automating repetitive tasks and even suggesting improvements. This AI-assisted approach not only saves development time but also elevates the quality and consistency of delivery and, ultimately, the pace of innovation. AI is driving a new wave of API proliferation, as APIs are typically needed to realize AI’s benefits. As , senior engineer at , said in : The best thing you can do is figure out how to safely and intentionally to automate your developers’ manual tasks ... or risk falling behind. 3. Drive Business Value With Each API (and Prove It With Data) APIs have become a key part of modern business strategy and are often the unsung heroes of reducing costs, automating processes and harmonizing systems to cut through operational complexities. According to , field CTO and one of the authors of “Unbundling the Enterprise,” a technology strategy that leverages API development enables companies to gain optionality, which is a hugely significant advantage in a volatile business climate. This flexibility allows businesses to pivot quickly and capitalize on new opportunities as they arise, he said in . The result? Streamlined workflows, fewer errors and significant savings (music to a CTO’s ear). This isn’t just about saving money; it’s about getting ahead of the game and bringing your innovations to market faster than the competition. Proving the business value of APIs requires tracking data and measuring their impact. However, data access and API discoverability are still a huge pain point for many tech teams. product manager noted in : Data that measures API usage, revenue from API-enabled services and operational cost savings provide concrete evidence of the benefits of your APIs. By continuously monitoring these metrics and sharing them widely, businesses can make data-driven decisions to improve their API strategy. This approach ensures that each API not only drives business value but also contributes to the organization’s overall success and growth. 4. Testing: Shift Left, Test Right The strategic importance of comprehensive API testing cannot be overstated. early and often within the development life cycle, a concept known as shift left” ensures that APIs are not only functional but also reliable and resilient. Improving testing within the development process makes it easier for developers to debug and catch problems early on, which leads to a more efficient and productive workflow. One of the main benefits of moving left is that you can use real-world data and test cases to fully check API functionality. By using tools that work well with IDEs, developers stay working in the same place. This not only improves the quality of the code but also builds confidence in the reliability of the APIs, driving better business outcomes. Moreover, “testing right” is about running tests in a dedicated This is key to catching issues that only appear in real-world situations. Simulating production conditions can uncover hidden bugs, performance bottlenecks and security vulnerabilities that might otherwise go unnoticed. This way, the APIs are ready to be used and can handle the needs of real users after going through these . By shifting left and testing right, developers can achieve a quicker time to market, greater quality, fewer bugs and an improved developer experience overall — meaning dev teams make it to production faster, and fewer developers are asking what’s causing the slow down. Tools like already have this philosophy in place to meet testing needs. Understand Devs, Profit More In the end, our learnings from API World extend far beyond the words of a few wise technology leaders. It’s important for the world’s CIOs, CTOs and VPs to sometimes dig down deep into the nitty gritty as well; it impacts your time to market and the health of your developer team. Using these tips about maintaining inner dev loops, proper tools, testing strategies and data to prove business value will help your team create better-quality APIs in the long run. YOUTUBE.COM/THENEWSTACK Tech moves fast, don’t miss an episode. Subscribe to our YouTube channel to stream all our podcasts, interviews, demos, and more. Lori Marshall is an analytical software and IT professional with experience in software development, database development, database training, business analysis and serving as a product owner. Currently serving as the vice president of product of Ambassador Labs, she has over...
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