Agentic cloud infrastructure startup E2B has raised $21 million in early-stage funding to build out an entirely new, open-source infrastructure for running artificial intelligence agents securely in the cloud. E2B’s vision is to provide businesses with a dedicated, open-source cloud infrastructure stack for AI agents. It believes that the best place for AI agents to be hosted is in secure sandboxed environments in the cloud, where it will provide them with safe computer and browser-use features to automate various complex business tasks. Co-founder and Chief Executive Vasek Mlejnsky explained that enterprises have massive expectations for AI agents due to all the hype around them, but he believes that they won’t easily scale if they’re built on legacy infrastructure that’s not designed to be used by them. “E2B solves this by equipping AI agents with safe, scalable and highly-performant cloud infrastructure, as well as tools that help agents to scale in production,” he added. With E2B’s sandboxed cloud environments, AI agents get access to the same computational capabilities as human workers do, meaning their own computer plus a browser and other tools that enable them to retrieve information, as well as a file system to store that data, and compute platforms for executing AI-generated code. Companies can quickly spin up and shut down these sandboxed cloud environments as needed, and they can scale rapidly to millions of virtual personal computers, allowing enterprises to unleash armies of agents that can work even more efficiently than humans do. It’s all hosted in a simple and secure runtime that enables reinforcement loops for AI training and agentic workflows to run rapidly. E2B aims to position its open-source sandbox protocol as the universal standard for AI agents, and has plans to add additional functionality such as “secrets vaults” and orchestration tools for managing fleets of AI agents from a single console.
Brands are cracking the Gen Z code by deploying TikTok partnerships and viral slogans, embracing sustainability through eco-friendly packaging and use of healthy ingredients, turning Reddit buzz into full-blown campaigns and with bright colors and interactive displays
The brands winning with Gen Z are the ones brave enough to let that listening transform everything they do. e.l.f. Beaury, Bath & Body Works, and Chipotle connected with Gen Z and then transformed their entire approach to customer experience to meet them where they are. E.l.f. Beauty is cracking the Gen Z and customer experience code by deploying TikTok partnerships and viral slogans like “e.l.f.ing Amazing.” The slogan reflects the name: e.l.f. Beauty, where CEO Tarang Amin makes relating to Gen Z consumers and employees a top priority. That means the cosmetics company uses its massive social media fan base (7.5 million followers on Instagram and 2.4 million on TikTok) and insights from employees to figure out what the younger demographic wants. E.l.f. also focuses on being inclusive and encourages employee equity, both important to Gen Z. The results: a Gen Z fan base known as “e.l.f.ies” – and a recent ranking as the No. 1 cosmetics brand among female teens in a survey. With three quarters of employees being in their 20s and 30s, Amin says e.l.f. has never done a focus group “because our team, they are our community.” As it reaches out to Gen Z, e.l.f. is reflecting broader trends and a growing body of research into what the younger set is seeking in customer experience. In addition to e.l.f, another Gen Z favorite is Bath & Body Works. The brand is reimagining its store spaces with Gen Z in mind, emphasizing bright colors and interactive displays that can be shared on social media, along with a highly personalized shopping experiences. Bath & Body Works is also focusing on values important to the younger set, such as sustainability through refill stations and eco-friendly packaging. Chipotle has mounted an impressive comeback after food safety scares in its past. The key: Young people, especially Gen Z. “Chipotle is winning with Gen Z because Chipotle has the right offering [a healthier fast food option], at the right price point and they tend to reach Gen Z where they live — on social,” according to Jason Goldberg, Chief Commerce Strategy Officer at Publicis. The chain’s omnichannel marketing strategy has shown up all over social media, with influencer marketing initiatives including the Chipotle Creator Class challenge that provided perks to leading social influencers, and a partnership with TikTokkers Alexis Frost and Keith Lee to promote digital ordering. On Snapchat, Chipotle also targeted Gen Z consumers with a Snapchat Lens and lineup of Lifestyle Bowls, available through the digital menu and designed to promote wellness.
US-based crypto and fintech companies are expanding their platforms to build ‘super apps’ to offer a broad range of services that include tokenized RWAs, stocks, derivatives, ETF tokens and prediction markets, indicating unification of crypto UX
US-based crypto and fintech companies, including Coinbase, Robinhood, and X, are expanding their platforms to offer a broader range of financial and communication services, as the “super app” model popularized in Asia gains traction in the West. The trend has accelerated as U.S. regulators push forward with crypto-friendly legislation and policies that provide long-awaited clarity to the industry. Coinbase’s head of consumer and business products, Max Branzburg, announced that the largest U.S. centralized exchange (CEX) would soon offer its domestic users access to tokenized real-world assets (RWAs), stocks, derivatives, and prediction markets. Coinbase’s CEO, Brian Armstrong, has told media as far back as 2023 that the CEX is moving toward “super app” status, emulating the model popular in Asia. SEC Chair Paul Atkins praised the idea of crypto-powered “super-apps” and emphasized that this new policy represents more than a regulatory shift — it is a generational opportunity. Robinhood announced that it will offer more than 200 tokenized U.S. stocks and exchange-traded fund (ETF) tokens to users in Europe, with plans to expand that number to 2,000 by the end of 2025. Coinbase and Robinhood are embracing a trend to emulate Asia’s super app model, exemplified by WeChat, which combines payments, messaging, shopping, and other services in one platform. Tesla CEO Elon Musk has expressed a similar goal, aiming to turn X into a global marketplace that combines comprehensive communications with the ability to conduct the entire financial world. The crypto-powered super app trend is seen as confirmation that traditional finance is moving on-chain and that mainstream crypto user experience is moving toward unification, instead of fragmentation across networks, apps, and protocols. However, some industry experts argue that creating an “everything app” with many services would discourage competition and be overwhelming from a UX perspective. The regulatory framework hasn’t caught up yet, and whoever can balance compliance and composability will win the battle.
U.S. Bank’s spend management solution for SMBs enables them to monitor, track and control their company’s card-based spending through business banking credit cards without requiring additional applications or set-up while offering robust controls and integrated accounting
Many SMBs, particularly those with storefronts, need merchant services and card processing services. Banks and credit unions have ramped up efforts for this offering, facing increased competition from direct banks, such as retail, online-only brands, or from alternative banks, including fintech competition and technology brands such as Apple and Google, which have digital wallet payment features. U.S. Bank recently launched U.S. Bank Spend Management, which gives businesses much greater ability to monitor, track and control their company’s card-based spending, chief product officer for business banking, Shruti Patel says of the tool, a product created out of U.S. Bank’s acquisition of fintech Bento Technologies. Spend Management is available across the bank’s full portfolio of business banking credit cards, without additional applications or set-up. “Spend Management gives business owners a streamlined alternative to using multiple tools,” Patel says. “It can help them drive down costs, reduce manual work and save time through the use of robust card controls, integrated accounting, intuitive receipt capture, and more. And it’s all within an easy-to-use dashboard.” U.S. Bank says a focus on SMBs isn’t dying down anytime soon. It is developing other value-add innovations and expects to announce additional launches later this year, Patel says. For sure, self-directed banking is leading the SMB strategy, but bank leadership still feels engaged with what business owners want now, and what they may want later. “It’s a great example of the value we deliver to our clients when we bring together interconnected products from across the bank in a seamless experience that makes it easier for [proprietors] to run their business.
Intelligent simulation melds AI, digital twins, quantum computing, spatial computing, and the Internet of Things, to enable organizations to model complex environments, simulate potential attacks, and predict changes to their security posture
Intelligent simulation is a digital technology that offers unprecedented scale and accuracy in modeling and what-if scenarios of physical and digital process systems. It is set to revolutionize security operations by shifting the focus from reactive detection and response to preemptive cybersecurity. By using technologies like AI, digital twins, quantum computing, spatial computing, and the Internet of Things, organizations can model complex environments, simulate potential attacks, and predict changes to their security posture. This approach provides a dynamic and continuous method for risk assessment and offensive security strategies, including penetration testing, red teaming, and bug bounty programs. Cybersecurity product leaders must enable what-now, what-if, and what-next security scenarios by simulating adversarial behaviors to provide continuous risk assessment and empower proactive, preemptive cybersecurity strategies. As intelligent simulation matures, it has the potential to displace some existing adversarial exposure validation products and passive security scanners. However, product leaders must address market education challenges and integrate intelligent simulation seamlessly with existing tools, processes, and frameworks to ensure security controls and remediation strategies deliver the intended outcomes.
Wells Fargo’s patent application for “synthetic voice fraud detection,” attempts to pick up on deep fakes even if they’re based on authentic vocal samples
Wells Fargo wants to help you decipher what’s real and what’s fake. The company filed a patent application for “synthetic voice fraud detection,” tech that attempts to pick up on deep fakes even if they’re based on authentic vocal samples. “Advances in AI technology have made it possible to create highly convincing synthetic voices that can mimic real individuals,” Wells Fargo said in the filing. “As synthetic voice technology becomes more sophisticated, detecting synthetic voices becomes more difficult.” Wells Fargo’s system first collects samples of peoples’ voices and normalizes them, cutting out background noise and adjusting the volume if necessary. The system then generates an artificial clone of that person’s voice, feeding both to a machine-learning model for training. From this, the model learns to spot subtle indicators and inconsistencies between the real and synthetic voice clips. This could include detecting audio artifacts from generation algorithms, unnatural variations in pitch or timing, or differences in the patterns of background noises or harmonic structure.
Corporate ESG backlash has created three leadership camps: paralyzed, compliant, and those who see sustainability as a lens for business resilience; businesses need radical sustainability to move past incrementalism toward impact-focused resilience and long-term adaptation
A recent global survey Sustainability at a Crossroads by ERM, GlobeScan, and Volans reveals that 93% of sustainability experts say the current agenda is no longer fit for purpose, and more than half call for a radical overhaul. This is more than a policy or branding challenge. It’s a convergence of environmental breakdown, social regression, and governance backlash – an interlinked crisis with direct consequences for stability, markets, and public trust. According to Louise Kjellerup Roper, chief executive of Volans, the growing complexity of the sustainability agenda, and the backlash surrounding it, has led to fragmentation at the highest levels of leadership into three broad camps. Roughly a third appear paralyzed, unsure how to respond as ESG becomes a political flashpoint and global regulations tighten. Another third continues with a familiar playbook: annual reporting, compliance-focused governance, and reputational risk management. But the final third (perhaps the most interesting group) has accelerated their sustainability efforts, with one major shift: they’ve reframed sustainability not as a set of obligations, but as a lens on resilience and business continuity. This reframing is quietly transformative. It takes sustainability out of the realm of “nice-to-have” and into the core of business strategy. It positions climate risk, supply chain fragility, social license, and institutional trust as interdependent threats – and invites companies to build toward stability and adaptation rather than chasing perfection or PR wins. Crucially, it turns challenge into opportunity. “This might be the moment that takes us from threat to transformation,” says Roper. The future of sustainability may well be grounded in designing for resilience, long-term coherence and real-world impact, not just disclosures and defensive positioning. The survey’s framework points to four mindsets emerging among sustainability professionals: the traditionalists, who seek improvement within existing models; the institutionalists, who believe in coordinated reform; the pathfinders, who look for innovation within market systems; and the radicals, who advocate for transformational change across the board. Perhaps the most powerful insight is that the future won’t belong to any single mindset but instead to those willing and able to bridge them.
KeyBank 2Q25: Client deposits and relationship households were up 2% year-over-year while deposit costs were managed below 2%; Commercial payments-related fees grew high single digits
KeyCorp announced net income from continuing operations attributable to Key common shareholders of $387 million, or $.35 per diluted common share, for the second quarter of 2025. For the first quarter of 2025, net income from continuing operations attributable to Key common shareholders was $370 million, or $.33 per diluted common share. For the second quarter of 2024, KeyCorp reported net income from continuing operations attributable to Key common shareholders of $237 million, or $.25 per diluted common share, or adjusted net income of $241 million, or $.25 per diluted common share(a). Included in the second quarter of 2024 are $4 million, after-tax, of charges related to the FDIC special assessment(b). Chairman and CEO, Chris Gorman said, “Our second quarter results demonstrate continued strong momentum. Revenue was up 21% year-overyear driven by our clearly defined net interest income tailwinds and 10% growth in noninterest income, while expenses grew 7%. Sequentially, net interest income grew 4%. Credit quality continues to trend in a positive direction with overall credit migration improving for the sixth consecutive quarter. Business activity with clients and prospects continues to accelerate. Client deposits and relationship households were up 2% year-over-year while deposit costs were managed below 2%. Period end commercial loans grew $2.1 billion in the second quarter. Assets under management reached a record $64 billion. Investment banking pipelines remain at historically elevated levels. In the second quarter we raised over $30 billion of capital on behalf of our clients. Commercial payments-related fees grew high single digits year-over-year. We continue to make investments in people and technology that will drive future growth for our company. We remain on target to increase our front line bankers – investment bankers, middle market relationship managers, payments advisors, and wealth managers – by 10% in 2025. I am energized by our momentum as we win and take share in the marketplace. I remain confident that we will continue to execute against our compelling organic growth opportunities.”
- Revenue of $1.8 billion, up 21% year-over-year; Significant positive operating leverage on both a total and fee basis year-over-year
- Net interest income up 4% and net interest margin increased 8 bps quarter-over-quarter
- Period-end loans up $1.6 billion quarter-over-quarter; Commercial loans up $3.3 billion or 5% year-to-date
- Net charge-offs declined 8% quarter-over-quarter; Other credit metrics stable to improved
Consumer Bank Summary of Operations (2Q25 vs. 2Q24)
- Key’s Consumer Bank recorded net income attributable to Key of $122 million for the second quarter of 2025, compared to $59 million for the year-ago quarter
- Taxable-equivalent net interest income increased by $153 million, or 29.3%, compared to the second quarter of 2024
- Average loans and leases decreased $3.0 billion, or 7.8%, from the second quarter of 2024, driven by broad-based declines across all loan categories
- Average deposits increased $2.6 billion, or 3.1%, from the second quarter of 2024, driven by growth in money market deposits and demand deposits
- Provision for credit losses increased $22 million compared to the second quarter of 2024, primarily driven by changes in reserve levels due to deterioration in the economic outlook
- Noninterest income increased $1 million from the year-ago quarter, driven by an increase in trust and investment services income, partially offset by a decrease in consumer mortgage income
Commercial Bank Summary of Operations (2Q25 vs. 2Q24)
- Key’s Commercial Bank recorded net income attributable to Key of $349 million for the second quarter of 2025 compared to $206 million for the year-ago quarter
- Taxable-equivalent net interest income increased by $145 million, or 35.3%, compared to the second quarter of 2024
- Average loan and lease balances decreased $161 million, or 0.2%, compared to the second quarter of 2024, driven by a decline in commercial real estate loans and commercial lease financing
- Average deposit balances decreased $1.5 billion compared to the second quarter of 2024, driven by a reduction in higher-cost client balances
- Provision for credit losses decreased $3 million compared to the second quarter of 2024, driven by a lower reserve build as changes in the portfolio mix offset economic deterioration, as well as lower net loan charge-offs
- Noninterest income increased $61 million compared to the second quarter of 2024, primarily driven by an increase in investment banking and debt placement fees and commercial mortgage servicing fees
- Noninterest expense increased $18 million compared to the second quarter of 2024, driven by higher support and overhead expense
Turning embedded payments into a profit center requires software platforms to participate in card economics by taking a slice of the acquiring fee or issuing virtual cards, route payments and control disbursements and monetize the payment network
Jay Dearborn, president of Corporate Payments at WEX described embedded payments maturity as a three-stage journey: enablement, customer value creation and monetization. Stage 3 is about turning embedded payments into a profit center. That’s where Dearborn said he sees the biggest gap and the biggest opportunity. “It almost takes someone to bring payments expertise onto the leadership team,” he said. Software companies are good at building great products, but payments is a domain business. Without deep expertise — or the right partner — the monetization piece rarely materializes, he said. That monetization comes in several forms. Dearborn said to start with participating in card economics, which means taking a slice of the acquiring fee, issuing virtual cards or receiving rebates through ACH+ networks. Next is participating in the funds flow itself. Companies that sit inside the accounts payable process, route payments and control disbursements aren’t just facilitators. They’re operators, and operators get paid. Then comes network monetization. Software platforms don’t just process payments; they connect buyers and sellers. That connection creates a closed-loop network that can be optimized, priced and monetized — without ever touching the payment itself, he said. That’s not the only monetizable layer. Speed matters too. Instant access to funds — on either side of a transaction — creates tangible value. Buyers are more likely to pay early. Sellers get paid faster. That value can be priced, packaged and monetized. “You can build an ecosystem around that account, that payment credential,” Dearborn said. “That’s the next unlock.” Embedded payments are table stakes, he said. Embedding them well and building a business around them is still a competitive edge.
Ascendion’s AAVA+ platform is taking agile to next level with lean, goal-based orchestration that aligns tightly with enterprise needs
AI-native orchestration engines are redefining enterprise software delivery. Ascendion’s AAVA+ platform exemplifies how agentic AI is revolutionizing modern software engineering. Built from the ground up to operate via hundreds of specialized, autonomous agents embedded in every SDLC role — from product management to site reliability — AAVA+ enables lean, goal-based orchestration that aligns tightly with enterprise needs. These agents, numbering over 4,000 in production, connect seamlessly with more than 80 DevOps tools (including Jira, Jenkins, SonarQube, and AppDynamics), creating what Arun Varadarajan, chief commercial officer of Ascendion calls an “open kitchen model” that grants clients end-to-end process visibility. This approach enables organizations to define business outcomes upfront and let the agents generate user stories, code, tests and architecture — all while maintaining enterprise governance, compliance and quality standards. “We don’t just integrate AI,” he said. “We build from it. Every part of AAVA+ is agentic, from ideation to delivery.” “We are moving from task-based AI to goal-first systems,” Varadarajan said. “You tell AAVA+ the kind of portal you want, and the agents come back with a solution. You’re not writing specs, you’re defining outcomes.” By transitioning from task-level automation to goal-oriented orchestration, AAVA+ reduces friction, shortens timelines and bridges the gap between business strategy and technical execution.