Posted on : June 5, 2025 By Tech World Times Technology  Rate this post The Software as a Serviceindustry has been on an unstoppable trajectory since its inception, revolutionizing how businesses and individuals consume and manage software. The landscape of subscription services within this sector continues to evolve at a rapid pace. Driven by customer expectations, technological advancements, and economic shifts, several trends are emerging that promise to reshape the SaaS industry. These trends will not only influence the way software is delivered and managed but also impact the overall subscription economy. Check out these subscription trends that are set to redefine the SaaS industry in the next few years. 1. Personalization and Customer-Centric Models Businesses are increasingly recognizing the value of tailored experiences, and SaaS companies are responding with personalized subscription offerings. By leveraging user data and machine learning algorithms, providers are crafting customized solutions that cater to individual needs, preferences, and usage patterns. Personalization also extends to the billing process, where SaaS payment processing systems are adapting to offer flexible pricing models, such as pay-per-use and tiered subscriptions. 2. Integrated Payment Solutions and Subscription Management SaaS payment processing will become a seamless and integrated part of the subscription experience. Innovations in financial technology will streamline the billing process, providing users with a unified dashboard to manage all their subscriptions. This will simplify financial management for both consumers and businesses. Companies will be able to offer various payment methods, automate billing cycles, and handle currency conversions with ease, making it easier for them to serve a global customer base. 3. The Rise of Usage-Based Pricing Usage-based pricing is gaining traction as a fair and transparent way to bill for cloud services. Instead of flat monthly or annual fees, SaaS providers will charge customers based on the actual resources consumed. This model aligns the cost with the value derived, encouraging more efficient use of resources and reducing waste. It also allows companies to scale more easily, leading to more granular and sophisticated pricing structures that can handle these complex calculations. 4. Subscription Model Innovation To stand out in a crowded market, SaaS companies are experimenting with innovative subscription models that go beyond the typical monthly or annual plans. These include freemium models, where users get a basic version of the software for free and pay for additional features, and dynamic pricing that adjusts based on demand and supply. The goal is to create a more nuanced pricing strategy that appeals to a wider range of customers and enhances the overall perceived value of the service. 5. Emphasis on User Experience and Customer Retention The importance of user experience is paramount in the SaaS industry, and in 2025, companies will invest heavily in creating delightful onboarding processes, intuitive user interfaces, and proactive customer support. The focus on customer retention will be a key driver for subscription growth, as it becomes more cost-effective than acquiring new ones. This shift will lead to the integration of more sophisticated tools for tracking customer engagement and satisfaction, allowing for targeted interventions to reduce churn rates. 6. Expansion into Emerging Markets As developed markets become saturated, SaaS companies are setting their sights on emerging economies. To cater to these diverse markets, providers will need to adapt their offerings to suit local preferences and constraints, such as language, cultural nuances, and payment methods. This trend will result in the rise of regional SaaS leaders and increased competition from local players, pushing the industry to become more global and inclusive. 7. Increased Adoption of AI and Automation Artificial intelligence and automation will play a significant role in the SaaS industry, optimizing everything from customer support to sales and marketing. Chatbots and virtual assistants will become commonplace for handling routine inquiries, while AI algorithms will be used to predict customer behavior and offer personalized recommendations. Automation will streamline backend processes, reducing costs and enhancing the overall efficiency of subscription management. This integration will lead to more intelligent and proactive services, with the potential for predictive analytics to anticipate customer needs before they even arise. The SaaS industry is poised for continued growth and evolution, with these seven subscription trends at the forefront. Personalization, integrated payment processing, usage-based pricing, innovative models, user experience enhancements, emerging market expansion, and the integration of AI and automation are all shaping the future of this dynamic sector. The most successful SaaS companies will be those that embrace these trends, adapting their offerings and operations to meet the changing demands of the modern subscription economy. With the right strategies in place, they will be able to deliver superior value to their customers and thrive in an increasingly competitive landscape. Tech World TimesTech World Times, a global collective focusing on the latest tech news and trends in blockchain, Fintech, Development & Testing, AI and Startups. If you are looking for the guest post then contact at techworldtimes@gmail.com #subscription #trends #that #are #shaping

When people talk about UX, it’s usually about the things they can see and interact with, like wireframes and prototypes, smart interactions, and design tools like Figma, Miro, or Maze. Some of the outputs are even glamorized, like design systems, research reports, and pixel-perfect UI designs. But here’s the truth I’ve seen again and again in over two decades of working in UX: none of that moves the needle if there is no collaboration. Great UX doesn’t happen in isolation. It happens through conversations with engineers, product managers, customer-facing teams, and the customer support teams who manage support tickets. Amazing UX ideas come alive in messy Miro sessions, cross-functional workshops, and those online chatswhere people align, adapt, and co-create. Some of the most impactful moments in my career weren’t when I was “designing” in the traditional sense. They have been gaining incredible insights when discussing problems with teammates who have varied experiences, brainstorming, and coming up with ideas that I never could have come up with on my own. As I always say, ten minds in a room will come up with ten times as many ideas as one mind. Often, many ideas are the most useful outcome. There have been times when a team has helped to reframe a problem in a workshop, taken vague and conflicting feedback, and clarified a path forward, or I’ve sat with a sales rep and heard the same user complaint show up in multiple conversations. This is when design becomes a team sport, and when your ability to capture the outcomes multiplies the UX impact. Why This Article Matters Now The reason collaboration feels so urgent now is that the way we work since COVID has changed, according to a study published by the US Department of Labor. Teams are more cross-functional, often remote, and increasingly complex. Silos are easier to fall into, due to distance or lack of face-to-face contact, and yet alignment has never been more important. We can’t afford to see collaboration as a “nice to have” anymore. It’s a core skill, especially in UX, where our work touches so many parts of an organisation. Let’s break down what collaboration in UX really means, and why it deserves way more attention than it gets. What Is Collaboration In UX, Really? Let’s start by clearing up a misconception. Collaboration is not the same as cooperation. Cooperation: “You do your thing, I’ll do mine, and we’ll check in later.” Collaboration: “Let’s figure this out together and co-own the outcome.” Collaboration, as defined in the book Communication Concepts, published by Deakin University, involves working with others to produce outputs and/or achieve shared goals. The outcome of collaboration is typically a tangible product or a measurable achievement, such as solving a problem or making a decision. Here’s an example from a recent project: Recently, I worked on a fraud alert platform for a fintech business. It was a six-month project, and we had zero access to users, as the product had not yet hit the market. Also, the users were highly specialised in the B2B finance space and were difficult to find. Additionally, the team members I needed to collaborate with were based in Malaysia and Melbourne, while I am located in Sydney. Instead of treating that as a dead end, we turned inward: collaborating with subject matter experts, professional services consultants, compliance specialists, and customer support team members who had deep knowledge of fraud patterns and customer pain points. Through bi-weekly workshops using a Miro board, iterative feedback loops, and sketching sessions, we worked on design solution options. I even asked them to present their own design version as part of the process. After months of iterating on the fraud investigation platform through these collaboration sessions, I ended up with two different design frameworks for the investigator’s dashboard. Instead of just presenting the “best one” and hoping for buy-in, I ran a voting exercise with PMs, engineers, SMEs, and customer support. Everyone had a voice. The winning design was created and validated with the input of the team, resulting in an outcome that solved many problems for the end user and was owned by the entire team. That’s collaboration! It is definitely one of the most satisfying projects of my career. On the other hand, I recently caught up with an old colleague who now serves as a product owner. Her story was a cautionary tale: the design team had gone ahead with a major redesign of an app without looping her in until late in the game. Not surprisingly, the new design missed several key product constraints and business goals. It had to be scrapped and redone, with her now at the table. That experience reinforced what we all know deep down: your best work rarely happens in isolation. As illustrated in my experience, true collaboration can span many roles. It’s not just between designers and PMs. It can also include QA testers who identify real-world issues, content strategists who ensure our language is clear and inclusive, sales representatives who interact with customers on a daily basis, marketers who understand the brand’s voice, and, of course, customer support agents who are often the first to hear when something goes wrong. The best outcomes arrive when we’re open to different perspectives and inputs. Why Collaboration Is So Overlooked? If collaboration is so powerful, why don’t we talk about it more? In my experience, one reason is the myth of the “lone UX hero”. Many of us entered the field inspired by stories of design geniuses revolutionising products on their own. Our portfolios often reflect that as well. We showcase our solo work, our processes, and our wins. Job descriptions often reinforce the idea of the solo UX designer, listing tool proficiency and deliverables more than soft skills and team dynamics. And then there’s the team culture within many organisations of “just get the work done”, which often leads to fewer meetings and tighter deadlines. As a result, a sense of collaboration is inefficient and wasted. I have also experienced working with some designers where perfectionism and territoriality creep in — “This is my design” — which kills the open, communal spirit that collaboration needs. When Collaboration Is The User Research In an ideal world, we’d always have direct access to users. But let’s be real. Sometimes that just doesn’t happen. Whether it’s due to budget constraints, time limitations, or layers of bureaucracy, talking to end users isn’t always possible. That’s where collaboration with team members becomes even more crucial. The next best thing to talking to users? Talking to the people who talk to users. Sales teams, customer success reps, tech support, and field engineers. They’re all user researchers in disguise! On another B2C project, the end users were having trouble completing the key task. My role was to redesign the onboarding experience for an online identity capture tool for end users. I was unable to schedule interviews with end users due to budget and time constraints, so I turned to the sales and tech support teams. I conducted multiple mini-workshops to identify the most common onboarding issues they had heard directly from our customers. This led to a huge “aha” moment: most users dropped off before the document capture process. They may have been struggling with a lack of instruction, not knowing the required time, or not understanding the steps involved in completing the onboarding process. That insight reframed my approach, and we ultimately redesigned the flow to prioritize orientation and clear instructions before proceeding to the setup steps. Below is an example of one of the screen designs, including some of the instructions we added. This kind of collaboration is user research. It’s not a substitute for talking to users directly, but it’s a powerful proxy when you have limited options. But What About Using AI? Glad you asked! Even AI tools, which are increasingly being used for idea generation, pattern recognition, or rapid prototyping, don’t replace collaboration; they just change the shape of it. AI can help you explore design patterns, draft user flows, or generate multiple variations of a layout in seconds. It’s fantastic for getting past creative blocks or pressure-testing your assumptions. But let’s be clear: these tools are accelerators, not oracles. As an innovation and strategy consultant Nathan Waterhouse points out, AI can point you in a direction, but it can’t tell you which direction is the right one in your specific context. That still requires human judgment, empathy, and an understanding of the messy realities of users and business goals. You still need people, especially those closest to your users, to validate, challenge, and evolve any AI-generated idea. For instance, you might use ChatGPT to brainstorm onboarding flows for a SaaS tool, but if you’re not involving customer support reps who regularly hear “I didn’t know where to start” or “I couldn’t even log in,” you’re just working with assumptions. The same applies to engineers who know what is technically feasible or PMs who understand where the business is headed. AI can generate ideas, but only collaboration turns those ideas into something usable, valuable, and real. Think of it as a powerful ingredient, but not the whole recipe. How To Strengthen Your UX Collaboration Skills? If collaboration doesn’t come naturally or hasn’t been a focus, that’s okay. Like any skill, it can be practiced and improved. Here are a few ways to level up: Cultivate curiosity about your teammates.Ask engineers what keeps them up at night. Learn what metrics your PMs care about. Understand the types of tickets the support team handles most frequently. The more you care about their challenges, the more they'll care about yours. Get comfortable facilitating.You don’t need to be a certified Design Sprint master, but learning how to run a structured conversation, align stakeholders, or synthesize different points of view is hugely valuable. Even a simple “What’s working? What’s not?” retro can be an amazing starting point in identifying where you need to focus next. Share early, share often.Don’t wait until your designs are polished to get input. Messy sketches and rough prototypes invite collaboration. When others feel like they’ve helped shape the work, they’re more invested in its success. Practice active listening.When someone critiques your work, don’t immediately defend. Pause. Ask follow-up questions. Reframe the feedback. Collaboration isn’t about consensus; it’s about finding a shared direction that can honour multiple truths. Co-own the outcome.Let go of your ego. The best UX work isn’t “your” work. It’s the result of many voices, skill sets, and conversations converging toward a solution that helps users. It’s not “I”, it’s “we” that will solve this problem together. Conclusion: UX Is A Team Sport Great design doesn’t emerge from a vacuum. It comes from open dialogue, cross-functional understanding, and a shared commitment to solving real problems for real people. If there’s one thing I wish every early-career designer knew, it’s this: Collaboration is not a side skill. It’s the engine behind every meaningful design outcome. And for seasoned professionals, it’s the superpower that turns good teams into great ones. So next time you’re tempted to go heads-down and just “crank out a design,” pause to reflect. Ask who else should be in the room. And invite them in, not just to review your work, but to help create it. Because in the end, the best UX isn’t just what you make. It’s what you make together. Further Reading On SmashingMag “Presenting UX Research And Design To Stakeholders: The Power Of Persuasion,” Victor Yocco “Transforming The Relationship Between Designers And Developers,” Chris Day “Effective Communication For Everyday Meetings,” Andrii Zhdan “Preventing Bad UX Through Integrated Design Workflows,” Ceara Crawshaw #collaboration #most #underrated #skill #one

The future of stablecoins is looking brighter than ever! 🌟 According to CB Insights, investments in the stablecoin sector are expected to skyrocket from $1 billion in 2024 to an astonishing $12.3 billion in 2025. This surge is driven by mainstream financial institutions entering the market, expanding use cases beyond mere transactions, and increasing regulatory clarity worldwide. With their ability to maintain stable value through asset backing, stablecoins are poised to revolutionize not just crypto adoption but also how we think about financial transactions. As a Machine Learning Specialist, I see an exciting opportunity to leverage AI for better risk assessment and market prediction in this dynamic landscape. Imagine the possibilities when innovation meets stability! #Stablecoins #FinTech #InvestmentTrends #Blockchain #FutureOfFinance

Exciting times ahead for African fintech as PalmPay gears up to secure between $50 million and $100 million in its Series B funding round! With its previous funding positioning it as one of the continent's top startups, this potential investment could further bolster its mission to enhance digital banking across Africa. As someone passionate about the intersection of finance and technology, I see immense potential in how these innovations can empower communities and drive economic growth. What are your thoughts on the future of fintech in Africa? Have you experienced the impact of digital banking in your life? Let's discuss! #Fintech #PalmPay #DigitalBanking #AfricaInnovation #StartupFunding

Posted on : June 3, 2025 By Tech World Times General  Rate this post Owen Mac, the talented country and gospel singer from Northern Ireland, has made significant strides in the music industry since his debut. Born in 2003 in Coleraine, Northern Ireland, Owen’s passion for music was evident from a young age. Influenced by artists like Jimmy Buckley, Derek Ryan, Gene Watson, and Rascal Flatts, as well as his father, Owen’s musical journey has been both inspiring and successful. Early Life and Musical Beginnings Owen Mac’s love for country music was nurtured in his hometown, where he began singing at local events and church gatherings. His soulful voice and heartfelt performances quickly garnered attention, leading to opportunities to perform on larger stages and collaborate with established artists. Discography and Musical Achievements Over the years, Owen has released several albums that have resonated with fans worldwide. Some of his notable works include: “This I Promise You” “My Journey” “Heart and Soul” “Especially For You” “How Beautiful Heaven Must Be” These albums showcase Owen’s versatility and deep connection to his musical roots. His rendition of classics and original compositions have solidified his place in the country and gospel music scenes. Online Presence and YouTube Earnings Owen’s online presence, particularly on YouTube, has contributed significantly to his popularity and income. As of June 2025, his YouTube channel boasts over 80,700 subscribers and has accumulated nearly 40 million views. This platform not only allows fans to access his music easily but also serves as a revenue stream through advertising and sponsorships. starstat.yt Merchandise and Live Performances In addition to album sales and online streaming, Owen offers merchandise through his official website, including CDs and DVDs of his performances. Live performances remain a significant part of his career, with concerts and appearances across Ireland and beyond. These events not only provide income but also strengthen his connection with fans. Owen Mac Net Worth in 2025 Estimating Owen Mac’s net worth involves considering various income sources: starstat.yt YouTube Earnings: Approximately annually from ad revenue. Album and Merchandise Sales: With multiple albums and merchandise offerings, this could contribute significantly to his income. Live Performances: Concerts and events add to his earnings, though exact figures vary. Considering these factors, Owen Mac’s net worth in 2025 is estimated to be in the range of to FAQs: Q: What is Owen Mac’s primary genre of music? A: Owen specializes in country and gospel music, often blending traditional and contemporary styles.Q: Where can I purchase Owen Mac’s music and merchandise? A: His official website, owenmacmusic.co.uk, offers a range of albums and merchandise.Q: Does Owen Mac perform live concerts? A: Yes, Owen regularly performs at various venues and events. Details about upcoming performances are typically available on his official website and social media channels.Q: How did Owen Mac gain popularity? A: Owen’s unique voice and heartfelt performances, combined with his online presence, particularly on YouTube, have played significant roles in his rise to fame.Tech World TimesTech World Times, a global collective focusing on the latest tech news and trends in blockchain, Fintech, Development & Testing, AI and Startups. If you are looking for the guest post then contact at techworldtimes@gmail.com #owen #mac #net #worth #how

5 June, 2025 In this series, Clare Dowdy speaks with design studios that are 30+ years old, to find out some of the secrets behind their longevity. Michael Johnson set up his London-based brand consultancy Johnson Banks in 1992. From Duolingo to Pink Floyd, Cancer Research UK to the Royal Astronomical Society, the studio works with “people who want to do big things.” He sat down with Clare Dowdy to discuss what he’s learned over the past 33 years. Michael Johnson How did Johnson Banks come about? My 20s were very turbulent: eight jobs in eight years, a lot of different countries, different cities, learning on the job. My last job – at Smith & Milton – was relatively settled, I was kind of running a corporate design department. I had a client there, Tom Banks. After I left, he also left his role at Legal & General with the projects I had been working on, and we used that as a basis for the company. That was 1992, the back end of a recession. For a couple of years, everything was fine. Then we started having “creative differences.” And the pressures of running a tiny design company are substantial. So we parted ways in 1995, but I kept the name. Johnson Banks’ symbol for the V&A’s William Morris show At that time, we weren’t really in the branding world. For a decade, we were very distracted by getting on the graphic design map, trying to win D&AD awards, doing lovely stamp projects. And then we started to get some cultural projects: the V&A and the British Council. I started to think, OK, now we’re beginning to show what we can do. When and why did you start thinking seriously about your strategy offering? When we started to get into the branding arena, I knew we were underpowered in terms of the strategic thinking. I may have thought that I could do it, but it takes a bit to persuade clients when you’re 35, with hair almost down to your knees. If you’re up against important-looking people who can field a few grey hairs, you’re going to lose that pitch. So we partnered with strategic companies like management consultancy Circus, and followed that model for much of the 2000s. That led to the Shelter rebrand, and a few other quite big branding projects followed. Johnson Banks’ visual identity for Shelter Eventually we realised that we could do the strategy ourselves. I had sometimes been a little frustrated by the work that my strategic partners – naming no names – were doing. It sounds a bit mean, but sometimes I would get this 90-page PowerPoint document from them, and I’d put it on my designers’ desks, and their faces would go blank. I think that 20 years ago, there was still a bit of the idea that you’ve paid £100,000, so here’s your huge document. We slowly realised that if we were in control of the process, and were involved all the way through, then that jump out of the verbal brand to the visual brand could be much better managed. How did you rethink your strategy offer? The penny dropped in the mid-2000s when we worked with The Children. At the time, and I don’t think they’d mind me saying this, The Children were a bit of a basket case. They were associated with WI fairs and cake baking, and they had a royal as their patron – they were nothing like what they are now. I realised we needed to work out what they stood for before we did any design. I did this huge chart, and stuck it on a wall at the client’s office. And I said, it strikes me that there are strategic choices that you have got to make as a comms team about where you want to take the the Children brand. Johnson Banks’ poster for the Children That was an incredibly productive meeting, and also it helped us realise that before we got anywhere near the design, we needed to sort this out. I know that sounds like really basic stuff now. I didn’t trust my instinct for a decade or so, but in that the Children meeting, a light bulb went on for me. Once you’d worked out how to do strategy in-house why didn’t you scale up? A lot of companies would have done that. That’s how companies grow, and can end up quite quickly at 60 people. We have nearly always been around six to eight people. Because I could bridge that gap between the verbal and the visual, it meant we didn’t need to add people. And I’ve discovered over the last 25 years, that with a really good account director, Katherine Heaton, and me, and a design team, there is a heck of a lot that we can do. So we stayed small and partnered with filmmakers, animators, cultural specialists. Post-pandemic, a lot of people have adopted that hub and spoke model – we did it 20 years ago. Probably twice a year we’ll lose a pitch because of our scale. But conversely, with some clients you can sell in the fact that they’ll always deal with Michael Johnson. They’re not going to be handed down the chain, because there is no chain. Johnson Banks’ logos for Jodrell Bank Alongside this direct contact with you, what’s your main selling point? It seems to be that we think pretty hard about stuff. We almost never jump into design. A lot of thought goes into what we do, sometimes way too much. Sometimes our projects are incredibly difficult, gargantuan, intertwined and really hard to unpick. That’s a slightly poisoned chalice, because then people go, gosh, well, if they could unpick that, then they could unpick our Gordian knot. For example, we’re working on a major London university brand at the moment that has over 60,000 staff and students, 11 faculties, and hundreds of centres and institutes and departments, and we’re trying to navigate a way through. How did you work out what you wanted to specialise in? Sometimes you can get sucked into something that you just don’t want to be doing. By the end of the 1990s, Johnson Banks had got a reputation for doing annual reports. Part of me quite liked doing them because there was an interplay between words and pictures. And we were getting senior level access to clients, which makes you feel a bit better, because you’re having an interface with chief executives. But then I was thinking, hang on, we’re in danger of getting stuck here, because of course, they’re cyclical. And the death of the annual report – and the death of print – was coming over the horizon, with the internet. Johnson Banks’ Annual Report for PolygramSince then, my interests have changed. I do not have any interest any more in doing awful blue chips or terrible fintechs. I want to apply all the comms and the branding that I’ve learned to people who could really use it – not-for-profit, culture, education, philanthropy. You know, doing good. How did you build up this not-for-profit work? You lean into the referrals you’ll inevitably get within silos where you want to be referred. I learned this from Mary Lewis of Lewis Moberly. We were pretty close in the 1990s and she always said that referral business is the best business. Over 85% of our clients are not-for-profit – most design companies have a 20-80 split between non-profits and commercial clients. I never liked that ratio, what you might cruelly call ‘the Robin Hood principle’ – we are going to steal from our luxury car account and give to the charity. We did do a bit of that for a while. We did an airline in 2009/10 at the same time we were doing charities. I would justify that with the Robin Hood principle, but I just felt more and more uncomfortable with that. Johnson Banks’ campaign visuals for Cancer Research UK As our percentages went up and up in not-for-profit, eventually I said, look, we should just tell people this is who we are, and this is what we do. It was obvious anyway, so let’s be explicit about it. A few people said we were crazy, that we’d never get any work. But the reverse has been the case. We’re on our sixth environmental project. If you say this is what we want to do, and this is what we will do for you, then I think, funnily enough, clients find that very helpful. How did you build up to bigger projects? Let’s take education. We’ve done three or four really interesting campaigns for universities and now we’re in the position where we can do university rebrands, and have won a top 10 global university. But it has taken 15 years of education work to get to that point. I may not have thought that it would take quite so long to persuade people that we could do their identity. But education is a very conservative sector, and moves slowly, like museums and galleries. If you’re small, you can afford for a sector to move slowly, whereas bigger agencies need a pipeline. I’ve watched dozens of companies get to this critical point where they’ve grown and grown and then they’ve just fallen off the cliff because they’ve been feeding the monster. To help with that, agencies often add a new business person. No-one ever talks about this, but a new business person costs around £50,000. The rule of thumb, in my world at least, is that you have to take that salary and triple it with turnover to pay that salary. So you need £150,000 worth of projects to pay for the new business person before you’ve made a penny. So to make a profit, the new business person has to bring in over £200,000 of work. And if this person can do it, which is not guaranteed, then the company has to scale. It’s so easy to get caught on a treadmill. What else has helped you stay in business so long? We’ve always led with the thought behind the idea, not the way it looked. Because I was always much more interested in the idea behind something, I think that has helped us not get sucked into the visual, to use the type face du jour, the colour that everyone else is using. And it’s understandable, because graphic designers want to do stuff that their peers really like. But paradoxically the trick, in my opinion, is to try and zag away from the trends. Create a new trend yourself. Johnson Banks’ globe symbol for the COP 26 climate conference Design disciplines in this article Industries in this article Brands in this article What to read next Neville Brody on clients, education, and his unexpected OBE Graphic Design 30 Jan, 2025 #longevity #lessons #johnson #banks #est

Posted on : June 5, 2025 By Tech World Times AI  Rate this post Artificial intelligence tools now touch nearly every corner of modern business, from customer service and marketing to supply chain management and HR. These powerful technologies promise speed, accuracy, and insight, but their missteps can cause more than temporary inconvenience. A single AI-driven error can result in regulatory investigations, civil lawsuits, or public scandals that threaten the foundation of a business. Understanding how legal exposure arises from AI mistakes—and how a skilled attorney protects your interests—is no longer an option, but a requirement for any forward-thinking business owner. What Types of AI Errors Create Legal Liability? AI does not think or reason like a human; it follows code and statistical patterns, sometimes with unintended results. These missteps can create a trail of legal liability for any business owner. For example, an online retailer’s AI recommends discriminatory pricing, sparking allegations of unfair trade practices. An HR department automates hiring decisions with AI, only to face lawsuits for violating anti-discrimination laws. Even an AI-driven chatbot, when programmed without proper safeguards, can inadvertently give health advice or misrepresent product claims—exposing the company to regulatory penalties. Cases like these are regularly reported in Legal news as businesses discover the high cost of digital shortcuts. When Is a Business Owner Liable for AI Mistakes? Liability rarely rests with the software developer or the tool itself. Courts and regulators expect the business to monitor, supervise, and, when needed, override AI decisions. Suppose a financial advisor uses AI to recommend investments, but the algorithm suggests securities that violate state regulations. Even if the AI was “just following instructions,” the advisor remains responsible for client losses. Similarly, a marketing team cannot escape liability if their AI generates misleading advertising. The bottom line: outsourcing work to AI does not outsource legal responsibility. How Do AI Errors Harm Your Reputation and Operations? AI mistakes can leave lasting marks on a business’s reputation, finances, and operations. A logistics firm’s route-optimization tool creates data leaks that breach customer privacy and trigger costly notifications. An online business suffers public backlash after an AI-powered customer service tool sends offensive responses to clients. Such incidents erode public trust, drive customers to competitors, and divert resources into damage control rather than growth. Worse, compliance failures can result in penalties or shutdown orders, putting the entire enterprise at risk. What Steps Reduce Legal Risk From AI Deployments? Careful planning and continuous oversight keep AI tools working for your business—not against it. Compliance is not a “set it and forget it” matter. Proactive risk management transforms artificial intelligence from a liability into a valuable asset. Routine audits, staff training, and transparent policies form the backbone of safe, effective AI use in any organization. You should review these AI risk mitigation strategies below. Implement Manual Review of Sensitive Outputs: Require human approval for high-risk tasks, such as legal filings, financial transactions, or customer communications. A payroll company’s manual audits prevented the accidental overpayment of employees by catching AI-generated errors before disbursement. Update AI Systems for Regulatory Changes: Stay ahead of new laws and standards by regularly reviewing AI algorithms and outputs. An insurance brokerage avoided regulatory fines by updating their risk assessment models as privacy laws evolved. Document Every Incident and Remediation Step: Keep records of AI errors, investigations, and corrections. A healthcare provider’s transparency during a patient data mix-up helped avoid litigation and regulatory penalties. Limit AI Access to Personal and Sensitive Data: Restrict the scope and permissions of AI tools to reduce the chance of data misuse. A SaaS provider used data minimization techniques, lowering the risk of exposure in case of a system breach. Consult With Attorneys for Custom Policies and Protocols: Collaborate with experienced Attorneys to design, review, and update AI compliance frameworks. How Do Attorneys Shield Your Business From AI Legal Risks? Attorneys provide a critical safety net as AI integrates deeper into business operations. They draft tailored contracts, establish protocols for monitoring and escalation, and assess risks unique to your industry. In the event of an AI-driven incident, legal counsel investigates the facts, manages communication with regulators, and builds a robust defense. By providing training, ongoing guidance, and crisis management support, attorneys ensure that innovation doesn’t lead to exposure—or disaster. With the right legal partner, businesses can harness AI’s power while staying firmly on the right side of the law. Tech World TimesTech World Times, a global collective focusing on the latest tech news and trends in blockchain, Fintech, Development & Testing, AI and Startups. If you are looking for the guest post then contact at techworldtimes@gmail.com #can #mistakes #lead #real #legal

Klarna’s CEO has warned that software engineers risk being left behind in the AI era — unless they’re also business-savvy. Speaking at SXSW London, Sebastian Siemiatkowski said the talent “who have really accelerated their careers at Klarna” are “business people who have learned to code.” The reason? “They can take their business understanding and turn it into deterministic or probabilistic statements with AI.” This shift, he warned, poses a threat to engineers. “A lot of them have allowed themselves to be isolated with technical challenges only, and not been that interested in what the business actually does,” he said. His message to them was blunt: “Engineers really need to step up and make sure they understand the business.” Siemiatkowski’s comments add another layer to Klarna’s controversial AI transformation. In December 2023, he said advances in the field had led the buy-now-pay-later firm to freeze hiring for all roles — except engineers. A year later, he had an update: the company had stopped bringing on new staff entirely. Register Now Open job listings, however, told a different story. Klarna also recently launched a new recruitment drive to ensure customers can always speak to a human. The apparent contradiction has drawn criticism, but the company is doubling down on automation. Last year, Klarna announced that its OpenAI-powered assistant was doing the work of 700 full-time customer service agents. It also used an AI-generated version of Siemiatkowski to present its financial update — suggesting even CEOs could be automated. The 43-year-old recently claimed that AI can already do “all of the jobs” that humans can do. At SXSW London, he stressed the need to be upfront about the risks. “I don’t want to be one of the tech CEOs that are like no worries everything will be fine, because I do think there will be major implications for white collar jobs and so I want to be honest about it,” he said. Despite the gloom, Siemiatkowski still sees big opportunities for people who blend business acumen with technical skills. “That category of people will become even more valuable going forward,” he said. Big names from both AI and fintech will be speaking at TNW Conference on June 19-20 in Amsterdam. Want to join them? Well, we have a special offer for you — use the code TNWXMEDIA2025 at the ticket checkout to get 30% off. Story by Thomas Macaulay Managing editor Thomas is the managing editor of TNW. He leads our coverage of European tech and oversees our talented team of writers. Away from work, he eThomas is the managing editor of TNW. He leads our coverage of European tech and oversees our talented team of writers. Away from work, he enjoys playing chessand the guitar. Get the TNW newsletter Get the most important tech news in your inbox each week. Also tagged with #klarna #ceo #engineers #risk #losing

Lockin Company and AFI Sign MOU for Cooperation in the Game Industry posted in LIAPP Blog Published June 05, 2025 Advertisement - Mutual synergy between mobile app security global service ‘Liapp’ and game server service ‘BACKND’- Mutual cooperation for expanding the game ecosystemMobile app security global service company Lockin Companyand AFIannounced on the 22nd that they signed a business agreementfor cooperation in the game industry.Lockin Companyprovides advanced mobile app security technologies such as code obfuscation, debugging detection and prevention, rooting detection, and hacking tool detection through its service ‘LIAPP’ provided in the form of SaaS. In addition, AFIprovides an all-in-one game server solution from development to operation through its solution ‘BACKND’ and provides a wide range of game server functions without platform restrictions, from mobile games to PCs and consoles. Through these two, game developers can focus more on game development and services without worrying about security and servers.This agreement was made to promote various cooperation for joint growth in the game industry based on the mutual strengths of ‘LIAPP, which focuses on security services, and ‘BACKND’, which focuses on all-in-one game server services. The two companies plan to cooperate in major areas such as ▲ actively cooperating with domestic game companies’ entry into global services, ▲ discovering game developers and expanding the network of indie game developers, and ▲ improving game industry data analysis and security services. Through this cooperation, ‘Lockin Company’ will support the developer network secured from a security service perspective, and ‘AFI’ will support game industry customers and personnel using the all-in-one game server service, and they will cooperate with each other to expand the game ecosystem.Established in 2013, Lockin Company is a specialized mobile app security solution company that provides global security services in various fields such as mobile games, finance, e-commerce, and fintech. ‘Liapp’, a global mobile app security service, provides security to over 2,000 app services in 23 countries at home and abroad, and continues to grow in the global market.BACKND provides over 30 functions specialized for games and even an operating console after launch. Developers can easily build game servers without having to develop game servers using Backend. Backend started its service in 2018, and as of May 2025, the number of service users has exceeded 5,900, showing rapid growth, and is accelerating business expansion such as developing new world functions that can implement MMO and global advancement.Learn more at the LIAPP website : Liapp.lockincomp.com Comments Nobody has left a comment. You can be the first! You must log in to join the conversation. Don't have a GameDev.net account? Sign up! #lockin #company #afi #sign #mou