At its core, it is about putting consumers in control of their own data and allowing them to use it to get a better deal. When people can easily switch to another company and bring their financial history with them, that presents real competition to legacy services and forces everyone to improve, with positive results for consumers. For example, we see the impact this is having on large players being forced to drop overdraft fees or to compete to deliver products consumers want.

We see the benefits of open finance first hand at Plaid, as we support thousands of companies, from the biggest fintechs, to startups, to large and small banks. All are building products that depend on one thing - consumers' ability to securely share their data to use different services. Open finance has supported more inclusive, competitive financial systems for consumers and small businesses in the U.

and across the globe — and there is room to do much more. As an example, the National Consumer Law Consumer recently put out a new report that looked at consumers providing access to their bank account data so their rent payments could inform their mortgage underwriting and help build credit.

This is part of the promise of open finance. At Plaid, we believe a consumer should have a right to their own data, and agency over that data, no matter where it sits. This will be essential to securing benefits of open finance for consumers for many years to come. As AWS preps for its annual re:Invent conference, Adam Selipsky talks product strategy, support for hybrid environments, and the value of the cloud in uncertain economic times. Donna Goodison dgoodison is Protocol's senior reporter focusing on enterprise infrastructure technology, from the 'Big 3' cloud computing providers to data centers.

She previously covered the public cloud at CRN after 15 years as a business reporter for the Boston Herald. AWS is gearing up for re:Invent, its annual cloud computing conference where announcements this year are expected to focus on its end-to-end data strategy and delivering new industry-specific services.

Both prongs of that are important. But cost-cutting is a reality for many customers given the worldwide economic turmoil, and AWS has seen an increase in customers looking to control their cloud spending. By the way, they should be doing that all the time. The motivation's just a little bit higher in the current economic situation. This interview has been edited and condensed for clarity. Besides the sheer growth of AWS, what do you think has changed the most while you were at Tableau?

Were you surprised by anything? The number of customers who are now deeply deployed on AWS, deployed in the cloud, in a way that's fundamental to their business and fundamental to their success surprised me. There was a time years ago where there were not that many enterprise CEOs who were well-versed in the cloud. It's not just about deploying technology. The conversation that I most end up having with CEOs is about organizational transformation. It is about how they can put data at the center of their decision-making in a way that most organizations have never actually done in their history.

And it's about using the cloud to innovate more quickly and to drive speed into their organizations. Those are cultural characteristics, not technology characteristics, and those have organizational implications about how they organize and what teams they need to have. It turns out that while the technology is sophisticated, deploying the technology is arguably the lesser challenge compared with how do you mold and shape the organization to best take advantage of all the benefits that the cloud is providing.

How has your experience at Tableau affected AWS and how you think about putting your stamp on AWS? I, personally, have just spent almost five years deeply immersed in the world of data and analytics and business intelligence, and hopefully I learned something during that time about those topics.

I'm able to bring back a real insider's view, if you will, about where that world is heading — data, analytics, databases, machine learning, and how all those things come together, and how you really need to view what's happening with data as an end-to-end story. It's not about having a point solution for a database or an analytic service, it's really about understanding the flow of data from when it comes into your organization all the way through the other end, where people are collaborating and sharing and making decisions based on that data.

AWS has tremendous resources devoted in all these areas. Can you talk about the intersection of data and machine learning and how you see that playing out in the next couple of years?

What we're seeing is three areas really coming together: You've got databases, analytics capabilities, and machine learning, and it's sort of like a Venn diagram with a partial overlap of those three circles. There are areas of each which are arguably still independent from each other, but there's a very large and a very powerful intersection of the three — to the point where we've actually organized inside of AWS around that and have a single leader for all of those areas to really help bring those together.

There's so much data in the world, and the amount of it continues to explode. We were saying that five years ago, and it's even more true today. The rate of growth is only accelerating.

It's a huge opportunity and a huge problem. A lot of people are drowning in their data and don't know how to use it to make decisions. Other organizations have figured out how to use these very powerful technologies to really gain insights rapidly from their data.

What we're really trying to do is to look at that end-to-end journey of data and to build really compelling, powerful capabilities and services at each stop in that data journey and then…knit all that together with strong concepts like governance.

By putting good governance in place about who has access to what data and where you want to be careful within those guardrails that you set up, you can then set people free to be creative and to explore all the data that's available to them.

AWS has more than services now. Have you hit the peak for that or can you sustain that growth? We're not done building yet, and I don't know when we ever will be. We continue to both release new services because customers need them and they ask us for them and, at the same time, we've put tremendous effort into adding new capabilities inside of the existing services that we've already built. We don't just build a service and move on. Inside of each of our services — you can pick any example — we're just adding new capabilities all the time.

One of our focuses now is to make sure that we're really helping customers to connect and integrate between our different services. So those kinds of capabilities — both building new services, deepening our feature set within existing services, and integrating across our services — are all really important areas that we'll continue to invest in. Do customers still want those fundamental building blocks and to piece them together themselves, or do they just want AWS to take care of all that?

There's no one-size-fits-all solution to what customers want. It is interesting, and I will say somewhat surprising to me, how much basic capabilities, such as price performance of compute, are still absolutely vital to our customers. But it's absolutely vital. Part of that is because of the size of datasets and because of the machine learning capabilities which are now being created. They require vast amounts of compute, but nobody will be able to do that compute unless we keep dramatically improving the price performance.

We also absolutely have more and more customers who want to interact with AWS at a higher level of abstraction…more at the application layer or broader solutions, and we're putting a lot of energy, a lot of resources, into a number of higher-level solutions.

One of the biggest of those … is Amazon Connect, which is our contact center solution. In minutes or hours or days, you can be up and running with a contact center in the cloud.

At the beginning of the pandemic, Barclays … sent all their agents home. In something like 10 days, they got 6, agents up and running on Amazon Connect so they could continue servicing their end customers with customer service.

We've built a lot of sophisticated capabilities that are machine learning-based inside of Connect. We can do call transcription, so that supervisors can help with training agents and services that extract meaning and themes out of those calls. We don't talk about the primitive capabilities that power that, we just talk about the capabilities to transcribe calls and to extract meaning from the calls. It's really important that we provide solutions for customers at all levels of the stack.

Given the economic challenges that customers are facing, how is AWS ensuring that enterprises are getting better returns on their cloud investments? Now's the time to lean into the cloud more than ever, precisely because of the uncertainty. We saw it during the pandemic in early , and we're seeing it again now, which is, the benefits of the cloud only magnify in times of uncertainty. For example, the one thing which many companies do in challenging economic times is to cut capital expense.

For most companies, the cloud represents operating expense, not capital expense. You're not buying servers, you're basically paying per unit of time or unit of storage. That provides tremendous flexibility for many companies who just don't have the CapEx in their budgets to still be able to get important, innovation-driving projects done.

Another huge benefit of the cloud is the flexibility that it provides — the elasticity, the ability to dramatically raise or dramatically shrink the amount of resources that are consumed. You can only imagine if a company was in their own data centers, how hard that would have been to grow that quickly. The ability to dramatically grow or dramatically shrink your IT spend essentially is a unique feature of the cloud. These kinds of challenging times are exactly when you want to prepare yourself to be the innovators … to reinvigorate and reinvest and drive growth forward again.

We've seen so many customers who have prepared themselves, are using AWS, and then when a challenge hits, are actually able to accelerate because they've got competitors who are not as prepared, or there's a new opportunity that they spot. We see a lot of customers actually leaning into their cloud journeys during these uncertain economic times. Do you still push multi-year contracts, and when there's times like this, do customers have the ability to renegotiate?

Many are rapidly accelerating their journey to the cloud. Some customers are doing some belt-tightening. What we see a lot of is folks just being really focused on optimizing their resources, making sure that they're shutting down resources which they're not consuming. You do see some discretionary projects which are being not canceled, but pushed out.

Every customer is free to make that choice. But of course, many of our larger customers want to make longer-term commitments, want to have a deeper relationship with us, want the economics that come with that commitment. We're signing more long-term commitments than ever these days. We provide incredible value for our customers, which is what they care about. That kind of analysis would not be feasible, you wouldn't even be able to do that for most companies, on their own premises.

So some of these workloads just become better, become very powerful cost-savings mechanisms, really only possible with advanced analytics that you can run in the cloud. In other cases, just the fact that we have things like our Graviton processors and … run such large capabilities across multiple customers, our use of resources is so much more efficient than others.

We are of significant enough scale that we, of course, have good purchasing economics of things like bandwidth and energy and so forth. So, in general, there's significant cost savings by running on AWS, and that's what our customers are focused on. The margins of our business are going to … fluctuate up and down quarter to quarter.

It will depend on what capital projects we've spent on that quarter. Obviously, energy prices are high at the moment, and so there are some quarters that are puts, other quarters there are takes. The important thing for our customers is the value we provide them compared to what they're used to.

And those benefits have been dramatic for years, as evidenced by the customers' adoption of AWS and the fact that we're still growing at the rate we are given the size business that we are. That adoption speaks louder than any other voice. Do you anticipate a higher percentage of customer workloads moving back on premises than you maybe would have three years ago? Absolutely not. We're a big enough business, if you asked me have you ever seen X, I could probably find one of anything, but the absolute dominant trend is customers dramatically accelerating their move to the cloud.

Moving internal enterprise IT workloads like SAP to the cloud, that's a big trend. Creating new analytics capabilities that many times didn't even exist before and running those in the cloud.

More startups than ever are building innovative new businesses in AWS. Our public-sector business continues to grow, serving both federal as well as state and local and educational institutions around the world.

It really is still day one. The opportunity is still very much in front of us, very much in front of our customers, and they continue to see that opportunity and to move rapidly to the cloud. In general, when we look across our worldwide customer base, we see time after time that the most innovation and the most efficient cost structure happens when customers choose one provider, when they're running predominantly on AWS.

A lot of benefits of scale for our customers, including the expertise that they develop on learning one stack and really getting expert, rather than dividing up their expertise and having to go back to basics on the next parallel stack.

That being said, many customers are in a hybrid state, where they run IT in different environments. In some cases, that's by choice; in other cases, it's due to acquisitions, like buying companies and inherited technology.

We understand and embrace the fact that it's a messy world in IT, and that many of our customers for years are going to have some of their resources on premises, some on AWS.

Some may have resources that run in other clouds. We want to make that entire hybrid environment as easy and as powerful for customers as possible, so we've actually invested and continue to invest very heavily in these hybrid capabilities. A lot of customers are using containerized workloads now, and one of the big container technologies is Kubernetes. We have a managed Kubernetes service, Elastic Kubernetes Service, and we have a … distribution of Kubernetes Amazon EKS Distro that customers can take and run on their own premises and even use to boot up resources in another public cloud and have all that be done in a consistent fashion and be able to observe and manage across all those environments.

So we're very committed to providing hybrid capabilities, including running on premises, including running in other clouds, and making the world as easy and as cost-efficient as possible for customers.

Can you talk about why you brought Dilip Kumar, who was Amazon's vice president of physical retail and tech, into AWS as vice president applications and how that will play out?

He's a longtime, tenured Amazonian with many, many different roles — important roles — in the company over a many-year period. Dilip has come over to AWS to report directly to me, running an applications group. We do have more and more customers who want to interact with the cloud at a higher level — higher up the stack or more on the application layer.

We talked about Connect, our contact center solution, and we've also built services specifically for the healthcare industry like a data lake for healthcare records called Amazon HealthLake. We've built a lot of industrial services like IoT services for industrial settings, for example, to monitor industrial equipment to understand when it needs preventive maintenance.

We have a lot of capabilities we're building that are either for … horizontal use cases like Amazon Connect or industry verticals like automotive, healthcare, financial services.

We see more and more demand for those, and Dilip has come in to really coalesce a lot of teams' capabilities, who will be focusing on those areas. You can expect to see us invest significantly in those areas and to come out with some really exciting innovations. Would that include going into CRM or ERP or other higher-level, run-your-business applications?

I don't think we have immediate plans in those particular areas, but as we've always said, we're going to be completely guided by our customers, and we'll go where our customers tell us it's most important to go next. It's always been our north star. Correction: This story was updated Nov. Bennett Richardson bennettrich is the president of Protocol. Prior to joining Protocol in , Bennett was executive director of global strategic partnerships at POLITICO, where he led strategic growth efforts including POLITICO's European expansion in Brussels and POLITICO's creative agency POLITICO Focus during his six years with the company.

Prior to POLITICO, Bennett was co-founder and CMO of Hinge, the mobile dating company recently acquired by Match Group. Bennett began his career in digital and social brand marketing working with major brands across tech, energy, and health care at leading marketing and communications agencies including Edelman and GMMB.

Bennett is originally from Portland, Maine, and received his bachelor's degree from Colgate University. Prior to joining Protocol in , he worked on the business desk at The New York Times, where he edited the DealBook newsletter and wrote Bits, the weekly tech newsletter.

He has previously worked at MIT Technology Review, Gizmodo, and New Scientist, and has held lectureships at the University of Oxford and Imperial College London. He also holds a doctorate in engineering from the University of Oxford. We launched Protocol in February to cover the evolving power center of tech. It is with deep sadness that just under three years later, we are winding down the publication.

As of today, we will not publish any more stories. All of our newsletters, apart from our flagship, Source Code, will no longer be sent. Source Code will be published and sent for the next few weeks, but it will also close down in December. Building this publication has not been easy; as with any small startup organization, it has often been chaotic. But it has also been hugely fulfilling for those involved. We could not be prouder of, or more grateful to, the team we have assembled here over the last three years to build the publication.

They are an inspirational group of people who have gone above and beyond, week after week. Today, we thank them deeply for all the work they have done. We also thank you, our readers, for subscribing to our newsletters and reading our stories. We hope you have enjoyed our work. As companies expand their use of AI beyond running just a few machine learning models, and as larger enterprises go from deploying hundreds of models to thousands and even millions of models, ML practitioners say that they have yet to find what they need from prepackaged MLops systems.

As companies expand their use of AI beyond running just a few machine learning models, ML practitioners say that they have yet to find what they need from prepackaged MLops systems. Kate Kaye is an award-winning multimedia reporter digging deep and telling print, digital and audio stories. She covers AI and data for Protocol. Her reporting on AI and tech ethics issues has been published in OneZero, Fast Company, MIT Technology Review, CityLab, Ad Age and Digiday and heard on NPR.

Kate is the creator of RedTailMedia. org and is the author of "Campaign ' A Turning Point for Digital Media," a book about how the presidential campaigns used digital media and data.

On any given day, Lily AI runs hundreds of machine learning models using computer vision and natural language processing that are customized for its retail and ecommerce clients to make website product recommendations, forecast demand, and plan merchandising. And he said that while some MLops systems can manage a larger number of models, they might not have desired features such as robust data visualization capabilities or the ability to work on premises rather than in cloud environments.

As companies expand their use of AI beyond running just a few ML models, and as larger enterprises go from deploying hundreds of models to thousands and even millions of models, many machine learning practitioners Protocol interviewed for this story say that they have yet to find what they need from prepackaged MLops systems. Companies hawking MLops platforms for building and managing machine learning models include tech giants like Amazon, Google, Microsoft, and IBM and lesser-known vendors such as Comet, Cloudera, DataRobot, and Domino Data Lab.

It's actually a complex problem. Intuit also has constructed its own systems for building and monitoring the immense number of ML models it has in production, including models that are customized for each of its QuickBooks software customers. The model must recognize those distinctions. For instance, Hollman said the company built an ML feature management platform from the ground up. For companies that have been forced to go DIY, building these platforms themselves does not always require forging parts from raw materials.

DBS has incorporated open-source tools for coding and application security purposes such as Nexus, Jenkins, Bitbucket, and Confluence to ensure the smooth integration and delivery of ML models, Gupta said. Intuit has also used open-source tools or components sold by vendors to improve existing in-house systems or solve a particular problem, Hollman said.

However, he emphasized the need to be selective about which route to take. I think that the best AI will be a build plus buy. However, creating consistency through the ML lifecycle from model training to deployment to monitoring becomes increasingly difficult as companies cobble together open-source or vendor-built machine learning components, said John Thomas, vice president and distinguished engineer at IBM.

The reality is most people are not there, so you have a whole bunch of different tools. Companies struggling to find suitable off-the-shelf MLops platforms are up against another major challenge, too: finding engineering talent. Many companies do not have software engineers on staff with the level of expertise necessary to architect systems that can handle large numbers of models or accommodate millions of split-second decision requests, said Abhishek Gupta, founder and principal researcher at Montreal AI Ethics Institute and senior responsible AI leader and expert at Boston Consulting Group.

For one thing, smaller companies are competing for talent against big tech firms that offer higher salaries and better resources.

For companies with less-advanced AI operations, shopping at the existing MLops platform marketplace may be good enough, Hollman said. To give you the best possible experience, this site uses cookies. If you continue browsing.

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Results may also be affected by factors such as question wording, question order, and survey timing. We present results for five geographic regions, accounting for approximately 90 percent of the state population. Residents of other geographic areas are included in the results reported for all adults, registered voters, and likely voters, but sample sizes for these less-populous areas are not large enough to report separately.

We also present results for congressional districts currently held by Democrats or Republicans, based on residential zip code and party of the local US House member. We compare the opinions of those who report they are registered Democrats, registered Republicans, and no party preference or decline-to-state or independent voters; the results for those who say they are registered to vote in other parties are not large enough for separate analysis. We also analyze the responses of likely voters—so designated per their responses to survey questions about voter registration, previous election participation, intentions to vote this year, attention to election news, and current interest in politics.

The percentages presented in the report tables and in the questionnaire may not add to due to rounding. Additional details about our methodology can be found at www. pdf and are available upon request through surveys ppic. October 14—23, 1, California adult residents; 1, California likely voters English, Spanish. Margin of error ±3.

Percentages may not add up to due to rounding. Overall, do you approve or disapprove of the way that Gavin Newsom is handling his job as governor of California? Overall, do you approve or disapprove of the way that the California Legislature is handling its job? Do you think things in California are generally going in the right direction or the wrong direction? Thinking about your own personal finances—would you say that you and your family are financially better off, worse off, or just about the same as a year ago?

Next, some people are registered to vote and others are not. Are you absolutely certain that you are registered to vote in California? Are you registered as a Democrat, a Republican, another party, or are you registered as a decline-to-state or independent voter? Would you call yourself a strong Republican or not a very strong Republican? Do you think of yourself as closer to the Republican Party or Democratic Party? Which one of the seven state propositions on the November 8 ballot are you most interested in?

Initiative Constitutional Amendment and Statute. It allows in-person sports betting at racetracks and tribal casinos, and requires that racetracks and casinos that offer sports betting to make certain payments to the state—such as to support state regulatory costs.

The fiscal impact is increased state revenues, possibly reaching tens of millions of dollars annually. Some of these revenues would support increased state regulatory and enforcement costs that could reach the low tens of millions of dollars annually. If the election were held today, would you vote yes or no on Proposition 26? Initiative Constitutional Amendment.

It allows Indian tribes and affiliated businesses to operate online and mobile sports wagering outside tribal lands.

It directs revenues to regulatory costs, homelessness programs, and nonparticipating tribes. Some revenues would support state regulatory costs, possibly reaching the mid-tens of millions of dollars annually. If the election were held today, would you vote yes or no on Proposition 27? Initiative Statute. It allocates tax revenues to zero-emission vehicle purchase incentives, vehicle charging stations, and wildfire prevention. If the election were held today, would you vote yes or no on Proposition 30?

Do you agree or disagree with these statements? Overall, do you approve or disapprove of the way that Joe Biden is handling his job as president? Overall, do you approve or disapprove of the way Alex Padilla is handling his job as US Senator? Overall, do you approve or disapprove of the way Dianne Feinstein is handling her job as US Senator? Overall, do you approve or disapprove of the way the US Congress is handling its job?

Do you think things in the United States are generally going in the right direction or the wrong direction? How satisfied are you with the way democracy is working in the United States? Are you very satisfied, somewhat satisfied, not too satisfied, or not at all satisfied? These days, do you feel [rotate] [1] optimistic [or] [2] pessimistic that Americans of different political views can still come together and work out their differences?

What is your opinion with regard to race relations in the United States today? Would you say things are [rotate 1 and 2] [1] better , [2] worse , or about the same than they were a year ago? When it comes to racial discrimination, which do you think is the bigger problem for the country today—[rotate] [1] People seeing racial discrimination where it really does NOT exist [or] [2] People NOT seeing racial discrimination where it really DOES exist? Next, Next, would you consider yourself to be politically: [read list, rotate order top to bottom].

Generally speaking, how much interest would you say you have in politics—a great deal, a fair amount, only a little, or none? Mark Baldassare is president and CEO of the Public Policy Institute of California, where he holds the Arjay and Frances Fearing Miller Chair in Public Policy. He is a leading expert on public opinion and survey methodology, and has directed the PPIC Statewide Survey since He is an authority on elections, voter behavior, and political and fiscal reform, and the author of ten books and numerous publications.

Before joining PPIC, he was a professor of urban and regional planning in the School of Social Ecology at the University of California, Irvine, where he held the Johnson Chair in Civic Governance. He has conducted surveys for the Los Angeles Times , the San Francisco Chronicle , and the California Business Roundtable. He holds a PhD in sociology from the University of California, Berkeley.

Dean Bonner is associate survey director and research fellow at PPIC, where he coauthors the PPIC Statewide Survey—a large-scale public opinion project designed to develop an in-depth profile of the social, economic, and political attitudes at work in California elections and policymaking. He has expertise in public opinion and survey research, political attitudes and participation, and voting behavior.

Before joining PPIC, he taught political science at Tulane University and was a research associate at the University of New Orleans Survey Research Center. He holds a PhD and MA in political science from the University of New Orleans. Rachel Lawler is a survey analyst at the Public Policy Institute of California, where she works with the statewide survey team. In that role, she led and contributed to a variety of quantitative and qualitative studies for both government and corporate clients.

She holds an MA in American politics and foreign policy from the University College Dublin and a BA in political science from Chapman University. Deja Thomas is a survey analyst at the Public Policy Institute of California, where she works with the statewide survey team. Prior to joining PPIC, she was a research assistant with the social and demographic trends team at the Pew Research Center.

In that role, she contributed to a variety of national quantitative and qualitative survey studies. She holds a BA in psychology from the University of Hawaiʻi at Mānoa. This survey was supported with funding from the Arjay and Frances F. Ruben Barrales Senior Vice President, External Relations Wells Fargo. Mollyann Brodie Executive Vice President and Chief Operating Officer Henry J. Kaiser Family Foundation. Bruce E. Cain Director Bill Lane Center for the American West Stanford University.

Jon Cohen Chief Research Officer and Senior Vice President, Strategic Partnerships and Business Development Momentive-AI. Joshua J. Dyck Co-Director Center for Public Opinion University of Massachusetts, Lowell. Lisa García Bedolla Vice Provost for Graduate Studies and Dean of the Graduate Division University of California, Berkeley.

Russell Hancock President and CEO Joint Venture Silicon Valley. Sherry Bebitch Jeffe Professor Sol Price School of Public Policy University of Southern California. Carol S. Larson President Emeritus The David and Lucile Packard Foundation. Lisa Pitney Vice President of Government Relations The Walt Disney Company. Robert K. Ross, MD President and CEO The California Endowment.

Most Reverend Jaime Soto Bishop of Sacramento Roman Catholic Diocese of Sacramento. Helen Iris Torres CEO Hispanas Organized for Political Equality. David C. Wilson, PhD Dean and Professor Richard and Rhoda Goldman School of Public Policy University of California, Berkeley. Chet Hewitt, Chair President and CEO Sierra Health Foundation. Mark Baldassare President and CEO Public Policy Institute of California. Ophelia Basgal Affiliate Terner Center for Housing Innovation University of California, Berkeley.

Louise Henry Bryson Chair Emerita, Board of Trustees J. Paul Getty Trust. Sandra Celedon President and CEO Fresno Building Healthy Communities. Marisa Chun Judge, Superior Court of California, County of San Francisco. Steven A. Leon E. Panetta Chairman The Panetta Institute for Public Policy. Cassandra Walker Pye President Lucas Public Affairs. Gaddi H. Vasquez Retired Senior Vice President, Government Affairs Edison International Southern California Edison.

The Public Policy Institute of California is dedicated to informing and improving public policy in California through independent, objective, nonpartisan research. PPIC is a public charity. It does not take or support positions on any ballot measures or on any local, state, or federal legislation, nor does it endorse, support, or oppose any political parties or candidates for public office.

Short sections of text, not to exceed three paragraphs, may be quoted without written permission provided that full attribution is given to the source. Research publications reflect the views of the authors and do not necessarily reflect the views of our funders or of the staff, officers, advisory councils, or board of directors of the Public Policy Institute of California. This website uses cookies to analyze site traffic and to allow users to complete forms on the site.

PPIC does not share, trade, sell, or otherwise disclose personal information. PPIC Water Policy Center. PPIC Statewide Survey. PPIC Higher Education Center. People Our Team Board of Directors Statewide Leadership Council Adjunct Fellows. Support Ways to Give Our Contributors. Table of Contents Key Findings Overall Mood Gubernatorial Election State Propositions 26, 27, and 30 Congressional Elections Democracy and the Political Divide Approval Ratings Regional Map Methodology Questions and Responses Authors and Acknowledgments PPIC Statewide Advisory Committee PPIC Board of Directors Copyright.

Key Findings Overall Mood Gubernatorial Election State Propositions 26, 27, and 30 Congressional Elections Democracy and the Political Divide Approval Ratings Regional Map Methodology Questions and Responses Authors and Acknowledgments PPIC Statewide Advisory Committee PPIC Board of Directors Copyright. Key Findings California voters have now received their mail ballots, and the November 8 general election has entered its final stage.

A binary option is a financial exotic option in which the payoff is either some fixed monetary amount or nothing at all. The former pays some fixed amount of cash if the option expires in-the-money while the latter pays the value of the underlying security. While binary options may be used in theoretical asset pricing, they are prone to fraud in their applications and hence banned by regulators in many jurisdictions as a form of gambling.

FBI is investigating binary option scams throughout the world, and the Israeli police have tied the industry to criminal syndicates. On January 30, , Facebook banned advertisements for binary options trading as well as for cryptocurrencies and initial coin offerings ICOs. Binary options "are based on a simple 'yes' or 'no' proposition: Will an underlying asset be above a certain price at a certain time?

If a customer believes the price of an underlying asset will be above a certain price at a set time, the trader buys the binary option, but if he or she believes it will be below that price, they sell the option. In the U. Investopedia described the binary options trading process in the U. If at p. This is called being "in the money". This is called being "out of the money".

The bid and offer fluctuate until the option expires. You can close your position at any time before expiry to lock in a profit or a reduce a loss compared to letting it expire out of the money. In the online binary options industry, where the contracts are sold by a broker to a customer in an OTC manner, a different option pricing model is used.

Brokers sell binary options at a fixed price e. Some brokers, also offer a sort of out-of-money reward to a losing customer. On non-regulated platforms, client money is not necessarily kept in a trust account, as required by government financial regulation , and transactions are not monitored by third parties in order to ensure fair play. Binary options are often considered a form of gambling rather than investment because of their negative cumulative payout the brokers have an edge over the investor and because they are advertised as requiring little or no knowledge of the markets.

Gordon Pape, writing in Forbes. com in , called binary options websites "gambling sites, pure and simple", and said "this sort of thing can quickly become addictive no one, no matter how knowledgeable, can consistently predict what a stock or commodity will do within a short time frame". Pape observed that binary options are poor from a gambling standpoint as well because of the excessive "house edge". Let's say you make 1, "trades" and win of them. In other words, you must win The U.

Commodity Futures Trading Commission warns that "some binary options Internet-based trading platforms may overstate the average return on investment by advertising a higher average return on investment than a customer should expect given the payout structure. In the Black—Scholes model , the price of the option can be found by the formulas below. This pays out one unit of cash if the spot is above the strike at maturity. Its value now is given by. This pays out one unit of cash if the spot is below the strike at maturity.

This pays out one unit of asset if the spot is above the strike at maturity. This pays out one unit of asset if the spot is below the strike at maturity.

Its value now is given by:. call is worth exactly one unit. The price of a cash-or-nothing American binary put resp. The above follows immediately from expressions for the Laplace transform of the distribution of the conditional first passage time of Brownian motion to a particular level. Similarly, paying out 1 unit of the foreign currency if the spot at maturity is above or below the strike is exactly like an asset-or nothing call and put respectively. The Black—Scholes model relies on symmetry of distribution and ignores the skewness of the distribution of the asset.

The skew matters because it affects the binary considerably more than the regular options. A binary call option is, at long expirations, similar to a tight call spread using two vanilla options. Thus, the value of a binary call is the negative of the derivative of the price of a vanilla call with respect to strike price:.

Skew is typically negative, so the value of a binary call is higher when taking skew into account. Since a binary call is a mathematical derivative of a vanilla call with respect to strike, the price of a binary call has the same shape as the delta of a vanilla call, and the delta of a binary call has the same shape as the gamma of a vanilla call.

Many binary option "brokers" have been exposed as fraudulent operations. Manipulation of price data to cause customers to lose is common. Withdrawals are regularly stalled or refused by such operations; if a client has good reason to expect a payment, the operator will simply stop taking their phone calls. On 23 March , The European Securities and Markets Authority , a European Union financial regulatory institution and European Supervisory Authority located in Paris, agreed to new temporary rules prohibiting the marketing, distribution or sale of binary options to retail clients.

The Australian Securities and Investments Commission ASIC warned Australian investors on 13 February against Opteck, an unlicensed binary option provider. In August , Belgium's Financial Services and Markets Authority banned binary options schemes, based on concerns about widespread fraud. No firms are registered in Canada to offer or sell binary options, so no binary options trading is currently allowed. Provincial regulators have proposed a complete ban on all binary options trading include a ban on online advertising for binary options trading sites.

On May 3, , the Cyprus Securities and Exchange Commission CySEC announced a policy change regarding the classification of binary options as financial instruments. The effect is that binary options platforms operating in Cyprus, where many of the platforms are now based, would have to be CySEC regulated within six months of the date of the announcement. CySEC was the first EU MiFID -member regulator to treat binary options as financial instruments. In , CySEC prevailed over the disreputable binary options brokers and communicated intensively with traders in order to prevent the risks of using unregulated financial services.

On September 19, , CySEC sent out a press release warning investors against binary options broker TraderXP, who was not and had never been licensed by CySEC. CySEC also temporarily suspended the license of the Cedar Finance on December 19, , because the potential violations referenced appeared to seriously endanger the interests of the company's customers and the proper functioning of capital markets, as described in the official issued press release.

CySEC also issued a warning against binary option broker PlanetOption at the end of the year and another warning against binary option broker LBinary on January 10, , pointing out that it was not regulated by the Commission and the Commission had not received any notification by any of its counterparts in other European countries to the effect of this firm being a regulated provider.

OptionBravo and ChargeXP were also financially penalized. CySEC also indicated that it had voted to reject the ShortOption license application. In , CySEC repeatedly fined Banc De Binary for several violations including the solicitation of U. In August , France's Sapin II bill on transparency was announced by the Autorité des Marchés Financiers AMF , seeking to outlaw all financial derivatives advertising. The AMF stated that it would ban the advertising of certain highly speculative and risky financial contracts to private individuals by electronic means.

The French regulator is determined to cooperate with the legal authorities to have illegal websites blocked. This ban was seen by industry watchers as having an impact on sponsored sports such as European football clubs.

The Cyprus-based company 24Option [46] was banned from trading in France by AMF earlier in German Federal Financial Supervisory Authority BaFin has been regularly publishing investor warnings. On November 29, , BaFin announced that it is planning to "prohibit the marketing, distribution and sale of binary options to retail clients at a national level". According to the Commodity Futures Trading Regulatory Agency CoFTRA in Indonesia, also known as BAPPEBTI, binary options are considered a form of online gambling and is illegal in the country.

The move to delegalize binary options stems from concerns that the public may be swayed by misleading advertisements, promotions, and offers to participate in fraudulent practices that operate under the guise of binary options trading.

In March binary options trading within Israel was banned by the Israel Securities Authority , on the grounds that such trading is essentially gambling and not a form of investment management. The ban was extended to overseas clients as well in October In The Times of Israel ran several articles on binary options fraud. In July the Israeli binary option firms Vault Options and Global Trader were ordered by the U.

The companies were also banned permanently from operating in the United States or selling to U. In November the Israel Securities Authority carried out a raid on the Ramat Gan offices of binary option broker iTrader. The CEO and six other employees were charged with fraud, providing unlicensed investment advice, and obstruction of justice. On May 15, , Eliran Saada, the owner of Express Target Marketing , which has operated the binary options companies InsideOption and SecuredOptions, was arrested on suspicion of fraud, false accounting, forgery, extortion , and blackmail.

In August Israeli police superintendent Rafi Biton said that the binary trading industry had "turned into a monster". He told the Israeli Knesset that criminal investigations had begun. In September , the FBI arrested Lee Elbaz, CEO of binary options trading company Yukom Communications, upon her arrival in the United States.

They arrested her for wire fraud and conspiracy to commit wire fraud. In February , the FBI arrested Austin Smith, Founder of Wealth Recovery International, after his arrival in the United States. Smith was arrested for wire fraud due to his involvement as an employee of Binarybook. In March the Malta Financial Services Authority MFSA announced that binary options regulation would be transferred away from Malta's Lottery and Gaming Authority.

This required providers to obtain a category 3 Investment Services license and conform to MiFID's minimum capital requirements ; firms could previously operate from the jurisdiction with a valid Lottery and Gaming Authority license.

In April , New Zealand 's Financial Markets Authority FMA announced that all brokers that offer short-term investment instruments that settle within three days are required to obtain a license from the agency. In the UK, binary options were regulated by the Gambling Commission rather than the Financial Conduct Authority FCA.

They stated that binary options "did not appear to meet a genuine investment need". The Isle of Man , a self-governing Crown dependency for which the UK is responsible, has issued licenses to companies offering binary options as "games of skill" licensed and regulated under fixed odds betting by the Isle of Man Gambling Supervision Commission GSC. On October 19, , London police raided 20 binary options firms in London.

Fraud within the market is rife, with many binary options providers using the names of famous and respectable people without their knowledge. The City of London police in May said that reported losses for the previous financial year were £13 million, increased from £2 million the year before. In the United States, the Securities and Exchange Commission SEC approved exchange-traded binary options in AMEX now NYSE American offers binary options on some exchange-traded funds and a few highly liquid equities such as Citigroup and Google.

On the exchange binary options were called "fixed return options" FROs. To reduce the threat of market manipulation of single stocks, FROs use a "settlement index" defined as a volume-weighted average of trades on the expiration day.

AMEX and Donato A.

You get the following features under the beginner section:. The platform guarantees all its traders that withdrawals will be processed in under an hour. All cell phone numbers with California area codes were eligible for selection. But it has also been hugely fulfilling for those involved. See comments. For companies with less-advanced AI operations, shopping at the existing MLops platform marketplace may be good enough, Hollman said. Some points might be more important to certain traders than others.

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