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From car rentals to digital IDs: Apple Pay chief breaks down decade of mobile wallet changes

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What do the New York City subway and the tapas snack box on a United flight have in common? The primary way to pay for both is with a mobile wallet. (Unless, of course, you’re a top-tier elite member entitled to free onboard snacks when flying on United).

These days, mobile wallets are integral to the travel experience. From the airport to the plane to the hotel, more people are tapping their phones to pay than ever before.

It wasn’t that long ago when paying for the subway required lining up to purchase a transit card with cash. But things have changed dramatically as the reach of mobile wallets has expanded dramatically in recent years.

Now, one of the most ubiquitous mobile wallet brands is set for a major milestone. It’s been 10 years since Apple launched its Apple Pay mobile wallet service, which Apple says is now used by hundreds of millions of consumers across 78 countries and territories.

A decade later, Apple Pay — along with competing services that have come to market since the 2010s — have transformed the travel experience for many travelers, and the pace of innovation in the digital wallet space seems to only be getting faster.

With an industry-wide race to replace the physical wallet, tech companies continue to invest in their mobile wallet teams. For its part, Apple offered TPG an exclusive interview with Jennifer Bailey, vice president of Apple Pay and Apple Wallet, who helped travelers get a sense of the changes that are transforming the space.

Getting started was the hardest part

APPLE

When Apple Pay first launched in October 2014, it faced an uphill battle convincing users and credit card issuers of the benefits of a digital wallet — likely mirroring challenges faced by its competitors during those first years of the services.

“The first challenge always when you introduce a new consumer service is helping consumers understand the benefits… and so we spent a lot of time in partnership actually with the banks and the [card] networks providing that education,” Bailey told TPG.

In addition to the education component, Bailey said Apple also needed to convince merchants to start accepting contactless payments. In fact, when Apple Pay launched, only 3% of merchants in the U.S. supported wireless payment technology, she said.

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Between the necessary consumer education and the need for merchants to adopt new contactless technology, Apple Pay wasn’t necessarily an instant hit. That only began to change, Baily said, as Apple “worked really hard on getting a great customer experience” — helping lay a foundation for the service to succeed as users’ become more comfortable with it.

Digital payments are at ‘scale’

Ten years later, Apple Pay now has “more than 90% coverage, maybe 95% coverage on the acceptance side [in the U.S.],” Bailey said.

With so many merchants accepting contactless payments and with over 11,000 banks and credit card network partners supporting Apple Pay, Bailey is confident that “we’ve reached scale” in terms of payments.

In fact, travelers have seen firsthand the adoption of contactless payments across the journey. Airlines across the board have introduced support for Apple Pay, while many hotel chains, airport concessionaires and event venues all support these mobile payments.

Transit keeps growing

GARY HERSHORN/GETTY IMAGES

With payments now “perfected,” Apple has turned its attention to other aspects of the mobile wallet experience. After all, Bailey’s mission is a “future where you’ll be able to leave your physical wallet at home.”

For travelers, that starts with the transit experience. Apple launched its digital transit experience in 2016 in Japan, and it’s since expanded to nearly 300 cities, over 40 of which offer proprietary transit cards directly in Apple Wallet.

For anyone who has used the Express Transit feature to take a bus or subway, the experience is quite seamless. You tap your phone to the turnstile and move forward with no extra authentication needed (though some users will need to use their face to “unlock” the payment).

Regarding Apple’s transit support, Bailey said that “the usage that we see there is just fantastic, and people absolutely love it.”

I’d go even one step further. The more people who tap to pay for transit, the better the boarding experience is for everyone. I remember the days when the MetroCard readers in New York often required multiple swipes to read a card, causing backups to enter the subway during peak hours. But with Express Transit payments, I can’t remember the last time I waited in line to pay for transit in New York.

State IDs are the next frontier

As Apple continues digitizing the wallet experience, the tech giant is now focused on other cards that aren’t your credit card, including state IDs.

The company just officially added California as the seventh state to support digital IDs in Apple Wallet, and “we have many more states in the pipeline.” Digital IDs first launched in 2022, and they’re now supported by Arizona, California, Colorado, Georgia, Hawaii, Maryland and Ohio. The TSA already accepts mobile IDs at many airports nationwide, and the number of digital-enabled ID readers keeps growing across U.S. airports.

“Having an authenticated digital ID in your wallet on your phone and on your Apple Watch is really profound. And it’s profound because if you think about one of the biggest challenges that we have in digital, it’s an authenticated ID, whether you’re talking about payments with fraud or scams, especially when you’re starting to see what’s happening with AI and deepfakes,” Bailey explained.

Much like it took some time to get credit card issuers on board with Apple Pay, Bailey expects a multi-year journey in rolling out digital state IDs. “It’ll be a long-term journey like we had with Apple Pay. It’s helping states understand how our approach is privacy-protected and highly secure, how we don’t have the data, and how we don’t keep any association with where you’re presenting your ID,” Bailey said.

With digitized state IDs, Apple isn’t keeping the technology proprietary. In fact, Bailey said that it’s using standard formats that are supported by competitor apps, such as Google Wallet.

“Not all solutions are created exactly equally, but in terms of being able to leverage [digital IDs] across entire state populations is important, and we support that,” Bailey acknowledged.

Digital car keys will come to rentals

SOPA IMAGES/CONTRIBUTOR/GETTY IMAGES

In addition to digital credit cards, IDs and hotel keys, Apple is also working with over 30 car manufacturers (and counting) to create digital car keys in Apple Wallet.

For travelers, that last point is actually a harbinger of good things to come, according to Bailey, who shared exclusively with TPG that digital keys with soon enable contactless car rentals.

“Being able to book a car rental, confirm your authentication and identity… you can imagine that a car rental company is going to issue you a digital key, and that key could be used to unlock and use a car.”

Bailey didn’t share more about this future use case for car rentals, but it certainly sounds like it’s a priority for the Apple Wallet team.

Bottom line

Apple Pay has now been around for 10 years, and it’s only the start of the “aspiration” and “long-term vision to replace the wallet.”

To date, Apple says that it has perfected its digital payment technology. “The core technology we have is perfect,” according to Bailey.

As for what’s next, the company rarely teases new features before they’re formally announced, but Bailey did hint at a digitized rental car experience coming soon.

Beyond that, it’s anyone’s guess what Apple will launch next, but “what you’ll see us focus on is continuing to create acceptance and new user features.” And by the end of 2034, the odds are that we’ll all be using our mobile wallets in ways we could’ve never imagined today.

Related reading:

Why You Got Ghosted After An Interview (And What To Do Now)

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You nailed the interview, or at least you thought you did. Days turn into weeks, and all you hear is…silence. If you’ve ever been ghosted after a job interview, you’re not alone. While it’s frustrating and can leave you second-guessing everything, there are often hidden reasons why employers go radio silent.


It’s Not You, It’s Them.

If you’ve been ghosted after an interview, putting in a ton of work during the interview process—perhaps even attending and acing five interviews and putting 40 hours in on a special project—what that’s telling you is that there’s something happening on the employer’s side.

You didn’t do anything wrong. They are struggling to decide if hiring someone for the position is something they need. Do they have the money for it? Is this the direction they want to go in? Unfortunately, many companies list job postings and conduct interviews in order to figure out what they actually need in a candidate—what they actually need to do next in the work. It’s just the reality.

I know that’s hard to hear, but just because you’ve been ghosted doesn’t mean you can’t keep that relationship with the employer going. Here’s what I would do if I were ghosted after an interview…

Stay On Their Radar By Sending A Helpful Resource

Woman on laptop emails an employer after realizing she's being ghostedBigstock

The employer knows you invested a lot of time and effort into interviewing with them, and when they realize they can’t hire you now, they don’t know what to say to you. So they ghost you. And I know you’re thinking, “Why can’t they do the right thing and just tell me what’s going on?” But let’s give them the benefit of the doubt.

Instead of sending them another follow-up email asking about the job, I want you to try a cool technique. Find a really good article or video that talks about a pain you’ve discussed through this interview process. If you’ve done your homework, you know what their pain points are. You know exactly what’s broken and, specifically, what’s costing them money, what’s making them lose money, or why they’re failing to make more money. You need to tie yourself to the money. That’s the only way they can justify hiring you.

So, find an article or video about that and send a message to them. Do not ask about the job. Just message them and say…

“Hey, I saw this article/video and it immediately made me think about our conversations. Thought you all would find it helpful. Hope you’re having a great week!”

That’s it. Now the employer is thinking, “Wait. This person isn’t asking about the job. Have they taken another job? What’s going on?” Unfortunately, it’s a little bit like the psychology of dating.

When you send an employer a message with a helpful resource, you’re showing your professionalism. You have no hard feelings, and you still want to keep the relationship going. You’re still thinking about them in terms of value. When you do this instead of asking about the job again, it’s incredible how you suddenly get a response.

So many of my clients who are getting ghosted after an interview use this strategy, and the employer immediately responds to them. All of a sudden, they have an update about the job and they’re telling them where they’re at.

It’s unfortunate how common it is to get ghosted by employers after one or more job interviews. But by sharing a helpful article or video without inquiring about the job, you’re going to keep that relationship going. If you’re currently getting ghosted by an employer, try this strategy today.

Good luck! Go get ’em.

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7 strategic cyber steps for the Chief Underwriting Officer | Insurance Blog

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Cyber is an expanding net-new growth area with opportunity to deliver a compelling insurance offering especially in the mid-market. Yet, the path to becoming a market-leading and profitable cyber insurer is fraught with challenges. In this article, we outline the essential strategies to develop a top-tier cyber offering, culminating in a guide to the 7 strategic cyber steps for the Chief Underwriting Officer. 

Why cyber in the mid-market has unique challenges to mitigate

The cyber risk landscape is evolving so rapidly that insurers need a robust framework to for example enable continuous data-led learning from previous claims, deliver a seamless quote and bind process, and to mitigate unintended risk aggregation. 

While the SME market will typically purchase standard cyber coverage direct and online, the mid-market consists of companies that are serviced by brokers and agents. These companies require insurers to possess both foundational and advanced capabilities to effectively address the unique challenges of cyber risk in the mid-market. The key challenges that are unique to cyber in the mid-market are as follows: 

Transparency and clarity for brokers and agents: As the mid-market is predominantly serviced by brokers and agents, it’s crucial that the insurer’s risk appetite and underwriting approach are transparent. Whether the insurer offers a dedicated cyber broker portal or utilizes existing portals for multiple lines of business, the key is to have a transparent risk appetite and to make it seamless for brokers to compare quotes and to place business. Additionally, it is imperative to turn around accurate quotes on a same-day basis. 

Need for both standard and bespoke policies: The mid-market consists of companies that purchase both standard and bespoke policies. Insurers therefore need to be able to quickly turn around changes to policy terms, changes to exclusions, or a different mix of higher deductibles or sub-limits. Some mid-market companies have sophisticated requirements on risk mitigation, prevention and incident response planning. For large mid-market customers there can be a need for in-depth exposure analysis to design the right insurance coverage.  

Significant amounts of data: Whilst no more than four data points are required from an SME customer for a standard cyber policy (name, industry, revenue, and the customer’s website), far more data points are required by mid-market customers. Some data points can be obtained through open APIs and structured data intake from brokers, but the higher complexity of the risk, the higher the likelihood is for the relevant data points to arrive in unstructured documents. 

Establishing a robust digital infrastructure for cyber insurance

Cyber insurers need foundational capabilities across distribution, quote, and bind to ensure a seamless business process. The operating model begins and ends with being focused on the customer and broker experience. Whether insurers choose to organise themselves according to the customer segment (e.g. a mid-market Center of Excellence servicing all lines of business) or according to the lines of business (e.g. a specialized one-stop-shop cyber team cutting across distribution, underwriting, and claims), it is important that this is a conscious choice made at the C-level. 

All customers, irrespective of whether they purchase cyber insurance, should quantify their cyber risk and define their key cyber risk scenarios as part of their incident response planning. If they do not, they are running an unknown and potentially significant risk through the balance sheet. Some insurers may choose to invest in risk scenario capabilities, whereas others will rely on brokers or outsource to cybersecurity experts. The capabilities required for an in-depth exposure analysis is similar to what some insurers offer in a cyber saferoom that provides a secure space for pre-incident advice and training, cyber stress-testing, cybersecurity readiness verification tools, detection and response solutions, incident response planning, notification services and embedded claims services. 

A key foundational capability for cyber is a strong digital core and master data management that is fit-for-purpose. Insurers require strategic tools like a robust digital core and fit-for-purpose master data management to perform detailed exposure analysis at the quote stage. These tools facilitate granular risk accumulation and establish a framework for measuring and understanding aggregated cyber risk exposure based on various parameters, including industry sector, underlying hardware and software, cybersecurity maturity, supply chains, jurisdiction, and company size. A detailed exposure management framework is crucial for effectively mitigating the risk of unintended risk aggregation. 

Building advanced market leading cyber capabilities

A critical component to becoming a market-leading cyber insurer is that the technology and data capabilities must be architected to work at scale and in real-time. Cyber insurance is among the most challenging sectors due to the potentially catastrophic and boundary-less nature of breaches. Cyber incidents can be continuously evolving and unpredictable, akin to oil spillages, and can critically impact businesses, societies, and essential infrastructure like hospitals, water and sewage systems, and airports. Today, the potential for insurers to face unintended risk aggregation is a clear and present threat. 

As mentioned above, significantly more data points need to be captured and modelled at the quote and bind stage for mid-market cyber policies. Additionally, at first notice of loss, there can be hundreds of relevant data points, which is far more than for example with a motor claim, where insurers typically capture 20-30 data points that are motor specific (vehicle details, purpose of use, witness details, IoT data etc.). For a cyber claim there are more than 100 data points that can be relevant for the continuous learning and refinement that feeds into exposure management, the actuarial tables, and the risk controls in the underwriting system. This in turn is what enables a market-leading insurer to remain profitable through a robust framework around risk appetite and pricing.  

As previously covered, there is a scarcity of cyber talent with deep proficiency in cybersecurity protocols and a deep understanding of the constantly evolving regulations and legislation across IT, AI, GDPR, and consumer privacy. Whilst investing in talent and continuously upskilling underwriters and claims adjusters, there are high-impact use cases in cyber insurance for AI and Gen AI solutions. We have seen AI and Gen AI save underwriters tens of hours a month and empower them to only spend their time on niche and hazardous risk areas that require deep human expertise.  

Insurers with a strong digital core can move quickly on accelerating profitable growth in cyber, but most insurers are coming to the realization of the investments needed to implement AI and Gen AI at scale. Per Accenture’s Pulse of Change research, 46% of insurance C-suite leaders say it will take more than 6 months to scale up Gen AI technologies and take advantage of the potential benefits. If applications and data are not on the cloud, and if there is not a strong security layer, then benefiting from Gen AI at scale is virtually impossible. 

The 7 strategic cyber steps for the Chief Underwriting Officer

In today’s rapidly evolving technology landscape, Chief Underwriting Officers face the critical task of steering their organizations through the complexities of cyber insurance. The following strategic steps are a roadmap for insurers to not only survive, but thrive in this challenging environment: 

  1. Define your identity in cyber insurance: Decide whether you want to be a conservative insurer, a fast follower, or a market leader. This choice will guide your investments and emphasize cyber as a core part of your business. 
  2. Establish your cyber brand: Determine your signature offering in cyber insurance, whether it’s leading-edge risk consulting, competitive pricing, AI-powered and streamlined processes, or a strong reputation in claims service. 
  3. Opt for specialization: Choose between establishing a dedicated mid-market Center of Excellence (CoE), a cyber-specific CoE, or a hybrid operation model. 
  4. Enhance responsiveness: Transform or deploy new capabilities to deliver accurate quotes within a few hours. 
  5. Refine underwriting practices: Decide on the optimal number of underwriting variables for technical pricing. Reverse-engineer your processes to capture essential data at the broker submission and claim notification stages. 
  6. Assess cyber exposure management: Engage external experts to evaluate your cyber exposure management helping to avoid unintended risk aggregation. 
  7. Invest in talent: Focus on a talent strategy that enhances skills and integrates advanced technologies like AI and Gen AI to keep pace with the evolving cyber risk landscape. 

Measuring the path to being a cyber market leader

Designing and executing a leading framework for cyber insurance presents significant challenges. A crucial aspect involves defining success, establishing metrics for measurement, and determining the necessary actions to achieve these goals. Continuously monitoring financial and operational metrics is essential for timely adjustments, ensuring the capture of profitable growth in the cyber mid-market. For further discussion, please contact Carmina Lees and Matthew Madsen 

Until Dawn Film Debuts Next Year

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Despite stumbling with the remake, it seems Supermassive Games‘ Until Dawn is getting a new form of life as the film adaptation wraps up filming and eyes a mid-2025 debut. The film was revealed earlier in the year.

Sony’s Screen Gems dated the film for April 2025, as reported by Deadline. Filmmaker David F. Sandberg directs while Gary Dauberman and Blair Butler inked the script. This take on the psychological horror stars Ella Rubin, Michael Cimino, Ji-young Yoo, Belmont Cameli, Odessa A’zion, Maia Mitchell, and Peter Stormare.

Beyond the film, though, we also have reports of Sony tapping Firesprite to develop a sequel to the 2015 hit.



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Amzazing gadgets:iphone/USB charger plug smart gadget home appliances good thing amazon finds tiktok

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😍This is very helpful for multiple wires. It can save you lots of space. Go get this hack!
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Blockchain Life 2024 in Dubai: A Legendary Gathering of Market Insiders Ahead of the Bull Run – GlobeNewswire

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Blockchain Life 2024 in Dubai: A Legendary Gathering of Market Insiders Ahead of the Bull Run  GlobeNewswire

KeyCorp Q3 GAAP results hurt by portfolio repositioning, adjusted EPS beats

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KeyCorp Q3 GAAP results hurt by portfolio repositioning, adjusted EPS beats

Numbers To Know: Is The Fed Having Second Thoughts About Rate Cuts?

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Inflation, combined with September’s strong jobs report, suggests that the Fed might be rethinking how quickly to cut the Federal Funds Rate, says Windermere’s Principal Economist Jeff Tucker.

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Today’s number you should know: 2.4 percent.

That’s the annual CPI inflation rate in September, meaning how much the Consumer Price Index climbed from one year ago. This was a step down from 2.5 percent in August, but it didn’t drop as much as the consensus forecast, which was expecting 2.3 percent.

Another data point is the implied annual rate of inflation based on the monthly change: 2.2 percent. You can see that it’s been more volatile, including some overheating back in Q1, but in general, it’s been cool enough to bring annual inflation down.

Inflation has had a long, rocky path downward since it peaked at 9.1 percent in summer 2022. This is another step in the right direction, but it’s still a little concerning that it’s not dropping faster.

Combined with the strong September jobs report I discussed last week, that means the Fed might be having second thoughts about how quickly they need to cut the Federal Funds Rate, especially after they started it off with a bang by cutting half a point in September. 

Now, there’s even some discussion of the Fed pausing on rate cuts at their next meeting in November.

In the meantime, the combination of renewed labor market strength and a slower cooldown in inflation is enough to push up long-term yields, like mortgage rates, which brings me to the other number to know right now: 6.64 percent.

That’s where the 30-year mortgage rate stood on Friday, Oct. 11, according to Mortgage News Daily. It’s up about half a point from where it stood one month ago, though it’s still down about 1 full point from where it was at this time last year.

Looking ahead, for mortgage rates to resume falling, we probably need either some reassuring data showing inflation cooling down or need to see more signs of labor market deterioration — or both. Interest rates went up so much because the economy was running hot, arguably overheating, for a couple of years, so now markets need to see more convincing evidence of a cooldown to get us out of that high-rate environment.

Jeff Tucker is the Principal Economist for Windermere Real Estate in Seattle, Washington. Connect with him on X or Facebook. 



Love them or hate them, Terrifier creator Damien Leone says two more movies are probably happening

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Joker: Folie à Deux might be getting clowned on at the box office, but another clown is having a ball meanwhile. Terrifier 3 is killing it as we speak (given its minuscule $2 million budget), and according to creator Damien Leone, two more flicks are on the cards.

Following solid reviews and a $28 million worldwide haul so far, it’s not strange to see Art the Clown popping up on our feeds time and again. Of course, all this buzz has led to more interviews with creator Damien Leone, and to the surprise of no one, Terrifier 4 is in the works. The shock, however, is that he’s not planning to keep the slasher horror series around for as long as it prints money.

DiscussingFilm shared the news, with Leone saying he’d “love to see him in space or go to Las Vegas or the Wild West. But I can’t imagine it going past two more movies.” Maybe those are the first teases worth paying attention to if you’re a Terrifier fanatic.

“For me, personally, as a storyteller, I think that my well is going to eventually run dry, plainly because I pack so much into each movie,” he added. While it seems that Terrifier is only getting started as a mainstream horror franchise, Leone would rather bow out before its popularity runs out, which isn’t a very common thing to hear from a creative behind a successful horror movie series.

Leone later went on to explain how he looks at runtimes after criticisms that perhaps Terrifier 2 went on for too long and Terrifier 3 could stand some trimming: “At least the majority of fans would rather have a 90-minute movie. If that’s the case, then I would probably split them up into, say, two more movies.” Again, notice how he’s already looking at wrapping it all up sooner rather than later.

With Halloween coming up, Terrifier 3 is probably going to have a solid run throughout the second half of October unless Smile 2 (which is getting surprisingly good reviews) completely takes over the horror flick conversation starting tomorrow.

Oh, and there’s an ultra-gory, arcade-ish Terrifier beat ’em up coming next year too.





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FTC ‘Click to Cancel’ Rule Aims to Make Canceling Subscriptions Easier

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The Federal Trade Commission (FTC) has announced a final “click to cancel” rule that aims to simplify the process of ending subscriptions and memberships for US consumers.


The new rule will require businesses to make cancellation processes as straightforward as sign-up procedures, and companies will be prohibited from forcing customers to use chatbots or speak with agents to cancel subscriptions that were originally initiated online or through an app. For memberships started in person, businesses must offer cancellation options by phone or online.

In a statement accompanying the Commission’s press release, FTC Chair Lina M. Khan said: “Too often, businesses make people jump through endless hoops just to cancel a subscription. The FTC’s rule will end these tricks and traps, saving Americans time and money. Nobody should be stuck paying for a service they no longer want.”

The rule will apply to almost all negative option programs across all media. It also requires sellers to provide clear information before obtaining billing details and to secure informed consent for negative option features prior to charging customers.

The move follows a significant increase in consumer complaints about subscription practices, according to the FTC. In 2024, the government agency received an average of nearly 70 complaints per day related to negative option and recurring subscription issues, up from 42 per day in 2021.

The Commission voted 3-2 to approve the final rule, with two Republican commissioners opposing it. Some initially proposed measures were dropped, including requirements for businesses to send annual reminders about recurring charges. The new regulation is set to take effect 180 days after publication in the Federal Register.

The regulation is part of the FTC’s efforts to modernize its 1973 Negative Option Rule and address unfair practices, and follows recent legal actions against major companies like Amazon and Adobe over their subscription practices.



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