Time for Change in the Middle East

October 15, 2025

Flag on the map of iraq. Vintage Map and Flag of middle east, arab Countries Series

In the Middle East, the U.S. model has relied on oil buys, arms sales and regime change. The results have been catastrophic. What the region needs is rapid development in which China has excelled and the Global South promotes.

Accepted finally by both Hamas and Israel, the ceasefire in Gaza is the effective outcome of the US administration’s maximum pressure on Hamas and its embrace of the positions of several Arab states, particularly Qatar, Egypt and Turkey.

But the end of hostilities represents barely the first of the three phases presumably proceeding from ceasefire in Gaza to peace in the Middle East. The devil is in the details and the hardest talks loom ahead.

Here’s why: the complicated, multi-phase plan is ridden with caveats because the old U.S. approach to the Middle East is crumbling.

America’s military hegemony

Since 1945, the U.S. hegemony in the Middle East has relied on oil buys, weapons sales and regime change. In diplomacy, Washington has favored bilateral peace treaties between Israel and Egypt (1979) and Jordan (1994) and the Oslo Accords with the Palestinian Authority (1993-95).

Since his first administration, President Trump has built on the Abraham Accords (2020-21); a series of bilateral agreements to normalize relations among Israel and several Arab states, led by United Arab Emirates (UAE) and Bahrain. With massive oil buys from and arms sales to Riyadh, the U.S. goal is to have Saudi Arabia to join the Accords.

With massive oil buys from and arms sales to Riyadh, the U.S. goal is to have Saudi Arabia to join the Accords.

But arms sales are the key to America’s hegemony. In the case of its allies, the U.S. provides 60 to 80 percent of their lethal imports (Israel, Kuwait, Saudi Arabia). In the rest, it accounts for 50 to 60 percent of the total (UAE, Iraq, Qatar), followed by Egypt.

Additionally, American hegemony relies on aid dependency. Between 1946 and 2023, Washington provided a whopping $373 billion in foreign assistance to the Middle East. Before the Gaza catastrophe, the bulk of the aid was steered to just a few countries: Israel ($139 billion), Egypt ($83b), Iraq ($70b), and Jordan ($24b).

Since the Middle East is the largest regional recipient of U.S. aid, the impact should be reflected in increasing security and rising per capita income. Yet, the net effect has been precisely the reverse, as evidenced by the region’s “forever conflicts” and periods of historical economic stagnation.

Extensive periods of stagnating living standards

Worse, the military symbiosis between the U.S. and Israel has triggered huge adverse spillovers to adjacent Arab states. These severe destabilizations have been accompanied by lost years, even decades, with no increase in per capita incomes in these states.

Egypt coped with such stagnation in 1965-75 and again in the early 2010s. Jordan lost a decade after the 1967 Six-Day War, during the first Palestinian uprising in the 1980s and again in the early 2010s. Even Israel hasn’t been immune to stagnation periods, as evidenced by past economic crises, highest income polarization among OECD countries and the huge costs-of-living protests after the failure of the peace process.

In Iran and Iraq, adversities have escalated since their 1980-88 war in which the U.S. supplied arms to both sides. In Iraq, where the U.S. had backed the 1963 coup, per capita income in 2010 was where it had first been in 1978; over three decades before. In Iran, which suffered the first U.S.-UK regime change in 1953, U.S. sanctions prevented gains in per capita income for a quarter of a century after the Islamic Revolution and again in the 2010s.

Following the 1949 U.S.-led regime change, Syria’s democratic path was undermined until 2025. As a result, Syrian per capita income before October 7, 2023, is where it was last in 1981; that is, 44 years ago. In Palestine, per capita income is now where it first was in the early 1970s; half a century ago. And in Yemen, per capita income is where it first was 55 years ago.

China-led development

In the past decade, China has emerged as a credible and peaceful intermediary in the Middle East. In addition to investing significantly in countries burdened by decades of U.S. interference and regime change, Beijing has achieved several diplomatic coups.

Major regional Arab states, including Egypt, Saudi Arabia and Turkey, build on the China-led Belt and Road Initiative (BRI).

Saudi Arabia has joined the BRICS alliance, remains one of China’s largest oil suppliers and is selling oil in multiple currencies. For decades, U.S. administrations fostered divides between Saudi Arabia and Iran. Yet, in March 2023, these two countries resumed relations, after a China-brokered deal.

In July 2024, China played a vital role in fostering Palestinian national unity in the Beijing Declaration, signed by 14 different Palestinian factions.

In August 2024, Beijing established a Second Silk Road in the region. In July 2025, China and Egypt expanded their bilateral cooperation across various economic sectors.

For years, China has called and worked for de-escalation, sustained peace and development in the region.

Surely the Middle East is large enough for both great powers – as long as the presence of each is predicated on diplomacy and peacemaking rather than abject obliteration.

Catastrophic economic and human costs

Since 1945, Washington has relied on destabilization and regime change in the Middle East to maintain its hegemony in the region. The post-9/11 wars alone have cost over $8 trillion and the lives of more than 1 million people.

The region has lost decades in self-defeating wars that have benefited primarily global defense contractors in the West.

In the past, US military aid to Israel amounted to $3.8 billion per year; since October 7, 2023, it has soared to $22 billion. In Gaza and Yemen, it has made US complicit to genocidal atrocities.

In 2023-25, a quarter of a million Palestinians — mainly women and children — have been killed or wounded in Gaza, while more than 5.3 million people in the region have been displaced in Israel’s post-October 7 atrocities.

These catastrophic performances can be compared and contrasted with Chinese initiatives focusing on de-escalation and stabilization, particularly on investment, development and modernization – which are hugely attractive in the Middle East.

The region has lost decades in self-defeating wars that have benefited primarily global defense contractors in the West. The time for decisive economic development, led by China and the Global South, has arrived, also in the Middle East.

Obliteration wars are no solution to 21^st century challenges.

A version of this commentary was first published by China Daily on October 15, 2025.

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About the Author

Dr Dan Steinbock The author of The Obliteration Doctrine (2025) and The Fall of Israel (2024), Dr Dan Steinbock, a strategist of the multipolar world, is the founder of Difference Group and has served at the India, China and America Institute (US), Shanghai Institute for International Studies (China) and the EU Center (Singapore). For more, see https://www.differencegroup.net/

Remote Work is the Pro-Family Policy

October 15, 2025

By Dr. Gleb Tsipursky

Picture a young couple staring at a spreadsheet, not a sonogram. Between rent, daycare, and the commute that eats two hours a day, a second child feels out of reach. Now flip one switch: both parents work from home a day or two each week. New research from Nicholas Bloom at Stanford University and a team of colleagues shows that this single change shifts real family decisions. Evidence on flexible arrangements and fertility intentions in dual-earner couples, paired with U.S. analyses linking pandemic-era flexibility to higher births, points to a simple conclusion: if the Trump administration and cultural conservatives want more babies, they should want more remote work.

In 2023, U.S. fertility fell to 1.62 children per woman, with 3.596 million births, resuming a pre-pandemic slide. The question is which policies change day-to-day life enough to move births.

Working from home trims the commute tax and returns hours to households. A parent can handle a pediatric visit without blowing up a shift schedule, breastfeed without logistical relays, or cover school pickup without a costly nanny. One U.S. analysis documented a baby bump in 2021 and early 2022, strongest among college-educated women, aligning with the population most able to use hybrid work. Women with remote options were more likely to report plans to try for a child. New research on dual-earner couples shows how schedule control translates into realized family plans.

This gap between elite pronatalist rhetoric and household priorities is instructive. People want support that makes everyday life with kids workable.

Remote work is not going away. The Survey of Working Arrangements and Attitudes shows hybrid has stabilized since 2023, with U.S. workers performing roughly a quarter of paid days from home by 2025. That persistence matters because fertility planning responds to expected conditions, not temporary perks. A policy that institutionalizes two at-home days per week delivers hard time in a soft way. It is a structural fix to the everyday frictions that push families to stop at one child.

Many on the right propose monthly family benefits or expanded child tax credits. The conservative conversation is overdue. But cash stipends alone rarely deliver durable fertility gains.

Americans want help with practical barriers: child care affordability and better maternal health outcomes, according to an AP-NORC survey from July 2025. About three-quarters say child care costs are a major problem. This gap between elite pronatalist rhetoric and household priorities is instructive. People want support that makes everyday life with kids workable.

Hybrid work changes a binding constraint every week without a massive fiscal outlay. When one or both partners gain even one remote day, time reappears. That time lets a parent keep a job through a rough pregnancy, attend a 2:30 school concert, or start dinner at 5:30 instead of 6:45. The evidence on flexible work and fertility intentions reinforces that flexibility moves the needle because it attacks the real constraint, which is time.

The most robust data show hybrid has settled into a sustainable equilibrium. Well-run hybrid teams sustain performance while widening the pool of family-stage talent. Where remote is infeasible, targeted schedule control and paid time for essential family logistics emulate the same benefits.

Conservatives argue families, not bureaucracies, should decide how to raise children. Remote work does exactly that. It returns hours without dictating how to use them. It supports marriage, childrearing, and church engagement by making home a functional base rather than a staging area between commutes.

Remote options let a dad accept a quality job without moving away from grandparents who provide informal child care. They let a mom maintain attachment to work during early childhood, cushioning earnings and career progression. The work from home literature documents durable levels of hybrid work across dozens of countries.

Policy can amplify those gains. The federal government should model best practice where duties allow. In January 2025, the Office of Personnel Management issued guidance directing a broad return to in-person work. The federal conversation has featured blanket mandates, even as a 2025 GAO report flagged weaknesses of one-size-fits-all approaches. A smarter pro-family stance would normalize predictable hybrid schedules in eligible roles.

Second, infrastructure policy should make flexibility real outside big metros. Expanding reliable high-speed internet in rural counties enables hybrid options that keep young families near church networks, cousins, and babysitting grandparents. Public data on work from home rates helps employers and policymakers calibrate hybrid norms to different sectors and regions.

Public data on work from home rates helps employers and policymakers calibrate hybrid norms to different sectors and regions.

Skeptics ask whether flexibility distracts from reviving births. The evidence points the other way. When flexibility arrived suddenly during the pandemic, births among U.S.-born women ticked up, reversing a long decline. Newer work explains why: when couples can allocate time more sanely, they follow through on family plans. Pair that with the global stabilization of hybrid work and you get a practical lever, not a fad.

Families keep telling leaders the same thing: make everyday life with kids workable and we will respond. Work from home does exactly that. It collapses the distance between paychecks and playrooms, trims invisible costs that choke the evening routine, and preserves careers during the most fragile years of family formation. Cash bonuses make headlines. Predictable hybrid schedules change Tuesday afternoons. If the Trump administration and cultural conservatives are serious about reversing the baby bust, they should embrace the most conservative tool of all: giving families the freedom to organize their own lives.

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About the Author

Dr. Gleb Tsipursky PhD, serves as the CEO of the hybrid work consultancy Disaster Avoidance Experts and authored the best-seller Returning to the Office and Leading Hybrid and Remote Teams. He was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Leaders and Content Creators: Unlocking the Potential of Generative AI. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

The Cooperative Model: Financing Community, Stability, and the Future

October 14, 2025

Cooperative model and financing community

By Casey Fannon

Nearly 30 years ago, I joined the National Cooperative Bank (NCB) straight out of college.

I knew little about cooperatives then, but I quickly discovered the strength of this ownership model while working in cooperative housing finance.

Since that time, I’ve seen firsthand how co-ops create not just economic value, but community resilience, democratic participation, and long-term stability.

In 2024, NCB originated $1.1 billion in new loans, serving housing co-ops, food co-ops, purchasing co-ops, credit unions, and more. In my view, what makes co-ops so durable—especially in times of economic uncertainty—is that they are not speculative ventures. They exist to solve real needs.

Whether it’s a food co-op addressing neighborhood food scarcity, a purchasing co-op helping independent retailers compete with national chains, or a credit union providing access to the unbanked, cooperatives put people before profits.

As members both own and benefit from the enterprise, co-ops form self-sustaining ecosystems where value flows back to the community.

Take housing. Cooperative housing remains one of the most overlooked solutions to affordability and neighborhood stability.

Unlike condominiums, where decision making is less centralized, housing co-ops act collectively—whether repairing roofs, upgrading community centers, or negotiating financing.

This model works especially well in senior housing co-ops and manufactured housing communities particularly, where residents gain security and dignity by collectively owning their homes.

At NCB, we are also supporting new efforts like Frolic Communities in Seattle, which is pioneering small-scale urban cooperative developments that fight displacement, expand affordability, and build neighborhood cohesion.

And let’s be clear – Salient policy innovation can unlock even more potential.

One promising step is adapting the Low-Income Housing Tax Credit program to allow direct pay credits for co-ops—ensuring affordability and homeownership without diluting cooperative governance.

Similarly, expanding programs like Tenant Opportunity to Purchase Acts (TOPA) can give renters the first right to convert buildings into resident-owned co-ops, creating long-term community wealth.

But the cooperative difference isn’t just financial. Research shows co-op members are more likely to vote, volunteer, and engage civically.

I’ve seen this play out in real life: in one Massachusetts housing co-op, a resident who once stayed on the sidelines became active in the property committee, met her neighbors, and even met her future husband.

That may be an extraordinary case, but the point stands—cooperatives build connections. They create the conditions for belonging and purpose, which are essential to well-being and longevity.

For lenders, policymakers, and communities looking ahead, the message is clear: the cooperative model offers a double bottom line—economic returns alongside measurable social impact.

At a time when people are demanding more sustainable, community-centered ways of living and working, co-ops stand as a proven alternative.

NCB’s mission remains simple: finance cooperative enterprises that strengthen communities. But the broader call is to ensure policies, financing tools, and public understanding catch up to the model’s promise.

If we do, cooperatives can play an even greater role in addressing some of our country’s most urgent needs—from affordable housing to equitable energy, from resilient retail to inclusive finance.

The cooperative advantage isn’t just about business. It’s about building communities that endure.

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About the Author

Since joining NCB in 1996, Mr. Casey Fannon has dedicated his entire career to National Cooperative Bank and has served as its President and CEO since 2021.

Israel and Hamas Complete Historic Hostage and Prisoner Exchange

October 14, 2025

Israelis and Palestinians celebrated a rare moment of hope on Monday as a massive hostage and prisoner swap marked the first major step toward ending two years of war in Gaza. The exchange, part of a U.S.-brokered peace plan, saw Hamas release all living Israeli captives while Israel freed nearly 2,000 Palestinian prisoners and detainees.

Emotions ran high across both sides. In Israel, tearful families embraced their loved ones after years of uncertainty, their cries of relief echoing through crowds gathered outside hospitals and military bases. In Gaza and the occupied West Bank, Palestinian families celebrated the homecoming of relatives who had spent years behind bars, waving flags and chanting as buses carrying freed prisoners rolled in.

“This marks a historic dawn in a new Middle East,” U.S. President Donald Trump declared in a speech to Israel’s parliament, the Knesset, shortly after landing in Tel Aviv. He hailed the exchange as a “turning point toward lasting peace” before departing for Egypt to attend a summit in Sharm el-Sheikh with more than 20 global leaders.

At the summit, the United States, Egypt, Qatar, and Turkey signed a declaration guaranteeing the ceasefire, which began on Friday. The agreement follows months of diplomatic effort to end a war that has devastated Gaza, killing more than 67,000 people and destroying most of its infrastructure, according to the Hamas-run health ministry and the United Nations.

For many, Monday’s scenes of reunions symbolized both joy and grief. “For over two years, the hope of holding Ariel again is what sustained and drove me every single day,” said Arbel Yehoud, a former hostage reunited with her partner, Ariel Cunio. “I am overwhelmed with emotion and joy.”

However, tensions surfaced as families of Israeli hostages expressed anger that Hamas returned only four bodies of those confirmed dead. The Israeli military said it would conduct forensic tests before identifying the remains. Reports suggest up to 24 other hostages’ bodies may still be in Gaza, with Hamas claiming it cannot locate all remains within the ceasefire’s timeframe.

As part of the deal, Israel released around 1,700 Palestinians detained without charge and about 250 serving life sentences. Many of those freed into the West Bank were greeted by jubilant crowds in Ramallah, some draped in keffiyehs but visibly weak from years in detention. “There is joy, and there is pain,” said Khalil Muhammad Abdulrahman Al-Qatrous, waiting outside Nasser Hospital in Khan Younis for his son’s return.

In the Knesset, Trump received a standing ovation during his address, where he declared that “the long and painful nightmare is finally over.” His remarks were briefly interrupted by an opposition member holding up a sign reading “Recognise Palestine.” Later, Trump met with world leaders including UK Prime Minister Sir Keir Starmer, French President Emmanuel Macron, and several Arab heads of state. The stage at the summit bore the words “Peace in the Middle East,” signaling optimism for a new regional chapter.

Under Trump’s 20-point peace framework, Gaza will be temporarily governed by a committee of Palestinian technocrats overseen by a U.S.-chaired “Board of Peace.” Former UK Prime Minister Tony Blair is expected to play a key role on the board, which will guide Gaza toward eventual control by a reformed Palestinian Authority.

But experts warn that implementing the next phases of the plan will be difficult. Disputes remain over Israel’s troop withdrawal, Hamas’ disarmament, and the governance of Gaza. Hamas has rejected foreign oversight and insisted it will not surrender its weapons unless a sovereign Palestinian state is established. Israeli Prime Minister Benjamin Netanyahu has also opposed restoring the Palestinian Authority’s control over Gaza.

When asked about the next stage of talks, Trump said, “It’s started. The phases are all a little bit mixed in with each other.”

The war began after Hamas’ October 7, 2003, assault on southern Israel, which left 1,200 people dead and 251 taken hostage. Since then, Israel’s military campaign has leveled much of Gaza, leaving over 90% of its residential buildings damaged or destroyed.

Despite lingering skepticism, Monday’s exchange gave both sides a rare glimpse of peace. As one Palestinian woman said upon reuniting with her son, “Honestly, the happiness and joy is indescribable, despite the suffering… today we came to celebrate.”

Related Readings:

Israel Expands Ground Offensive in Gaza City Amid Global Outcry

The Israel/US Proxy War for Regime Change in Iran

Why Trump Bombed Iran: Preserving US and Israeli Nuclear Supremacy in the Middle East

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María Corina Machado Wins Nobel Peace Prize for Democracy Fight

October 13, 2025

Venezuelan opposition leader María Corina Machado has been awarded the 2025 Nobel Peace Prize for her unwavering commitment to democracy and human rights in her home country. The Norwegian Nobel Committee announced the honor on Friday, praising her for keeping “the flame of democracy burning amid a growing darkness” in Venezuela.

Machado, who has lived in hiding since last year’s disputed election, was recognized “for her struggle to achieve a just and peaceful transition from dictatorship to democracy.” Born in Caracas in 1967, she trained as an industrial engineer before entering politics. In 2002, she founded Súmate, a civic organization that promotes political participation and monitors elections.

Known for her belief in “ballots over bullets,” Machado has long championed nonviolent resistance to authoritarian rule. The Nobel committee described her as “one of the most extraordinary examples of civilian courage in Latin America in recent times.”

Upon receiving the call from Oslo, Machado said she was overwhelmed. “Oh my god … I have no words,” she said after being awakened in the middle of the night. In a statement, she dedicated the award to the Venezuelan people, calling it “a recognition of what we have achieved together and a reminder of what still remains.”

Although the White House criticized the Nobel Committee for overlooking President Donald Trump’s peace efforts, Trump himself congratulated Machado after speaking with her by phone. “The person who actually got the Nobel Prize called today, called me and said, ‘I’m accepting this in honor of you,’” Trump told reporters.

Machado confirmed the conversation, expressing gratitude for U.S. support. “We are deeply grateful to President Trump,” she told El País. On X, she wrote, “We are on the threshold of victory, and today more than ever we count on President Trump, the people of the United States, the people of Latin America, and the democratic nations of the world as our main allies in achieving freedom and democracy. Venezuela will be free!”

Tensions between Washington and Caracas have intensified in recent months. According to U.S. officials, Trump’s administration is pursuing a broader strategy aimed at isolating President Nicolás Maduro, including economic sanctions and naval operations targeting alleged “narco-trafficking” vessels off the Venezuelan coast.

Machado’s journey toward democratic reform has been marked by setbacks and danger. Freedom House reports that Venezuela’s institutions have deteriorated sharply since 1999, with political repression deepening under Maduro’s rule.

In 2024, Machado sought to challenge Maduro in the presidential race but was barred from running. She later backed Edmundo González Urrutia and mobilized volunteers to ensure transparent elections. Both candidates claimed victory, but the government-controlled electoral body declared Maduro the winner with 51.95% of the vote. Opposition observers reported “suspicious” data patterns, suggesting widespread irregularities.

Machado insisted that her team had proof that Maduro lost “in a landslide to Edmundo, 67% to 30%.” Writing in The Wall Street Journal, she said her group had secured “receipts obtained directly from more than 80% of the nation’s polling stations.” The Nobel Committee commended her for ensuring that “the final tallies were documented before the regime could destroy the ballots and lie about the outcome.”

The Biden administration also concurred that there was “overwhelming evidence” Maduro had lost. Following the disputed vote, the Venezuelan government cracked down on dissent, with Human Rights Watch reporting killings, torture, and disappearances of activists.

Since then, Machado has operated underground, reemerging briefly during mass protests in early 2025. Speaking from an undisclosed location, she told CNN that the regime had “lost total touch with reality and lost its social base,” but insisted that millions of Venezuelans remain committed to democratic change. “Everyone in Venezuela is afraid of losing our freedom or even our lives,” she said. “But above all, we are committed to make the truth prevail and get a transition to democracy peacefully.”

Announcing the award, Jørgen Watne Frydnes, chair of the Nobel Committee, said Machado’s courage exemplifies the values Alfred Nobel envisioned. “She has brought her country’s opposition together. She has never wavered in resisting the militarization of Venezuelan society. She has been steadfast in her support for a peaceful transition to democracy,” Frydnes said.

Her ally González celebrated the decision, saying the prize honors “peace, a fundamental element in our campaign.” He called Machado “an upright, brave and courageous political figure.”

Analysts view the award as a symbolic stand for global democracy. Karim Haggag, director of the Stockholm International Peace Research Institute, said the committee “clearly chose to highlight democracy as a priority area” amid a global decline in democratic norms. Nina Græger, director of the Peace Research Institute Oslo, added that the award is “above all, a prize for democracy,” emphasizing that “research shows democracy is an important precondition for peace.”

Last year’s Peace Prize went to Nihon Hidankyo, a Japanese organization of atomic bomb survivors, underscoring the Nobel Committee’s focus on global threats such as nuclear proliferation. This year, the emphasis has shifted toward defending democracy in the face of authoritarian resurgence.

The Nobel Peace Prize carries a cash award of 11 million Swedish kronor, or roughly $1 million, and will be presented in Oslo in December. However, Frydnes said it is uncertain whether Machado can attend due to security concerns. “It’s a question of security. It’s too early to say. We always hope to have the laureate with us in Oslo, but this is a serious security situation which needs to be handled first,” he said.

For many Venezuelans, Machado’s recognition marks both validation and motivation. As she said in her acceptance statement, “This prize is not mine alone. It belongs to all who continue to believe in ballots over bullets. Our fight is not over, but this gives us hope that the world is watching.”

Related Readings:

Trump’s Rush for Ukraine Peace Deal Sparks Global Tensions

Institutional Foundations: Nobel Laureates Uncover Key to National Prosperity

Nobel Laureate Muhammad Yunus Leads Bangladesh’s Interim Government Amid Crisis

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What Tracking Gen AI Skills Can Teach Us About the Future of Work

October 13, 2025

By Dr. Gleb Tsipursky

Generative AI (Gen AI) is reshaping the workplace, offering powerful tools for creativity, productivity, and efficiency. However, unlocking its potential hinges on more than just adoption; employees must develop a nuanced understanding of how to use this technology effectively. Organizations must go beyond traditional training approaches and embrace rigorous tracking of learning progress and outcomes specific to Gen AI skills. By measuring key performance indicators (KPIs) such as skill application rates, engagement metrics, and real-world results, leaders can ensure that their teams stay competitive in this rapidly advancing field.

Why Tracking Gen AI Skills Progress Is Crucial

Without a clear system to measure how employees are learning and applying these tools, organizations risk misaligned training efforts and underwhelming outcomes.

Gen AI tools, from text generators to image creation platforms, require a blend of technical expertise and creative application. Without a clear system to measure how employees are learning and applying these tools, organizations risk misaligned training efforts and underwhelming outcomes. Tracking provides actionable insights that guide improvements in learning programs, ensuring employees acquire not only knowledge but also the confidence to leverage Gen AI effectively.

Skill Application Rates: It’s not enough for employees to complete a training module on Gen AI; organizations must evaluate how well they apply those skills in their roles. For instance, are content teams using Gen AI-generated suggestions to improve efficiency, or are they ignoring its inputs, preferring to generate and edit their own content?
Engagement Metrics: Measuring time spent on training modules, participation in Gen AI simulations, and frequency of interaction with learning tools can reveal whether employees are actively engaged with the content or merely going through the motions.
Post-Training Results: The ultimate test of Gen AI learning is its real-world impact. Metrics such as increased productivity, error reduction, and enhanced innovation reflect how effectively employees are utilizing Gen AI to meet organizational goals.

Client Case Study: Scaling Gen AI Skills Adoption at a Regional Retailer

A regional retailer illustrates the transformative power of tracking Gen AI learning progress. Facing mounting competition, the company sought to use AI-driven tools to improve marketing personalization and streamline supply chain operations. However, initial adoption efforts fell short. Employees struggled to integrate Gen AI applications into their workflows, and training programs yielded inconsistent results.

To address these challenges, the company partnered with me as a consultant specializing in Gen AI adoption strategies. We implemented a robust tracking system with the following components:

Baseline Assessments: We tested employees on their familiarity with Gen AI tools and core AI concepts before training began.
Tailored Learning Modules: We customized training to address specific gaps, such as using Gen AI for customer segmentation or predictive analytics.
Real-Time Progress Monitoring: Dashboards provided managers with insights into module completion rates, engagement levels, and assessment scores in real time.
Outcome Tracking: We also measured post-training KPIs, such as increased marketing campaign ROI and reduced inventory mismanagement.

Within three months, 87% of employees reported confidence in using Gen AI tools, up from just 40% before training. More importantly, the retailer achieved a 15% reduction in inventory errors and a 20% increase in marketing campaign performance, demonstrating the tangible value of targeted, data-driven learning programs.

Identifying Gen AI Skills Gaps

Tracking learning progress is particularly valuable in identifying skills gaps, which are often amplified when adopting complex technologies like Gen AI. Many employees may struggle with specific aspects of Gen AI, such as prompt engineering, interpreting AI outputs, or understanding ethical considerations. By analyzing pre- and post-training assessments, organizations can pinpoint these challenges and refine their programs.

For instance, if data shows that employees consistently perform poorly on tasks related to evaluating AI-generated insights, it could indicate a need for more focused training on critical thinking and contextual judgment. Similarly, if team members excel in basic operations but struggle with advanced applications, leaders can design supplemental modules to close these gaps.

Generative AI is not a one-size-fits-all tool, and we should not approach its training in that way. Tracking learning outcomes enables organizations to personalize the learning journey for each employee, tailoring it to their specific strengths, weaknesses, and roles. Personalized learning fosters higher engagement and better retention, ensuring employees are not overwhelmed or under-challenged.

For example, a marketing analyst may need intensive training on creating compelling AI-generated copy, while a data scientist may focus more on configuring AI models for predictive analytics. Tracking data such as individual progress rates and feedback allows organizations to offer customized learning paths that adapt in real-time to employees’ needs.

Leveraging AI Tools to Track AI Learning

One of the best ways to track learning progress in Gen AI programs is by using AI itself.

Ironically, one of the best ways to track learning progress in Gen AI programs is by using AI itself. Advanced learning management systems (LMS) with built-in AI capabilities can analyze employee interactions, generate insights on performance trends, and even recommend personalized training modules. These tools simplify the process of collecting, interpreting, and acting on learning data, allowing leaders to focus on strategic improvements.

For instance, AI-powered LMS platforms can flag employees who may need additional support, such as those repeatedly scoring below average on AI ethics modules. They can also identify top performers who might be ready for leadership roles in AI adoption initiatives.

Best Practices for Tracking Gen AI Learning

To maximize the impact of tracking, organizations should follow these best practices:

Define Clear Objectives: Align training goals with strategic business priorities. For Gen AI, this could mean improving innovation rates, reducing repetitive manual tasks, or enhancing customer experiences.
Integrate Real-World Scenarios: Ensure training programs simulate practical challenges employees are likely to face when using Gen AI tools. This bridges the gap between theory and application.
Foster a Culture of Feedback: Use both quantitative data and employee feedback to refine training programs. Understanding learners’ experiences helps fine-tune content and delivery methods.
Continuously Review and Adapt: Gen AI technologies evolve rapidly, so training programs must keep pace. Regularly updating learning content and tracking mechanisms ensures long-term relevance, while managing risks.

Conclusion: Data-Driven Learning for the Gen AI Era

The rise of Gen AI presents organizations with incredible opportunities—but also challenges. Without effective tracking of learning progress and outcomes, businesses risk falling short of realizing AI’s full potential. By implementing robust systems to monitor skill acquisition, identify gaps, and personalize learning, leaders can ensure their teams are equipped to thrive in the AI-driven future. Tracking learning outcomes isn’t just about measurement; it’s about creating a culture of continuous growth and innovation where employees and AI work together to achieve extraordinary results.

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About the Author

How to Brief a PR and Communications Agency for Success

October 12, 2025

By Laura Lear

Bringing in a new PR and communications agency offers exciting opportunities, but only if guided by a clear, thorough brief. This article explores why a well-prepared communications brief is essential, what to include, and how it sets the foundation for measurable impact, strategic alignment, and long-term business success.

Bringing on board a new PR and communications agency can – and should – feel like opening up a world of possibilities. Perhaps you’re aiming to increase sales, attract investment, or protect your company’s reputation.

Yet, if your initial brief didn’t fully convey your goals, challenges, background, and context, you could quickly run into issues. Initial meetings can feel like everyone is aligned and ideas are flowing, yet a few weeks down the line, you find that things have drifted off course. Messaging may miss the mark, timelines are slipping, and the costs are quickly starting to mount up.

So how can business leaders avoid these pitfalls? The key is preparing a brief that is crystal clear, thorough, and equips your agency to deliver measurable impact.

Why a communications brief matters

A good brief is not just a tick box exercise; it’s the foundation of a successful partnership. Think of it as a roadmap for your agency, outlining your objectives, target audiences, key messages, budget, timelines, and expectations. It also serves as a point of reference when evaluating success.

If you have several agencies lined up in a tender process, ensure that each agency receives the same brief. You should also be prepared to discuss your brief with prospective agencies during the tender process and when commencing work. Their input may prove extremely valuable, bringing expertise from your sector and a new perspective that may help you refine your thinking.

Start with where you are

Help your agency to understand your starting point; what does your business do, and what areas of expertise set you apart in your market? Which products, services, or capabilities currently drive growth?

Next, a comms agency will need to understand the overall business problem. No business operates without any challenges, and your communications strategy should be designed with these in mind. What operational, market, or reputational pressures are shaping your current priorities? Perhaps it’s the current sales performance or industry shifts? A communications strategy that reflects your current reality will help identify the areas that your business will have the most impact.

Then, outline your plans. What’s the big driver for the next five years? Are you developing a product roadmap, expanding a service, or considering a rebrand? What audiences are most important, and why? Ranking your audience groups in order of priority can clarify where your communications efforts should focus.

Finally, provide context on your competitive landscape. How crowded is the marketplace, and where do you currently fit in? Who are your closest competitors, and why? What position would you like to take within your market in five years, and how realistic is this goal?

Share existing marketing and messaging plans

Your current communications are the starting point for your agency. Whether or not you have an existing messaging plan, explain how your brand is currently described. What is your value proposition? What is your company’s mission, purpose, and ethos? How would you describe the way that your business (and all employees) operates, and what is important to you?

This stage can also reveal inconsistencies in messaging across channels. A fresh perspective from an agency can highlight gaps or areas where clarity is needed.

Explain your top-line marketing plans and why a communications activity, project, or full strategy is required, particularly if you’re entering a phase of structured PR campaign planning. How will the communications plan tie in with the existing marketing plan? Who are the key stakeholders that the agency would need to engage with? Understanding all of the pieces of the puzzle will help your agency to hit the ground running.

Define what success looks like

Success looks different to each stakeholder. Who holds the budget, and who will influence the strategy? How do objectives vary between leadership, marketing, product, or other teams? A clear understanding of these expectations is vital for your agency to deliver a strategy that satisfies all.

Be prepared to discuss both short and long-term objectives, as results expected in three months may look very different from results aligned to a five-year growth or exit strategy. Sharing the long-term roadmap ensures that every campaign contributes to your overarching goals and allows your agency to measure results effectively.

Share your budget and timelines

While you may not have a precise figure, providing a ballpark budget is essential. Agencies can then propose different tiers – say bronze, silver, and gold – each aligned with your objectives and budget.

The same goes for the timeline – there’s a huge difference between what can be achieved in a month or a year, so be clear when results need to be achieved.

Building a long-term relationship

Investing time upfront in briefing your agency pays dividends in the long run. Clarity from the outset ensures that the strategy is focused and that your investment is maximised. Encourage conversations with the agency and your internal stakeholders – it is time well spent.

If your brief isn’t fully formed, a good agency will provide a reverse brief template. This allows you to check that their interpretation aligns with your objectives and priorities.

An investment in time that delivers long-term success

Bringing your communications agency into the fold and investing time in briefing them will pay off again and again in the long run. Being clear from the start about what your ultimate end goal is will deliver the most effective strategy and will ensure that your investment is maximised.

Also, speak to your agency to see what’s needed of you to make the relationship as effective as possible. Ultimately, what you’re aiming for is a communications strategy that doesn’t just support your business – it actively drives it forward.

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About the Author

Laura Lear, Managing Director, strategic communications agency, AMBITIOUS. A strategic communications leader, Laura Lear has over 20 years’ experience in global PR, corporate communications and reputation management. She has worked at agencies including Edelman, McCann and Speed Communications and is using her expertise to support the next phase of AMBITIOUS’ development.

Why Financial Transparency is the Key to Attracting Investment

October 12, 2025

By Maria Azatyan

The true role of financial transparency is to turn numbers into a shared language of trust. It is not about perfect figures, but about honest storytelling with data — a discipline that aligns teams, reassures investors, and drives sustainable growth.

Investors today are inundated with pitches, but only a fraction of startups win their trust. What separates those who succeed is not just vision or growth potential, but clarity — the ability to show numbers that tell the real story. As a CFO, I see my role as turning numbers into a shared language across the company. In a market where capital is limited and scrutiny is high, financial transparency has become one of the most decisive success factors.

For me, transparency is not a burden — it is the foundation of trust. Trust with investors, trust inside the team, and ultimately trust with the market. That trust is not just relational; it becomes a real competitive advantage.

Building Investor Trust Through Transparency

I define financial transparency as creating an environment where numbers are structured, traceable, and honest — without hidden lines or blurred assumptions. Every cost, every forecast, every projection should have a clear place and logical explanation.

But transparency goes beyond mechanics. It’s about clarity, trust, and accountability — making sure the “why” behind the numbers is visible, not just the “what.” Investors value this deeply. They are not put off by weaknesses; they are put off by uncertainty. When startups gloss over figures or hide risks, investors notice quickly and lose confidence. In contrast, when a company openly shows both its strengths and weaknesses, it demonstrates discipline and respect for investor trust.

In one investment round I led, we initially struggled to convince investors. The turning point came when we opened up our full financial model — burn rate, unit economics, and even the weak spots. Instead of walking away, investors appreciated the honesty, asked sharper questions, and committed more quickly than expected. Transparency transformed hesitation into confidence.

Impact on Valuation and Investment Outcomes

Transparency directly affects how investors value a company and how quickly deals close. A full, connected picture matters: regular reporting builds trust, forecasts show discipline, cost structures reveal efficiency, and cash flow management proves the ability to survive and scale.

I have seen deals accelerate simply because investors did not have to spend weeks digging for hidden details. When financials are clear, assumptions are explained, and risks are acknowledged, conversations shift from “Can we trust this data?” to “How do we grow this business together?” In this way, transparency doesn’t just improve trust — it improves the economics of the deal.

And of course, valuation is only one side of the equation. For founders, transparency starts much earlier — long before the first CFO joins the team.

Early Steps Founders Can Take

Even before a CFO is in place, founders can lay the groundwork for financial transparency. From my experience, five early habits make all the difference:

Separate personal and business expenses. Many founders blur the lines, especially when bootstrapping. Keeping finances distinct avoids confusion and signals professionalism to investors.
Document assumptions behind forecasts. Numbers without logic are meaningless. Write down the reasoning behind every revenue, hiring, or cost assumption. If you adjust the model later, a record of assumptions shows how your thinking evolved.
Track cash flow with rigor. Cash is the lifeblood of any startup. Even a simple spreadsheet can suffice, but you must know your runway, major upcoming expenses, and how revenue fluctuations affect survival.
Use consistent reporting tools. Beautiful pitch decks don’t replace structured financial reporting. Even simple monthly reports in a consistent format reduce friction, create comparability, and build credibility over time.
Be open about risks and realistic about projections. Nothing destroys investor confidence faster than overpromising. Acknowledging risks — whether customer concentration, delays, or regulatory hurdles — shows discipline and preparedness.

When this culture is set early, a future CFO can build on a solid foundation instead of untangling unclear practices. Transparency is much easier to establish at the start than to retrofit later.

The CFO’s Role in Embedding Transparency

Transparency is not just about producing reports for the board — it’s about ensuring that founders, teams, and investors all understand the financial story in the same way.

That means building systems where data is structured and accessible, and modeling honesty by highlighting not only opportunities but also risks. When a CFO communicates consistently with clarity, transparency becomes part of the company culture. It evolves from a reporting requirement into a way of operating.

Balancing Transparency and Sensitive Information

In industries like AI or DeepTech, transparency must be balanced with protecting intellectual property and competitive edges. But transparency does not mean revealing every trade secret. It means ensuring that investors have a clear, honest view of unit economics, runway, and risk factors, while safeguarding proprietary algorithms or client data.

Transparency is about clarity of numbers and logic, not full disclosure of confidential details. Framed this way, it builds investor trust without compromising competitiveness.

Broader Strategic Benefits

The benefits of transparency extend far beyond investor relations. When numbers are openly shared within a company, teams gain a shared understanding of priorities, resources, and risks. This alignment reduces internal friction and helps everyone focus on the same goals.

I’ve seen startups practicing transparency not only attract capital more easily, but also execute with sharper discipline and stronger unity. Openness creates a culture of accountability and resilience, qualities that become especially valuable in times of uncertainty or rapid change.

Conclusion

Financial transparency is no longer optional — it is the currency of trust. For investors, it reduces uncertainty and accelerates decision-making. For teams, it provides clarity and alignment. For founders and CFOs, it creates a framework for disciplined growth.

I see transparency not as perfect numbers, but as honest storytelling with data. The companies that embrace this principle early, embed it in their culture, and balance it with competitive safeguards will not only secure investment but also build stronger, more sustainable businesses.

In a world where uncertainty is the norm, clarity is the most powerful signal of credibility. Transparency is not just a reporting practice — it is a long-term success factor in attracting investment.

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About the Author

Maria Azatyan is an international CFO and strategic partner for tech startups from Seed through Series B. She is a member of two leading U.S. finance leadership communities — The CFO Leadership Council and Financial Executives International.

The New Swiss Vault: How Private Banks Can Govern Digital Assets Without Losing Trust

October 12, 2025

By Boecyàn Bourgade

A strategic framework for integrating digital assets through custody, governance, and sustainability

This article proposes a six-pillar framework for private banks to govern digital assets responsibly. By combining custody, compliance, allocation, insurance, governance, and sustainability, the model extends Switzerland’s legacy of trust into the digital era—showing how institutions can embrace innovation without compromising prudence or reputation.

Introduction

Wealth has always sought protection. In the twentieth century, Switzerland became the trusted guardian of global fortunes by mastering two arts: discretion and governance. The vaults of Zurich and Geneva were more than steel and stone—they embodied continuity, stewardship, and the promise that wealth could be preserved across generations.

Today, that legacy now faces a new frontier. Digital assets—cryptocurrencies, tokenized securities, and blockchain-based wealth—have moved beyond speculation. They are emerging as the preferred instruments of entrepreneurs, millennials, and the heirs of tomorrow. By 2030, as much as one-fifth of next-generation wealth could be allocated to digital assets. This reflects broader shifts highlighted in the World Economic Forum’s Future of Wealth and Sustainability initiatives, which stress that next-generation investors expect digital assets to be integrated with impact and responsibility.

For this generation, wealth is not only financial — it is purpose-driven. They expect their capital to be managed responsibly, aligned with sustainability, and governed with the same rigour that built Switzerland’s reputation for trust.

The challenge for private banks is therefore not whether to embrace digital assets — clients already do — but how to govern them in ways that preserve trust while advancing broader goals of responsibility and sustainability.

This paper proposes a framework—Crypto Vault & Governance—built on six strategic pillars that enable private banks to integrate digital assets securely, prudently, and in line with their long-standing DNA of stewardship. The vision is clear: Switzerland once built the world’s most trusted vaults for gold and securities. The new Swiss vault must be digital— forged not only of governance and discretion, but also of sustainability and purpose.

Part I: The Strategic Opportunity

A silent generational revolution is reshaping private banking. Wealth is shifting into the hands of digital natives who view Bitcoin and tokenized assets not as speculation, but as inheritance. More than half of wealthy millennials already hold digital assets, and they expect their banks to provide custody, advice, and governance alongside traditional portfolios. For them, crypto is not an alternative— is it part of the core narrative of wealth, alongside sustainability and purpose.

Figure 1: Generational Shift: More than half of HNW millennials (55%) already hold digital assets, compared to barely one in ten boomers (12%). This highlights a profound shift in expectations: younger clients demand integration of digital assets with both traditional portfolios and impact-oriented strategies.

The competitive landscape, however, remains fragmented. Institutions such as DBS in Singapore or Fidelity in the U.S. have launched custody and tokenization platforms, but these efforts are still narrow in scope. In Switzerland, the heartland of private banking, no traditional pure-play private bank has yet delivered a fully institutional, endto-end solution.

This creates both a risk and an opening. The risk is stark: to lose relevance with the very clients who will define the next century of private banking. But the opportunity is equally clear: to become the trusted architect of integrated wealth—traditional and digital, financial and sustainable, present and intergenerational. For the World Economic Forum community, this is not simply about market leadership, but about shaping a financial system where innovation and sustainability advance together.

Part II: The Barriers That Hold Back Private Banks

If the opportunity is compelling, the challenges are equally undeniable. Digital assets do not fit neatly onto a shelf of offerings—they reshape the blueprint of private banking and call for responsible innovation.

Volatility underscores the importance of disciplined allocation frameworks and transparent risk management.
Security risks—hacks, fraud, and irreversible transactions—highlight the need for institutional-grade custody, resilience, and collaboration with the cybersecurity sector.
Regulation and compliance— from KYC and AML to tax reporting—remain complex and evolving, requiring proactive alignment with emerging global standards. As the World Economic Forum’s Global Risks Report 2024 notes, digital assets exemplify the dual challenge of innovation and trust, requiring coordinated governance.
Reputation risk reminds institutions that trust must be at the centre of digital wealth integration, reinforced by transparency and sustainability principles.
Infrastructure immaturity signals the urgency of establishing global standards for custody, reporting, and valuation, turning today’s fragmentation into tomorrow’s harmonisation.

It is no surprise, then, that most private banks have remain cautious, often standing as observers rather than actors. But caution is not a strategy. Leadership requires building models that transform these challenges into structured governance — demonstrating that innovation and sustainability can reinforce, rather than undermine, trust.

Part III: The Six Pillars of the New Swiss Vault

To integrate digital assets without losing trust, private banks must construct a system as rigorous as the vaults that once made Switzerland a synonym for safety. This rests on six strategic pillars:

Figure 2: The Six Pillars Framework: A governance-driven architecture that extends Switzerland’s tradition of trust into the era of digital wealth, while aligning innovation with responsibility and sustainability.

1. Institutional Custody & Multi-Signature Safeguards

Wealth cannot rest on fragile infrastructure. Custody must combine cold-wallet storage, multi-signature protocols, and independent verification. It should be auditable, insurable, and built to institutional standards— the digital equivalent of Switzerland’s most trusted vaults.

2. Integrated Compliance by Design

Trust begins with legitimacy. Every asset must be screened for origin, legality, and tax impact. Automated blockchain analytics, anchored in rigorous compliance protocols, act as a filter—ensuring that only clean and transparent assets enter the vault.

3. Prudent Allocation: The Crypto Bucket

For today’s private banks, the question is not whether clients hold digital assets—they already do. The strategic task is to integrate them into a disciplined allocation framework. Depending on client profile, this may mean 5-10% of total wealth, managed with full transparency on performance, correlation, and risk. Digital assets must be treated with the same discipline as equities or bonds, not as speculative sidelines.

4. Insurance & Risk Hedging

Trust is built on guarantees. While volatility has created some of the largest fortunes in digital assets, the mandate of a private bank is different: to preserve and govern wealth. Institutional insurance against hacks and fraud, coupled with structured hedging instruments, allows clients to benefit from upside exposure while ensuring that downside risks are contained.

5. Governance & Succession

Wealth is not just money—it is continuity. Multi-signature arrangements that involve heirs or trustees, integration of digital assets into family governance structures, and targeted education for clients all ensure that crypto holdings can be transferred and inherited rather than lost or forgotten.

6. Sustainability by Design

Private banks cannot ignore their broader responsibility. The vault of the future must prioritize proof-of-stake and energy-efficient protocols, while also channelling capital into tokenized sustainable assets— from renewable energy projects and biodiversity finance to blockchain-enabled carbon markets and green bonds. In this way, digital wealth becomes fully aligned with the evolving purpose of global finance: to accelerate the transition to a net-zero economy and ensure that wealth creation is consistent with planetary stewardship.

Figure 3: Aligning Wealth: Integrating traditional, digital, and sustainable assets into a unified architecture of trust. Source: Author, inspired by WEF Global Risks Report 2024.

Together, these six pillars create a closed architecture: secure, compliant, prudent, insurable, governed, and sustainable — a model where innovation strengthens trust, and finance contributes directly to long-term resilience.

Part IV: Strategic Advantages for the Bank

Building the New Swiss Vault is not a technical choice—it is a strategic act of positioning. By adopting this framework, private and wealth managers globally can:

Claim leadership in responsible innovation, integrating digital assets within a comprehensive framework of custody, compliance, governance, and sustainability — and setting a standard for how financial institutions can extend traditions of trust into the digital age.
Attract and retain the next generation of clients, while deepening confidence among existing UHNW families by demonstrating that digital wealth can be governed with prudence and continuity.
Reinforce the identity of private banking as a house of governance and stewardship, proving that innovation and discretion are not opposites but complementary strengths.
Transform sustainability into a differentiator, extending its leadership into the digital realm and turning crypto from a reputational risk into a reputational asset — contributing to the broader alignment of global wealth with net-zero and purpose-driven finance.

Conclusion: Trust as Strategy

The future of wealth will not be defined by whether clients own digital assets — that reality is already here. It will be defined by whether financial institutions can govern them responsibly, sustainably, and inclusively.

The Crypto Vault & Governance framework is more than a safeguard; it is a blueprint for resilience. By embedding digital assets within the same principles that forged Switzerland’s reputation — prudence, governance, and long-term stewardship — private banks and wealth managers can carry their relevance into the digital century.

Trust has always been the defining currency of private banking. In the era of digital wealth, it must also serve as a compass, guiding innovation toward responsibility and sustainability.

The institutions that embrace this mandate will do more than preserve fortunes. They will shape a financial system where digital assets reinforce trust, accelerate the transition to a net-zero economy, and align global wealth with the purpose-driven economy of the 21^st century. This aligns with the World Economic Forum’s call to ensure that technological innovation contributes directly to long-term resilience and sustainability.

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About the Author

Boecyàn Bourgade is a finance and strategy researcher exploring the intersection of wealth management, digital assets, cybersecurity, and AI. Holding a Private Equity Certificate from Wharton and FMVA® specialization in cryptocurrencies and digital assets, the work centers on designing trust and governance frameworks for the emerging algorithmic economy.

References

Capgemini. World Wealth Report 2023. Capgemini Research Institute.
Boston Consulting Group (BCG) & ADDX. Relevance of Digital Assets in Wealth Management. 2022.
Fidelity Digital Assets. Institutional Investor Digital Asset Study 2023. Fidelity Investments.
PwC & Elwood. 4th Annual Global Crypto Hedge Fund Report 2023.
PricewaterhouseCoopers.
Deloitte. 2023 Global Crypto Banking Survey. Deloitte Insights.
UBS Group AG. Future of Wealth 2030. UBS Global Wealth Management, 2022.
World Economic Forum. Global Risks Report 2024. World Economic Forum, Geneva.
World Economic Forum. Future of Wealth and Sustainability Initiatives. World Economic Forum, Geneva, 2023.

U.S.-Brokered Gaza Ceasefire Takes Effect as 200 Troops Head to Region

October 10, 2025

The United States confirmed that 200 service members will deploy to the Middle East to help oversee the implementation of a ceasefire deal between Israel and Hamas, following Israel’s approval of a U.S.-brokered peace plan. While the agreement is officially in effect, it remains unclear whether Prime Minister Benjamin Netanyahu has formally directed the Israel Defense Forces (IDF) to halt operations in Gaza.

According to two Israeli officials, the ceasefire terms were approved by Israel’s government late Monday. The plan includes the release of all hostages held in Gaza, a partial withdrawal of Israeli troops to designated areas, and the freeing of selected Palestinian prisoners.

A senior Hamas official stated that a “formal declaration” to end the war must come before any hostages are released.

The U.S. military will establish a Civil-Military Coordination Center (CMCC) in Israel to facilitate stabilization efforts for Gaza, according to a statement from U.S. Central Command (CENTCOM).

“U.S. Central Command (CENTCOM) is establishing a Civil-Military Coordination Center (CMCC) in Israel to support stabilization efforts for Gaza following the Oct. 8 announcement of a ceasefire agreement between Israel and Hamas,” the official said. “The United States has no plans to deploy US military personnel into Gaza.”

The Pentagon confirmed that about 200 U.S. service members with expertise in logistics, security, transportation, planning, and engineering will support the CMCC’s operations inside Israel.

White House Press Secretary Karoline Leavitt reiterated the administration’s stance in a post on X, writing that “up to 200 U.S. personnel, who are already stationed at CENTCOM, will be tasked with monitoring the peace agreement in Israel, and they will work with other international forces on the ground.”

A White House official told CNN that the U.S. troops will monitor and assist in implementing the ceasefire, potentially joining international forces from Egypt, Qatar, Turkey, and the United Arab Emirates who will help oversee the truce.

The ceasefire marks a pivotal moment after months of conflict in Gaza. While the U.S. and its partners work to enforce the agreement, the coming days will determine whether both Israel and Hamas fully commit to the terms of the deal aimed at restoring stability in the region.

Related Readings:

How European Leaders Lost Their Credibility in Gaza: The Genocide, the Complicity, and the Charges

“Real Estate Bonanza:” The Macabre U.S. Plan for the Post-Genocide Gaza

Israel Expands Ground Offensive in Gaza City Amid Global Outcry

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