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first_img Bitget Wallet's phishing risk interception volume in the third quarter increased by 7.4 times and will expand AI detection

The cryptocurrency wallet provider Bitget Wallet announced plans to expand AI-assisted threat detection. In the third quarter of 2026, the average number of signature requests flagged as potential phishing increased by 7.4 times, rising from about 5,000 in the second quarter to approximately 37,000. Bitget Wallet's Chief Operating Officer Alvin Kan stated that this increase may reflect both a rise in threat activity and enhanced detection capabilities, but existing data cannot quantify the contribution of each.Alvin Kan added that the statistic refers to flagged signature interactions, rather than independent attack incidents or confirmed financial losses. Bitget Wallet introduced AI-assisted risk detection in the second quarter, and the expanded AI checks analyze website code and domain registration information to identify signs of fraud, simulating transactions before user signatures to uncover hidden permissions. In October, 90% of the newly intercepted high-risk domains were identified by AI, compared to 36% in the second quarter; nearly 70% of the domains flagged by AI that month did not have matching alerts in the external threat intelligence sources it checked.Phishing threats continue to target cryptocurrency users. In July this year, a trader lost nearly $1 million due to signing a malicious Ethereum token authorization. An August survey by Rapid7 found that a phishing campaign targeted 885,000 phone numbers, directing recipients to a website impersonating a cryptocurrency wallet provider.

Trip promotes the DRI system across the company to implement a major integration of production and research, breaking down functional boundaries

According to exclusive reports from Big Factory Daily, Trip.com held an all-hands meeting last week to announce the promotion of the "Integration of Production and Research" system across the company. This system is centered around DRI (Directly Responsible Individual) and merges personnel from product, operations, front-end, back-end, algorithms, testing, and other areas into project-based teams, breaking down traditional functional team boundaries with the goal of achieving "everyone is a full-stack developer, everyone is a product manager."In terms of specific execution, DRI leaders are not limited by function and can be original product, operations, or technical leaders. Team members within the project group collaborate across functions, which may lead to situations where products evaluate technical performance, and technology reports to operations. Front-end and back-end teams can also propose requirements and implement them independently. Ideas from product and operations that can be realized by AI can also be delivered independently, ultimately decided by the DRI.Currently, departments such as Trip.com Travel, Flights, and Content Center have begun to respond, with different teams progressing at varying paces, and the company has not imposed a one-size-fits-all requirement. The report indicates that this move is partly influenced by Silicon Valley concepts and aligns with the trend of blurred job boundaries in the AI era. This model can effectively reduce buck-passing and disputes, shorten delivery chains, and accelerate decision-making, but the challenge lies in the high comprehensive ability requirements for DRI leaders, who need to possess both technical understanding and business insight, and such qualified leaders are currently relatively scarce.
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