Press Release
Dimovo Exchange Unveils Next-Generation High-Frequency Trading Infrastructure
Dimovo Exchange announced the launch of its next-generation high-frequency trading (HFT) infrastructure, designed to deliver ultra-low latency, enhanced scalability, and institutional-grade performance. The upgrade positions Dimovo as a leader in speed, efficiency, and reliability within global financial markets.
Dimovo Exchange has unveiled its latest technological breakthrough: a next-generation high-frequency trading infrastructure. The new system significantly enhances execution speeds, reduces latency, and offers unmatched scalability, providing both professional and retail traders with faster, more efficient access to global markets.
Built for Speed and Scale
At the core of the infrastructure upgrade is a high-performance matching engine capable of handling millions of orders per second with microsecond-level response times. The architecture integrates advanced networking protocols, distributed data processing, and real-time monitoring systems to ensure consistent performance even during peak market volatility.
Key Features of the HFT Infrastructure
Ultra-Low Latency – Execution speeds optimized to microsecond precision.
Scalability – Infrastructure capable of supporting exponential growth in user demand and order volume.
Institutional-Grade Reliability – Redundant systems and advanced monitoring to guarantee uptime and stability.
Cross-Market Integration – Seamless connectivity to global liquidity pools and multi-asset trading support.
“Speed is more than an advantage—it is a necessity in today’s markets,” said Brandon Keller, Chief Marketing Officer at Dimovo Exchange. “Our next-generation HFT infrastructure not only reduces latency but also provides a resilient and scalable foundation that meets the demands of both institutional and retail clients. This launch demonstrates our commitment to staying at the forefront of trading innovation.”
Strategic Significance
The deployment of the HFT infrastructure represents a milestone in Dimovo Exchange’s long-term roadmap. By combining speed, resilience, and cross-market integration, the platform strengthens its position as a competitive global exchange. The new infrastructure also lays the foundation for upcoming product launches, including advanced algorithmic trading tools and enhanced API gateways for institutional partners.
About Dimovo Exchange
Dimovo Exchange is a global trading platform dedicated to delivering secure, efficient, and transparent financial services. With advanced infrastructure and a commitment to innovation, Dimovo Exchange empowers both individual traders and institutions to navigate global markets with confidence.
Additional Information Resources
For further details, please visit:
https://www.dimovo.exchange
https://www.dimovo.info
https://www.dimovo.wiki
https://www.dimovo-overview.com
https://www.dimovo-exchange.com
Media Contact
Organization: Dimovo
Contact Person: Olivia Carter
Website: https://dimovo.com/
Email:
service@dimovo.com
Country:United States
Release id:34860
The post Dimovo Exchange Unveils Next-Generation High-Frequency Trading Infrastructure appeared first on King Newswire. This content is provided by a third-party source.. King Newswire makes no warranties or representations in connection with it. King Newswire is a press release distribution agency and does not endorse or verify the claims made in this release. If you have any complaints or copyright concerns related to this article, please contact the company listed in the ‘Media Contact’ section
About Author
Disclaimer: The views, suggestions, and opinions expressed here are the sole responsibility of the experts. No Digi Observer journalist was involved in the writing and production of this article.
Press Release
Chairman of Lingong Group Wang Zhizhong Leads the Company into a New Era of Globalization
Linyi City, China, 3rd Oct 2025 – From technology introduction to independent innovation, from market internationalization to enterprise internationalization, Lingong Group is embarking on a new journey of globalization with greater autonomy and confidence—writing a fresh chapter in the story of Chinese high-end manufacturing going global.
This golden autumn season of harvest, from September 27 to 30, 2025, the 3rd SDLG Global Partners Convention—an industry-wide event for the global construction machinery sector—kicked off in Linyi, Shandong.
On the afternoon of September 27, Mr. Wang Zhizhong, Chairman of Lingong Group, gave a media interview in which he addressed for the first time the company’s “parting of ways” with Volvo Construction Equipment after 19 years of cooperation. He also outlined Lingong Group’s new globalization strategy and, for the first time, shared insights into the group’s 15th Five-Year Plan objectives.
19 Years with Volvo CE: A Profound “Globalization Baptism” and Systematic Upgrade
Since partnering with Volvo Construction Equipment in 2006, SDLG embarked on a far-reaching journey of international cooperation. The partnership not only provided SDLG with technical and managerial support, but also, through independent operations and a dual-brand strategy, significantly enhanced the company’s global recognition.
In June 2025, Lingong Group announced the acquisition of Volvo CE’s 70% stake in SDLG. As of September 1, the ownership transfer was fully completed.
When asked about the value of this 19-year cooperation, Chairman Wang Zhizhong described it as “a profound globalization baptism and a systematic upgrade.” He explained that SDLG absorbed Volvo CE’s technology and management systems, while achieving a comprehensive iteration and upgrade in product technology. At the same time, the company introduced its innovative “All Involvement” management model—leaping from introduction, digestion, and absorption to reinvention, and building a complete independent R&D system. By combining local practices with international standards, SDLG has developed an operational mechanism with its own distinctive characteristics, securing a competitive edge against major domestic brands.
On the manufacturing front, SDLG fully implemented and deepened lean production practices. “Among Volvo CE’s 18 global manufacturing plants, our factory ranked second in lean production performance, and we were the first in the domestic industry to win the EFQM Global Excellence Award,” Wang noted.
The end of the partnership, Wang emphasized, was a joint decision reached after friendly consultations, based on the current global market environment and each party’s development strategy. “SDLG was well prepared for this. Going forward, our international growth will no longer be constrained, allowing us to respond more flexibly to global customer needs. This marks an important milestone in SDLG’s development history,” he said.
Sailing Independently: From “Market Internationalization” to “Enterprise Internationalization”
The conclusion of the cooperation has given SDLG more autonomy and efficiency in decision-making. According to Chairman Wang, SDLG now enjoys clear competitive advantages in product technology, manufacturing, corporate management, AI, and digitalization, with the strength to compete directly with global brands. The company will resolutely pursue “comprehensive internationalization”—not just selling products abroad, but expanding R&D, marketing, services, parts supply, and financial management worldwide.
SDLG has also set a bold strategic goal: “rebuilding a new SDLG overseas,” meaning overseas business should reach a scale comparable to its current domestic operations. Wang explained that achieving this vision requires a fundamental shift—from “market internationalization” to true “enterprise internationalization.”
SDLG’s new globalization strategy is defined as “comprehensive advancement, targeted breakthroughs, building a new framework for internationalization.”
Targeted breakthroughs mean concentrating resources on core global markets—especially the top 20 countries that account for 80% of the world’s market share. There, SDLG will adopt an independent accounting platform model, granting frontline teams full decision-making authority to achieve rapid breakthroughs and demonstration effects.
Comprehensive advancement refers to in-depth, full-scale localization efforts, including establishing overseas production bases and subsidiaries, creating international financing platforms, localizing talent, distribution channels, and services, and building a complete overseas industrial ecosystem.
A 100-Billion Ambition: Confidence from a “Dual-Engine Drive”
Lingong Group has secured a strong position on the Global Top 50 Construction Machinery Manufacturers list, standing out as a leading “chain master” enterprise in Shandong Province. Chairman Wang Zhizhong expressed firm confidence in achieving the group’s target of surpassing 100 billion RMB in revenue by 2030, backed by a clear strategic roadmap and solid industrial foundation.
First growth engine: “Consolidating the core business while developing new growth drivers.”
Lingong Group continues to hold leading positions in its traditional strengths—wheel loaders, excavators, and other core products—while expanding aggressively into strategic emerging sectors, including industrial intelligence, new energy, and high-end large-scale agricultural machinery.
Second growth engine: “Accelerating globalization to achieve new overseas breakthroughs.”
The international market holds the greatest growth potential. “By 2030, we aim to significantly increase the proportion of overseas revenue, essentially creating another SDLG of comparable scale abroad,” said Wang.
Today, Lingong Group has grown from a single construction machinery manufacturer into a diversified, international industrial group, with 83 subsidiaries and 17 member enterprises. The business cluster includes Shandong Lingong Construction Machinery Co., Ltd. (SDLG), Lingong Heavy Machinery Co., Ltd. (LGMG), Lingong Intelligence Information Technology Co., Ltd. (LGIM), Linyi Lingong New Energy Tech Co., Ltd. (LGNE), Lingong Agricultural Machinery Co., Ltd. (LGAG), covering nine major product lines: wheel loaders, excavators, road machinery, mining equipment, aerial work platforms, industrial intelligence, new energy, and agricultural machinery, etc.
Under unified group management, subsidiaries will pursue coordinated development, sharing resources and complementing strengths. “The dual-engine strategy of domestic and overseas growth, together with multi-business synergy, will provide a solid foundation for our 100-billion target,” Wang emphasized.
Global Talent Strategy: Building a World-Class Team
Talent is the cornerstone of globalization. According to Wang, Lingong Group implements a dual-track approach to talent:
- Domestic recruitment: actively attracting top technical and managerial talent, providing strong career platforms, and fostering a culture that values and respects talent.
- Overseas localization: accelerating the recruitment and development of local talent abroad, with emphasis on cross-cultural integration and building strong local teams.
- Systematic global training: enhancing international talent development through university-industry partnerships, overseas training, and structured programs to cultivate professionals who “understand local markets and connect globally.”
“By 2030, we plan for foreign employees to make up about one-third of the group’s total workforce—achieving true internationalization of our talent structure,” Wang added.
Partnering Globally for a Shared Future
“Lingong Group has entered a high-speed stage of international development. We warmly welcome global partners to join us on this journey and share in the results of our growth,” Wang said in his invitation to partners worldwide.
With the conclusion of its cooperation with Volvo CE, a more autonomous and more international Lingong Group is stepping confidently onto the world stage. Against the backdrop of Chinese manufacturing’s globalization upgrade, Lingong Group’s path of exploration and practice will undoubtedly stand as a significant case in the internationalization of China’s high-end manufacturing sector.
About SDLG
Shandong Lingong Construction Machinery (SDLG), first established in 1972, is a leading international manufacturer of construction machinery, and the national-level high-tech company. SDLG produces more than 100 kinds of products in three categories, namely, loaders, excavators and pavement construction machinery. Its pillar products are rated as China Famous-brand Product and Famous Trademark of China. SDLG has received many honorary titles including China’s Top 100 Enterprises in Machinery Industry, Leading Enterprise in the Industry, Credible and Reputed Enterprise, Single-item Champion Demo Company in Manufacturing Industry, National Labor Medal, Governor Quality Prize, National Quality Award in Machinery Industry, National Quality Prize, Asia Quality Excellence Prize,EFQM Global Excellence Award and National Quality Benchmark Company, etc.
Media Contact
Organization: Shandong Lingong Construction Machinery Co., Ltd. (SDLG)
Contact Person: Jin Zhang
Website: https://www.sdlg.com/
Email:
jin.zhang@sdlg.com
City: Linyi City
Country:China
Release id:34810
The post Chairman of Lingong Group Wang Zhizhong Leads the Company into a New Era of Globalization appeared first on King Newswire. This content is provided by a third-party source.. King Newswire makes no warranties or representations in connection with it. King Newswire is a press release distribution agency and does not endorse or verify the claims made in this release. If you have any complaints or copyright concerns related to this article, please contact the company listed in the ‘Media Contact’ section
About Author
Disclaimer: The views, suggestions, and opinions expressed here are the sole responsibility of the experts. No Digi Observer journalist was involved in the writing and production of this article.
Jabil Chief Quality Officer emphasizes shared responsibility and patient safety
Texas, US, 3rd October 2025, ZEX PR WIRE, Paul A. Arrendell, Chief Quality Officer at Jabil Diversified Manufacturing Services, is urging leaders, professionals, and frontline teams across industries to view quality as more than a regulatory requirement. He stresses that true progress comes when quality becomes a culture embraced by everyone.
“You only get one chance when it comes to patient safety,” Arrendell says. “Quality has to be built into the process, not inspected in at the end.”
With more than 30 years of experience in companies such as Abbott Diagnostics, Wright Medical, KCI Medical, Becton Dickinson, and Jabil, Arrendell has seen firsthand the risks of treating compliance as a checklist. He recalls one early audit that revealed blind spots: “The lesson was painful but clear. Compliance is not a checklist. It’s a mindset.”
Why this matters now
The stakes in regulated industries are high. The FDA reports that device recalls affected more than 52 million units in 2023 alone, with many tied to quality system gaps. In healthcare, the Institute of Medicine has estimated that preventable errors still contribute to tens of thousands of patient deaths each year.
“A culture of quality means every employee, from design to production, owns the outcome,” Arrendell explains. “It’s about teamwork and accountability, not silos.”
Everyday actions that build quality
Arrendell believes individuals—not just executives—can shift the culture:
- Speak up when processes don’t feel right.
- Treat compliance as protection, not paperwork.
- Recognize and celebrate teams who go above and beyond.
- Invest time in mentoring or cross-training.
At Jabil, he points to simple recognition programs like the BBQ initiative that highlight dedication and teamwork. “It’s inspiring to see real people doing the right thing every day,” he says.
A message for the next generation
Arrendell also sees a role for students and early-career professionals. “Stay curious, stay humble, and don’t see compliance as a burden,” he advises. “If you carry the right mindset, you’ll be ready for challenges we can’t yet see.”
Arrendell encourages professionals at every level to reflect on their own role in building safer, more resilient systems. “The real measure of success,” he says, “is knowing patients are safer and teams are stronger because of the systems we build together.”
About Paul A. Arrendell
At Jabil Diversified Manufacturing Services, Paul A. Arrendell is Chief Quality Officer with more than 30 years of leadership in medical devices and regulated manufacturing. He holds bachelor’s and master’s degrees in mechanical engineering from the University of Texas at Arlington and serves on the College of Engineering Advisory Board.
About Author
Disclaimer: The views, suggestions, and opinions expressed here are the sole responsibility of the experts. No Digi Observer journalist was involved in the writing and production of this article.
Press Release
Registered Nurse Michael Bloom Calls for Greater Empathy and Cultural Awareness in Healthcare
Highlighting how everyday actions can improve patient trust and outcomes.
New York, 3rd October 2025, ZEX PR WIRE, Michael Bloom, BSN, RN, is raising awareness about the importance of emotional intelligence, communication, and cultural awareness in healthcare. Drawing on personal experiences from both inside and outside the hospital, Bloom emphasises that small, everyday acts of empathy can improve health outcomes and reduce patient anxiety.
“Healthcare isn’t just about medicine,” Bloom says. “It’s about understanding people’s stories, fears, and hopes, and tailoring their care to their experience of the world”
Why Emotional Care Matters
Research from the Agency for Healthcare Research and Quality shows that clear communication can increase treatment adherence by up to 35%. Yet, nearly 25 million people in the United States have limited English proficiency, according to the U.S. Census Bureau. Bloom recalls a patient who spoke only Spanish and was anxious before an emergency procedure. “Although I recognized that my Spanish language skills were limited, I still wanted to help the patient understand the reasons behind his treatment. I was at least able to reassure him that I would find a more qualified translator, who would explain the plan better than I could.”
Lessons Beyond the Hospital
Bloom traces some of his skills back to unexpected places. While working at Saxbys café during university, he learned to read emotions quickly and stay calm under pressure. “Whether it’s a coffee rush or a schedule packed to the brim with appointments, the ability to project calm and connect with people is vital,” he says.
Bloom believes individuals don’t need to be medical professionals to make a difference. “Anyone can start by listening more, learning a few words in another language, or simply being patient in stressful moments,” he explains. “These small actions build trust, whether in a hospital, a workplace, or daily life.”
As Bloom continues to mentor and advocate, he hopes to encourage a broader understanding of whole-person care. “Every interaction is a chance to learn,” he adds. “Empathy is a skill we can all practise, and it makes a real difference.”
About Author
Disclaimer: The views, suggestions, and opinions expressed here are the sole responsibility of the experts. No Digi Observer journalist was involved in the writing and production of this article.
Chairman of Lingong Group Wang Zhizhong Leads the Company into a New Era of Globalization
Registered Nurse Michael Bloom Calls for Greater Empathy and Cultural Awareness in Healthcare
Paul Arrendell Calls for a Stronger Culture of Quality in Regulated Industries
Bay Smokes Maintains Quality Amid Legislative Changes in the Hemp Industry
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