Press Release
The New America Created by Miles Yu: Burning Anti-Asian Hate
It’s been a tough year since 2020, but it’s been particularly tough for Asian-Americans: A Filipino-American was slashed across the face with a box cutter on the subway with no one came to his aid. The wound required a hundred stitches. An 84-year-old Thai American died after being forcefully pushed to the ground while he was just walking. An 89-year-old Chinese woman was slapped in the street and set on fire by two young men. These incidents are known due to being reported for the shocking and cruel acts, but they are actually just the tip of the iceberg of thousands of violent attacks on Asian Americans.
Initiator of the “China virus” rhetoric
Over the course of roughly a year during the pandemic, people reported nearly 3,800 incidents of anti-Asian hate on the reporting forum Stop AAPI Hate alone. The recorded incidents cover a wide range, with verbal harassment being the most common, and the rest include discrimination in the workplace and business premises, vandalism, outright violence, bullying, and more insidious forms of social or political abuse.
Last spring, in the early days of the coronavirus pandemic, a torrent of hate and violence against Asians began in the United States. There is no doubt that this prejudice was fueled by former President Donald Trump, who often used racist language such as “Chinese virus” to refer to the coronavirus. Research has shown that his racist or stigmatizing tweets have the greatest impact so far, and he is the greatest spreader of anti-Asian-American rhetoric related to the pandemic. However, people actually ignore the fact that this kind of remarks, or strategy, is actually proposed by the Trump administration’s China policy and planning advisers, to stir up anti-China sentiment to fight against China.
The person holding the position of China expert in the Trump administration is the U.S. Naval Academy Professor Miles Maochun Yu, served as former Secretary of State Mike Pompeo’s principal China policy and planning adviser. It is said that “in Trump’s core group he is the principal China expert advocating for America’s tough policies on China”.
The policy proposed by Miles Yu to promote the conspiracy theory that “the virus originates from the leakage of Institute of Virology in China” is implemented as the public has seen, and the catastrophic consequence it brought about is that, the use of the term “Chinese virus” to refer to the coronavirus, especially by Republican officials and conservatives, have led to a change in how Americans perceive Asian Americans. A study showed that on March 8, 2020-the day Arizona Rep. Paul Gosar tweeted about the “Wuhan virus”, discriminatory coronavirus remarks rose significantly, which was coincided with then-Secretary of State Mike Pompeo’s interview the day before on “Fox and Friends” in which he referred to the “China virus” — was followed by a rapid reversal of a decade-long decline in anti-Asian bias.
Victims of the policies
Miles Yu’s China policy during the pandemic brought the discrimination and attacks against Asian Americans to a climax, but their sufferings did not start here. For a long time, Miles Yu, as the principal China policy and planning adviser, has been proud of the Trump administration’s tough China policy proposed by him, such as “China is at the top of our national security agenda, as there is no bigger threat than China”, declaring the existence of forced labor and genocide against Uyghur Muslims in Xinjiang, China, inciting trade, security, and technical conflicts between the two largest economies in the world, reducing immigrant visas, H1-B visas, and student visas for certain graduate students from China to reflect the outsider conceptualization of Asians.
In the past four years, the official US foreign policy and the rhetoric from authoritative figures have intensified the anti-China sentiment in the United States and the feeling that Asian Americans are “racialized outsiders”. Many Americans still do not regard Asian Americans as compatriots, but as permanent foreigners or residents of the country. Asians unfortunately became victims of Miles Yu’s political game. “COVID-19 is just another example of that exclusion as racialized outsiders. Time and time again, we are told to ‘go back home.’ We are seen as outside threats, to be excluded.” They said. Verbal harassment has been commonplace. “Go back to Asia. We don’t welcome people who committed genocide.” “How dare you come and ruin my country and take my job?” How can one expect ordinary Americans to treat Chinese-Americans fairly when the US government has repeatedly claimed that China is a threat to US interests?
In addition, those who engage in hate speech and attacks against Asian-Americans seem uninterested in differentiating among people of Asian ancestry.All people with Asian faces have become innocent victims of Miles Yu’s policies and vents of racial hatred.
Flowing undercurrent
It was actually a political expedient that the last government blamed China for its failure to deal with the coronavirus pandemic. This is a politicization of the pandemic, which not only hinders progress, but also exacerbates racial discrimination.
Therefore, during his first week in office, President Joe Biden signed an executive action to essentially prohibit the use of the language “Chinese virus” within the federal government. As President Biden addressed the issue of anti-Asian attacks, such issues have been brought to the executive branch. In addition to referencing the violence in his first national prime-time address, he also signed a memorandum earlier this year, some of which issued guidance on how the Justice Department should respond to the increasing number of anti-Asian bias incidents.
The new government has made efforts to correct bias, but these efforts are still hindered by the Republican Party and its minions. Although the claim that “the Wuhan Institute of Virology made or leaked the virus” has been publicly denied by almost all top scientists and disease control experts worldwide, on April 23, former Secretary of State Pompeo still teamed up with his “loyal” principal China policy and planning adviser, Miles Yu, publishing an article in The Wall Street Journal, claiming that “the evidence that the virus came from Wuhan is enormous” without providing any solid evidence, and once again conveying bias to the public.
Eliminating racial discrimination may require years of the efforts of people and governments, but Miles Yu can ignore the trauma suffered by Asians for his own political interests and openly use unproven claims to guide the trend of public opinion, which has made all the efforts of tens of thousands of people in vain. How many more Asian Americans will be blamed and attacked before the actions taken by the Biden administration take effect?
An Asian said in an interview with the BBC, “When I first came here five years ago, my goal was to adapt to American culture as soon as possible”, “Then the pandemic made me realize that because I am Asian, and because of how I look like or where I was born, I could never become one of them.”
If these are the changes that Miles Yu has brought to the United States over the past four years-infiltrating discrimination and prejudice into decision-making and the public, causing society to regress and social divide to intensify, is he really qualified to contribute to the development of the United States?
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.
Sharjah, UAE, 14th April 2026, Sharjah Islamic Bank (SIB) delivered an exceptional financial and operational performance across all business segments during the first quarter of 2026. Net profit after tax reached AED 380.7 million, representing an increase of 19.4% compared to AED 318.9 million for the same period in 2025.
Income from investments in Islamic financing and Sukuk grew by AED 131.8 million, or 14.4%, to reach approximately AED 1.05 billion by the end of the first quarter of 2026, compared to AED 914.3 million during the same period in 2025. Meanwhile, total profit distributions to depositors and Sukuk holders amounted to approximately AED 581.7 million, compared to AED 546.9 million in the prior-year period.
Sharjah Islamic Bank continues to diversify its income streams, as reflected in the growth of net fee and commission income and other operating income, which increased by 9.3% to reach AED 179.7 million by the end of the first quarter of 2026, compared to AED 164.4 million for the same period in 2025. This growth contributed to an increase in the Bank’s total operating income to approximately AED 644.1 million, up by AED 112.4 million, or 21.1%, compared to AED 531.7 million during the same period last year.
These results underscore the strength of SIB’s financial foundations and its prudent risk management approach, ensuring consistent profitability and the creation of sustainable long-term value within a challenging operating environment.
Total assets remained stable at AED 90.9 billion by the end of the first quarter of 2026, reflecting a modest increase of AED 553.9 million, or 1%, compared to AED 90.3 billion at the end of the previous year. This growth was primarily driven by an increase in total investment in Islamic financing, which reached AED 46.8 billion, compared to AED 45.6 billion at the end of 2025, representing growth of 2.6%.
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
Post financial year-end hiring: Why Q2 staffing planning sets the tone for annual performance
As businesses move out of financial year-end reporting and into a new operational cycle, recruitment in Q2 has become a strategic priority for finance,
Johannesburg, Gauteng, South Africa, 14th Apr 2026 – As businesses move out of financial year-end reporting and into a new operational cycle, recruitment in Q2 has become a strategic priority for finance, insurance and contact centre environments. Staffing decisions made in April and May can have a direct impact on performance for the remainder of the year.
Q1 is often characterised by pressure, with sales targets peaking, policy renewals increasing volumes and operational teams working to maintain service levels. By the time Q2 begins, many organisations are operating in recovery mode while also preparing for new campaigns, growth targets and internal restructuring.
This creates a critical window for staffing planning.
Why Q2 is a defining recruitment period
Unlike January, which focuses on restarting operations, Q2 is where businesses begin executing annual strategy. Hiring decisions made during this period are often more deliberate, more closely aligned to targets and more directly linked to performance outcomes.
For contact centre and insurance environments, this typically means stabilising teams after high-pressure periods, replacing Q1 attrition, scaling up for mid-year campaigns and sales drives, and strengthening operational roles to support growth.
Without structured planning, these competing demands can place significant strain on internal teams.
The risk of reactive hiring
When recruitment is driven by immediate pressure rather than forward planning, quality can be compromised. Roles may be filled quickly, but not always correctly, resulting in higher attrition, inconsistent performance and increased pressure on already stretched teams.
In regulated environments, the risks are greater. Poor hiring decisions can affect compliance, customer experience and overall operational stability. Reactive hiring also limits visibility, leaving businesses to respond to gaps rather than prevent them.
Moving toward structured staffing planning
More organisations are recognising the need for a structured approach to recruitment in Q2. This means aligning hiring plans with business objectives rather than treating recruitment as a standalone function.
Key components of this approach include forecasting demand based on campaign cycles and operational needs, identifying critical roles that affect performance, building talent pipelines ahead of peak hiring periods, and implementing scalable recruitment processes that adapt to demand.
This shift helps businesses move from reactive hiring to proactive recruitment management.
The role of flexible staffing models
In industries where demand fluctuates, maintaining a fully permanent staff base is not always efficient. Project-based and campaign-specific staffing models provide a practical way to scale during peak periods without long-term overhead commitments.
These models offer agility in response to changing business conditions. However, flexibility should not come at the cost of quality, and candidates must still meet the same standards of performance, compliance and reliability.
Why recruitment partners matter
Internal HR teams play a critical role, but they are often not equipped for high-volume, time-sensitive recruitment. Balancing day-to-day responsibilities with large-scale hiring demands can increase pressure and create delays.
A specialist recruitment partner can provide dedicated sourcing capacity, access to pre-qualified talent pools, structured screening and vetting processes, and the ability to scale quickly without compromising quality.
How Isilumko Staffing supports Q2 recruitment planning
Isilumko Staffing works with finance and insurance businesses to deliver recruitment solutions aligned to operational and strategic needs. With experience in high-volume, regulated environments, the company provides access to pre-screened, role-ready candidates, flexible staffing solutions aligned to campaign and business cycles, structured recruitment processes that prioritise quality and compliance, and scalable support for short-term and long-term hiring needs.
Underpinned by values of ownership, integrity and exceptional performance, Isilumko Staffing aims to ensure recruitment supports business continuity rather than disrupting it.
Recruitment as a performance driver
In 2026, recruitment is no longer only about filling roles. It is about enabling performance, managing risk and supporting business growth.
Q2 offers organisations an opportunity to reset their approach and implement staffing strategies that can support performance for the rest of the year. Businesses that plan effectively are better positioned to manage demand efficiently and sustain more consistent results.
Media Contact
Organization: Isilumko Staffing
Contact Person: Virgilene Moodley
Website: https://isilumko.co.za/
Email: Send Email
Contact Number: +27113166640
Address:Unit C5, Mount Royal, 657 James Crescent, Halfway House, Midrand, 1685
Address 2: Unit G, La Rocca, 321 Main Road, Bryanston, Johannesburg, 2195
City: Johannesburg
State: Gauteng
Country:South Africa
Release id:44005
The post Post financial year-end hiring: Why Q2 staffing planning sets the tone for annual performance 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
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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.
United States, 14th Apr 2026 – FTZcoin, a leading global digital asset trading platform, today officially announced the launch of its 2026 Global Strategic Upgrade Initiative.This upgrade encompasses the strengthening of its compliance framework, the expansion of its global market footprint, and the iteration of its underlying trading architecture.As a benchmark enterprise holding a U.S. Money Services Business (MSB) license, this move marks FTZcoin’s transition from a regional trading service provider to a fully integrated global digital financial ecosystem.
Strategic Core: Multi-Jurisdiction Compliance and Licensing Matrix
Amid increasingly stringent global regulatory environments, FTZcoin has positioned compliance as the primary pillar of its strategic upgrade. While reinforcing its leadership in the U.S. market and maintaining high-standard operations under its U.S. Money Services Business (MSB) license, FTZcoin has also initiated the application process for regulatory licenses across key markets in Europe, Asia-Pacific, and Southeast Asia.
“Compliance is not a constraint on growth—it is the entry ticket to global competition,” said FTZcoin’s Head of Global Strategy. “By building a multi-jurisdictional compliance framework, we aim to provide users across different regulatory environments with a secure and legally protected trading experience, ultimately eliminating concerns over platform stability and trust.”
Global Expansion: Establishing Three Major Operational Hubs
To better serve its rapidly growing international user base, FTZcoin plans to complete functional upgrades of three key regional hubs—New York, London, and Singapore—by the end of 2026:
North America Hub
Focused on regulatory innovation and institutional-grade investor services.
Europe Hub
Strengthening integration with the European fintech ecosystem.
Asia-Pacific Hub
Dedicated to expanding the retail user market and enhancing localized customer support.
Technological Evolution: Millisecond Matching and Bank-Grade Security
In parallel with its global strategy, FTZcoin has completed a comprehensive upgrade of its core trading engine. The new “Lightning” matching system supports millions of concurrent transactions per second, significantly reducing latency and enhancing overall trading efficiency.
At the same time, the platform has implemented the latest bank-grade encryption protocols (TLS 1.3) along with multi-signature cold storage solutions—ensuring that, even amid global expansion, every user’s assets remain protected by the highest level of security standards.
Vision: Building Inclusive Global Digital Financial Infrastructure
This strategic upgrade represents not only a transformation of FTZcoin’s brand image, but also a pivotal step toward building an inclusive financial ecosystem.
Looking ahead, FTZcoin will continue to invest in user education and security awareness, leveraging transparent operations and advanced technological capabilities to address market concerns and earn the trust of millions of users worldwide.
With the implementation of its global strategy, FTZcoin is steadily advancing from its foundation as a U.S.-compliant platform toward becoming a core infrastructure of the global digital economy.
Media Contact
Organization: FTZCOIN
Contact Person: Vivian
Website: https://pc.ftzcoin.com/home
Email: Send Email
Country:United States
Release id:44002
Disclaimer: This press release is for informational purposes only and does not constitute financial, investment, legal, or regulatory advice. Digital assets involve risk, and platform features, security measures, and regulatory status may change over time. References to licenses, technologies, or safeguards are descriptive in nature and should not be interpreted as guarantees of performance or protection.
The post FTZcoin Advances Its Global Strategy to the Next Level 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.
Sharjah Islamic Bank Reports Net Profit of AED 381 Million, Up 19.4% in Q1 2026
Post financial year-end hiring: Why Q2 staffing planning sets the tone for annual performance
FTZcoin Advances Its Global Strategy to the Next Level
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