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HUB Cyber Security Appoints Former PayPal and American Express Executive Paul Parisi as its Global Chief Revenue Officer

HUB Cyber Security Appoints Former PayPal and American Express Executive Paul Parisi as its Global Chief Revenue Officer

Yahoo6 days ago

Strategic appointment accelerates HUB's North American expansion and institutional go-to-market execution
TEL AVIV, Israel, June 16, 2025 (GLOBE NEWSWIRE) -- HUB Cyber Security Ltd. (Nasdaq: HUBC) ('HUB' or the 'Company'), a global leader in zero-trust confidential computing and advanced secured data fabric technology, today announced the appointment of Mr. Paul Parisi as its Global Chief Revenue Officer. This appointment is a decisive step in HUB's long-term strategy to expand across North America, fortify its enterprise presence, and meet rising demand from Fortune 1000 clients, sovereign entities and financial institutions.
Mr. Parisi brings to the Company over 25 years of experience leading and scaling commercial organizations in highly regulated, fast-growing sectors. As President of PayPal Canada, he doubled transaction volumes and forged key institutional partnerships. Prior to that, he held senior leadership roles at American Express, including Vice President & General Manager of Global Commercial Payments, where he oversaw enterprise client strategy across Canada, the U.S., and the U.K. Most recently, he spearheaded Silicon Valley Bank's expansion into Canada, rapidly transforming it into SVB Financial's fastest-growing market.
'The appointment of Mr. Parisi represents a strategic milestone in HUB's North American expansion plan,' said Noah Hershcoviz, CEO of HUB. 'With a track record of scaling institutional platforms at Amex, PayPal, and SVB, Paul brings the operational discipline, regulatory insight, and leadership strength essential to support our next phase of growth. As we deepen our investment in this key market, his expertise will help the Company build a scalable, enterprise-grade business that drives long-term shareholder value.'
Mr. Parisi will lead HUB's global revenue strategy, with a sharp focus on North America. His priorities will include establishing enterprise sales frameworks, expanding compliance-aligned partner ecosystems, and scaling customer success infrastructure to support HUB's growing pipeline.
About HUB Cyber Security Ltd. (Nasdaq: HUBC)
HUB Cyber Security Ltd. ('HUB' or the 'Company') was established in 2017 by veterans of the elite intelligence units of the Israeli Defense Forces. The Company is a global leader in secured data infrastructure and confidential computing. Its Secured Data Fabric platform powers secure AI operations, compliance automation, and digital asset protection for financial institutions, governments, and regulated enterprises. HUB also specializes in unique cyber security solutions protecting sensitive commercial and government information. The Company debuted an advanced encrypted computing solution to prevent hostile intrusions at the hardware level while introducing a novel set of data theft prevention solutions. HUB operates in over 30 countries and provides innovative cybersecurity computing appliances and a wide range of cybersecurity services worldwide. Hub's Secured Data Fabric is a revolutionary product developed in partnership with its subsidiary, BlackSwan Technologies, that is emerging as a leader in highly secure data management and unification.
Forward-Looking Statements
This press release contains forward-looking statements for purposes of the safe harbor provisions under the United States Private Securities Litigation Reform Act of 1995. Forward-looking statements are typically identified by words such as 'plan,' 'believe,' 'expect,' 'anticipate,' 'intend,' 'outlook,' 'estimate,' 'future,' 'forecast,' 'project,' 'continue,' 'could,' 'may,' 'might,' 'possible,' 'potential,' 'predict,' 'seem,' 'should,' 'will,' 'would' and other similar words and expressions, but the absence of these words does not mean that a statement is not forward-looking.
The forward-looking statements are based on the current expectations of the management of HUB, as applicable, and are inherently subject to uncertainties and changes in circumstances and their potential effects and speak only as of the date of such statement. There can be no assurance that future developments will be those that have been anticipated. These forward-looking statements involve a number of risks, uncertainties, or other assumptions that may cause actual results or performance to be materially different from those expressed or implied by these forward-looking statements. These risks and uncertainties include, but are not limited to, those discussed and identified in public filings made with the SEC by HUB and the following: (i) significant uncertainty regarding the adequacy of HUB's liquidity and capital resources and its ability to repay its obligations as they become due; (ii) the war between Israel and Hamas commenced in October 2023, which may harm Israel's economy and HUB's business; (iii) expectations regarding HUB's strategies and future financial performance, including its future business plans or objectives, prospective performance and opportunities and competitors, revenues, products and services, pricing, operating expenses, market trends, liquidity, cash flows and uses of cash, capital expenditures, and HUB's ability to invest in growth initiatives and pursue acquisition opportunities; (iv) the outcome of any legal or regulatory proceedings against HUB in connection with our previously announced internal investigation or otherwise; (v) the ability to cure and meet stock exchange continued listing standards and remain listed on the Nasdaq; (vi) competition, the ability of HUB to grow and manage growth profitably, maintain relationships with customers and suppliers and retain its management and key employees; (vii) limited liquidity and trading of HUB's securities; (viii) geopolitical risk, including military action and related sanctions, and changes in applicable laws or regulations; (ix) the possibility that HUB may be adversely affected by other economic, business, and/or competitive factors; (x) other risks and uncertainties set forth in the sections entitled 'Risk Factors' and 'Cautionary Statement Regarding Forward-Looking Statements' in HUB's Annual Report on Form 20-F filed on May 1, 2025.
Should one or more of these risks or uncertainties materialize or should any of the assumptions made by the management of HUB prove incorrect, actual results may vary in material respects from those expressed or implied in these forward-looking statements.
All subsequent written and oral forward-looking statements concerning the business combination or other matters addressed in this press release and attributable to HUB or any person acting on its behalf are expressly qualified in their entirety by the cautionary statements contained or referred to in the press release. Except to the extent required by applicable law or regulation, HUB undertakes no obligation to update these forward-looking statements to reflect events or circumstances after the date of this press release to reflect the occurrence of unanticipated events.
Investor Relations
Lytham PartnersBen Shamsian646-829-9701shamsian@lythampartners.comSign in to access your portfolio

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Tesla Misses Robotaxi Launch Date, Goes With Safety Drivers
Tesla Misses Robotaxi Launch Date, Goes With Safety Drivers

Forbes

time32 minutes ago

  • Forbes

Tesla Misses Robotaxi Launch Date, Goes With Safety Drivers

A vehicle Tesla is using for robotaxi testing purposes in Austin, Texas, US, on Friday, June 20, ... More 2025.. Photographer: Eli Hartman/Bloomberg Tesla's much-anticipated June 22 'no one in the vehicle' Robotaxi launch in Austin is not ready. Instead, Tesla has announced to its invite-only passengers that it will operate a limited service with Tesla employees on board the vehicle to maintain safety. Tesla will use an approach that was used in 2019 by Russian robotaxi company Yandex, putting the safety driver in the passengers seat rather than the driver's seat. (Yandex's robotaxi was divested from Russian and now is called AVRide.) Having an employee on board, commonly called a safety driver, is the approach that every robocar company has used for testing, including testing of passenger operations. 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Albert/dpa (Photo by Hannes P Albert/picture alliance via Getty Images)y. It's hard to come up with any reason other than just how it looks. Tesla can state the vehicles have 'nobody in the driver's seat' in order to attempt to impress the public. The driving school system works, so it's not overtly dangerous, but in that case there's an obvious reason for it that's not optics. Tesla Cybercab concept. With only 2 seats and no controls, not very suitable for a safety driver. ... More These are not being used in Tesla's Austin pilot. That said, most robocar prototypes, including Tesla supervised FSD, are reasonably safe with capable safety drivers. A negligent and poorly managed safety driver in an Uber ATG test vehicle killed a pedestrian in Tempe, Arizona when the safety driver completely ignored her job, but otherwise these systems have a good record. The combination of Tesla Autopilot and a supervising driver has a reasonable record. 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What Do Employees Really Want Instead Of Pizza Parties?
What Do Employees Really Want Instead Of Pizza Parties?

Yahoo

time41 minutes ago

  • Yahoo

What Do Employees Really Want Instead Of Pizza Parties?

'Overworked and underpaid employees don't want pizza parties and team-building exercises,' he said. His eyes looked strained, and I couldn't tell if he had a headache or was exhausted… I guessed both. 'What's wrong with pizza?' I joked, trying to lighten the mood. 'Nothing. I like pizza. But when you're stressed about finances, have to fight for every penny you make, juggle more responsibilities than you have time, and doing everything you can to exceed expectations to the point of burnout… well, what you need is to feel valued, have opportunities for growth, a wage and a title that reflects everything that you're doing, some help, strong support and a good work culture… some freakin' hope… something that has more of a lasting impact than a slice of pizza.' I remained silent. I couldn't decide if I was allowing him more space to think or if I was thinking to myself how much I agreed with him. 'It's almost insulting,' he continued. '99.9% of the time, they act like they don't even recognize our existence, and now they want to throw us a party? No thanks. Having a party is great, but first, let's get your team healthy enough to enjoy it.' He paused. 'They're panhandling a superficial solution to a real problem.' 'And what's the real problem?' I asked. 'They aren't investing in people — they're investing in results. They don't realize that the results will exceed their expectations if you authentically invest in good, hardworking, talented people. Despite the lack of meaningful appreciation and resources, we have a great team. Think what it could be if they added the missing components.' He removed his glasses and wiped his eyes. He stared at me with a tiredness that went well beyond the moment. 'Wouldn't it be nice to have an environment where employees are invested in so much that they could find another job but don't because they love where they work?' he asked. 'That would be nice,' I said. 'What do you think is going to happen?' 'We are woefully under-supported, yet the expectations keep rising. Essentially, we're being set up to fail… either by failing to reach their unattainable bar or by failing our health and family in thinking that we must continue without setting realistic boundaries. Heck, it could end where I cannot meet their increasing expectations, get let go, and cannot even use them as a reference. That would be ridiculous, as I'm a great employee. I feel destined to fail, and that's a horrible feeling.' 'Sounds like fear is playing a role, too,' I said. 'You bet it does! They have me: I am too strapped for time and finances to even look for another job. By the end of the workday, I'm beyond exhausted, have headaches, can't sleep, and am barely present for my family. Yet, I'm doing this for my family. That's messed up. Worst, I actually like my job. Heck, I'm great at it. But who cares? They'd rather put money into hiring other positions and socials than caring for the few doing the bulk of the work. Where does that leave me? Seriously, where? It leaves me angry because I CARE.' I didn't say anything. 'Right… you're lack of response has been my answer for a long time. I can't do a damn thing, and they know it. But you know what?' 'What?' 'Even more than what I know about them, I know me,' he said. 'I've been in much worse situations than this one. I'm accustomed to survival mode. The difference was that I was fighting for something worth the sacrifice. Here, I am fighting to take care of my family in an environment that isn't fighting for me. The sacrifice, as it stands, is not supporting my why… if I am too sick or strained to be available to my family, why am I giving my limited energy to a job that would soon forget me the moment I'm gone?' 'Very true,' I said. 'I have two months of savings in my account. If I quit today, I would have two months to look for a job. Imagine what I could do with two months of actual rest and serenity. Granted, it would be stressful, especially since I'm already familiar with the devil I know. But, as it stands now, eventually, my body will force me to take two months off to recuperate from whatever condition I'm bringing upon myself. So, if I have to be down and out, wouldn't it be better to be down and out to find a job — rested and fed — than sick?' 'Sounds like you lack work-life balance because you fear losing your job if you speak up, fear failing their continued rising expectations, and fear of an eventual health prognosis of keeping your job if nothing changes,' I said. 'I'm afraid either way, I'm going to lose everything,' he said. 'Let's play that out. What if you lost your job today for whatever reason? What horrible thing could happen?' I asked. 'I could have a hard time finding another job due to the economy, I could be forced to sell our home, I would default on some loans, I would….' He stopped. 'I would fail my family.' 'Of all you just said, you didn't mention losing your family,' I said. 'Oh, I would never lose them. They are my life, and I know my wife and kids are always beside me,' he said. 'Always.' 'So, you'll never lose what is most important because you won't lose them, right?' I asked. 'Right,' he said. For the first time, his eyes looked like they had just read a hopeful line in a sad book. 'You're not letting your family down by acknowledging your worth, recognizing where you're most needed, and adjusting accordingly,' I said. 'What are you suggesting?' he asked. 'I would never tell you what to do, as that is between you and your family. I would recommend you take it to prayer with your wife. I would caution you not to allow this to continue for much longer, as you will eventually begin to harbor resentment and anger toward your employer and yourself for putting up with it. And I would stop having so many passive boundaries.' 'Passive boundaries?' he asked. 'Yes. You know you are a valuable employee. You mentioned to me earlier that you've been a stellar employee in every job you've had. Guess what? You will be again if you choose to get another job. Stop allowing others to pacify you with empty promises and pizza parties. Speak to what you want, whether a promotion or help … whatever you know to be true. If they don't see your requests as valid, that doesn't make them false. It just means they don't know your worth… make sure you do.' 'I know my worth, but I also know my responsibilities,' he said. 'That's fair. Often, we do things as adults because we 'have to' more than 'want to.' Responsibility isn't meant to be taken lightly or shirked. Over time, however, we must pay attention to patterns, noticing when individuals consistently demonstrate that they are not going to change and when it is upon us to change.' 'I get that. I'm just terrified of letting my family down,' he said. The weight upon him was suffocating, and I could tell he was carrying a burden that would eventually break him. 'That's speaking from a position of self-loathing and shame. Such thinking keeps you stagnant in areas where God has gifted you and given you talents to grow. There is nothing shameful about taking care of your health, not diminishing your value, and moving forward in full faith that God is opening doors you haven't even seen.' 'Opening doors I haven't even seen,' he repeated. 'I like the sound of that.' 'All I'm saying is keep your options open… you've convinced yourself that you're trapped. You're not. Even if things change for the better in your current job or it all falls away, the most important things will remain. And God will eventually position you on higher ground. He knows your needs. He knows you. Believe this. Trust God. And move forward, being okay with whatever outcome God provides.' 'Whatever outcome God provides. Yes,' he said. For the first time, he offered a faint smile. God, be with us as we make difficult decisions. Help us to simply be obedient to You, trusting that You will either change our situation or change us. May we use the skills and talents You have blessed us with to serve You with joy, knowing that You will provide for us and sustain us well beyond any earthly position. You are stronger than our greatest fears, and in Your strength, and in Your name, we move. Our true position is in You alone, Christ Jesus. Lead us, guide us, and take us from fear to faith in Your presence and peace. This column was initially published by CherryRoad Media. ©Tiffany Kaye Chartier.

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