Dean Bonner is associate survey director and research fellow at PPIC, where he coauthors the PPIC Statewide Survey—a large-scale public opinion project designed to develop an in-depth profile of the social, economic, and political attitudes at work in California elections and policymaking.

He has expertise in public opinion and survey research, political attitudes and participation, and voting behavior. Before joining PPIC, he taught political science at Tulane University and was a research associate at the University of New Orleans Survey Research Center. He holds a PhD and MA in political science from the University of New Orleans.

Rachel Lawler is a survey analyst at the Public Policy Institute of California, where she works with the statewide survey team. In that role, she led and contributed to a variety of quantitative and qualitative studies for both government and corporate clients. She holds an MA in American politics and foreign policy from the University College Dublin and a BA in political science from Chapman University.

Deja Thomas is a survey analyst at the Public Policy Institute of California, where she works with the statewide survey team. Prior to joining PPIC, she was a research assistant with the social and demographic trends team at the Pew Research Center.

In that role, she contributed to a variety of national quantitative and qualitative survey studies. She holds a BA in psychology from the University of Hawaiʻi at Mānoa. This survey was supported with funding from the Arjay and Frances F. Ruben Barrales Senior Vice President, External Relations Wells Fargo. Mollyann Brodie Executive Vice President and Chief Operating Officer Henry J. Kaiser Family Foundation. Bruce E. Cain Director Bill Lane Center for the American West Stanford University.

Jon Cohen Chief Research Officer and Senior Vice President, Strategic Partnerships and Business Development Momentive-AI. Joshua J. Dyck Co-Director Center for Public Opinion University of Massachusetts, Lowell. Lisa García Bedolla Vice Provost for Graduate Studies and Dean of the Graduate Division University of California, Berkeley.

Russell Hancock President and CEO Joint Venture Silicon Valley. Sherry Bebitch Jeffe Professor Sol Price School of Public Policy University of Southern California. Carol S. Larson President Emeritus The David and Lucile Packard Foundation.

Lisa Pitney Vice President of Government Relations The Walt Disney Company. Robert K. Ross, MD President and CEO The California Endowment. Most Reverend Jaime Soto Bishop of Sacramento Roman Catholic Diocese of Sacramento.

Helen Iris Torres CEO Hispanas Organized for Political Equality. David C. Wilson, PhD Dean and Professor Richard and Rhoda Goldman School of Public Policy University of California, Berkeley.

Chet Hewitt, Chair President and CEO Sierra Health Foundation. Mark Baldassare President and CEO Public Policy Institute of California.

Ophelia Basgal Affiliate Terner Center for Housing Innovation University of California, Berkeley. Louise Henry Bryson Chair Emerita, Board of Trustees J. Paul Getty Trust. Sandra Celedon President and CEO Fresno Building Healthy Communities. Marisa Chun Judge, Superior Court of California, County of San Francisco. Steven A. Leon E. Panetta Chairman The Panetta Institute for Public Policy.

Cassandra Walker Pye President Lucas Public Affairs. Gaddi H. Vasquez Retired Senior Vice President, Government Affairs Edison International Southern California Edison. The Public Policy Institute of California is dedicated to informing and improving public policy in California through independent, objective, nonpartisan research.

PPIC is a public charity. It does not take or support positions on any ballot measures or on any local, state, or federal legislation, nor does it endorse, support, or oppose any political parties or candidates for public office. Short sections of text, not to exceed three paragraphs, may be quoted without written permission provided that full attribution is given to the source.

Research publications reflect the views of the authors and do not necessarily reflect the views of our funders or of the staff, officers, advisory councils, or board of directors of the Public Policy Institute of California. This website uses cookies to analyze site traffic and to allow users to complete forms on the site. PPIC does not share, trade, sell, or otherwise disclose personal information. PPIC Water Policy Center. PPIC Statewide Survey. PPIC Higher Education Center. People Our Team Board of Directors Statewide Leadership Council Adjunct Fellows.

Support Ways to Give Our Contributors. Table of Contents Key Findings Overall Mood Gubernatorial Election State Propositions 26, 27, and 30 Congressional Elections Democracy and the Political Divide Approval Ratings Regional Map Methodology Questions and Responses Authors and Acknowledgments PPIC Statewide Advisory Committee PPIC Board of Directors Copyright.

Key Findings Overall Mood Gubernatorial Election State Propositions 26, 27, and 30 Congressional Elections Democracy and the Political Divide Approval Ratings Regional Map Methodology Questions and Responses Authors and Acknowledgments PPIC Statewide Advisory Committee PPIC Board of Directors Copyright. Key Findings California voters have now received their mail ballots, and the November 8 general election has entered its final stage.

These are among the key findings of a statewide survey on state and national issues conducted from October 14 to 23 by the Public Policy Institute of California: Many Californians have negative perceptions of their personal finances and the US economy.

Forty-seven percent say that things in California are going in the right direction, while 33 percent think things in the US are going in the right direction; partisans differ in their overall outlook. Partisans are deeply divided in their choices. Fewer than half of likely voters say the vote outcome of Propositions 26, 27, or 30 is very important to them.

Sixty-one percent say the issue of abortion rights is very important in their vote for Congress this year; Democrats are far more likely than Republicans or independents to hold this view. Republicans are far less likely than Democrats and independents to hold this positive view. There is rare partisan consensus on one topic: majorities of Democrats, Republicans, and independents are pessimistic that Americans with different political views can still come together and work out their differences.

About four in ten or more California adults and likely voters approve of US Senator Dianne Feinstein and US Senator Alex Padilla. These approval ratings vary across partisan groups. Approval of the state legislature is higher than approval of the US Congress. Would you call yourself a strong Democrat or not a very strong Democrat? Acknowledgments This survey was supported with funding from the Arjay and Frances F.

Kaiser Family Foundation Bruce E. Cain Director Bill Lane Center for the American West Stanford University Jon Cohen Chief Research Officer and Senior Vice President, Strategic Partnerships and Business Development Momentive-AI Joshua J. Dyck Co-Director Center for Public Opinion University of Massachusetts, Lowell Lisa García Bedolla Vice Provost for Graduate Studies and Dean of the Graduate Division University of California, Berkeley Russell Hancock President and CEO Joint Venture Silicon Valley Sherry Bebitch Jeffe Professor Sol Price School of Public Policy University of Southern California.

Robert Lapsley President California Business Roundtable Carol S. Ross, MD President and CEO The California Endowment Jui Shrestha Survey Specialist Consultant World Bank Most Reverend Jaime Soto Bishop of Sacramento Roman Catholic Diocese of Sacramento Helen Iris Torres CEO Hispanas Organized for Political Equality David C.

Tanda kurung kurawal { dan } di dalam PHP juga berguna sebagai pemisah variabel dengan karakter lain. maaf aga di luar topik. Yup, bisa kok gan. Di coba saja langsung… malah bisa disambung dengan perintah lain seperti ORDER BY, contohnya seperti ini:.

Sepertinya g bisa pakai query LIKE mas, harus pakai regular expression, dan ini bisa sedikit kompleks, contohnya:. Terima kasih artikel anda sangat membantu, kalau bisa saya ingin tanya. Cara untuk menpilkan data yang terdiri dari beberapa kata itu bagaimana Misalnya "Tampilkan semua record dari mspenerbit dimana snama penerbit terdiri dari 3 kata" ini perintahnya.

Inner join itu sebenarnya hanya perintah query gan, jadi bisa digabung dengan perintah query lain. Querynya akan lumayan kompleks, dan mesti dibuat dulu tabel yang menjadi contoh kasus tersebut. Yg mau saya tanyakan gmn cara menyandingan data tersebut jika berada di sheet yg berbeda. Dalam sheet yang berbeda? Datanya disimpan dimana y? soalnya di MySQL setahu saya tidak ada istilah "sheet".

Kalau di aplikasi database lain saya kurang tau…. nah jika saya ingin melakukan pencarian dengan kata 'a', dan hasil pencariannya merujuk kepada seluruh tabel yang ada di database yang mengandung kata 'a' itu bagaimana yah? mohon bantuannya om. Menurut saya pencariannya dilakukan saja satu2 sebanyak 4 kali. Bisa jadi kan, hasilnya ada di 2 tabel atau lebih. Untuk tampilannya nanti di handle dari PHP. Form searchnya cukup 1, tapi ketika submit PHP akan menjalankan 4 kali query SELECT..

LIKE, masing2 1 kali untuk setiap tabel. Jawaban saya sama seperti koment sebelum agan ini, yakni dipecah saja querynya satu2 untuk setiap kolom.

Selain lebih sederhana, kita juga g repot untuk mengatur tampilannya di PHP nanti. Misalnya bayangkan kalau ada data pencarian di kolom "nama" dan "alamat", misalnya ada siswa yang bernama "ambon". Nah, kalau hasil pencarian ini digabung, pengguna aplikasi kita juga bingung ini sebenarnya "ambon" nama siswa, atau nama kota "ambon".

Karna ada 2 atau 3 query tergantung banyaknya kolom , nanti buat juga beberapa tabel, satu untuk setiap kolom, jadi pengguna aplikasi bisa membedakan hasil pencarian untuk setiap kolom. Terimakasih banyak sangat, sangat membantu good. semoga yang ngepost di beripahala yang berlimpah. Mohon maaf, koment agan terdeteksi spam di aplikasi keamanan yang saya pakai, mungkin bisa dikosongkan nama webnya atau buat komentar yang cukup panjang….

Dalam programming, "query" bisa berarti banyak hal gan. Di dalam MySQL, "query" berarti singkatan dari SQL Structured query language , yakni "bahasa pemrograman" yang digunakan untuk menjalankan MySQL, seperti SELECT, INSERT, DROP, dll. Di dalam HTML atau PHP, ada yang namanya "query string", yakni tambahan alamat web yang bisanya digunakan untuk berbagai hal, termasuk pencarian.

Bagian "? Mungkin maksudnya apa beda pencarian menggunakan perintah LIKE MySQL dengan algoritma pencarian. Perintah LIKE MySQL menerapkan algoritma pencarian di dalam prosesnya. Jadi bisa disebut sebagai implementasi dari algoritma pencarian. Siang, aq mau tanya klo misal aq px tabel identitas, isix nama dan kode kota.. dan tabel kota isix kodekota dan nama kota..

Nah sy mau munculin nama dan namakota.. Sqlya sepwrti itu select a. nama, b. namakota From identitas a Left join kota b on a. Tp isi kode kota di tabel kota 01,02,03….

Kira" bgmn ya mengatasinya…terimakasih. format tanggal saya di database makasihhh banyak atas tutorial dan jawaban"nya. semoga Allah membalas semua kebaikan admin. tampilkan nama dan bagian yang namanya 1 bagian dengan "Dian Permana", namun anda tidak mengetahui nama bagian, dan kode bagian.

Kemungkinan besar itu karena tipe kolomnya. Karena seharusnya query LIKE tidak membedakan huruf besar maupun huruf kecil untuk tipe kolom CHAR, VARCHAR dan TEXT. INNER JOIN ini perintah untuk query SELECT, jadi baru bisa dibuat pada saat akan ditampilkan, bukan melekat di tabel. Jadi g akan ketemu "tabel yang sudah di inner join". min saya mau mencari berdasarkan nomor telepon operator misal nah kenapa ga ada yang muncul di database saya ya?

min saya mau tanya apakah query like digunakan untuk menampikan data tahun sampai tahun ? Tabel kegiatan —————————————— id kegiatan bulan —————————————— 1 Lari Pagi Januari 2 Bersepeda Februari 3 Renang Mei 4 Jalan Kaki Janurai ———————————————. Tabel Bulan —————————— id bulan —————————— 1 Januari 2 Februari 3 Maret 4 April 5 Mei 6 Juni 7 Juli 8 Agustus 9 Sepetember ————————————-. Outputnya : —————————————————————————————————————————————— No Kegiatan Januari Februari Maret April Mei Juni Juli Agustus Sepetmber —————————————————————————————————————————————— 1 Lari Pagi 1 0 0 0 0 0 0 0 0 2 Bersepeda 0 1 0 0 0 0 0 0 0 3 Renang 0 0 0 0 1 0 0 0 0 4 Jalan Kaki 1 0 0 0 0 0 0 0 0 —————————————————————————————————————————————— Jumlah 2 1 0 0 1 0 0 0 0 ——————————————————————————————————————————————.

Untuk keperluan itu bisa modifikasi query LIKE saja. Kalau untuk melihat konstruk lengkap dari record bagaimana ya mas? alhamdulillah terima kasih setelah baca artikel ini live searh saya berjalan sesuai dengan keinginan saya.

Notify me of follow-up comments by email. Notify me of new posts by email. Tutorial MySQL. Untuk pencarian yang lebih rumit dapat menggunakan Regular Expression yang akan kita bahas pada tutorial selanjutnya: Pencarian Data dari Tabel MySQL dengan Regular Expression REGEXP.

Tags: Belajar MySQL Dasar , Database , Pencarian Tabel MySQL , Penjelasan query LIKE , Tutorial , Tutorial Belajar MySQL Dasar , Tutorial MySQL. Ibnu Toha 09 Dec sepertinya ini masih sub bahasan query SELECT tapi kok beda halaman ya apa memang begitu? Andre 09 Dec In minutes or hours or days, you can be up and running with a contact center in the cloud. At the beginning of the pandemic, Barclays … sent all their agents home.

In something like 10 days, they got 6, agents up and running on Amazon Connect so they could continue servicing their end customers with customer service. We've built a lot of sophisticated capabilities that are machine learning-based inside of Connect. We can do call transcription, so that supervisors can help with training agents and services that extract meaning and themes out of those calls.

We don't talk about the primitive capabilities that power that, we just talk about the capabilities to transcribe calls and to extract meaning from the calls. It's really important that we provide solutions for customers at all levels of the stack. Given the economic challenges that customers are facing, how is AWS ensuring that enterprises are getting better returns on their cloud investments?

Now's the time to lean into the cloud more than ever, precisely because of the uncertainty. We saw it during the pandemic in early , and we're seeing it again now, which is, the benefits of the cloud only magnify in times of uncertainty. For example, the one thing which many companies do in challenging economic times is to cut capital expense.

For most companies, the cloud represents operating expense, not capital expense. You're not buying servers, you're basically paying per unit of time or unit of storage. That provides tremendous flexibility for many companies who just don't have the CapEx in their budgets to still be able to get important, innovation-driving projects done. Another huge benefit of the cloud is the flexibility that it provides — the elasticity, the ability to dramatically raise or dramatically shrink the amount of resources that are consumed.

You can only imagine if a company was in their own data centers, how hard that would have been to grow that quickly. The ability to dramatically grow or dramatically shrink your IT spend essentially is a unique feature of the cloud. These kinds of challenging times are exactly when you want to prepare yourself to be the innovators … to reinvigorate and reinvest and drive growth forward again.

We've seen so many customers who have prepared themselves, are using AWS, and then when a challenge hits, are actually able to accelerate because they've got competitors who are not as prepared, or there's a new opportunity that they spot. We see a lot of customers actually leaning into their cloud journeys during these uncertain economic times. Do you still push multi-year contracts, and when there's times like this, do customers have the ability to renegotiate?

Many are rapidly accelerating their journey to the cloud. Some customers are doing some belt-tightening. What we see a lot of is folks just being really focused on optimizing their resources, making sure that they're shutting down resources which they're not consuming. You do see some discretionary projects which are being not canceled, but pushed out. Every customer is free to make that choice. But of course, many of our larger customers want to make longer-term commitments, want to have a deeper relationship with us, want the economics that come with that commitment.

We're signing more long-term commitments than ever these days. We provide incredible value for our customers, which is what they care about. That kind of analysis would not be feasible, you wouldn't even be able to do that for most companies, on their own premises. So some of these workloads just become better, become very powerful cost-savings mechanisms, really only possible with advanced analytics that you can run in the cloud.

In other cases, just the fact that we have things like our Graviton processors and … run such large capabilities across multiple customers, our use of resources is so much more efficient than others. We are of significant enough scale that we, of course, have good purchasing economics of things like bandwidth and energy and so forth.

So, in general, there's significant cost savings by running on AWS, and that's what our customers are focused on. The margins of our business are going to … fluctuate up and down quarter to quarter. It will depend on what capital projects we've spent on that quarter. Obviously, energy prices are high at the moment, and so there are some quarters that are puts, other quarters there are takes.

The important thing for our customers is the value we provide them compared to what they're used to. And those benefits have been dramatic for years, as evidenced by the customers' adoption of AWS and the fact that we're still growing at the rate we are given the size business that we are. That adoption speaks louder than any other voice. Do you anticipate a higher percentage of customer workloads moving back on premises than you maybe would have three years ago? Absolutely not.

We're a big enough business, if you asked me have you ever seen X, I could probably find one of anything, but the absolute dominant trend is customers dramatically accelerating their move to the cloud.

Moving internal enterprise IT workloads like SAP to the cloud, that's a big trend. Creating new analytics capabilities that many times didn't even exist before and running those in the cloud. More startups than ever are building innovative new businesses in AWS. Our public-sector business continues to grow, serving both federal as well as state and local and educational institutions around the world.

It really is still day one. The opportunity is still very much in front of us, very much in front of our customers, and they continue to see that opportunity and to move rapidly to the cloud. In general, when we look across our worldwide customer base, we see time after time that the most innovation and the most efficient cost structure happens when customers choose one provider, when they're running predominantly on AWS. A lot of benefits of scale for our customers, including the expertise that they develop on learning one stack and really getting expert, rather than dividing up their expertise and having to go back to basics on the next parallel stack.

That being said, many customers are in a hybrid state, where they run IT in different environments. In some cases, that's by choice; in other cases, it's due to acquisitions, like buying companies and inherited technology.

We understand and embrace the fact that it's a messy world in IT, and that many of our customers for years are going to have some of their resources on premises, some on AWS. Some may have resources that run in other clouds.

We want to make that entire hybrid environment as easy and as powerful for customers as possible, so we've actually invested and continue to invest very heavily in these hybrid capabilities. A lot of customers are using containerized workloads now, and one of the big container technologies is Kubernetes.

We have a managed Kubernetes service, Elastic Kubernetes Service, and we have a … distribution of Kubernetes Amazon EKS Distro that customers can take and run on their own premises and even use to boot up resources in another public cloud and have all that be done in a consistent fashion and be able to observe and manage across all those environments. So we're very committed to providing hybrid capabilities, including running on premises, including running in other clouds, and making the world as easy and as cost-efficient as possible for customers.

Can you talk about why you brought Dilip Kumar, who was Amazon's vice president of physical retail and tech, into AWS as vice president applications and how that will play out?

He's a longtime, tenured Amazonian with many, many different roles — important roles — in the company over a many-year period. Dilip has come over to AWS to report directly to me, running an applications group.

We do have more and more customers who want to interact with the cloud at a higher level — higher up the stack or more on the application layer. We talked about Connect, our contact center solution, and we've also built services specifically for the healthcare industry like a data lake for healthcare records called Amazon HealthLake. We've built a lot of industrial services like IoT services for industrial settings, for example, to monitor industrial equipment to understand when it needs preventive maintenance.

We have a lot of capabilities we're building that are either for … horizontal use cases like Amazon Connect or industry verticals like automotive, healthcare, financial services. We see more and more demand for those, and Dilip has come in to really coalesce a lot of teams' capabilities, who will be focusing on those areas. You can expect to see us invest significantly in those areas and to come out with some really exciting innovations. Would that include going into CRM or ERP or other higher-level, run-your-business applications?

I don't think we have immediate plans in those particular areas, but as we've always said, we're going to be completely guided by our customers, and we'll go where our customers tell us it's most important to go next. It's always been our north star. Correction: This story was updated Nov.

Bennett Richardson bennettrich is the president of Protocol. Prior to joining Protocol in , Bennett was executive director of global strategic partnerships at POLITICO, where he led strategic growth efforts including POLITICO's European expansion in Brussels and POLITICO's creative agency POLITICO Focus during his six years with the company. Prior to POLITICO, Bennett was co-founder and CMO of Hinge, the mobile dating company recently acquired by Match Group.

Bennett began his career in digital and social brand marketing working with major brands across tech, energy, and health care at leading marketing and communications agencies including Edelman and GMMB. Bennett is originally from Portland, Maine, and received his bachelor's degree from Colgate University. Prior to joining Protocol in , he worked on the business desk at The New York Times, where he edited the DealBook newsletter and wrote Bits, the weekly tech newsletter.

He has previously worked at MIT Technology Review, Gizmodo, and New Scientist, and has held lectureships at the University of Oxford and Imperial College London. He also holds a doctorate in engineering from the University of Oxford. We launched Protocol in February to cover the evolving power center of tech. It is with deep sadness that just under three years later, we are winding down the publication.

As of today, we will not publish any more stories. All of our newsletters, apart from our flagship, Source Code, will no longer be sent. Source Code will be published and sent for the next few weeks, but it will also close down in December. Building this publication has not been easy; as with any small startup organization, it has often been chaotic.

But it has also been hugely fulfilling for those involved. We could not be prouder of, or more grateful to, the team we have assembled here over the last three years to build the publication. They are an inspirational group of people who have gone above and beyond, week after week. Today, we thank them deeply for all the work they have done.

We also thank you, our readers, for subscribing to our newsletters and reading our stories. We hope you have enjoyed our work. As companies expand their use of AI beyond running just a few machine learning models, and as larger enterprises go from deploying hundreds of models to thousands and even millions of models, ML practitioners say that they have yet to find what they need from prepackaged MLops systems.

As companies expand their use of AI beyond running just a few machine learning models, ML practitioners say that they have yet to find what they need from prepackaged MLops systems. Kate Kaye is an award-winning multimedia reporter digging deep and telling print, digital and audio stories. She covers AI and data for Protocol. Her reporting on AI and tech ethics issues has been published in OneZero, Fast Company, MIT Technology Review, CityLab, Ad Age and Digiday and heard on NPR.

Kate is the creator of RedTailMedia. org and is the author of "Campaign ' A Turning Point for Digital Media," a book about how the presidential campaigns used digital media and data. On any given day, Lily AI runs hundreds of machine learning models using computer vision and natural language processing that are customized for its retail and ecommerce clients to make website product recommendations, forecast demand, and plan merchandising. And he said that while some MLops systems can manage a larger number of models, they might not have desired features such as robust data visualization capabilities or the ability to work on premises rather than in cloud environments.

As companies expand their use of AI beyond running just a few ML models, and as larger enterprises go from deploying hundreds of models to thousands and even millions of models, many machine learning practitioners Protocol interviewed for this story say that they have yet to find what they need from prepackaged MLops systems.

Companies hawking MLops platforms for building and managing machine learning models include tech giants like Amazon, Google, Microsoft, and IBM and lesser-known vendors such as Comet, Cloudera, DataRobot, and Domino Data Lab. It's actually a complex problem. Intuit also has constructed its own systems for building and monitoring the immense number of ML models it has in production, including models that are customized for each of its QuickBooks software customers.

The model must recognize those distinctions. For instance, Hollman said the company built an ML feature management platform from the ground up. For companies that have been forced to go DIY, building these platforms themselves does not always require forging parts from raw materials. DBS has incorporated open-source tools for coding and application security purposes such as Nexus, Jenkins, Bitbucket, and Confluence to ensure the smooth integration and delivery of ML models, Gupta said.

Intuit has also used open-source tools or components sold by vendors to improve existing in-house systems or solve a particular problem, Hollman said. However, he emphasized the need to be selective about which route to take. I think that the best AI will be a build plus buy. However, creating consistency through the ML lifecycle from model training to deployment to monitoring becomes increasingly difficult as companies cobble together open-source or vendor-built machine learning components, said John Thomas, vice president and distinguished engineer at IBM.

The reality is most people are not there, so you have a whole bunch of different tools. Companies struggling to find suitable off-the-shelf MLops platforms are up against another major challenge, too: finding engineering talent. Many companies do not have software engineers on staff with the level of expertise necessary to architect systems that can handle large numbers of models or accommodate millions of split-second decision requests, said Abhishek Gupta, founder and principal researcher at Montreal AI Ethics Institute and senior responsible AI leader and expert at Boston Consulting Group.

For one thing, smaller companies are competing for talent against big tech firms that offer higher salaries and better resources. For companies with less-advanced AI operations, shopping at the existing MLops platform marketplace may be good enough, Hollman said.

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A federal appeals court struck a major blow against the Consumer Financial Protection Bureau with a finding that its funding mechanism is unconstitutional. The decision is likely to be challenged, setting up a major fight for the future of the top U. consumer-finance watchdog.

As set up under the Dodd-Frank Act, the CFPB is funded by the Federal Reserve rather than congressional appropriations. But Republicans have chafed at what they view as anti-business practices and a lack of oversight. The structure has been the target of legal challenges before. Democratic Sen. Elizabeth Warren, who oversaw the CFPB's creation , responded to the ruling on Twitter, writing that "extreme right-wing judges are throwing into question every rule the CFPB enforces to protect consumers and businesses alike.

Republican Sen. Cynthia Lummis, meanwhile, said the CFPB "needs the same Congressional oversight as every other government agency. The CFPB is expected to challenge the ruling, though it has yet to confirm that. To that point, the CFPB issued new guidance to credit-reporting agencies Thursday about omitting what it called "junk data" from credit reports.

The CFPB has faced several challenges to its existence over its 11 years in business. In , the Supreme Court ruled that restrictions on when its leader can be removed were unconstitutional, but rejected a plea to strike down the agency as a whole.

The most significant fear from progressive lawmakers and consumer groups is that the CFPB could see its resources chopped if left to the whims of Congress. Public Interest Research Group. The new court decision comes as the CFPB, under Biden-appointed director Rohit Chopra , has taken a more aggressive stance toward the financial industry than his Trump administration predecessors.

Chopra has also promised scrutiny over the way large technology companies are expanding into financial services. But the agency is also taking up initiatives with fintech industry support, including finally setting up open-banking rules to guide data-sharing between financial institutions and tech companies.

What the ruling means for the fintech industry remains to be seen. While regulators and companies can occasionally come into conflict, the agencies also serve an important role in providing rules of the road and certainty for business models. His decisions on major cryptocurrency cases have quoted "The Big Lebowski," "SNL," and "Dr.

The ways Zia Faruqui right has weighed on cases that have come before him can give lawyers clues as to what legal frameworks will pass muster. Veronica Irwin vronirwin is a San Francisco-based reporter at Protocol covering fintech. Previously she was at the San Francisco Examiner, covering tech from a hyper-local angle.

Before that, her byline was featured in SF Weekly, The Nation, Techworker, Ms. Magazine and The Frisc. One hundred percent electronic.

The author is Magistrate Judge Zia Faruqui. His rulings have made smart references to "The Big Lebowski," "Dr. Strangelove," and "SNL" parodies of the McLaughlin Group. Rather, before taking the judge position Faruqui was one of a group of prosecutors in the U. There, Faruqui prosecuted cases that involved terrorism, child pornography, and weapons proliferation.

But the ways Faruqui has weighed on cases that have come before him can give lawyers clues as to what legal frameworks will pass muster. Crypto lawyers have drawn on his prior decisions in the context of the Tornado Cash sanctions, for example. Faruqui spoke with Protocol about the power of his position, and what people in crypto should understand about the law. There was another prosecutor, Christopher Brown — you know, the other Chris Brown — and he had taken an interest in this when we were both working on financial crime in the Washington, D.

Our U. attorney at the time, Jessie Liu, had this idea of using financial investigations in a way that was not limited to just white collar crime, or even narcotics cases, but also for cyber investigations, to national security investigations, and in civil cases.

A lot of what we were investigating was related to following the money and so she wanted us to be this multidisciplinary unit. But I have to say, we started with the goal of wanting to make T-shirts, and we never did that while I was there. Your decisions have also gotten a lot of attention.

We're public servants! And in order for the public to have faith and trust us, they need to understand what it is that we're doing and what we're saying.

Humor is one way, not using a lot of legalese is another way. But I think there are many judges who are trying to make the judiciary more accessible, and so people can see the work that we're doing and understand what we're doing and then make their own opinions about if it's right or wrong. But at least, if it's understandable, then there's still some trust in the framework even if you don't agree with how our decisions are stated. We are ambassadors for the judiciary to the people in our courtroom — it's a very frightening proposition being in court if you've been federally charged, and people have perceptions of what they think can happen there in terms of fairness or unfairness.

But then it goes far beyond that. I do a lot of work with the Administrative Office of the Courts, our central body doing civic education and outreach to high schools, because I want college and high school students and law students to have an experience where they get a chance to talk to a judge. So my goal is certainly not just getting to one segment of the population, but it's making decisions accessible to whoever's interested in reading them. What has it felt like for you switching from that prosecutor role to magistrate judge?

Lawyers are trying to take different frameworks from one topic and apply them to another, and then convince you that that is or is not appropriate.

Being a judge is very different because you're evaluating what the parties present to you as the applicable legal frameworks, and deciding how new, groundbreaking technology fits into legal frameworks that were written 10 or 15 years ago. But that's not really a place where judges get involved in saying how it ought to be regulated.

There was, famously, a judge in Florida that said cryptocurrency was not money because you couldn't put it underneath your bed, and that's what money is: something that is tangible.

So different people are going to have different decisions. And that's not just true for crypto, but also other areas of the law. Your best-known crypto decisions strongly assert that crypto is traceable. One way people try to make it less traceable is with mixers, and Tornado Cash was sanctioned by OFAC not too long ago. Do you think the legal reasoning was sound enough for similar sanctions to be applied to other mixers, or decentralized exchanges?

I don't know. I think there's been some discussion that people may litigate some of these things, so I can't comment, because those frequently do come to our courthouse. And I think there are certainly people opining on that, yes and no.

So much of what judges do is that we rely on the parties that are before us to tell us what's right and what's wrong. And then, you know, obviously, they'll have different views, and we make a decision based on what people say in front of us.

Are you aware that some legal analysis of the Tornado Cash sanctions references your recent decision in a cryptocurrency sanctions case? That's what good lawyers will always do. Even legislators might look at that as they try to think about where the gaps are.

As a prosecutor I had a case where we sued three Chinese banks to give us their bank records, and it had never been done before. Afterwards, Congress passed a new law, using the decisions from judges in this court and the D. circuit court, the court above us.

So I'm sure people look at prior decisions and try to apply them in the ways that they want to. Are there any misconceptions about how the law applies to crypto, or how your decisions should be interpreted, that you wish you could get across? One misconception is that the judges can't understand this technology — we can.

People have these views in two extremes. The lawyer's fundamental job is to take super complex and technical things and boil them down to very easily digestible arguments for a judge, for a jury, or whoever it might be. The financial technology transformation is driving competition, creating consumer choice, and shaping the future of finance. Hear from seven fintech leaders who are reshaping the future of finance, and join the inaugural Financial Technology Association Fintech Summit to learn more.

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