In reality I was starving," wrote the user named Jirka, who has since started rebuilding his life.ĭisturbed by his own experience and others described online, Danzico began researching crypto addiction, writing up his findings in an article for crypto news site Cointelegraph. "When I called my mom I just said it's all ok, I have (a) good job, place to sleep etc. In September, a Czech man's tale of his disastrous attempt to get rich from crypto - taking on spiraling debts as he attempted to claw back his losses - went viral on Twitter.ĭepressed and homeless, he was too ashamed to ask for help. Tweets by "people discussing deep depression, really extreme thoughts of isolation and suicide" often accompany plunges in value.
"If one small fraction of those people are becoming hooked, we're talking about a burgeoning potential mental health crisis on a scale that I don't think that the world has ever seen."ĭanzico points out that you need look no further than Twitter, where crypto enthusiasts congregate, for a sense of the mental health consequences of the tokens' chronic instability. "We're talking tens of millions of people who are trading cryptocurrencies," he said. Reflecting months later during a trip home to the United States, the cheerful American mostly feels relieved that he nipped his addiction in the bud fairly quickly.īut as cryptocurrencies have grown from being a niche interest to a more mainstream one, Danzico says experiences much darker than his own are unfolding worldwide. His wife noticed him becoming anxious and angry.ĭanzico declines to specify the damage the experiment did to his finances - suffice to say that "for our bank account, it was bad". His emotions went on a similar rollercoaster, not helped by the fact that he was speculating in the depths of a Covid-19 lockdown. One-third of its global account executives are new.Cryptocurrencies like bitcoin and ethereum are notorious for their volatility, and the 39-year-old saw "years worth of money won and lost in a very short amount of time". Wipro has moved 60% of its leadership team closer to clients, which has helped it understand client problems better. Cloud revenue now consists of 30% of the topline. Its annual revenue run-rate surpassed the $10 billion mark. Wipro says it won mega deals in its core markets of North America and Europe, with total contract value (TCV) of large deals going up by 80% in the last one year. That means more complexity, more need for expertise and innovation a place where we want to play,” Delaporte added. Digital technology such as AI, big data, cloud, cyber security are seeing widespread adoption and exponential growth. “The pandemic has accelerated transformation timelines for all industries. Our growth will come from large deals and by expanding our market share of more than $200-300 million accounts,” Delaporte said.
“Firstly, we will continue to accelerate our momentum and ambitions through our continued focus on clients.
The company said the acquisition of Capco, a UK-based management and tech consultancy firm for about $1 billion earlier this year, is helping make better inroads into the financial services sector. Such deals have been at the centre of the company’s growth strategy since the Frenchman came on board. Premji said he has had the opportunity to travel over the last 3-4 weeks meeting customers "and everybody is thinking of themselves as a tech company, increasing efficiency through technology rather than reducing cost.” Delaporte said Wipro will focus on winning large deals worth $200-300 million. During this period, Premji has played a significant role in transforming the culture of the company into one where everyone is collaborating a lot more closely.
The company has made a remarkable turnaround since Thierry Delaporte took over as CEO a little over a year ago. “We are obsessed with growth, closer to customers, more local and agile and geographically distributed,” he said at the company's annual investor meet on Friday. BENGALURU: Wipro chairman Rishad Premji said the company has made significant changes in the operating model and leadership team and managed this with minimal disruption.
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