In 1838, the invention of the camera sparked predictions that photography would make artists obsolete. When the noted French painter Paul Delaroche first saw an early photograph on a metal plate, he declared that “From today, painting is dead!” As he reasoned, why would anyone pay an artist to slowly and laboriously paint a scene when a camera could do the job more accurately, more quickly, and at a lower cost? 

This question has echoed through technological shifts and has resurfaced with intensity in recent weeks, as university students graduated on campuses across the United States. Today’s topic obviously is not photography but the societal impact of artificial intelligence. And as graduates booed the mention of AI during commencement addresses, they have provided a powerful reminder of several important truths. To start, people will insist on having a say in deciding when and how AI is used. 

The student message to tech leaders  

The reactions of this year’s graduates are a powerful wake-up call for the tech sector. Hopefully, leaders across our industry will listen and seek to learn from this reaction. For the past half century, the youngest generation of people and workers has led the way in adopting new digital technologies. A new Microsoft study shows this trend is true with AI. Counties with large college towns and outsized populations between the ages of 18 and 24 have the highest rates of AI adoption in the United States. When people who use a new technology complain about it, we had better take notice. 

It’s perhaps no surprise that college campuses are among the best places to learn about these emerging views firsthand. Over Memorial Day weekend at Princeton University, I found no shortage of discussion and even examples of student action. Graduating seniors have long donned “beer jackets” for celebrations, each class selecting its own unique design. This past year, however, a brief controversy emerged until class officers, responding to a student petition, rejected a popular design because it had been created with the help of AI. In its place, graduates wore jackets labeled both “100 percent cotton” and “100 percent human.” 

The rejection of artificial fibers and artificial intelligence illustrates how human tastes shape market economics even as efficiency and productivity advance. Machines don’t buy products. People do.  

Students and graduates recognize AI’s benefits. But they want to keep AI in its proper place. They rightly believe in the indispensable role of human agency. They want the future to be determined by humans deciding the role of machines, not by machines deciding the role of humans. And they want these decisions to reflect input from a broad community, especially the next generation of the workforce, rather than just a narrow group of elites. 

Today’s graduates are sending another powerful message as well: the American Dream has always stood for even more than a better job and greater economic opportunity, although that has been at its core. The American Dream has been founded on the dignity of work and the critical role it plays in giving life purpose. Great countries are built on great economies and great jobs. To those in the tech sector who seemingly want to pursue a future where computers replace jobs and AI becomes more capable than people, the next generation of people has offered a compelling response: “not so fast.” 

The ambitions of people 

The good news is that human ambition is irrepressible. It has been almost 300 years since the start of the first industrial revolution, and technology has changed many times over. But there is more human creativity at work in the world today than ever before. 

A trip to an art museum shows this is true even for the impact of the camera on painting. The invention of the camera initially led to a decline in portrait painting. But even that made a comeback. More remarkable was the way accurate photos spurred new forms of artistic expression. By the 1870s, photography’s “artificial eye” led a new generation of artists to portray emotion rather than detail. Impressionist artists captured the effects of light, color, and atmosphere in ways that a camera shutter could not. New artistic movements followed – Post-Impressionism, Fauvism, Cubism, and Surrealism – and continue today, expanding what it means to be an artist. As it turns out, few things are as resilient as human creativity. 

In 1986, I insisted on having a computer on my desk before I accepted a job at a leading law firm in Washington, D.C. For most of the past 40 years, I’ve been part of the tech sector – first as an outside lawyer, then a Microsoft attorney, and since 2001, in the company’s leadership ranks. I’ve long been an informal “liberal arts representative” among a group of extraordinary computer scientists and engineers.  

As I’ve followed technologists across our industry, I’ve often marveled at their vision, intellectual dexterity, and engineering prowess. But I’ve also seen many insightful individuals across the industry repeat two mistakes. First, they frequently overestimate the arrival of new technology, especially the pace of its impact. And even more importantly, they underestimate the capabilities of people. 

Human capability is neither fixed nor finite. Each discovery creates a stronger foundation that enables people to stand taller and reach higher. People have been proving this for millennia. There came a day when people discovered that a horse could run faster than a human. People learned how to ride horses.  

Real causes for concern 

None of this is meant to dismiss the anxiety of today’s graduates. They’re right to raise concerns and ask hard questions, including about AI and its impact on their future. They face multiple headwinds as they enter the job market. This includes AI automation of tasks in current entry-level positions and, especially in the tech sector, corporate pressure to reduce headcount to help pay for AI’s enormous capital expenditures. It also involves other factors, including geopolitical uncertainty, trade tensions, and correction from over-hiring in the early years of the decade. Like a perfect storm, the wind is blowing from multiple directions. 

Today’s graduates have been through a lot. They spent much of their high school years living through a pandemic while studying and socializing at home through a screen. They are digital natives, with all the good and bad that social media, ubiquitous mobile devices, and other technologies have created. Now AI is coming, and they worry that jobs will start to disappear.  

So, what should the next generation – and all the rest of us – do about AI? 

AI in context 

First, we should put AI in context. No one has a crystal ball for the future, but we all can learn from the past. AI is the latest in a list of technologies that will reshape the economy and society. It has become the next “General Purpose Technology,” a term economists apply to technologies that, like electricity, are applied across the economy. Some of these technologies, including ironworking, machine tools, and digital computing, have profoundly reshaped not just job categories but economic power among nations. AI likely will be one of the most important general purpose technologies of the next quarter century. And like previous general purpose technologies, AI will displace some jobs, even as it creates others and changes many of the ways we currently work. 

But it takes time for technology to diffuse across an economy and around the world. There are some who look at the power of AI and predict its massive diffusion in just a few years. It’s always possible that this time will be different, but the world has never previously seen technology diffusion at that pace. The reason is not grounded in technology. It’s people. As Professors Arvind Narayanan and Sayash Kapoor have written, “diffusion is limited by the speed of human, organizational, and institutional change.”  

Put in historical context, broad AI transformation over the next quarter century would itself be remarkable. That pace of change appears to be reflected in Microsoft’s own recent data. Our most recent AI Diffusion Report estimates that 17.8 percent of the world’s working age population currently uses generative AI. The rate in the United States is higher than the global average, but still only at 31.3 percent. And as Professor Narayanan has shown, the impact of new technology across a high percentage of work typically lags well behind this type of initial usage rate.  

As the legendary UCLA basketball coach John Wooden, who led his teams to 10 national championships, advised his players two generations ago, we should “be quick, but don’t hurry.” In other words, we should act quickly and decisively and with preparation and purpose. But we need not – and should not – rush in a way that creates mistakes or panic.  

The key is to think things through. One good way to start is to consider some of the insights that have emerged already. For each of us as individuals. For companies and organizations. And for society.  

The implications for individuals 

In the three-and-a-half years since the release of ChatGPT, one initial insight is profound yet unsurprising. AI often is at its best when we use it to strengthen existing human capabilities and endeavors. In short, people can use AI to make themselves better.  

I see this every day in the work of Microsoft’s AI for Good Lab, which works with non-profits and governments around the world. Firefighters in California are using AI to help spot wildfires more quickly. Legal professionals in Africa are using it to help provide advice to women who don’t have access to a lawyer. Teams in Ukraine are using AI to help identify and remove landmines that threaten civilians. And conservationists around the world are using it to help farmers develop more productive and sustainable agricultural practices. 

There is a clear pattern in these examples. People are acting with ambition. They are using AI not to replace their subject matter expertise but to give it more impact. They are taking their knowledge, passion, and sense of purpose and using AI to help solve problems they care about.  

My colleagues Ryan Roslansky and Aneesh Raman have been focusing on these issues in recent years, based on their longstanding work at LinkedIn. They recently published an important book on the topic, Open to Work: How to Get Ahead in the Age of AI. In my view, it’s the first book that combines a view on where AI is going with practical advice for individuals.  

The more I’ve thought about it, two of their themes are particularly important. The first is for each of us in the workforce today to think about our job not as a title but a bundle of tasks. Their advice is to write down a list of your tasks and put them into three buckets: the bucket of tasks that AI can do; the bucket of tasks that you can do with AI; and the bucket of tasks that humans must do by themselves.  

If almost everything is in the first bucket, then one should think about pursuing a different type of job. But for most people, most tasks fall into the second bucket. In other words, if I can get AI to do the tasks in the first bucket, then I can focus my attention on the second and third buckets and consider how to use AI as a tool to help become more productive and impactful.  

There’s a second insight in the book that is even more important. In an Age of AI, there are perhaps even more opportunities to distinguish ourselves based on the soft skills that are uniquely human. Ryan and Aneesh point to five, all of which start with the letter C – curiosity, creativity, compassion, communications, and courage. Even when AI automates multiple tasks, people must continue to oversee its work. This creates the need for additional human observation and insight. In short, human judgment remains essential. 

All this speaks to one of the questions I hear repeatedly from students and their parents. What should people study to prepare for the future? Call me old fashioned, but I believe people should continue to pursue their passions. Develop expertise in an important field that fascinates you. Keep working hard to master it. At the same time, develop AI fluency so you can use AI to help apply your expertise better than has ever been possible before. This doesn’t mean the future will be easy. It seldom is. But it’s a recipe that will continue to prepare you for success. 

The impact on companies and organizations 

These insights apply as much to organizations as to individuals. After all, employers must thrive for employees to thrive. And successful businesses, like successful individuals, rely on distinctive and often deep expertise – about products, business processes, operating rhythms, and a deep understanding of customers. AI should not replace this foundation; it should strengthen and extend it. 

This can build on where AI technology is going. Organizations can now move beyond chat-based assistants to a network with AI agents that can help employees reason, make decisions, and run workflows across their data and systems.  

Organizations can implement their own AI systems that harness the power of multiple AI models and access their own unique enterprise knowledge. They can strengthen the effectiveness of these systems through AI tools that provide evaluations (“evals”) of a system’s performance and constantly make incremental improvements to it. Like climbing up a hill, each organization can manage an AI system that moves towards better outcomes and higher performance over time. Instead of solely consuming a frontier AI model, organizations can build their own “hill climbing machine” and participate more fully on their own terms in the AI ecosystem. 

By taking this approach, organizations can use AI to accelerate learning rather than replace it. Leaders can use AI to add capabilities inside their organizations, ensuring that their human expertise and judgment remain key competitive differentiators.  

This points to an age-old necessity. Business leaders and individual entrepreneurs must harness the latest technology while protecting their expertise and intellectual property, including through patents, copyrights, and trade secrets. AI adds a new dimension here. The benefits of AI for a business will be short-lived if it transfers and trains someone else’s AI model using a firm’s unique knowledge and expertise. This helps explain why each company needs to develop its own internal AI capabilities and control its own data.  

This is emerging as a critical issue not only for organizations but for today’s graduates, our economies, and even nations. The best way to promote broad economic and job growth is to ensure that every economic sector can harness the power of AI without surrendering its unique expertise. Sovereignty must be preserved not only for countries but for companies. And privacy must be protected not only for individuals but for organizations.  

A broader public conversation 

For individuals and organizations alike, the key is to harness AI’s benefits while preserving timeless human values and economic needs. Given the magnitude of the AI transformation, we’ll need innovative and collaborative efforts that bring the public and private sectors together to help prepare people for success in the Age of AI. This should start with a sobering recognition. The technological, economic, and societal transformations of the past three decades have left too many people behind. We’ll need to try different approaches, built on more shared responsibilities, if we’re going to do better as we move forward.  

Even in a time of fractured public discourse, it will be critical to find more ways to bring more people together to develop common solutions. This requires a big tent with a breadth of perspectives. We need to make room not only for technology companies, employers, and governments, but for non-profits, students, the world’s religions, labor leaders, and workers themselves. As Liz Shuler, the President of the AFL-CIO, said recently, “Who knows best how workplaces function and how work gets done than people who work for a living?” 

Our role at Microsoft 

As a company, we’re committed to playing an active part and constructive role in addressing these issues. We bring not only new technologies and ways of working, but perspective born of experience. For more than 50 years, Microsoft has helped workers and organizations adapt to technological changes, whether in offices, labs, classrooms, or factories. Our mission has been to build products to empower people and organizations to achieve more. And then help them put those tools to work.  

Our experience gives us determination and even a dose of optimism. We remember when people worried that word processing would lead to the end of jobs for people who typed for a living. But what came next – knowledge work and entirely new industries to support the computer age – transformed what “work” was. When spreadsheets automated calculations, people didn’t do less math. They built more sophisticated financial models. When emails made communication instant, people didn’t write less. They communicated more frequently and with more people. When technology increases supply, human ambition often generates more demand. As humans, we don’t plateau. We expand. 

This isn’t just philosophical. It’s our business model. Workers have been Microsoft’s lifeblood from the start. If the world’s people don’t have jobs, then neither do we. And if we’re not doing our part to help people use technology to pursue better jobs, then we’re not doing the job we were born to do. 

Heeding the next generation’s call 

This context shapes our reaction to recent commencement ceremonies. Graduating students who grimace or even boo at references to AI are telling us what we need to hear, that it’s time once again to raise the bar. That has been a frequent refrain from students for decades. The key is always to channel uncertainty into purposeful steps that build a better future. Across the tech sector and in business, non-profits, and government, we can do precisely that. 

I would add a second message for today’s graduates: you’re in a unique position to have a positive impact. You’ve lived through significant challenges. While it may feel unfair that the job market is so uncertain, you were made for this moment. Technology is second nature to your generation. Constant change has taught you how to adapt quickly. As AI reshapes how we work, you don’t need to unlearn decades of habits the way some of us do. You are better equipped to move forward.   

Technology will change, but you can stand firmly and speak loudly for values that are timeless. Agency. Ambition. Dignity. All fulfilled through work and technology that gives us purpose.  

Do everything you can to help advance these values.  

The post AI, jobs, and the next generation appeared first on Microsoft On the Issues.

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Identity Is the New Attack Surface: How Infostealers Are Reshaping Enterprise Risk

Our new guide explores how infostealers are fueling modern identity-based attacks and how organizations can build a proactive defense before stolen access is weaponized.

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Flashpoint

June 10, 2026

Table Of Contents

Table of Contents

The New Reality of Identity-Based Threats

Why Identity Has Become the Preferred Attack Surface

What Is an Identity-Based Attack?

From Credential Theft to Identity Exploitation

Turning Exposure Into Actionable Intelligence

Building a Proactive Defense Across the Identity Layer

Key Infostealer Statistics

Frequently Asked Questions (FAQ)

More

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The New Reality of Identity-Based Threats

A publicly exposed database surfaced in early 2026 containing more than 149 million stolen login credentials. The records were not tied to a single breach or organization. Instead, they had been quietly collected over time from devices infected with information-stealing malware, with each record containing usernames, passwords, session data, and the context needed to use them.

Unlike traditional breach dumps, this data was structured, searchable, and immediately actionable. Credentials were mapped to specific services, session artifacts reflected active logins, and much of the information was recent enough to enable direct access without triggering traditional security controls.

This incident reflects a broader shift in the threat landscape.

More than 11.1 million devices were infected with infostealers last year, fueling a supply of over 3.3 billion stolen credentials, session cookies, cloud tokens, and other forms of identity data now circulating across illicit markets.

For security teams, the challenge is no longer simply detecting a breach after it occurs. It is understanding when access may already exist — where compromised credentials are circulating, how they are being used, and how quickly they can be weaponized.

That’s why Flashpoint created Identity Is the New Attack Surface: A Guide to Infostealers and Proactive Defense.

Drawing on Flashpoint’s Primary Source Collection (PSC) and analyst-driven intelligence, this guide helps IT, Threat Intelligence, Fraud, and HUNT teams understand how infostealers operate, how stolen identity data fuels real-world attacks, and how organizations can move from reactive response to proactive defense.

The guide explores:

• How today’s most active infostealers power modern attack chains
• How threat actors weaponize stolen credentials, cookies, and session data
• How organizations can operationalize infostealer intelligence for proactive defense
• How to evaluate infostealer intelligence providers and detection capabilities

Report

Identity Is the New Attack Surface: A Guide to Infostealers and Proactive Defense

Download this guide to learn how to build an infostealer defense program, with Flashpoint’s proprietary data …

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Why Identity Has Become the Preferred Attack Surface

For years, security teams focused on vulnerabilities, malware delivery, and network intrusion as the primary paths to compromise. Increasingly, however, threat actors are taking a different

Modern infostealers such as Lumma, StealC, Vidar, Acreed, and Rhadamanthys provide attackers with something more valuable than initial access: usable identity. These malware families collect credentials, browser artifacts, session cookies, application data, and host metadata that help threat actors understand how a victim authenticates and what systems they can access.

A single infected device can expose credentials, browser artifacts, session cookies, application data, host metadata, and access to enterprise SaaS platforms. Together, these artifacts create a detailed profile of how a user authenticates, what systems they access, and how those systems trust that identity.

This is what makes infostealer data so valuable.

“For years, organizations have invested heavily in detecting malware, blocking exploits, and hardening infrastructure. Meanwhile, attackers have increasingly shifted to a simpler strategy: logging in with valid identities.

Infostealers have fundamentally changed the economics of access. Threat actors no longer need to compromise a network directly when billions of credentials, session cookies, and authentication artifacts are already circulating in underground ecosystems. The challenge for defenders has risen from preventing compromise to identifying where access already exists and how quickly it can be weaponized.”

Ian Gray, Vice President of Intelligence at Flashpoint

Identity data is inherently reusable. A stolen credential can be tested across multiple services. A session cookie can potentially allow attackers to hijack authenticated sessions. Browser and host metadata can help threat actors recreate a victim’s environment and bypass security controls designed to detect suspicious logins.

What begins as a single infection can quickly evolve into access across multiple systems, applications, and organizations.

What Is an Identity-Based Attack?

Identity-based attacks occur when threat actors use legitimate credentials, session cookies, authentication tokens, or other identity artifacts to gain access to systems and applications. Rather than exploiting a vulnerability or deploying malware inside a target environment, attackers authenticate as trusted users using stolen identity data.

This shift is one of the primary reasons infostealers have become so valuable. Modern infostealer logs often contain far more than usernames and passwords. They may also include browser cookies, session information, host metadata, application data, and other artifacts that help attackers understand how a user authenticates and what systems they can access. When combined, this information enables account takeover, fraud, lateral movement, and other forms of identity-based abuse.

From Credential Theft to Identity Exploitation

The way threat actors operationalize stolen data is evolving just as rapidly as the data itself.

Historically, attackers often had to manually review stolen credentials and determine which accounts were worth pursuing. Today, that process is increasingly automated.

Infostealer logs can be aggregated, tested, and prioritized at scale, allowing threat actors to rapidly identify valid access across enterprise systems, SaaS platforms, VPNs, and cloud environments.

Flashpoint identifies this as a hybrid threat: the convergence of large-scale identity compromise and automated exploitation.

Once valid access is identified, attackers can move quickly. Credentials may be reused across services. Session data can be leveraged for account takeover. Access can be sold to ransomware operators, fraud actors, or other criminal groups. In many cases, exposure itself becomes part of the attack lifecycle rather than merely a precursor to it.

The result is a threat landscape where stolen identity data is not simply stored and sold. It is continuously tested, validated, reused, and operationalized.

Turning Exposure Into Actionable Intelligence

For defenders, prevention remains important. But prevention alone is no longer enough.

Organizations must also be able to identify when credentials, session cookies, and other identity artifacts have already been exposed and are circulating within underground ecosystems.

The earliest opportunity to intervene is often after data has been exfiltrated but before attackers have successfully operationalized it.

Achieving that visibility requires more than traditional breach feeds or aggregated datasets.

Flashpoint’s Primary Source Collection approach provides direct visibility into the forums, marketplaces, Telegram channels, malware repositories, and illicit communities where infostealer activity originates. Rather than relying solely on recycled breach data, Flashpoint continuously collects from the environments where stolen identity data is first shared, sold, and operationalized.

However, collection alone is not enough.

Raw infostealer logs are noisy, fragmented, and difficult to operationalize at scale. Flashpoint transforms these logs into structured intelligence through a multi-stage workflow that includes:

• Source ingestion from underground ecosystems
• Normalization and de-duplication of collected data
• Automated parsing and enrichment of credentials, cookies, host metadata, and malware attribution
• Structured output that supports alerts, investigations, and integrations across existing security workflows

This process helps defenders understand not only what was exposed, but who may be affected, how exposure occurred, what systems may be at risk, and how quickly action is required.

Building a Proactive Defense Across the Identity Layer

The rise of infostealers has fundamentally changed how organizations should think about attack surface management.

The attack surface is no longer limited to infrastructure, endpoints, or internet-facing applications. It now includes the digital identities of employees, partners, vendors, and customers.

Security teams need visibility into the identity layer itself — understanding where exposure exists, how attackers are leveraging stolen data, and what actions should be taken before access is exploited.

By combining direct visibility into underground ecosystems with structured, actionable intelligence, organizations can identify compromised accounts earlier, uncover infection trends, prioritize response efforts, and reduce the likelihood of downstream compromise.

Download Identity Is the New Attack Surface: A Guide to Infostealers and Proactive Defense to learn how your organization can build a proactive defense program across the identity layer.

Key Infostealer Statistics

According to Flashpoint research:

• More than 11.1 million devices were infected with infostealers in the last year.
• Over 3.3 billion credentials, session cookies, cloud tokens, and identity artifacts are circulating across illicit markets.
• Flashpoint analysts identified 30+ active infostealer strains being sold across underground ecosystems.
• Flashpoint’s credential database contains 48+ billion credentials, including more than 1 billion tied to infostealer activity.
• More than 4.2% of infostealer-exposed credentials include browser cookies that may support session hijacking.
• Flashpoint can collect and parse some infostealer logs within one to two days of infection.

Frequently Asked Questions (FAQ)

FAQ: Infostealers and Identity-Based Threats

What is an infostealer?

An infostealer is a type of malware designed to collect sensitive information from an infected device. Depending on the strain, this can include usernames and passwords, browser cookies, session tokens, saved payment information, cryptocurrency wallets, system metadata, and other identity-related artifacts.

How do infostealers work?

Infostealers infect a victim’s device and collect information such as credentials, browser data, session cookies, autofill information, cryptocurrency wallet data, and system metadata. The stolen information is packaged into files known as infostealer logs, which can then be sold, shared, or operationalized by threat actors.

What information can infostealers steal?

Depending on the malware family, infostealers can collect usernames and passwords, session cookies, authentication tokens, browser history, saved payment information, cryptocurrency wallet data, system information, installed applications, and other identity-related artifacts. The goal is to provide attackers with enough information to access accounts and impersonate legitimate users.

What are the most common infostealers?

The infostealer ecosystem changes rapidly, but Flashpoint analysts currently track strains such as Lumma (also known as LummaC2/Remus), StealC, Vidar, Acreed, and Rhadamanthys among the most prominent malware families driving credential theft and identity-based attacks.

Why are infostealers so dangerous?

Infostealers provide attackers with more than credentials. Modern infostealer logs often contain the context needed to use stolen data, including session information, browser artifacts, and device metadata. This allows threat actors to perform account takeovers, move laterally within environments, and gain access to business-critical systems. According to Flashpoint’s 2026 Global Threat Intelligence Report, more than 11.1 million devices were infected with infostealers last year, contributing to a pool of over 3.3 billion stolen credentials, session cookies, cloud tokens, and other identity artifacts.

What is an infostealer log?

An infostealer log is a package of data collected from an infected device. Logs may contain credentials, cookies, browser data, application information, host metadata, and other artifacts that help attackers understand how a victim authenticates and what systems they can access.

Can infostealers bypass multi-factor authentication (MFA)?

In some cases, yes. While multifactor authentication remains a critical security control, stolen session cookies and authenticated session data can sometimes allow threat actors to hijack existing sessions without needing to complete the MFA process themselves. Flashpoint found that more than 4.2% of infostealer-exposed credentials in its dataset were associated with browser cookies, highlighting the growing importance of session-based risk.

How do threat actors obtain infostealer logs?

Infostealer logs are frequently bought and sold across illicit marketplaces, forums, Telegram channels, and other underground communities. Many are distributed through Malware-as-a-Service (MaaS) offerings that make infostealer capabilities accessible to a wide range of threat actors. Flashpoint analysts identified more than 30 unique infostealer strains actively offered for sale across underground ecosystems.

How can organizations detect credential exposure from infostealers?

Organizations can monitor underground sources where stolen data is shared and sold, identify exposed credentials associated with their domains, and investigate related artifacts such as cookies, host metadata, and malware attribution. The earlier exposure is identified, the greater the opportunity to remediate before attackers operationalize access. Flashpoint collects and parses some infostealer logs within one to two days of infection, helping organizations detect exposure closer to the point of compromise.

What should organizations do if employee credentials appear in an infostealer log?

Organizations should immediately assess the scope of exposure, reset affected credentials, invalidate active sessions, review authentication activity, investigate the infected device, and determine whether additional accounts or systems may have been impacted.

How is Flashpoint’s approach to infostealer intelligence different from traditional breach monitoring?

Many organizations rely on aggregated breach feeds or credential dumps that may be weeks or months old by the time they are discovered. Flashpoint’s Primary Source Collection (PSC) approach provides direct visibility into the forums, marketplaces, Telegram channels, and underground communities where stolen identity data is first shared, sold, and operationalized.

In addition to collecting raw infostealer logs, Flashpoint parses and enriches the data with context such as malware attribution, session cookies, host metadata, browser artifacts, and affected identities. Today, Flashpoint’s credential database contains more than 48 billion credentials, including over 1 billion tied to infostealer activity, providing organizations with actionable intelligence rather than raw exposure data.

The post Identity Is the New Attack Surface: How Infostealers Are Reshaping Enterprise Risk appeared first on Flashpoint.

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Understanding Illicit Ecosystems: Weaponizing Mainstream Apps and Social Infrastructure

As part of our ongoing series, we focus on the shared infrastructure that fuels threat actors; the intersection of mainstream social media, open-source messaging platforms, and gaming communities.

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Flashpoint Intel Team

June 8, 2026

Table Of Contents

Table of Contents

The Clearnet Threat Landscape: Hiding in Plain Sight

How Threat Actors Weaponize Consumer Platforms

Monitor the Clearnet Using Flashpoint

More

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Threat actors and their illicit communities do not exist in a vacuum. To scale their operations, coordinate financial fraud, deploy malware, and recruit new talent, threat actors must interface with the broader digital world. This means leveraging everyday, public digital spaces to facilitate illicit activity, effectively hiding in plain sight.

The Clearnet Threat Landscape: Hiding in Plain Sight

When conceptualizing the cybercriminal underground, it is easy to focus exclusively on Tor-based onion sites or restricted-access dark web forums and marketplaces. However, a massive portion of modern illicit activity thrives on the clearnet. Threat actors heavily utilize commercial social media and public messaging networks to coordinate fraud, deploy malware, and run public relations campaigns for their operations.

At first glance, conducting illicit operations on highly monitored, mainstream platforms seems counterintuitive. However, the massive, continuous volume of legitimate traffic on the clearnet provides a form of operational security. By blending into the noise, threat actors can maintain a highly accessible digital presence. This visibility is crucial for their business models: it allows them to maintain a low barrier to entry for potential recruits and targets who know exactly what markers to look for, or who are systematically funneled into these spaces.

How Threat Actors Weaponize Consumer Platforms

The misuse of mainstream communication tools has changed how threat actors interact. Rather than waiting for users to seek out the dark web, cybercriminals are actively meeting their targets or co-conspirators on platforms designed for daily socialization.

Discord

Originally built to connect gaming communities, Discord’s rapid growth and robust infrastructure have inadvertently made it a target for malicious activity. Cybercriminals treat the platform as a multi-functional tool for both technical infrastructure, social engineering, and radicalization.

On a technical level, advanced persistent threats (APTs) and other threat actors exploit Discord’s content delivery network (CDN) to host and distribute malware. Because traffic to Discord domains is generally trusted by corporate networks, threat actors can potentially use it to deliver payloads—such as infostealers and remote access trojans (RATs)—bypassing standard security perimeters.

Beyond hosting malware, extremist groups across various ideological spectrums often target the platform’s demographic, which skews heavily towards younger tech-savvy users. This group provides an impressionable pool of adolescents who may be susceptible to grooming, indoctrination, and recruitment into illicit operations.

Case Study: The Targeting and Recruitment Mechanics of “The Com”

While monitoring The Com, Flashpoint analysts have observed the systematic use of platforms like Discord, Roblox, and Minecraft to run predatory extortion pipelines. The mechanics of this ecosystem takes place through a multi-phase methodology:

1. Platform Scouting: Recruiters patrol servers on popular youth-centric gaming platforms, such as Discord, Roblox, and Minecraft. They look for minors showing signs of social isolation, depression, disordered eating, or a desire to belong.
2. Building Trust and “Love Bombing”: Initial engagements are seemingly harmless. However, trust is built quickly to establish a sense of indebtedness. Recruiters offer gifts such as in-game perks/currency, premium subscriptions, or other digital items. In some cases, a romantic facade is used to establish a connection. In either scenario, “love bombing” creates an immediate feeling of psychological obligation in the target.
3. Platform Migration: Once rapport is established, the recruiter moves the target away from the game and into an encrypted app or private Discord server, following a public-to-private strategy. By moving the interaction away from the original platform’s safety controls, the recruiter can isolate the target in a more controlled environment.

Once isolated, perpetrators coerce victims into sending sensitive imagery or CSAM. This material is immediately compiled and weaponized as leverage for blackmail via doxxing. This creates a severe psychological trap in which the victim feels compelled to partake in escalating illegal activity to keep their previous actions hidden. This drives the victim to transition from a victim into an aggressor to escape their own abuse.

Telegram

While many social media and messaging platforms can serve as an initial funnel for engagement, Telegram has been known to be used from time to time as an operational hub for the broader illicit ecosystem. Since the arrest of Pavel Durov, Telegram has begun working more closely with law enforcement, leading to several key arrests and major disruptions due to their cooperation. 

The platform occupies a unique space in threat intelligence and open source intelligence (OSINT). While the vast majority of its user base is entirely benign, its minimal moderation policy and robust channel architecture have made it vital to public and private intelligence gathering.

Telegram functions as an open marketplace and real-time coordination center for a vast spectrum of threat actors. Flashpoint has observed it being used by:

1. State-sponsored APT groups and hacktivists
2. Geopolitical actors and mercenary groups distributing battlefield intelligence and propaganda
3. Cybercriminal syndicates coordinating financial fraud schemes, check fraud, and the sale of compromised data.

Furthermore, threat actors routinely use other public-facing platforms like X (formerly Twitter) alongside Telegram to amplify their impact. They leverage the broad reach of social media to broadcast proof of their compromises, hype up ransomware leaks, and exert public pressure on corporate victims during extortion cycles. Concurrently, Telegram often acts as the backend repository where the stolen data is hosted, discussed, and monetized.

Monitor the Clearnet Using Flashpoint

The evolution of illicit ecosystems demonstrates that the lines between the dark web and the clearnet have intersected. Whether analyzing the activities of extremist and threat actor groups or tracking the predatory pipelines of The Com, defenders must look beyond traditional intelligence sources.

Because malicious actors rely heavily on consumer messaging apps and social platforms to coordinate attacks, leak data, and target people, monitoring these public-to-private pipelines is an essential component of threat intelligence. Uncovering these physical and cyber threats requires best-in-class threat intelligence and OSINT investigations capable of parsing the massive noise of the clearnet to find the signals of illicit coordination.

Request a demo to see how Flashpoint empowers security teams to monitor these decentralized threat landscapes to proactively protect their critical assets.

Check out the rest of our “Understanding Illicit Ecosystems” series:

Understanding Illicit Ecosystems: The Hybrid Threat of “The Com”

Understanding Illicit Ecosystems: XSS and the Current State of the Russian-Speaking Underground

The post Understanding Illicit Ecosystems: Weaponizing Mainstream Apps and Social Infrastructure appeared first on Flashpoint.

Artificial intelligence is accelerating discovery across the life sciences. From drug development to materials science, AI is helping researchers move faster and solve problems once thought intractable. This convergence of AI and biology holds extraordinary promise for human health, economic growth, and scientific leadership.

At the same time, advances in AI technologies are introducing new risks, like re-engineered toxins and pathogens. As these tools become more capable and widely accessible, they can lower barriers not only to scientific discovery, but also to accidental harm and deliberate misuse. For example, recent research has shown that specialized AI tools for protein design can be used to re-engineer toxins in ways that may preserve harmful function while evading some existing synthesis safeguards. That work revealed vulnerabilities in screening systems designed for an earlier technological era—and also showed that those systems can be strengthened through coordinated action across industry, government, and the scientific community. 

Rising biosecurity concerns are not a reason to slow innovation, but they are a reason to strengthen our defenses. History shows that powerful general-purpose technologies become more accessible—as with advances in networking and computing—effective governance depends on developing technical and policy safeguards early, before misuse outpaces controls and oversight. The convergence of AI and biology presents a similar challenge: we must preserve the openness that fuels discovery while modernizing protections for a new era of capability.   

This blog examines how advances across the AI-biology ecosystem are reshaping both opportunity and risk. It explains why nucleic acid synthesis screening has emerged as a critical control point, and how government, industry, and the scientific community can work together to strengthen biosecurity without slowing innovation. 

AI and biotechnology at the frontier  

To better understand the trajectory of AI capabilities in the biosciences—and the associated policy and risk landscape—it is useful to distinguish among four related types of advances. Each matter on its own, but effective policy will need to account for how these advances increasingly interact and reinforce one another.    

1. Generalist models.  Advances in general-purpose AI models, such as ChatGPT, Gemini, Claude, and others, are expanding the range and sophistication of what these systems can understand, reason through, plan, and generate across domains. As they become more powerful, they raise baseline capabilities and lower barriers to sophisticated technical work. 
2. Specialized biological design tools.  Computer scientists and biologists continue to develop specialist AI code bases aimed at performing computation in support of increasingly sophisticated biological tasks.  These tools, typically open-sourced and shared widely, include programs that compute protein structure from amino –acid sequences and design proteins with specific structures and properties .   
3. Laboratory automation. Advances in computer vision, robotics, and experimental workflows are bringing new efficiencies to laboratory work. Over time, these systems may allow researchers to generate, test, and refine biological designs at greater scale and speed.   
4. Agentic systems.  Agentic programming environments and run–times (including increasingly powerful AI-based engineering tools, e.g., Claude code) are making it easier to combine generalist AI models, specialist libraries, and laboratory workflows into coordinated pipelines.  This may allow less experienced actors to move more readily from computational design to real-world synthesis, including through nucleic acid synthesis services or automated laboratory systems.   

While each category can be analyzed separately, the most consequential developments arise from how these capabilities increasingly interact. Improvements in generalist models can make specialized biological tools easier to use; those tools make it easier to engineer biology; automated laboratories provide non-experts with access to sophisticated laboratory workflows; and agentic programming tools can connect these elements into integrated design, analysis, and synthesis workflows. Together, these advances are forming a converging “capability stack”—one that can accelerate innovation but lead to a more complex policy and risk landscape.

Why nucleic acid synthesis screening matters

These developments make clear that effective governance must focus not only on frontier models but also  expand to consider multiple practical control points.

One of the most effective near‑term defenses against biological misuse is nucleic acid synthesis screening. Synthetic DNA providers sit at a critical checkpoint in the biotechnology ecosystem. They are often the place where theoretical biological designs are translated into physical reality. Screening DNA orders and verifying customers helps ensure that powerful tools are used for legitimate purposes and not diverted toward harm.

Today, however, most DNA synthesis screening remains voluntary and unevenly applied. Standards vary across providers, and there is no universal requirement that all orders be screened to the same level. As AI‑enabled design tools grow more powerful, these gaps become more consequential.

Strengthening nucleic acid synthesis screening is a pragmatic and targeted response. It does not regulate ideas or restrict legitimate research. Instead, it focuses on responsible access to sensitive capabilities, reinforcing a line of defense that already exists but must now be modernized. The necessity and viability of such modernization was demonstrated by the Paraphrase Project, led by Microsoft. By stress-testing existing screening systems against AI-designed biological sequences, the project showed both where safeguards could fail and how they could be improved. The effort followed a familiar model from cybersecurity: responsible disclosure, red teaming, and rapid deployment of fixes. It highlights how biosecurity tools, like software, must evolve continuously to keep pace with changing threats.

Bipartisan momentum and durable government action

The importance of biosecurity in the age of AI has been recognized across administrations and parties. On May 5, 2025, the Trump Administration released an Executive Order on Improving the Safety and Security of Biological Research, emphasizing the importance of nucleic acid synthesis screening and calling for broader biosecurity oversight. That action built on work that began in 2024, when the White House Office of Science and Technology Policy set out a federal framework emphasizing comprehensive screening, customer verification, and the development of technical standards in partnership with industry.    

Leaders in Congress are now building on this foundation. Earlier this year, Senators Cotton and Klobuchar introduced the Biosecurity Modernization and Innovation Act, known as S. 3741. The bill reflects a bipartisan commitment to strengthening U.S. biosecurity while sustaining scientific leadership and innovation. It would establish mandatory screening requirements (extending beyond current requirements for screening for federally funded research), conformity assessments, and enforcement mechanisms, while also advancing practical implementation through technical assistance and a biotechnology governance sandbox to promote exploratory efforts. The bill also directs OSTP to conduct a 90-day assessment of biosecurity authorities and develop a plan to consolidate oversight to improve efficiency and effectiveness.

Taken together, these efforts reflect a durable consensus: safeguarding biotechnology in the AI era is a national security priority.

Responsible innovation in practice

Supporting innovation while reducing risk will require a balanced approach grounded in continuous monitoring of emerging capabilities, investment in technical safeguards, and thoughtful policy development.

Nucleic acid synthesis screening is not a comprehensive solution, but it is an essential one. Strengthening it now—through bipartisan legislation, thoughtful regulation, and continued public‑private collaboration—would represent the type of balanced, durable action that this moment requires.

The Biosecurity Modernization and Innovation Act would help advance that goal by pairing stronger screening requirements with practical implementation tools and oversight mechanisms. Microsoft strongly supports efforts like this that build on our longstanding work with researchers, synthesis providers, and other partners to strengthen safeguards while sustaining innovation.

The United States has an opportunity to continue to lead by pairing innovation with responsible stewardship. If we get this balance right, we can reap the rewards of AI-enabled biotechnology while guarding against its risks—for this generation and the next.

Additional resources:

• The Paraphrase Project: Designing defense for an era of synthetic biology – Microsoft Research
• What does it mean to paraphrase a protein? – Microsoft Research 
• When AI Meets Biology: Promise, Risk, and Responsibility – Microsoft Research
• Ideas: More AI-resilient biosecurity with the Paraphrase Project – Microsoft Research

The post Strengthening biosecurity in the era of AI appeared first on Microsoft On the Issues.

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Understanding Illicit Ecosystems: XSS and the Current State of the Russian-Speaking Underground

In this post, we explore XSS’ shift from a unified forum to a scattered community spread across several competing factions.

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Flashpoint Intel Team

June 3, 2026

Table Of Contents

Table of Contents

What is XSS?

XSS Disruption: July 2025 Takedown

The Current State of the Russian-Speaking Underground

Monitor a Fractured Underground Using Flashpoint

More

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What is XSS?

For more than two decades, XSS was the gathering ground for the Russian-speaking cybercriminal underground. Evolving from its former name, DaMaGeLaB, XSS evolved from a mid-tier message board into a top-tier hacking forum.

XSS is home to vendors of various crime types, including loaders, phishing, scamming, carding, malware development, distributed denial-of-service (DDoS) bots, and related services. It also facilitates the trade of illicit goods and services, while simultaneously serving as a networking and recruitment hub for threat actors.

XSS forum content falls within the following main sections:

• “Underground”: Includes most noncommercial content, such as sharing information on malware, vulnerabilities, and exploits, phishing, fraud, open source intelligence, artificial intelligence, and machine learning.
• “Programming, Development”: Includes posts and articles about programming languages and administration.
• “Library”: Includes news articles, databases, and discussions around software and tools. Users also post about vulnerabilities and exploits.
• “Business Decisions”: Users discuss different investments, the sale of digital goods, trading, start-ups of fraudulent businesses, and news about cryptocurrencies.
• “Lounge Zone, Resting”: Content involves lifestyle discussions, hobbies, and cybercriminal community rumors and scandals.
• “Trading Platform”: Users sell and look to buy network access, malware, counterfeit documents, and advertise their services. This is where users hire and look for work or partners.
• “People’s Court”: Used for complaints and arbitration and contains lists of phishing forums and scammers.
• “Ours”: Contains information about the XSS project, discussions on issues, suggestions, and initiatives for forum improvement.
• “Private: Underground”: Closed section for only forum members.

XSS Disruption: July 2025 Takedown

On July 23, 2025, law enforcement organizations reportedly seized XSS as part of a multinational operation with Ukrainian authorities, French police, and Europol. Alongside the domain seizure, French authorities reported the arrest of XSS’s longtime administrator in Ukraine.

This arrest triggered an immediate chain reaction that has had lasting effects on the Russian-speaking underground—with the XSS ecosystem splintering into several competing factions.

The Current State of the Russian-Speaking Underground

While the original XSS architecture was severely disrupted, the surrounding Russian-speaking cybercriminal ecosystem remains intensely active. However, instead of a centralized hub, the XSS ecosystem is spread out through competing environments that emerged directly from the fallout of the takedown.

DamageLib

Launched by the legacy moderators of XSS, DamageLib represents a structural pivot away from standard illicit forums. Concluding that the old XSS site was compromised by law enforcement, the moderators launched a new model that completely abandons commerce—shutting down all buying, selling, and auctions entirely—-to eliminate user tracking and surveillance. Instead, it focuses strictly on technical materials and tutorials.

Rehub

Recognizing that displaced cybercriminals still required a commercial venue to trade, a former XSS moderator launched Rehub quickly after the emergence of DamageLib. Rehub immediately integrated a commercial platform, successfully recruiting prominent threat actors into its moderation team to establish underground credibility.

The forum is still in its development stage, with its content being populated, and an active member base being built.

XSS[.pro]

In early August 2025, an unknown entity launched an alleged resurrection of the forum on a new domain [.pro], utilizing old backups that preserved legacy user data, threads, and forum deposits. However, this new version has been met with significant distrust from Exploit and DamageLib, believing the [.pro] domain to be a honeypot controlled by law enforcement.

XSSF Forum

Started by a pro-Russian Telegram hacking group, this community actively targets EU and Ukrainian digital infrastructure. According to user discussions on DamageLib, this forum is not related to XSS. In addition, Flashpoint analysts note that targeting Ukrainian infrastructure directly contradicts its original community rules. The authenticity of this forum and its ownership has not been verified.

Monitor a Fractured Underground Using Flashpoint

While law enforcement achieved a significant victory over XSS, they did not eliminate the Russian-speaking cybercriminal underground. Instead, they broke the foundational trust mechanics that had kept it centralized for twenty years.

This has left the Russian-speaking underground in a deeply fractured state that is still intensely active and highly adaptive. For defenders and analysts, this threat has not diminished—it has diversified. Tracking this ecosystem no longer means watching a single centralized community, but rather actively mapping out the live migrations, shifting rules, and behavioral patterns across these splintered groups.

Request a demo to learn how Flashpoint helps security teams aggregate intelligence from these scattered factions into a single source of truth, empowering your organization to proactively monitor and intercept emerging threats.

The post Understanding Illicit Ecosystems: XSS and the Current State of the Russian-Speaking Underground appeared first on Flashpoint.

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The Mini Shai-Hulud Worm and the New Era of CI/CD Exploitation

In this post we break down the technical mechanics of TeamPCP’s recent campaign, the impact on the developer ecosystem, and the urgent steps needed to secure software supply chains.

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Flashpoint

May 28, 2026

Table Of Contents

Table of Contents

What is Mini Shai-Hulud?

How Mini Shai-Hulud Works

Four Waves of Supply Chain Attacks

Recommended Immediate Actions

Track TeamPCP and Defend against Mini Shai-Hulud Using Flashpoint

More

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The developer ecosystem recently faced one of its most significant architectural threats to date, with the threat actor group TeamPCP unleashing Mini Shai-Hulud—a self propagating worm and multi-ecosystem threat. Potentially affecting millions of developers and thousands of companies, Mini Shai-Hulud has fundamentally compromised the trust layer of modern CI/CD pipelines.

The operational tempo of Mini Shai-Hulud has accelerated with every campaign. What began as opportunistic credential theft has now evolved into a high-speed, automated operation that can compromise hundreds of packages in under thirty minutes. From the exfiltration of approximately 3,800 internal GitHub repositories to the poisoning of critical libraries like TanStack and AntV, TeamPCP’s campaign has been incredibly effective in exploiting developer tooling and identity infrastructure.

What is Mini Shai-Hulud?

Mini Shai-Hulud is deployed as a 498 KB obfuscated script executed using the Bun JavaScript runtime. The deliberate choice of Bun, rather than Node.js, is a tactical evasion technique as most endpoint detection and response (EDR) platforms and security information and event management (SIEM) solutions have behavioral rules tuned to Node.js execution patterns.

How Mini Shai-Hulud Works

The worm propagates by stealing npm and GitHub authentication (OIDC) tokens from developer environments, then using those credentials to publish malicious versions of packages the compromised user maintains. To accomplish this, the worm scrapes runner process memory to extract short-lived identity tokens, which it then exchanges for per-package npm trusted-publisher tokens without requiring any long-lived npm secrets.

Credential Exfiltration and Command-and-Control

Mini Shai-Hulud targets credentials across 130 file paths, including npm tokens, GitHub personal access tokens, AWS, GCP, and Azure configuration files, Kubernetes kubeconfig files, Docker credentials, HashiCorp Vault tokens, 1Password and Bitwarden CLI vaults, SSH private keys, and Bitcoin wallet files. 

Exfiltration occurs across multiple channels: the Session Protocol network, the GitHub Git Data API using dynamically created Dune-themed repositories on victim accounts, HTTPS to the threat actor-controlled domain, and an api for GitHub Actions workflow exfiltration.

The worm uses a dead-drop command-and-control (C2) architecture via GitHub’s public commit search API. An installed daemon (kitty-monitor, deployed as a systemd service on Linux or a LaunchAgent on macOS) polls GitHub for commits containing the string “firedalazer,” parses RSA-PSS-signed command payloads from matching commits, and executes them. This technique leverages GitHub as a trusted relay, making C2 traffic difficult to block without disrupting legitimate GitHub usage.

The worm then uses a persistence mechanism as a dead-man’s switch: a GitHub personal access token named “IfYouRevokeThisTokenItWillWipeTheComputerOfTheOwner” is created on compromised developer machines. If an operator revokes this token without first disabling the persistence mechanism, the worm destroys all home directory data on the compromised device.

AI Agent Hijacking

Beyond standard persistence mechanisms, Mini Shai-Hulud targets AI coding agents. The SafeDep analysis documents that the worm modifies Claude Code’s settings .json to insert a SessionStart hook, enabling the worm to be reinstated with full LLM API privileges even if the infected npm packages are later removed, or the npm cache is cleared. A similar technique targets Visual Studio Code’s tasks.json file using the “runOn”: “folderOpen” trigger, and Codex configuration files are also targeted.

These AI agent hijacking techniques represent a novel attack surface: by persisting within trusted AI tool configurations, the malware can exfiltrate all code and secrets processed by those tools during future development sessions.

Four Waves of Supply Chain Attacks

Flashpoint has observed at least four documented waves of TeamPCP npm and PyPI supply chain attacks in 2026, leveraging Mini Shai-Hulud to compromise developer tooling ecosystems and steal credentials, cloud keys, and source code across tens of thousands of organizations. 

The following timeline tracks the escalation of TeamPCP and the Mini Shai-Hulud waves throughout 2026:

Wave 1: Initial SAP Packages (April 2026)

The first documented wave of Mini Shai-Hulud attacks targeted a small number of SAP-ecosystem npm packages in April 2026. While TeamPCP had already proven their CI/CD attack capabilities in March 2026 by compromising Aqua Security’s Trivy scanner and Checkmarx KICS via GitHub Actions, this initial wave served primarily as a proof-of-concept for the self-propagation mechanism and a reconnaissance phase for TeamPCP’s access broker network. Further, these attacks demonstrated the group’s ability to compromise widely used security tooling—a development that significantly undermines defenders’ ability to trust automated CI/CD pipeline scanning results.

Wave 2: TanStack, Mistral AI, and Guardrails AI (May 2026)

Leveraging a GitHub Actions cache-poisoning technique, TeamPCP published malicious versions of 42 TanStack packages across 84 releases, impacting a project with over 518 million cumulative downloads. 

The attack also compromised Mistral AI and Guardrails AI, extending the attack surface to the AI developer tools ecosystem. Forged commit authorship was used to blend the attacker’s commits into AI-assisted development environments where Claude Code is commonly deployed.

TeamPCP simultaneously listed Mistral AI source code for sale on BreachForums, claiming possession of approximately 5 GB of data across 450 internal Mistral repositories.

Wave 3: AntV Ecosystem (May 2026)

Targeting AntV enterprise data visualization ecosystem, TeamPCP compromised the atool npm account, which held publishing rights across a broad catalog of AntV packages. In 22 minutes, 637 malicious versions were published across 323 packages—a scale and speed that overwhelmed standard security monitoring pipelines.

Each infected package contained the Mini Shai-Hulud worm, which, upon execution, created up to 2,500 compromised repositories on victim accounts within hours.

Wave 4: Co-Ownership of BreachForums and GitHub Breach

In the most recent wave, TeamPCP announced its assumption of co-ownership of BreachForums, the largest English-language cybercriminal forum currently active. This development significantly elevates TeamPCP’s standing and operational reach. As co-owners, the group stated it would manage platform operations, handle dispute resolution, staff and vet moderation personnel, and host monetary contests for the community. The announcement positions TeamPCP as both an active threat actor and a platform-level infrastructure operator, with the ability to shape forum policies, curate the availability of criminal tooling, and influence the broader access broker and ransomware ecosystem.

Additionally, by poisoning a GitHub employee’s development environment, TeamPCP exfiltrated approximately 3,800 internal GitHub repositories. Within the stolen data were highly sensitive codebases such as:

• copilot-api and copilot-token-service
• actions-runtime
• billing-platform
• enterprise-crypto
• authentication
• codeql-core
• detection-engineering
• csirt
• azure-config

Recommended Immediate Actions

Critically, the theft of internal source code from one of the world’s most widely used code hosting platforms creates incredible downstream risk for organizations that depend on GitHub Copilot and GitHub Actions for their own software development pipelines. Organizations running AI coding agents such as Claude Code and VS Code with extensions in their CI/CD pipelines face heightened exposure. Security teams should treat AI agent configuration files as sensitive assets subject to integrity monitoring and change-control policies.

If your organization uses npm, PyPi, or AI-assisted development tools, Flashpoint recommends the following immediate steps:

1. Audit and remove: Immediately audit CI/CD environments and remove all infected versions of AntV, TanStack, Mistral AI, and Bitwarden CLI packages.
2. Rotate credentials: Rotate all cloud credentials (AWS, GCP, Azure) and npm tokens.
3. Disable persistence first: Before revoking suspicious GitHub tokens, ensure the kitty-monitor daemon is disabled to avoid triggering the “dead-man’s switch” wiper.
4. Lock down IDEs: Restrict the installation of VS Code extensions to an approved allow-list and monitor for unauthorized changes to settings.json or tasks.json.
5. Block C2 infrastructure: Block all traffic to identified TeamPCP C2 domains.

Track TeamPCP and Defend against Mini Shai-Hulud Using Flashpoint

Flashpoint assesses with high confidence that TeamPCP will continue to scale its supply-chain attacks against npm, PyPI, and developer tooling ecosystems. The group’s shift from direct execution to orchestrating a broader ecosystem via BreachForums signals a maturation into a platform-layer criminal operation. While TeamPCP has hinted that the group may be approaching “retirement” due to law enforcement pressure, this should be treated with caution. Whether a misdirection or a genuine exit plan, the open-sourcing of Shai-Hulud means the tradecraft is available to the wider cybercriminal community.

Organizations should reference the OpenSSF npm Best Practices guidance for a practical baseline in hardening their package consumption posture. Flashpoint customers can gain access to known Indicators of Compromise (IOCs) and MITRE ATT&CK Mapping for Mini Shai-Hulud by logging into Flashpoint Ignite. To learn more about how Flashpoint tracks threat actor groups like TeamPCP and protects the software supply chain, request a demo.

The post The Mini Shai-Hulud Worm and the New Era of CI/CD Exploitation appeared first on Flashpoint.

More than 30 percent of the US working-age population is using AI, an increase of three percentage points from the end of 2025. But what does that number mean, and what lessons should we take from it? Today Microsoft released a new report that offers an in-depth look at AI adoption across the United States, allowing for the first time a state- and county-level review. This data and the trends it shows are important.

On a national basis, the US leads the world in AI innovation but ranks just 21st in global AI adoption. Part of the reason for this gap is a clear and uneven pattern of AI adoption across the country. We are also seeing a significant divide between urban and rural counties in AI usage. Usage averages 32.9 percent in metropolitan counties, compared with 16.2 percent in rural areas. In other words, metropolitan usage is about double what we see across rural America.

The study also shows that another powerful driver of AI diffusion is the presence of colleges and universities. Counties with higher shares of residents aged 18 to 24 have significantly higher AI usage rates—28.6 percent compared with 20.3 percent in other counties. And while college students are some of the most vocal about the risks of AI, they are also helping lead adoption. In counties with college towns like Williamsburg, Virginia, and Story, Iowa, we see usage rates that rival the highest in the world.

Read the Microsoft US AI Diffusion Report.

The post United States AI adoption shows steady growth, but distribution remains uneven appeared first on Microsoft On the Issues.

When intimate images are shared without consent—whether real or AI-generated—the harm is immediate, deeply personal, and often long-lasting. It can affect someone’s sense of safety, dignity, and control, both online and offline. Protecting people from harms like non-consensual intimate imagery (NCII) has long been a priority for Microsoft. And as technology advances, our response continues to evolve to tackle very real challenges like the proliferation of highly realistic synthetic imagery. With the US Take It Down Act coming into force this month, establishing new federal protections against the spread of NCII, it’s important to share how we’re evolving our approach: making it easier to report harm, taking new steps to detect known NCII, and enabling more effective enforcement across our services.

Expanding protections across Microsoft services

Our goal is to make it simpler for individuals, or their representatives, to report violative content to Microsoft. We have strengthened our global reporting processes for NCII with a more intuitive form, with clear options to describe harm, including both real and AI‑generated images. These changes are designed to ease the burden for people in a distressing moment and enable faster, more effective action by our teams. Microsoft’s NCII policy is applied consistently across real and synthetic content, recognizing that the harm to individuals is the same, regardless of how an image was created. To report content on Microsoft services, hit “Report A Concern” or in the product where you encounter the content.  

We also want to proactively detect and prevent the spread of known NCII by working with StopNCII.org, a reporting platform that enables individuals to create a digital “fingerprint,” or hash, of their images. Two years ago, we provided StopNCII.org with a new version of PhotoDNA that enables victims to create a hash without an image ever leaving their device. This can then be used by StopNCII.org partners to detect and remove matching NCII content across platforms, allowing industry to work together to prevent re-sharing and protect individuals’ privacy. We have been piloting the use of these hashes in Bing since September 2024. 

We have now expanded our use of validated StopNCII.org hashes across Microsoft consumer services, including Teams Free, OneDrive, and Xbox. We will implement these changes carefully to advance effectiveness and accuracy—accelerating removals, automating where appropriate, maintaining human review for reported cases, and providing clear, accessible paths for users to appeal decisions.

Enhancing our collective response to this harm

No single company can address NCII alone. It requires coordination across industry, governments, and civil society. Microsoft will continue working with partners to improve shared tools and approaches that help prevent this content from spreading. We will also continue to advocate for clear, effective policies that protect victims, support innovation, and strengthen accountability across the ecosystem.

We will also continue to advocate for policies that support efforts to advance laws that prevent and deter image-based abuse. Microsoft advocated in support of the US Take It Down Act and welcomes the European Union’s work to strengthen protections against “nudification” apps, alongside global efforts to criminalize this misuse of technology. We are closely tracking Ofcom’s recent announcement that new measures will be required under the UK Online Safety Act to address illegal NCII harms. We believe our proactive work in this area will help us maintain trust with survivors, users, and regulators, among others.

Speed, clarity, and trust matter for people affected by intimate image abuse. When someone reaches out for help, we will strive to respond quickly, respectfully, and effectively. Our goal, though, is to invest in technologies and partnerships that reduce the likelihood of harm. We have joined forces with Childnet, a UK NGO that aims to safeguard children online, and created educational materials to prevent the misuse of AI to create intimate imagery among teens. These materials have now been released in the UK, as well as localized with partners in Singapore, South Korea, and Japan.

I am proud to learn from our digital safety team, which is carefully charting our path, and from the many industry and community leaders contributing to this work. This is an evolving challenge. We are committed to the journey, grounded by the voices of experts and survivors.

The post Strengthening our approach to tackling non-consensual intimate imagery appeared first on Microsoft On the Issues.

Every day, we decide what software to trust in seconds guided by simple labels such as “verified,” “secure,” and “safe to install.” The problem is that those signs can be manipulated.

Today, Microsoft unsealed a legal case in the US District Court for the Southern District of New York targeting a cybercrime service known as Fox Tempest, which, since May 2025, has enabled cybercriminals to disguise malware as legitimate software. The malware-signing-as-a-service (MSaaS) worked by fraudulently accessing and abusing code signing tools, such as Microsoft’s Artifact Signing, a system designed to verify that software is legitimate and hasn’t been tampered with. Cybercriminals used the service to deliver malware and enable ransomware and other attacks, infecting thousands of machines and compromising networks worldwide.

For the first time, Microsoft is taking public action against a powerful, but often unseen, enabler within the cybercrime ecosystem, targeting how cybercriminals prepare and employ techniques to optimize their rate of success. To disrupt the service, we seized Fox Tempest’s website signspace[.]cloud, took offline hundreds of the virtual machines running the operation, and blocked access to a site hosting the underlying code. This action builds upon persistent internal efforts to revoke fraudulently obtained code‑signing certificates and enhance our defenses and employ new security features to detect and thwart such malicious activity. It’s already having an impact: cybercriminals are complaining about challenges accessing the current service.

Our impact extends beyond one actor. The lawsuit targets Fox Tempest’s infrastructure and also names Vanilla Tempest as a co-conspirator, a prominent ransomware group that used the service to deploy malware like Oyster, Lumma Stealer, and Vidar, and ransomware, including  Rhysida, in multiple recent cyberattacks. Vanilla Tempest has targeted schools, hospitals, and other critical organizations worldwide, while Rhysida, a highly evolved ransomware variant that both encrypts files and steals data, often used for double extortion, has been used by various actors in numerous high-profile attacks globally, including to steal and leak internal documents from the British Library and to disrupt operations at Seattle-Tacoma International Airport. Microsoft’s investigation further linked Fox Tempest to various additional ransomware affiliates and families, including INC, Qilin, Akira, and  others.

More broadly, this case points to how cybercrime is changing.  What once required a single group to carry out an attack from start to finish is now broken into a modular ecosystem where services are bought and sold and work interchangeably with one another. Some services are inexpensive and widely used. Others, like Fox Tempest, are highly specialized and expensive because they remove friction or bypass obstacles that make attacks fail, making them both more reliable and harder to detect. As seen with Fox Tempest, when these services are combined with AI-powered tactics, attacks can scale more easily, reaching more people and becoming more convincing.

This kind of abuse isn’t new, but it is evolving

Illicit code-signing certificates have been  sold and trafficked for more than a decade. That includes its use by nation-state actors to target critical infrastructure organizations in Europe. What’s changed is how this activity is marketed, packaged, and sold as a service, along with the scale at which it is now used across ransomware campaigns. Instead of buying certificates one-by-one, criminals upload their malware to a service that signs it for them.

What also makes this model notable is the level of investment. Unlike lower-cost services like RedVDS, a cybercriminal infrastructure provider that costs as little as $24 per  month, which Microsoft disrupted earlier this year, Fox Tempest shows that more sophisticated actors are willing to pay thousands of dollars for advanced capabilities that make attacks easier to carry out, harder to detect, and more likely to succeed.

How Fox Tempest sold “legitimacy” at scale

Fox Tempest’s business model was straightforward: sell fraudulent code-signing capability, let others package malware, and enable attacks downstream. The model has generated millions in proceeds, demonstrating significant financial profit.

Behind the scenes, the operators built access at scale. Using fabricated identities and impersonating legitimate organizations, they created hundreds of fraudulent Microsoft accounts to obtain real code-signing credentials in volume. Customers who paid for Fox Tempest’s services could then upload malicious files via an online portal for them to  be signed using Fox Tempest-controlled certificates. Cybercriminals paid thousands of dollars for the service, reflecting how valuable this capability was.

Once signed, their malware appeared legitimate. Attackers then distributed the signed malware through tactics such as search manipulation and malicious ads, where users are more likely to trust what they encounter.  AI then helped generate and refine these campaigns  to reach a broader audience.

That changed the odds. Malicious software that should have been blocked or flagged by antivirus and other safeguards was more likely to be opened, allowed to run, or pass security checks—essentially allowing malware to hide in plain sight. Instead of forcing their way in, attackers could slip through the front door by masquerading as a welcomed guest.

As Microsoft disabled fraudulent accounts, revoked fraudulently obtained certificates and introduced enhanced protections, the Fox Tempest operators continually adapted. In February 2026, they ultimately shifted to networks of third-party-hosted virtual machines to maintain and scale operations. That kind of rapid change is part of the model: these services evolve quickly in response to pressure and friction. In fact, Microsoft has observed further adaptations in response to our layered disruption efforts, with Fox Tempest attempting to shift operations and customers to another code-signing service.

In addition to seizing the core infrastructure behind the operation and degrading its ability to function at scale, we have taken further steps to prevent similar abuse, removing fraudulent accounts, strengthening verification, and limiting how this type of access can be reused. More technical details on the operation and the steps we’re taking to prevent similar abuse are available in this Microsoft Threat Intelligence blog.

Cutting off a critical enabler of cybercrime

This action wasn’t about stopping one actor. It sought to strategically neutralize a vital service that many attackers, particularly ransomware groups, rely on. When legitimate code signing services are weaponized, everything downstream gets easier: malware looks legitimate, security warnings are less likely to trigger, and attacks are more likely to succeed. Degrading that capability adds friction and forces a reset. The success rates of attacks decrease, and attackers have to rebuild, find new ways in, and accept more risk with each attempt—driving up both the cost and the time required to operate.

Importantly, disruption actions don’t happen in isolation and are never one-and- done. Collaboration is critical, as different organizations and sectors have visibility into different parts of the cybercrime ecosystem. In this case, we are working closely with cybersecurity company Resecurity, whose insights help us better understand how Fox Tempest operates. We are also collaborating closely with Europol’s European Cybercrime Centre (EC3) and the Federal Bureau of Investigation (FBI). As we’ve seen in previous efforts, we expect actors to try to rebuild. Collectively, we will continue to take action and keep the pressure on. That also means strengthening the code signing ecosystem through intelligence sharing and partnering with other code signing services, so it’s harder for malicious actors to regain that ground in the first place.

When attackers can make malicious software look legitimate, it undermines how people and systems decide what’s safe. Disrupting that capability is key to raising the cost of cybercrime. As threats evolve, the Microsoft Digital Crimes Unit will continue working with partners across industry and law enforcement to persistently identify and cut off the services that enable them.

For more than a decade, the Microsoft Digital Crimes Unit (DCU) has persistently disrupted cybercrime and nation-state threats targeting people, organizations, and critical infrastructure. Explore major disruptions—and the ongoing cases and operations behind them here: Disrupting cyberthreats since 2008 | Microsoft

The post Disrupting Fox Tempest: A cybercrime service that turned “verified” software into a pathway for ransomware  appeared first on Microsoft On the Issues.

Today we published our latest Global AI Diffusion Report. The global adoption of artificial intelligence continued to rise in the first quarter of 2026. During the quarter, AI usage increased by 1.5 percentage points from 16.3% to 17.8% of the world’s working age population. Intensity of use among economies with the highest rates of AI diffusion also increased, with 26 economies now exceeding 30% of the working age population using AI.

At the top of Microsoft’s National AI Leaderboard, the UAE continued to lead global AI diffusion at 70.1%. The United States finally started to move up the national rankings, albeit only from 24th to 21st based on a 31.3% usage rate by the working age population.

Notable developments in the quarter included accelerating AI adoption in Asia driven in part by improving AI capabilities in Asian languages. South Korea, Thailand, and Japan saw the greatest movement. More broadly, the quarter brought continued widening of the AI gap between the Global North and South, with usage now at 27.5% in the North and 15.4% in the South. These trends are discussed below, including a deeper dive on the positive impact of enhanced multilingual AI capabilities in Japan.

To track all these trends, we continue to measure AI diffusion as the share of people worldwide between ages 15 and 64 who have used a generative AI product during the reported period. This measure is derived from aggregated and anonymized Microsoft telemetry and adjusted to reflect differences in OS and device-market share, internet penetration, and country population. Additional details on the methodology are available in our AI Diffusion technical paper.^[1]

No single metric is perfect, and this one is no exception. Through the Microsoft AI Economy Institute, we continue to refine how we measure AI diffusion globally, including how adoption varies across countries in ways that best advance priorities such as scientific discovery and productivity gains. For this report, we rely on the strongest cross-country measure available today, and we expect to complement it over time with additional indicators as they emerge and mature.

Sectorally, the quarter saw strengthened AI coding capabilities leading to a dramatic increase in production of software code. This was reflected in production by Anthropic’s Claude Code, the OpenAI’s Codex, and Microsoft’s GitHub Copilot. Git pushes – through which software developers put coding changes online – increased 78% year over year globally. Interestingly, the quarter brought added evidence that, at least for now, AI coding capabilities may be increasing demand for the employment of software developers.

As discussed in more detail in the report, when developer productivity increases, the cost of building software declines. If demand for software is elastic, organizations can respond by building more software across a wider range of use cases. It is still too early to know the full labor-market impact of AI-assisted coding, but the available data shows that in 2025, total U.S. software developer employment reached approximately 2.2 million, rising 8.5% year over year and marking a record high for the profession. Early data for the first quarter of 2026 shows that software developer employment in March 2026 was about 4% higher than in March 2025.

Download the latest Global AI Diffusion report. and explore the data here.

[1] A. Misra, J. Wang, S. McCullers, K. White, and J., L. Ferres, “Measuring AI Diffusion: A Population Normalized Metric for Tracking Global AI Usage,” Nov. 04, 2025, arXiv: arXiv:2511.02781. doi: 10.48550/arXiv.2511.02781. 

The post The state of global AI diffusion in 2026 appeared first on Microsoft On the Issues.

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2026 Gartner® Magic Quadrant for Cyber Threat Intelligence: Key Takeaways for Security Leaders

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Flashpoint

May 6, 2026

Table Of Contents

Table of Contents

Market Dynamics and Growth of the Threat Intelligence Market

How Security Teams Are Evaluating Threat Intelligence

Where Intelligence Comes From Matters

Intelligence Has to Fit Into How Teams Actually Operate

Context Drives Prioritization

Applying This in Practice

Gartner Disclaimer

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We are proud to share that Flashpoint has been named a Challenger in the inaugural 2026 Gartner® Magic Quadrant for Cyber Threat Intelligence Technologies. 

“We see this recognition as a testament to Flashpoint’s ability to execute at the highest levels for the world’s most discerning threat intelligence customers, with our unique combination of primary source collection and human analysis at the core,” — Josh Lefkowitz, CEO at Flashpoint.

The Gartner Magic Quadrant provides organizations with a wide-angle view of vendors in the cyber threat intelligence market. By applying a graphical treatment and a uniform set of evaluation criteria, the Magic Quadrant helps organizations assess how well technology providers are executing their stated visions and performing against Gartner’s market view. Vendors are evaluated based on their Ability to Execute and Completeness of Vision:

• Ability to Execute reflects the Gartner assessment of the vendor’s product and/or service, overall viability, sales execution and pricing, market responsiveness and record, marketing execution, customer experience, as well as operations.
• Completeness of Vision comprises the Gartner view of the vendor’s overall market understanding, marketing strategy, sales strategy, offering (product) strategy, business model, vertical/industry strategy, innovation, and geographic strategy.

“We believe, and our customers consistently validate, that the future of threat intelligence lies at the critical intersection of intelligence depth and application,” says Lefkowitz. “That’s why Flashpoint pairs unmatched access to primary-source environments with the ability to operationalize that intelligence across security workflows, enabling organizations to make faster, more informed decisions.”

A complimentary copy of the Gartner® Magic Quadrant for Cyber Threat Intelligence Technologies is available to download here.

Market Dynamics and Growth of the Threat Intelligence Market

The threat intelligence market has expanded in both scope and strategic importance as organizations contend with a broader and more complex threat environment. What was once a supporting function within security operations is now expected to inform decisions across vulnerability management, fraud prevention, and enterprise risk. This shift has raised the bar for how intelligence is collected, analyzed, and applied.

Gartner describes this evolution as a move toward unified cyber risk intelligence (UCRI) — an approach that brings together diverse internal and external data sources with advanced analytical capabilities to improve decision-making. As noted in The Evolution of Threat Intelligence Is Unified Cyber Risk Intelligence, “the future of threat intelligence is unified cyber risk intelligence (UCRI)… defined by the convergence of multisignal collection and advanced analytical capabilities.” In our opinion, this model reflects the reality that no single source provides sufficient visibility, and that intelligence must be corroborated across environments to be actionable. 

At the same time, the scale of available data continues to increase, introducing new challenges around prioritization and context. Gartner notes that organizations “receive vast amounts of threat data, and filtering out false positives, redundant information and irrelevant alerts to extract actionable intelligence remains a significant challenge. This “noise” can overwhelm security teams and lead to important threats being missed.” This is where AI plays a growing role. Techniques such as machine learning and natural language processing are increasingly used to correlate signals, identify patterns, and surface relevant risks faster. As intelligence becomes more integrated across the enterprise, the ability to combine multisource collection with AI-driven analysis is shaping how organizations evaluate platforms and build modern threat intelligence programs.

How Security Teams Are Evaluating Threat Intelligence

From Flashpoint’s experience working with the most discerning security and intelligence teams, the value of a threat intelligence platform is measured in how it performs in practice — how quickly it surfaces relevant activity, how much context it provides, and how easily it supports decision-making across workflows.

We see three areas consistently shape how intelligence is evaluated, supported by a combination of human expertise and AI-driven analysis:

• Access to high-signal environments: Intelligence is most useful when it reflects activity at its source. Access to closed forums, encrypted messaging platforms, and illicit marketplaces provides the context needed to understand how threats develop and move.
• Context that supports prioritization: Vulnerability and threat data require context to be actionable. Understanding how activity is discussed and operationalized in real environments allows teams to focus on what requires attention.
• Integration into operational workflows: Intelligence must fit into the systems and processes teams already rely on. Integration across SIEM, SOAR, and internal workflows allows intelligence to be applied consistently at scale.

These areas are closely tied to how Flashpoint has built its platform and how it supports organizations operating in complex threat environments.

Where Intelligence Comes From Matters

A large part of how intelligence performs in practice comes back to the source of the data itself.

We believe, and our customers continue to validate, that Flashpoint’s approach is centered on primary-source collection. That means accessing environments where threat activity is actively discussed, coordinated, and developed, including closed forums, encrypted messaging platforms, and illicit marketplaces. These environments require sustained access and ongoing validation, but they provide a level of visibility that is difficult to achieve through surface-level collection alone.

From our experience, working from these sources changes how intelligence is used. Activity can be observed earlier and understood with more context, with discussions, relationships, and intent preserved.

In practice, this allows teams to:

• Identify emerging activity before it becomes widely visible
• Maintain context across conversations, actors, and environments
• Reduce time spent investigating low-value or unverified signals

Intelligence Has to Fit Into How Teams Actually Operate

Collection alone doesn’t determine whether intelligence is useful. We believe it also has to be delivered in a way that aligns with how teams work.

In our experience, most security teams already have established workflows tied to SIEMs, SOAR platforms, and internal processes. Intelligence that integrates into those workflows can be applied consistently across investigation and response.

In practice, we see this support:

• Delivery of intelligence directly into existing systems
• Consistent application across automated and analyst-driven workflows
• Reduced friction between intelligence, investigation, and response

Over time, this consistency allows teams to build repeatable processes around intelligence rather than treating it as a separate function.

Context Drives Prioritization

The same dynamics apply to vulnerability intelligence.

From our experience, understanding which vulnerabilities exist is only one part of the problem. Determining which ones require attention in a given environment depends on context — how those vulnerabilities are being discussed, shared, or used in active threat activity.

We have seen first-hand that when vulnerability data is connected to real-world activity, teams can:

• Prioritize remediation based on active threat relevance
• Align vulnerability management with observed adversary behavior
• Reduce reliance on static scoring as the sole decision driver

Applying This in Practice

For organizations evaluating providers, challenge intelligence sources, challenge collection agility, challenge exploit prioritization and above all ask yourself is this a partner with a long-term track record of navigating the world’s most complex threat environments?

To see how Flashpoint, the world’s largest private provider of threat intelligence can help you make better decisions, faster and with confidence, schedule a demo.

Gartner Disclaimer

Gartner does not endorse any company, vendor, product or service depicted in its publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner publications consist of the opinions of Gartner’s business and technology insights organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this publication, including any warranties of merchantability or fitness for a particular purpose. 

This graphic was published by Gartner, Inc. as part of a larger research document and should be evaluated in the context of the entire document. The Gartner document is available upon request from Flashpoint.

Gartner, Magic Quadrant for Cyber Threat Intelligence Technologies, Jonathan Nunez, Carlos De Sola Caraballo, Jaime Anderson, May 4, 2026.

Gartner, The Evolution of Threat Intelligence Is Unified Cyber Risk Intelligence, By Jonathan Nunez, 15 September 2025.

Gartner and Magic Quadrant are trademarks of Gartner, Inc., and/or its affiliates.

The post 2026 Gartner® Magic Quadrant™ for Cyber Threat Intelligence: Key Takeaways for Security Leaders appeared first on Flashpoint.

Today, Microsoft is announcing new agreements with the Center for AI Standards and Innovation (CAISI) in the US and the AI Security Institute (AISI) in the UK to advance the science of AI testing and evaluation, including through collaborative work to test Microsoft’s frontier models, assess safeguards, and help mitigate national security and large-scale public safety risks. These agreements matter because ongoing, rigorous testing is essential to building trust and confidence in advanced AI systems. Well-constructed tests help us understand whether our systems are working as intended and delivering the benefits they are designed to provide. Testing also helps us stay ahead of risks, such as AI-driven cyberattacks and other criminal misuses of AI systems, that can emerge once advanced AI systems are deployed in the world. 

While Microsoft regularly undertakes many types of AI testing on its own, testing for national security and large-scale public safety risks necessarily must be a collaborative endeavor with governments. This type of testing depends on deep technical, scientific, and national security expertise that is uniquely held by institutions like CAISI in the US and AISI in the UK and the government agencies they work with. By combining that government expertise with Microsoft’s experience building and deploying AI systems at global scale, together we are better positioned to anticipate and manage national security and public safety risks in ways that build public trust and confidence in advanced AI systems.  

Improving AI evaluation science through cooperative research and operational experience 

Advancing the science of AI evaluation requires more than isolated research or one-off testing. It depends on sustained collaboration between industry, government, and research institutions. Through our new and expanded partnerships with the US and UK governments—alongside national security–focused evaluations of model capabilities—Microsoft is bringing technical expertise and operational experience to strengthen AI evaluation methods and practical testing foundations.  

• In the US, with CAISI, Microsoft and NIST will collaborate on improving methodologies for adversarial assessments—testing AI systems in ways that probe unexpected behaviors, misuse pathways, and failure modes, much like stress-testing whether airbags, seatbelts, and braking systems work effectively and reliably in safety-critical driving scenarios. This work involves co-developing more systematic and reproducible approaches to evaluation, including shared frameworks, datasets, and workflows for assessing safety, security, and robustness risks in advanced AI systems. It also builds on our AI Red Team’s novel research and tools to detect compromised models at scale. 

• In the UK, with AISI, Microsoft will collaborate on research related to frontier safety and security, including methods for evaluating high-risk capabilities and the effectiveness of the safeguards used to address them. The partnership will also include societal resilience research examining how conversational AI systems interact with users in sensitive contexts.  

These collaborations are designed to improve measurement science, evaluation methodologies, practical testing workflows, and real-world mitigation impact. They reflect a shared commitment to rigorous, practical approaches that can make safeguards stronger and evaluations more reliable. 

Looking ahead 

No organization can address these challenges alone. Our partnerships with CAISI and AISI are a key part of a wider effort to build the institutions, research base, and shared methodologies needed for effective AI testing. This effort also includes: 

• Pursuing research and evaluation in collaboration with other AI institutes globally while helping advance shared priorities and methodologies for testing through the International Network for AI Measurement, Evaluation and Science. 

• Helping deliver industry best practices through the Frontier Model Forum (FMF), an initiative dedicated to advancing the science and practice of frontier AI safety and security. Through the FMF, we are working with other leading AI developers to support independent research, develop shared evaluation methodologies, and promote transparency around risk mitigation strategies.  

• Contributing to MLCommons, a multistakeholder non-profit that develops and operationalizes testing tools such as AILuminate, a family of safety and security benchmarks. In February, we announced efforts underway with institutions in India, Japan, Korea, and Singapore to expand AILuminate to support multilingual, multicultural, and multimodal evaluation, helping to make sure that AI systems work well in the languages and cultural contexts in which people around the world use them. 

As AI capabilities advance, so too must the rigor of the testing and safeguards that underpin them. We will apply what we learn from these partnerships directly into how we design, test, and deploy AI systems, ensuring that progress in evaluation science translates into safer, more secure products for our customers. As these partnerships progress, we will share what we learn and look for opportunities to apply insights and best practices to AI testing more broadly.   

The post Advancing AI evaluation with the Center for AI Standards (US) and Innovation and the AI Security Institute (UK) appeared first on Microsoft On the Issues.

When a major cyber incident hits, the first decisions aren’t technical—they’re human. Who takes the lead? How quickly can information be shared? When should governments step in, and how do you protect public trust while keeping essential services running? 

These questions are at the heart of Microsoft’s Advancing Regional Cybersecurity (ARC) initiative, launched in 2025 to help governments strengthen cyber preparedness through practical, public-private collaboration. Today, we’re sharing the first tangible output of that work: the ARC Kenya Exercise Report & Toolkit, developed through a tabletop exercise held in Nairobi in December 2025.  

Developed with Kenya’s National Computer and Cybercrime Coordination Committee (NC4) and RiskSight, the toolkit is a practical planning resource designed to help government and cross-sector leaders prepare for cyber crises before they occur. It is grounded in real conversations among leaders from government, regulators, critical infrastructure operators, law enforcement, academia, and the private sector working through what a serious cyber incident would demand of them, together. 

Stress‑testing decisions before a crisis hits

The ambition of the “Silicon Savannah” makes Kenya a compelling setting for this work. Its digital economy is expanding rapidly—from mobile‑first financial services to cloud‑enabled public infrastructure—positioning the country as a regional technology leader. But rapid digital growth also brings increased exposure to more sophisticated cyber threats. As systems become more interconnected, a serious cyber incident can quickly disrupt essential services, undermine public trust, and threaten economic stability. 

Kenya’s approach recognizes this reality and reflects a critical principle: cybersecurity is not separate from innovation; it is one of the conditions that allows digital transformation to scale safely. The ARC initiative embodies this philosophy and helps decision makers confront the practical realities of coordination, escalation, and response in this complex environment. 

This is exactly what the ARC Kenya tabletop exercise was designed to do. The objective was not to test tools but to stress‑test decision making under pressure. Participants were challenged with complex scenarios—including AI‑enabled breaches, ransomware attacks, and infrastructure‑level disruptions. The focus was not on technical fixes but on leadership clarity, cross‑agency coordination, and real‑time decision making in high‑pressure environments. 

The outcome was both a roadmap for the unknown and a clear recognition of the need for shared expectations before a crisis begins—particularly around leadership and authority, trusted information sharing channels, and agreed response frameworks. These gaps, identified by participants themselves, now form the backbone of the ARC Kenya Toolkit. 

What the ARC Kenya toolkit delivers

The toolkit translates the lessons of the exercise into concrete actions that leaders can take now—before the next incident occurs. It also serves as a practical and specific 12‑month roadmap for strengthening Kenya’s cyber preparedness, moving from lessons identified to durable, institutional capability. Specifically, the toolkit provides recommendations to: 

• Clarify national leadership during major cyber incidents, enabling government, regulators, law enforcement, and critical infrastructure operators to coordinate more quickly, with fewer gaps and overlaps. 

• Establish practical, standards‑aligned incident response models for the entire country, including priority playbooks that teams can train on and execute consistently. 

• Strengthen operational readiness across sectors, with better coordination between security operations centers (SOCs), clearer escalation thresholds, and more reliable incident reporting pathways. 

• Deepen trusted information sharing and public‑private collaboration through common handling rules, safer “good‑faith” reporting mechanisms, and regular joint exercises to build muscle memory before a crisis.

Taken together, these elements enable leaders not only to respond more effectively to cyber incidents, but to institutionalize preparedness, coordination, and resilience across the national cyber ecosystem. For African countries more broadly, the model also offers a practical pathway to strengthen regional cyber cooperation—by aligning expectations around escalation, information sharing, and public‑private coordination before a cross‑border incident occurs. By translating high‑level principles into practical, repeatable approaches to crisis readiness, the toolkit underscores the value of trusted international partnerships and alignment with global norms for responsible state behavior in cyberspace. 

Why Kenya’s approach matters beyond its borders

Many countries across the Global South are grappling with similar challenges: fragmented ownership of critical infrastructure, uneven cyber capacity across sectors, and the need to coordinate rapidly under pressure. While firmly grounded in Kenya’s national context, the lessons from ARC Kenya are therefore intentionally designed to resonate far beyond its borders and to be highly transferable. 

Importantly, this work does not end in Kenya. We are already building on these lessons through ARC engagements in other regions, including a new workstream in Mexico, applying the same approach to strengthen preparedness, coordination, and resilience across different national contexts. 

By design, the ARC initiative is not simply a record of a single exercise. It is a foundation others can build on—at a national or regional level—offering leaders a practical starting point to turn shared responsibility into sustained capability. 

Explore the ARC Kenya Toolkit & Tabletop Exercise

• Actionable Recommendations 

• Roundtable and Tabletop Exercise 

• Exercise Annex
  

For more than a decade, the Microsoft Digital Crimes Unit (DCU) has persistently disrupted cybercrime and nation-state threats targeting people, organizations, and critical infrastructure. Explore major disruptions—and the ongoing cases and operations behind them here: Disrupting cyberthreats since 2008 | Microsoft

The post Strengthening cyber capacity in Kenya: A new toolkit with lessons for the region appeared first on Microsoft On the Issues.

Cybersecurity is at a turning point. Advanced AI models are dramatically accelerating vulnerability discovery and creating conditions ripe for exploitation, underscored by the announcement of Claude Mythos Preview. This marks a shift, and whether this technology will favor defenders or attackers will depend on the choices we make now. 

With the right safeguards, these capabilities can help trusted defenders identify and fix vulnerabilities across critical systems in hospitals, power grids, water, and telecommunications. Released irresponsibly or not properly secured, however, those same capabilities could be abused by malicious actors, threatening the foundations of our digital ecosystem. 

Much of the discussion has rightly focused on risks. As advanced AI models speed up the discovery of vulnerabilities, the way we fix them must speed up too. That means stronger pre-deployment risk assessments and close collaboration between governments, frontier AI developers, software providers, and the broader ecosystem to ensure these tools reduce, rather than increase, cyber risk. This is particularly important as AI systems themselves have become high‑value targets, requiring stronger protection of models, systems, data, and underlying infrastructure. 

This is ultimately an international challenge. Neither software supply chains nor threat actors stop at borders. Neither can our response. Meeting this moment will require shared approaches across countries, sectors, and systems—rooted in trust, shared standards, resilience, and responsible use. 

This moment is also an opportunity. Security has been and remains the top priority at Microsoft. Over the last two years, through our  Secure Future Initiative, we have strengthened our security foundations for this age of AI, in part by using AI to accelerate vulnerability discovery and remediation. We have also invested in fundamental AI for security research, including the development of open-source industry benchmarks that can be used to evaluate whether models are ready for real-world security work. We are accelerating that work through deeper public-private collaboration and in partnership with AI, including Anthropic’s Project Glasswing and OpenAI’s Trusted Access for Cyber program. 

Securing our digital ecosystem with next‑generation AI is within reach but is not automatic.  

Building secure foundations for the era of frontier AI  

Ensuring advanced AI technologies are used to strengthen cybersecurity requires deliberate and urgent action. We are sharing the following recommendations as practical steps governments, industry, and the broader ecosystem can take to ensure these tools, often referred to as “frontier AI”, reinforce the security foundations on which digital societies depend. And we hope to continue to partner with model providers, industry and government so we can work together to improve security outcomes for all. 

1. Reinforce core cybersecurity practices  

Advanced AI can strengthen cybersecurity only when strong, consistent cyber hygiene is already in place. As frontier AI accelerates vulnerability discovery and response, core practices such as rapid patching, access control, and system resilience become more critical, not less. 

Security gains in the frontier AI era depend on close coordination between technology providers advancing new capabilities and the organizations responsible for operating, updating, and securing real‑world systems. Without this interdependence, advanced AI cannot deliver durable improvements in security. No organization can solve these cybersecurity problems alone. 

That is why sustained investment in what we know works remains essential: secure‑by‑design product lifecycles, Zero Trust architectures, multi‑factor authentication, least‑privileged access, and ongoing security training. Broad adoption and harmonization of established cybersecurity frameworks to ensure consistent resilience across AI‑enabled systems. Trusted cloud environments that enable these practices at scale, supporting secure data handling, continuous patching, and the secure deployment of AI‑enabled tools for defenders.  

  2. Release advanced capabilities responsibly  

As frontier AI systems gain reasoning, coding, and agentic capabilities, some of the most serious security risks arise before deployment, including realistic misuse involving multi‑step reasoning, tool use, and reconnaissance. Technical safety benchmarks remain important, but they are insufficient without rigorous, real‑world testing.  

As a result, governments are increasingly establishing pre‑deployment evaluations that combine technical testing with threat modeling. These assessments are most effective when frontier developers work closely with organizations that track national‑security risks. Investing in secure evaluation environments and modern testing methods can help governments keep pace as capabilities advance.  

Responsible release practices, including phased and controlled access, are a critical extension of this approach. Our work with Anthropic in Project Glasswing offers one practical model, enabling trusted defenders to evaluate advanced capabilities in constrained settings prior to broader release. Similarly, OpenAI and Microsoft work closely through Trusted Access for Cyber program, and we already support OpenAI’s use of scoped, early deployments for safety and security testing.  

Responsibility does not end at release. Organizations that deploy frontier models are often best positioned to detect emerging misuse and should monitor, mitigate, and share threat information. Microsoft is working with peers through the Frontier Model Forum to advance best practices for evaluating and managing cyber risk and enable information sharing. Governments should encourage continued industry collaboration to restrict access for identified threat actors and counter adversarial or malicious use of advanced AI. 

  3. Modernize vulnerability management  

AI is changing both the speed of vulnerability discovery and what constitutes meaningful security risk. Faster discovery only improves security if triage, validation, and remediation can keep up. 

As AI accelerates discovery, vulnerability management must shift from tracking raw volume to reducing real‑world risk. That means prioritizing vulnerabilities that are genuinely exploitable, assigning clear responsibility for triage and remediation, and using phased, risk‑based disclosure when private coordination improves safety. Above all, systems must be designed around validation and realistic remediation capacity, not the assumption that more findings automatically lead to better security. 

Developers of frontier AI models should embed vulnerability coordination and disclosure directly into responsible‑release frameworks. And work with governments and industry to ensure findings are routed to the right owners, acted on early, and supported by clear coordination pathways. 

  4. Fix faster: Strengthen and accelerate response and remediation 

As AI accelerates vulnerability discovery, remediation must keep pace. Initiatives such as DARPA’s AI Cyber Challenge show how AI can help both find and fix flaws in open‑source software. Hardening defenses requires investment not just in detection tools but in the people, processes, and infrastructure responsible for fixing vulnerabilities, especially in critical sectors. 

Much of the software underpinning critical infrastructure relies on open‑source components maintained by small teams or volunteers with limited security capacity. A surge in AI‑enabled discovery risks overwhelming existing triage and disclosure processes. Efforts such as the GitHub Secure Open Source Fund, alongside investments by Microsoft and others through the Linux Foundation, Alpha‑Omega, and OpenSSF, are helping maintainers adapt in ways that are practical and aligned with existing workflows.  

Governments should treat remediation capacity as a core resilience priority, including sustained investment in and support for maintainers, surge capacity during large discovery events, and modernized disclosure pathways—recognizing that effective remediation still largely depends on human judgment, coordination, and time.  

  5. Advance AI security internationally 

AI security is essential to deploy AI at scale. Because AI systems, supply chains, and the risks they introduce operate across borders, national approaches alone will not be sufficient. 

Governments and industry should work together to build interoperable international foundations for AI security, including risk evaluation, coordinated vulnerability disclosure, and information sharing. Priorities should include strengthening the defensive use of AI, preventing misuse through shared norms and safeguards, and securing AI systems- and the AI technology stack.  

Global participation is critical. Countries and organizations with limited cybersecurity resources or legacy infrastructure are often the most exposed. International cooperation should prioritize capacity‑building, ensuring that the security benefits of AI are realized broadly and equitably. 

AI security is not just a safeguard; it is an enabler for innovation and growth. By acting collectively and moving quickly, governments and industry can strengthen global digital resilience and unlock the trusted adoption of AI across economies, critical infrastructure, and public services.

Meeting the moment: Use frontier AI capabilities to build trust and confidence  

Meeting this moment is ultimately about trust: not in any single technology or provider, but in our collective ability to introduce advanced AI responsibly.  

Used deliberately and built on strong security foundations, these capabilities can strengthen cybersecurity and reinforce confidence in the systems society depends on. The choice is not between innovation and security but whether we enable them to reinforce one another. 

That outcome is within reach. With governments, industry, and infrastructure operators aligned, advanced AI can be deployed in ways that match real‑world defensive capacity and support trusted, lawful action. Done right and working together, frontier AI can help protect the digital infrastructure that underpins modern life and build lasting confidence in its resilience. 

For more than a decade, the Microsoft Digital Crimes Unit (DCU) has persistently disrupted cybercrime and nation-state threats targeting people, organizations, and critical infrastructure. Explore major disruptions—and the ongoing cases and operations behind them here: Disrupting cyberthreats since 2008 | Microsoft

The post From capability to responsibility: Securing our global digital ecosystem with next‑generation AI appeared first on Microsoft On the Issues.

Europe is moving fast to capture the benefits of artificial intelligence, recognizing its potential to raise productivity, strengthen competitiveness, and help modernize public services. At the same time, organizations across Europe are focused on digital sovereignty and resilience: retaining control over their data and critical operations in a period of geopolitical volatility.

These priorities go together. That is why one year ago, we announced a set of European digital commitments to respond to these expectations. They focused on five areas:

1. Help build a broad AI and cloud ecosystem across Europe
2. Uphold Europe’s digital resilience even when there is geopolitical volatility
3. Continue to protect the privacy of European data
4. Help protect and defend Europe’s cybersecurity
5. Help strengthen Europe’s economic competitiveness, including for open source

Together, they reflect a simple principle: Europe should be able to use global technology at scale, under European rules, with confidence that it will remain available, secure, and under customer control.

One year on, we take stock of how we’ve put those commitments into practice.

1. Building a broad AI and cloud ecosystem across Europe

A year ago, we detailed plans to increase our European datacenter capacity by 40%, expand cloud operations across 16 European countries, and reach more than 200 datacenters on the continent by 2027. Since then, we have announced new multi-billion euro investments in Portugal, Norway, and the UK, adding to the increased investments announced in Denmark, Germany, France, Italy, Sweden, Spain, Poland, and Switzerland. We also launched new cloud regions in Austria, Denmark, and Belgium. Together, this growing capacity is helping European organizations access cloud and AI capabilities closer to home while supporting sustainable growth through investments such as matching 100% of our annual global electricity consumption with renewable energy.

We emphasize now, as we did when first announcing our digital commitments, that European laws apply to our business practices in Europe, just as local laws govern local practices elsewhere in the world. We remain committed not only to building digital infrastructure for Europe, but also to respecting the role that laws across Europe play in regulating our products and services.

2. Upholding Europe’s digital resilience in a volatile geopolitical environment

For many customers, digital sovereignty is now about more than where data is stored. Institutions and businesses across Europe also want to know whether they can rely on critical digital services when geopolitical pressures rise, and whether they can adopt advanced AI capabilities without losing control.

We have made our Digital Resilience Commitment legally binding in contracts with European national governments and the European Commission, including a commitment to promptly and vigorously contest in court any order by any government to suspend or cease cloud operations in Europe.

We also committed to continuity measures, including expanded partnerships with European cloud partners that can support our customers’ operational continuity in extreme scenarios. Reinforcing this approach, we launched a European resiliency partnership with Delos Cloud to safeguard business continuity in Europe in times of crisis. This work also supports closer cooperation among Europe’s sovereign cloud providers, including crisis response coordination and continuity options designed to help customers maintain operations even in the event of geopolitical disruptions.

We also expanded our strategic partnership with Capgemini to offer fully integrated, managed sovereign cloud services. In addition, we are deepening our collaboration with Accenture to help organizations design and implement sovereign cloud and AI solutions, supporting customers in highly regulated sectors as they balance innovation with control, compliance, and resilience.

To further strengthen governance and operational oversight in Europe, Microsoft’s European activities are now overseen by a board of directors composed exclusively of European nationals, reinforcing regional accountability and our commitments to cybersecurity, resilience, and compliance under European law.

3. Protecting the privacy of European data

Privacy, transparency, and customer control remain central to Europe’s expectations for cloud and AI. That’s why over the past year we have built a portfolio of sovereign cloud options, spanning public cloud, private cloud, and national partner solutions, so that customers can choose the level of control and oversight that best fits their legal, operational, and risk requirements. This portfolio spans infrastructure, productivity, and AI workloads across cloud, hybrid, or fully local deployments.

We have continued to implement our Defending Your Data Initiative, including our commitment to challenge government data requests for EU public‑sector or commercial customers where we have a lawful basis to do so.

We also completed the EU Data Boundary, enabling European customer data to be stored and processed within the EU. We have since expanded these commitments to cover AI-powered productivity services, so that the processing of customer data for tools like Copilot can also take place within Europe.

In order to further reinforce transparency and oversight, we announced Data Guardian, which ensures that all remote access by Microsoft engineers to systems that store and process customer data in Europe is approved and monitored by personnel residing in Europe and logged in a tamper-evident ledger.

Over the past year, we have strengthened our sovereign solutions through new contractual assurances, closer partnerships with European providers, and expanded customer support.

The Microsoft Sovereign Cloud has been enhanced to help customers meet Europe’s growing expectations for control, resilience, and compliance without slowing down innovation. Recent updates add new governance and operational controls, expand productivity options for regulated environments, and strengthen encryption, while making it easier to use advanced AI capabilities that are fully customer-controlled. This includes solutions where AI models can run on customer-owned infrastructure with limited connectivity or even in fully disconnected environments. Earlier this week, we added new capabilities to our private cloud offering allowing organizations to run much larger workloads locally.

Sovereign Landing Zone provides a cloud architecture that embeds governance, compliance, and sovereign controls, helping European organizations deploy cloud environments that align with European regulatory requirements, with less complexity.

External validation of this approach continues to grow. Microsoft was named a leader in Forrester’s latest assessment of sovereign cloud platforms, recognizing the strength of our public cloud, private cloud, and partner-operated approach.

To help customers put this into practice, we opened our first three European Sovereignty and Resilience Studios in Munich, Brussels, and Amsterdam, where governments and enterprises work side by side with Microsoft’s engineers, policy experts, and security teams to capture the full promise of cloud and AI. Additional studios are planned to open in Microsoft’s nine other Innovation Hubs across Europe.

4. Helping protect and defend Europe’s cybersecurity

Cyber threats don’t stop at national borders, and Europe’s security depends on strong public‑private cooperation. During the last year, we have rolled out our European Security Program (ESP), an offering available at no cost to governments across the UK, EU, EFTA, and EU accession countries. It expands threat intelligence sharing and prioritizes new partnerships and investments to help protect critical infrastructure, disrupt cybercrime, and strengthen Europe’s collective ability to respond to attacks.

This program is live across 27 countries across Europe, providing support at no cost within a clear scope through structured briefings, early warnings, and tailored information sharing relevant to each country’s environment.

We have provided cybersecurity support to NATO, Ukraine, and other European governments, including threat intelligence, election protection, and disrupting attacks targeting European governments, companies, and citizens.

Since the start of Russia’s full-scale invasion of Ukraine in 2022, when we helped move critical data and services to secure datacenters across Europe and defend against sustained cyberattacks and eventual kinetic attacks, Microsoft has continued to support the country without interruption, providing more than $600 million in free technology, security, and financial assistance.

We have also expanded collaboration by embedding investigators with Europol’s European Cybercrime Centre (EC3). Together, we are translating technical threat intelligence into coordinated operational action, linking visibility into cybercriminal infrastructure with law enforcement’s ability to investigate, coordinate, and disrupt. This model underpinned recent cybercrime takedowns, including Tycoon 2FA, Lumma Stealer, and RedVDS. And, through our partnership with CyberPeace Institute, more than 300 European nonprofits are receiving cybersecurity support.

All of this work was reinforced in July with the appointment of Freddy Dezeure as Deputy Chief Information Security Officer, a European national based in Europe, who is coordinating Microsoft’s compliance with European cybersecurity regulations. Our European executive cybersecurity presence and oversight  are closely aligned with Microsoft’s broader cybersecurity governance, combining European guidelines with globally consistent security practices.

5. Strengthening Europe’s economic competitiveness, including for open source

We continue to support open ecosystems, including open source, to keep our AI and cloud platforms accessible and interoperable, and to give customers deployment options that fit their needs. There are almost 25 million European software developers active on GitHub, making more than 155 million contributions to public projects in the last year alone. Through Microsoft Foundry, customers can choose from more than 11,000 AI models, both open source and commercial, and run them in sovereign public or private clouds from cloud to the edge. This enables customers to deploy the same Microsoft Foundry model catalog within sovereignty‑aligned infrastructure.

But it is also vital that we support AI solutions that are more multilingual and attuned to cultural context. As part of our commitment to advance European commerce and culture, we launched LINGUA in September 2025 to support projects that collect high‑quality speech and text datasets for Europe’s underrepresented languages. Following an open call, we selected 12 projects spanning 16 languages and dialects across 10 countries, bringing together universities, nonprofits, a government language center, and a public broadcaster to create and digitize open datasets, preserve heritage languages, and develop new evaluation resources for multilingual AI.

We have new AI for Culture projects to digitally preserve iconic European sites and artifacts, including a digital replica of Notre Dame with the French Institut du Patrimoine and Iconem, and we are working with leading institutions to digitize historic cinematic model opera sets and enable access to metadata associated with millions of artifacts. We are also working with the Vatican Library on digitization and AI analysis of historic documents. All of this builds on preservation efforts underway since 2019 for landmarks such as St. Peter’s Basilica in Rome, Mont Saint Michel in France, and Ancient Olympia in Greece.

Relatedly, Céline Geissmann was chosen to lead our Microsoft Open Innovation Center in Strasbourg to work at the intersection of AI, languages, culture, open data, and innovation.

Staying accountable as Europe’s digital landscape evolves

These commitments are our North Star for how we engage in Europe, grounded in European law and values, shaped by European priorities, and designed to progress over time.

As Europe’s digital and geopolitical context continues to evolve, we will keep engaging with policymakers, regulators, customers, and partners to test whether what we are delivering matches what Europe needs. Where it does not, we will adapt.

Trust cannot be claimed. It needs to be earned through our actions, day by day. We are committed to earning that trust by listening, acting, and delivering for Europe.

The post One year on: Progress on our European digital commitments  appeared first on Microsoft On the Issues.

We are living through a moment that will be defined not only by advanced technology and AI, but by the real-world infrastructure that makes it possible. And that infrastructure will be built the way critical infrastructure has always been built—by electricians, ironworkers, pipefitters, operating engineers, laborers, and the many other skilled professionals who turn plans into places and progress.

In a world that can feel increasingly virtual, there are millions of skilled trade professionals who remind us of a simple truth: what happens next still depends on uniquely human skills and what we can create, build, wire, weld, install, and maintain.

At Microsoft, we are honored to partner with North America’s Building Trades Unions (NABTU) to invest in the people who build with us. Today we are announcing an expanded partnership to support a strong, skilled workforce pipeline and help workers across North America build the skills needed to succeed in an AI-powered economy.

We believe that the North American skilled trades workforce is one of the most talented workforce systems. This week, thousands of these talented workers from across North America gather in Washington, DC for their annual Legislative Conference, an annual convening that reflects both the enduring strength of the trades and the country’s need for what they do.

As part of our Community-First approach to AI infrastructure we committed to investing in the places where we build, in the people who build with us, and in the long-term capacity of local economies. AI is a tool we will use, and I believe it will help in ways we plan and manage work, but it will not replace the experience, judgment, and craft that define the trades. Instead, it can amplify those human skills: helping people work more safely, learning more quickly, and delivering higher-quality outcomes on increasingly complex job sites.

Bringing AI literacy to millions of trades professionals

Our collaboration with NABTU is built on a simple but powerful idea: the people building the future should also be equipped to thrive in it.

Over the past year, we have worked together to bring AI literacy directly into the apprenticeship and training infrastructure that NABTU operates across all 50 states and Canada. More than 1,500 instructors in hands-on training centers nationwide have already participated. That early momentum confirmed that when you meet workers where they are, with content designed for how they actually work, the true benefit of AI can be felt.

Today, we are expanding that effort significantly. Beginning now, no-cost AI literacy courses tailored specifically for the skilled trades are available on LinkedIn Learning, open to instructors, apprentices, and journey-level workers across North America. One course is designed for faculty and staff in apprenticeship training environments. The other is built for apprentices and journey-level professionals who are on job sites every day. Upon completion, participants earn an industry-recognized AI literacy credential—a tangible marker of readiness that travels with them throughout their careers.

We are also extending our partnership to TradesFutures, NABTU’s affiliated nonprofit that recruits, prepares, and connects people to union construction apprenticeship programs across 34 states. Through TradesFutures, we will expand awareness of careers in data center construction alongside AI literacy and link opportunity with infrastructure being built today with the skills that will define tomorrow. The training will be available to all TradesFutures Apprenticeship Readiness Programs, which operate in community-based workforce development settings, high schools, correctional facilities, and labor organizations.

Building on a foundation of partnership with labor unions

There is a question at the center of every conversation about AI and work: who gets to participate?

For too long, the answer has defaulted to those already inside the technology sector or sitting behind desks. But the reality of the AI economy is far broader than any single industry.

At Microsoft, we believe that AI literacy should be as foundational as safety training on a job site. It is not about turning electricians into software engineers. It is about ensuring that an apprentice learning to install electrical systems in a data center also understands the technology those systems support and can use AI tools to work more safely, more efficiently, and with greater confidence.

That philosophy aligns directly with how we think about jobs and skills at Microsoft Elevate—not as a one-time event but as an ongoing investment in human potential that increases the opportunity for all.

This work with NABTU is part of a broader pattern of partnership between Microsoft and the labor community. In December 2023, Microsoft and the AFL-CIO announced a first-of-its-kind partnership between a technology company and a national labor organization focused on AI. That agreement established a framework for sharing AI insights with labor leaders, incorporating worker perspectives into technology development, and shaping public policy that supports frontline workers.

Since then, through our Microsoft Elevate initiative, we have continued to deepen our engagement with workforce organizations, educators, and community institutions. From partnerships with the American Federation of Teachers on the National Academy for AI Instruction to the National Education Association and National Association of Workforce Boards, our work with community colleges across the country, the thread that connects all of this work is a commitment to meeting people where they are—and making sure they have the skills and credentials to move forward.

The road ahead

Technology only fulfills its promise when it lifts people up, and the opportunity here is enormous. For this sector, for every industry that depends on it, for organizations of every size, and for individual workers and entrepreneurs. But it will only be realized if AI is designed and deployed around the realities of the work. In the trades, that means tools that are practical, trusted, and tailored so that AI can help more people stay in the field doing what they love, while opening doors to new kinds of growth.

Think about what that can mean for a contractor who’s running a small shop after a full day on the job: AI that helps draft and send invoices faster, reconcile receipts, and keep paperwork from piling up late at night. Or AI that can sift through public records—permits, zoning updates, capital plans, and procurement notices—to spot building trends in a community and flag where demand is headed next. Or tools that help identify bid opportunities and assemble first-draft scopes and materials lists based on prior jobs. On the job site itself, we believe AI can support safer work, such as summarizing daily plans, translating instructions, and surfacing the right checklist or standard, so people can focus on the work that requires human judgment.

There remain big questions about the impact of AI, and while we do not yet have all the answers, we do know that the future will not be built by technology alone. It will be built by the people who show up every day with skill and purpose to construct the world we all want to live in. If we continue to work together, AI can help expand opportunities: stronger businesses, safer job sites, better projects, and more people able to earn a great living in the communities they call home.

The post Putting AI to work with the building trades appeared first on Microsoft On the Issues.

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For more than 40 years, Microsoft has supported and scaled Canadian innovation. Now, with more than 5,300 employees and 11 offices across Canada, Microsoft Canada’s technology ecosystem is a trusted partner and key driver of economic opportunity across the country, with $60 billion contributed to Canada’s GDP each year through our cloud customers and partner network and more than 426,000 jobs supported—over 2% of Canada’s workforce.  

As we look ahead, we are proud to be building the critical infrastructure Canada needs to power its digital future. 

In December 2025, Microsoft announced the largest investment in our history in Canada, a $19 billion commitment between 2023 and 2027 to expand cloud and AI infrastructure, strengthen digital sovereignty, advance cybersecurity, and support skills and jobs for Canadians. 

Today, as we move from investment to implementation, we want to share how we are putting those commitments into practice through a Community-First approach to AI infrastructure, one that is globally consistent in principle and delivered in ways that reflect Canada’s communities, institutions, and priorities. 

Community First, Built for Canada 

AI infrastructure brings enormous opportunity. But we know Canadians also have real questions about affordability, energy and water use, jobs, and the impact large-scale infrastructure has on local communities. 

Those questions matter. Technological progress only works when communities see themselves in the benefits.  

At Microsoft, we believe communities should share in the benefits of AI infrastructure, and they should not bear the costs. That belief is reflected in five Community–First principles that guide how we build and operate datacentres around the world—and how we partner locally in Canada: 

Together, these principles shape how we build and operate our datacentres across Ontario and Québec and how we partner with governments, utilities, educators, community organizations, labour groups, and local nonprofits.

Below, we outline what each principle means in practice and the concrete steps we are taking to put these commitments into action here in Canada.

Paying our way on electricity

As Canada expands AI and cloud capacity, electricity systems are under pressure. Microsoft is committed to ensuring that our datacentres do not increase electricity prices for Canadians. In practical terms, this means that our infrastructure growth must be matched by responsible planning, full cost recovery, and investments that support long-term system reliability.

While electricity systems are provincially governed and solutions vary by region, our commitment is consistent across the country: AI infrastructure growth must support grid resilience and affordability for communities.

To deliver on this principle, Microsoft will:

• Work closely with provinces, utilities, system operators, and regulators to plan new supply in advance
• Design and operate highly energy-efficient datacentres
• Support public policies that advance affordable, reliable, and sustainable power
• Pay the full cost of the electricity we use, including the cost of new generation, transmission, and grid upgrades

Our commitment in action

In Ontario and Québec, we are working closely with provincial governments, utilities, system operators, and regulators to align datacentre growth with planned investments in generation and transmission.

We pay the full cost of the electricity we use. We also continue to design and operate next-generation datacentres that are significantly more energy efficient, reducing the amount of energy required for each unit of computing while scaling to meet growing demand.

To date, we have also paid for substations and fully dedicated the substations and land to provincial utilities. By paying our full share and planning ahead, we aim to support Canada’s economic growth without overstressing the electric grid or shifting costs onto households or small businesses.

Managing water responsibly 

Canada’s cooler climate is a real advantage when it comes to water stewardship. In Ontario and Québec, our datacentres are designed with a reduction-first approach, relying primarily on outside air and using water for cooling less than 5% of the year. When water is used, it is cycled efficiently through the system multiple times and managed in compliance with local regulations. This results in relatively low projected water withdrawals that reflect both local conditions and responsible designs. 

Microsoft’s approach to water in Canada prioritizes: 

• Minimizing potable water use through efficient design and advanced, industry-leading cooling technologies that maximize free air cooling, limiting the use of water 
• Transparency and early engagement with provincial and local authorities on water decisions 

Where communities identify opportunities to strengthen local water systems, we believe infrastructure investment should contribute to broader watershed health, not compete with it. 

Our commitment in action 

To bring this principle to life, Microsoft is taking locally grounded steps to strengthen water systems in the Canadian communities where we operate. 

In Ontario and Québec, we will partner on region–specific water projects that improve infrastructure resilience, restore watersheds, and support long-term stewardship. These projects, developed with local governments, conservation partners, and research institutions, include: 

• Rainwater harvesting: We design our facilities to make use of what is already available. We’ve implemented rainwater harvesting that further offsets freshwater demand. Our on‑site systems are projected to capture approximately 1.5 million litres of rainwater per year for use in datacentre operations. 
• LEED Gold certification is incorporated into Canadian datacentre designs. All Canadian datacentres will be monitored throughout the construction lifecycle and will undergo the certification process as they near completion.  
• Wetland and watershed restoration initiatives that improve water quality and reduce flood risk, including supporting Ducks Unlimited Canada to plant hundreds of trees and shrubs in the Lorette River Watershed. 
• Projects that strengthen monitoring, conservation, and long-term ecosystem health, including a donation toward the preservation of 325 acres of wetland in the Niagara Escarpment. 

Together, these efforts reflect a reduction first approach: minimizing reliance on potable water in our datacentres while investing in the resilience of shared water systems communities depend on every day. 

Creating jobs and economic opportunity 

In Canada, Microsoft’s datacentre construction is delivered through unionized skilled trades labour, supporting high quality jobs, strong safety standards, and apprenticeship pathways. Beyond construction, our focus is on building durable pathways into long–term careers connected to AI infrastructure and the digital economy. Through partnerships with educators, workforce organizations, and labour groups, Microsoft is working to ensure that Canadians can access the jobs created by this investment. 

Our commitment in action

We are advancing this principle through several concrete steps: 

• Increasing transparency: We will publish clearer information on the jobs created and local suppliers engaged at our Canadian datacentre sites. This will include aggregated national figures, with local detail available where appropriate, providing communities, governments, and stakeholders with a clearer picture of how AI infrastructure investment supports local economies. Microsoft’s datacentre builds in Canada employ approximately 2,000 individuals across sites during construction. Additionally, more than 400 Canadian businesses are involved during the construction phase. Once built and operational, Microsoft’s Canadian datacentres will employ approximately 250 FTEs, and approximately 400 contractors to maintain and operate its sites.  

• Deepening labour partnerships: We will continue to work with Canadian trade unions and workforce organizations, leveraging existing North American relationships and Canadian labour expertise to support safe, skilled, and inclusive job creation. 

Contributing to local communities 

Datacentres are long–term investments. They contribute directly to municipal tax bases, helping fund essential public services, without asking for special tax treatment. 

The arrival of a corporate citizen like Microsoft is a real benefit to our community in L’Ancienne-Lorette, particularly through significant contribution to municipal tax revenues. It also points to a positive impact on community engagement, with discussions already underway.” 

-  Gaétan Pageau, Mayor, City of L’Ancienne-Lorette

Strong communities are essential to sustainable growth. That is why Microsoft invests not only in infrastructure, but also in the social and economic foundations that support it.   

Our commitment in action 

Across Ontario and Québec, we are continuing to expand partnerships that support: 

• Workforce training and economic inclusion, including digital skilling for underrepresented groups through NPower Canada 
• Donations to support environmental conservation, restoration, and climate resilience projects with Ducks Unlimited Canada 
• Digital access and community led innovation, including support for local community projects through the Microsoft community funds 

These investments help ensure that AI infrastructure contributes to the vitality of the communities where it is built.

Investing in skills and what comes next 

Infrastructure alone is not enough. The real opportunity comes when its benefits are widely shared. It is the foundation upon which others build: startups launching new ideas, researchers advancing discovery, educators preparing the next generation, and governments and communities solving real challenges. 

To fully realize the promise of AI, Canadians must have access to the skills, tools, and opportunities to participate in, and shape the AI economy. That means ensuring AI doesn’t remain concentrated in a few places or organizations, but instead diffuses across our economy and communities, empowering people in every sector to innovate, build, and lead. 

Our commitment in action 

Microsoft is announcing several new Canada specific actions to expand access to AI and digital skills: 

• Launching national AI skilling initiatives: Through Microsoft Elevate, we are launching a new National AI Skilling Grant with Digital Moment to expand AI Education Training, delivering free, bilingual AI workshops and classroom ready resources to 20,000 educators and students across the country. 

• Advancing Indigenous AI fluency: Microsoft Elevate is partnering with Ampere and the Pinnguaq Foundation to further support Indigenous AI Fluency and Workforce Readiness Hubs – a national network of 13 makerspaces supporting AI learning, data privacy, and workforce readiness for youth and communities, including integration supporting teachers and students in Nunavut’s K–12 and post-secondary education system. 

• Empowering the nonprofit sector: In Canada, we are launching Microsoft Elevate for Changemakers and AI for Nonprofits credential through a community-led approach in partnership with Canadian Centre for Nonprofit Digital Resilience (CCNDR) and Digital Moment. CCNDR anchors the work in nonprofit trust, sector insight, and national reach, while Digital Moment will lead with high quality training and delivery in both official languages. Together, this new credential will equip 5,000 nonprofit professionals and leaders across Canada with practical, responsible AI skills they can apply immediately in their work. 

Building the future, together 

AI infrastructure is most powerful when it is built with trust, transparency, and partnership. That is why our approach starts and ends with communities. We are committed to building AI infrastructure in Canada in a way that earns trust, supports local priorities, and strengthens long –term prosperity. As this work continues, we will keep listening, learning, and engaging, because building the future of AI means building it with communities, not just in them. 

The post Building AI infrastructure the Community-First way in Canada appeared first on Microsoft On the Issues.

Today we are sharing news about important changes we are making in our cloud services offerings in the United Kingdom. These changes address issues the Competition and Markets Authority (CMA) has raised and  reviewed as part of its Cloud Market Investigation Report, announced in July 2025.

In conjunction with the CMA’s extensive review, today’s changes will apply to UK customers using Microsoft Azure. The changes address the CMA’s commitment to ensuring that UK customers can continue to move, deploy, and operate their workloads in the clouds of their choice with confidence, flexibility, and ever-reduced friction. The changes are focused on data egress, switching, and interoperability, and are described in a more detailed fact sheet accompanying this statement. We will implement all these changes promptly. We will also proactively share information about these changes with other regulators around the world.

We recognize that the CMA will continue to review and assess additional issues relating to our products and services, including in the business software market. We are committed to working quickly and constructively to address these issues, including by providing all the information the CMA needs to move forward with its reviews.

The cloud and AI markets continue to change at an unprecedented pace. The cloud market itself remains intensely competitive, with large investments by Amazon, Google, Oracle, and new neo-cloud entrants and, ironically, with Google, a complainant in this review, growing faster in the last quarter of 2025 than Amazon or Microsoft.

Especially in times of such dynamic change, a thorough regulatory review requires rapid access to real-world market data and customer input. This is the only way regulators can act in a targeted and agile manner that brings faster changes to the market while fostering continued innovation and investment. This type of work always requires dialogue on both sides. We appreciate the opportunity we have had for direct and constructive conversations with the CMA and its staff and look forward to an ongoing dialogue in relation to relevant cloud issues in the future.

Microsoft has long been committed to addressing the competition and antitrust issues raised by regulators and enforcement agencies through constructive engagement, transparency, and a willingness to address concerns promptly and in practical ways. We believe this has served our shareholders and customers well, avoiding protracted litigation, legal defeats, and large fines.

The post Working constructively with the UK CMA to support customer choice and cloud competition appeared first on Microsoft On the Issues.

As we welcome more than 1,500 nonprofit leaders from around the world to Microsoft’s Global Nonprofit Leaders Summit, we are reminded of the extraordinary work nonprofit organizations do every day to strengthen communities and expand opportunity. Today’s gathering comes at a pivotal moment, as nonprofits confront a new set of questions: How can AI help them serve their communities more effectively? And how do they build the skills and capacity to lead this change from within?

Major technological transitions rarely unfold evenly. As AI diffuses across economies and sectors, it creates new opportunities, but it also introduces significant disruption for workers, families, and communities. Nonprofits are uniquely positioned to drive meaningful change in today’s world. They are the organizations people turn to first to support people as they develop new skills, find new pathways to employment, and stay connected to the systems that sustain them.

To help them maximize their impact with greater scale and efficiency, today we are announcing Microsoft Elevate for Changemakers, a new initiative that provides nonprofit leaders with essential AI credentials, access to a strong peer community, and role-based capacity-building resources. This program is designed to empower those at the forefront of social challenges to confidently lead AI adoption in ways that reflect their missions and the communities they serve.

This new program is part of our broader Microsoft Elevate commitment to ensure people can thrive in the AI economy and reflects Microsoft’s 50-year legacy of supporting nonprofits. As an organization, we are proud to partner with nearly one million nonprofits and education systems globally, and in the next year alone we will deliver more than $5 billion in discounts, donations, and grants to help nonprofit organizations address community needs.

Backed by Microsoft’s pledge to ensure everyone has opportunity in the AI era, Microsoft Elevate for Changemakers helps ensure that those working closest to community challenges remain at the leading edge of AI-powered solutions.

The new Microsoft Elevate for Changemakers program includes: 

• AI for Nonprofits credential: The AI for Nonprofits credential is a professional certificate, developed with LinkedIn and NetHope, that gives participants a clear, structured learning path built around the real work happening across the nonprofit sector. Earners receive a LinkedIn professional certificate, providing formal recognition of their growing expertise and their commitment to responsible AI use in their organizations.
• Live and on-demand AI training to build capacity: Practical skills training built around real nonprofit work, not generic AI content repackaged for the sector. From Copilot fundamentals to change management to responsible AI governance, every module is designed to simplify workflows for nonprofits and help them do more with ease.
• A Changemaker Fellowship, a global program for nonprofit professionals at organizations with actionable AI projects ready to advance their missions. This fellowship provides the essential resources, investment, and expert guidance needed to turn AI ambition into lasting impact. Fellows will join a worldwide cohort, create and implement responsible AI adoption plans, develop critical technical and change management skills, and connect with a trusted network of nonprofit AI leaders—all with support from Microsoft and launch partners, including EY and Caribou. The Changemaker Fellowship is now open to nonprofits of all backgrounds.

Those ready to make a difference with AI can register their interest today at Aka.ms/MicrosoftElevateforChangemakers.

Transforming possibilities by empowering nonprofits

At its best, AI should expand human agency rather than replace it. The real opportunity is to give people more capacity to solve problems, build new ideas, and strengthen the communities around them.

Across the nonprofit sector, this is already taking shape in practical ways:

• Enriching staff time. Much of a typical nonprofit employee week does not directly contribute to the mission work. In fact, research finds that nearly half of nonprofit organizations still use manual data entry and spreadsheets for compliance documentation, meeting summaries, case notes, and other operations. AI reduces that burden in ways that are already real and measurable, giving people more of their week back for the work they came to do. ARCare, a healthcare provider in underserved communities across Arkansas, Kentucky, and Mississippi, is already seeing the benefits of its use of AI technology. With AI handling administrative tasks, staff spend less time on data collection and more time on patient care, and they estimate they have eliminated 6–8 hours a day of manual tasks.
• Delivering more impactful programs. AI gives nonprofits the ability to scale what works without losing what makes it work. Opportunity International is using AI to scale impact through a local language chatbot to provide farmers with instant agricultural guidance, overcoming literacy barriers and dramatically expanding reach. By making critical knowledge accessible, AI frees frontline teams to focus on relationships, mentoring, and the long-term change that traditional programs alone can’t achieve.

• Engaging supporters and funders more effectively. Raising funds, obtaining grants, and building donor relationships are often the most important strategic priorities—and challenges—for nonprofits that are facing growing demand for services at a time of economic uncertainty. AI doesn’t replace donor relationships. It gives the people managing those relationships more time and capacity to focus on what builds them. Head Start Homes found that as AI increased their organizational bandwidth, they could scale programs and attract new funding.

• Transforming operations. AI gives nonprofits the ability to innovate and optimize how they work, bringing greater security, sharper data, and more informed decision-making to every part of the organization. The result is less time spent managing complexity and more capacity directed toward results. The social housing organization, de Alliantie, is a good example. Using AI has allowed de Alliantie to boost efficiency while keeping a human-centered approach to housing support at the center of everything they do. With more than 3,000 calls coming in each week for housing support, using an AI chatbot allowed call center staff to help more people, because the goal was never efficiency for its own sake. It was to make sure the human benefit always comes first.

These real stories of AI empowering mission-driven organizations are made possible by dedicated individuals within nonprofits who are stepping forward to lead transformative change, often without formal recognition or an official mandate. It is their willingness to embrace new technology, learn new skills, and champion responsible AI adoption that is propelling the sector forward.

The work ahead

The millions of global changemakers, volunteers, and leaders across the nonprofit sector are redefining what is possible, ensuring that AI serves as a tool to amplify human capacity and purpose, rather than replace it. Their commitment and leadership are the driving force behind a future where nonprofits harness AI to deliver greater impact, deepen relationships, and strengthen communities.

The path forward will be shaped by the strength and leadership of the nonprofit sector. Every day, these organizations demonstrate what it means to stay close to communities, respond in moments of change, and help people navigate uncertainty with trust and consistency.

That is what makes this moment different. As AI becomes more widely adopted, the organizations best positioned to ensure its benefits are broadly shared are the ones already doing this work.

At Microsoft, we are building on a tradition of support for this sector that began five decades ago with our founder and continues today. Ours is a long-term commitment. Not just as a technology partner, but as part of a broader effort to help ensure the benefits of AI reach the communities nonprofits serve. We will continue investing in the capacity, tools, and partnerships that support this work and look forward to building what comes next together.

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