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Greater China Retail Supply/Demand Trends 2025 – Shifting consumption patterns reshaping retail real estate

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HONG KONG SAR – Media OutReach Newswire – 29 September 2025 – Cushman & Wakefield, a leading global real estate services firm, today released its annual Greater China Retail Supply/Demand Trends report. According to the report, by Q2 2025, the total prime retail property stock in the core markets of the 15 major cities we track in Greater China reached 116.7 million sq m. During the past year, supported by “boosting consumption” measures, the Chinese mainland’s retail market demonstrated strong resilience. However, influenced by subdued consumer confidence and project upgrading efforts, the overall average vacancy rate across the 15 major cities rose 0.4 percentage points year-on-year to 11.1% in Q2 2025.

The supply/demand rundown for 17 city core area-level markets in Greater China (Q2 2025)
Source: Cushman & Wakefield Research

Duke Zhen, Managing Director, Head of Retail Services, China, Cushman & Wakefield, said, “With policy stimulus, the consumption environment improved marginally in the first half of 2025, reflected in both the recovery of consumer confidence and the accelerating growth of total retail sales of consumer goods on a quarter-on-quarter basis. Driven by emotional consumption and the increasing importance of quality–price ratio, the Chinese consumer market has become more diverse and dynamic, exhibiting renewed vitality.”

Shaun Brodie, Head of Greater China Research Content, Cushman & Wakefield said, “Since the start of this year, a series of supportive policies have continued to stimulate consumption, driving steady growth in the Chinese consumer market. To meet increasingly diverse and personalized consumer demands, the retail sector has been actively introducing new business models, consumption scenarios, service offerings, and retail formats.”

Retailers and shopping center landlords are responding with a renewed focus on customer experience, introducing new technologies, and experimenting with innovative retail formats. In terms of supply and demand, several key trends stand out in 2025:

  • Renovation and upgrading of existing properties;
  • Integration of cultural and tourism consumption;
  • The rise of pop toys as part of emotional consumption;
  • Strong growth in health-related consumption.

While slower economic growth and uncertain disposable incomes are likely to temper household spending, ongoing government measures to stimulate consumption — together with the success of new retail concepts and formats — are expected to support steady momentum. The outlook for Greater China’s retail property market remains positive, with policy support, changing consumer preferences, and innovative supply all converging to drive sustainable long-term growth.

Beijing

By the end of H1 2025, the total stock in Beijing’s retail property market reached 18.7 million sq m, of which 16.9 million sq m was accounted for by shopping centers.

Despite pressures from an economic slowdown and consumption downgrading, the market broadly maintained stability over the past year. Average asking rents stood at RMB2,130 per sq m per month, while the vacancy rate edged down to 10.5%. To adapt to shifting consumer sentiment, malls have actively renewed and upgraded their tenant mixes, aiming to attract footfall, enhance customer loyalty, and align with changing demands. The strategy has helped mitigate operational challenges faced by both projects and retail brands.

Looking ahead, approximately 500,000 sq m of new supply is scheduled to enter the market in H2 2025. This pipeline is concentrated in suburban developments and urban renewal projects across traditional submarkets, which will further diversify Beijing’s retail landscape.

In parallel, Beijing has rolled out a series of supportive policies to stimulate consumption. A new policy issued in June emphasizes upgrading traditional submarkets and malls, fostering innovative consumption scenarios, promoting the introduction of brand first stores, and providing targeted support for China-Chic brands and time-honored domestic brands. Together, these measures are expected to reinforce market confidence and unlock new consumption potential in the capital.

Shanghai

In the past year, 1.61 million sq m of new retail space was added to the Shanghai market, bringing the total stock of mid- to high-end shopping centers to approximately 25.0 million sq m.

The influx of new supply in H2 2024 and H1 2025 placed pressure on market fundamentals. The overall vacancy rate for mid- to high-end retail properties edged up 0.2 percentage points year-on-year to 9.5%, while the average first-floor asking rent fell 4.2% year-on-year to RMB728.7 per sq m per month. The rental decline was primarily driven by competitive pricing at newly launched suburban projects.

This heightened level of supply has intensified intra-market competition. Many aging retail properties are responding by repositioning their projects, upgrading brand mixes, and enhancing facilities to better align with the needs of Shanghai’s increasingly sophisticated consumer base.

Looking ahead, the second half of 2025 will see a further influx of new projects, adding to competitive pressures. Nonetheless, established properties by leading developers are expected to remain attractive to both international and prominent domestic retailers. Conversely, older retail properties located near new developments will face mounting competition and will need to adapt proactively to retain relevance and market share.

Shenzhen

Shenzhen’s retail market maintained positive momentum in the past year, with demand bright spots providing confidence for mall operators. Development activity also picked up, with approximately 878,000 sq m of prime shopping mall space delivered. As a result, Shenzhen’s prime mall stock increased 13.3% year-on-year to reach 7.5 million sq m.

At the same time, consumer behavior is evolving. More residents are frequenting community-based retail premises for convenience, reducing visits to large-scale malls. In response, landlords adjusted strategies by lowering rents to attract new entrants. The average monthly rental level declined 6.2% year-on-year to RMB761.6 per sq m, while the citywide vacancy rate rose 0.7 percentage points year-on-year to 9.1%. Looking ahead, approximately 1.3 million sq m of prime new mall space is scheduled for completion through the end of 2027. This influx of supply will intensify competition and exert further downward pressure on rental levels.

To counterbalance these pressures, Shenzhen has introduced a series of action plans aimed at improving employment rates and raising household incomes, measures designed to strengthen consumer confidence. These initiatives are expected to help mitigate the impact of macroeconomic uncertainty and support more sustainable long-term retail growth.

Guangzhou

Over the past year, Guangzhou added 443,000 sq m of high-quality retail space, lifting citywide stock to more than 6 million sq m. Approximately 87% of this new supply was delivered in non-core commercial districts, accelerating the city’s retail landscape diversification and extending consumer reach beyond traditional hubs.

Despite signs of improving consumer demand, retailers adopted a more cautious expansion approach. As a result, the overall vacancy rate rose 1.9 percentage points year-on-year to 9.2%. Competitive leasing strategies were observed in some prime malls, where landlords lowered rents to attract leading brands. This contributed to a 6.1% year-on-year decline in average prime mall rents, which fell to RMB672.6 per sq m per month.

Still, Guangzhou’s retail sector demonstrated resilience. Supported by the “first store” policy, prime malls introduced nearly 85 first stores in the past year — representing a 70% increase year-on-year — a clear sign of retailers’ long-term confidence in the city’s consumer base.

Looking ahead, approximately 976,000 sq m of new retail space is scheduled for completion between mid-2025 and 2026, with Panyu and Liwan districts accounting for nearly 40% of deliveries. Meanwhile, Guangzhou continues to strengthen its policy environment, issuing a draft implementation plan to stimulate consumer markets and rolling out special measures targeting duty-free retail, elderly services, and the catering industry. These initiatives are expected to further energize market vitality and accelerate the city’s consumption recovery.

Chengdu

The recovery of consumption supported the growth of Chengdu’s retail market over the past year. During H2 2024 and H1 2025, four new shopping centers were completed, adding 452,000 sq m of retail space and bringing the prime retail market stock to approximately 8.5 million sq m.

However, the addition of new projects with relatively high vacancy rates, combined with adjustments in existing retail properties, led to an increase in the overall vacancy rate, which rose 2.9 percentage points year-on-year to 8.93% by the end of Q2 2025. In response to this pressure, the average first-floor asking rent declined 3.4% year-on-year to RMB586.62 per sq m per month.

Despite these challenges, Chengdu has implemented multiple supportive policies in 2025 aimed at enhancing the retail sector. These initiatives are designed to diversify consumption scenarios, improve consumer spending capacity, and revitalize the city’s retail market, providing a solid foundation for sustainable long-term growth.

Hangzhou

Hangzhou continues to promote “domestic demand expansion and consumption growth” through targeted policies and activities, positioning consumption as a key engine for the city’s economic vitality. However, amid growing global uncertainties, demand remains somewhat constrained, highlighting the need for stronger foundations to support recovery.

Over the past 12 months, Hangzhou’s premium retail market welcomed the grand openings of six major commercial projects, adding nearly 380,000 sq m of new retail space. This marks a new phase of qualitative upgrading within the city’s retail sector.

Commercial complexes are increasingly enhancing their offerings to provide richer and more diverse shopping experiences. The market is also seeing a concentrated launch of flagship stores and first-to-market outlets, while emerging formats such as anime-themed venues and pet-centric stores continue to expand, creating new opportunities for premium consumption.

Hong Kong

Over the past year, Hong Kong has seen a continuous uptick in total tourist arrivals. However, visitor spending has become more cautious, with a growing preference for cultural experiences and value-for-money retail offerings. As a result, the increase in visitor numbers has not yet translated into stronger retail sales. From January to June 2025, total retail sales amounted to HK$185.1 billion, reflecting a year-on-year decline of 3.3%. High-end retail segments traditionally favored by tourists were particularly affected.

Some traditional retailers have exited the market after struggling to adapt to evolving consumption patterns among inbound tourists and local residents. Consequently, vacancy pressure has increased, with the average high street vacancy rate rising to 9.7% as at Q2 2025, exerting downward pressure on overall high street and F&B rents.

Despite these challenges, current attractive rental levels have encouraged mass-market retailers and emerging brands to enter high street areas, boosting leasing activity. The market is also undergoing a reshuffling of tenants, resulting in a more diversified and dynamic retail landscape.

Looking ahead, government initiatives promoting mega events and world-class concerts are expected to draw more international visitors and tourism spending. As a result, high street and F&B rents are projected to remain largely stable in H2 2025.

Taipei

In 2024, Taipei’s retail market stabilized as the effects of the pandemic recovery gradually diminished. Major shopping districts returned to regular activity, while brands adopted longer-term expansion strategies. The opening of the Taipei Dome boosted visibility and attracted visitors to the Zhongxiao district, while Zhongshan-Nanjing and Ximen maintained stable performance, supported by everyday consumption and inbound tourism.

During H1 2025, the retail market continued to perform steadily, with both rents and vacancy rates remaining flat. However, the long-term impact of the Taipei Dome on Zhongxiao remains to be seen.

Looking ahead to H2 2025, global economic uncertainty and outbound travel, which is diverting domestic spending overseas, are expected to persist. Meanwhile, new retail supply such as Dream Plaza will intensify competition. Major retail districts are likely to remain stable but may face rising pressure from consumer dispersal. Enhancing the street-level shopping experience and maintaining dynamic brand content will be key to sustaining competitiveness. The growth of micro-stores and flexible leases reflects a broader shift toward spatial efficiency and faster tenant turnover, helping retail districts adapt to evolving market dynamics.

Please click here to download the full report

Hashtag: #Cushman&Wakefield

The issuer is solely responsible for the content of this announcement.

About Cushman & Wakefield

Cushman & Wakefield (NYSE: CWK) is a leading global commercial real estate services firm for property owners and occupiers with approximately 52,000 employees in nearly 400 offices and 60 countries. In Greater China, a network of 23 offices serves local markets across the region. In 2024, the firm reported revenue of $9.4 billion across its core services of Valuation, Consulting, Project & Development Services, Capital Markets, Project & Occupier Services, Industrial & Logistics, Retail, and others. Built around the belief that Better never settles, the firm receives numerous industry and business accolades for its award-winning culture. For additional information, visit or follow us on LinkedIn ().

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SIM Global Education Students Connect with Industry Mentors Through Campus Life

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SINGAPORE- Media OutReach Newswire – 19 June 2026 – For many students considering higher education, choosing an institution is not only about selecting a programme or qualification. Students are also looking for a learning environment where they belong, receive support, build confidence and connect with people who can help with understanding future career pathways.

At SIM Global Education (SIM GE), campus life is designed to complement academic learning by helping students develop networks, soft skills, career awareness and a stronger sense of community. SIM GE’s holistic learning approach and culturally diverse environment aim to equip students with an all-rounded global education, while student life, career development and networking activities help students build competencies needed to thrive in the real world.

This is increasingly important in higher education. UNESCO’s International Institute for Higher Education notes that student wellbeing is critical to academic success and personal development, and that inadequate support can affect learning outcomes, career readiness and students’ ability to contribute meaningfully to society.

Addressing student concerns beyond the classroom
Students exploring higher education often face several practical concerns. They may wonder whether they will make friends, whether they will be supported if they struggle, whether they will have opportunities to develop leadership skills, and whether they can access career guidance before entering the workforce.

SIM GE addresses these concerns through a campus ecosystem that combines student clubs, leadership development, peer support, wellbeing programmes and career services. Through Project 1095, SIM GE highlights that education extends beyond books, exams and qualifications, encompassing knowledge, skills and activities both inside and outside the classroom. This approach supports students who want a fuller higher education experience to grow personally, socially and professionally.

Building networks through clubs and co-curricular activities
Student clubs and co-curricular activities are among the first ways SIM GE students build connections on campus. SIM offers nearly 80 student clubs across areas such as arts and culture, international student clubs, student councils, special interest groups, sports and fitness. These activities allow students to broaden their interests, discover new talents and interact with peers beyond their academic programmes.

For students, these communities can make networking feel more natural. Instead of viewing networking only as a formal career activity, students can begin by working with peers on events, competitions, club projects and leadership initiatives. These experiences help students develop communication, teamwork, confidence and relationship-building skills that are valuable in both campus life and the workplace.

Developing leadership and workplace-ready skills
Leadership opportunities are another important part of the SIM GE student experience. Project 1095 states that SIM aims to prepare every student to be a leader, with opportunities ranging from leadership positions in clubs, to workshops that help students take charge of their learning journey.

These experiences are relevant to students who want to strengthen their employability before graduation. By organising activities, leading teams, managing projects and engaging with different student groups, students can develop confidence and practical skills that support their future careers. Such skills are increasingly valued by employers. The World Economic Forum’s Future of Jobs 2025 report identifies skills such as analytical thinking, resilience, flexibility, agility, leadership and social influence as important for the future workforce.

Connecting students with career guidance and industry networks
For students seeking more direct career support, SIM Career Connect helps students develop a competitive edge, build industry networks and professional connections, and align their career aspirations with real-world opportunities. This is a key part of helping students transition from academic learning to career readiness. Through career guidance, networking opportunities and employer engagement, students can better understand industry expectations and explore potential career pathways.

SIM’s Employer Engagement team also works with industry partners to connect employers with SIM GE students, supporting employers in finding the right fit from its pool of talent, and provides. For students, this access to industry networks can help reduce uncertainty about life after graduation. It also gives them opportunities to gain exposure to professional environments, employer expectations and potential career directions while still studying.

The role of mentoring in student career development
Mentoring and professional guidance are important because students often need perspective as much as information. Research on employability-oriented higher education programmes has highlighted that higher education has increasingly focused on developing students’ employability competences through mentoring programmes.

Within SIM GE’s broader campus life and career ecosystem, students can connect with peers, student leaders, career advisors, employers and industry opportunities. These touchpoints help students build confidence, ask the right questions, learn from others’ experiences and make more informed decisions about their future.

Helping students make a more confident higher education choice
As students consider their higher education options, many are looking for more than a classroom experience. They want to know whether they will be supported, whether they can build friendships, whether they will have access to career resources, and whether they can connect with people who can help them understand the world of work. At SIM Global Education, student life plays an important role in addressing these concerns. Through clubs, co-curricular activities, student leadership, peer support, wellbeing services, career guidance and employer engagement, SIM GE provides students with opportunities to build meaningful connections and develop future-ready skills.

For students choosing their next step in higher education, these experiences can make a significant difference. They help you move from uncertainty to confidence, from participation to leadership, and from academic learning to stronger career readiness.

Reference

  1. SIM Global Education – https://www.sim.edu.sg/degrees-diplomas/sim-global-education/university-partners-sim-ge/sim-ge
  2. New insights on countries’ objectives to support student well-being in higher education – https://www.iesalc.unesco.org/en/articles/new-insights-countries-objectives-support-student-well-being-higher-education
  3. Project1095 – https://project1095.simge.edu.sg/
  4. Future of Job Report – https://www.weforum.org/publications/the-future-of-jobs-report-2025/
  5. SIM Career Service – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/career-services
  6. Measuring mentoring in employability-oriented higher education programs: scale development and validation – https://pmc.ncbi.nlm.nih.gov/articles/PMC10170025/
  7. Wellness and Counselling – https://www.sim.edu.sg/degrees-diplomas/life-at-sim/student-care

Hashtag: #SIMGlobalEducation #SIMGE #GlobalEducation #InternationalDegree #CareerReady #FutureSkills

The issuer is solely responsible for the content of this announcement.

About SIM Global Education

SIM Global Education (SIM GE) is a leading private education institution in Singapore and the region. We offer more than 140 academic programmes ranging from diplomas and graduate diploma programmes to bachelor’s and master’s degree programmes with some of the world’s most reputable universities from Australia, Canada, Europe, United Kingdom, and the United States. SIM GE’s cohort is made up of 17,000 full- and part-time students and adult learners, of which approximately 41% are international students hailing from over 50 countries.

SIM GE’s holistic learning approach and culturally diverse learning environment aim to equip students with knowledge, industry skills and employability competencies, as well as a global perspective to succeed as future leaders in a fast-changing, technologically driven world.

For more information on SIM Global Education, visit

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Thailand’s “trust capital” a potential strategic advantage amid global realignment: NUS Business School Dean

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BANGKOK, THAILAND – Media OutReach Newswire – 19 June 2026 – As geopolitical tensions reshape global trade, supply chains and investment flows, Thailand’s long-standing reputation as a trusted and neutral regional partner could become one of its strongest competitive advantages, according to Distinguished Professor Andrew K. Rose, Dean of NUS Business School.

NUS Business School Senior Lecturer Ms Usa Skulkerewatana (foreground, first from left) and Distinguished Professor Andrew K. Rose, Dean of NUS Business School with Thai media representatives.

Speaking to the media during a visit to Bangkok, Professor Rose said economies with deep international trust and stable regional relationships are increasingly well positioned as businesses rethink where they invest, manufacture and expand.

“In a world where global alignments are shifting and supply chains are being redrawn, trust becomes a strategic asset,” said Professor Rose. “Thailand has spent decades building strong relationships across Asia and beyond. That foundation becomes more valuable in periods of uncertainty.”

A pivotal moment for Thailand
Thailand’s current environment is demanding, and the International Monetary Fund’s World Economic Outlook (April 2026) projects growth of 1.5 per cent in 2026.

Professor Rose noted that rising energy costs, softer long-haul tourism demand and rapid AI adoption are creating near-term pressure across key sectors of the Thai economy. However, he said periods of disruption often create the conditions for long-term competitive repositioning.

“The economies that emerge stronger are usually the ones that adapt earliest,” as Professor Rose. “Leadership capability, agility and the ability to navigate change will determine who captures the next decade of growth.”

The comments come as businesses across Southeast Asia accelerate investment in AI, digital transformation and workforce reskilling amid growing global economic fragmentation.

A 2026 Milieu Insight study of 3,000 workers across six Southeast Asian markets including Thailand found that 53 per cent ranked over-dependence on AI as their top concern, ahead of privacy risks and job displacement. This suggests that organisations in Thailand and across the region must do more to guide, not just deploy, new technology.

Building regional leadership capability
Addressing these challenges requires more than a policy response alone. Professor Rose emphasised that both multinationals and SMEs must build their adaptation strategies around talent and leadership development to power Thailand’s growth engine.

Ms Usa Skulkerewathana, Senior Lecturer at NUS Business School, said Thai organisations should consider focusing on strengthening talent development and practical AI readiness rather than treating technology as a standalone solution.

“This is not a wait-and-see moment,” said Ms Skulkerewathana. “Thai businesses that invest early in leadership, digital capability and workforce resilience will be better positioned to compete regionally and internationally.”

Singapore’s role as Asia’s financial and educational hub offers Thai professionals and organisations a natural gateway to build regional leadership capability. Thai professionals and executives have, for decades, benefitted from NUS Business School’s MBA, MSc and executive education programmes, including the Stanford–NUS Executive Programme and other senior leadership initiatives developed with global academic and industry partners. Thai enrolment has remained steady over the past five years as professionals seek regional exposure and globally benchmarked leadership training.

Thailand’s “trust capital” is intact, and its position within a reorganising ASEAN is reinforced by the changes underway. The Thai institutions and business leaders that treat “trust capital” as a competitive asset, and build the leadership depth to deploy it, will define the country’s next chapter of growth.

Hashtag: #NUSBusinessSchool





The issuer is solely responsible for the content of this announcement.

About NUS Business School

With 50,000 alumni and 60 global chapters, the National University of Singapore (NUS) Business School is known for providing management thought leadership from an Asian perspective, enabling its students and corporate partners to leverage global knowledge and Asian insights.

The school has consistently ranked first in Asia by independent publications and agencies, such as The Financial Times and Quacquarelli Symonds, in recognition of the quality of its programmes, faculty research and graduates.

The school is accredited by AACSB International (Association to Advance Collegiate Schools of Business) and EQUIS (European Quality Improvement System), endorsements that the school has met the highest standards for business education.

For more information about NUS Business School, please visit .

To discover our MBA, MSc or Executive Education courses, visit , or

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Dayos Releases Athena: Agentic Replacement for Oracle and Workday AMS Contracts, Now Generally Available

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Hero performs full end-to-end report development, Application configuration, and token management, closing tickets at no marginal cost on top of the platform fee while customers keep their existing systems, controls, and access model.

SINGAPORE –

The release addresses four structural problems with the AMS model that enterprises running Oracle and Workday have lived with for two decades.

Time to deploy. Traditional AMS engagements take months to scope, onboard, and ramp to full coverage. Athena Starter deploys in two weeks – from contract execution to production agents running inside the customer’s Oracle or Workday tenant.

Quality of work. Hero’s agents reason through tickets in the customer’s actual tenant – exploring, planning, and validating before posting. Report development tickets, historically the worst offenders on enterprise SLA reports, complete 70% faster on Hero. Plain English in, validated SQL out, executed inside the tenant.

Long-term support drag. Hero reduces Oracle ticket backlogs by 50% in the first 30 days for Starter customers, with a sustained 60% reduction in the active ticket queue by the end of year one for Pro customers. SLAs across customer engagements run 50% faster. Every ticket Hero closes is a ticket the customer’s AMS provider does not bill for.

Proof. Dayos used Hero internally to retire its own ServiceNow ITSM environment in 45 days, with 60% of Tier 1 tickets now resolved autonomously. The deployment is documented as a reference case in Section 2.1 of the IMDA Model AI Governance Framework for Agentic AI, published by Singapore’s Infocomm Media Development Authority at ATxSG in May 2026, alongside case studies from AWS, DBS, Google, Workday, OCBC, Tencent, PwC, and GovTech.

“AMS providers bill per ticket or per hour. Hero closes tickets at no marginal cost on top of the platform fee. Every ticket Hero closes is one your AMS provider doesn’t bill for,” said Brad McElhannon, Founder and CEO of Dayos.

AVAILABLE NOW AND AHEAD

Athena Starter is available at USD 60,000 per year, delivering 50% Oracle ticket backlog reduction in 30 days, 70% faster report development, and 50% faster SLAs. Athena Pro is available at USD 150,000 per year, adding custom agent development and a contractually committed 60% sustained reduction in the active ticket queue by the end of year one. Plan details and outcome breakdowns by tier are at dayos.com/plans (https://www.dayos.com/plans).

The Athena Hero release ships with full support for Oracle and Workday. SAP availability is targeted for January 2027.

Hero is built on Google’s Agent Development Kit (ADK) with Gemini as the lead reasoning model, and operates under ISO 42001-aligned governance with SOC 2 Type II controls. Athena enters general availability, with active enterprise deployments across the Asia-Pacific region.

Hashtag: #AgenticAI #Oracle #Workday #SAP #EnterpriseAI #AMS



The issuer is solely responsible for the content of this announcement.

About Dayos

Dayos is an AI-native platform company headquartered in Singapore. Its platform, Hero, automates the Oracle and Workday application-managed services work that enterprises have historically outsourced, including configuration, report development, reconciliations, transaction entry, monitoring, and incident resolution. Rather than replacing a customer’s systems, Hero works inside their existing Oracle and Workday environments and respects their established controls and role-based access model.

Dayos is ISO 42001 and SOC 2 Type 2 certified and was published as a reference deployment in the IMDA Model AI Governance Framework for Agentic AI. The company was founded by Brad McElhannon, who spent more than 20 years in enterprise Oracle implementation across 200+ clients and led Finance Engineering at Robinhood through its IPO. Learn more at www.dayos.com.

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