CVE-2026-101767 is an unauthenticated SQL injection that can be exploited for remote code execution.
The post Hackers Start Probing Fresh Oracle EBS Vulnerability appeared first on SecurityWeek.
Oracle issued a security alert for CVE-2026-91403, a critical vulnerability affecting Oracle Java SE and GraalVM. Attackers can exploit this vulnerability remotely without authentication. The advisory, published on October 21, 2026, assigns the flaw a CVSS 3.1 score of 9.1 and advises distrusting impacted intermediate certificate authority certificates associated with eMudhra. The vulnerability specifically impacts […]
The post Critical Oracle Java Flaw With CVSS 9.1 Allows Unauthenticated Remote Attacks appeared first on GBHackers Security | #1 Globally Trusted Cyber Security News Platform.
Nearly 100 vulnerabilities have been assigned a critical severity rating and Fusion Middleware received the most patches.
The post Oracle Patches Over 1,200 Vulnerabilities With October 2026 CPU appeared first on SecurityWeek.
Tokenized stocks have to deal with the boring parts of being stocks too.
Binance has outlined how holders of its Oracle and Marvell bStocks will receive upcoming cash dividends, and the answer is not a dollar payment landing in an exchange balance.
Instead, the net dividend will be reinvested into additional fractions of the same tokenized security.
Eligible users holding MRVLB or ORCLB at the October 9 snapshot will participate in the distribution.
After withholding taxes, fees and other applicable deductions, Binance will reinvest the dividend into more units or fractions of the corresponding bStock.
Onchain holders will receive the adjustment through a change in the token’s multiplier.
That may sound like back-office detail, but it gets to an important question for tokenized equities: what happens when the real company does something that affects shareholders?
Dividends, stock splits, mergers and other corporate actions all need to be reflected somehow in the tokenized wrapper.
Binance stresses that bStocks represent an interest tied to underlying securities and do not amount to direct ownership of the corporate shares.
That is why the dividend mechanics can differ from what a conventional brokerage customer sees.
The token holder receives the economic effect of the dividend through the product structure rather than dealing directly with Oracle or Marvell.
Trading in the relevant bStock pairs is expected to continue, although conversion, deposits and withdrawals will be temporarily suspended around the distribution process.
This is the kind of operational issue tokenization projects have to solve if they want to reproduce more than a stock’s price chart.
Price exposure is the easy part.
Maintaining the economics of dividends and other corporate events across exchange balances and onchain wallets is harder.
Binance’s approach gives the market another example of how those rights can be represented when the asset itself lives inside a tokenized wrapper.
This article was written by the News Desk and edited by Samuel Rae.
RedStone is building modular oracle infrastructure for DeFi, yield-bearing assets, RWAs and institutional finance. With a market cap of roughly $55M, the upside is potentially significant — but so are dilution and token value-capture risks. This Grantham-style analysis examines RedStone’s business quality, competitive moat, revenue potential, tokenomics, DCF valuation and the conditions required for RED to become a compelling value investment.
Disclaimer: This content is for educational and informational purposes only and does not constitute financial, investment, or professional advice. We do not recommend any buying, selling, or holding of digital assets.
All views are the author’s own. Digital assets involve high risk and volatility, and readers should conduct their own research before making any decisions.
This report is not sponsored by any mentioned companies.
RedStone is a modular oracle infrastructure provider focused on DeFi, yield-bearing assets, RWA and institutional financial data. The investment thesis is not simply that RedStone can take market share from Chainlink or Pyth, but that it occupies an attractive position at the intersection of oracles, real-world assets and institutional tokenization.
RedStone reports 130+ clients and 70+ chains around the launch of RED, while by 2026 it reported more than $7.5B in TVS and 110+ supported chains. The protocol has also positioned itself within tokenized-asset ecosystems including BUIDL, ACRED, SCOPE and VBILL.
From a Jeremy Grantham / GMO perspective, RED is interesting because the absolute valuation is still relatively small, while the potential addressable market is large. However, the quality of the competitive moat and the degree of economic value ultimately accruing to RED holders remain less proven than for established infrastructure networks.
RedStone operates several potential revenue engines:
The strongest aspect of RedStone is its specialization rather than scale. Chainlink has a substantially stronger network effect, brand and institutional moat. RedStone therefore does not need to become “the next Chainlink” to generate attractive returns.
A more realistic thesis is that RedStone becomes a leading provider for RWA, yield-bearing collateral and specialized institutional data.
That creates an asymmetric opportunity: if RedStone remains a niche oracle provider, valuation should remain relatively modest; if tokenized financial markets scale rapidly, RedStone could gain significant strategic value.
The biggest analytical limitation is the lack of a sufficiently transparent, audited financial history. Public third-party estimates currently place RedStone revenue roughly in the $3–9M range, so the DCF should be treated as a scenario analysis rather than as a valuation based on audited financial statements.
For the model, we use $5.5M current annualized revenue as the Base Case.
Tokenomics are the main weakness.
RED has a 1B maximum supply, with approximately 280M RED initially circulating. The largest allocations are Early Backers at 31.7% and Core Contributors at 20%, meaning 51.7% of total supply is allocated to these two groups.
This makes the fully diluted valuation much more important than the circulating market cap.
At ~$55M market cap, RED can look inexpensive. At ~$111M FDV, the valuation becomes considerably less compelling.
The critical question is therefore:
Can protocol growth outpace token dilution?
The starting point is ~$5.5M annualized revenue.
The model uses a five-year explicit forecast, a terminal growth rate and a discount rate appropriate for a high-risk, early-stage infrastructure business.
The Base Case assumes revenue grows from approximately $5.5M today to roughly $30M over the forecast period, with FCF margins gradually reaching ~30%.
However, the DCF estimates the value of the business, not automatically the value of the RED token.
Assuming 50% token capture in the Bear Case, 60% in Base and 75% in Bull:
This is the central valuation issue.
The business can be undervalued while the token is not.
At ~$0.11, the market is already pricing in a relatively optimistic future outcome.
Quality → Growth → Valuation → Margin of Safety
Rather than buying an asset simply because it has fallen significantly, we ask whether its normalized future earning power justifies today’s price.
RED is therefore not a classic deep-value investment. Its attraction comes from low absolute valuation combined with high growth and substantial optionality, while its weaknesses are dilution and uncertain token value capture.
Yes — at the right valuation.
If I could acquire 100% of RedStone for approximately $50–70M, I would seriously consider the opportunity.
The business has an attractive niche, high potential growth, RWA exposure and a potentially expanding institutional market.
However, before acquiring the business outright, I would want verified data on:
The business is therefore more attractive to me than the token at current economics.
Not aggressively.
At approximately $0.11, RED has a ~$55M circulating market cap but ~$111M FDV. More importantly, 51.7% of supply is allocated to early backers and core contributors.
The investor is therefore buying:
Growth potential + dilution risk + uncertain token value capture.
That combination prevents an A/A+ rating today.
Three major developments would materially improve the thesis:
1. Revenue transparency and scale
Revenue should become demonstrably larger and more predictable, ideally reaching $15–20M+ annualized with continued growth.
2. Real economic yield
Staking rewards should increasingly come from actual protocol revenue — ideally paid in assets such as ETH, BTC or stablecoins — rather than primarily from RED emissions.
3. Supply absorption
Reserve accumulation, staking and other mechanisms should absorb a meaningful portion of token unlocks.
The ideal scenario would be:
Revenue growth > supply growth
while a growing percentage of protocol economics flows directly to RED holders.
A fourth major catalyst would be institutional/RWA revenue becoming a substantial share of total business.
RedStone (RED): A $55M Oracle Infrastructure Bet on the Tokenized Financial System? was originally published in Coinmonks on Medium, where people are continuing the conversation by highlighting and responding to this story.
Oracle is laying off 359 employees in Washington state — its second significant job cuts this year — according to a filing Wednesday with the state Employment Security Department.
The cuts affect remote employees across Washington state as well as on-site staff at Oracle’s downtown Seattle facilities, located in the Russell Investments Center on 2nd Avenue and at 2025 5th Ave.
Oracle noted in its Worker Adjustment and Retraining Notification, signed by HR Senior VP Anje Dodson, that its “Seattle sites are not closing.” Impacted employees received notice Monday and their last day will be Nov. 13.
The cuts heavily impact technical engineering and management roles across the enterprise software giant. According to the filing, affected titles include dozens of software developers, core infrastructure and platform software engineers, program managers, and site reliability engineers. Senior leadership was also affected by the reduction, with notices sent to multiple vice presidents, directors of engineering and product management, and principal data scientists.
The cuts are part of broader nationwide layoffs at Oracle. Business Insider reported this week that the tech giant is trimming payroll and raising capital as it racks up tens of billions of dollars in debt to fund massive AI data center infrastructure investments.
Internal emails sent to affected employees cited a “broader organizational change,” coming on the heels of a regulatory filing where Oracle explicitly noted that the deployment of AI technologies across its operations has resulted in workforce reductions. Oracle’s global headcount fell by roughly 21,000 employees, or 13%, over the past fiscal year.
The new round of layoffs comes just six months after Oracle eliminated 491 jobs in Washington state in March. That reduction similarly targeted engineering talent — sweeping up more than 230 software developers alongside senior directors and vice presidents — as part of an initial wave of cuts tied to the company’s shift toward AI-led software development.
Combined, the two workforce reductions have slashed 850 Oracle positions in the state this year.
When machinists with decades of experience retire, everything they know about how metal behaves under a cutting tool — or anything else they learned through a career of scrapped parts and expensive mistakes — walks out the door with them.
A startup with roots in Seattle, started by two founders in their 20s, is building technology to capture that knowledge long before that point.
Neuramill, founded last year by CEO Nistha Mitra and COO Nick Khormaei, is developing what the company calls an intelligence layer for high-precision manufacturing.
The software reads a design file and figures out how the part should be made: which tools, which machines, and in what order. A machinist reviews and approves every plan before anything reaches the floor.
“This is a high-skill job, and nobody’s retaining this information,” Mitra said. When the machinists who know how to build complex jet engine parts retire, she said, that knowledge goes with them. “We help retain that for the future generation.”
Khormaei said the two founders spent much of the past year visiting machine shops to watch how the work gets done.
“The craft itself is so impressive,” he said. “They’re able to look at these drawings and models that come in and know exactly how to build it. It’s like they’re doing real-time physics simulation.”
Early customers and partners: The company says it has closed a six-figure contract with a major defense contractor, one of the companies known in the industry as primes. Neuramill declined to name the contractor.
Two of the machine shops using the software are Diamond Machine Works, a Seattle precision machining company founded in 1959, and VTN Manufacturing in San Jose, Calif. Satellite maker Astranis is a design partner.
Mitra said the company is not yet selling broadly, but has been paid by some of the early customers testing the software.
How they got here: Mitra, 26, has a computer science degree from the University of Maryland and spent three years at Oracle, most recently as an AI applied scientist in Seattle, working on multimodal models that reason across several kinds of data at once.
Khormaei, 24, holds bachelor’s and master’s degrees in electrical engineering from the University of Washington. He was a propulsion engineer at Boeing in Everett, where he worked on 777X fuel system electrical certification, and then spent part of last year at SpaceX as an integration and test engineer on Starlink manufacturing in Redmond.
He also grew up around machining. His father, Ron Khormaei, co-founded FINEX Cast Iron Cookware in Portland in 2012 and sold it to Lodge in 2019. Khormaei worked production there as a teenager.
Where the software fits in: Neuramill’s technology works at a stage that has stayed largely manual: after the design file arrives, and before a programmer opens the computer-aided manufacturing (CAM) software that translates decisions into machine instructions.
Rather than position the company against Siemens and Mastercam, Mitra said Neuramill plugs into those systems. The company recently joined Siemens’ Frontier Partner Program, which gives startups access to the company’s software tools.
“At this point we are very collaborative with these companies,” she said, adding that the established vendors are looking for new technology of their own.
Bay Area and Seattle: Both founders worked in the Seattle region before leaving for San Francisco, a move Mitra described to GeekWire in February. They are back every four or five weeks now, working out of Foundations, the Seattle founder hub.
“We love this ecosystem. It gave birth to Neuramill,” Mitra said. They keep coming back in part for the customers: “This is a booming ecosystem in space and in aerospace.”
Funding and team: Neuramill has raised an undisclosed amount from Ascend, Breakwater Ventures, Schema Ventures, Creative Destruction Lab, Acequia Capital and Correlation Ventures.
The team is six people plus a contractor: the two founders, a chief research scientist who worked with Mitra at Oracle, and three engineers, one of them a machinist.
What’s next: The long-term goal, Mitra said, is a “world model” for manufacturing: a system that can reason across geometry, materials and machine behavior at any level of complexity. Even then, she sees a role for the people on the shop floor.
“There is a beauty to the craft of manufacturing that we should really respect,” she said. “There are some places where humans should not be extracted out of an industry, and I think manufacturing is one of them.”
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