In the world of cryptocurrencies, Dragan Pajić, known as «Dragon,» has emerged as a prominent figure, earning him a well-deserved reputation in the Balkans and beyond. As the largest crypto influencer in the region, serial entrepreneur, and owner of the renowned 100X Club, Dragan has empowered thousands of individuals through his informative YouTube channel, demonstrating how they can multiply their investments by 100 times in the crypto market.

Through his marketing agency, DigitalPR, which has thrived for the past decade, and his rapidly-growing herbal brand called «Bonaturo,» Dragan has made a significant impact on both the digital marketing landscape and the health industry. Famous singers, actors, and public figures have not only embraced but also endorsed his brand, cementing his position as a trusted name in the market.

Dragan Pajić entrepreneurial ventures go beyond the crypto and marketing realms. He has diversified his investment portfolio, venturing into solar power plants, properties, and unicorn projects. Currently, he is an active investor and co-founder of Daopeople, the first decentralized web 3 social media platform based in Dubai.

Exciting times lie ahead for Dragan as he prepares to launch his long-awaited 100X Crypto Academy for a global audience. This groundbreaking educational platform will equip individuals with the knowledge and skills required to navigate the crypto market successfully.

Dragan Pajić achievements have not gone unnoticed. In 2018, he was recognized as one of the ten most influential young people in Bosnia.

Having accomplished his first million-dollar milestone in his twenties, he now holds the title of the Balkans’ most influential crypto influencer.

Looking toward the future, Dragan aims to empower even more young individuals, providing them with financial freedom and education in the domains of entrepreneurship, business, crypto, and investing. His ultimate goal is to become the first founder of a unicorn company (worth over $1 billion) from the Balkan region.

Connect with Dragan Pajić on his social media channels to stay updated on his latest ventures and insights

Instagram: https://instagram.com/draganpajic1?igshid=MzRlODBiNWFlZA==

Facebook: https://www.facebook.com/draganpajic1?mibextid=LQQJ4d

Twitter: @Dragan_Pajic

YouTube: https://www.youtube.com/@DraganPajic/

Nearly five years ago, Hurricane Michael became the first Category 5 storm to hit the United States in 25 years. It left a trail of destruction in its wake, and my community of Panama City — located in the Florida Panhandle — was hit especially hard. Since then, working together as neighbors and citizens, we’ve made significant progress in key recovery areas, including rebuilding key and vital infrastructure, enhancing quality of life, developing our downtown, and attracting new businesses across a mix of industries. However, one of our most important recovery efforts lies within our tree canopy restoration — an often overlooked but vital area of disaster recovery and prevention.

When Hurricane Michael uprooted nearly 80 percent of Panama City’s trees — approximately a million trees, generating 5.7 million cubic yards of debris within the city — it created serious challenges. Not only did we lose the beautiful canopy from 100-year-old oak trees, but the vital function of the trees was lost, the first of which was the absorption of groundwater. The loss of so many trees significantly increased the risk of flooding in our community,

where we now experience flooding in areas that haven’t typically flooded in the 114-year history of the city. The second function lost from the lack of trees is shade.

Trees serve to mitigate the urban heat island effect, where an entire city is warmed by concrete being heated by the sun. These increased temperatures not only result in uncomfortably hot weather but can also lead to other extreme weather events like wildfires. Since the storm, Panama City has experienced increased flooding whenever thunderstorms roll through, in addition to wildfires that consumed over 40,000 acres last year – both due in part to the damaged tree canopy and loss of trees.

The list of criticisms of the new Veterans Affairs (VA) electronic health record system, Oracle Cerner, is long.

Thousands of doctors’ orders went missing, putting patient safety at risk. Its downtime has been high compared to the old system, though it has improved. The new system is expensive: $16 billion so far, up from the $10 billion originally estimated. And, so far, it has been rolled out at just five of the VA’s 171 sites.

One of the problems is that the old record system, VistA, has its own lengthy list of reasons why it cannot continue to serve as the main software for VA hospitals. VistA was coded in Mumps, a computer language so old that few programmers are available to work on it. This old system is also not cloud-based, and cloud-based systems are now standard. And each VA location has customized VistA for its own particular needs, which means that each system is, in its way, unique, and interoperability is not-at-all simple.

Even those who still love VistA concede that sticking with the old software is not a long-term solution. And even in the short-term, VistA is expensive to maintain, costing $900 million for this purpose just last year. So VA has been sinking money into two different electronic health record systems, each one broken in its own way.

As of last Friday, VA has called for a complete reset of the modernization program and a halt to any further Oracle Cerner rollouts.

How did this implementation go so wrong? And what should be done now?

Electronic health record (EHR) implementations often take a long time and go over budget. And while the VA implementation of its new EHR software has been challenging for a number of reasons, all of these reasons could be, and indeed were, anticipated.

VA is unique in its geographical breadth — most EHR rollouts occur in a single health care system that is physically situated in one state, not across 50. Most EHRs, including the new Oracle Cerner system, are designed around billing, which is not a focus for providers in VA hospitals. The VA patient population is also different than the general public, with different frequencies of disease (more PTSD and missing limbs; less pregnancy and pediatric care), and it requires management of referrals and care outside the VA system.