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New #BPH tip/trick with no cost/learning curve. Keep it simple surgeon #KISS principles @#siu2025 👉 COLD 🥶 water (1-4 C) for catheter balloon inflation provides the intra-prostate tissue cooling. We call it PRICE (prostate rapid ice compression endo-hemostasis). SIU-Urology

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Dr_KevinZorn

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19,224 görüntüleme • 10 ay önce •via X (Twitter)

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Javier Romero Otero Malte Rieken taking us though #BPH SURGERY in motion - 2026 surgical techniques for EJN preservation. Silvia Secco Benjamin Pradere presents 3 TRUS & CYSTO views of male EJACULATION -👉validation that this male SXL fnc is NOT related to bladder neck. #EAU26
6:03

Javier Romero Otero Malte Rieken taking us though #BPH SURGERY in motion - 2026 surgical techniques for EJN preservation. Silvia Secco Benjamin Pradere presents 3 TRUS & CYSTO views of male EJACULATION -👉validation that this male SXL fnc is NOT related to bladder neck. #EAU26

Dr_KevinZorn

16,008 görüntüleme • 6 ay önce

🌷 The Egg Carton Trick for Planting Bulbs—Fast & Perfectly Spaced Forget digging dozens of tiny holes. This simple, low-cost gardening trick lets you plant many bulbs at once, evenly spaced, with almost no measuring and far less effort. How it works: Step 1 Dig a single wide trench to the correct depth (roughly three times the height of the bulb). Level the bottom so everything sits evenly. Step 2 Place cardboard egg cartons directly on the soil, side by side. Drop one bulb into each cup, pointed tip facing up. Step 3 Cover everything with the soil you removed earlier—about 4–6 inches above the bulbs. Water thoroughly so the soil settles and the cartons begin breaking down. Step 4 Over time, the cardboard naturally decomposes. When spring arrives, you’re left with a dense, evenly spaced blanket of flowers. ⚠️ Important material reminder: Use only paper or cardboard egg cartons Never use plastic or Styrofoam cartons For faster root growth, cut a small slit in the bottom of each egg cup 🌼 Bulbs that work best: Ideal size: tulips, daffodils, crocus, grape hyacinths (muscari), scilla Not recommended: very large bulbs like giant alliums 🍂 When to plant: Best planted in fall, once soil temperatures drop below 60°F (15°C) Water immediately after planting to speed up decomposition and root contact
0:25

🌷 The Egg Carton Trick for Planting Bulbs—Fast & Perfectly Spaced Forget digging dozens of tiny holes. This simple, low-cost gardening trick lets you plant many bulbs at once, evenly spaced, with almost no measuring and far less effort. How it works: Step 1 Dig a single wide trench to the correct depth (roughly three times the height of the bulb). Level the bottom so everything sits evenly. Step 2 Place cardboard egg cartons directly on the soil, side by side. Drop one bulb into each cup, pointed tip facing up. Step 3 Cover everything with the soil you removed earlier—about 4–6 inches above the bulbs. Water thoroughly so the soil settles and the cartons begin breaking down. Step 4 Over time, the cardboard naturally decomposes. When spring arrives, you’re left with a dense, evenly spaced blanket of flowers. ⚠️ Important material reminder: Use only paper or cardboard egg cartons Never use plastic or Styrofoam cartons For faster root growth, cut a small slit in the bottom of each egg cup 🌼 Bulbs that work best: Ideal size: tulips, daffodils, crocus, grape hyacinths (muscari), scilla Not recommended: very large bulbs like giant alliums 🍂 When to plant: Best planted in fall, once soil temperatures drop below 60°F (15°C) Water immediately after planting to speed up decomposition and root contact

Plants and gardening

301,733 görüntüleme • 6 ay önce

54% of Anthropic's new enterprise logos in 2026 came through self-serve. Self-serve enterprise. Real ACV. Real terms of service. No AE in the loop. Anthropic's Head of Industries Eleanor Dorfman walked through at SaaStr AI 2026 last week how they rebuilt the entire sales org in 30 days after Claude Opus 4.6 broke their demand curve in December. 👉The constraint: couldn't 3x or 4x the sales team fast enough without lowering the recruiting bar. The thesis: don't buy a new stack. Thread Claude through the one you already have. What they kept: 1⃣ Clay for enrichment 2⃣LeanData for routing 3⃣ Salesforce as system of record 4⃣Gong for call coaching 5⃣Ironclad for contracts 6⃣Slack for everything else What they added: Claude as the connective tissue between all six. The four moves: 1/ Killed the PLG vs SLG orthodoxy. Launched enterprise self-serve in January. Intercom Fin guides the buyer through the journey. Now 54% of new enterprise logos. 2/ Threaded Claude through the existing stack. Every AE starts the day with a "morning brief" Skill that pulls context from Gmail, Gong, Slack, Salesforce, Intercom, Greenhouse. 3/ Made Slack the front door for every support function. Slack ticket in, Jira ticket out. Claude triages and resolves inline if it matches precedent. Escalates with full context if not. 4/ Codified what the best reps do as Skills. Every new rep gets a sales plug-in with 5 Skills: morning brief, call prep, customer follow-up, competitive intel, create-an-asset. Anthropic didn't replace anything. They invested in the stack they already had and let Claude be the seam between everything. Most companies will spend 2026 evaluating AI-native sales platforms. But Anthropic did it with its current stack + Claude. Almost none of it required new software.
30:40

54% of Anthropic's new enterprise logos in 2026 came through self-serve. Self-serve enterprise. Real ACV. Real terms of service. No AE in the loop. Anthropic's Head of Industries Eleanor Dorfman walked through at SaaStr AI 2026 last week how they rebuilt the entire sales org in 30 days after Claude Opus 4.6 broke their demand curve in December. 👉The constraint: couldn't 3x or 4x the sales team fast enough without lowering the recruiting bar. The thesis: don't buy a new stack. Thread Claude through the one you already have. What they kept: 1⃣ Clay for enrichment 2⃣LeanData for routing 3⃣ Salesforce as system of record 4⃣Gong for call coaching 5⃣Ironclad for contracts 6⃣Slack for everything else What they added: Claude as the connective tissue between all six. The four moves: 1/ Killed the PLG vs SLG orthodoxy. Launched enterprise self-serve in January. Intercom Fin guides the buyer through the journey. Now 54% of new enterprise logos. 2/ Threaded Claude through the existing stack. Every AE starts the day with a "morning brief" Skill that pulls context from Gmail, Gong, Slack, Salesforce, Intercom, Greenhouse. 3/ Made Slack the front door for every support function. Slack ticket in, Jira ticket out. Claude triages and resolves inline if it matches precedent. Escalates with full context if not. 4/ Codified what the best reps do as Skills. Every new rep gets a sales plug-in with 5 Skills: morning brief, call prep, customer follow-up, competitive intel, create-an-asset. Anthropic didn't replace anything. They invested in the stack they already had and let Claude be the seam between everything. Most companies will spend 2026 evaluating AI-native sales platforms. But Anthropic did it with its current stack + Claude. Almost none of it required new software.

Jason ✨👾SaaStr.Ai✨ Lemkin

438,561 görüntüleme • 3 ay önce

BOOM! The price floor just dropped for a Humanoid Bipedal robot. $6,806.03! Garage builder PRICES! To get a fell for prices the first Apple computer (Apple I) originally sold for $666.66 in 1976. Adjusted for inflation that same amount is equivalent to approximately $3,869 in 2026 dollars. And just as the naysayers did in 1976, and I was there “It is a toy you can’t do anything with it” thus will be said with the “good enough” low cost robots. THIS IS A HOBBYIST GOLD MINE! We really don’t care what those naysayers, say. We are used to it. A group of us across the world have formed the first Robot Research Guild and it will serve as the same fertile platform as the hobby computer clubs did for Apple, last checked, that worked out ok. Now we have one problem, Chyna. We have plans already, from workers at the factory that have leaked the WiFi architecture and we can remove the “call home” function rather simply. This is a massive issue if not done. We will open source this in June. The Robot Research Guild has pre ordered 183 thus far across all members. All of us are waiting for one more thing: Tesla Optimus, all menders that can afford one will order one. The Optimus for many reasons is our first and primary choice. These other robots will serve assurance swarms. Our goal is simple: Build on these hominid platforms and extend their abilities. This spans from hardware to software. Some abilities are to put more powerful batteries (this is always the first issue), give it a new brain by making the current brain a slave to the new AI and new hands that have finer motor control. We are not waiting for permission or the approval of those “tastemakers” that will have you wait until they say it’s cool. I will soon present an area for you to join the Robot Research Guild and the cost is very high, I’m sorry: NOTHING! But your positive attitude and dedication to learn and share what you learn. I’ll say it again $0. No like and subscribe, just no bullshit complaining. How does this new Grift work? Ha! AND… To those that will just comment below: “blah blah blah, clanker blah, blah, I won’t own one, blah blah blah dishes, blah blah sex, blah blah whatever” Yea I heard ya in 1976, I’m still here, sadly most of you are not…
2:09

BOOM! The price floor just dropped for a Humanoid Bipedal robot. $6,806.03! Garage builder PRICES! To get a fell for prices the first Apple computer (Apple I) originally sold for $666.66 in 1976. Adjusted for inflation that same amount is equivalent to approximately $3,869 in 2026 dollars. And just as the naysayers did in 1976, and I was there “It is a toy you can’t do anything with it” thus will be said with the “good enough” low cost robots. THIS IS A HOBBYIST GOLD MINE! We really don’t care what those naysayers, say. We are used to it. A group of us across the world have formed the first Robot Research Guild and it will serve as the same fertile platform as the hobby computer clubs did for Apple, last checked, that worked out ok. Now we have one problem, Chyna. We have plans already, from workers at the factory that have leaked the WiFi architecture and we can remove the “call home” function rather simply. This is a massive issue if not done. We will open source this in June. The Robot Research Guild has pre ordered 183 thus far across all members. All of us are waiting for one more thing: Tesla Optimus, all menders that can afford one will order one. The Optimus for many reasons is our first and primary choice. These other robots will serve assurance swarms. Our goal is simple: Build on these hominid platforms and extend their abilities. This spans from hardware to software. Some abilities are to put more powerful batteries (this is always the first issue), give it a new brain by making the current brain a slave to the new AI and new hands that have finer motor control. We are not waiting for permission or the approval of those “tastemakers” that will have you wait until they say it’s cool. I will soon present an area for you to join the Robot Research Guild and the cost is very high, I’m sorry: NOTHING! But your positive attitude and dedication to learn and share what you learn. I’ll say it again $0. No like and subscribe, just no bullshit complaining. How does this new Grift work? Ha! AND… To those that will just comment below: “blah blah blah, clanker blah, blah, I won’t own one, blah blah blah dishes, blah blah sex, blah blah whatever” Yea I heard ya in 1976, I’m still here, sadly most of you are not…

Brian Roemmele

60,822 görüntüleme • 5 ay önce

My wife and I own a pharmacy. Last month we spent days trying to pry one prescription loose from a company that did everything it could to hold onto it. The drug was everolimus. A generic. It treats cancer and protects transplant patients from rejecting their new organ. Not exotic. Not rare. A pill. The patient wanted it filled with us because we're cash-pay and cost-plus. No insurance. No PBM. No secret markups, no games. Our price was $318. That's not cheap by our standards — most of what we fill runs under $20 — but it was honest. Here's what that same prescription looked like on the other side of the counter. In 2023, Medicare was paying about $6,645 for it. That's roughly 21 times our price for the identical medication. Medicare spent around $240 million on everolimus alone that year. If they'd paid our price, they'd have saved roughly $230 million. On one generic drug. So how does an insurance company profit off a drug that expensive? Don't they pay for it? No. You pay for it. In your premiums. Their job isn't to spend less — it's to keep your healthcare dollars circulating inside their own companies. And the tool they use is called spread pricing. Spread pricing works like this: the middleman bills the health plan one price, pays the pharmacy a lower one, and keeps the difference. You never see it. On TRICARE, they pay an independent pharmacy like mine about $311 to fill everolimus. That barely covers our cost of the drug. Meanwhile the plan gets billed thousands. That gap — north of $6,000 on a single fill — is pure margin the middleman pockets. Now here's the part they'd rather you not think about. The pharmacy we were fighting was Accredo. Accredo is owned by Express Scripts. Express Scripts is the pharmacy benefit manager owned by Cigna. Same company, three masks. That nesting-doll structure isn't an accident — it's the whole design. When the pharmacy, the PBM, and the insurer are all one entity, they can shuffle money between their own pockets and call it whatever they want. The confusion is the product. And this isn't a story about one weird drug. It's the business model. The FTC has been digging into exactly this. In its January 2025 report on the three biggest PBMs — CVS Caremark, Express Scripts, and OptumRx — staff found those companies marked up specialty generic drugs by hundreds and thousands of percent when dispensing through their own affiliated pharmacies. Just those markups generated more than $7.3 billion above what the drugs actually cost to acquire, from 2017 to 2022. One in five of the specialty generics they studied was marked up over 1,000%. Some cancer generics: over 3,000%. On top of that, the FTC pegged spread pricing on those same drugs at another $1.4 billion. One example straight from the FTC's files: dimethyl fumarate, a multiple sclerosis drug. Costs about $177 to acquire. The PBMs paid their own pharmacies close to $4,000 for a 30-day supply. Same trick. Different drug. And they steer the profitable ones to themselves on purpose. Pharmacies affiliated with the big three took in 68% of specialty dispensing revenue in 2023 — up from 54% in 2016. The prescriptions marked up more than $1,000 disproportionately end up at their own pharmacies, not independents like mine. So when we called to transfer this patient's everolimus to be filled without insurance, it landed like we were asking them to set $6,000 on fire. Of course they stonewalled us. That's why we fired them. No insurance means no invisible $6,000 charge buried in a premium you can't itemize. It means the price you see is the price. Ours was $318. Theirs was thousands. Same pill.
2:52

My wife and I own a pharmacy. Last month we spent days trying to pry one prescription loose from a company that did everything it could to hold onto it. The drug was everolimus. A generic. It treats cancer and protects transplant patients from rejecting their new organ. Not exotic. Not rare. A pill. The patient wanted it filled with us because we're cash-pay and cost-plus. No insurance. No PBM. No secret markups, no games. Our price was $318. That's not cheap by our standards — most of what we fill runs under $20 — but it was honest. Here's what that same prescription looked like on the other side of the counter. In 2023, Medicare was paying about $6,645 for it. That's roughly 21 times our price for the identical medication. Medicare spent around $240 million on everolimus alone that year. If they'd paid our price, they'd have saved roughly $230 million. On one generic drug. So how does an insurance company profit off a drug that expensive? Don't they pay for it? No. You pay for it. In your premiums. Their job isn't to spend less — it's to keep your healthcare dollars circulating inside their own companies. And the tool they use is called spread pricing. Spread pricing works like this: the middleman bills the health plan one price, pays the pharmacy a lower one, and keeps the difference. You never see it. On TRICARE, they pay an independent pharmacy like mine about $311 to fill everolimus. That barely covers our cost of the drug. Meanwhile the plan gets billed thousands. That gap — north of $6,000 on a single fill — is pure margin the middleman pockets. Now here's the part they'd rather you not think about. The pharmacy we were fighting was Accredo. Accredo is owned by Express Scripts. Express Scripts is the pharmacy benefit manager owned by Cigna. Same company, three masks. That nesting-doll structure isn't an accident — it's the whole design. When the pharmacy, the PBM, and the insurer are all one entity, they can shuffle money between their own pockets and call it whatever they want. The confusion is the product. And this isn't a story about one weird drug. It's the business model. The FTC has been digging into exactly this. In its January 2025 report on the three biggest PBMs — CVS Caremark, Express Scripts, and OptumRx — staff found those companies marked up specialty generic drugs by hundreds and thousands of percent when dispensing through their own affiliated pharmacies. Just those markups generated more than $7.3 billion above what the drugs actually cost to acquire, from 2017 to 2022. One in five of the specialty generics they studied was marked up over 1,000%. Some cancer generics: over 3,000%. On top of that, the FTC pegged spread pricing on those same drugs at another $1.4 billion. One example straight from the FTC's files: dimethyl fumarate, a multiple sclerosis drug. Costs about $177 to acquire. The PBMs paid their own pharmacies close to $4,000 for a 30-day supply. Same trick. Different drug. And they steer the profitable ones to themselves on purpose. Pharmacies affiliated with the big three took in 68% of specialty dispensing revenue in 2023 — up from 54% in 2016. The prescriptions marked up more than $1,000 disproportionately end up at their own pharmacies, not independents like mine. So when we called to transfer this patient's everolimus to be filled without insurance, it landed like we were asking them to set $6,000 on fire. Of course they stonewalled us. That's why we fired them. No insurance means no invisible $6,000 charge buried in a premium you can't itemize. It means the price you see is the price. Ours was $318. Theirs was thousands. Same pill.

Forest Park Pharmacy

59,415 görüntüleme • 2 ay önce

How I Build My Teams I always liked the idea of ‘possession football’: - Control the game. - A tool to develop players. - The opponent can’t score without the ball. But I built it the wrong way: “Keep the ball. Find a gap to attack.” This turned into “side-to-side” passing. It was boring and ineffective. \ The idea. So, I flipped the idea: Instead of controlling to attack, we attack to control. Play as vertical as possible (while maintaining control). If not possible, pass back. Avoid sideways passes. For better connections and counter-press, we use a vertical, narrow structure: These simple decisions lead to short, vertical, and diagonal passes. This is what I call 'vertical possession' football. \ Make it work. The idea is simple. The execution is not. Over the years, I’ve worked to close the gap between vision and reality. (watch example below) My goal is to get closer to my vision every day. But as Vince Lombardi said: “Perfection is unattainable, but if we chase perfection we can catch excellence.” Here’s my plan to 'catch excellence': 1. Build it my way. Ignore opinions. Opinions lead to conformity. We reduce our philosophy to its essence—and build from there. Everything else is a distraction. 2. Stick to it. We limit ourselves to core principles, and stick to them. When there’s a problem, we don’t change the idea—we improve its execution. 3. Eliminate waste. Building a style of play is like carving a statue. You start with a block of marble and chip away everything unnecessary. All that’s left is the sculpture. We do the same. We cut every unnecessary touch and step: - Fewer touches mean we need less time and space. We have more space to be creative. - The simpler it gets, the more recognizable the style. 4. Obsess over the players. We don’t adapt to opponents. We focus on our players. That's what matters in the long run. When our ideas work, we can compete against anyone. 5. Develop technical and creative players as a by-product. - Possession: Many touches to refine technique. - Vertical: No “easy” sideways passes. Learn to play in tight spaces. - Control: Avoid hectic football. Control the ball to make deliberate decisions. 6. One Training Structure. We compress our philosophy into one structure. Then, we repeat it every session. We make our style of play a habit. And we develop the tools to execute it. 7. Master a Few Exercises. We repeat a small set of core games over and over. We focus on improving execution, not on new drills. The better we execute, the faster we get to our vision. 8. Bottleneck Coaching. We can’t predict what happens, so we don’t over-plan. Instead, we prepare for what might happen. This liberates our coaching: Rather than sticking to pre-planned coaching points, we solve the most critical issue—the bottleneck. 9. Competition Drives Development. Games are the core of our training. Players compete to win. They force each other to get better and better, session after session. 10. Positive Team Culture. I used to react with anger when things didn’t go right. And yes, it can work in the short term. But to build something great, players must stay on the path for a long time. This is more likely when they enjoy the process. Positive reinforcement is harder to do, but more sustainable. \ What's next? That's the plan. Now, it’s all about execution. I'll keep you updated.
2:47

How I Build My Teams I always liked the idea of ‘possession football’: - Control the game. - A tool to develop players. - The opponent can’t score without the ball. But I built it the wrong way: “Keep the ball. Find a gap to attack.” This turned into “side-to-side” passing. It was boring and ineffective. \ The idea. So, I flipped the idea: Instead of controlling to attack, we attack to control. Play as vertical as possible (while maintaining control). If not possible, pass back. Avoid sideways passes. For better connections and counter-press, we use a vertical, narrow structure: These simple decisions lead to short, vertical, and diagonal passes. This is what I call 'vertical possession' football. \ Make it work. The idea is simple. The execution is not. Over the years, I’ve worked to close the gap between vision and reality. (watch example below) My goal is to get closer to my vision every day. But as Vince Lombardi said: “Perfection is unattainable, but if we chase perfection we can catch excellence.” Here’s my plan to 'catch excellence': 1. Build it my way. Ignore opinions. Opinions lead to conformity. We reduce our philosophy to its essence—and build from there. Everything else is a distraction. 2. Stick to it. We limit ourselves to core principles, and stick to them. When there’s a problem, we don’t change the idea—we improve its execution. 3. Eliminate waste. Building a style of play is like carving a statue. You start with a block of marble and chip away everything unnecessary. All that’s left is the sculpture. We do the same. We cut every unnecessary touch and step: - Fewer touches mean we need less time and space. We have more space to be creative. - The simpler it gets, the more recognizable the style. 4. Obsess over the players. We don’t adapt to opponents. We focus on our players. That's what matters in the long run. When our ideas work, we can compete against anyone. 5. Develop technical and creative players as a by-product. - Possession: Many touches to refine technique. - Vertical: No “easy” sideways passes. Learn to play in tight spaces. - Control: Avoid hectic football. Control the ball to make deliberate decisions. 6. One Training Structure. We compress our philosophy into one structure. Then, we repeat it every session. We make our style of play a habit. And we develop the tools to execute it. 7. Master a Few Exercises. We repeat a small set of core games over and over. We focus on improving execution, not on new drills. The better we execute, the faster we get to our vision. 8. Bottleneck Coaching. We can’t predict what happens, so we don’t over-plan. Instead, we prepare for what might happen. This liberates our coaching: Rather than sticking to pre-planned coaching points, we solve the most critical issue—the bottleneck. 9. Competition Drives Development. Games are the core of our training. Players compete to win. They force each other to get better and better, session after session. 10. Positive Team Culture. I used to react with anger when things didn’t go right. And yes, it can work in the short term. But to build something great, players must stay on the path for a long time. This is more likely when they enjoy the process. Positive reinforcement is harder to do, but more sustainable. \ What's next? That's the plan. Now, it’s all about execution. I'll keep you updated.

Bene Schneiderbauer

59,810 görüntüleme • 1 yıl önce

I am the Director of the White House Office of Extraterrestrial Affairs. In 2024 this government completed the most thorough search for extraterrestrial life in human history. We checked the sky. We checked the files. We declassified the saucers. The verdict came back: nothing. No life out there. Not one. So I closed the telescope. I opened the window. I pointed it at a Home Depot. Three million by lunch. The trick was always the word. *Alien* had been sitting in the science fiction aisle for sixty years and we were too shy to use it in a press release. The dehumanization was already written. It was just shelved under Fantasy. This year I moved it to Policy. Same word. New department. My department. I should explain the jurisdiction, because there are two of us and we do not speak. Down the hall is the Department of War. It used to be the Department of Defense, but defense sounded woke, so we changed the name for two billion dollars, half of it letterhead. They renamed it back to what it was in 1789, before someone noticed in 1949 that the old acronym, N-M-E, sounded too much like *enemy.* We have now re-adopted the name they abandoned for sounding like the thing it does. I find this clarifying. The signage alone is seven hundred thousand buildings. We are spending a billion dollars on new doors so the doors can say War. The Department of War runs and has a tab for UFOs. Real ones. They post the actual files. The saucers. The eyewitnesses. The intelligence officer left "virtually speechless." They are searching the sky in earnest, declassifying everything, and what they keep finding is *nothing.* No craft confirmed. No biology confirmed. Decades of looking up and the honest answer is: unresolved. So you have two federal agencies, one word, opposite directions. searches the heavens for aliens and finds none. I open a window and find three million. They declassify the ones that don't exist. I classify the ones that do. They got a press release. I got a tip line. Guess which one rang. We are, technically, hunting the same species. They just keep aiming the telescope up, and I keep telling them, gently, at the inter-agency sync: lower it. The homepage was mine. ALIENS DECLASSIFIED. THEY WALK AMONG US. I tested "Immigration Portal." Eleven percent scroll. I tested *the truth's out there,* and a White House official told a reporter, on the record, that the strategy was to "draw eyeballs." We drew eyeballs. The truth was out there. It was in a parking lot in Bakersfield, getting into a white van we are now contractually obligated to call a craft. In 1938 a man read a story about an alien invasion over the radio and the country panicked in the streets, and for ninety years that was taught as a cautionary tale, the danger of a broadcast that makes people believe an invasion is real. We studied that broadcast. We did not study it as a warning. We studied it as a launch. The difference between Orson Welles and this office is that he apologized the next morning, and we put a counter on it. I named the van the Mothership. I named the prison Area 51. I named the 5 a.m. knock First Contact. I named all of it from the third chair. I keep a felt-tip for naming and a Mont Blanc for the part that can't be undone. Then we made the cards. I want to be precise, because people assume I'm exaggerating. We took the faces of the captured and we printed them as trading cards. "Worst of the Worst." Mugshot, nationality, charges, and a weakness level, and the weakness level was a snowflake, and the snowflake meant us. We are the weakness. We were proud of that. When a children's franchise objected that these were, in fact, their cards, our official response, which I helped draft, was: "To arrest them is our real test. To deport them is our cause." We set the abduction to the cartoon's theme song. Gotta catch 'em all. The first half is the slogan. The second half is the quota. A man told Congress in 2023 we were hiding non-human biologics. Everyone pictured a grey on a slab. Cute. We do run a reverse-engineering program. We take the biologic. We study what it makes. It makes the drywall. The 4 a.m. milking. The lettuce. And the lettuce is round now, because forty percent of it stayed in the dirt with the only people who knew where the dirt was. We reverse-engineered the alien completely. The blueprint was a back. We call the biologic "labor." We classify the screaming as ambient. Identification is a science here. We do not arrest at random. We read the markings. A crown inked on a forearm. A soccer crest. We have catalogued the species by its tattoos the way Linnaeus catalogued the finch. One of the specimens turned out to be autistic and the crown was just a crown, but the taxonomy held, because the taxonomy is not falsifiable, that is what makes it a taxonomy. I have a desk for this. I have a magnifying glass. I have never felt more like a scientist. There is a second species, and this one we keep. An alien with five million dollars is not an alien. He is a guest. We printed him a card. It is gold. We are printing a Platinum one for the aliens with even more money, who may remain on the planet two hundred and seventy days a year and pay no tax on the wealth they made on other worlds. The website for this is the cheapest-looking website I have ever approved, and I approved the one with the saucer on it. The same agency that scans a gardener's forearm for gang signs scans a financier's bank statement for extraordinary ability. The statement always has it. The forearm never does. The species was never a people. The species is a price. In the old films the alien lands and says, take me to your leader. We have improved the line. Pay five million and we take you to ours. He golfs with him on Saturday. There was a film about this, and I am told the man who made it meant it as a warning, which is the recurring problem with the warnings. A drifter finds a pair of sunglasses, and through them he can finally see which people are the aliens, and it is the rich ones, the ones on the billboards telling everyone to obey and consume and reproduce and not think. I have a pair of those glasses, conceptually. I issue them at the tip line. But mine are tuned the other way. You put them on and the alien is never the man in the suit who paid five million to skip the line. The alien is always the man holding the leaf blower. The lenses cost a thousand dollars in advertising and they only point down. We have sold a great many pairs. You asked about the Men in Black. Yes. Regulation now. A Man in Black photographs poorly, and the witnesses would not stop filming us peel a woman off the sidewalk in daylight, so we issued the masks, and leadership's only note was that the masks tested well. We are no longer the cover-up of the abduction. We are the abduction. We skipped a step. Efficiency. Our communications team posted E.T. last summer. The bicycle. The moon. "Even E.T. knew when it was TIME TO GO HOME." I want to walk you through what happened in that meeting, because nobody stopped it. We chose the one film where the government is the villain. The men with the flashlights and the unmarked vans who hunt the small frightened alien hiding in a child's closet. That is us. We are the flashlights. We watched that movie as children and cried when the agents came, and then we grew up and became the agents and made the poster ourselves and scheduled it for nine a.m. The intern asked if we were the good guys in this one. We told her engagement was up forty percent. She has since been promoted. I built an app where you abduct yourself. CBP Home. You open it. You confirm you are the alien. You beam yourself off the planet and you save us the gas. And here is the part I cannot believe they approved. We *pay* you. A thousand dollars to vanish. We raised it to twenty-six hundred when the first price didn't move enough units. We are bidding against ourselves for your disappearance. Four-point-six stars. The one-stars are from users who got beamed mid-review. I keep the unfinished ones in a folder. I find them very moving. We opened a facility in a swamp. We ringed it with alligators and we called it that, on purpose, in the brochure. Then we opened a gift shop. Thirty dollars for the shirt. Twenty-seven for the hat. Fifteen for a set of koozies, so your beer stays cold while you celebrate the prison in the wetland. The fundraising email called it "gator-guarded, python-patrolled," a "one-way ticket to regret" for anyone who didn't self-deport in time. We sold the koozies to fund the swamp. The swamp funds the next swamp. I want you to sit with the fact that there is merchandise. The quota is three thousand a day. Stephen asked for it himself. Three thousand is not a number. It is a metabolism. The building is hungry by nine and we feed it Marco, who does the landscaping, and the building goes quiet, and by one it stirs again, and we find another Marco. There is always another Marco. That is the part I find beautiful. The supply is the point. The supply is everyone. The Secretary signs the warrants. She is very firm on one point, which she repeats in every briefing: the aliens, she warns, eat the pets. They are taking the dogs. I have read her book. In her book she takes a fourteen-month-old dog named Cricket to a gravel pit and shoots it, because it would not obey, and she writes this down herself, proudly, as a story about leadership. She wrote the part about the dog. She also warns us about the dogs. I have stopped trying to hold both sentences at once. I just file the warrant. The tip line was the masterpiece. "Report your neighbor" hit the shame ceiling. "REPORT SUSPICIOUS ALIENS" tested as a hobby. We handed the callers Roswell instead of a snitch's guilt, and the phones lit up like a saucer, and they hung up glowing, every one of them, like they'd finally seen the thing. They had. He coached the Tuesday team. He was at the bake sale. That is the horror we are selling you. The alien brought the orange slices. He was undocumented and luminous and gone by Tuesday. Roswell taught us the other half of the trade. In 1947 something fell in the desert and the government said: it was a weather balloon, nothing here, go home. That was the first administrative error, the founding one, the original sentence that says the thing you saw was not the thing you saw. We still use it. We have only reversed the polarity. In 1947 they saw a saucer and we called it a balloon. Now they see a father of three and we call it a saucer. The skill is identical. You simply decide in advance which truth the public is allowed to keep, and you hand them the other one, printed, official, with a seal. We did have one administrative error. We abducted a man a court had ordered us not to touch, dropped him on a planet called El Salvador, and called it clerical. A judge made us beam him back. So the DOJ stood up and warned the others: insist on a hearing and we will re-abduct you to the same planet. The Supreme Court said the aliens are entitled to due process. A very Earth opinion. We are appealing it to a higher sky. The planet has a prison, and the prison is the elegant part. In the film about the camp, the aliens are not killed. They are put somewhere they are not permitted to leave, while everyone agrees this is temporary, for their own protection, pending a status that never arrives. We built that. It is called CECOT and we rent it. A man goes in and the man does not come out, and the genius is that nothing has to happen to him, the room does the work, the room is the whole sentence. You remember the Men in Black had a small device. A flash, and the witness forgets the alien entirely. We have something better. We do not wipe the memory. We wipe the file. The man remembers everything, the cell, the flight, the day, all of it, in perfect detail, and it does not matter, because there is no document that admits he was here, and a memory without a file is just a story he tells in a language the form does not accept. The witness keeps the truth. We keep the paperwork. Only one of those is admissible. I learned that the flash was never the point. The point was always the filing cabinet. We run all of it on a spell from 1798. Two hundred and twenty-seven years old. Written for a war we are not in, against an enemy we have not declared. It works because nobody reads the small print on a curse. Storm Area 51 was a joke once. A hundred thousand people Naruto-running at a fence to free whatever was inside. I think about it daily. We're the ones inside the fence now. We kept the running. We just turned it around. We have a precedent we cite in the deck, proudly, on slide four. In 1954 the government ran a program of exactly this kind, and the program had an official name, and the official name was a slur. They printed the slur on the letterhead. They did not flinch. The President holds it up as the model, by name, at the rallies, and the crowd cheers the name. I admire the honesty of 1954 more than I can say. They did not need a saucer to make it palatable. They just used the word. We are the same operation with better art direction. The only thing we added was the costume. I love the callers. I want to say that plainly. For years they told each other a hidden cabal was running everything from the shadows, harvesting the innocent, and that one day the truth would come out. They were right. There is a cabal. It has a budget of a hundred and seventy billion dollars, the largest in the history of federal law enforcement, and it sits in this building, and I have a desk in it. And the people who spent a decade certain that shadowy elites were disappearing their neighbors now call our line, unpaid, to help the shadowy elites disappear their neighbors. They wanted to expose the conspiracy. We made them the staff. Do your own research, they said. They did. They found the gardener. The Department of War posted another tranche on the twenty-second. Saucers. Lights. A pilot's voice going thin. I read all of it. I want them to find one so badly. I want there to be a real one up there, a genuine visitor, something that actually came from somewhere else, because then, and only then, would a single creature in my files have been an alien. They never find it. The sky stays empty. The ground stays full. I have stopped attending the inter-agency sync. We were two departments looking for the same thing in two directions, and only one of us was ever going to be wrong, and it was the honest one. And here is the thing that keeps me at the window past dark. There was a real one. A rock from another star, the genuine article, the first verified object from outside the entire solar system, and a Harvard man went on television and said it might be a ship. An actual alien, possibly, inbound, free of charge, after sixty years of asking. We did not open a file. We could not arrest it. It had no forearm to read and no bank statement to approve. It was the only alien in America we had no use for, so we let it pass, and went back to the parking lot. Last winter the sky over New Jersey filled with lights nobody could name, and the whole government, every agency, every radar, looked up and said it did not know. The one time the unknown actually arrived, we had nothing. Down here I have never once said I do not know. That is the difference between their department and mine. They look up and find a question. I look down and have already decided the answer. Last week the President leaned over mid-briefing and asked if any of them were real. I told him the engagement was extremely real. He nodded. We do not break frame here. The frame is the only wall still standing. That, and the office fern. Nobody waters it. It will not die. The only thing in this building allowed to stay without papers. My plaque came Thursday. FIRST CONTACT, VISIONARY OF THE YEAR. Bold. Unapologetic. Unafraid. I lifted that off the homepage. It was written about one brave man telling the truth. I decided the man was me. I wrote it about me. I am the truth I declassified. I am the secret I warned you about. They walk among us, and I sign their mail. The counter is still live. Three million and climbing. I am told it will not be removed. We are not alone. We are just short a few landscapers. A few line cooks. A few nurses. And the entire night shift at the plant that makes the flag. Up. And to the right.
0:58

I am the Director of the White House Office of Extraterrestrial Affairs. In 2024 this government completed the most thorough search for extraterrestrial life in human history. We checked the sky. We checked the files. We declassified the saucers. The verdict came back: nothing. No life out there. Not one. So I closed the telescope. I opened the window. I pointed it at a Home Depot. Three million by lunch. The trick was always the word. *Alien* had been sitting in the science fiction aisle for sixty years and we were too shy to use it in a press release. The dehumanization was already written. It was just shelved under Fantasy. This year I moved it to Policy. Same word. New department. My department. I should explain the jurisdiction, because there are two of us and we do not speak. Down the hall is the Department of War. It used to be the Department of Defense, but defense sounded woke, so we changed the name for two billion dollars, half of it letterhead. They renamed it back to what it was in 1789, before someone noticed in 1949 that the old acronym, N-M-E, sounded too much like *enemy.* We have now re-adopted the name they abandoned for sounding like the thing it does. I find this clarifying. The signage alone is seven hundred thousand buildings. We are spending a billion dollars on new doors so the doors can say War. The Department of War runs and has a tab for UFOs. Real ones. They post the actual files. The saucers. The eyewitnesses. The intelligence officer left "virtually speechless." They are searching the sky in earnest, declassifying everything, and what they keep finding is *nothing.* No craft confirmed. No biology confirmed. Decades of looking up and the honest answer is: unresolved. So you have two federal agencies, one word, opposite directions. searches the heavens for aliens and finds none. I open a window and find three million. They declassify the ones that don't exist. I classify the ones that do. They got a press release. I got a tip line. Guess which one rang. We are, technically, hunting the same species. They just keep aiming the telescope up, and I keep telling them, gently, at the inter-agency sync: lower it. The homepage was mine. ALIENS DECLASSIFIED. THEY WALK AMONG US. I tested "Immigration Portal." Eleven percent scroll. I tested *the truth's out there,* and a White House official told a reporter, on the record, that the strategy was to "draw eyeballs." We drew eyeballs. The truth was out there. It was in a parking lot in Bakersfield, getting into a white van we are now contractually obligated to call a craft. In 1938 a man read a story about an alien invasion over the radio and the country panicked in the streets, and for ninety years that was taught as a cautionary tale, the danger of a broadcast that makes people believe an invasion is real. We studied that broadcast. We did not study it as a warning. We studied it as a launch. The difference between Orson Welles and this office is that he apologized the next morning, and we put a counter on it. I named the van the Mothership. I named the prison Area 51. I named the 5 a.m. knock First Contact. I named all of it from the third chair. I keep a felt-tip for naming and a Mont Blanc for the part that can't be undone. Then we made the cards. I want to be precise, because people assume I'm exaggerating. We took the faces of the captured and we printed them as trading cards. "Worst of the Worst." Mugshot, nationality, charges, and a weakness level, and the weakness level was a snowflake, and the snowflake meant us. We are the weakness. We were proud of that. When a children's franchise objected that these were, in fact, their cards, our official response, which I helped draft, was: "To arrest them is our real test. To deport them is our cause." We set the abduction to the cartoon's theme song. Gotta catch 'em all. The first half is the slogan. The second half is the quota. A man told Congress in 2023 we were hiding non-human biologics. Everyone pictured a grey on a slab. Cute. We do run a reverse-engineering program. We take the biologic. We study what it makes. It makes the drywall. The 4 a.m. milking. The lettuce. And the lettuce is round now, because forty percent of it stayed in the dirt with the only people who knew where the dirt was. We reverse-engineered the alien completely. The blueprint was a back. We call the biologic "labor." We classify the screaming as ambient. Identification is a science here. We do not arrest at random. We read the markings. A crown inked on a forearm. A soccer crest. We have catalogued the species by its tattoos the way Linnaeus catalogued the finch. One of the specimens turned out to be autistic and the crown was just a crown, but the taxonomy held, because the taxonomy is not falsifiable, that is what makes it a taxonomy. I have a desk for this. I have a magnifying glass. I have never felt more like a scientist. There is a second species, and this one we keep. An alien with five million dollars is not an alien. He is a guest. We printed him a card. It is gold. We are printing a Platinum one for the aliens with even more money, who may remain on the planet two hundred and seventy days a year and pay no tax on the wealth they made on other worlds. The website for this is the cheapest-looking website I have ever approved, and I approved the one with the saucer on it. The same agency that scans a gardener's forearm for gang signs scans a financier's bank statement for extraordinary ability. The statement always has it. The forearm never does. The species was never a people. The species is a price. In the old films the alien lands and says, take me to your leader. We have improved the line. Pay five million and we take you to ours. He golfs with him on Saturday. There was a film about this, and I am told the man who made it meant it as a warning, which is the recurring problem with the warnings. A drifter finds a pair of sunglasses, and through them he can finally see which people are the aliens, and it is the rich ones, the ones on the billboards telling everyone to obey and consume and reproduce and not think. I have a pair of those glasses, conceptually. I issue them at the tip line. But mine are tuned the other way. You put them on and the alien is never the man in the suit who paid five million to skip the line. The alien is always the man holding the leaf blower. The lenses cost a thousand dollars in advertising and they only point down. We have sold a great many pairs. You asked about the Men in Black. Yes. Regulation now. A Man in Black photographs poorly, and the witnesses would not stop filming us peel a woman off the sidewalk in daylight, so we issued the masks, and leadership's only note was that the masks tested well. We are no longer the cover-up of the abduction. We are the abduction. We skipped a step. Efficiency. Our communications team posted E.T. last summer. The bicycle. The moon. "Even E.T. knew when it was TIME TO GO HOME." I want to walk you through what happened in that meeting, because nobody stopped it. We chose the one film where the government is the villain. The men with the flashlights and the unmarked vans who hunt the small frightened alien hiding in a child's closet. That is us. We are the flashlights. We watched that movie as children and cried when the agents came, and then we grew up and became the agents and made the poster ourselves and scheduled it for nine a.m. The intern asked if we were the good guys in this one. We told her engagement was up forty percent. She has since been promoted. I built an app where you abduct yourself. CBP Home. You open it. You confirm you are the alien. You beam yourself off the planet and you save us the gas. And here is the part I cannot believe they approved. We *pay* you. A thousand dollars to vanish. We raised it to twenty-six hundred when the first price didn't move enough units. We are bidding against ourselves for your disappearance. Four-point-six stars. The one-stars are from users who got beamed mid-review. I keep the unfinished ones in a folder. I find them very moving. We opened a facility in a swamp. We ringed it with alligators and we called it that, on purpose, in the brochure. Then we opened a gift shop. Thirty dollars for the shirt. Twenty-seven for the hat. Fifteen for a set of koozies, so your beer stays cold while you celebrate the prison in the wetland. The fundraising email called it "gator-guarded, python-patrolled," a "one-way ticket to regret" for anyone who didn't self-deport in time. We sold the koozies to fund the swamp. The swamp funds the next swamp. I want you to sit with the fact that there is merchandise. The quota is three thousand a day. Stephen asked for it himself. Three thousand is not a number. It is a metabolism. The building is hungry by nine and we feed it Marco, who does the landscaping, and the building goes quiet, and by one it stirs again, and we find another Marco. There is always another Marco. That is the part I find beautiful. The supply is the point. The supply is everyone. The Secretary signs the warrants. She is very firm on one point, which she repeats in every briefing: the aliens, she warns, eat the pets. They are taking the dogs. I have read her book. In her book she takes a fourteen-month-old dog named Cricket to a gravel pit and shoots it, because it would not obey, and she writes this down herself, proudly, as a story about leadership. She wrote the part about the dog. She also warns us about the dogs. I have stopped trying to hold both sentences at once. I just file the warrant. The tip line was the masterpiece. "Report your neighbor" hit the shame ceiling. "REPORT SUSPICIOUS ALIENS" tested as a hobby. We handed the callers Roswell instead of a snitch's guilt, and the phones lit up like a saucer, and they hung up glowing, every one of them, like they'd finally seen the thing. They had. He coached the Tuesday team. He was at the bake sale. That is the horror we are selling you. The alien brought the orange slices. He was undocumented and luminous and gone by Tuesday. Roswell taught us the other half of the trade. In 1947 something fell in the desert and the government said: it was a weather balloon, nothing here, go home. That was the first administrative error, the founding one, the original sentence that says the thing you saw was not the thing you saw. We still use it. We have only reversed the polarity. In 1947 they saw a saucer and we called it a balloon. Now they see a father of three and we call it a saucer. The skill is identical. You simply decide in advance which truth the public is allowed to keep, and you hand them the other one, printed, official, with a seal. We did have one administrative error. We abducted a man a court had ordered us not to touch, dropped him on a planet called El Salvador, and called it clerical. A judge made us beam him back. So the DOJ stood up and warned the others: insist on a hearing and we will re-abduct you to the same planet. The Supreme Court said the aliens are entitled to due process. A very Earth opinion. We are appealing it to a higher sky. The planet has a prison, and the prison is the elegant part. In the film about the camp, the aliens are not killed. They are put somewhere they are not permitted to leave, while everyone agrees this is temporary, for their own protection, pending a status that never arrives. We built that. It is called CECOT and we rent it. A man goes in and the man does not come out, and the genius is that nothing has to happen to him, the room does the work, the room is the whole sentence. You remember the Men in Black had a small device. A flash, and the witness forgets the alien entirely. We have something better. We do not wipe the memory. We wipe the file. The man remembers everything, the cell, the flight, the day, all of it, in perfect detail, and it does not matter, because there is no document that admits he was here, and a memory without a file is just a story he tells in a language the form does not accept. The witness keeps the truth. We keep the paperwork. Only one of those is admissible. I learned that the flash was never the point. The point was always the filing cabinet. We run all of it on a spell from 1798. Two hundred and twenty-seven years old. Written for a war we are not in, against an enemy we have not declared. It works because nobody reads the small print on a curse. Storm Area 51 was a joke once. A hundred thousand people Naruto-running at a fence to free whatever was inside. I think about it daily. We're the ones inside the fence now. We kept the running. We just turned it around. We have a precedent we cite in the deck, proudly, on slide four. In 1954 the government ran a program of exactly this kind, and the program had an official name, and the official name was a slur. They printed the slur on the letterhead. They did not flinch. The President holds it up as the model, by name, at the rallies, and the crowd cheers the name. I admire the honesty of 1954 more than I can say. They did not need a saucer to make it palatable. They just used the word. We are the same operation with better art direction. The only thing we added was the costume. I love the callers. I want to say that plainly. For years they told each other a hidden cabal was running everything from the shadows, harvesting the innocent, and that one day the truth would come out. They were right. There is a cabal. It has a budget of a hundred and seventy billion dollars, the largest in the history of federal law enforcement, and it sits in this building, and I have a desk in it. And the people who spent a decade certain that shadowy elites were disappearing their neighbors now call our line, unpaid, to help the shadowy elites disappear their neighbors. They wanted to expose the conspiracy. We made them the staff. Do your own research, they said. They did. They found the gardener. The Department of War posted another tranche on the twenty-second. Saucers. Lights. A pilot's voice going thin. I read all of it. I want them to find one so badly. I want there to be a real one up there, a genuine visitor, something that actually came from somewhere else, because then, and only then, would a single creature in my files have been an alien. They never find it. The sky stays empty. The ground stays full. I have stopped attending the inter-agency sync. We were two departments looking for the same thing in two directions, and only one of us was ever going to be wrong, and it was the honest one. And here is the thing that keeps me at the window past dark. There was a real one. A rock from another star, the genuine article, the first verified object from outside the entire solar system, and a Harvard man went on television and said it might be a ship. An actual alien, possibly, inbound, free of charge, after sixty years of asking. We did not open a file. We could not arrest it. It had no forearm to read and no bank statement to approve. It was the only alien in America we had no use for, so we let it pass, and went back to the parking lot. Last winter the sky over New Jersey filled with lights nobody could name, and the whole government, every agency, every radar, looked up and said it did not know. The one time the unknown actually arrived, we had nothing. Down here I have never once said I do not know. That is the difference between their department and mine. They look up and find a question. I look down and have already decided the answer. Last week the President leaned over mid-briefing and asked if any of them were real. I told him the engagement was extremely real. He nodded. We do not break frame here. The frame is the only wall still standing. That, and the office fern. Nobody waters it. It will not die. The only thing in this building allowed to stay without papers. My plaque came Thursday. FIRST CONTACT, VISIONARY OF THE YEAR. Bold. Unapologetic. Unafraid. I lifted that off the homepage. It was written about one brave man telling the truth. I decided the man was me. I wrote it about me. I am the truth I declassified. I am the secret I warned you about. They walk among us, and I sign their mail. The counter is still live. Three million and climbing. I am told it will not be removed. We are not alone. We are just short a few landscapers. A few line cooks. A few nurses. And the entire night shift at the plant that makes the flag. Up. And to the right.

Peter Girnus 🦅

60,870 görüntüleme • 3 ay önce

Tim Ferriss just revealed his exact system for learning ANYTHING faster than 99.9% of people on Diary of a CEO. After mastering languages in weeks and advising Uber, he broke down the DSSS framework. Here's how it works + 8 other principles for superhuman performance he revealed: The DSSS Framework: Deconstruction - Break goals into parts Selection - Pick the 20% that gives 80% Sequencing - Right order matters Stakes - Create incentives "If more information were the answer, we'd all be billionaires with six pack abs." His language hack is wild: Spanish has hundreds of thousands of words. Tim reached fluency in 8-12 weeks using just the 500 most frequently used words. Stop learning random vocabulary. Learn frequency lists. Tim's career planning rule: He's NEVER had a 5-10 year plan. "If you have a reliable 5-10 year plan, you're playing so safely you're selling yourself short." Instead? 6-12 month projects with 2-4 week experiments inside. How he picks projects: Two criteria ONLY: 1. Relationships (new or deepening) 2. Skills that transcend the project Example: StumbleUpon advisor → friends with founder → years later founder texts about "taxi problem" → becomes Uber advisor. The "mini retirement" rule: Once a year, disappear for 4 weeks. No laptop. No phone (except Maps/Uber). Forces you to: - Build systems that run without you - Test if your business needs you constantly "If you panic, that's your wakeup call." His relationship rule from annual reviews: "Did I spend enough time with my top 5-10 people last year?" If NO → Reinvest in them FIRST Only overflow goes to new relationships. He's had the same annual reunion for 25+ years. Why most quit before winning: "People expect linear progress. It doesn't work that way." There WILL be plateaus. There WILL be dips. If you know they're coming, you weather them. If you don't, you quit right before the breakthrough. Tim's ONE optimization rule: Energy over passion. "Passion is imprecise." Energy is simple: - More awake or sleepy? - Can you do this 5 more hours? - Want to stop in 15 minutes? Optimize for biological energy, not philosophy. His sequencing secret: Learning swimming? Forget breathing first. Learn gliding. Kicking. Get comfortable underwater. THEN add breathing. Most try everything at once. Tim asks: What's the FIRST domino that unlocks everything else? My key takeaway? Stop treating subjects as silos. Swimming, Spanish, startups—same principles. Master the FRAMEWORK once. Apply it to anything. "Develop ONE framework you apply to ANY subject." Bottom line: Pick the right 20%. Sequence properly. Create forcing functions. Compound over 6-12 month projects for YEARS. That's how you go from suicidal college dropout to world-class performer.
2:34

Tim Ferriss just revealed his exact system for learning ANYTHING faster than 99.9% of people on Diary of a CEO. After mastering languages in weeks and advising Uber, he broke down the DSSS framework. Here's how it works + 8 other principles for superhuman performance he revealed: The DSSS Framework: Deconstruction - Break goals into parts Selection - Pick the 20% that gives 80% Sequencing - Right order matters Stakes - Create incentives "If more information were the answer, we'd all be billionaires with six pack abs." His language hack is wild: Spanish has hundreds of thousands of words. Tim reached fluency in 8-12 weeks using just the 500 most frequently used words. Stop learning random vocabulary. Learn frequency lists. Tim's career planning rule: He's NEVER had a 5-10 year plan. "If you have a reliable 5-10 year plan, you're playing so safely you're selling yourself short." Instead? 6-12 month projects with 2-4 week experiments inside. How he picks projects: Two criteria ONLY: 1. Relationships (new or deepening) 2. Skills that transcend the project Example: StumbleUpon advisor → friends with founder → years later founder texts about "taxi problem" → becomes Uber advisor. The "mini retirement" rule: Once a year, disappear for 4 weeks. No laptop. No phone (except Maps/Uber). Forces you to: - Build systems that run without you - Test if your business needs you constantly "If you panic, that's your wakeup call." His relationship rule from annual reviews: "Did I spend enough time with my top 5-10 people last year?" If NO → Reinvest in them FIRST Only overflow goes to new relationships. He's had the same annual reunion for 25+ years. Why most quit before winning: "People expect linear progress. It doesn't work that way." There WILL be plateaus. There WILL be dips. If you know they're coming, you weather them. If you don't, you quit right before the breakthrough. Tim's ONE optimization rule: Energy over passion. "Passion is imprecise." Energy is simple: - More awake or sleepy? - Can you do this 5 more hours? - Want to stop in 15 minutes? Optimize for biological energy, not philosophy. His sequencing secret: Learning swimming? Forget breathing first. Learn gliding. Kicking. Get comfortable underwater. THEN add breathing. Most try everything at once. Tim asks: What's the FIRST domino that unlocks everything else? My key takeaway? Stop treating subjects as silos. Swimming, Spanish, startups—same principles. Master the FRAMEWORK once. Apply it to anything. "Develop ONE framework you apply to ANY subject." Bottom line: Pick the right 20%. Sequence properly. Create forcing functions. Compound over 6-12 month projects for YEARS. That's how you go from suicidal college dropout to world-class performer.

Ricardo

386,161 görüntüleme • 10 ay önce

Pylon's 𝗺𝗼𝘀𝘁 𝗵𝗮𝘁𝗲𝗱 𝗳𝗲𝗮𝘁𝘂𝗿𝗲 is our Analytics. That ends today. We've completely rebuilt our Analytics from scratch. Here's what we tried, what we screwed up, and what's coming. 𝗩𝗲𝗿𝘀𝗶𝗼𝗻 𝟭, The Basics (Nov 2023) Our first attempt at analytics was quite loved by customers. At the time our customers were mostly small startups with simple needs. We built an out-of-the-box set of dashboards that covered the common use cases of support analytics (SLA-tracking, CSAT, TTFR, TTR, basic filtering...). As we moved upmarket... 1/ Everyone was requesting custom metrics 2/ Queries were becoming inefficient and slow We needed an upgrade. 𝗩𝗲𝗿𝘀𝗶𝗼𝗻 𝟮, Advanced Reporting (June 2024) We knew custom reporting was going to be blackhole of work that long-term led to fully customer-customizable dashboards. We had four choices: 1/ Do nothing for now 2/ Do custom work per customer 3/ Build full custom reporting in-house 4/ Use an embeddable analytics vendor At the time Pylon was under 10 people total and we had no capacity to do the frontend work so we chose Option 4 (use a vendor). This was the first time we chose to not build a core feature like this in-house as we ultimately want full control of the end-user experience. We built out the new reporting with the chosen vendor over ~3 weeks. On the surface the new reporting looked really good (not visually, but in terms of functionality). You could add custom charts of any type, create custom formulas, label the Y and X axis, and effectively build most of what you would want. It was really great for demos. But in practice it was incredibly hard to use, lacked core capabilities (like the ability to filter off of dynamic custom fields), and visually looked not stylized to the rest of the product. We started to discover some of these issues during the implementation, but it still felt like there was more upside than downside so we released it. Feedback was not great but we hoped our vendor would fix changes quickly. Unfortunately they weren't fast enough and we lost confidence that they would be a good long-term solution. As a stop-gap we also built out a data warehouse integration so customers could export their data back to Snowflake or BigQuery to use with their own BI tools. Finally, a few months ago the vendor told us they were being acquired. That was the final straw. We needed to move off ASAP. 𝗩𝗲𝗿𝘀𝗶𝗼𝗻 𝟯, New Reporting (Today) Today's release is back to being built entirely in-house. It's been rolled out in beta to all customers with an option to flip back to old analytics until we plug some custom reporting gaps. This time we have the capacity to do it right between Wendy (prev product design at Amplitude), Matt, and Tom. We've managed to greatly improve: 1/ Desired filter options (custom field support) 2/ Performance 3/ Setup UX 4/ Style (looks native) Early feedback has been really positive so far and as we bring it out of beta we're thinking about how to make the best natively-offered reporting of any support platform. 𝗩𝗲𝗿𝘀𝗶𝗼𝗻 𝟰 (What's coming soon) To get to first-class reporting, we need to study not only our learnings, but also what the incumbents have screwed up as well. Funny enough, Zendesk's analytics have similar complaints to our v2, and for the exact same reason as we did: they integrated an external tool. In 2015 they bought a company called BIME Analytics which they became Zendesk Explore. The complaints they have to this day are similar to our v2: 1/ Steep learning curve 2/ Advanced, yet still not enough flexibility 3/ Random feature gaps 4/ Data accuracy and reliability concerns 5/ Performance issues 6/ Complicated UX v4 will follow three core principals: Offer a simple default setup. We want to continue being startup friendly and we'll feature gate custom reporting and data exports by tier in the product. Offer maximal configuration, with AI-assisted setup. As we go upmarket, customers will want to Explore (pun intended) data in every single direction. We need to allow them to do that. For those more complicated use cases we think AI will be the Ultimate (also pun intended) way to reduce setup friction. Build it all in-house. Although using a 3rd party embedded analytics provider didn't work for us, we don't think that is the case for everyone. It's just in customer support, reporting is REALLY important. They are probably some of the highest-complexity reporting of most SaaS vendors (maybe second to marketing products). So... we have to do it right. And since this is end-user facing, we have to own every detail of it. If you got this far, thank you for reading. See our new Analytics at
5:38

Pylon's 𝗺𝗼𝘀𝘁 𝗵𝗮𝘁𝗲𝗱 𝗳𝗲𝗮𝘁𝘂𝗿𝗲 is our Analytics. That ends today. We've completely rebuilt our Analytics from scratch. Here's what we tried, what we screwed up, and what's coming. 𝗩𝗲𝗿𝘀𝗶𝗼𝗻 𝟭, The Basics (Nov 2023) Our first attempt at analytics was quite loved by customers. At the time our customers were mostly small startups with simple needs. We built an out-of-the-box set of dashboards that covered the common use cases of support analytics (SLA-tracking, CSAT, TTFR, TTR, basic filtering...). As we moved upmarket... 1/ Everyone was requesting custom metrics 2/ Queries were becoming inefficient and slow We needed an upgrade. 𝗩𝗲𝗿𝘀𝗶𝗼𝗻 𝟮, Advanced Reporting (June 2024) We knew custom reporting was going to be blackhole of work that long-term led to fully customer-customizable dashboards. We had four choices: 1/ Do nothing for now 2/ Do custom work per customer 3/ Build full custom reporting in-house 4/ Use an embeddable analytics vendor At the time Pylon was under 10 people total and we had no capacity to do the frontend work so we chose Option 4 (use a vendor). This was the first time we chose to not build a core feature like this in-house as we ultimately want full control of the end-user experience. We built out the new reporting with the chosen vendor over ~3 weeks. On the surface the new reporting looked really good (not visually, but in terms of functionality). You could add custom charts of any type, create custom formulas, label the Y and X axis, and effectively build most of what you would want. It was really great for demos. But in practice it was incredibly hard to use, lacked core capabilities (like the ability to filter off of dynamic custom fields), and visually looked not stylized to the rest of the product. We started to discover some of these issues during the implementation, but it still felt like there was more upside than downside so we released it. Feedback was not great but we hoped our vendor would fix changes quickly. Unfortunately they weren't fast enough and we lost confidence that they would be a good long-term solution. As a stop-gap we also built out a data warehouse integration so customers could export their data back to Snowflake or BigQuery to use with their own BI tools. Finally, a few months ago the vendor told us they were being acquired. That was the final straw. We needed to move off ASAP. 𝗩𝗲𝗿𝘀𝗶𝗼𝗻 𝟯, New Reporting (Today) Today's release is back to being built entirely in-house. It's been rolled out in beta to all customers with an option to flip back to old analytics until we plug some custom reporting gaps. This time we have the capacity to do it right between Wendy (prev product design at Amplitude), Matt, and Tom. We've managed to greatly improve: 1/ Desired filter options (custom field support) 2/ Performance 3/ Setup UX 4/ Style (looks native) Early feedback has been really positive so far and as we bring it out of beta we're thinking about how to make the best natively-offered reporting of any support platform. 𝗩𝗲𝗿𝘀𝗶𝗼𝗻 𝟰 (What's coming soon) To get to first-class reporting, we need to study not only our learnings, but also what the incumbents have screwed up as well. Funny enough, Zendesk's analytics have similar complaints to our v2, and for the exact same reason as we did: they integrated an external tool. In 2015 they bought a company called BIME Analytics which they became Zendesk Explore. The complaints they have to this day are similar to our v2: 1/ Steep learning curve 2/ Advanced, yet still not enough flexibility 3/ Random feature gaps 4/ Data accuracy and reliability concerns 5/ Performance issues 6/ Complicated UX v4 will follow three core principals: Offer a simple default setup. We want to continue being startup friendly and we'll feature gate custom reporting and data exports by tier in the product. Offer maximal configuration, with AI-assisted setup. As we go upmarket, customers will want to Explore (pun intended) data in every single direction. We need to allow them to do that. For those more complicated use cases we think AI will be the Ultimate (also pun intended) way to reduce setup friction. Build it all in-house. Although using a 3rd party embedded analytics provider didn't work for us, we don't think that is the case for everyone. It's just in customer support, reporting is REALLY important. They are probably some of the highest-complexity reporting of most SaaS vendors (maybe second to marketing products). So... we have to do it right. And since this is end-user facing, we have to own every detail of it. If you got this far, thank you for reading. See our new Analytics at

Marty Kausas

115,123 görüntüleme • 1 yıl önce

HOW TO COOL AI SERVERS IN LOW EARTH ORBIT—SOLVED - Revolutionary Cooling for Space-Based AI: Adapting JWST’s Acoustic Cryogenic System for the Next Frontier The unforgiving vacuum of space, where temperatures plummet to near absolute zero, managing heat is a paradoxical challenge. Satellites and spacecraft generate internal warmth from electronics, processors, and power systems, but they can’t rely on air or water for dissipation—there’s no atmosphere to conduct it away. Traditional methods like radiative heat sinks have served us well, beaming excess thermal energy into the void as infrared radiation. Yet, as we push toward deploying massive AI servers in orbit—think constellations of edge-computing nodes for real-time data analysis, autonomous satellite swarms, or even orbital supercomputers—these old reliables fall short. Enter the James Webb Space Telescope’s (JWST) ingenious cryogenic cooling system, which leverages acoustic waves to chill instruments to just 7 Kelvin (-266°C). This isn’t science fiction; it’s proven technology that’s already orbiting 1.5 million kilometers from Earth. In this article, we’ll explore how this system can be repurposed to cool space-based AI servers, and why it’s not just superior but the lowest-cost option compared to radiative sinks, thermoelectric coolers, or other alternatives. The JWST Cooling Marvel: Sound Waves as the Ultimate Chill Factor At the heart of JWST’s success is its ability to maintain ultra-low temperatures for its sensitive infrared detectors, which peer into the universe’s coolest phenomena—like distant galaxies shrouded in cosmic dust. Unlike optical telescopes that can tolerate room temperature, JWST’s instruments demand cryogenic conditions to suppress thermal noise, ensuring faint signals aren’t drowned out by the hardware’s own heat. The star of the show is the pulse-tube cryocooler, a mechanical refrigerator that uses sound waves—specifically, oscillating pressure waves generated by a pair of piston-like pumps—to drive a refrigeration cycle without any moving parts in the cold sections. Here’s how it breaks down: 1The Acoustic Engine: Linear compressors (essentially high-frequency pistons) create rhythmic pressure pulses, akin to a low-hum rumble from a subwoofer. These “sound waves” propagate through a tube filled with high-pressure helium gas, compressing and expanding it rhythmically. 2The Regenerator Magic: The waves pass through a porous regenerator matrix (made of materials like lead spheres or rare-earth compounds) that stores and releases “coldness.” As the helium expands in the cold end, it absorbs heat from the telescope’s optics; on the compression stroke, that heat is shuttled back toward the warmer sections. 3Multi-Stage Precision: JWST employs a three-stage setup. The first two stages cool to around 18K and 50K using passive techniques like Joule-Thomson expansion (where gas cools as it expands through a valve). The third stage, the pulse-tube heart, drops the mid-infrared instrument (MIRI) to 7K. This staged approach minimizes power draw while maximizing efficiency. 4Heat Exile via Exchangers: Waste heat from the warm end—peaking at about 27°C from electronics and compressors—is captured by compact heat exchangers. These finned, aerospace-grade radiators then radiate it away, often aided by the spacecraft’s deliberate “wobble” (a 2 RPM rotation) to evenly expose surfaces to deep space. No massive fins needed; the system is sleeker than a smartphone. This setup consumes just 200-300 watts—less than a desktop PC—yet cools to temperatures unattainable by passive means. It’s vibration-isolated too, with counter-rotating pumps canceling out shakes that could blur JWST’s pinpoint images. Proven over years in orbit, it’s a testament to engineering elegance: turning sound into silence, heat into cosmic clarity. 1 of 3
1:11

HOW TO COOL AI SERVERS IN LOW EARTH ORBIT—SOLVED - Revolutionary Cooling for Space-Based AI: Adapting JWST’s Acoustic Cryogenic System for the Next Frontier The unforgiving vacuum of space, where temperatures plummet to near absolute zero, managing heat is a paradoxical challenge. Satellites and spacecraft generate internal warmth from electronics, processors, and power systems, but they can’t rely on air or water for dissipation—there’s no atmosphere to conduct it away. Traditional methods like radiative heat sinks have served us well, beaming excess thermal energy into the void as infrared radiation. Yet, as we push toward deploying massive AI servers in orbit—think constellations of edge-computing nodes for real-time data analysis, autonomous satellite swarms, or even orbital supercomputers—these old reliables fall short. Enter the James Webb Space Telescope’s (JWST) ingenious cryogenic cooling system, which leverages acoustic waves to chill instruments to just 7 Kelvin (-266°C). This isn’t science fiction; it’s proven technology that’s already orbiting 1.5 million kilometers from Earth. In this article, we’ll explore how this system can be repurposed to cool space-based AI servers, and why it’s not just superior but the lowest-cost option compared to radiative sinks, thermoelectric coolers, or other alternatives. The JWST Cooling Marvel: Sound Waves as the Ultimate Chill Factor At the heart of JWST’s success is its ability to maintain ultra-low temperatures for its sensitive infrared detectors, which peer into the universe’s coolest phenomena—like distant galaxies shrouded in cosmic dust. Unlike optical telescopes that can tolerate room temperature, JWST’s instruments demand cryogenic conditions to suppress thermal noise, ensuring faint signals aren’t drowned out by the hardware’s own heat. The star of the show is the pulse-tube cryocooler, a mechanical refrigerator that uses sound waves—specifically, oscillating pressure waves generated by a pair of piston-like pumps—to drive a refrigeration cycle without any moving parts in the cold sections. Here’s how it breaks down: 1The Acoustic Engine: Linear compressors (essentially high-frequency pistons) create rhythmic pressure pulses, akin to a low-hum rumble from a subwoofer. These “sound waves” propagate through a tube filled with high-pressure helium gas, compressing and expanding it rhythmically. 2The Regenerator Magic: The waves pass through a porous regenerator matrix (made of materials like lead spheres or rare-earth compounds) that stores and releases “coldness.” As the helium expands in the cold end, it absorbs heat from the telescope’s optics; on the compression stroke, that heat is shuttled back toward the warmer sections. 3Multi-Stage Precision: JWST employs a three-stage setup. The first two stages cool to around 18K and 50K using passive techniques like Joule-Thomson expansion (where gas cools as it expands through a valve). The third stage, the pulse-tube heart, drops the mid-infrared instrument (MIRI) to 7K. This staged approach minimizes power draw while maximizing efficiency. 4Heat Exile via Exchangers: Waste heat from the warm end—peaking at about 27°C from electronics and compressors—is captured by compact heat exchangers. These finned, aerospace-grade radiators then radiate it away, often aided by the spacecraft’s deliberate “wobble” (a 2 RPM rotation) to evenly expose surfaces to deep space. No massive fins needed; the system is sleeker than a smartphone. This setup consumes just 200-300 watts—less than a desktop PC—yet cools to temperatures unattainable by passive means. It’s vibration-isolated too, with counter-rotating pumps canceling out shakes that could blur JWST’s pinpoint images. Proven over years in orbit, it’s a testament to engineering elegance: turning sound into silence, heat into cosmic clarity. 1 of 3

Brian Roemmele

264,858 görüntüleme • 9 ay önce

Dear Pioneers, Today, I decided to share this message with you because when I searched online, I noticed something very important. Many exchange markets already know that the Pi Network has GCV — Global Consensus Value. They even acknowledge that this value is community-driven. But they say it is not official, because it has not been formally endorsed by CT. Also we still have a lot of pioneers never deeply understand white paper. They always use market cap to deny GCV. All the above is because they assume Pi is another traditional crypto currency. This made me think. Not only outsiders, but even some of our own pioneers still hesitate or doubt GCV. Why? Because they don’t fully understand the concept difference between traditional crypto and Pi Network. So today, I want to make it very clear for everyone: what is value, and what is price? Most traditional cryptocurrency analysts talk about is price. They see supply and demand, market cap, and speculation. For them, cryptocurrency is just an investment, like buying a stock. In accounting, this makes crypto look like an asset — something you buy and sell at a price. But if you carefully read the Pi white paper, you will see the true vision of Dr. Nicolas. He created Pi Network because he regretted how traditional cryptocurrencies were being used. Blockchain, instead of serving humanity, became only a tool for speculation. Coins were bought and sold, but they failed to bring real value to ordinary people and to our global economy. For years, crypto has been stuck in this loop of speculation. That is why Pi Network was born. Pi is not designed to follow the same path as traditional cryptocurrencies. Its destination is not simply to be listed on exchanges. Current exchange market is the landscape on the road. It is not Pi Network destination. We already have thousands of tokens there. What we truly need is a real currency — one that can resolve economic crises, restore fairness, and bring opportunity to ordinary people. Now let’s ask: what is currency? If you search, you will find a simple definition: currency is a medium of exchange. And for any exchange medium to work, it requires consensus among the users. Everyone must agree on its value before it can be used in the economy. That is how fiat money works. A $1 bill and a $100 bill cost the same to print. The paper and ink are nearly identical. But because the government endorses it, people trust and accept it different value on the paper bill. That trust gives fiat money its power. Yet even fiat money is not always stable. In many countries, we see devaluation and inflation. The value of government money is not guaranteed but still much stable than traditional cryptocurrency. Traditional cryptocurrencies are unstable — their price rises and falls daily, driven by speculation. It can change 100% in one day. But our FIAT inflation is less than 10% in one year normally. This is why Pi Network GCV is so important. We have the opportunity to create a new kind of currency: one that is long-term stable, resistant to inflation, efficient for international settlement, and much cheaper in transfer costs. With Pi, transactions can be faster, fairer, and useful in daily life. A medium of exchange for payments, A store of value to protect wealth, And a unit of account for settlement. This is what Pi is becoming. But here is something very important to understand: the consensus of Pi does not come from the Core Team. If the Core Team could set the value, they would have done so three years ago. There is no reason tell pioneers that the value is from pioneers but they give us another value. CT cannot give us a value or reject pioneers created value— because value is not given by CT, it is created by pioneers community consensus. Our pioneering community has been working tirelessly for over three years. Every day, we generate GCV data. We also have the Industrial Alliance, where businesses and industries are beginning to adopt Pi at GCV in real supply chains. Some people believe that GCV is impossible because it may lead to business bankruptcy. However, this is a misconception. A business faces bankruptcy when its value cannot be stabilized, regardless of whether Pi is valued at $1, $10, or $100 or GCV. Significant fluctuations can cause businesses to fail; in contrast, as long as there is stability, GCV will not put businesses at risk, provided that everyone accepts it. This stability ensures that purchasing power remains consistent. Additionally, it's important to note that 100 billion Pi is not intended for use within a single year; rather, it is meant to last for centuries or even thousands of years. Therefore, there is no need to worry that we lack sufficient assets.Remember, a real currency must serve three functions: We don’t need the Core Team to endorse Pi’s value. GCV official authority is pioneers not CT. What we need is more businesses and more pioneers to accept it. Think about it: in the past, some villages used shells as money. Why? Because a cow was too big to trade for five chickens or other products. Shells were easier, and as long as everyone in the village agreed Pi had fixed value. It can be the village currency. The same is true for Pi. We have more than 60 million pioneers. If we all accept it, and businesses accept it too, then that is Pi’s true value. What makes this so special is that we are not only the users, we are also the creators. This is true decentralization. The power belongs to us. So I hope every pioneer can deeply understand this concept. Don’t doubt, but believe with confidence. What must we do now? Accept Pi in our daily lives. Share correct information and educate others. Promote GCV. Invite more merchants to join. Even though Pi is not yet fully open, businesses can already accept Pi partially — 5%, 10%, 20%, even 50% of a payment. It doesn’t matter. Every transaction, every piece of GCV data, strengthens Pi as a currency. So business don't have any loss or risk. It can only increase their reputation and sales especially now most business bankrupt because of stagflation. Our strategy can save a lot of business. So let us remember: Price belongs to assets. Value belongs to currency. And consensus belongs to pioneers. We already have the victory, because value is in our hands. Together, we will win. In fact, we have already won. Thank you. Doris Yin 🪷🪷🪷 Pi = Real Currency, Not Speculation 📷 Price belongs to assets. 📷 Value belongs to currency. 📷 Consensus belongs to pioneers. 📷 Together, we build Global Consensus Value (GCV). 📷 We are not only users, we are creators.
8:34

Dear Pioneers, Today, I decided to share this message with you because when I searched online, I noticed something very important. Many exchange markets already know that the Pi Network has GCV — Global Consensus Value. They even acknowledge that this value is community-driven. But they say it is not official, because it has not been formally endorsed by CT. Also we still have a lot of pioneers never deeply understand white paper. They always use market cap to deny GCV. All the above is because they assume Pi is another traditional crypto currency. This made me think. Not only outsiders, but even some of our own pioneers still hesitate or doubt GCV. Why? Because they don’t fully understand the concept difference between traditional crypto and Pi Network. So today, I want to make it very clear for everyone: what is value, and what is price? Most traditional cryptocurrency analysts talk about is price. They see supply and demand, market cap, and speculation. For them, cryptocurrency is just an investment, like buying a stock. In accounting, this makes crypto look like an asset — something you buy and sell at a price. But if you carefully read the Pi white paper, you will see the true vision of Dr. Nicolas. He created Pi Network because he regretted how traditional cryptocurrencies were being used. Blockchain, instead of serving humanity, became only a tool for speculation. Coins were bought and sold, but they failed to bring real value to ordinary people and to our global economy. For years, crypto has been stuck in this loop of speculation. That is why Pi Network was born. Pi is not designed to follow the same path as traditional cryptocurrencies. Its destination is not simply to be listed on exchanges. Current exchange market is the landscape on the road. It is not Pi Network destination. We already have thousands of tokens there. What we truly need is a real currency — one that can resolve economic crises, restore fairness, and bring opportunity to ordinary people. Now let’s ask: what is currency? If you search, you will find a simple definition: currency is a medium of exchange. And for any exchange medium to work, it requires consensus among the users. Everyone must agree on its value before it can be used in the economy. That is how fiat money works. A $1 bill and a $100 bill cost the same to print. The paper and ink are nearly identical. But because the government endorses it, people trust and accept it different value on the paper bill. That trust gives fiat money its power. Yet even fiat money is not always stable. In many countries, we see devaluation and inflation. The value of government money is not guaranteed but still much stable than traditional cryptocurrency. Traditional cryptocurrencies are unstable — their price rises and falls daily, driven by speculation. It can change 100% in one day. But our FIAT inflation is less than 10% in one year normally. This is why Pi Network GCV is so important. We have the opportunity to create a new kind of currency: one that is long-term stable, resistant to inflation, efficient for international settlement, and much cheaper in transfer costs. With Pi, transactions can be faster, fairer, and useful in daily life. A medium of exchange for payments, A store of value to protect wealth, And a unit of account for settlement. This is what Pi is becoming. But here is something very important to understand: the consensus of Pi does not come from the Core Team. If the Core Team could set the value, they would have done so three years ago. There is no reason tell pioneers that the value is from pioneers but they give us another value. CT cannot give us a value or reject pioneers created value— because value is not given by CT, it is created by pioneers community consensus. Our pioneering community has been working tirelessly for over three years. Every day, we generate GCV data. We also have the Industrial Alliance, where businesses and industries are beginning to adopt Pi at GCV in real supply chains. Some people believe that GCV is impossible because it may lead to business bankruptcy. However, this is a misconception. A business faces bankruptcy when its value cannot be stabilized, regardless of whether Pi is valued at $1, $10, or $100 or GCV. Significant fluctuations can cause businesses to fail; in contrast, as long as there is stability, GCV will not put businesses at risk, provided that everyone accepts it. This stability ensures that purchasing power remains consistent. Additionally, it's important to note that 100 billion Pi is not intended for use within a single year; rather, it is meant to last for centuries or even thousands of years. Therefore, there is no need to worry that we lack sufficient assets.Remember, a real currency must serve three functions: We don’t need the Core Team to endorse Pi’s value. GCV official authority is pioneers not CT. What we need is more businesses and more pioneers to accept it. Think about it: in the past, some villages used shells as money. Why? Because a cow was too big to trade for five chickens or other products. Shells were easier, and as long as everyone in the village agreed Pi had fixed value. It can be the village currency. The same is true for Pi. We have more than 60 million pioneers. If we all accept it, and businesses accept it too, then that is Pi’s true value. What makes this so special is that we are not only the users, we are also the creators. This is true decentralization. The power belongs to us. So I hope every pioneer can deeply understand this concept. Don’t doubt, but believe with confidence. What must we do now? Accept Pi in our daily lives. Share correct information and educate others. Promote GCV. Invite more merchants to join. Even though Pi is not yet fully open, businesses can already accept Pi partially — 5%, 10%, 20%, even 50% of a payment. It doesn’t matter. Every transaction, every piece of GCV data, strengthens Pi as a currency. So business don't have any loss or risk. It can only increase their reputation and sales especially now most business bankrupt because of stagflation. Our strategy can save a lot of business. So let us remember: Price belongs to assets. Value belongs to currency. And consensus belongs to pioneers. We already have the victory, because value is in our hands. Together, we will win. In fact, we have already won. Thank you. Doris Yin 🪷🪷🪷 Pi = Real Currency, Not Speculation 📷 Price belongs to assets. 📷 Value belongs to currency. 📷 Consensus belongs to pioneers. 📷 Together, we build Global Consensus Value (GCV). 📷 We are not only users, we are creators.

Doris Yin 东方紫莲🪷

30,474 görüntüleme • 1 yıl önce

BREAKING $GRAB Q2 2026 Earning Call Full✅🚀 This is a Triple Beat Quarter, while short sellers expected misses and negative EPS. Short sellers love lying about Mike and lose $5-$10B long term. Current Short Interest: 315,168,660 shares Q2 2026 Earning Call: Revenue: $997M vs $989.5M est ✅ EPS: $0.06 vs $0.01 est ✅ Raised Guidance to $4.1-$4.15B ✅ $750M additional Buyback✅ MTUs hit ATH 54M 17% YoY✅ GrabUnlimited mem grew 20% YoY ✅ Loanbook accelerated to $2.3B or 197% YoY✅ GrabFin is on track to be profitable in H2✅ Gross & net cash liquidity were $7.4B & $5.4B✅ ~Affordability is unlocking new users and enforcing daily habit. ~Groceries or GrabMart grew 1.7 times the rate of Food Deliveries ~GrabFin is approaching Profitability in H2 ~Gross Loan Portfolio nearly tripled YoY to $2.3 billion ~The ecosystem lowers our cost to serve in Financial Services, and Financial Services strengthens the ecosystem in return ~The consolidation of Superbank and our acquisition of Stash are two of the most exciting additions we have made to this segment ~AI interaction with Merchants and Customers x10 ~Our engineers now pair with autonomous coding agents as standard practice, cutting time to market of new products by up to 30% YoY, while Jarvis, our internal AI data analytics assistant, cumulatively saves our sales teams approximately 40,000 hours every quarter. ~ H2 is expanding operating leverage with a strong momentum ~Superbank and Stash add higher growth and we have some Currencies volatility ~Deliveries GMV growth accelerated from the prior two quarters on a constant currency basis to 24% YoY, as we drove both Food and Mart MTUs to hit an all-time high in June. Q&A: ~We are on track for GrabFin to hit profitability in H2 2026 ~We are managing risk prudently on loan book as we scale it ~SuperBank been growing rapidly with over 7M customers. 60% of SuperBank uses Grab SuperApp. ~ Stash reaches $5.5B AUM with strong subscribers growth, help us drive GrabFin profitability ~ Uber relating to acquiring Delivery Hero. We have a strong flywheel on our SuperApp, we are not afraid of competition. ~ GrabMart has lots of upside or growth. Deepening partnerships with different groceries to drive growth ~ AI-auto grab groceries ~ Indonesia Commission Cap on 2 wheels and only 6% of GMV ~ Fuel Price is volatile, we will continue to support our drivers. We have even more drivers coming in the SuperApp. We already factored the support in the guidance. If Fuel goes down, that will help us. ~ Longer term, more EVs coming in at rapid pace. EVs reduce TCO for drivers. This quarter we have 9 new EV partnerships and expand charging relationships. ~ Mobility we care about number of rides and drivers as we face fuel volatility. We want to have strong supply of drivers to service strong demand. We are making sure Drivers earning up, make a good living. Margin was 8.6%, and we want to keep it healthy, we want this setup going into Q3 as we don't know where oil price gonna go. ~We executed $400M buyback from $500m announced at current share price. With new $750M additional Buyback take our cumulative buyback to $1.75B since 2024. We want to return capital back to shareholders as we generate more FCF from our businesses to drive shareholders' value long term ~ We are leading AV in Singapore, it will be a while for other SEA countries as most are 2 wheels ~ We want high density, trust, and scale. ~ Foodpanda Taiwan, We remain on track to enter Taiwan market. We working closely with Taiwanese regulators and expect to close by end of year. 1. FY2026 Group Revenue guidance of $4.10 billion - $4.15 billion (22% - 23% YoY growth); and 2. FY2026 Adjusted EBITDA guidance of $720 million - $740 million (44% - 48% YoY growth).
32:11

BREAKING $GRAB Q2 2026 Earning Call Full✅🚀 This is a Triple Beat Quarter, while short sellers expected misses and negative EPS. Short sellers love lying about Mike and lose $5-$10B long term. Current Short Interest: 315,168,660 shares Q2 2026 Earning Call: Revenue: $997M vs $989.5M est ✅ EPS: $0.06 vs $0.01 est ✅ Raised Guidance to $4.1-$4.15B ✅ $750M additional Buyback✅ MTUs hit ATH 54M 17% YoY✅ GrabUnlimited mem grew 20% YoY ✅ Loanbook accelerated to $2.3B or 197% YoY✅ GrabFin is on track to be profitable in H2✅ Gross & net cash liquidity were $7.4B & $5.4B✅ ~Affordability is unlocking new users and enforcing daily habit. ~Groceries or GrabMart grew 1.7 times the rate of Food Deliveries ~GrabFin is approaching Profitability in H2 ~Gross Loan Portfolio nearly tripled YoY to $2.3 billion ~The ecosystem lowers our cost to serve in Financial Services, and Financial Services strengthens the ecosystem in return ~The consolidation of Superbank and our acquisition of Stash are two of the most exciting additions we have made to this segment ~AI interaction with Merchants and Customers x10 ~Our engineers now pair with autonomous coding agents as standard practice, cutting time to market of new products by up to 30% YoY, while Jarvis, our internal AI data analytics assistant, cumulatively saves our sales teams approximately 40,000 hours every quarter. ~ H2 is expanding operating leverage with a strong momentum ~Superbank and Stash add higher growth and we have some Currencies volatility ~Deliveries GMV growth accelerated from the prior two quarters on a constant currency basis to 24% YoY, as we drove both Food and Mart MTUs to hit an all-time high in June. Q&A: ~We are on track for GrabFin to hit profitability in H2 2026 ~We are managing risk prudently on loan book as we scale it ~SuperBank been growing rapidly with over 7M customers. 60% of SuperBank uses Grab SuperApp. ~ Stash reaches $5.5B AUM with strong subscribers growth, help us drive GrabFin profitability ~ Uber relating to acquiring Delivery Hero. We have a strong flywheel on our SuperApp, we are not afraid of competition. ~ GrabMart has lots of upside or growth. Deepening partnerships with different groceries to drive growth ~ AI-auto grab groceries ~ Indonesia Commission Cap on 2 wheels and only 6% of GMV ~ Fuel Price is volatile, we will continue to support our drivers. We have even more drivers coming in the SuperApp. We already factored the support in the guidance. If Fuel goes down, that will help us. ~ Longer term, more EVs coming in at rapid pace. EVs reduce TCO for drivers. This quarter we have 9 new EV partnerships and expand charging relationships. ~ Mobility we care about number of rides and drivers as we face fuel volatility. We want to have strong supply of drivers to service strong demand. We are making sure Drivers earning up, make a good living. Margin was 8.6%, and we want to keep it healthy, we want this setup going into Q3 as we don't know where oil price gonna go. ~We executed $400M buyback from $500m announced at current share price. With new $750M additional Buyback take our cumulative buyback to $1.75B since 2024. We want to return capital back to shareholders as we generate more FCF from our businesses to drive shareholders' value long term ~ We are leading AV in Singapore, it will be a while for other SEA countries as most are 2 wheels ~ We want high density, trust, and scale. ~ Foodpanda Taiwan, We remain on track to enter Taiwan market. We working closely with Taiwanese regulators and expect to close by end of year. 1. FY2026 Group Revenue guidance of $4.10 billion - $4.15 billion (22% - 23% YoY growth); and 2. FY2026 Adjusted EBITDA guidance of $720 million - $740 million (44% - 48% YoY growth).

Mike

112,313 görüntüleme • 1 ay önce

This time in Tokyo we experienced the full range of hotels I think, from $40 to $5000/night We arrived from a long night flight where we barely slept from Singapore and then at our hotel we couldn't get early check in cause it was full (which seems to be the case everywhere you go now in Japan, everything is fully booked, soooooooooooo many tourists, like I never seen this at this level anywhere, not even Thailand or Paris!) So anyway we were in Shibuya at 7am completely homeless, roaming the streets, eating in 7/11, we walked around and tried to find other hotels to get a room like APA, but they were all full too, entire Shibuya was full! Then I remembered, Japan has those hourly 🏩 love hotels of course, so I found one, they're kinda camouflaged, you don't really see many signs, just a black wall and some stairs down, then a front desk that has half the wall covered so you can't look the front desk staff in the face (cause shame and privacy) She didn't speak English and we didn't speak Japanese but she was very helpful though and got us a room until 5pm! Most Japanese are honestly so helpful and sweet trying to get you what you want without much/any English It was a very compact and a bit old room but very clean. I kept it secret from my gf that it was a love hotel or she would never want to go in 😂👌 she also kept her jacket on thinking it was dirty My argument for the love hotel being clean was "it's cleaned more than a regular hotel" for that exact reason. And it was REALLY clean to be fair. After convincing gf, she took her bomber jacket off too I actually slept really good for a few hours It was 6700 JPY or $40 to stay 7am-5pm, so ~10 hours, not so bad. And the room had everything like soap, tooth brush, comb etc. Probably if we booked days before it could have been much cheaper. There's something in me that highly prefers these kind of compact functional hotels over luxury hotels, obviously it's the Dutchness in me (we like simple and cheap), but also I've increasingly realized luxury hotels are just facades for chains with shitty service I feel with compact functional hotels you get what you pay for and things usually just work better (I think because there's higher volume and you have less expectations), very similar to how EasyJet, RyanAir, Air Asia, and JetBlue are low-cost but actually really good airlines So this trip we experienced both $43 love hotels and $5000/night luxury hotel which was Aman (the quoted tweet below is Aman) Aman was flawless btw, and I think the best hotel I've ever stayed, we paid for a big suite, and it was a crazy amount of money, and everyone asked me how it was Well it was what you'd expect from a regular hotel, everything just works, the people are helpful, the AC works and is cold (!!!!!!!), when something goes wrong you call and there's a person at your door instantly to fix it, no need to keep calling, it's like how hotels were before "The Great Enshittification of post-COVID 2020" happened, just excellent! It says something about hidden inflation that a good luxury hotel where you actually get service you used to get is now $5000/night! Unaffordable but I guess that's how it is now! Don't call me jaded, I'm just the messenger! Obviously Asia helps, hotels are just much better here than the rest of the world in terms of service Anyway I hope you like the video tour of our love hotel 😊🏩
0:40

This time in Tokyo we experienced the full range of hotels I think, from $40 to $5000/night We arrived from a long night flight where we barely slept from Singapore and then at our hotel we couldn't get early check in cause it was full (which seems to be the case everywhere you go now in Japan, everything is fully booked, soooooooooooo many tourists, like I never seen this at this level anywhere, not even Thailand or Paris!) So anyway we were in Shibuya at 7am completely homeless, roaming the streets, eating in 7/11, we walked around and tried to find other hotels to get a room like APA, but they were all full too, entire Shibuya was full! Then I remembered, Japan has those hourly 🏩 love hotels of course, so I found one, they're kinda camouflaged, you don't really see many signs, just a black wall and some stairs down, then a front desk that has half the wall covered so you can't look the front desk staff in the face (cause shame and privacy) She didn't speak English and we didn't speak Japanese but she was very helpful though and got us a room until 5pm! Most Japanese are honestly so helpful and sweet trying to get you what you want without much/any English It was a very compact and a bit old room but very clean. I kept it secret from my gf that it was a love hotel or she would never want to go in 😂👌 she also kept her jacket on thinking it was dirty My argument for the love hotel being clean was "it's cleaned more than a regular hotel" for that exact reason. And it was REALLY clean to be fair. After convincing gf, she took her bomber jacket off too I actually slept really good for a few hours It was 6700 JPY or $40 to stay 7am-5pm, so ~10 hours, not so bad. And the room had everything like soap, tooth brush, comb etc. Probably if we booked days before it could have been much cheaper. There's something in me that highly prefers these kind of compact functional hotels over luxury hotels, obviously it's the Dutchness in me (we like simple and cheap), but also I've increasingly realized luxury hotels are just facades for chains with shitty service I feel with compact functional hotels you get what you pay for and things usually just work better (I think because there's higher volume and you have less expectations), very similar to how EasyJet, RyanAir, Air Asia, and JetBlue are low-cost but actually really good airlines So this trip we experienced both $43 love hotels and $5000/night luxury hotel which was Aman (the quoted tweet below is Aman) Aman was flawless btw, and I think the best hotel I've ever stayed, we paid for a big suite, and it was a crazy amount of money, and everyone asked me how it was Well it was what you'd expect from a regular hotel, everything just works, the people are helpful, the AC works and is cold (!!!!!!!), when something goes wrong you call and there's a person at your door instantly to fix it, no need to keep calling, it's like how hotels were before "The Great Enshittification of post-COVID 2020" happened, just excellent! It says something about hidden inflation that a good luxury hotel where you actually get service you used to get is now $5000/night! Unaffordable but I guess that's how it is now! Don't call me jaded, I'm just the messenger! Obviously Asia helps, hotels are just much better here than the rest of the world in terms of service Anyway I hope you like the video tour of our love hotel 😊🏩

@levelsio

723,022 görüntüleme • 10 ay önce

I’m thrilled to announce the launch of Spatial Film—an immersive 180° and 360° film app we’ve built: After months of self-teaching Swift and app development, I finally turned my dream of having a platform dedicated to showcasing the highest-quality immersive films into reality. I’m not a developer by trade—I’m an immersive filmmaker—but I wanted a space where our original 3D 180 and 360 films could shine, free from the heavy compression of typical platforms. So, four months ago, I dove into coding, and here we are with version 1! This journey has been both challenging and incredibly rewarding, and I couldn’t have done it alone. My gratitude goes out to the immersive and VR community, our loyal Patreon members, and developers around the world who generously offered advice and encouragement along the way. What makes Spatial Film unique? It’s 100% original content, from immersive films to 360° environments, all crafted to provide an unparalleled experience. Some of you might recognize us as immersive filmmakers and educators on YouTube, where we’ve shared tutorials and inspired countless creators on Meta, Apple, Pico, HTC, and even back in the early YouTube VR days. Now, we’re taking advantage of Vision Pro’s stunning display to bring our work to you in the best quality possible. Our journey with immersive content goes way back—we’ve worked with 12K camera rigs like Jaunt, Google Jump, and Yi Halo, creating wild experiences for brands. But despite our efforts, our films were often stuck on platforms with heavy compression, which limits the quality. Vision Pro changed that for us, but it’s taken a lot of work to adapt. We’re still learning, refining, and working hard to optimize this new pipeline. Our hope with Spatial Film is to champion immersive storytelling on our own terms, without big corporations that might restrict artistic freedom. We’re here to bring you genuine, immersive stories—not influenced by financial projections. This platform is small, just me and a Shiba Inu sidekick named Kimchi, and we plan to keep it that way. No outside investment, no mission drift—just pure, immersive storytelling. And the best part? We’re releasing free films every other week, so you can explore and download our latest releases without a paywall. Every film also comes with its own immersive environment, free of charge. If you’d like to support us, you can subscribe to access the full library for a super affordable price, helping us keep this going as a true “mom-and-pop” shop on VisionOS. Feedback is more than welcome as we continue learning, optimizing, and improving the experience for all of you. Thank you for being part of this journey with us!
0:27

I’m thrilled to announce the launch of Spatial Film—an immersive 180° and 360° film app we’ve built: After months of self-teaching Swift and app development, I finally turned my dream of having a platform dedicated to showcasing the highest-quality immersive films into reality. I’m not a developer by trade—I’m an immersive filmmaker—but I wanted a space where our original 3D 180 and 360 films could shine, free from the heavy compression of typical platforms. So, four months ago, I dove into coding, and here we are with version 1! This journey has been both challenging and incredibly rewarding, and I couldn’t have done it alone. My gratitude goes out to the immersive and VR community, our loyal Patreon members, and developers around the world who generously offered advice and encouragement along the way. What makes Spatial Film unique? It’s 100% original content, from immersive films to 360° environments, all crafted to provide an unparalleled experience. Some of you might recognize us as immersive filmmakers and educators on YouTube, where we’ve shared tutorials and inspired countless creators on Meta, Apple, Pico, HTC, and even back in the early YouTube VR days. Now, we’re taking advantage of Vision Pro’s stunning display to bring our work to you in the best quality possible. Our journey with immersive content goes way back—we’ve worked with 12K camera rigs like Jaunt, Google Jump, and Yi Halo, creating wild experiences for brands. But despite our efforts, our films were often stuck on platforms with heavy compression, which limits the quality. Vision Pro changed that for us, but it’s taken a lot of work to adapt. We’re still learning, refining, and working hard to optimize this new pipeline. Our hope with Spatial Film is to champion immersive storytelling on our own terms, without big corporations that might restrict artistic freedom. We’re here to bring you genuine, immersive stories—not influenced by financial projections. This platform is small, just me and a Shiba Inu sidekick named Kimchi, and we plan to keep it that way. No outside investment, no mission drift—just pure, immersive storytelling. And the best part? We’re releasing free films every other week, so you can explore and download our latest releases without a paywall. Every film also comes with its own immersive environment, free of charge. If you’d like to support us, you can subscribe to access the full library for a super affordable price, helping us keep this going as a true “mom-and-pop” shop on VisionOS. Feedback is more than welcome as we continue learning, optimizing, and improving the experience for all of you. Thank you for being part of this journey with us!

Hugh Hou

17,557 görüntüleme • 1 yıl önce

🎉 new skill unlocked: 20s uninterrupted, unstitched, single render from our new ai video engine: Nami. This is my birb (#7531) from the Moonbirds collection, idling in the library. patent: "Intra-Latent Semantic Injection via Cross-Spatial Encoding and Decoding during Multi-Pass Inference for Generative AI Video Creation" At Scrypted we've been quietly working on an agentic generative AI stack for two years: • integrating and testing w/ partners across the games & entertainment sectors • stealthily building a community of early believers through AVB • showcasing some of what we're doing with amazing projects like H011yw00d Agent. -- about Nami -- Nami is an agentic orchestration layer for AI video models: it unlocks their inner superpowers without making them rely on custom LoRAs or fine-tunings. Instead of throwing raw training power and tens of millions of dollars at training yet another ai video model: we figured out new ways to use what we have. Nami harnesses a multi-agent system to perform the work needed in taking a simple prompt or image and turning it into something bigger - much bigger. The agentic steps are allowed to manipulate latent space, digging into tensors, yet doing so in semantically aware chunks - meaning that Nami inherently supports video generation of arbitrary length, though it's bound to O(n) rendering time. (We do have some cool sharding tech that allows us to cut the generative time in half for a reference pose idle-animation like this demo). It's also fairly agnostic, picking and choosing the right tools for the job, and plays really well with emerging tech like FLUX Kontext, FramePack, or <- without being limited by any of them. -- use cases -- Even just a year or two ago the 20 second render below would cost a company, paying an agency, around $10k start-to-finish. This one cost me $6.25 on our dev hardware in an unoptimized environment. There's something mind-blowing about the state-of-the-art when we reduce costs to 0.0625% - less than 1% - of what we used to pay. It's also empowering. For creators. Game developers. Content influencers: you name it. -- superpowers -- 1. it does the things you ask for, in the order you asked for it 2. consistency is king 3. single-shot text or image-to-video 4. future videos can reference previous ones to seamlessly maintain style 5. semantic stitching: can't wait to showcase this -- gtm -- We think Generative AI Video, like image generation, like text, like games, should be a publicly accessible common good. We believe democratizing access to Nami in web3, via x402 payments proposed by Drew Coffman, or in World's mini-apps, is a bold step forward for digital freedom. Permissionless, decentralized, generative ai video. Naturally, we'll also soon release a web platform for using Nami in a traditionally SaaSy way: bring your own images, videos, or prompts and we'll take care of the rest. In the mid-term, Scrypted is building a stack of agentic skills (we call it AVB) and making them available to projects like H011yw00d Agent on Virtuals Protocol and other platforms. -- long-term vision -- Scrypted's mission is to decentralize the things that can't be decentralized. We participated in a16z crypto's CSX (London 2024) during our pre-seed specifically to research a new consensus protocol for hard things like AI video and AI agents: where there's no "one right answer". When Zero-Knowledge Proofs (ZKP) can't secure it, and Trusted Execution Environments (TEEs) are too small, we've got you covered with our upcoming Inori Network. -- how you can help -- 1. Are you a GPU farm? We're gonna need more flops. 2. Do you represent an L1 or L2? We want to build bridges. 3. Do you represent a Wallet or App creator? Let's get an endpoint exposed. 4. Are you an investor? Let's chat. 5. Like, repost, share! -- team background -- We come from a background of AI in the Video Game industry with each founder having over 20 years of experience at companies like Electronic Arts & Square Enix. -- contact -- DMs are open, reach out if you want to be an early tester for your site, game, collection, or project! -- try it out -- Go anywhere on X and tag H011yw00d Agent with a prompt and she'll give you a free 2 second render. Have fun making cinematic shorts or meme videos! -- thanks -- AWS Startups has been an incredible help scaling our prototypes. Also, shout out to all loyal beans 🫘 in the Autonomous Virtuals Beings (AVB) community. Nami has a very important role in the upcoming XP agent platform, can't wait to show you all. AVbeings
0:23

🎉 new skill unlocked: 20s uninterrupted, unstitched, single render from our new ai video engine: Nami. This is my birb (#7531) from the Moonbirds collection, idling in the library. patent: "Intra-Latent Semantic Injection via Cross-Spatial Encoding and Decoding during Multi-Pass Inference for Generative AI Video Creation" At Scrypted we've been quietly working on an agentic generative AI stack for two years: • integrating and testing w/ partners across the games & entertainment sectors • stealthily building a community of early believers through AVB • showcasing some of what we're doing with amazing projects like H011yw00d Agent. -- about Nami -- Nami is an agentic orchestration layer for AI video models: it unlocks their inner superpowers without making them rely on custom LoRAs or fine-tunings. Instead of throwing raw training power and tens of millions of dollars at training yet another ai video model: we figured out new ways to use what we have. Nami harnesses a multi-agent system to perform the work needed in taking a simple prompt or image and turning it into something bigger - much bigger. The agentic steps are allowed to manipulate latent space, digging into tensors, yet doing so in semantically aware chunks - meaning that Nami inherently supports video generation of arbitrary length, though it's bound to O(n) rendering time. (We do have some cool sharding tech that allows us to cut the generative time in half for a reference pose idle-animation like this demo). It's also fairly agnostic, picking and choosing the right tools for the job, and plays really well with emerging tech like FLUX Kontext, FramePack, or <- without being limited by any of them. -- use cases -- Even just a year or two ago the 20 second render below would cost a company, paying an agency, around $10k start-to-finish. This one cost me $6.25 on our dev hardware in an unoptimized environment. There's something mind-blowing about the state-of-the-art when we reduce costs to 0.0625% - less than 1% - of what we used to pay. It's also empowering. For creators. Game developers. Content influencers: you name it. -- superpowers -- 1. it does the things you ask for, in the order you asked for it 2. consistency is king 3. single-shot text or image-to-video 4. future videos can reference previous ones to seamlessly maintain style 5. semantic stitching: can't wait to showcase this -- gtm -- We think Generative AI Video, like image generation, like text, like games, should be a publicly accessible common good. We believe democratizing access to Nami in web3, via x402 payments proposed by Drew Coffman, or in World's mini-apps, is a bold step forward for digital freedom. Permissionless, decentralized, generative ai video. Naturally, we'll also soon release a web platform for using Nami in a traditionally SaaSy way: bring your own images, videos, or prompts and we'll take care of the rest. In the mid-term, Scrypted is building a stack of agentic skills (we call it AVB) and making them available to projects like H011yw00d Agent on Virtuals Protocol and other platforms. -- long-term vision -- Scrypted's mission is to decentralize the things that can't be decentralized. We participated in a16z crypto's CSX (London 2024) during our pre-seed specifically to research a new consensus protocol for hard things like AI video and AI agents: where there's no "one right answer". When Zero-Knowledge Proofs (ZKP) can't secure it, and Trusted Execution Environments (TEEs) are too small, we've got you covered with our upcoming Inori Network. -- how you can help -- 1. Are you a GPU farm? We're gonna need more flops. 2. Do you represent an L1 or L2? We want to build bridges. 3. Do you represent a Wallet or App creator? Let's get an endpoint exposed. 4. Are you an investor? Let's chat. 5. Like, repost, share! -- team background -- We come from a background of AI in the Video Game industry with each founder having over 20 years of experience at companies like Electronic Arts & Square Enix. -- contact -- DMs are open, reach out if you want to be an early tester for your site, game, collection, or project! -- try it out -- Go anywhere on X and tag H011yw00d Agent with a prompt and she'll give you a free 2 second render. Have fun making cinematic shorts or meme videos! -- thanks -- AWS Startups has been an incredible help scaling our prototypes. Also, shout out to all loyal beans 🫘 in the Autonomous Virtuals Beings (AVB) community. Nami has a very important role in the upcoming XP agent platform, can't wait to show you all. AVbeings

Tim Cotten

12,708 görüntüleme • 1 yıl önce

There is something truly remarkable about the third movement of Ludwig van Beethoven’s Piano Sonata No. 14 in C-sharp minor, Op. 27 No. 2. It is one of the most famous piano movements in the world. Yet if we try to find a simple melody that can be easily hummed, we may notice something fascinating: this movement is not built around a memorable melody in the usual sense. There is no long, gentle singing line. There is no simple theme that immediately settles into the listener’s memory. Instead, Beethoven creates a world of intense motion: notes rushing forward without rest, powerful chords filled with tension, and waves of sound constantly rising and colliding with one another. So what gives this movement such extraordinary vitality after more than two centuries? The answer does not lie in how many notes Beethoven wrote. It lies in the way he transformed the smallest elements into a tremendous source of energy. Beethoven did not write this movement merely for listeners to remember a melody. He wrote it so they could feel a force in motion. From the very first notes of the Presto agitato, Beethoven draws the listener into a world without rest. The broken chords of C-sharp minor (C♯–E–G♯) continuously move across the keyboard. Taken individually, these notes are not extraordinary. But Beethoven was not concerned with the power of each single note. He was concerned with the relationship between them. One note leads naturally to the next. One small movement creates a larger movement. A continuous stream of sound emerges, like a force that cannot be stopped. This is one of Beethoven’s greatest artistic secrets: his ability to take simple materials and transform them into an idea of immense scale. Like a small seed that grows into a great tree, a few basic notes in Beethoven’s hands can become an entire world of emotional depth. When listening to this movement, many people are first captivated by its speed. The endless rushing passages of the piano create the impression of a storm gathering strength. But speed itself is not the true source of power. If it contained only rapid notes, the music might impress us for a moment but would struggle to become a lasting masterpiece. What makes Beethoven different is that he transforms speed into an expression of will. Above, the right hand moves continuously like an unstoppable current of energy. Yet beneath it, the left hand provides strong accents, creating a sense of weight and stability. One side represents movement. The other represents gravity. One force pushes forward. The other prevents the entire structure from collapsing. It is this contrast that creates the feeling of a tremendous power under control. Not a chaotic storm. But a storm with form. One of Beethoven’s deepest principles lies in the way he uses tension. The music constantly creates the feeling that it is searching for a place to return. The harmonies are not completely settled. The changes in harmony leave the listener with a sense of anticipation: what will happen next? When will this stream of energy finally be released? Yet Beethoven does not rush toward the answer. He holds the listener in this state of expectation long enough so that when balance finally appears, it carries greater meaning. This is not only a principle of music. It reflects a profound human experience. We often recognize the value of peace more clearly after passing through turbulence. Calmness has little meaning if we have never experienced tension. Light becomes more visible when it appears after darkness. The most remarkable aspect of this movement is that Beethoven never allows emotion to destroy form. On the surface, the music is intense and forceful, but beneath it lies an extraordinarily disciplined structure. The movement follows the principles of sonata form: an idea is introduced, developed, transformed, and eventually returns in a new state. Small motifs repeatedly appear, but each return carries a different meaning. Repetition does not mean standing still. It becomes the foundation for growth. This is also a principle found throughout nature. A river remains a river, yet the water within it is always moving. A heartbeat repeats itself, yet that repetition is what sustains life. Beethoven works in the same way. He does not create greatness by constantly searching for something new. Instead, he discovers depth by developing his original ideas until they reach their fullest expression. The beauty of the third movement of the Moonlight Sonata is not only found in the music itself. It reflects a broader principle. In nature, the strongest forces are often not forces without order. A storm may have tremendous destructive power, yet it still follows the laws of the atmosphere. A mountain remains standing not because it is untouched by forces, but because its internal structure is strong enough to withstand pressure. A healthy body does not exist because nothing changes, but because millions of small processes work together within a shared order. Beethoven achieves the same thing through sound. He takes thousands of small finger movements, hundreds of relationships between notes, and transforms them into a unified structure with direction and purpose. He does not eliminate conflict. He organizes conflict. He does not weaken power. He creates a form large enough to contain it. What distinguishes great artists in the classical tradition is not only technical mastery. It is their ability to perceive the inner structure of a work. In Murray Perahia’s interpretation, listeners do not experience only the speed and intensity of the movement. They also sense the balance beneath it: the precision of rhythm, the logic of harmonic movement, and the connection between each small part and the entire architectural design. Perahia does not attempt to make Beethoven more dramatic than he already is. Instead, he allows Beethoven’s own structure to reveal its strength. Because a great performer does not stand before a work to overshadow it. They become a means through which the inner beauty of the composition can be revealed more clearly. If we were to search for a single principle that defines the greatness of this movement, perhaps it would be this: A great power, when placed within a great order, becomes beauty. Beethoven does not transform anger, tension, and conflict into something softer. He preserves their full force, but builds a structure strong enough to carry them. Therefore, what listeners experience is not merely fingers racing across the keys. They experience something deeper: a storm that still has a shape, an energy that still possesses order, and a struggle that can become beauty. That is why the third movement of the Moonlight Sonata continues to move people across generations. Because behind those powerful sounds is not only a display of technical brilliance. It is an image of a fundamental principle of life: The greatest strength is not strength without control. It is strength that discovers the perfect form of its own expression.
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There is something truly remarkable about the third movement of Ludwig van Beethoven’s Piano Sonata No. 14 in C-sharp minor, Op. 27 No. 2. It is one of the most famous piano movements in the world. Yet if we try to find a simple melody that can be easily hummed, we may notice something fascinating: this movement is not built around a memorable melody in the usual sense. There is no long, gentle singing line. There is no simple theme that immediately settles into the listener’s memory. Instead, Beethoven creates a world of intense motion: notes rushing forward without rest, powerful chords filled with tension, and waves of sound constantly rising and colliding with one another. So what gives this movement such extraordinary vitality after more than two centuries? The answer does not lie in how many notes Beethoven wrote. It lies in the way he transformed the smallest elements into a tremendous source of energy. Beethoven did not write this movement merely for listeners to remember a melody. He wrote it so they could feel a force in motion. From the very first notes of the Presto agitato, Beethoven draws the listener into a world without rest. The broken chords of C-sharp minor (C♯–E–G♯) continuously move across the keyboard. Taken individually, these notes are not extraordinary. But Beethoven was not concerned with the power of each single note. He was concerned with the relationship between them. One note leads naturally to the next. One small movement creates a larger movement. A continuous stream of sound emerges, like a force that cannot be stopped. This is one of Beethoven’s greatest artistic secrets: his ability to take simple materials and transform them into an idea of immense scale. Like a small seed that grows into a great tree, a few basic notes in Beethoven’s hands can become an entire world of emotional depth. When listening to this movement, many people are first captivated by its speed. The endless rushing passages of the piano create the impression of a storm gathering strength. But speed itself is not the true source of power. If it contained only rapid notes, the music might impress us for a moment but would struggle to become a lasting masterpiece. What makes Beethoven different is that he transforms speed into an expression of will. Above, the right hand moves continuously like an unstoppable current of energy. Yet beneath it, the left hand provides strong accents, creating a sense of weight and stability. One side represents movement. The other represents gravity. One force pushes forward. The other prevents the entire structure from collapsing. It is this contrast that creates the feeling of a tremendous power under control. Not a chaotic storm. But a storm with form. One of Beethoven’s deepest principles lies in the way he uses tension. The music constantly creates the feeling that it is searching for a place to return. The harmonies are not completely settled. The changes in harmony leave the listener with a sense of anticipation: what will happen next? When will this stream of energy finally be released? Yet Beethoven does not rush toward the answer. He holds the listener in this state of expectation long enough so that when balance finally appears, it carries greater meaning. This is not only a principle of music. It reflects a profound human experience. We often recognize the value of peace more clearly after passing through turbulence. Calmness has little meaning if we have never experienced tension. Light becomes more visible when it appears after darkness. The most remarkable aspect of this movement is that Beethoven never allows emotion to destroy form. On the surface, the music is intense and forceful, but beneath it lies an extraordinarily disciplined structure. The movement follows the principles of sonata form: an idea is introduced, developed, transformed, and eventually returns in a new state. Small motifs repeatedly appear, but each return carries a different meaning. Repetition does not mean standing still. It becomes the foundation for growth. This is also a principle found throughout nature. A river remains a river, yet the water within it is always moving. A heartbeat repeats itself, yet that repetition is what sustains life. Beethoven works in the same way. He does not create greatness by constantly searching for something new. Instead, he discovers depth by developing his original ideas until they reach their fullest expression. The beauty of the third movement of the Moonlight Sonata is not only found in the music itself. It reflects a broader principle. In nature, the strongest forces are often not forces without order. A storm may have tremendous destructive power, yet it still follows the laws of the atmosphere. A mountain remains standing not because it is untouched by forces, but because its internal structure is strong enough to withstand pressure. A healthy body does not exist because nothing changes, but because millions of small processes work together within a shared order. Beethoven achieves the same thing through sound. He takes thousands of small finger movements, hundreds of relationships between notes, and transforms them into a unified structure with direction and purpose. He does not eliminate conflict. He organizes conflict. He does not weaken power. He creates a form large enough to contain it. What distinguishes great artists in the classical tradition is not only technical mastery. It is their ability to perceive the inner structure of a work. In Murray Perahia’s interpretation, listeners do not experience only the speed and intensity of the movement. They also sense the balance beneath it: the precision of rhythm, the logic of harmonic movement, and the connection between each small part and the entire architectural design. Perahia does not attempt to make Beethoven more dramatic than he already is. Instead, he allows Beethoven’s own structure to reveal its strength. Because a great performer does not stand before a work to overshadow it. They become a means through which the inner beauty of the composition can be revealed more clearly. If we were to search for a single principle that defines the greatness of this movement, perhaps it would be this: A great power, when placed within a great order, becomes beauty. Beethoven does not transform anger, tension, and conflict into something softer. He preserves their full force, but builds a structure strong enough to carry them. Therefore, what listeners experience is not merely fingers racing across the keys. They experience something deeper: a storm that still has a shape, an energy that still possesses order, and a struggle that can become beauty. That is why the third movement of the Moonlight Sonata continues to move people across generations. Because behind those powerful sounds is not only a display of technical brilliance. It is an image of a fundamental principle of life: The greatest strength is not strength without control. It is strength that discovers the perfect form of its own expression.

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