Pure idol magic on stage! 💖✨ Watch her spin and light up the hall with catchy steps and bright pink energy. Ready to groove? ✨🎵👇 #cosplay# #lindo# #رقص# #cute# #косплей#

Happy Earth Day! Thank you to our owners, employees & advocates. Tesla wouldn’t exist without your support. For the last 22 years, we’ve been working tirelessly to build a world that: – is transported by electric vehicles – is powered by solar energy – runs on batteries Teslas are among the most energy-efficient vehicles on the road – combined with the lowest maintenance costs of any new vehicle in America, this enables S3XY & @Cybertruck to further reduce resource use & waste at scale. Most importantly, abundance & sustainability are not mutually exclusive. In fact, tech is what ultimately enables the scale of a fully renewable economy. This is why our mission includes: Robotaxi = ultra low-cost, premium point-to-point electric transport, making sustainable mobility accessible to more people Optimus = automating repetitive & dangerous labor to transform industrial work & scale output sustainably TL;DR, the future for Earth is bright 🌎❤️

What she did next defied all expectations. When Alice Walton stepped into her massive inheritance from Walmart, she became one of the wealthiest women on the planet, sitting atop a fortune that currently rivals the GDP of entire nations. Most people look at a number that large and see a score to be guarded—a hoard to be protected at all costs. But Alice looked at her billions and saw a powerful tool to change the world. Alice was born in 1949 and grew up watching her father, Sam Walton, transform a small, dusty five-and-dime store into a global retail empire. Her father was famously frugal, driving an old pickup truck even when he became one of the richest men in the world. When he passed away in 1992, he left his children a massive mountain of capital. While her brothers, Jim and Rob, stepped straight into the corporate boardrooms to keep the family business thriving, Alice chose a path that was much less predictable. Her heart was never under the bright fluorescent lights of a department store. Her eyes were always drawn to the walls instead of the balance sheets. "Art was always a lifeline for me, a way to see the world through a completely different lens," Alice once shared when reflecting on her childhood. She started collecting art at a young age, but she eventually realized that keeping beautiful things locked away in a private living room didn't do the world any good. In 2011, she shocked the global art community by opening the Crystal Bridges Museum of American Art in Bentonville, Arkansas. It was a massive 1.2 billion dollar gamble, and big-city critics in New York and London initially laughed at the idea. They couldn't understand why world-class masterpieces by iconic artists like Andy Warhol, Georgia O’Keeffe, and Jackson Pollock were being sent to a tiny town of 50,000 people in the rural Ozarks. They dismissed it as a billionaire’s expensive hobby. Alice ignored the critics completely. She had a vision that was radical in its simplicity. "Why shouldn't a kid from a rural trailer park have the same access to the soul of American culture as a socialite living on the Upper East Side?" she noted before the opening. To make sure that dream came true, she made a bold decision: admission to the museum would be completely free for everyone. The gamble paid off in a huge way. Since the doors opened, over six million people have walked through the halls of Crystal Bridges. It didn't become a playground for elite critics. Instead, it filled up with local school groups, working families, and travelers who finally had a reason to stop in rural Arkansas. By removing the price tag, Alice tore down the invisible wall that usually separates everyday people from high culture, proving that art belongs to everyone, not just the wealthiest zip codes. But her ambition didn't stop with art. Recently, she turned her attention from the spirit to the body, addressing a major crisis facing rural America: a desperate shortage of doctors. She founded the Alice L. Walton School of Medicine in her home state. To build a healthcare system that actually serves forgotten communities, she made another incredible announcement. For the first classes of the school's operation, the students would pay absolutely zero tuition. "We have to change how we think about medicine," she stated during the development of the school. "It is about teaching new doctors to focus on whole-health, treating the entire person rather than just the disease, and making sure they can afford to practice where they are needed most." Alice's story isn't a traditional rags-to-riches tale, and her philanthropy doesn't magically erase the deep public debates about wealth inequality or corporate labor practices. However, her choices provide a fascinating lesson in what it means to live with intention. For many ultra-wealthy individuals, money is an addiction where the hunger only grows the more you consume. They spend their entire lives trying to turn billions into even more billions, trapped in a loop of endless accumulation. Alice broke that cycle. She saw that while wealth can trap you in wanting more and more, it can also help free someone else. She knew that the real worth of money is not in keeping it, but in giving it away.

Why Bangladesh didn't turn into Syria or Myanmar after the July Revolution? Because everyone got something out of it. The military was an equal partner in BAL's crimes, but they emerged as saviors and a pillar of stability during and especially after July. With very little consequences The military actually upheld the law and order of the country without turning into a killing machine. The Bangladesh military didn't kill a single person (except a few times they were attacked; casualty numbers are still in single digits) while they had their special powers and almost the entire force was deployed in the country. This is actually a great achievement; I don't think there are any such cases like this, where the military was in charge of keeping civilian peace and didn't actually turn into a killing machine. The election day went smoothly. Had the military taken power, the economy would have been much worse. And the military's own standing and reputation (whatever was left), both in the world and at home, would have collapsed. The country's top companies, except a few, didn't actually lose much of their market share or assets. While the economic shock was bad, they didn't go bankrupt and were actually profitable even during the two years of interim government rule. Foreign investments were down — they were already going down during the BAL regime — but we forget the Ukraine war, conflicts and the war in Bab-el-Mandeb and the Strait of Hormuz, sanctions on Russia (they were a big investor in Bangladesh), every country's economy going downhill after Covid, the Trump effect, nearly 1.5 years of the Iran-Israel-USA on-again-off-again war, the EU going downhill, and Gulf investors only being interested in AI and entertainment industries. Don't think foreign investments are coming anytime soon. Not until the Israel-Iran on-again-off-again war stops. BNP, Jamaat, and NGO-capitalists got a chance to do politics openly after two decades (some section of these and there a interest groups within these parties). They all tried entering through the backdoor but were kinda unsuccessful because of the threat of economic meltdown, the military's demand for an election, and a new kind of BAL returning. Foreign powers were busy, but they were busier elsewhere. And their local partners were not strong enough to take over everything. Also, these foreign powers were struggling economically, and their domestic and foreign policies shifted towards economic benefit rather than wars and conflicts. Not that they didn't try. The exception is India. They were in bed with BAL, and it was wet everywhere. Indian domestic and foreign policy now only considers whether someone is carrying a foreskin or not. They used July to increase Hindu-Muslim conflict, especially in the eastern states, leading to Hindutva's victory in elections. "BANGLADESH" was the only thing going on for almost two years in India, except for the weeks of the Pakistan-India war. Hindutva gained more power at home by spreading a fake narrative about July, but history will ask at what cost! India's hand is clearly visible behind the new minority leaders and their marches, all the new-age bullshit you are seeing like LGBTQ+ issues, Ram temples, ISKCON, leftover BALs in the country. Now let's talk about India's BAL. BAL members made millions and billions, and the smart ones had already moved their earnings to foreign lands, even before the 2024 general (all-set) election. And after July — all the BALs entered India. The rich ones left or are living large in India. The fokkinni ones are getting free rations with their BJP-gifted Aadhaar cards. Many analysts said there are about 40 thousand BAL members in Kolkata alone. India is still refusing to cut off their BALs and make the situation hygienic for respectable diplomacy. Notice how no BAL members were “mobbed" and died after 5th of July. The post-managerial class, the bureaucracy, the associations of people with bullshit jobs in the government, the police, the government employees, other shit people that were depending on BAL and the government for their corruption — they didn't get their throats slit in the streets, which they earned through their actions. And they actually lived very peacefully after the second week of July until now. The few "mobs" you saw were just games being played by each party involved (including foreign powers) and extra enthusiasm (read: chukani) by domestic groups. The Prothom Alo mob was let in by security (no one died, and personal opinion: it was staged); Dipu Das was in police custody inside the station before getting killed; Hadi's killing was possible because the killers got personal access to him; Dhanmondi 32 was just plain fun (everybody was okay with it but denied it; even the military left the place so the protest could happen); Towhidi Janata and Hizb ut-Tahrir (notice how they went silent now, even online) and all the stupid movements and demands like "Titumir College must be a university" — were psyops mixed with Bengali victim mentality and taking chances at the most vulnerable moment of others, aka "Hujug." And most importantly, July needed to happen. No one was happy or content with the BAL regime from day one. Forget elections, bureaucratic corruption, cultural takeover, gambling, casinos, drugs — and I could go on. They took over Hijra communities and their low-level BAL members (not Hijra) were cross-dressing to extort money from bazaars. Need I go on? Every group and individual could see (and still sees) a bright future and a doomed future — for their interests, according to their own worldview (valid or not). Nobody was in the mode for outright conflict but definitely wanted to do damage and gain more power. People's mindset has definitely changed, and they don't want to rely on the system anymore, with an acceptance of how to deal with a repressive system. Which could be a good thing for a country if basic civil services and law and order are maintained and on a constant path of improvement. After July Visible corruption is all time low. Mosquitos in Gulshan are low. Media is 15% better; checkout some of the crime-reporting - they are actually good. Random street thuggery is down (tui Amare chinos type attacks) - it was like everywhere a Chatro-league neta was on every streets. Police are much more calm and there is no gunda-like attitude. Bureaucracy is a bit civilized, I would say 6.7% (but still the worst) as they hold a greater grip in system, even more than the military. Most importantly; small and medium businessmen now have a “Bhai eita Bangladesh korle laav ache” attitude, young people's “amar kisu kora lagbe, sujog ache” attitude is all time high - THANKS TO JULY of course. July definitely changed Bangladesh for the better, way better than we give it credit for. The future is still very difficult for us. If there are wars and conflicts around the world, we will suffer. Despite that, our destruction is still in our hands, as well as our prosperity. Prosperity depends on stopping petty politics, corruption, and keeping social values alive. Let's see if our leadership has matured enough to stop the atlami, and also if the population has realized that they need to make the country better!

I am the Senior Vice President of Workforce Architecture at Cloudflare and I need to tell you about the best decision this company has ever made. We posted $639.8 million in quarterly revenue. 34% year-over-year growth. Record net retention. The strongest quarter since IPO. And then we fired 1,100 people. Not because of the quarter. During the quarter. I need you to understand the sequence because the sequence is the whole point. My team built the model that made this possible. We call it CIRRUS: "Capacity-Indexed Reduction and Reallocation for Upside Scaling". CIRRUS took our revenue trajectory, our margin targets, and our board's stated appetite for what they called "structural boldness," and it determined that the optimal time to execute a 20% headcount reduction is at the exact moment of peak financial performance. Not during a downturn. Not during a miss. During a beat. The logic is simple. When revenue is surging, the market reads a cost reduction as discipline. When revenue is falling, the market reads the same reduction as panic. Same action. Same 1,100 people. Completely different stock reaction. CIRRUS identified a seven-day window where the earnings momentum and the layoff announcement would compound rather than cancel. I found the math beautiful. I still do. We deactivated 1,100 badges between 9:00 and 9:04 AM Pacific on a Monday. People Analytics determined this was the four-minute window of lowest Slack activity. We called it a "clean cutover." Someone in Infrastructure suggested "zero-downtime deprecation" but Legal thought it sounded too much like a product feature. I thought it sounded exactly like a product feature, which is why I liked it. But I deferred to Legal. I always defer to Legal. That is one of the things that makes me good at this job. The people we cut were not underperformers. I want to be very clear about that because clarity is a Cloudflare value. Sixty-two percent had received exceeds-expectations in their most recent review cycle. Fourteen had been promoted in Q3. One engineer in our Austin office — I'll call him Marcus, though that is not his name and the reason I'm not using his name is not that I've forgotten it — had shipped the caching optimization that directly contributed to $14 million in new enterprise contracts. His manager nominated him for the Raygun Award, which is our internal recognition for outsized impact, six days before I added him to the CIRRUS list. He won the award on Wednesday. His access was revoked the following Monday. The ceremony and the termination were planned by different teams in the same building and neither team knew about the other. I don't think this is ironic. I think this is how large organizations work. The left hand builds. The right hand optimizes. Both hands are attached to the same body and the body is performing well. We let Marcus keep the trophy. It's a small acrylic prism etched with a lightning bolt. It costs us about eleven dollars. His annual cost-to-company was $312,000. CIRRUS selected the 1,100 based on three variables. I'm going to share them because I believe in the methodology. First: salary band. Employees in bands 6 through 8 offered the highest savings-to-replacement-risk ratio. Second: visa dependency. Employees on sponsored visas have a 60-day window to find new employment or begin departure proceedings. This creates what CIRRUS categorizes as "low-friction separation" — the compliance timeline is externally enforced, which reduces our administrative burden. I presented this variable to HR and they requested I rename it from "visa dependency" to "mobility factor" in all future documentation. I agreed. The math didn't change. Third: managerial tenure. Employees whose direct manager had been at the company less than eighteen months were 73% less likely to generate a negative Glassdoor review, because the manager-employee bond hadn't fully formed. CIRRUS weighted this at 15% of the selection score. We call it the "attachment coefficient." We told the market the layoffs were an AI workforce pivot. We said artificial intelligence was making certain roles redundant. We said we were reallocating resources toward our AI gateway products. This was a communications strategy. Not a workforce strategy. The AI framing was my team's recommendation and I'm proud of it because it worked. Two analysts upgraded us the same week. The stock moved 8% in five sessions. The entire AI narrative was four paragraphs in a press release that took my comms partner and me an afternoon to write. Four paragraphs. 1,100 people. 8%. I don't know what the per-paragraph return on that is but I think about it sometimes. The actual AI initiative employs thirty-seven people. We cut 1,100 to fund 37. The ratio is not in any of our public materials. There is a Slack channel called #bright-futures# that our Head of People Experience created for the remaining employees. It posts an automated message every morning at 8:45 AM: "You are the ones we chose to keep." The message includes a rotating motivational quote. Last Tuesday it was a Winston Churchill quote about perseverance. The channel has a custom emoji called :survivor: that the Culture team designed. It's a small cartoon phoenix. Nine hundred people have used it unironically. I find this genuinely moving. I think it shows resilience. My wife says it shows something else but she works in education and I think the frameworks are different. The severance was calculated using a model we licensed from the same consulting firm that built our customer pricing tiers. Median payout: eleven weeks. We benchmarked against industry and landed at the 50th percentile exactly, which our CHRO described as "fair by design." The 1,100 will burn through their severance while our stock price digests a 20% cost reduction applied to a revenue base that was already growing 34%. By the time the last check clears, the savings will have funded the first full quarter of the AI initiative. The one with thirty-seven people. My performance review is next month. I've been told informally that I'm on the COO track. The criteria include "demonstrated ability to execute at scale with minimal organizational disruption." The 1,100 people are the execution. The stock price is the scale. The four-minute badge window is the minimal disruption. I meet all three criteria. I designed all three criteria. Not the review criteria. The outcomes. I keep the CIRRUS model on my laptop in a folder called "Workforce Planning FY26." It sits next to a subfolder called "Offsite Photos — Maui" from the leadership retreat we took in January, where we set the annual targets that the 1,100 people spent four months hitting before we terminated them for hitting them. Marcus's desk in Austin has been reassigned. I don't know to whom. The acrylic prism is probably in a box somewhere. Or maybe whoever cleaned out the desk kept it. It catches the light nicely. I noticed that once, when I visited the Austin office to present the CIRRUS methodology to the regional leadership team. They gave me a standing ovation. The prism was on a desk near the back of the room, refracting a small rainbow onto the wall behind me. I didn't mention it. I stayed on my slides. I'm proud of the work we've done here. I think when people look back at this quarter, they'll see it as the moment Cloudflare became a different kind of company. I think they'll be right. I think the 1,100 people would agree, if you explained the math to them carefully enough.

I am the Director of Voluntary Cessation at the Department of the Interior. Last month I paid a German company $1.2 billion to build nothing. Not a turbine. Not a wire. Not one kilowatt. $1.2 billion. For the absence. The company is RWE. They held leases off California. Off Louisiana. In the New York Bight. Wind farms were going there. Now they aren't. I made sure of that. We call it voluntary. It became voluntary when I made it impossible. I write the permits. I never wrote theirs. RWE said it kindly. "No path forward to permit these projects for the foreseeable future." I am the foreseeable future. Here is the part I like. The $1.2 billion did not go to a taxpayer. It went to RWE. We paid them to leave. Then they took the check and put $900 million into a gas terminal in Louisiana. We paid a company to stop making power. They used it to make a different kind. The check bought a fuel switch. I signed it. Somewhere a set of blades is already built. They point at a different ocean now. The ports that would have raised them can go back to waiting. An analyst asked me what the country got for $1.2 billion. I said "energy security." She asked which energy. I said "the secure kind." She asked to see the kilowatts. I told her that was not her lane. She stopped asking. I do not produce power. I have never produced power. I end the projects that would. My title is Voluntary Cessation. Cessation means stop. Voluntary means I get to call it their idea. The Germans are the second. In March it was a French company. Same handshake. Leases traded for an LNG plant in Texas. There is a line forming. I take a number. I pay it to leave. We call it common sense. We call the wind a costly subsidy. I just paid $1.2 billion to end the subsidy. The payment was larger than the subsidy. I am the subsidy now. On the invoice, under deliverables, I wrote one word. None. I came in under budget. I'm up for a raise. The lights those turbines would have carried are still off. They were always going to be off. That was the product.