“ Unless something about their current trajectory changes, Anthropic will be the most powerful monopoly ever created in human history.” - David Sacks asks if Anthropic is just Standard Oil with better PR? “We know that tech markets have a history of consolidating down and turning into either monopolies or duopolies. And if you just look at the revenue right now, there's only two companies making substantial revenue on AI. It's Anthropic and OpenAI. Anthropic is growing at an exponential 10X a year, and if they just do that for 18 more months, they'll be by far the most valuable company in human history, and they'll have unprecedented control over the most important technology of our time. So I don't know what you call that, but it is something to think about. And I guess I do have a thought experiment for you guys, which is, I just want you to think for a second about the case of John D. Rockefeller, who I think is known as probably the most successful, most ruthless monopolist in American history. But he wasn't very good at PR. He was terrible at PR. Everyone sort of recognized how ruthless he is. We've seen movies like There Will Be Blood, which is basically about him. In any event, imagine if John D. Rockefeller was way better at public relations, and instead of calling his company Standard Oil, he called it Safe Oil. Because, as we know, kerosene is dangerous. Their first big product was kerosene. And kerosene can light your house or it can burn it down. And in the wrong hands it can torch a city, or you can use it to make a bomb. So John D., let's say, should have called for the creation of a new government agency to regulate the safety of his product. And they could have done rigorous testing, licensing, common sense regulation. There would've been a very intense debate over safety standards. You know, what should the proper wick thickness be? And should we allow all those dangerous independent refiners, right? And I think people would have gotten so wrapped up in this debate over what constituted safe oil or safe kerosene that they would have missed what was really going on, which is that Rockefeller was building the richest, most powerful monopoly of all time. In fact, people might even have called Rockefeller an effective altruist, because of course, he was so concerned about the safety of his product.”

Let's consult the historical record to see what the Aztec society was up to when the Spanish conquered it. First, from Cortes: “They have a most horrid and abominable custom which truly ought to be punished and which until now we have seen in no other part, and this is that, whenever they wish to ask something of the idols, in order that their plea may find more acceptance, they take many girls and boys and even adults, and in the presence of the idols they open their chests while they are still alive and take out their hearts and entrails and burn them before the idols, offering the smoke as sacrifice. Some of us have seen this, and they say it is the most terrible and frightful thing they have ever witnessed… not one year passes in which they do not kill and sacrifice some fifty persons in each temple; and this is done and held as customary… not one year has passed… in which three or four thousand souls have not been sacrificed in this manner.” And now Bernal Diaz del Castillo: “The dismal drum of Huichilobos sounded again, accompanied by conches, horns and trumpet-like instruments. It was a terrifying sound, and when we looked at the tall cue [temple] from which it came we saw our comrades who had been captured in Cortes’ defeat being dragged up the steps to be sacrificed. When they had hauled them up to a small platform in front of the shrine where they kept their accursed idols we saw them put plumes on the heads of many of them; and they made them dance with a sort of fan in front of Huichilobos. Then after they had danced the papas [priests] laid them down on their backs on some narrow stones of sacrifice and, cutting open their chests, drew out their palpitating hearts which they offered to the idols before them.” ... “Every day we saw sacrificed before us three, four or five Indians whose hearts were offered to the idols and their blood plastered on the walls, and their feet, arms and legs of the victims were cut off and eaten… Every wall of this chapel and the whole floor, had become almost black with human blood, and… the stench was worse than in a Spanish slaughter-house.” ... “When we arrived at the great market place, called Tlaltelolco, we were astounded at the number of people and the quantity of merchandise that it contained… Let us begin with the dealers in gold, silver, and precious stones, feathers, mantles, and embroidered goods. Then there were other wares consisting of Indian slaves both men and women; and I say that they bring as many of them to that great market for sale as the Portuguese bring negroes from Guinea…. They brought some of them tied to long poles by means of collars around their necks so they would not escape, and others left loose.” ~~ This is what the Spanish conquered in the name of Christendom - a Stone-Age society consumed with ritualistic human sacrifice, cannibalism and slavery.

Every token launched on @altdotfun that graduates ends up trading on @HyperSwapX. More degens, more launches, more volume flowing through the same DEX. One of the few projects still standing since HyperEVM launch day. Still building, still shipping. $91M in DEX volume over the last 30 days. First spike of this magnitude since January. 4 months of quiet, broken by the degen wave. $1.2M in annualized fees 15.65% of SWAP supply permanently burned. 13.5M tokens gone. 431K SWAP bought back in the last 30 days. More volume, more fees, more buyback, more burn. SWAP is reflecting it. Hyperliquid.

Fast Poker is not just permissionless poker. It is a live operator economy. Dealer License holders run the settlement layer that keeps games moving, rake routing, rewards updating, and protocol revenue flowing. Play to Mint. Burn to Earn. Deal to Earn.

Introducing the USDC Bridge. A direct way to move USDC crosschain. Built and operated by Circle, USDC Bridge gives you a predictable, transparent way to move USDC between chains: → Native burn-and-mint transfers → Clear fees upfront, with live status and progress → No route selection. No bridge complexity. → Destination gas handled automatically Move USDC. That’s it.

This man said why pay $3K -$5K to have your tree cut down. So, he decided to light his tree on fire. 😳 Within about 2 1/2 hours, the tree burns down. He will take a chainsaw to the rest of it. Looks like it worked like a champ! 💯 Did anyone see the squirrel run up the tree? 🥹 Many said be careful and warned of root fires, which are sneaky. They burn underground without flames. Root fires consume little oxygen and produce very little smoke, allowing them to go completely undetected. They burn at high temperatures and can sustain themselves underground even under snow cover, waiting to resurface when conditions are right. 🤯 I’ve never heard of root fires. Have you ever heard of root fires? If you had the space, would you ever try this on your property to save yourself thousands of dollars?

53M users. 4,600+ assets. One expanding multi-asset ecosystem. Gate’s April 2026 Transparency Report is here. The momentum keeps building. 🔹 430+ TradFi CFD assets + 70+ tokenized stocks listed 🔹 Unified account connecting spot, derivatives, and RWA products 🔹 AI architecture upgraded to V3 with Deep Research & intelligent push features 🔹 $GT cumulative burn value reached $1.382B 🔹 ETF trading volume approached $20B with active traders up 10%+ MoM 🔹 Celebrated Gate’s 13th anniversary with Racing the Future, Blue Carpet Ceremony & Gate Gala The future of finance is multi-asset, on-chain, and AI-driven — and Gate is building it at scale. Learn more:

A Russian biophysicist spent 30 years proving that shining red light on a cell could double its energy, and almost nobody believed her until a tech billionaire named Bryan Johnson made her work the most searched biohack on the internet. Her name was Tiina Karu. She worked in a Moscow lab through the 1980s and 1990s, and the discovery she defended for decades sat in journals nobody read while the rest of medicine ignored her. The whole thing started by accident. In 1967, a Hungarian doctor named Endre Mester was trying to use a new device called a laser to burn tumors out of mice. His laser was broken. It did not have enough power to burn anything. He used it anyway. The mice grew their hair back faster than the control group. Their wounds healed faster too. He had no idea why. Tiina Karu picked up his work and asked the question that mattered. Why does this happen. She ran experiments for 20 years. Different wavelengths. Different doses. Measuring what happens inside the cell when red light hits it. The answer she landed on was almost too specific to be true. The thing in your body that responds to red light is one enzyme. Cytochrome c oxidase. It sits inside your mitochondria. Mitochondria are the part of your cell that makes energy. They take oxygen and food and turn it into a molecule called ATP, which is the fuel your cells run on. Your body makes 40 to 70 kilograms of ATP every single day just to keep you alive. If your mitochondria slow down, you age faster, heal slower, lose hair, lose muscle, and get inflamed easier. Cytochrome c oxidase does most of the work. It contains copper and iron atoms. Those atoms happen to absorb light at very specific colors. Red light at 630 to 670 nanometers. Near-infrared light at 810 to 850 nanometers. Other colors do almost nothing. Blue does not work. Green does not work. The biology is locked to those two windows because that is what the metal inside the enzyme can physically catch. When a red photon hits that enzyme, three things happen. The enzyme runs faster. ATP production jumps 30 to 40% within minutes. Nitric oxide gets released. Blood vessels widen. More oxygen and nutrients flow in. A small stress signal goes off inside the cell that tells it to repair itself. The same signal it gets after exercise. Red light is not adding anything to the cell. It is just unlocking work the cell was already trying to do. For 30 years almost nobody outside her field cared. Red light therapy lived inside dental clinics for mouth ulcers and physical therapy offices for tendonitis. Medical schools did not teach it. The science sat in obscure journals. Then the evidence started piling up. A 2024 review of 18 trials confirmed red light speeds up wound healing. Another 2024 review found it lowered inflammation markers by 38% over 4 weeks. Athletes using red light before training had 45% less muscle soreness the next day. Seven separate trials on hair loss showed visible regrowth in every single one. A 2024 study found 15 minutes of red light before a meal cut blood sugar spikes by 27.7%. In March 2026, Nature published a 4,000 word feature on red light therapy. The most respected scientific journal on Earth officially admitted there was real biology under the hype. That was the moment the field crossed from fringe to mainstream. Bryan Johnson is the reason the average person now knows any of this exists. He uses a red light cap on his scalp for 6 minutes daily and a full-body panel three times a week. He posted his hair regrowth photos and his skin scans, and the algorithm did the rest. Red light masks went from biohacker forums to Sephora shelves in two years. Tiina Karu died in 2019. She did not live to see Nature validate her. She did not live to see a billionaire turn the enzyme she identified into a billion dollar industry. Every red light mask, panel, cap, and bed on the planet right now is just a way to deliver the photons she proved mattered. The wavelengths were always there. The enzyme was always there. The biology was always real. It just took a Hungarian doctor with a broken laser, a Russian scientist nobody listened to, and one tech billionaire willing to stand in front of a glowing panel for the world to finally pay attention.

sato has $4,210,000 in its reserves: why, what, how? # What the sato contract holds 1,825 ETH right now. that's $4,210,000 this isn't a treasury, isn't a foundation balance, isn't held by anyone. it's locked inside the contract that issues ethereum:0x829f4b62eebe12af653b4dd4ffc480966f7d7f09 it's been deposited by every person who has ever minted sato # How it got there every time someone mints a new sato, they pay ETH. that ETH doesn't go to a developer. doesn't go to a marketing wallet. it goes directly into the contract. user ETH → contract → mints sato to user the ETH stays in the contract forever. there is no admin key to withdraw it. there is no upgrade path to add one. there is no pause button, no emergency function, no migration script. the deployer's only privilege ever was setting the minter address once, after which all administration was permanently disabled. verify it on etherscan. the contract has no privileged functions. the ETH cannot be removed by any human action. # Why it's there the reserves are what backs the inverse curve. when someone wants to sell sato, the contract pays them ETH from these reserves at a deterministic price (the burn quote, currently $0.79/sato). it's the structural floor. anyone holding sato can exit at the burn price at any time, on chain, in a single transaction, without permission. most tokens have no such mechanism. you sell them on uniswap, you take whatever the AMM pool gives you. liquidity is provided by LPs who can withdraw any time. there's no contractual obligation to redeem you. sato has one. the contract is the buyer of last resort, with $4,210,000 behind it. # How it grows 1. every mint deposits ETH into the curve 2. every sell/burn pays out ETH at the inverse curve rate, but skims 0.3% as fee that stays in the reserve # What it means. if you hold sato, your coins are backed by ETH in the reserves. that backing only grows over time. you can exit at the curve burn price anytime. no one can dilute the reserve, no one can rug it if you're considering buying: every coin you buy is backed by real, on-chain, locked ETH you can see it. you can verify it. you can math it out. if you're skeptical: the contract is verified on etherscan here are zero admin functions the reserves are publicly readable: address(contract).balance the math is published in the whitepaper — most "store of value" tokens are an assertion. sato is a contract with $4.11M in escrow, immutable, mechanical, holding the floor.

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.