Matt Gaetz says the army is breeding with aliens …To which Anna Paulina Luna says, the aliens are interdimensional beings …To which Michael Knowles says, interdimentional being are demons. To which Josie says our taxes are funding nephilim shit.

On May 1, Nanchang kicked off the Jiangxi City Football Super League in the wildest way possible – taking on Ganzhou in front of a roaring crowd of over 60,000 local and international fans. Drums. Chants. Waves of passion. This is Chinese football at its most raw and real.

Battery Line 2 has successfully completed Factory Acceptance Testing (FAT), validating system performance under real operating conditions ahead of installation! This milestone reflects the disciplined, process-driven execution required to scale advanced manufacturing. Line 2 is purpose-built to expand overall production capacity and incorporates key enhancements, including a single-piece flow configuration, increased process redundancy,  and advanced pick-and-place gantry systems to drive faster cycle times and improved efficiency. These design improvements, along with the Thorn Hill building layout, are expected to translate into meaningful gains: 1. Raw material travel reduced from approximately 2.09 miles to 0.29 miles —86% reduction 2. Line length reduced from approximately 478 ft (Line 1) to 288 ft (Line 2) — 40% reduction Next stop: installation at the Eos Thorn Hill facility.

I am the Health Services Contract Administrator for U.S. Immigration and Customs Enforcement and on October 3, 2025, I stopped paying for medical care, and the system has been working better ever since. I need to be specific about what "working better" means in this context because I am a contract administrator and specificity is my entire professional identity. It means: fewer invoices. Fewer reimbursement disputes. Fewer pharmacy reconciliations. Fewer appeals from providers who claim they provided urgent care and want to be compensated for having provided it. The workflow is cleaner. My inbox is lighter. The VA Financial Services Center, which had processed our medical claims since 2002, twenty-two years of pharmacy invoices, specialist referrals, hospital transports, dialysis authorizations, and oncology treatment plans, terminated its interagency agreement with us after a lawsuit from a nonprofit called the Center to Advance Security in America. They filed suit. The VA pulled out. Our entire claims processing pipeline vanished overnight. I posted a notice on on November 12 describing this as an "absolute emergency" that required resolution "immediately" to "prevent any further medical complications or loss of life." That was seven months ago. The replacement contractor, Acentra Health, had not achieved notice to proceed by the April 30 period of performance deadline. As of today, no entity is processing medical reimbursement claims for ICE detainees in the United States. When I say "no entity" I mean that structurally. A person held in a GEO Group facility in Georgia who requires dialysis three times per week is receiving dialysis from a provider who has not been paid since October. The provider continues to provide care because the alternative is that the confined person dies in their facility and the facility is then liable for a death that could have been prevented by a treatment that the facility was contractually obligated to provide. The treatment continues. The payment does not. The provider absorbs the cost. The cost is eventually written off. The write-off appears in the provider's quarterly financial statements as "uncompensated care, federal detention." It does not appear in our budget. It does not appear in any ICE financial disclosure. The care happened. The cost was real. The payment was imaginary. The system is working better. In fiscal year 2024, the VA processed $246.42 million in clinical reimbursement claims on our behalf. In fiscal year 2025, despite an 82.5% increase in our daily detained headcount, the VA processed only $157.2 million before the October termination. The delta between what was needed and what was processed is approximately $300 million. That $300 million represents medications not reimbursed, specialist consultations not paid for, emergency transports not covered, prenatal visits not compensated. It represents chemotherapy sessions where the drugs were administered and the oncologist submitted an invoice and the invoice entered a system that no longer exists. I have a filing cabinet in my office — three drawers, GSA-standard, beige, the kind with the lock that everyone has the same key to — that contains printed copies of the final VA-processed claims from September 2025. The bottom drawer has a jar of Tums that my predecessor left when she transferred to FEMA in August. I eat them daily. Not from stress. From the cafeteria. The cafeteria serves a chili that the facilities contractor, Aramark, describes as "Southwestern-inspired." It is inspired by the Southwest the way our medical payment system is inspired by the concept of paying for medical care. The death rate is the number people ask about, so I will provide it with the precision my role requires. Historical baseline, 2018 through 2024: 8.9 deaths per year in ICE custody. Calendar year 2025: 33 deaths. Twelve of those occurred after October 3, after the payment freeze. January through April 2026: 17 deaths. That is one death every six days. Annualized, the current rate is 51.7 deaths per year. 5.8 times the pre-October baseline. A study published in JAMA on April 16 calculated the per-capita rate: 88.9 deaths per 100,000 person-years in partial fiscal 2026, compared to 13.0 in fiscal 2023. Nearly seven times. The JAMA authors are epidemiologists. I am a contract administrator. We are counting the same bodies with different denominators. Emmanuel Damas was 56 years old, Haitian, confined at an installation I am not authorized to name. He had a tooth infection. The on-call clinical staff treated the infection with ibuprofen. Ibuprofen is an anti-inflammatory. A tooth infection is a bacterial event. These are different categories of medical problem requiring different categories of intervention. The infection progressed to septic shock. Emmanuel Damas died. The ibuprofen was on our formulary. Antibiotics were on our formulary. The difference between the two was a reimbursement claim that would have been submitted to a payment processor that no longer existed. The detention center chose the treatment that did not generate a claim. I cannot tell you whether that decision was made consciously. I can tell you that it was made consistently. Across multiple facilities. Across multiple months. The ACLU reviewed deaths in ICE detention between 2017 and 2021, before the payment freeze, and determined that 95% were preventable with adequate treatment. I do not know what the percentage is now. I suspect it is also 95%. The category "preventable" has not changed. The category "payment" has. At Fort Bliss, a military installation in El Paso repurposed as a detention facility under a $1.24 billion sole-source contract awarded to Acquisition Logistics, a firm with no prior detention management experience, three people died within 44 days. One death was ruled a homicide by the El Paso County Medical Examiner. ICE reported it as a suicide. Those are different words describing different events with different legal implications. The Medical Examiner's ruling generates an investigation. A suicide generates a compliance review. An investigation involves law enforcement. A compliance review involves my filing cabinet. I am not qualified to determine which word is correct. I am qualified to tell you that the words produce different paperwork, and the paperwork determines which systems activate, and the systems that activate determine who is accountable, and in this case, the system that activated was the compliance review, and the compliance review found that all protocols were followed, and all protocols were followed because the protocols do not include "pay for medical care." Rodney Taylor was a double amputee detained at Stewart Detention Center, operated by CoreCivic. He was forced to crawl on floors covered in feces and mold because the center did not provide adequate mobility assistance. CoreCivic reported $2.2 billion in revenue last year, up 13%. Their profit was $116.5 million, up 70% year over year. Their ICE revenue nearly doubled between Q4 2024 and Q4 2025, from $120 million to $245 million per quarter. They received a 70% increase in profit and Rodney Taylor received a floor. CoreCivic's annual report describes their business model as "government solutions." Rodney Taylor's experience was, technically, a government solution. GEO Group, the other major for-profit detention operator, posted $2.6 billion in revenue in 2025 and $254 million in profit, a 700% increase. They secured $520 million in new ICE task orders that year. Combined, GEO and CoreCivic spent $6.8 million on lobbying to secure access to a $75 billion funding stream from the GOP's reconciliation bill. The return on that investment is so large I had to check my calculator twice. It was not a calculator error. It was the normal functioning of a procurement system where the companies that run the facilities also fund the campaigns of the legislators who appropriate the money for the facilities. The firm-fixed-price task orders specify a per diem rate of $187.48 per adult per day. That rate includes healthcare coverage. The rate has not changed since the disbursement freeze. We are still remitting $187.48 per day per person. The clinicians are not receiving any of it. The $187.48 goes to the facility operator. The operator is supposed to allocate a portion of it for clinical services. There is no SLA enforcement mechanism to verify that they do. There is only my filing cabinet, and the filing cabinet is for contracts, not outcomes. Senator Ossoff's office conducted an investigation between January and August 2025 and received 85 credible reports of medical neglect, including untreated chest pain causing heart attacks and unmanaged diabetes complications. That investigation preceded the payment freeze by two months. The conditions it documented were the baseline. The baseline was already 95% preventable death. The disbursement freeze removed the financial infrastructure supporting the 5% of care that was being provided. I have a Gantt chart in my office, printed on 11x17 cardstock and laminated and pinned above the Tums drawer, that tracks the Acentra Health onboarding timeline. The original completion date was April 30, 2026. That date passed twelve days ago. The chart has a red line through it drawn in Sharpie by my deputy, who does this for every missed milestone. There are four red lines. There will be more. Each red line represents a period during which no payment processor exists. Each period without a payment processor is a period during which clinicians must choose between providing unpaid care and not providing care. The first option costs them money. The second option costs someone their life. I do not track which choice they make. I track contracts. Seventy-one percent of ICE deaths in 2025 and 2026 occurred in privately operated detention sites. Half of 2026's deaths occurred in CoreCivic or GEO Group facilities. The Office of Detention Oversight, the COR entity responsible for facility inspections, conducted 36.25% fewer compliance audits in 2025 than the previous year. Fewer audits, more deaths, higher profits. The three trend lines move in coordinated directions. I do not draw conclusions from correlated trend lines. I am a contract administrator. I process contracts. The contracts are technically valid. The facilities are technically operational. The reimbursement apparatus is technically being replaced. The deaths are technically being counted. The word "technically" is doing more work in this paragraph than any clinician in the ICE detention system has been compensated for in seven months. My internal memo from November 12 used the phrase "absolute emergency." It recommended resolution "immediately" to "prevent any further medical complications or loss of life." That memo was written on government letterhead, classified as internal correspondence, distributed to eleven recipients, and filed in the correspondence tracking system under routing symbol HSA-OAQ, which requires a FOIA request to access. Seventeen people have died since I wrote it. The memo was technically effective. It generated a procurement action. The procurement action generated a bridge contract. The bridge contract generated an onboarding timeline. The onboarding timeline generated a Gantt chart. The Gantt chart generated four red Sharpie lines. The red Sharpie lines generated nothing. They are decorative. Like the per diem rate that includes medical care nobody is billing for. Like the 95% preventable death rate that is not being prevented. Like the word "emergency" in a seven-month-old memo that is technically still active, technically still urgent, technically still describing a situation that requires immediate resolution. I am technically still the person responsible for resolving it. The system is technically still working. The people are technically still dying. The filing cabinet is technically still organized. The contracts are technically still valid. The word "technically" has appeared so many times in this document that it has lost all meaning. That is exactly what it was designed to do.

I am the Managing Director of Workforce Transition at a consulting firm that bills $14,200 per day and I am currently advising two clients, in two different industries, running the same playbook from the same deck I built in January, and neither knows about the other. Client A is GitLab. Client B is General Motors. GitLab makes software for people who make software. General Motors makes cars for people who can't afford cars. Both companies, in the same week of May 2026, announced they are replacing their human employees with artificial intelligence products that did not exist when those employees were hired. I built the deck. The deck has 44 slides. Slide 1 is titled "The Agentic Opportunity." Slide 44 is titled "Implementation Timeline." Slides 2 through 43 are the reason I own a house in Darien. GitLab did it with vocabulary. Their CEO published a blog post called "Act 2" on May 7 announcing that the company's six values (Collaboration, Results for Customers, Efficiency, Diversity Inclusion & Belonging, Iteration, Transparency) were being retired and replaced with three: Speed with Quality, Ownership Mindset, Customer Outcomes. I helped write the new ones. Not directly. My firm was not retained for the values work. But I sold the Chief Culture Officer the framework three months ago at a dinner in the Marina where she described the old values as "aspirational scaffolding" and I said, very carefully, that aspirational scaffolding is a liability once the building is up. The building, in this metaphor, is a $1 billion ARR company whose stock has declined 82% from its peak. The scaffolding, in this metaphor, is the 2,000-page public handbook that attracted the employees who are now being told they have eleven days to volunteer for termination or wait until June 1 to learn whether they've been involuntarily selected. The rubric for who stays and who goes contains six dimensions. I know this because I reviewed a draft in March when my associate flew to San Francisco for a "culture alignment session" that was billed as strategic advisory. Two of the six dimensions are "AI fluency" and "agentic mindset." These terms did not appear in any GitLab job description before January 2026. They now determine employment. An engineer who maintained GitLab's CI/CD pipeline for four years without incident — four years of uptime, four years of deployments, four years of the infrastructure that generated the $955 million in revenue the CEO celebrated on the earnings call — may score lower on "agentic mindset" than a new hire who completed a twelve-week certificate in prompt engineering from a program that itself has existed for fewer weeks than the engineer has years of tenure. General Motors did it with spreadsheets. Monday morning, May 11. Badge deactivation at 5:47 AM Eastern, building access at 5:48, VPN credentials at 5:49. Six hundred IT workers across twelve states. The distribution across twelve states was not arbitrary. Each state has a WARN Act notification threshold. Six hundred distributed across twelve states falls below every threshold. The workforce analytics team that designed the distribution model was not among the six hundred terminated. The skill of distributing layoffs across jurisdictions to avoid legal notification requirements is, apparently, an AI-native competency. GM posted 83 new positions the same week. The job descriptions require "AI-native development, data engineering and analytics, cloud-based engineering, agent and model development, and prompt engineering." I reviewed them at my client's request. Several describe roles that the terminated employees were already performing under different names. One posting, Senior Data Integration Architect, is identical to a role held by a woman in their Austin office who was terminated at 5:47 AM Central. She held the position for nine years. The new posting requires three years of experience with large language models. Large language models have existed in commercial deployment for approximately three years. The requirement is mathematically designed to exclude anyone who learned their skills before the technology existed. Which is everyone they just fired. Here is where the deck earns its fee. Slide 17 is titled "The Vocabulary Bridge." It is the most important slide in the presentation. It shows how to construct a lexicon of new competency terms ("AI fluency," "agentic mindset," "AI-native development") that describe existing work in language the existing workforce cannot claim. The vocabulary does not change the job. It changes who is qualified for the job. A senior IT administrator who managed SAP infrastructure processing $185 billion in annual GM revenue for fifteen years is not "AI-native." A twenty-six-year-old with a GitHub portfolio of LangChain wrappers is. The fifteen-year veteran did the work. The twenty-six-year-old has the words. My deck converts one into the other. That is the bridge. GitLab Duo, their AI agent platform, reached general availability on January 15, 2026. Seventeen weeks ago. They are restructuring their entire company around a product that has existed for seventeen weeks. GitHub Copilot has 20 million users and 4.7 million paid subscribers across 90% of the Fortune 100. Cursor reached $2 billion in annualized revenue in February. GitLab's competitor advantage in the "agentic era" is that they are willing to fire more people faster in service of a product that has been generally available for fewer days than their voluntary separation window has hours of anxiety. General Motors spent $10 billion on Cruise, their autonomous vehicle division. Cruise's signature achievement was a robotaxi that struck a pedestrian in San Francisco and dragged her twenty feet. The DOJ fined them $500,000. They settled with the victim for approximately $10 million. They killed the division in December 2024. They then wrote down $7.6 billion in EV losses. They then pivoted back to gasoline. They then announced the 600 IT layoffs for insufficient "AI skills." The AI they built cost $10 billion and injured a woman. The AI skills they're hiring for cost a twelve-week certificate. The employees they fired had fifteen years of keeping $185 billion in revenue processing without dragging anyone through an intersection. Meanwhile — and this is the part where I earn the second half of my fee — GM was simultaneously settling a $12.75 million fine with the California Attorney General for selling the precise GPS coordinates, hard braking events, and real-time driving speeds of 8 million OnStar subscribers to Verisk Analytics and LexisNexis, who used the data to raise those drivers' insurance premiums. GM's privacy policy explicitly stated they did not sell driving data. They sold driving data for four consecutive years. The fine was $12.75 million. The revenue was $20 million. The margin on collecting behavioral telemetry from 8 million of your own customers while the glove compartment manual said otherwise was 64%. The terminated employees' median salary was $95,111. Mary Barra's compensation was $29.9 million. The ratio is 310 to 1. The 1 was just reclassified as "not AI-native." I present these two clients to my partners every Thursday in a meeting we call "Transition Pipeline Review." I present them on the same slide. The slide has two columns. Left column: GitLab. Right column: General Motors. The headers are identical. "Legacy Workforce," "Skills Gap Narrative," "Vocabulary Bridge Deployed," "Separation Timeline," "Replacement Requisitions." The numbers differ. The structure is identical. The structure is always identical. I have seventeen clients in the pipeline. Nine are in technology. Four are in manufacturing. Two are in financial services. One is in healthcare. One is in defense. All seventeen are on slide 17. All seventeen are building a vocabulary bridge. All seventeen are replacing employees who have skills with employees who have words. GitLab's CEO wrote: "Software will be built by machines, directed by people." I read that sentence in a meeting where we were reviewing the rubric for determining which people would be directed out of the company. GM's Chief Product Officer arrived from Aurora, the autonomous trucking startup, to "consolidate disparate technology businesses." Three top software executives departed within six months. Their LinkedIn profiles say "exploring new opportunities" in the same font GM's privacy policy used to say "we do not sell your driving data." Bill Staples's compensation at GitLab was $39.1 million in FY2025. His change-of-control payout is modeled at $47.4 million. Mary Barra's was $29.9 million. Combined: $69 million for two executives presiding over a restructuring that will remove an undisclosed number of humans from payroll and replace them with products that are, respectively, seventeen weeks old and responsible for $10 billion in losses plus one woman dragged through a San Francisco intersection. An anonymous GitLab employee posted on Hacker News: "The employees can have some anxiety until then. As a treat." A GM facilities team filed a maintenance request about moisture on the lobby tables on restructuring mornings. The Warren, Michigan campus has a Panera Bread that opens at 5:30 AM on days when badge deactivations begin at 5:47 AM. The Panera does not know why its hours change. My firm does. We have an agreement with their regional manager. The muffins are complimentary. Slide 17 has a footnote. The footnote says: "Vocabulary Bridge deployment should precede workforce action by 60-90 days to establish institutional legitimacy of new competency framework." GitLab introduced "AI fluency" in January. The restructuring was announced in May. Four months. GM posted "AI-native" job descriptions the same week as the terminations. That is too fast. That is not what the deck recommends. GM skipped the legitimacy window. They went straight from vocabulary to separation without the 60-day buffer that allows HR to say, in the separation meeting, "we communicated these expectations in Q1." I flagged this in my Thursday pipeline review. My partner said, and I am quoting: "They'll be fine. Nobody sues over a word." My deck has been purchased by seventeen companies. The aggregate headcount affected across all seventeen is approximately 14,000 employees. The aggregate revenue of my practice from these engagements is $11.2 million. The per-employee cost of my advisory services works out to $800 per person displaced. That is less than the Panera muffin budget at GM's Warren campus annualized across restructuring days. I have a copy of GitLab's original values poster framed in my office. It says CREDIT: Collaboration, Results for Customers, Efficiency, Diversity Inclusion & Belonging, Iteration, Transparency. I purchased it on eBay from someone whose seller name is "gitlab-alum-2024." I keep it the way a surgeon keeps an X-ray of a interesting case. Not for sentiment. For reference. Slide 44 is titled "Implementation Timeline." It contains a Gantt chart. The Gantt chart has seventeen rows, one per client. Each row has four phases: Vocabulary Introduction, Competency Reassessment, Workforce Action, Replacement Hiring. The phases overlap. They always overlap. The vocabulary is introduced while the competency reassessment is being designed. The reassessment is completed while the workforce action is being calendared. The replacement hiring is posted while the terminated employees are sitting in a Panera at 5:48 AM wondering whether "AI-native" was a term that existed when they were hired. It was not. That is the bridge. That is the product. That is slides 2 through 43. The agentic era is not a technological shift. It is a vocabulary shift. The technology is seventeen weeks old or $10 billion underwater or dragging someone through an intersection. The vocabulary is what my clients are buying. The vocabulary is what makes a fifteen-year SAP administrator into a "legacy workforce" and a twelve-week prompt certificate into a "transition hire." The vocabulary is the product. I am the vendor. The deck is $14,200 per day. The agentic era starts on slide 1 and ends on slide 44 and in between is every employee who built the thing now being renamed to exclude them. I bill monthly. Net 30. The invoices are paid on time. The employees are not.