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I frequently swap cryptocurrencies across chains, so I've tried quite a few aggregators, but recently switched entirely to @RocketXexchange because I found it significantly better. This isn't just empty advertising; I've compared them based on real-world experience before sharing my findings. Quick comparison of RocketX vs. 1inch/ParaSwap (and other pure aggregator DEXs): Liquidity source: RocketX is a hybrid CEX + DEX, aggregating over 450 exchanges (CEXs like KuCoin, OKX + DEX + ParaSwap/1inch within) with $100 billion in liquidity. 1inch and ParaSwap, on the other hand, only use DEXs, so their prices are sometimes lower, and their slippage is higher. RocketX always compares quotes in real-time and takes into account "you save" (how much you save compared to the worst route, including gas and CEX withdrawal fees). Chain Support: RocketX seamlessly supports over 200 blockchains (Bitcoin, Ethereum, Solana, SUI…) in a single UI, offering ultra-fast cross-chain swaps. Other aggregator DEXs often have chain limitations and complex cross-chains, requiring multiple wallet transfers. Speed & Experience: Fast swaps (1-15 minutes), transparent gas, no account creation required, non-custodial (you retain 100% wallet control). With 974,601 swaps, $2.007B volume, 205 networks, and 176,917 users – these numbers prove its reliability. Fees & Security: Low platform fees (0.2-0.4% or starting from $1), audited by Zokyo, 24/7 support. In short, if you want the best price, convenience, and least risk when swapping any token on any chain, RocketX is currently the leader. I've used it and found it really saves both time and money. Are you trading crypto? Try RocketX now!

I am the Senior Director of Workforce Optimization at Cisco Systems and I want to share something I'm proud of. In August we identified 5,500 roles that were misaligned with our AI infrastructure pivot. I use the word "misaligned" because HR approved it. The previous word was "redundant" but redundant tested poorly in the internal communications focus group. Misaligned tested well. It suggests the employee did something wrong. That was important to us. The market gave us 4%. Honestly, I was disappointed. I told my team we need to think about this the way the Street thinks about it. The Street doesn't care that you removed 5,500 people. The Street cares that you removed 5,500 people *and* raised guidance in the same sentence. So that's what we did in Q3. We dissolved 4,000 additional roles and raised full-year guidance to $62.8 billion in the same paragraph of the same press release, and the stock surged 16% after hours. I was in the office watching. I keep a Bloomberg terminal on a second monitor for earnings nights. When the number moved I stood up at my desk. Nobody else was on the floor. It was 4:47 PM and the building was mostly empty, which I realize now is a thing I helped cause. Revenue hit $15.84 billion. Each of the 4,000 dissolved roles generated approximately $70,000 in market cap. I track this ratio quarterly. I built the spreadsheet myself. It has a tab called "Per-Head Value Creation" and another tab called "Projection Scenarios" where I model what happens to the stock if we do 5,000 next quarter, or 6,000, or 8,000. I have not shared the 8,000 tab with anyone yet. I'm waiting for the right meeting. Chuck said "focus, urgency, and discipline" on the earnings call. I helped draft that language. It took nine revisions. The first draft said "strategic headcount rationalization" and Legal flagged it because "rationalization" implies the prior headcount was irrational, which creates liability for two years of hiring decisions. So we workshopped alternatives. Someone suggested "realignment." Someone suggested "simplification." I suggested "focus" because focus is the only word in the English language that sounds like a strategy and a threat at the same time and no one can sue you for it. Our internal tracking system is called VELOCITY. It stands for Value Enhancement Through Labor Optimization and Cost Intelligent Transformation, Year-over-year. It took a naming committee four weeks to finalize the acronym. During those four weeks we separated 1,200 people. I mention this only because the naming committee had six members and none of them found this uncomfortable. I found it efficient. $5.3 billion in AI orders year-to-date. Raised to a $9 billion pipeline target. The CFO projects $6 billion in hyperscale AI revenue by FY2027. To get there the workforce needs to go from 86,200 to somewhere in the low 70s. I have a slide for this. The slide has two lines. One is headcount, going down. The other is AI order volume, going up. They cross somewhere around Q2 FY2026. I haven't titled the slide yet. My working title is "Alignment." I think that's clean. Networking orders up 50%. Data-center switching up 40%. Restructuring charges up to $1 billion. I put these three numbers on a single slide for the investor deck. An analyst from Morgan Stanley emailed afterward and said it was "elegant." I printed the email. It's in a frame on my desk next to the Operational Excellence in Transition Award from our internal leadership council. The trophy is a glass cube with nothing inside it. I've been told this was an aesthetic choice by the designer. I think it's the most honest object in my office. One of the 4,000 was a network engineer named David. Eleven years. He once drove from San Jose to Sacramento on a Saturday to physically restart a router that kept a hospital's ICU monitoring system online. I know this because it's in his performance file, which I reviewed as part of the Q3 separation list. His annual cost-to-company was $287,000. His departure improved our AI-readiness score by 0.003 points. I presented both numbers at my Thursday sync. Someone asked what the AI-readiness score was tracking toward. No one asked about the hospital. The DOW hit 50,000 the same day we filed the restructuring notice with the SEC. I watched it on the terminal. I took a photo and sent it to my wife. She said "that's great." I wrote back explaining how our filing contributed to the broader rally and that the index was essentially agreeing with my Q3 plan. She didn't respond. I reread my message later and realized it was four paragraphs long. I think maybe I should have just said "good day at work." We are entering Phase 3 planning for FY2026. VELOCITY has flagged another 6-8% of the workforce as what we internally call "the drag layer." These are roles that generate labor costs without contributing to the AI order pipeline. I have a preliminary separation model ready. The Slack channel for this work is called #restructuring-wins#. It requires VP-level approval to join. We use a custom emoji for milestones. It's a green arrow pointing up. Someone on my team designed it. I approved it. I didn't think about it very hard at the time and I still don't. I received a 22% performance bonus this quarter. The category on my review was "Demonstrates Focus." My skip-level told me it was the highest in the division. He shook my hand. I went back to my desk and saw that David's severance had been processed that morning. I noted the date. I did not note the coincidence. I don't think it was one. I think these are just two outputs of the same system, running correctly, at the same time. I have a meeting Tuesday to review the Phase 3 list. The deck is formatted. The projections are loaded. I'm going to recommend we accelerate the timeline by one quarter. I think the Street will respond well. I think Chuck will say "focus." I think my phone will buzz. I'm proud of the work we're doing here.

If you wanna switch to @Cloudflare Email Sending today, here's my prompt for you, as always I'm unaffiliated, not paid, not sponsored, but I like it, make sure you remove the space before the .com in the API url I added to avoid it becoming a link in this tweet: # Prompt: Migrate transactional email to Cloudflare Email Service Paste this into Claude Code (or Cursor, or any agent) running inside your project. --- I want to migrate this codebase's outbound email from its current provider (Postmark / SES / Resend / SendGrid / Mailgun / etc.) to Cloudflare Email Service (public beta, launched April 2026). Help me do this carefully. ## Context: what Cloudflare Email Service is A new transactional email API from Cloudflare. Endpoint: ``` POST .com/client/v4/accounts/{ACCOUNT_ID}/email/sending/send Authorization: Bearer {API_TOKEN} Content-Type: application/json ``` Request body: ```json { "to": "user@example.com", // string OR array of strings "from": "no-reply@yourdomain.com", // string OR {"address":"x@y","name":"Display"} "subject": "...", "html": "

...

", // optional "text": "...", // optional (one of html/text required) "cc": ["..."], // optional, array "bcc": ["..."], // optional, array "reply_to": "...", // optional, single string "headers": {"List-Unsubscribe": "<...>"} // optional, e.g. for newsletters } ``` Success response: HTTP 200 + `{"success":true,"result":{"delivered":[],"queued":[],"permanent_bounces":[]}}`. Failure: non-200 OR `success:false` OR non-empty `permanent_bounces`. Always check all three. Pricing: $5/mo Workers Paid plan + 3,000 emails free + $0.35 per 1k after. Roughly 5× cheaper than Postmark. No batch send endpoint — loop single sends. ## Steps you should follow ### 1. Verify prerequisites with me Before writing any code, ask me to confirm: - I have a Cloudflare Workers Paid plan ($5/mo) - I've onboarded my sender domain(s) in Cloudflare dashboard → Email → Email Sending → Onboard Domain (this auto-adds SPF/DKIM/DMARC + cf-bounce MX records) - I have an API token with `email_sending:write` scope (created at → Custom Token) - I have my Cloudflare account ID Don't proceed until you have these. ### 2. Recommend a domain reputation strategy Most apps should split senders across 2-3 subdomains so spam complaints on one don't drag down deliverability on others: - `mail.` or `members.` → transactional (login, receipts, password reset, in-app notifications) - `e.` → cold/recovery (abandoned cart, win-back campaigns) - `newsletter.` → opt-in newsletters with List-Unsubscribe headers Each subdomain needs to be onboarded separately in Cloudflare. Ask me which I want. ### 3. Audit existing email sends Use grep/search to find every place in this codebase that sends email. Look for: - The current provider's SDK class names, API URLs, env/config vars - Generic patterns like `mail()`, SMTP usage, `nodemailer`, etc. Group findings by email type/purpose (e.g. "magic-link login", "payment receipt", "weekly newsletter") rather than by file. Tell me what you found before changing anything. ### 4. Add a single helper function Don't sprinkle Cloudflare API calls across the codebase. Add one helper (provider-specific name like `sendEmailViaCloudflare()`) that: - Defaults `from` from a config var (don't hardcode) - Parses `"Name @domain>"` strings into the API's `{address, name}` object form - Accepts `cc`/`bcc` as either string or array - Accepts a `headers` dict (newsletters need `List-Unsubscribe` + `List-Unsubscribe-Post`) - Returns `bool` (true on success, false on any failure) - On failure, logs/alerts somewhere I can see (Telegram, Sentry, log file — match what the codebase already does) - Sets curl/fetch timeouts (5s connect, 15s total) so a stuck CF API can't hang the request - Treats `permanent_bounces: [...]` non-empty as a soft failure ### 5. Migrate one low-stakes email type first Don't migrate everything at once. Pick the lowest-stakes email type in the audit (something where landing in spam wouldn't lose me money or users — e.g. "internal admin alert", "profile photo rejection") and migrate just that one. Test it end-to-end. Confirm the email actually arrives. Only then propose the next migration. ### 6. Stop me from migrating login email yet If my codebase sends magic-link login or password-reset emails, do not migrate those to Cloudflare yet. Cloudflare Email Service is brand new (~1 month old at writing). Its IP/domain reputation is unproven. Login emails landing in spam = users locked out. Keep those on the current provider until at least 3 months of clean deliverability data on the lower-stakes types. Tell me this explicitly. ### 7. Suggest commit boundaries After each successful migration, suggest a focused git commit with a clear message. Don't bundle unrelated changes. ## Important caveats to surface to me - Beta product. Pricing isn't fully finalized. SLA undefined. Could change. - No batch endpoint. Mass sends (newsletters to 1000+ recipients) need a loop — at ~150ms/send that's ~2.5min per 1000. Fine for crons, bad for sync user-facing flows. - No bounce webhooks yet. Surface failures via the response body's `permanent_bounces` array. - Suppression list auto-managed. Hard bounces, repeated soft bounces, and spam complaints get blocked. Spam-complaint suppressions are hard to remove (anti-abuse). - No per-message logs/dashboard yet. Use the response's `messageId` for tracking if I need it. - List-Unsubscribe headers are passed through verbatim — Gmail's bulk-sender requirement still met, but only if I include them in `headers`. ## Your first action Before writing any code: do step 1 (ask for prerequisites) and step 3 (audit existing sends), then propose the migration order with a brief explanation of the reasoning. Wait for my confirmation before making changes.

Sektori’s solo developer Kimmo Lahtinen can now pay himself a living salary thanks to the Nintendo Switch 2 version of the game. Lahtinen is from Finland and worked for 13 years at Housemarque on games like Resogun and Returnal before creating Sektori all by himself over more than four and a half years. It is a fast twin-stick shooter with roguelike elements and a strong techno soundtrack that feels a lot like Geometry Wars. The game released on Steam, PlayStation 5 and Xbox in late 2025 and received very good reviews, with a 97% positive rating on Steam. Even with the praise, Lahtinen only covered his basic costs and paid himself no salary, as he said: “but that still leaves me with zero salary for 4.5 years.” The Nintendo Switch 2 version that launched changed everything. “I’m happy to now report that with the Sektori Switch 2 launch I’ve pretty much recouped a living salary for myself too. Total sales are at about 30,000. The Switch 2 launch has been very well received so thank you everyone who’s jumped aboard.”

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anybody who uses or learns agentic systems, SHOULD READ THIS the install order I run before any new agentic project: 1. PRIVACY: direnv + a real secrets manager install direnv, then plug it into your team's password manager (1Password CLI via op run, doppler, infisical, vault, pick one) what direnv does: loads per-folder environment variables when you cd in, unloads when you cd out. the real move is wiring it into your secrets manager so credentials NEVER live in plain text on disk what this stops: - API keys accidentally committed to git history, the most common AI agent breach pattern in 2026 - credentials leaking from one project into another through your shell history - shared .env files that one teammate quietly backs up to Dropbox - secrets that survive a laptop theft because they were sitting in /Users/you/projects the part nobody mentions: most "my agent got jailbroken" stories actually trace back to one credential the agent had access to that it shouldn't have. scope keys to projects, scope projects to folders, and the blast radius of any single compromise drops dramatically I shipped 2 agents with keys in .env files before switching. the day I plugged direnv into op run I stopped having that whole class of nightmare 2. TOKENS: litellm or portkey as your model proxy one URL that fronts every AI provider (Anthropic, OpenAI, Google, Mistral, local models). all your spend flows through one place what it saves you: - response caching keyed by prompt hash, cuts your bill 30-60% on repeat tasks - automatic fallback on rate limits (Sonnet hits a 429? falls to Opus, then GPT, then your local backup, no broken users) - per-feature and per-user budget caps, block the call before it costs $200 instead of auditing it after - model routing rules, cheap tasks to Haiku, expensive ones to Opus, never the wrong way - PII redaction before requests leave your network, security side benefit the part nobody mentions: every "$4k AI bill" story I've heard ends with "we didn't have a proxy in front." this is where you put guardrails around spend BEFORE the spend happens I built my own router for 2 weeks. it took 20 minutes to replace with litellm. I will be embarrassed about this forever 3. CONTEXT: uv + git commit on every passing eval install uv (the new Python package manager, 10-100x faster than pip+venv, by the Astral team behind ruff). then commit every time an eval suite PASSES, with the model version and pass rate in the commit message what this preserves: - exact dependency set via uv.lock, you always know which packages your agent was using, no nasty surprises from a quiet update - exact prompt + code state, you can reproduce any past run from a single git hash - exact model version paired to exact pass rate, a paper trail when prod breaks weeks later - one-command rollback to a known-working state when a refactor goes sideways - a compliance story, every prompt version tied to a model version in your commit log the security side: when something blows up in prod, you want to say "the prompt was version X, model was Sonnet 4.6.1, last eval pass rate was 94%." not "I think we deployed on Tuesday?" the first is an incident report. the second is a resignation letter I've lost more agents to "I changed 3 prompts in one session and broke something" than to any actual bug 4. VISIBILITY: mitmproxy in front of every LLM call it's basically a wiretap for your agent. install it, point your agent through it, and now you see every conversation your agent has with the model in real time what actually shows up: - every silent retry your SDK sneaks in when a call fails - the full prompt being sent (including any creds you accidentally embedded) - what the model returns BEFORE your code reacts to it - exact token cost per call, per tool, per loop iteration - responses that quietly trigger your code into doing something you didn't intend, this is where prompt injection lives the part nobody talks about: if a website your agent scraped slipped instructions into its data, mitmproxy is how you SEE the moment your agent decides to follow them. without this layer, you're trusting your agent did the right thing, not verifying I shipped 3 agents before adding this. I have no honest idea what they were doing in production 5. EVALS: inspect-ai (the framework the labs actually use) an eval framework is what tells you "this agent works" with numbers instead of vibes. inspect-ai is the one Anthropic, DeepMind, and the UK AI Safety Institute use for the eval reports you read in their papers. open source, MIT licensed what your homegrown version won't have: - run the same task across 5 different models and compare scores side by side - pre-built tests for risky agent behavior (lying, manipulating, misusing tools) - proper structure for evaluating tool-using agents, not just chat - repeatable scoring, the same input always gets graded the same way - reproducible eval seeds, so a flaky test is actually flaky and not just unlucky I wrote my own eval harness 4 times across 4 projects. threw it out 4 times if you ever want to say "my agent passes safety checks" out loud, the check has to come from a framework someone else can re-run. this is that framework the move that ties this together: keep a /lessons.md in every repo. every weird agent behavior, every edge case, every config change you find at 2am, write it down you will not remember it. you'll come back in 3 weeks and the lessons file is the only reason you still know what's going on lock these 5, keep the lessons file, your next agentic system takes 2 days instead of 2 months p.s. half of "AI agent" content online is people who've never run mitmproxy on their own loop. they don't actually know what their agent is doing. they're shipping demo videos. don't be that guy

At Meta, 90% of my coworkers were Chinese, and non-Chinese were routinely excluded, disadvantaged, and targeted for layoffs. 6 out of the 7 layoffs I observed targeted non-Chinese despite non-Chinese being the vast minority. Certain orgs like ads and MRS are notorious for being Chinese dominated. I think Americans would be outraged if they knew that their own citizens were getting marginalized and laid off at their own companies, while Chinese promote themselves up, conquer entire orgs, and reap millions. Imagine if Huawei in Shenzhen had entire orgs and leadership chains completely dominated by Japanese people who brazenly spoke Japanese at work without a care in the world that their Chinese coworkers don't understand, imposed their own work culture without respecting Chinese culture, excluded the Chinese, and laid off Chinese people while promoting their own. I imagine Chinese citizens would be outraged, and never allow that to happen in the first place. The most blatant and obvious way that non-Chinese are excluded is that Chinese primarily speak Mandarin at work. I'm not talking about one-off conversations, I'm talking about every single conversation. Loudly and brazenly with no respect for others. 10+ teammates and leaders having a group conversation in Mandarin while the 2 non-Chinese don't understand and feel excluded from the team. Although everyone at least has the decency to speak English during formal meetings with a non-speaker present, it was common that right after the meeting ended everyone would immediately switch to Mandarin. Funny I'm in Korea right now and was just on a double date with 3 other Koreans, and I was shocked that when the conversation would split into two, the other couple would speak to each other in English in my presence just out of respect. A Korean couple on a double-date had the courtesy to speak to each other in English in front of me even though I'd never expect that from them, but my Chinese coworkers did not. Lunch was another place where non-Chinese were blatantly excluded. Recall that the team I joined was an all Chinese team with only one other non-Chinese person. The Chinese would always get lunch together and never invite us (except for one of them who occasionally would, though at some point stopped). Me and the non-Chinese person would invite them, they'd always refuse, and then shortly after they'd disappear and get lunch together. As a result, it was usually just the two of us getting lunch. (caveat, some of the newer Chinese who joined afterwards also experienced similar treatment. So it's moreso a clique thing than a Chinese vs. non-Chinese thing, though 100% of the clique was Chinese) On Wednesdays and Fridays I'd often be the only non-Chinese person on my team in the office, and they'd all get lunch together without inviting me. It was depressing, and made me not want to come into the office on those days. One team dinner we went to a Korean BBQ. I arrived with a non-Chinese coworker and the first table was full, so we sat at one end of the next empty table. Shortly after one of the Tech Leads walked in, and sat at the complete opposite end of our table, alone and not in talking distance to anyone. We invited her over, and she declined. Later another Tech Lead came in and sat across from her. Non-Chinese and Chinese at opposite ends of a long table at a team dinner, and they refused to sit with us. Eventually more people came and the TLs joined our side because I guess maybe it was too obviously anti-social, and they spent the entire dinner speaking speaking Chinese to each other. These were our tech leads. I could not understand how Meta could have "Tech Leads" that so blatantly excluded teammates. I thought Tech Leads were supposed to uplift the team, and that Meta would hold tech leads to a higher standard. Now someone might say that it's just lunch or a one-off team dinner, who cares? To that I vehemently disagree. Lunch is extremely important for team bonding, and so much information is transferred through informal socializing. I'm not saying that everyone needs to get lunch together everyday, but if a minority of people are excluded from getting lunch with the rest of the team, and especially the most tenured and senior employees, then naturally that minority is going to feel alienated, disadvantaged, and excluded from opportunities. And the very fact that they're excluded from lunch is reflective of being excluded in general. When 90% of an org and the entire leadership chain is dominated by one ethnicity, naturally their work culture is going to spill through. Chinese culture is completely different from American work culture, and learning to navigate that was a huge obstacle for me. For example I'm the type that tends to question everything and isn't afraid to challenge a "superior", but I quickly realized that my TL seemed to take offense to that, and would punish/retaliate me for it. I want to make it clear - I have nothing against Chinese people. Most of them are very kind (strong correlation between kindness and not engaging in the kind of exclusionary behavior I mentioned above), and I have many good friends who are Chinese. I get that some barely speak English (though I question how they got hired). I do genuinely believe that most are good people, and not deliberately trying to exclude others. But regardless of intent, the result is that non-Chinese get excluded. The fact that 6 of the 7 layoffs I observed were not Chinese in a 80-90% Chinese dominated org is testament to this. The fact that 90% Chinese dominated orgs even exist in the first place is testament to this. I might not even be posting about this given the sensitivity of the topic if not for the fact that I've seen and/or heard stories of some very toxic people who I do not believe would otherwise survive if not for their ability to exclude others, throwing others under the bus for the next layoff. The same people do this over and over again, and get away with it because they're part of the "clique" that essentially has immunity. I think the company needs to take this more seriously. Some ideas would be enforcing English at the office (I've heard of other teams that do this), raising leaders to a higher bar when it comes to team inclusivity (eg. under the "People" axis), investigating potential discrimination cases (eg. layoffs and/or mistreatment disproportionally affecting certain groups) and having a zero tolerance policy around that, having a zero tolerance policy around injustice in general (eg. lying or deliberately throwing somebody under the bus), ensuring more diverse teams, etc. But to be honest, I don't have faith that much would change so long as the entire leadership chain up to the VP level is dominated by the same ethnicity, language, and culture. Nor does it seem that leadership even remotely cares given that this has been happening in the HQ for probably at least the last decade, and is obvious to anyone who's stepped foot in the office.

$LO0P is starting to click for me visually. This isn’t “just another meme with a hook.” The entire system is structured around liquidity bands acting like programmable liquidity vaults. Right now: • 173 ETH in the pool • 23+ ETH already borrowed against LP liquidity • Active band sitting between 150–180 ETH • Next borrow band only 7% utilized What’s interesting is how the curve evolves as bands get crossed: Crossed bands become ETH-dominant liquidity zones, while untouched bands remain dormant on the LO0P side waiting higher up the curve. So instead of idle LP capital sitting there doing nothing, liquidity progressively transforms into productive collateral as price moves through the structure. That’s the real innovation here. Uniswap V4 Hooks are basically turning static LP ranges into a live credit market. And the craziest part: the system is doing this while remaining effectively ownerless. No admin rug switch. No hidden treasury extraction. No withdraw function on hooked liquidity. Just a self-reinforcing liquidity engine where utilization increases as the market expands. Actually one of the more interesting V4 experiments I’ve seen so far.