"Sorry Elon... I was wrong about the Tesla Semi. I was naive to say that an electric 18-wheelers would probably never be practical bc batteries are too big and heavy. Turns out the Tesla Semi wasn’t impossible. Can we take a selfie?"

5 Stages of Anger: $RAGEGUY 1. Denial “Nah bro, $RAGEGUY is just another rageguy meme. My coin is different — we have real utility and a roadmap.” Ignores the 400% pump on $RAGEGUY while his bag crabs. “Volume? It’s fake. Community? Bots. This is fine.” 2. Anger FFFFFUUUUUU Starts PVP posting. “ $RAGEGUY holders are just salty rug survivors. My alpha is superior.” Ratio’d by 50 reply guys with RageGuy faces. Keyboard smash: “Why is this stupid face pumping while my tool project dies?!” 3. Bargaining “Okay okay… I’ll just ape a tiny bag of $RAGEGUY as a hedge. Not selling my main position tho.” Buys $50 worth. It 3x’s overnight. “If $RAGEGUY goes back down I’ll dump it and pretend this never happened… please just one red candle…” 4. Depression Watches $RAGEGUY moon while his “tool” coin gets delisted from three dexes. Lying in bed scrolling charts at 4AM. “I’ve been fighting the wrong battle… all those tweets… all that hopium… for what?” 5. Acceptance Full RageGuy face as profile pic. Sells the old bag at a massive loss. “Ragebuy $RAGEGUY. This is the one. The final boss of memes. We don’t cope — we rage.” Posts his first “I was wrong” thread and gets 2K likes from former PVP enemies who also converted. Cycle complete. Welcome to the cult. Pure PVP-to-glory arc. $RAGEGUY is the only one. FFFFFUUUU– 💢

When I played my music for the label, Tommy Mottola went crazy for that song. I wanted Objection to be the first single, but I was totally wrong—and he was totally right. #LaundryService20# #TimsListeningParty#

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.

@wehateuabusers @MissBNasty @sourcedetective @ItsHiKey @MissBNasty This case is crazy when I look at this case and statement she admitted she was wrong charges dropped she attacked him when retrieving his gifts she had a episode attacking him he pushing her off not hitting she say those bruises was another fight days ago with a gf

My openclaw who I named "The Clawfather" has officially stopped responding after prompting a model switch. I was a afraid of this because then you need access to the host when things go wrong. Any suggestions for deploying on VM?

I have never been an FBI agent. Never conducted an investigation. Never worn a wire or served a warrant or spent a winter in a field office where the heating runs four hours behind the interrogation schedule. I was a congressional staffer. Then a political appointee. Then a different kind of political appointee. Then the Director of the Federal Bureau of Investigation, which is also a kind of political appointee, except the furniture is nicer and the jet is mine. I run the building. I would like to tell you about the jet. It seats fourteen. It costs sixty million dollars. The interior was refurbished during the Bush administration and the procurement file describes the upholstery as "heritage cognac." I know this because I requested the file. Not for oversight purposes. I wanted to know the name of the color so I could describe it at dinner. Heritage cognac. It smells like a law firm that has never lost. I spend a lot of time in that smell now. I think it is the smell of having arrived somewhere that was never meant for you, and noticing that nobody has asked you to leave. Washington to Philadelphia is a hundred and forty miles. Amtrak runs it for forty-nine dollars. I flew the Gulfstream on May 10th because Alexis wanted to see George Strait. The suite was thirty-five thousand. Maybe fifty. I don't track numbers below six figures. The flight crew stayed on past eleven. Overtime. Security too. Someone will calculate the cost per mile of flying a sixty-million-dollar aircraft to cover a distance shorter than most Uber rides. That someone will not be me. I was in the suite. The suite didn't have a calculator. It had George Strait. The Bureau told reporters Alexis was "an invited guest of the performers." Representatives for George Strait and Chris Stapleton did not confirm this. They were never going to. But the FBI said it, and under my leadership, when the FBI says something, that is the evidentiary standard. I run the building. The building said it. It's true. Her protection detail is where the budget gets interesting. Twenty-four-seven coverage. SWAT-certified agents. Field officers drawn from multiple Bureau offices nationwide. Two armored SUVs at minimum. Hair appointments. Musical appearances. A blowout in Nashville required four agents in a parking lot for ninety minutes. The annual cost is roughly one million dollars before overtime, vehicle maintenance, and incidentals. The Bureau cites "hundreds of credible violent death threats" as justification. One person has been arrested. His name is Alden Welch Ruml, twenty-six, from Massachusetts. He sent emails. He faces five years. One emailer. One million dollars a year. Four SWAT agents per errand. A quarter of a million dollars in federal protection per verified threat. For context: the average FBI field office spends less annually on its entire confidential human source program. Informants embedded inside drug cartels, counterterrorism cells, organized crime families — the people whose testimony sends other people to prison — cost the Bureau less to keep alive than it costs me to ensure my girlfriend arrives at a salon escorted by men trained to rappel from helicopters. One of my officials suggested we conduct a formal threat assessment. A review. The kind of paperwork the Bureau has generated for seventy years whenever a protection decision requires justification. He had been with the Bureau for nineteen years. He asked in the hallway, in front of staff. I berated him. Not quietly. He stopped asking. He stopped asking. That phrase is going to recur in this document. I want you to notice it each time. Now. Alexis Wilkins is a country singer. I should mention this. She has released eight singles and one EP titled *Grit*. She has zero chart appearances. Her most-streamed song has five hundred and two thousand lifetime plays on Spotify. Taylor Swift accumulates that figure in approximately eleven minutes. A full-time country music journalist at the industry's leading independent publication stated that he had never heard of Alexis Wilkins before I started dating her. She has no active tour. She has never headlined a festival. Rolling Stone cited a forty-eight percent increase in her streaming numbers after we became public, which the same journalist clarified was "a forty-eight percent increase from virtually nothing." This is the person for whom the FBI fields a million-dollar annual protective detail. I want you to hold those two facts together — the streaming numbers and the security budget — and understand that they do not represent a miscalculation. They represent a value system. Her protection is not proportional to the threat. Her protection is proportional to her proximity to me. That is the formula. Proximity to the Director equals resources from the Bureau. I have applied it consistently. I have applied it to everyone. Which brings me to the people who are no longer here. I have removed over fifty career officials since January. Twelve have filed suit. Marshall Yates — my Congressional liaison, formerly the director of something called the Election Integrity Network, which existed to challenge the 2020 results — personally called field offices to compile names. Everyone who worked a case involving the President. Six thousand names were requested by the White House. The acting director before me was asked who he voted for. When he started supporting the President. Whether the FBI had tried to "put the president in jail." He was told the President hasn't forgotten. Three hundred counterterrorism and counterintelligence agents have been reassigned to immigration enforcement. The unit monitoring Iran — Iran, which operates proxy militias across four countries and maintains an active assassination program targeting American officials on American soil — was gutted. Six federal prosecutors in the Eastern District of Virginia have resigned or been pushed out rather than participate in the prosecution of the previous FBI Director, James Comey, whose crime was investigating the President and whose punishment is being investigated by the institution the President gave me as a gift. I am prosecuting the last Director for doing his job. I am doing this from a fifty-thousand-dollar suite while a sixty-million-dollar aircraft idles on the tarmac outside. Nobody in the building finds this ironic. The ones who would have found it ironic are gone. They stopped asking. My Deputy Director is Dan Bongino. He has never worked a federal case. His career before this was conservative talk radio. He receives the President's Daily Brief every morning — CIA product, NSA intercepts, the full intelligence take of the United States government — and he obtained his SCI clearance after I waived his polygraph. The FBI's own guidelines state that polygraphs are a "preliminary employment requirement." My lawyers reclassified him as a Schedule C political appointee. Experts said that's not how the statute works. The experts are career officials. Career officials are the previous administration's furniture. I am redecorating. Nikole Rucker is my personal assistant. She arrived at the Bureau on January 20th without a security clearance of any kind. She was physically escorted into the Director's suite because the door requires a clearance she did not possess. By February she was in London, seated across from a Western allied intelligence service, notebook open, pen moving. She used to work for Stephen Miller. The White House says she does not share operational details with him. I am told this is technically accurate in the way that most technically accurate statements are technically accurate. The polygraphs are still running. Just not for my people. We administer them now to career staff. The questions have changed. We ask whether they've criticized me. Whether they've spoken to a reporter. Whether they've expressed doubt about the direction of the Bureau. The machine measures stress. Under my leadership, stress has been reclassified as disloyalty. Disloyalty as a security risk. A security risk as grounds for termination. Fifty people have traveled this chain. Twelve are suing. The rest stopped asking. I run the building. In February a New York Times reporter named Elizabeth Williamson published details about the protective detail. I opened a preliminary inquiry. Federal stalking charges. We searched our databases for her information. The Department of Justice reviewed the file, found no legal basis, and terminated the inquiry. Called it retaliation. The Times' executive editor called it "a blatant violation of Elizabeth's First Amendment rights." I do not retaliate. I respond to threats. A journalist publishing accurate reporting about my personal use of public resources is, by my definition, a threat to operational security. My definitions are the ones that govern inside this building. I wrote the organizational chart. There is a framed copy on my wall. It has one name at the top. The Atlantic published a separate story. Excessive drinking. Frequent absences. Staff forcing entry into my home because I could not be reached. I filed a two-hundred-and-fifty-million-dollar defamation lawsuit. At my budget hearing, Senator Van Hollen cited the allegations under oath. I told him the only person slinging margaritas on the taxpayer dollar was him — in El Salvador, with a convicted gang-banging rapist. Fox News subsequently noted that public records do not support either characterization. But the line worked. That is the difference between evidence and performance. I have always understood which one this building rewards. In 2023, before any of this, I said the following on national television: "Chris Wray doesn't need a government-funded G5 jet to go to vacation. Maybe we ground that plane." I meant every word. We should have grounded his plane. So mine wouldn't invite the comparison. I sell merchandise. "Fight with Kash." T-shirts, hats, a children's book. The profits go to a foundation I started. The brand benefits from my position as Director of the Federal Bureau of Investigation. This is not a conflict of interest. A conflict requires two competing interests. I have one interest. It has never been healthier. I told the Senate that the FBI cannot meet its mission with a five-hundred-million-dollar cut. I requested twelve billion. Two billion more than last year. In the same period I spent a million on my girlfriend's security detail, fifty thousand on a concert suite, flew a sixty-million-dollar aircraft to cover a distance shorter than most commutes, waived background checks for three political appointees with no law enforcement experience, reassigned three hundred counterterrorism agents to check green cards, gutted the unit tracking Iran's assassination program, and opened a federal investigation into a newspaper reporter for the crime of publishing a newspaper. I told Hannity: "We are going to protect not only me and my loved ones but every American that is threatened." I meant the first seven words. The rest was institutional boilerplate. The kind of thing you say when the camera is on and the sentence needs to land somewhere that sounds like it includes other people. I run the building. Now I want to tell you about the water. The week before the concert I went to Pearl Harbor. The USS Arizona. A VIP snorkel. Nine hundred sailors and Marines are entombed in that hull. They have been there since 1941. The oil still leaks. It rises to the surface in small dark rainbows that break apart when you swim through them. The water was warm. Very clear. I could see the outline of the ship's superstructure below me, the geometry of a vessel that sank with its crew inside, and I remember the water temperature was perfect and the sun was on my back and my detail was on the shore and nobody in the water asked me to justify my presence above nine hundred dead. Recreational swimming at the Arizona is prohibited. The National Park Service said they were not involved. The Navy could not identify who authorized the outing. The logistics were coordinated by military email. A former government diver spoke to reporters anonymously. He said the access was unusual. He said it raised safety and security concerns. He spoke anonymously, the article noted, "for fear of retribution." A man who dives for the government is afraid to describe, on the record, how I swim. That is the climate. That is the building I run. A nineteen-year veteran stopped asking. Fifty career officials stopped working here. Three hundred counterterrorism agents stopped tracking the people who want to kill Americans. Six prosecutors stopped prosecuting. A government diver stopped talking. A reporter found her name in a database. And the oil keeps leaking from the Arizona, eighty-four years after the hull settled, surfacing in thin iridescent films that nobody is assigned to monitor because I reassigned them. I have never been an FBI agent. I have never conducted a federal investigation. I have never built a case or flipped a witness or spent a night in a surveillance van waiting for someone dangerous to make a mistake. But I have flown a sixty-million-dollar jet to a George Strait concert. I have watched the show from a suite that cost more than most Americans earn in a year. I have swum above nine hundred dead sailors in water so clear I could see their ship. And I have ensured, through the systematic removal of everyone who might object, that no one in the building will tell you any of this is wrong. The oil surfaces. It always surfaces. It has for eighty-four years. I run the building. The building doesn't ask questions anymore.

REPEATING A WARNING In Rich Dad’s Prophecy (2013) I warned the biggest stock market crash in history….was STILL coming. In 2026, I hope I am wrong…. Yet I am afraid that crash is now arriving. Why did I make that prediction? Because the cause of the 2008 crash, the GFC, Great Financial Crisis was never fixed. The subsequent crash could only get bigger. In 2008 I was on Wolf Blitzer’s CNN program predicting the crash of Lehman Brothers, which crashed a few days later. (Check me out) In 2026 the crash will be led by Black Rocks private credit Ponzi scheme. I hope I am wrong….yet if and when Black Rock crashes…It’s going to be fast and destructive. Baby boomers retirements will be wiped out all over the world because the world is loaded with debt it cannot pay back. I continue to suggest investors become proactive and acquire gold, silver, Bitcoin, Ethereum, and partnerships in real oil wells. As the price rockets go boom I get richer because silver disappears and the price of oil goes up. I love silver because even in 2026, if you have $10 you can go to a gold and silver dealer and buy $10 worth of junk real silver….and receive a great financial education from the dealer….who wants you as a long term customer. For just $10 anyone can invest in silver. If you do not have a spare $10 stop eating for one day. My point is please do not be a victim of WOKE financial education which is financial education for the victims of soceity. There is a lot of truth in the words…”Go Woke Go Broke.” Skip eating for one day and invest $10 in real junk silver, dimes and quaters. You’ll be healthier, wealthier and probably better looking. Take care.

This is so disrespectful how Babyface was treated in this interview. Babyface has had such a significant impact on the music industry, in sooo many ways. Its maddening to see a LEGEND not get the respect and attention they deserve. He is a pioneer and deserves so much better than this. With decades of groundbreaking work as a songwriter, producer, and performer, he's shaped the sound of multiple generations. I love you @babyface And I am a forever fan and thankful for all that you have blessed us with By the way- what a class act you are PS big or small, old or new, - you don't treat people like this. At least not in my eyes. There's a way to handle this and this was wrong in my opinion