Honouring a Legacy, Powering the Future. Sahara Upstream has deployed MT D Adesanya, a 380,000-barrel vessel named in memory of the late Debola Adesanya, a colleague, brother and friend whose leadership helped shape Sahara's growth and impact across East Africa. Beyond strengthening OML 18 operations, the vessel stands as a lasting tribute to a remarkable leader whose legacy of resilience, excellence and friendship continues to inspire us all. Beyond XXX, we are building the infrastructure that powers tomorrow. Click to read more: #BeyondXXX# #SaharaBeyondXXX# #SaharaGroup# #OperationalExcellence# #BringingEnergyToLifeResponsibly#

KAFD demonstrates the operational excellence that sits at the heart of the 2026 to 2030 value creation phase of PIF’s strategy. KAFD is delivering long-term value through international best practices, smart technology and local expertise.

Binance is hiring! Become our next General Manager, West Africa and help accelerate growth through strategy, partnerships, regulatory engagement and operational excellence. Apply here 👉

Sahara Group has appointed Folake Soetan as Managing Director of Arahas Global Oilfield Services, reinforcing our Beyond XXX agenda to advance operational excellence, strengthen African expertise, and deliver greater impact across the energy value chain. As Arahas continues its transformation into a future-ready oilfield services platform, Folake's leadership will help accelerate innovation, operational efficiency, and sustainable growth while strengthening integration across Sahara's upstream and power businesses. Click to read more: #BeyondXXX# #SaharaBeyondXXX# #SaharaGroup# #Bringingenergytoliferesponsibly#

Sometimes the things I do / say sound so ambitious and far-fetched enough that it's hard to believe we can even do it. And then we do it. again and again. In the AI and information age, truly anything can be done. You can just go out and learn distributed systems, post training, inference engineering, databases, find the people, have a mission and build whatever you want to build. It's all about operational excellence now, which is a skill I'm trying to learn i dont know why most companies stop at B2B AI SaaS when there's so much to build.

That’s a wrap on our exclusive closed-door event: Stablecoin Frontier: Commercial Prospects and Long-Term Value of HKD Stablecoins! 🚀 Co-hosted with Anchorpoint & Unloq at the OSL Hong Kong office, we had a packed house of industry leaders unpacking the future of digital assets. Moderated by Eugene Cheung, our incredible panel—Milton Lam (Anchorpoint), Franklin Wang (Linklogis Inc), and Jacqueline Qiao (Jun He Law Offices)—shared game-changing insights on: 🔹 Integrating HKD stablecoins into the real economy 🔹 Why compliance is the bedrock for sustainable scaling 🔹 The industry's shift toward operational excellence Check out the images below to read their exact quotes and key takeaways! A massive thanks to everyone who joined us to shape the future of digital finance. 👇

Strong leadership drives Micron forward. Today, we are pleased to announce two leadership appointments. Manish Bhatia has been appointed President and Chief Operating Officer, and Scott DeBoer has been appointed President and Chief Technology and Product Officer. Manish and Scott bring decades of innovation, operational excellence, and leadership experience to these newly expanded roles. As demand for #AI# infrastructure reaches an inflection point, their leadership will be instrumental in advancing Micron's mission to accelerate intelligence — from the data center to the edge. Their appointments position Micron to accelerate growth, advance innovation, and create greater value for our customers, partners and stakeholders. Congratulations to Manish and Scott on their appointments! Read the full announcement below. #IntelligenceAccelerated# #Micron#

The main issue with ENS DAO, and with most DAOs I’m familiar with, is not that someone is trying to capture the DAO. That happens in those other DAOs too, just less openly. The problem is that there is no real alternative on the table, so the proposal to capture the DAO starts to look reasonable. The DAO itself - understood as the collective of tokenholders and delegates - has failed to organize around any credible alternative. That means the capture can be framed as pure operational optimization: this is the only path forward, and the DAO is effectively forced to accept whatever the steward proposes. So why keep the friction of a DAO vote? The issue is that, under this framework, the governance token makes no sense and should go to 0. That is the fair price of a governance token without meaningful governance. If you want your governance token to be worth something, prioritize governance before treasury or operational optimization, so the latter follows from the former. It’s hard, but it’s the only way. Otherwise you’re cooked anyway, and no amount of operational excellence will save you.

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.