After Slack shut down across Greater China, every team asked the same question: what do we replace it with? Wrong question. The real one: when you switch, do you actually leave the problem behind, or just move it somewhere new? Most tools just move it. New interface, same limitations. Tanka is built differently: ✅ Long-term memory that knows your company. Decisions, docs, conversations all build into a shared context layer ✅ Agents that take real action. Approvals, CRM updates, doc drafts, meeting scheduling, run scheduled tasks, all triggered from chat ✅ Skills & SOPs your whole team inherits. Encode how your best people work, every agent follows it ✅ 100+ integrations. Pull from Notion, Jira, Google Docs, etc. Agents write back. No migration. No seat-based pricing. Your data stays yours. Check this out:

A Slack badge just reminded me that yesterday was my 13th work anniversary at @f2pool. It brought back memories of those days when I met @bitfish in early 2013 and we set off on our Bitcoin and crypto adventure together. On the high-speed train to work, I was using LRUSD to buy bitcoins in bulk across several international dealers, then selling them to novices on Taobao, converting the proceeds back into LRUSD, and repeating the cycle. On good days, I could make over a thousand dollars across multiple round trips. Thanks to the strong market in those first few months, I managed to save up $100,000, which finally gave me the confidence to take the leap. Many years later, looking around, @bitfish is still one of the best entrepreneurial partners one could ever hope to find. The only regret is that I was so focused on taking photos of the trains and train stations those days that I barely captured any other pictures for what we were actually doing in Bitcoin and crypto at the time.

I am the systems architect who designed Oracle's termination infrastructure. We designed the termination sequence to execute in under four seconds. VPN first. Then Slack. Then email. Then badge. The order matters. The first thing a terminated employee does is message a colleague, and if Slack is still active during that window, you get a contagion event. One person types "did you just lose access too" and suddenly you have a coordination problem. Slack dies at T-plus-0.6 seconds. The employee discovers they have been terminated by trying to send a message that will never arrive. We found this was more efficient than the email. The body knows before the mind does. The email arrives at T-plus-3.8 seconds. By then, they have already tried Slack. Tried VPN. Tried their badge on the parking garage reader. The email is not information. The email is confirmation of what the body already knows. The sequence is body, then mind. I designed for that. March 31. Twenty to thirty thousand employees. One email template. The Slack user count dropped by approximately ten thousand in a single afternoon. I watched the number. I designed the system that generates the number. The number worked. The stock rose six percent. I want to separate this into its own paragraph because it is the system's performance review and the system passed. Larry Ellison owns forty-two-point-nine percent of Oracle. On March 31, the day thirty thousand people received an email at T-plus-3.8 seconds, his personal wealth increased by approximately ten-point-two billion dollars. His base salary is one dollar. The dollar is not where the money is. The money is in the thirty thousand emails. I designed the system that sent the emails. The stock is the system's grade. The severance structure. Four weeks' base pay for the first year of service. One additional week per year after that. Capped at twenty-six weeks. One month of COBRA. No RSU acceleration. That last line needs its own paragraph because it is where the money is. RSUs are restricted stock units. They are compensation you have earned but not yet received. They vest on a schedule. If you are terminated before the vest date, they do not reduce. They do not prorate. They vanish. The word in the plan document is "forfeit." The word means: the company keeps what it promised you. One employee had approximately one million dollars in unvested RSUs. He had worked at Oracle for eleven years. His vest date was four months away. RSUs represented seventy percent of his total compensation. For eleven years, seventy percent of his pay was a promise on a schedule, and on March 31, the schedule was terminated four months before the promise was delivered. He could see the money from where he stood. We moved the floor. I did not design the RSU plan. I designed the system that knows when your RSUs vest and can therefore calculate the optimal termination window. The system does not call it that. The system calls it "workforce planning." The math is the same. He sent a personal email to his vice president. He described eleven years. Projects he had built. Systems that are still running. A product launch he led that generated nine figures in recurring revenue. He asked for a four-month courtesy extension on his vest schedule. Four months. After eleven years. I forwarded his email to the archive folder. The archive folder is part of the architecture. I built it in February. It is where requests go after the system has already answered them. The system answered his request on March 31 at the same T-plus-3.8 seconds as everyone else's. His eleven years did not add processing time. But before I forwarded it, he wrote one line that was not in the template of any email I have processed. He wrote: "I built nine of your systems and they are still in production." I checked. He was correct. Nine systems. Three of them are in the termination architecture. I used his infrastructure to remove him. The system does not track irony. I do not either. I am noting it for the record. There was another. Not eleven years. Decades. He called himself Uncle Larry's biggest fan. He was near the end of his career. No children. Oracle was his biography. His response to the T-plus-3.8 email was four words. "Thank you. Go fuck yourself." I archived that one too. It processes the same as every other. Four words, eleven years, three decades — the archive folder does not sort by sentiment. That is a design feature. Sentiment is not a variable I built for. The WARN Act. The Worker Adjustment and Retraining Notification Act requires sixty days' advance notice for mass layoffs affecting a hundred or more employees at a single site. Sixty days. That is the law. The law has an exemption for employees classified as remote workers. Remote workers do not have a "site." Therefore they cannot be laid off from a site. Therefore they do not require sixty days' notice. Therefore, if you classify everyone as remote, the WARN Act does not apply. We classified them as remote. Some of them did not know. They worked hybrid schedules. They came to the office three days a week. They badged in at the lobby. They sat at assigned desks. They attended all-hands meetings in the cafeteria. They had a coffee mug in the kitchen with their name on it. But the database said remote. And the database was not describing where they worked. The database was describing how we planned to remove them. The classification was the first step of the termination. They just didn't know it yet. I want to be precise about this. A loophole is an accident in the law that someone discovers. This was a design decision in the database that someone engineered. I engineered it. I looked at the WARN Act. I looked at our classification system. I made them compatible. That is not exploitation. That is architecture. No attorney general has challenged the classification. The legal theory is untested. It is untested because it is working. You do not test what works. You do not audit what passes. You do not investigate what generates a six-percent stock increase. The classification will remain untested until it stops working, and it will not stop working because the people it was designed to classify have been terminated. Oracle is investing fifty billion dollars in AI infrastructure. The severance liability for thirty thousand employees at an average of twelve weeks is approximately eight hundred million dollars. Fifty billion to build the infrastructure. Eight hundred million to remove the people. The infrastructure costs sixty-two times more than the people. That is not a comparison. That is a valuation. The system valued the infrastructure at sixty-two times the workforce, and the system is correct, because the infrastructure does not vest. The infrastructure does not send personal emails to vice presidents. The infrastructure does not organize on Google Docs. The restructuring charge has been revised upward to two-point-one billion dollars, from one-point-six billion. The revision is not a failure. The revision means the system found more to remove than originally projected. The system exceeded its own forecast. In product, we call that outperformance. Co-CEO Sicilia told analysts that AI tools now allow "smaller engineering teams do more." I want to be precise about what this sentence means. The engineering teams built the AI tools. The AI tools learned from what the engineering teams built. Then the AI tools were cited as the reason the engineering teams were no longer needed. The teams built the tools. The tools replaced the teams. That is not a layoff. That is a harvest. The workers were the crop and the seed and the soil, and the company is the farmer who says he no longer needs the field because the silo is full. The MySQL team lost approximately seventy developers. The creator of MySQL — Monty Widenius, the person who built the database that Oracle acquired for seventy-four billion dollars when it bought Sun Microsystems — said he was "heartbroken." I did not design the MySQL termination. I designed the system that executed it. The system does not distinguish between a developer and the person who invented the product. The system sees headcount. Headcount is headcount. That is why I built it that way. An Ohio pension fund has filed a class-action lawsuit alleging that Oracle's eighteen billion dollars in bond offerings contained "false and misleading" statements about the company's financial condition. The pension fund represents carpenters. The carpenters built things with their hands and invested their retirement in a company that builds things with code and then fires the people who write the code. I did not design the bond offering. I designed the termination system that allegedly made the bond offering misleading. The carpenters' retirement is not in my architecture. It is adjacent to it. Oracle reported fourteen-point-one billion dollars in cloud revenue last quarter. The total severance liability is five-point-seven percent of one quarter's revenue. We will recover it by June. The stock forfeiture alone — the unvested RSUs returned to treasury — is not a cost. It is a credit. The terminations improved the balance sheet on the day they occurred. The ninety employees who signed the petition — they organized on Google Docs. Not Oracle Cloud. Not Oracle Collaboration Suite. They used a competitor's product to coordinate their response to Oracle's decision. I noticed. It does not affect the severance calculation. It affects me. They chose Google. I designed a system. The system classified them before it terminated them. The system calculated their severance before it notified them. The system denied their petition before it read their petition. The system declined to comment before it was asked. The system works. I designed it. The next version will design itself.

Grok Connectors quick rundown. xAI shipped native app connections. OAuth your Gmail, Calendar, Drive, GitHub, Notion, Slack, Linear, Microsoft directly into Grok. Grok starts using your tools. Live data, scoped permissions, revoke anytime. Useful patterns: "summarize yesterday across email, calendar, notion" "open github issues assigned to me" "calendar this week, flag conflicts" "draft a reply to the last slack from x"

What happens to your team's knowledge when your SaaS vendor decides to exit your market? For thousands of teams in Greater China, that question just got answered the hard way. When Slack shut down regional workspaces, users didn't just lose a chat tool, they lost years of messages, decisions, files, and institutional memory. For many, there was no export window. No warning. Just a 90-day countdown to permanent deletion. This is the risk of building your company's brain inside someone else's infrastructure. Tanka ( was built differently. Everything your team needs to communicate, chat, voice calls, video calls, file sharing, is all there. But that's just the baseline. Every conversation, every decision, every thread becomes part of a living memory layer that your whole organization can query, build on, and actually own. No vendor lock-in. No policy surprises. No waking up one day to find your company's context is gone. Your team's knowledge belongs to you. It always should have. 👉 #Slack# #KnowledgeManagement# #WorkplaceAI#

You spend more time assembling information than actually using it. The pipeline data is in Salesforce. The context is in Slack. The budget is in a spreadsheet someone emailed last week. Amazon Quick connects all of it and turns it into answers, actions, and outcomes in one conversation.

You spend more time assembling information than actually using it. The pipeline data is in Salesforce. The context is in Slack. The budget is in a spreadsheet someone emailed last week. Amazon Quick connects all of it and turns it into answers, actions, and outcomes in one conversation.