- I only spend a small percent of my time in entertainment and mostly use my time to grind or earn new tech and knowledge. - I know that people are better than me on different edges so I'm open to socializing with excellent people - I diversify my portfolio in Tradfi &Crypto

Thoma ‧ Protector From Afar Kamisato Clan's Housekeeper Perhaps influenced by the relaxed and happy atmosphere of his hometown, Thoma is very good at socializing. Although he is an outlander, he has built an unexpectedly powerful network of people in Inazuma. #GenshinImpact#

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The one sector governments left mostly alone delivered forty years of continuous price collapse and it destroyed the central planners' core argument in the process. A transistor that cost $7.50 in 1961 costs less than a millionth of a cent today. Your 2026 smartphone carries more computing power than a 1990 Cray supercomputer that cost $30 million. Storage, bandwidth, processing speed: every metric deflated while quality exploded. This is what markets do when the state steps back. Compare that to healthcare, education, and housing, three sectors drowning in subsidies, licensing regimes, and regulatory capture. Prices in all three outpaced inflation every decade since 1980. Government intervention reprices risk, blocks competition, and rewards incumbents for lobbying instead of innovating. The Federal Reserve spent those same forty years printing money and insisting deflation was catastrophic. Falling prices drive demand, not panic. Intel, Apple, and AMD competed ferociously, drove costs down, and generated trillions in real wealth. Nobody waited to buy a computer because prices might fall next year. Mises identified capital allocation as the economy's core problem: who decides where resources go? Entrepreneurs decided in tech, taking losses when wrong and profits when right. Bureaucrats decided in healthcare and education, socializing losses and mandating consumption. You live with the consequences of that distinction every single day, every time you renew your health insurance and watch the premium climb while your phone bill drops.

Jack Dorsey on the 12 habits that will make you a better leader Jack reads the following from The Score Takes Care of Itself by former 49ers coach Bill Walsh: 1. Be yourself. “You must be the best version of yourself that you can be... If you’re faking it, you’ll be found out.” 2. Be committed to excellence. “At all times, in all ways, your focus must be on doing things at the highest possible level.” 3. Be positive. “There is a constructive place for censure and highlighting negative aspects of a situation, but too often it is done simply to vent and creates a barrier between you and others.” 4. Be prepared. “Good luck is a product of good planning.” 5. Be detail-oriented. “Organizational excellence evolves from the perfection of details relevant to performance and production.” 6. Be organized. “You must think clearly with a disciplined mind, especially in regard to the most efficient and productive use of time and resources.” 7. Be accountable. “Excuse making is contagious. Answerability starts with you. If you make excuses so will those around you.” 8. Be near-sighted and far-sighted. “Keep everything in perspective while simultaneously concentrating fully on the task at hand… All efforts and plans should be considered not only in terms of short-run effect, but also in terms of how they impact the organization long term.” 9. Be fair. “I believe your value system is as important to success as your expertise… Be clear in your own mind as to what you stand for. And then stand up for it.” 10. Be firm. “I would not budge one inch on my core values, standards, and principles.” 11. Be flexible. “Consistency is crucial, but you must be quick to adjust to new challenges that defy the old solutions.” 12. Believe in yourself. “To a large degree, a leader must ‘sell’ himself to the team. This is impossible unless you exhibit self-confidence.” 13. Be a leader (bonus). “You must know where you’re going and how you intend to get there... You must be able to inspire and motivate through teaching people how to execute their jobs at the highest level. You must care about people and help those people care about one another and the team’s goals. And you must never second-guess yourself on decisions you make with integrity, intelligence, and a team-first attitude.” Jack also walks through the 10 things leaders SHOULD NOT do: 1. Exhibit patience, paralyzing patience. 2. Engage in delegating—massive delegating—or conversely, engage in too little delegating. 3. Act in a tedious, overly cautious manner. 4. Become best buddies with certain employees. 5. Spend excessive amounts of time socializing with superiors or subordinates. 6. Fail to continue hard-nosed performance evaluations of longtime—”tenured”—staff members, the ones most likely to go on cruise control, to relax. 7. Fail to actively participate in efforts to appraise and acquire new hires. 8. Trust others to carry out your fundamental duties. 9. Find ways to get out from under the responsibilities of your position, to move accountability from yourself to others—the blame game. 10. Promote an organizational environment that is comfortable and laid-back in the misbelief that the workplace should be fun, lighthearted, and free from appropriate levels of tension and urgency. And lastly, he shares six points from how General Patton ran his army during World War I: 1. Remember that praise is more valuable than blame 2. Use every means before and after combat to tell troops what they’re going to do and what they have done 3. Discipline is based on pride in the profession of arms, on meticulous attention to details, and on mutual respect and confidence 4. Officers must assert themselves by example and by voice 5. General officers must be seen in the front line during action 6. There’s a tendency for the chain of command to overload junior officers by excessive requirements in the way of training and reports Source: @ycombinator (Oct 2013)