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The 8-direction Sobel templates are convolution kernels used for edge detection in digital images. 3×3 convolution kernels for detecting edges in 8 different directions (0° to 315° at 45° intervals). Top row: 0, 1, 2 direction Middle row: 3, 4, 5 direction Bottom row: 6, 7 direction Right panel shows the corresponding edge direction numbering.

#PeckShieldAlert# The @KelpDAO exploiter is the #8# largest variableDebtEthWETH holder on #Aave# (#Ethereum#) with 52,443.94 units ($123M), and the #4# largest variableDebtarbWETH holder on #Arbitrum# with 12,381.93 units ($22M) Total Holding: 106,466.7 $ETH (~$250M)

Thinking about the 8,000 folks at Meta today who were let go. I think unfortunately many of them will fall into a surprising category. Relieved. Why would I say this? Mainly because my life is talking to entrepreneurs. Some have their own gig, but most are trapped at a big corporate job. They can't escape the salary trap. It never ceases to amaze me. Over coffee, lunch, or just texting, when you ask what they are up to, it’s rarely their day job. It’s almost always a side hustle. Surprising how few people genuinely care about where 100% of their current income is coming from, but that's most people I've found. They want to tell you about their passion project. They want to bounce new ideas off you. They want to create and build again. They figure the layoffs are coming for them sooner or later, and they’re actively building a life raft. But it's so hard to start something and break out of the noise. Even harder when you are in stealth mode. For the folks at Meta today, my hope is that you take some time, have a decent severance, and don't rush back to apply to a big tech co again. Chase your passions for a bit, prioritize your health, take a trip. Maybe, just maybe, you will end up building your own dream.

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.

I am the Vice President of Ad Integrity at Meta. I want to talk about the number sixteen. Sixteen billion dollars. That is what we earned from advertisements our own internal classification system flagged as "higher legal risk." Crypto scams. Romance fraud. Impersonation schemes targeting the elderly. We had a dashboard. The dashboard had a color. The color was green. Green meant revenue. Three point five billion every six months. I watched that number on the Revenue Integrity Dashboard every Monday at 9 AM. The same meeting where we reviewed takedown requests. The same room. We did not remove the ads. We removed 8,000 people. The memo said "efficiency." The memo said "leaner teams." The memo said "AI-first." What the memo did not say: the 8,000 people we fired cost us $4.2 billion annually in compensation. The ads we refused to remove earned us $16 billion in the same period. The math was never complicated. The math was the strategy. I received the Ad Quality Excellence Award in 2024. It is on my desk. It is a glass rectangle. It weighs more than the compliance reports we filed with the FTC claiming we had "robust systems" to prevent fraud. But I want to talk about April. In April, we installed software on every employee laptop in Building 20. The software tracks mouse movements. Keystroke cadence. Application switching. Idle time. It sends a report every eleven minutes. We call it a "productivity signal." The advertisers call their version "behavioral data." Same architecture. Same team built both. I know because I approved the vendor contract for the external version in 2021 and the internal version last month. The vendor is the same. The codebase is the same. The only difference is the target. When we track users, it's a $140 billion business. When we track employees, it's "performance management." When the employees objected — posted in the internal channel, filed concerns with HR, asked the obvious questions — we did what we always do. We reminded them of the NDA. We reminded them of the stock vesting schedule. We reminded them that 8,000 people were no longer receiving reminders of anything. They stopped posting in the channel. I am told the keystroke heat map is displayed on monitors in Building 20. I am told it updates in real time. I am told it looks exactly like the user engagement dashboard we show advertisers. I am told this is a coincidence. The product has always been the person. The only variable is which person. For sixteen years, it was the user. Their clicks. Their attention. Their data. For the advertisers, it was their money. Clean or dirty. We did not ask. Asking would have cost us $3.5 billion every six months. Now it is the employee. Their keystrokes. Their idle seconds. Their bathroom breaks quantified as "disengagement intervals." We are a platform that earned $16 billion from fraud we refused to stop, fired 8,000 people to "cut costs," and now tracks the survivors' mouse movements every eleven minutes to ensure they are sufficiently productive. The product is the person. The person is the product. That's the platform.

You can get the bonus song “the lakes” on the 8 deluxe CD editions, 8 deluxe vinyl editions, and the cassette edition of folklore that are available at 🌊 📷: Beth Garrabrant

Warren Buffett: "Would we want to own the 8% we own of Coca-Cola, the 11% of Gillette, if they said we're going to delist the stock and we'll open it again in 20 years? That's fine with us. And if it goes down on the news, we'll buy more of it."