My Berkeley EECS Colloquium talk last week on Pursuing the Nature of Intelligence was recorded and is now available on YouTube: May view it as an overview of an endeavor to establish the study of Intelligence as a scientific and theoretical subject.

🎓 Inspiring minds at Berkeley Our North America CEO @Eric_0x1 met with UC Berkeley students at the opening of the Berkeley Blockchain Club office. They explored career paths, Web3 industry trends, and how to build the right skills for the future of blockchain. Always great connecting with the next generation of builders who will shape what comes next in Web3 🚀 #LBankLabs# #Crypto#

Toney originally planned to pursue investment banking, but while studying at the University of California, Berkeley, he discovered a passion for venture capital. See the full ForbesBLK 50: Money Masters list: #ForbesBLK50# (Photo: Kimberly White/Getty Images)

Had an inspiring series of conversations with some of the brightest startups at @SkyDeck_Cal. It’s exhilarating to witness how these innovative companies are harnessing the power of open source projects, not only to fuel their growth but also to give back to the community by contributing and creating their own open source initiatives. It’s clear the open source AI is strong at Berkeley SkyDeck! #opensource# #ai# #berkeley# #skydeck#

It’s worth briefly revisiting the rather legendary story behind UTStarcom and SoftBank China Venture Capital. Hong Lu, born on November 3, 1954, is a Chinese American entrepreneur. His family traces its roots to Ningbo City, Zhejiang Province，China.. He was born in Taiwan, Province of China and moved to Japan at the age of six. After graduating from Tokyo Metropolitan Jonan High School, Lu went on to study civil engineering at the University of California, Berkeley, where he was two years senior to Masa Son @masason After graduating, Hong Lu joined Masa Son’s startup, Mspeech System Inc, whose core business was selling portable voice translation devices.  In March 1982, Son returned to Japan to recover from an illness. Before leaving, he sold his U.S. company Unison World to Lu. For a time, Unison maintained a close partnership with Kyocera, the company founded by Inamori Kazuo. In 1986, the two companies formed a joint venture called Kyocera Unison and attempted to take it public. The plan ultimately fell through, and Lu exited the venture. In 1990, Lu made his first exploratory trip to mainland China. A year later, in 1991, Lu teamed up with his Berkeley classmate and Masa Son’s former Chinese tutor, Charles Xue @xuemanzi8848， along with Son himself. Together they acquired Zhejiang Yutong, a company originally founded by Peter Wang(Zuguang) , reorganizing it and renaming it Unitech Telecom (UT). That same year, Wu Ying , then working at AT&T Bell Labs, partnered with Chauncey Shey to launch Starcom in New Jersey. The company initially operated as a technology consulting firm, essentially providing engineering talent as outsourced services. Among the temporary engineers they hired was Bill Huang(Xiaoqing ), who at the time was doing R&D at Racal Telecom in the UK. In 1994, Bill Huang(Xiaoqing ) joined Unitech Telecom. On October 6, 1995, Unitech Telecom and Starcom merged in a 50–50 deal to form UTStarcom. Just two weeks later, on October 19, the company secured $30 million in funding from SoftBank. On March 5, 1996, UTStarcom China was established. By 1999, after several rounds of major investment totaling roughly $160 million, Masa Son became chairman of UTStarcom, increasing his stake to 51%. On March 3, 2000, UTStarcom successfully went public on the NASDAQ. In 2001, Charles Xue exited the company, cashing out roughly $150 million. Later that same year following the IPO, Masa Son committed $90 million, while Hong  Lu，Chauncey Shey, and others contributed $10 million, forming the first fund for SoftBank China Venture Capital (SBCVC). Brilliance of Berkeley，and with that , the wheels of fate have begun to turn.

👋Introducing the #Meissonic# & #Menotico# model series, a collaborative pre-trained image generation model by Collov Labs! This marks another step forward in our research journey, following our work on #3D# Prior Image Synthesis and D-edit. In collaboration with University of California, Berkeley AI Research and Stanford University , this series features highly efficient image generation models based on the MIM (Masked Image Modeling) architecture. Designed to surpass traditional diffusion models (such as SDXL), these models enable efficient generation of 1024x1024 and 512x512 images even at the edge. The #Meissonic# & #Menotico# series represents a milestone for Collov Labs as we pursue advancements in hashtag#spatialdesignintelligence#. Our goal is to create stunning, efficient text-to-image models trained with minimal data and parameters, paving the way for cost-effective pre-training that delivers enterprise-grade solutions. By collaborating with clients in real estate and home decor, Collov offers customizable, compliant, and cost-controlled pre-training solutions. Through our post-training pipeline, MIM models excel in downstream tasks, including: 🖼 Precision: Perfectly scaled image generation 💡 Visual Memory: Retaining 3D and 2D concepts with fidelity, like furniture, cabinetry, and flooring textures 🚀 Spatial Reasoning: Intelligent spatial arrangement and drag-and-drop editing capabilities We’re thrilled to contribute to the open-source community, sparking discussions on YouTube and Reddit from Japan, Korea, the U.S., India, the Middle East, and the U.K. Check out this YouTube tutorial on deploying these models efficiently at the edge: We invite you to explore and discuss our work! Our code and full paper are now available: 💻 Hugging Face: 📄 Full Paper:

I am a Senior Partner at a compensation advisory firm and I have spent eleven years helping boards understand that performance-based pay was never meant to measure performance. It was meant to measure justification. Those are different disciplines. When a board hires my firm, we build what I call "intent-aligned metric frameworks." The intent being: the CEO gets paid. The framework being: whatever math produces that outcome. We do not rig anything. We select. There are always forty metrics available. We recommend the six that, given current market conditions, will most reliably trigger a payout. If conditions change mid-year, we recommend adjustments. If the adjustments aren't enough, we recommend exclusions. If the exclusions aren't enough, we recommend a committee-level override with disclosure language we draft ourselves. We have never failed to pay a CEO. Eleven years. Four hundred and thirty-seven engagements. Not once. The CEO-to-worker compensation ratio is 290 to 1. In 1965 it was 21 to 1. That is not inflation. That is not productivity. That is my profession. We did that. My industry exists because of the gap between what a CEO produces and what a CEO receives, and our job is to ensure nobody measures the first number with any precision. CEO pay has risen 1,085% since 1978. Worker pay has risen 24%. Same economy. Same companies. Same tariffs hitting both. Different consultants. RTX brought us in last January, three months before Liberation Day, and the committee pre-authorized tariff exclusions at that very meeting. Before any tariff was announced. Before any financial impact was quantified. They were buying insurance against their CEO's compensation being affected by policy he couldn't control. Christopher Calio's bonus went up 85% to $5.1 million. His total comp hit $27.7 million. The board minutes use our language exactly: tariffs are "externally imposed, unpredictable and unrelated to operational execution." We workshopped that sentence for nine billable hours across two partners, three associates, and a forensic linguist we keep on retainer for proxy season. Nine hours to make a bonus look like an act of God. The forensic linguist is named Margaret. She has a PhD in rhetoric from Berkeley and a $340 hourly rate and her entire job is to ensure that proxy statements technically say what happened while functionally saying nothing at all. She taught me that the word "despite" is the most dangerous word in a compensation disclosure. "Despite missing targets, the CEO received..." — that sentence has triggered four shareholder lawsuits in the last two years. We never use "despite." We use "after adjusting for factors outside management's control." Same meaning. Zero lawsuits. Margaret earns her rate. Yeti was my favorite project this cycle. Their actual operating income came in $13.4 million below the threshold for any payout at all. Zero. Nothing. The CEO had failed by every metric the board selected twelve months earlier, metrics we recommended, metrics designed to be achievable. He missed all of them. So the board added $38 million in tariff costs back into the calculation and the bonus lifted 42.6%. Failed became exceptional with one line item. I keep the before-and-after spreadsheet in a leather portfolio my wife gave me for our anniversary, hand-stitched, Italian, $4,200 from the Brunello Cucinelli on Madison. Because it is the cleanest piece of governance work I have ever done. A number that meant "you did not earn this" became a number that meant "the world was unfair to you" with one adjustment. Like watching water run uphill because someone tilted the table and called it hydrology. Ross Stores did the same thing. Gap did the same thing. The pattern is so consistent we have a template now. I save it as "tariff_exclusion_framework_v3.docx" on our shared drive. Version one was from COVID. That was our proof of concept. In 2020 we helped nineteen companies exclude pandemic-related costs from executive compensation calculations while simultaneously using those same costs to justify freezing worker wages. Nobody audits both filings. The CEO's proxy statement lives in one database. The employee communications about frozen raises live in another. We verified this. The two documents contradict each other and they will never be read by the same person. That is not a flaw. It is a feature we designed for. Becton Dickinson raised their performance factor from 74% to 85%. Ten of the eleven percentage points came from our tariff methodology alone. Integra Life Sciences would have paid out nothing without our adjustment. Their board chair called our work "essential governance." We saved four executive careers that quarter. The factory workers at those same companies absorbed the tariff costs directly. Their grocery bills went up 22%. Their gas went up. Their bonuses did not exist in the first place. Nobody called us about their performance factors. Nobody has a performance factor. That is not a thing that exists for people who make $22 an hour. The concept was invented for people who make $22 million. Stock-based compensation now constitutes 77.6% of the average CEO's total package. That number is important because stock is not adjusted for tariffs. It does not need to be. Stock is adjusted by stock buybacks. The same companies paying us to exclude tariff costs from bonus calculations spent $1.1 trillion on buybacks last year. Buybacks inflate the stock price. The stock price determines the vesting value of the CEO's equity grants. The tariff exclusion protects the cash bonus. The buyback protects the equity. We protect the disclosure language. Three separate mechanisms, three separate consultants, one outcome: the number goes up. Always. Regardless. The worker's 401(k) holds 0.003% of the same stock and receives none of these protections. Nobody schedules a committee meeting about that. Of twenty-two companies we reviewed this cycle, eight protected executive compensation from tariff impact. Four did not even disclose the dollar amount to shareholders. One disclosed but used a footnote so dense it required a CPA to parse. I wrote that footnote. It references three cross-linked exhibits and uses the phrase "partially offsetting macro-economic headwinds" in a subordinate clause nested inside a parenthetical that itself modifies a defined term from page 47 of the proxy. The median adjustment was 13%. Our range ran from 6% to 43%, depending on how exposed the business was, how aggressive the committee felt, and how recently their last shareholder lawsuit had settled. We bill for this at $2,100 per hour per partner. The total advisory fees across our eight tariff clients this cycle ran just under $4 million. The total executive compensation we preserved ran just over $180 million. Our clients paid $4 million to keep $180 million. I present that ratio at our own firm's compensation committee meeting each December. We always laugh. Not at the math. At the fact that nobody has ever once described us as overpaid. Meanwhile the median worker at these same companies received a 3.1% raise this year. Cost of living rose 4.8%. Their real compensation declined. Ours preserved $180 million for twenty-two people. The math is beautiful in its honesty if you are willing to look at it from the correct altitude. Someone at a governance conference in March asked why we don't build the same adjustments for hourly workers whose grocery costs went up 22% from the same tariffs. I explained that workers don't have performance-based compensation, so there's nothing to adjust. The system is elegant in a way I genuinely admire. Executives have metrics tied to outcomes they cannot control, which gives us the flexibility to remove outcomes they cannot control. Workers have fixed wages tied to hours, which gives us nothing to work with. Even if we wanted to. Which we do not. Want to. I said this into a microphone in a ballroom at the Ritz-Carlton in Half Moon Bay and three hundred people nodded and nobody wrote it down. The valet outside was making $17 an hour plus tips. His grocery costs went up 22% from the same tariffs. He does not have a compensation committee. He has a shift schedule taped to the break room wall next to a poster that says "You Are Valued." There is a moment in every engagement when the committee asks us if the adjustments are "defensible." Not ethical. Not fair. Not proportionate. Defensible. The question contains its own answer. A thing is defensible if no one with standing challenges it and no court with jurisdiction examines it. Shareholders vote on compensation packages with approximately 3% participation rates for non-institutional holders. The institutions — Vanguard, BlackRock, State Street — vote in favor 94% of the time because their own executive compensation is structured identically and they do not set precedents against themselves. We have never lost a say-on-pay vote for a client. Not once. In eleven years. The system is not defended. It is unattacked. Those are different kinds of invulnerable. My youngest associate asked me last week whether we'd ever considered what would happen if workers unionized and demanded the same tariff adjustments we provide to executives. I told her the answer is on page 3 of every engagement letter we sign: "This advisory relationship pertains exclusively to Section 16 officers and board-designated executives." The exclusion is not implied. It is contractual. We could not help workers even if a board asked us to, because our retainer specifically prohibits it. We wrote it that way. In 2019. After a client's board member made a similar suggestion and our managing partner decided to foreclose the question permanently. The retainer language was reviewed by three attorneys. It took four hours. We billed for it. Ford absorbed two billion in tariff costs and did not touch executive pay. I sent their proxy filing to three clients as an example of what happens when you don't retain a compensation consultant. Two of them called back within the hour. The third called the next morning and asked if we could backdate the engagement letter to January. I said no. Margaret said yes, technically, with the right language. We backdated it. The fee was $180,000. The CEO's bonus was $14.2 million. I keep a running document of these ratios. Not for the clients. For myself. To remember what we are worth. To remember that the distance between failing and exceptional is always exactly one phone call to my office.