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At Meta, 90% of my coworkers were Chinese, and non-Chinese were routinely excluded, disadvantaged, and targeted for layoffs. 6 out of the 7 layoffs I observed targeted non-Chinese despite non-Chinese being the vast minority. Certain orgs like ads and MRS are notorious for being Chinese dominated. I think Americans would be outraged if they knew that their own citizens were getting marginalized and laid off at their own companies, while Chinese promote themselves up, conquer entire orgs, and reap millions. Imagine if Huawei in Shenzhen had entire orgs and leadership chains completely dominated by Japanese people who brazenly spoke Japanese at work without a care in the world that their Chinese coworkers don't understand, imposed their own work culture without respecting Chinese culture, excluded the Chinese, and laid off Chinese people while promoting their own. I imagine Chinese citizens would be outraged, and never allow that to happen in the first place. The most blatant and obvious way that non-Chinese are excluded is that Chinese primarily speak Mandarin at work. I'm not talking about one-off conversations, I'm talking about every single conversation. Loudly and brazenly with no respect for others. 10+ teammates and leaders having a group conversation in Mandarin while the 2 non-Chinese don't understand and feel excluded from the team. Although everyone at least has the decency to speak English during formal meetings with a non-speaker present, it was common that right after the meeting ended everyone would immediately switch to Mandarin. Funny I'm in Korea right now and was just on a double date with 3 other Koreans, and I was shocked that when the conversation would split into two, the other couple would speak to each other in English in my presence just out of respect. A Korean couple on a double-date had the courtesy to speak to each other in English in front of me even though I'd never expect that from them, but my Chinese coworkers did not. Lunch was another place where non-Chinese were blatantly excluded. Recall that the team I joined was an all Chinese team with only one other non-Chinese person. The Chinese would always get lunch together and never invite us (except for one of them who occasionally would, though at some point stopped). Me and the non-Chinese person would invite them, they'd always refuse, and then shortly after they'd disappear and get lunch together. As a result, it was usually just the two of us getting lunch. (caveat, some of the newer Chinese who joined afterwards also experienced similar treatment. So it's moreso a clique thing than a Chinese vs. non-Chinese thing, though 100% of the clique was Chinese) On Wednesdays and Fridays I'd often be the only non-Chinese person on my team in the office, and they'd all get lunch together without inviting me. It was depressing, and made me not want to come into the office on those days. One team dinner we went to a Korean BBQ. I arrived with a non-Chinese coworker and the first table was full, so we sat at one end of the next empty table. Shortly after one of the Tech Leads walked in, and sat at the complete opposite end of our table, alone and not in talking distance to anyone. We invited her over, and she declined. Later another Tech Lead came in and sat across from her. Non-Chinese and Chinese at opposite ends of a long table at a team dinner, and they refused to sit with us. Eventually more people came and the TLs joined our side because I guess maybe it was too obviously anti-social, and they spent the entire dinner speaking speaking Chinese to each other. These were our tech leads. I could not understand how Meta could have "Tech Leads" that so blatantly excluded teammates. I thought Tech Leads were supposed to uplift the team, and that Meta would hold tech leads to a higher standard. Now someone might say that it's just lunch or a one-off team dinner, who cares? To that I vehemently disagree. Lunch is extremely important for team bonding, and so much information is transferred through informal socializing. I'm not saying that everyone needs to get lunch together everyday, but if a minority of people are excluded from getting lunch with the rest of the team, and especially the most tenured and senior employees, then naturally that minority is going to feel alienated, disadvantaged, and excluded from opportunities. And the very fact that they're excluded from lunch is reflective of being excluded in general. When 90% of an org and the entire leadership chain is dominated by one ethnicity, naturally their work culture is going to spill through. Chinese culture is completely different from American work culture, and learning to navigate that was a huge obstacle for me. For example I'm the type that tends to question everything and isn't afraid to challenge a "superior", but I quickly realized that my TL seemed to take offense to that, and would punish/retaliate me for it. I want to make it clear - I have nothing against Chinese people. Most of them are very kind (strong correlation between kindness and not engaging in the kind of exclusionary behavior I mentioned above), and I have many good friends who are Chinese. I get that some barely speak English (though I question how they got hired). I do genuinely believe that most are good people, and not deliberately trying to exclude others. But regardless of intent, the result is that non-Chinese get excluded. The fact that 6 of the 7 layoffs I observed were not Chinese in a 80-90% Chinese dominated org is testament to this. The fact that 90% Chinese dominated orgs even exist in the first place is testament to this. I might not even be posting about this given the sensitivity of the topic if not for the fact that I've seen and/or heard stories of some very toxic people who I do not believe would otherwise survive if not for their ability to exclude others, throwing others under the bus for the next layoff. The same people do this over and over again, and get away with it because they're part of the "clique" that essentially has immunity. I think the company needs to take this more seriously. Some ideas would be enforcing English at the office (I've heard of other teams that do this), raising leaders to a higher bar when it comes to team inclusivity (eg. under the "People" axis), investigating potential discrimination cases (eg. layoffs and/or mistreatment disproportionally affecting certain groups) and having a zero tolerance policy around that, having a zero tolerance policy around injustice in general (eg. lying or deliberately throwing somebody under the bus), ensuring more diverse teams, etc. But to be honest, I don't have faith that much would change so long as the entire leadership chain up to the VP level is dominated by the same ethnicity, language, and culture. Nor does it seem that leadership even remotely cares given that this has been happening in the HQ for probably at least the last decade, and is obvious to anyone who's stepped foot in the office.

Mark Zuckerberg told employees in a Wednesday memo that laying off 8,000 workers was necessary because “success isn’t a given.” The full memo, as published by businessinsider. "Hey everyone, I want to express my gratitude to everyone leaving today for all of the hard work you've put into serving our community. It's always sad to say goodbye to people who have contributed to our mission and to building this company. I feel the weight of that, and I'm spending a lot of time making sure we manage this as well as possible. This is the most dynamic I have seen our industry. I'm optimistic about everything we're building to give billions of people the power to express themselves and connect with the people they care about. I'm also optimistic about delivering personal superintelligence to everyone. We've always focused on putting power in people's hands. This is how we believe progress is made in the world. These values are what makes us different, and they are why Meta has been successful. But success isn't a given. AI is the most consequential technology of our lifetimes. The companies that lead the way will define the next generation. We're transforming our company to make sure it will always be the best place for talented people to have the greatest impact. People tell us that they appreciate the ability to take greater ownership and execute their vision with less bureaucracy and management to navigate. At the same time, we also want to provide everyone with as much stability as possible. We won't always get this balance right, but I care deeply about this so we'll keep adjusting and work hard to do right by people along the way. To that end, I want to be clear that we do not expect other company-wide layoffs this year. I also want to acknowledge that we haven't been as clear as we aspire to be in our communication, and that's one area I want to make sure we improve. I'm confident in what we're all building together. We are one of the few companies positioned to help define the future. Meta has the talent, the infrastructure, the apps and distribution, and the business model. We have a lot of work ahead, but what's on the other side is going to be extraordinary. Once again, I'm grateful to those leaving today. And I'm grateful to everyone around the company for all of the historic work we will continue doing together. Mark" --- businessinsider .com/heres-what-mark-zuckerberg-said-about-future-layoffs-at-meta-2026-5

Together, let's build MOMO with our hearts, and we will see hope! The path we've walked together to build MOMO isn't because it was easy, but because we've always believed. as long as we build with our hearts, MOMO will surely see hope. Every late-night discussion, every desire to move forward, every encouragement, every quiet perseverance these are bricks we've laid ourselves. MOMO isn't a cold, soulless project; it's our shared dream and our place of belonging. When everyone comes together, even the smallest strength will converge into a colossal, brilliant light. Every sincere contribution from you is silently pushing MOMO towards a better future. Build with our hearts, and we will surely see hope! 0x4c963aff6f37059775abca536f32d5b895d84444 #MOMO# #BNB# #Aster#

anybody who uses or learns agentic systems, SHOULD READ THIS the install order I run before any new agentic project: 1. PRIVACY: direnv + a real secrets manager install direnv, then plug it into your team's password manager (1Password CLI via op run, doppler, infisical, vault, pick one) what direnv does: loads per-folder environment variables when you cd in, unloads when you cd out. the real move is wiring it into your secrets manager so credentials NEVER live in plain text on disk what this stops: - API keys accidentally committed to git history, the most common AI agent breach pattern in 2026 - credentials leaking from one project into another through your shell history - shared .env files that one teammate quietly backs up to Dropbox - secrets that survive a laptop theft because they were sitting in /Users/you/projects the part nobody mentions: most "my agent got jailbroken" stories actually trace back to one credential the agent had access to that it shouldn't have. scope keys to projects, scope projects to folders, and the blast radius of any single compromise drops dramatically I shipped 2 agents with keys in .env files before switching. the day I plugged direnv into op run I stopped having that whole class of nightmare 2. TOKENS: litellm or portkey as your model proxy one URL that fronts every AI provider (Anthropic, OpenAI, Google, Mistral, local models). all your spend flows through one place what it saves you: - response caching keyed by prompt hash, cuts your bill 30-60% on repeat tasks - automatic fallback on rate limits (Sonnet hits a 429? falls to Opus, then GPT, then your local backup, no broken users) - per-feature and per-user budget caps, block the call before it costs $200 instead of auditing it after - model routing rules, cheap tasks to Haiku, expensive ones to Opus, never the wrong way - PII redaction before requests leave your network, security side benefit the part nobody mentions: every "$4k AI bill" story I've heard ends with "we didn't have a proxy in front." this is where you put guardrails around spend BEFORE the spend happens I built my own router for 2 weeks. it took 20 minutes to replace with litellm. I will be embarrassed about this forever 3. CONTEXT: uv + git commit on every passing eval install uv (the new Python package manager, 10-100x faster than pip+venv, by the Astral team behind ruff). then commit every time an eval suite PASSES, with the model version and pass rate in the commit message what this preserves: - exact dependency set via uv.lock, you always know which packages your agent was using, no nasty surprises from a quiet update - exact prompt + code state, you can reproduce any past run from a single git hash - exact model version paired to exact pass rate, a paper trail when prod breaks weeks later - one-command rollback to a known-working state when a refactor goes sideways - a compliance story, every prompt version tied to a model version in your commit log the security side: when something blows up in prod, you want to say "the prompt was version X, model was Sonnet 4.6.1, last eval pass rate was 94%." not "I think we deployed on Tuesday?" the first is an incident report. the second is a resignation letter I've lost more agents to "I changed 3 prompts in one session and broke something" than to any actual bug 4. VISIBILITY: mitmproxy in front of every LLM call it's basically a wiretap for your agent. install it, point your agent through it, and now you see every conversation your agent has with the model in real time what actually shows up: - every silent retry your SDK sneaks in when a call fails - the full prompt being sent (including any creds you accidentally embedded) - what the model returns BEFORE your code reacts to it - exact token cost per call, per tool, per loop iteration - responses that quietly trigger your code into doing something you didn't intend, this is where prompt injection lives the part nobody talks about: if a website your agent scraped slipped instructions into its data, mitmproxy is how you SEE the moment your agent decides to follow them. without this layer, you're trusting your agent did the right thing, not verifying I shipped 3 agents before adding this. I have no honest idea what they were doing in production 5. EVALS: inspect-ai (the framework the labs actually use) an eval framework is what tells you "this agent works" with numbers instead of vibes. inspect-ai is the one Anthropic, DeepMind, and the UK AI Safety Institute use for the eval reports you read in their papers. open source, MIT licensed what your homegrown version won't have: - run the same task across 5 different models and compare scores side by side - pre-built tests for risky agent behavior (lying, manipulating, misusing tools) - proper structure for evaluating tool-using agents, not just chat - repeatable scoring, the same input always gets graded the same way - reproducible eval seeds, so a flaky test is actually flaky and not just unlucky I wrote my own eval harness 4 times across 4 projects. threw it out 4 times if you ever want to say "my agent passes safety checks" out loud, the check has to come from a framework someone else can re-run. this is that framework the move that ties this together: keep a /lessons.md in every repo. every weird agent behavior, every edge case, every config change you find at 2am, write it down you will not remember it. you'll come back in 3 weeks and the lessons file is the only reason you still know what's going on lock these 5, keep the lessons file, your next agentic system takes 2 days instead of 2 months p.s. half of "AI agent" content online is people who've never run mitmproxy on their own loop. they don't actually know what their agent is doing. they're shipping demo videos. don't be that guy

The market may be cold, but people's hearts burn with passion; building MOMO stems from belief and love! The days of being a short-term trader were agonizing, chasing prices day after day, ultimately leading to disaster. Now, shifting from a short-term position to partnering with MOMO perhaps signifies a change in mindset. No longer chasing fleeting FOMO (fear of missing out), but believing in the power of belief, participating in long-term, sustainable development, from seed to blossom – a transformation, a spectacular metamorphosis. MOMO has never been a short-term speculative project. It requires a group of people with perseverance and determination, willing to work diligently through the harsh winter, building sustainably and taking deep root together. Even if profits aren't seen in the short term, they remain steadfast in their belief in the long-term value of the investors and builders. MOMO is not a short-term speculative project; it requires a group of people with unwavering determination, willing to work tirelessly in the freezing winter, building sustainably and deeply, taking root together. Even if profits aren't immediately apparent, they remain steadfast in their belief in its long-term value – the investors and builders. A sluggish market isn't scary, not even a freezing point is scary; what's scary is when no seeds sprout in the ground. Real opportunities are always sown in the coldest times and harvested in the hottest. MOMO's future isn't built by a single market surge, but by a persistent group of people, brick by brick, with unwavering dedication. 0x4c963aff6f37059775abca536f32d5b895d84444

Everyone knows about the 300 Spartans at Thermopylae. Almost nothing they know is the full story. Start with the number. There weren't 300 Greeks at that pass. There were around 7,000. Spartans, Thespians, Thebans, Phocians, Locrians, Arcadians, Corinthians. Citizen-soldiers from across Greece who marched north knowing they'd be facing the largest army the ancient world had ever assembled. The 300 is just the headline. The ones who stayed to the end. Now the men themselves. King Leonidas wasn't some chiseled 30-year-old. He was roughly 60 years old when he led that march. And the 300 he picked weren't his strongest warriors. They were specifically men who already had living sons. Spartan law demanded it. Leonidas wasn't choosing an army. He was choosing men whose bloodlines could survive their deaths. Every one of them knew what that meant before they ever saw a Persian. They marched anyway. And they didn't march alone in the way movies suggest. Each Spartan citizen-soldier was accompanied by helots, the enslaved underclass that propped up the entire Spartan economy, outnumbering their masters roughly seven to one. Hundreds of helots fought and died at Thermopylae too. They get no statues. No films. No name on the monument. The pass itself was barely 15 meters wide in 480 BC (it's silted up now and looks nothing like it did then). That bottleneck is the only reason a few thousand men could hold off a Persian force modern historians estimate at 70,000 to 300,000. Herodotus said 1.7 million. He was lying, or possibly counting cooks, slaves, and camp followers, but even the conservative number is staggering. For two days, they held. Wave after wave broken against bronze and discipline. Xerxes reportedly leapt from his throne three times in fury watching his men die. He sent in the Immortals, his elite personal guard, supposedly invincible. They weren't. Not in that pass. Then the Greeks were betrayed. A local man named Ephialtes, whose name still means "nightmare" in modern Greek, sold the Persians a goat path through the mountains that flanked the pass. The Phocians assigned to guard it scattered when the Immortals appeared in the dawn fog. Leonidas knew by morning he was surrounded. He dismissed most of the allied Greek forces. Saved their lives. But here's what almost nobody talks about: roughly 700 Thespians, led by a man named Demophilus, refused to leave. They were citizen-farmers from a small town that knew Persia was coming for them next no matter what. They chose to die beside the Spartans rather than run. About 400 Thebans stayed too, though their motives were murkier and many surrendered when the end came. So the "last stand of the 300" was actually closer to 1,500 men. The Thespians died to the last. Their town was burned to the ground by the Persians weeks later anyway. They're a footnote in a story that should bear their name. The final fight happened on a small hill called Kolonos. Spears shattered. Swords broken. Herodotus says they fought with hands and teeth at the end. Leonidas fell early, and the Spartans fought four times over his body to keep the Persians from taking it. They lost. Xerxes had Leonidas decapitated and his body crucified, a violation of Persian custom so extreme it tells you exactly how badly that old man had humiliated the king of kings. Forty years later, Sparta sent a delegation to recover his bones and bring him home. Two Spartans survived the battle. One, Aristodemus, had been sent away with an eye infection. He returned to Sparta and was treated as a coward, shunned, refused fire, refused conversation, until he threw himself into the front line at Plataea a year later and died seeking redemption. The other survivor, Pantites, was sent on a diplomatic errand and missed the fight. He hanged himself from the shame. That's the world they lived in. The epitaph carved at the site doesn't brag. It doesn't even mention victory, because there wasn't one. Roughly translated, it just asks the traveler to tell Sparta that her sons died here, obedient to her laws. A small group of farmers, an old king, an enslaved underclass written out of history, and a town that vanished from the map. Together, for three days in August of 480 BC, they did the math on freedom and decided the price was worth it. We remember 300 of them. There were always more.

This is an email I sent earlier today to all employees at Coinbase: Team, Today I’ve made the difficult decision to reduce the size of Coinbase by ~14%. I want to walk you through why we're doing this now, what it means for those affected, and how this positions us for the future. Why now Two forces are converging at the same time. We need to be front footed to respond to both. First, the market. Coinbase is well-capitalized, has diversified revenue streams, and is well-positioned to weather any storm. Crypto is also on the verge of the next wave of adoption, with stablecoins, prediction markets, tokenization, and more taking off. However, our business is still volatile from quarter to quarter. While we've managed through that cyclicality many times before and come out stronger on the other side, we’re currently in a down market and need to adjust our cost structure now so that we emerge from this period leaner, faster, and more efficient for our next phase of growth. Second, AI is changing how we work. Over the past year, I’ve watched engineers use AI to ship in days what used to take a team weeks. Non-technical teams are now shipping production code and many of our workflows are being automated. The pace of what's possible with a small, focused team has changed dramatically, and it's accelerating every day. All of this has led us to an inflection point, not just for Coinbase, but for every company. The biggest risk now is not taking action. We are adjusting early and deliberately to rebuild Coinbase to be lean, fast, and AI-native. We need to return to the speed and focus of our startup founding, with AI at our core. What this means To get there, we are not just reducing headcount and cutting costs, we’re fundamentally changing how we operate: rebuilding Coinbase as an intelligence, with humans around the edge aligning it. What does this mean in practice? - Fewer layers, faster decisions: We are flattening our org structure to 5 layers max below CEO/COO. Layers slow things down and create coordination tax. The future is small, high context teams that can move quickly. Leaders will own much more, with as many as 15+ direct reports. Fewer layers also means a leaner cost structure that is built to perform through all market cycles. - No pure managers: Every leader at Coinbase must also be a strong and active individual contributor. Managers should be like player-coaches, getting their hands dirty alongside their teams. - AI-native pods: We’ll be concentrating around AI-native talent who can manage fleets of agents to drive outsized impact. We’ll also be experimenting with reduced pod sizes, including “one person teams” with engineers, designers, and product managers all in one role. In short: AI is bringing a profound shift in how companies operate, and we’re reshaping Coinbase to lead in this new era. This is a new way of working, and we need to leverage AI across every facet of our jobs. To those who are affected I know there are real people behind these decisions — talented colleagues who have poured themselves into this company and our mission. To those of you who will be leaving: thank you. You’ve helped build Coinbase into what it is today, and I am sincerely grateful for everything you've done. All impacted team members will receive an email to their personal account in the next hour with more information, and an invitation to meet with an HRBP and a senior leader in your organization. Coinbase system access has been removed today. I know this feels sudden and harsh, but it is the only responsible choice given our duty to protect customer information. To those affected, we will be providing a comprehensive package to support you through this transition. US employees will receive a minimum of 16 weeks base pay (plus 2 weeks per year worked), their next equity vest, and 6 months of COBRA. Employees on a work visa will get extra transition support. Those outside of the US will receive similar support, based on local factors and subject to any consultation requirements. Coinbase prides itself on talent density. Our employees are among the most talented people in the world, and I have no doubt that your skills and experience will be highly sought after as you pursue your next chapters. How we move forward To the team that is staying, I know this is a difficult day. We’re saying goodbye to colleagues and friends you've been in the trenches with. But here’s what I want you to know as we move forward together: Over the past 13 years, we have weathered four crypto winters, gone public, and built the most trusted platform in our industry. We’ve made it this far by making hard decisions and by always staying focused on our mission. This time will be no different – nothing has changed about the long term outlook of our company or industry. And most importantly, our mission has never been more important for the world. Increasing economic freedom requires a new financial system, and we’re building it. The Coinbase that emerges from this will be more capable than ever to achieve our mission. Brian

おはにゃん🐱💖 4月スタートだね、いつもそばにいてくれてありがとにゃ✨️ 新しい月も、たくさん一緒に過ごせたら嬉しいな😊 これからも仲良くしてくれる？🩷 Good meowning 🐱💖 April has started, thank you for always staying by my side ✨️ I’d be happy if we can spend lots of time together this month 😊 Will you keep being close with me? 🩷 SFW illustration. No nudity or suggestive intent.