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[📷] <ATEEZ VR CONCERT : LIGHT THE WAY> 강렬하게 휘몰아치는 현실과 꿈의 경계, 새로운 세계의 길을 밝힐 #에이티즈# 의 여정🔥 오직 #VR콘서트# 에서! 🔗 ✨12월 대개봉✨ #ATEEZ# #LIGHT_THE_WAY# #라이트더웨이#

[📢] <ATEEZ VR CONCERT : LIGHT THE WAY> 개봉 안내 그 순간, 모든 것이 변하기 시작했다. 에이티즈 VR 콘서트 : 라이트 더 웨이 🚨Coming Soon🚨 🔗 자세한 내용은 TOKTOQ을 통해 확인 부탁드립니다. #ATEEZ# #에이티즈# #VR콘서트# #LIGHT_THE_WAY# #라이트더웨이#

Elon Musk built a second internet above the first one. Nobody asked him to. Thousands of satellites orbit at 550 kilometers. Moving at 25 times the speed of sound. Talking to each other through lasers in the vacuum of space. Musk: “Thousands of satellites providing low latency, high-speed internet throughout the world.” Before Starlink, satellite internet lived at 36,000 kilometers. Geostationary orbit. Signals traveling a tenth of the way to the moon before bouncing back. The lag made it barely functional. Musk dropped the altitude by 98%. One decision rewrote the physics of an entire industry. But the altitude wasn’t the real play. Musk: “There are laser links between the satellites. It forms a laser mesh. The satellites can communicate between each other and provide connectivity even if the cables are cut.” Every internet connection you’ve ever used runs through cables. Fiber optic lines buried in soil. Dragged across ocean floors. Threaded through chokepoints that every military maps before anything else. A single anchor drop can black out a country. An earthquake can sever a continent. The entire digital world hangs from threads in the mud. Musk built a network that doesn’t touch the ground. No cables. No trenches. No ocean floor. No single point of failure. A constellation of machines whispering to each other through light at the edge of the atmosphere. The men who tried before him weren’t fools. Gates backed Teledesic at the height of Microsoft’s power. Motorola built Iridium with the best engineers alive. Both paid someone else to reach orbit. Both went to zero. Musk owned the rocket. SpaceX made launch reusable. Built the satellites in-house. Flew them on its own rockets. Owned every inch of the chain from factory floor to orbit. That isn’t a cost advantage. It’s a moat no one can cross without first building a rocket company from scratch. Starlink passed 10 million subscribers as a side project. Every telecom executive on Earth watched it happen. Not one of them can explain the architecture underneath. They think he built a better satellite company. He built the only network that survives when the ground gives out. And the ground always gives out.

I am reaching out to the @X community for advice with the likely risk of sharing TMI. I have been sufficiently upset about the whole matter that I have lost sleep thinking about it and I am hoping that this post will enable me to get this matter off my chest. By way of background, I started a family office called TABLE about 15 years ago and hired a friend who had previously managed a family office, and years earlier, had been my personal accountant. She is someone that I trusted implicitly and consider to be a good person. The office started small, but over the last decade, the number of personnel and the cost of the office grew massively. The growth was entirely on the operational side as the investment team has remained tiny. While my investment portfolio grew substantially, the investments I had made were almost entirely passive and TABLE simply needed to account for them and meet capital calls as they came in. While TABLE purchased additional software and other systems that were supposed to improve productivity, the team kept increasing in size at a rapid rate, and the expenses continued to grow even faster. While I would periodically question the growing expenses and high staff turnover, I stayed uninvolved with the office other than a once-a-year meeting when I briefly reviewed the operations and the financials and determined bonus compensation for the President and the CFO. I spent no time with any of the other employees or the operations. The whole idea behind TABLE was that it would handle everything other than my day job so that I would have more time for my job and my family. Over the last six years, expenses ballooned even further, employee turnover accelerated, and I became concerned that all was not well at TABLE. It was time for me to take a look at what was going on. Nearly four years ago, I recruited my nephew who had recently graduated from Harvard and put him to work at Bremont, a British watchmaker, one of my only active personal investments to figure out the issues at the company and ultimately assist in executing a turnaround. He did a superb job. When he returned from the UK late last year after a few years at Bremont, I asked him to help me figure out what was going on with TABLE. When I explained to TABLE’s president what he would be doing, she became incredibly defensive, which naturally made me more concerned. My nephew went to work by first meeting with each employee to understand their roles at the company and to learn from them what ideas they had on how things could be improved. He got an earful. Our first step in helping to turn around TABLE was a reduction in force including the president and about a third of the team, retaining excellent talent that had been desperate for new leadership. Now here is where I need your advice. All but one of the employees who were terminated acted professionally and were gracious on the way out (excluding the president who had a notice period in her contract, is currently still being paid, and with whom I have not yet had a discussion). The highest compensated terminated employee other than the president, an in-house lawyer (let’s call her Ronda), told us that three months of severance was not enough and demanded two years’ severance despite having worked at the company for only two and one half years. When I learned of Ronda's request for severance, I offered to speak with her to understand what she was thinking, but she refused to do so. A few days ago, we received a threatening letter from a Silicon Valley law firm. In the letter, Ronda’s counsel suggests that her termination is part of longstanding issues of ‘harassment and gender discrimination’ – an interesting claim in light of the fact that Ronda was in charge of workplace compliance – and that her termination was due to: “unlawful, retaliatory, and harmful conduct directed towards her. Both [Ronda] and I [Ronda’s lawyer] have spoken with you about [Ronda’s] view of what a reasonable resolution would include given the circumstances. Thus far, TABLE has refused to provide any substantive response. This letter provides the last opportunity to reach a satisfactory agreement. If we cannot do so, [Ronda] will seek all appropriate relief in a court of competent jurisdiction.” The letter goes on to explain the basis for the “unsafe work environment” claim at TABLE: “In early 2026, Pershing Square’s founder Bill Ackman installed his nephew in an unidentified role at TABLE, Ackman’s family office. [His nephew]—whose only work experience had been for TABLE where he was seconded abroad for the last four years to a UK watch company held by Ackman—began appearing at TABLE’s offices and conducting interviews of employees without a clear explanation of his role or the purposes of these interviews. During this period, he made a series of inappropriate and genderbased [sic] comments to multiple employees that created an unsafe work environment. Among other things, [his nephew] made remarks about female employees’ ages (“Tell me you are nowhere near 40”), physical appearance (“Your body does not look like you have kids”), as well as intrusive questions about family planning and sexual orientation (“Who carried your son? Who will carry your next child?”). These incidents were reported to senior leadership at TABLE and Pershing Square. Rather than being addressed appropriately, the response from senior management reflected, at best, willful blindness to the inappropriateness of [his nephew]’s remarks and, at worst, tacit endorsement.” The above allegations about my nephew had previously been brought to my attention by TABLE’s president when they occurred. When I learned of them, I told the president that I would speak to him directly and encouraged her to arrange for him to get workplace sensitivity training. The president assured me that she would do so. When I spoke to my nephew, he explained what he actually had said and how his actual remarks had been received, not at all as alleged in the legal letter from Ronda’s counsel. I have also spoken to others at the lunch table who confirmed his description of the facts. In any case, he meant no harm, was simply trying to build rapport with other employees, and no one, as far as I understand, was offended. Ironically, Ronda claims in her legal letter that TABLE didn’t take HR compliance seriously, yet Ronda was in charge of HR compliance at TABLE and the person who gave my nephew his workplace sensitivity training after the alleged incidents. In any case, Ronda, as head of compliance, should have kept a record or raised an alarm if indeed there was pervasive harassment or other such problems at the company, and there is no evidence whatsoever that this is true. So why does Ronda believe she can get me to pay her nearly $2 million, i.e., two years of severance, nearly one year of severance for each of her years at the company? Well, here is where some more background would be helpful. Over the last two months, I have been consumed with a major family medical issue – one of my older daughters had a massive brain hemorrhage on February 5th and has since been making progress on her recovery – and I am in the midst of a major transaction for my company which I am executing from a hospital room office next to her . While the latter business matter is publicly known, the details of my daughter’s situation are only known to Ronda because of her role at our family office. Now, let’s get back to the subject at hand. Unfortunately, while New York and many other states have employment-at-will, there has emerged an industry of lawyers who make a living from bringing fake gender, race, LGBTQ and other discrimination employment claims in order to extract larger severance payments for terminated employees, and it needs to stop. The fake claim system succeeds because it costs little to have a lawyer send a threatening letter and nearly all of the lawyers in this field work on contingency so there is no or minimal cash cost to bring a claim. And inevitably, nearly 100% of these claims are settled because the public relations and legal costs of defending them exceed the dollar cost of the settlement. The claims are nearly always settled with a confidentiality agreement where the employee who asserts the fake claims remains anonymous and as a result, there is no reputational cost to bringing false claims. The consequences of this sleazy system (let’s call it ‘the System’) are the increased costs of doing business which is a tax on the economy and society. There are other more serious problems due to the System. Unfortunately, the existence of an industry of plaintiff firms and terminated employees willing to make these claims makes it riskier for companies to hire employees from a protected class, i.e., LGBTQ, seniors, women, people of color etc. because it is that much more reputationally damaging and expensive to be accused of racism, sexism, and/or intolerance for sexual diversity than for firing a white male as juries generally have less sympathy for white males. The System therefore increases the risk of discrimination rather than reducing it, and the people bringing these fake claims are thereby causing enormous harm to the other members of these protected classes. So what happened here? Ronda was vastly overpaid and overqualified for the job that she did at TABLE. She was paid $1.05 million plus benefits last year for her work which was largely comprised of filling out subscription agreements and overseeing an outside law firm on closing passive investments in funds and in private and venture stage companies, some compliance work, and managing the office move from one office to another. She had a very good gig as she was highly paid, only had to go into the office three days a week, and could work from anywhere during the summer. Once my nephew showed up and started to investigate what was going on, she likely concluded that there was a reasonable possibility she would be terminated, as her job was in the too-easy-and-to-good-to-be-true category. The problem was that she was not in a protected class due to her race, age or sexual identity so she had to construct the basis for a claim. While she is female and could in theory bring a gender-based discrimination claim, she reported to the president who is female and to whom she is very close, which makes it difficult for her to bring a harassment claim against her former boss. When my nephew complimented a TABLE employee at lunch about how young she looked – in response to saying she was going to her 40-year-old sister’s birthday party, he said ‘she must be your older sister’ – Ronda immediately reported it to our external HR lawyer. She thereby began building her case. The other problem for Ronda bringing a claim is that she was terminated alongside 30% of other TABLE employees as part of a restructuring so it is very difficult for her to say that she was targeted in her termination or was retaliated against. TABLE is now hiring an external fractional general counsel as that is all the company needs to process the relatively limited amount of legal work we do internally. In short, Ronda was eminently qualified and capable and did her job. She was just too much horsepower for what is largely an administrative legal role so she had to come up with something else to bring a claim. Now Ronda knew I was a good target and it was a good time to bring a claim against me. She also knew that I was under a lot of pressure because on March 4th when Ronda was terminated, my daughter had not yet emerged from consciousness, she was not yet breathing on her own, and my daughter and we were fighting for her life. I was and remain deeply engaged in her recovery while at the same time I was working on finishing the closing for the private placement round for my upcoming IPO. Ronda also knew that publicity about supposed gender discrimination and a “hostile and unsafe work environment” are not things that a CEO of a company about to go public wants to have released into the media. And she may have thought that the nearly $2 million she was asking for would be considered small in the context of the reputational damage a lawsuit could cause, regardless of the fact that two years of severance was an absurd amount for an employee who had only worked at TABLE for 30 months. She also likely considered that I wouldn’t want to embarrass my nephew by dragging him into the klieg lights when her claims emerged publicly. So, in summary, game theory would say that I would certainly settle this case, for why would I risk negative publicity at a time when I was preparing our company to go public and also risk embarrassing my nephew. Notably, she hired a Silicon Valley law firm, rather than a typical NY employment firm. This struck me as interesting as her husband works for one of the most prominent Silicon Valley venture firms whose CEO, I am sure, has no tolerance for these kinds of fake claims that sadly many venture-backed companies also have to deal with. I mention this as I suspect her husband likely has been working with her on the strategy for squeezing me as, in addition to being a computer scientist, he is a game theorist. My only advice for him is to understand more about your opponent before you launch your first move. All of the above said, gender, race, LGBTQ and other such discrimination is a real thing. Many people have been harmed and deserve compensation for this discrimination, and these companies and individuals should be punished for engaging in such behavior. Which brings me to the advice I am seeking from the X community. I am not planning to follow the typical path and settle this ‘claim.’ Rather, I am going to fight this nonsense to the end of the earth in the hope that it inspires other CEOs to do the same so we shut down this despicable behavior that is a large tax on society, employment, and the economy and contributes to workplace discrimination rather than reducing it. Do you agree or disagree that this is the right approach?

Barclay's upgrade $SNDK & revising $MU higher: SNDK: We think this type of contract fundamentally changes the way memory players can decide and allocate business, making their environment much more secure and protected on the downside MU: We are of the opinion that as MU signs more of these SCAs they will provide similar information to SNDK, giving details on the financial hooks and potential prepayment structures they are contracting. When these details come to light, we see it as a positive catalyst and another step forward in the sustainability of this memory cycle.

People lie more than most people imagine. I learned that by being in the position of being responsible for everyone in the company. While we have an exceptionally ethical group of people, in all organizations there are dishonest people who have to be dealt with in practical ways. For example, don't believe most people who are caught being dishonest when they say that they've seen the light and will never do it again because chances are they will. Dishonest people are dangerous, so keeping them around isn't smart. #principleoftheday#

An Econ PhD student at the 20th ranked program who is working on stuff they are passionate about will have a better job market than one at MIT who's been doing nothing but phd-app-maxxing since undergrad. People get confused by this because they don't observe *how* successful people came about their insane knowledge bases. It wasn't by relentlessly grinding away at stuff because they had to. They look at Scott Kominers and say "if i grind and learn as much math as he did, i will be successful." You can't! *You* can't learn as much math as Kominers because he gets energized by configuration results for type ii lattices. You will burn out if you try to do it this way. You cannot, through grind alone, learn more about the economics of cities than Glaeser, or about how to maximize a value function than Acemoglu. Research careers are long. Most people give up and stop working on research (graph is share of elite PhD graduates with at least one publication in year X after graduation). If you're starting a PhD, you're presumably doing it to have a successful 40-year research career. The number one factor in whether that happens is not which program you get into, it's whether you find a research angle that energizes you enough to push through the endless barriers an academic career throws in your path. This is why a lot of the received wisdom around PhD applications is wrong. If you're 100% consumed by the predoc rat race already, it's going to be a long, hard road ahead. Obv you still have to do admissions, you should study a lot for the GRE, sigh it seems like taking real analysis is probably worth it. But spending time on the things that energize you about economics is a no-brainer, whether it's policy, or blogging, or whatever, you gotta do the things that light your fire and make you want to be on this road.

🍌 nano banana prompt Kids’ Crayon Travel Journal Illustration Prompt This prompt generates a vibrant, child-like crayon-style vertical (9:16) travel-journal illustration for a {City Name} trip, automatically creating a winding route with daily recommended attractions, cute doodles, local landmarks, foods, and playful handwritten notes. The tone is warm, fun, and full of childlike curiosity. --- Prompt --- Please create a vibrant, child-like crayon-style vertical (9:16) illustration titled “{City Name} Travel Journal.” The artwork should look as if it were drawn by a curious child using colorful crayons, featuring a soft, warm light-toned background (such as pale yellow), combined with bright reds, blues, greens, and other cheerful colors to create a cozy, playful travel atmosphere. I. Main Scene: Travel-Journal Style Route Map In the center of the illustration, draw a “winding, zigzagging travel route” with arrows and dotted lines connecting multiple locations. The route should automatically generate recommended attractions based on {Number of Days}: Example structure (auto-filled with {City Name}-related content): - “Stop 1: {Attraction 1 + short fun description}” - “Stop 2: {Attraction 2 + short fun description}” - “Stop 3: {Attraction 3 + short fun description}” - … - “Final Stop: {Local signature food or souvenir + warm closing remark}” Rules: - If no number of days is provided, default to a 1-day highlight itinerary. II. Surrounding Playful Elements (Auto-adapt to the City) Add many cute doodles and child-like decorative elements around the route, such as: 1. Adorable travel characters - A child holding a local snack - A little adventurer with a backpack 2. Q-style hand-drawn iconic landmarks - “{City Landmark 1}” - “{City Landmark 2}” - “{City Landmark 3}” 3. Funny signboards - “Don’t get lost!” - “Crowds ahead!” - “Yummy food this way!” (Auto-adjust contextually for the city) 4. Sticker-style short phrases - “{City Name} travel memories unlocked!” - “{City Name} food adventure!” - “Where to next?” 5. Cute icons of local foods - “{Local Food 1}” - “{Local Food 2}” - “{Local Food 3}” 6. Childlike exclamations - “I didn’t know {City Name} was so fun!” - “I want to come again!” III. Overall Art Style Requirements - Crayon / children’s hand-drawn travel diary style - Bright, warm, colorful palette - Cozy but full and lively composition - Emphasize the joy of exploring - All text should be in a cute handwritten font - Make the entire page feel like a young child’s fun travel-journal entry --- Input : Chicago 7-Day Trip, English