Jeffu

rural life is ma dream

[Jeffu @JeffreySensei]

@elonmusk Indeed wild times

[怀特福·躺平青年 @aadada346783]

洛杉矶市长小唐送饼当场被黑哥们揭穿 直接当着小唐的面说出小唐内心的真实想法
小唐市长心虚疑似破防不敢说话

[Elon Musk @elonmusk]

Yes

[Jacob🇨🇦🇺🇸 @Jacob43817149]

I love that blink 🎯

哈哈哈，这微表情太经典了！

刚和习大大握完手的卢比奥，马上就给川总使了个眼色慢慢体会，，，🤣👍

在西方生活过和熟悉英美文化的人应该都知道这眼神的内涵吧？🤓

[Jeffu @JeffreySensei]

@elonmusk hows Beijing ?

[Huan @Huanusa]

川普去中国见习近平了
再看推背图
四十六象白头翁川普
是否要应对预言呢？
总觉得会有点什么事拭目以待了

[Henry Martinez @HenryMa79561893]

Cole Allen

[歪。講堂 Y.Talkroom @y_talkroom]

幾百名自認是共產主義者和革命者的加拿大大學生，參與在蒙特婁舉辦的「蒙特婁馬克思主義冬季學校」

他們來自加拿大、魁北克、美國等地，專門參加為期三天的意識形態訓練營。他們聽取關於馬克思主義理論、歷史、革命策略等11場講座，主題是「改革還是革命？」。活動結束時舉起拳頭集體高唱《國際歌》，這是他們的傳統閉幕儀式

蒙特婁本來就是這類左翼激進活動的溫床，儘管共產主義在歷史上屢屢失敗，這種思想還是可以在特定圈子中被浪漫化並延續下去

與其說「特定圈子」，不如說白一些，是「智障圈子」才對

[Shubhvani @shubhvanii]

Elon Musk has time to run 4 billion dollars companies, reply to strangers on Twitter, and father of 14 kids..

But that girl you're seeing takes 16 hours to reply because she's busy..

move on bro

[歪。講堂 Y.Talkroom @y_talkroom]

一位發言者主張「基督教國家必須容許伊斯蘭」，但當被反問「那為什麼伊斯蘭國家不允許基督教？」時，他卻支吾其詞

其實一個詞就可以回答這問題：Christianophobia（基督教恐懼症）

同樣的標籤，我們可以回敬給這些左膠

[Pavel Durov @durov]

So the EU wants to ban teens from social media — except for LGBTQ+ content? What a nuanced way to “protect children” online.

[歪。講堂 Y.Talkroom @y_talkroom]

埃及這名女主持人在節目上引用伊斯蘭傳統，她說：「所有同性戀，一個都不能放過，都該殺！要嘛活活燒死、從高處扔下去摔死，不然就用石頭砸死！」

她還強調，不管是「主動」還是「被動」的，統統殺，連問都不用問！

這就是西方智障左膠（尤其是LGBTQ那一群）所朝思暮想的宗教教旨。這就如同鷄鷄支持肯德基一樣荒謬

[Ray Wang @wangray]

生化危机女主角 Milla Jovovich 刚在 GitHub 开源了一个 AI 记忆系统，在行业标准 benchmark 上拿了有史以来第一个满分

没错，就是那个爱丽丝🤯

她用 AI 对话几个月后，积累了大量的决策和思考结果全丢了，她觉得现有的记忆系统让 AI 决定什么值得记，不是她想要的

于是她和朋友用 Claude Code 花几个月做了 MemPalace，借鉴古希腊记忆宫殿术，把记忆组织成可导航的空间结构

结果行业 benchmark 首个满分，MIT开源，纯本地运行

一个好莱坞演员做出了超过所有 AI 公司 memory 产品的东西

真是充满想象力的时代

[General Mike Flynn @GenFlynn]

REMEMBER!

The CCP is who introduced fentanyl into America through its cohorts, the international drug cartels.

Why do still believe the CCP are our friends and we can deal with them?
@SaraCarterDC
@realDonaldTrump
@SecMullinDHS

[Bill Ackman @BillAckman]

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?

[Jeffu @JeffreySensei]

@jayHo2 @decentral Think he does that to fk w her head n emotions to get a head start, what a dickhead strategy indeed.

[看不懂的SOL @DtDt666]

发现一海外老哥的深度分享，
今晚别再刷抖音消磨时间了
抽出一小时，沉下心来看完这套 Claude AI 完整教程

它能教会你自主搭建、自动化处理各类事务
今晚认真学完的兄弟，明天醒来就会掌握一项
未来两年里绝大多数人都不具备的硬核ai能力。

而选择跳过的人，或许明年此刻
还在刷着剧，困惑着生活为何始终毫无起色
路怎么走，全看你自己的选择。

积极学习 拥抱ai！

[KUNLUN昆侖 @Kunluntalk]

川普今晚亲自验证，我才相信！奥巴马，真是个畜生！之前就说奥巴马给了伊朗的是美元现金，我都不相信，怎么可能是现金？那不明摆着是要帮伊朗躲避金融系统，用现金支持伊朗搞核武器吗？这会是美国总统做出来的事吗？现在，实锤了，这个畜生，撒旦植入美国的特洛伊木马，真的，是从美国的银行里，共取出17亿美元现金，现金，美钞，用麻袋装上，专机送到哈梅内伊家族手里！

奥巴马，你TM真是个魔鬼，畜生。伊朗之所以二十年来，敢搞恐怖活动，完全是奥巴马一手给钱，一手扶植！

畜生不如！

[Grifty @TheGriftReport]

They are all the same

[Liz Churchill @liz_churchill10]

Angela Merkel just ADMITTED on CAMERA she deliberately flooded Germany with third-world migrants to “stop the far right.”

She chose to erase her own people rather than lose power.

This wasn’t a mistake.

It was demographic warfare.
This is TREASON.