Corey Hodge Dot Net

Got a proposal in for @EthereumDenver #YearOfTheSpork just in time!😅 @SpaceportG: A blockchain n00b, two-brother, tell-all, NFT journey What's a 2-person team like? Pros and cons of working with fam? Will we launch in time before #ETHDenver #EDEN23? youtu.be/678csUnACuI

We may never know who introduced Takuya Nakamura to UK Jungle music, after moving from Tokyo to Boston to study Jazz theory - but I, for one, am very grateful.

this is actually insane > be tech guy in australia > adopt cancer riddled rescue dog, months to live > not_going_to_give_you_up.mp4 > pay $3,000 to sequence her tumor DNA > feed it to ChatGPT and AlphaFold > zero background in biology > identify mutated proteins, match them to drug targets > design a custom mRNA cancer vaccine from scratch > genomics professor is “gobsmacked” that some puppy lover did this on his own > need ethics approval to administer it > red tape takes longer than designing the vaccine > 3 months, finally approved > drive 10 hours to get rosie her first injection > tumor halves > coat gets glossy again > dog is alive and happy > professor: “if we can do this for a dog, why aren’t we rolling this out to humans?” one man with a chatbot, and $3,000 just outperformed the entire pharmaceutical discovery pipeline. we are going to cure so many diseases. I dont think people realize how good things are going to get

CHRONO TRIGGER Orchestra Concert: Melodies Across Time coming to North America New York - Oct 10 Chicago - Oct 14 Los Angeles - Oct 18 eventimliveasia.com/chronotrigger

🇯🇵🇩🇪 A German lady moved to Japan and became a farmer. I have to say I'm really impressed because a lot of us Japanese live in cities and can't do anything like this. Thank you for showing us respect.

The magic of lighting by Eric Wang✨

The Hollow Men American capitalism is rotting from the head down. We have replaced the "Owner-Operator"—the risk-taker-with a new, parasitic class of corporate bureaucrat: The Risk-Free Insider. By "Insider," I am not referring to a specific title. I am referring to the entire administrative state that has captured the modern corporation. This includes the Directors who exist solely to collect fees, the Executives who exist solely to collect bonuses, and the Managers who exist solely to hire consultants. These are the hollow men of the boardroom. They are masters of PowerPoint. They wear the right suits. They say the right buzzwords about "governance" and "ESG." But they are mercenaries fighting a war with someone else’s ammunition. In a functioning economy, authority is tied to liability. If you make a bad decision, you lose your own money. That fear of loss is the only thing that keeps a business honest. It forces you to cut waste, obsess over the customer, and stay late to fix what is broken. Today, we have severed that link. We have rigged the game so that heads, the Insider wins; tails, the shareholder loses. If the stock goes up, the Insider collects a massive performance bonus. If the stock crashes due to their own incompetence, they are fired with a "Golden Parachute" worth tens of millions. They are gambling with the house’s money, and they never leave the table poorer than they arrived. This looting starts in the boardroom. We have normalized a "Country Club" culture where directors are selected based on social profiling rather than their ability to build a business. The modern board member is often a professional tourist—paid an average of $350,000 a year. Let’s be brutally honest about what that number represents. The average director is paid nearly five times the GDP per capita of the United States. They earn more for attending four quarterly lunches than the vast majority of Americans earn in five years of hard labor. And for what? Most of these directors are "over-boarded," sitting on three or four boards simultaneously. They treat directorships as a gig economy for the elite. They fly in, rubber-stamp a compensation package they didn't read, and fly out. They collect checks from companies they do not understand, do not use, and certainly do not love. They are not there to ask hard questions. They are there to be collegial. They are there to protect the other Insiders. And what happens when these boards hire executives who also have no personal capital at risk? We get the Delegation Economy. When a Risk-Free Insider faces a crisis—bloated expenses, a broken supply chain, or a stale product—they do not roll up their sleeves. They hire a consultant. They pay a strategy firm millions of shareholder dollars to produce a 100-page deck telling them what they already know. This is not management. It is intellectual money laundering. They use shareholder capital to buy an insurance policy for their own careers. If the plan fails, they can blame the consultants. They delegate the work because they are terrified of the responsibility. They would rather preside over a slow, comfortable decline than risk a bold mistake. While American Insiders are busy optimizing their severance packages, our global competitors are optimizing their products. They are not slowed down by bureaucracy. They are not waiting for a slide deck. They are outworking us. If we continue to fill our C-suites with administrators instead of operators, we will lose our edge. We will see iconic American franchises hollowed out by fees, managed for the benefit of the Insiders, while the true owners—the shareholders—are left holding the bag. The time for polite governance is over. If we want to save the American economy from mediocrity, we must demand a return to the "Owner’s Mentality." We need leaders who treat shareholder capital with the same reverence they treat their own savings. The era of the Risk-Free Insider must end.

🇯🇵 Someone tried to walk from Shinjuku Sanchome Station exit C8 to Nishi-Shinjuku Station exit C8. It took him about 28 minutes. Although I grew up in Tokyo, I can’t do this without getting lost. It’s even harder at night as some paths are closed.

My free solo ascent of Taipei 101 in Taiwan is coming up soon - and you can watch it LIVE on @netflix. January 23 @ 8 PM ET / 5 PM PT. Exciting!!

An experimental MCP server for the Kanji alive API to allow it to be queried from e.g. Claude Desktop. github.com/kanjialive/kan…

@SmokeeRobinson Yo who was that even? Saw this and laughed, had a proper pokeball on there too lol

Did he really have a pokemon card chain?

全く無名の日本のバンドが何故か今アイルランドでバズっちゃってて今年の3月に初のアイルランドツアーを決行したら12公演全ソールドアウト。アイルランドでは超有名な公共放送に出演し、街を歩けば声かけられまくりで大旋風を巻き起こしました。日本発のアイリッシュバンド。2026年も行ってきます！

The Kanji of the Year for 2025 has been announced: Bear - 熊 (because this year has witnesses a record number of bear attacks, which are a frequent topic of TV news reports).

Fun Fact: “Ambient 1: Music for Airports” was the first album to use the word “ambient” in its title. Brian Eno coined the term for music meant to shape an environment rather than dominate it, helping launch a genre that now spans film scores, meditation, and electronic music.

Streets in Japan look so nostalgic when it snows.

hockeystick moments are the biggest opportunity of your career. It's exciting and kinda scary. Everything changes! I wrote Scaling Fast: Software Engineering Through the Hockeystick as your guide. 16 years of startup experience condensed into 240 pages scalingfastbook.com Scaling Fast is based on startup war stories, academic research papers, talking to my mentors, and reading industry insights. It shows you what it takes to survive and thrive through the hockeystick. You'll learn about scaling teams and scaling code, how they influence each other, and why none of it matters if the business is bad. Scaling Fast: Software Engineering Through the Hockeystick is organized in 3 sections: - Scaling the Business - Scaling the Team - Scaling the Tech The business part, that's to help you evaluate the companies you join, this isn't a business book. The team part, that's key to shaping your everyday. We talk about delegating decisions, empowering engineers, working smooth instead of fast, finishing things all the way to done, good code review culture, and shipping incrementally without risky big bang releases. The tech part, that's my favorite. We talk about good abstractions, architectural complexity, observing your systems break, making steady improvements to your code without huge refactoring sprints, why tests don't solve everything, what's even worth testing, how your team structure impacts what you can do with the code, and why solving today's problem is more important than building for an imagined future. None of it is about numerical scaling [name|]. That's easy in 2025. Computers are fast. The challenge is building complex systems that don't fit in any one person's brain without breaking the business. oftware engineering when your whole company changes every 6 months is the fun part of this gig. And that's what Scaling Fast is about. 👉 scalingfastbook.com

@engineering @Support Bug report: I’m fairly sure I never set up a password for the new Encrypted DMs, yet I’m being prompted to enter one after Prod rollout of this new feature, so now I can’t access my old messages at all.

@engineering friendly bug FYI: The link at the bottom of your “About Encrypted Direct Messages”help page, despite the text being “@engineering”, forwards to @TwitterEng and says account not found

Autumn is sometimes a season when depression increases. If you're feeling a bit down these days, that's normal. Let's keep our spirits up together and take care of each other!

Corridors of Time (CT) still leaves me speechless. The song plays at a critical juncture when several plot threads weave together into a rich tapestry. The sitar perfectly captures Zeal's exotic feel, and the 7th chords showcase a magical serenity in the sky. All time banger.

A 1990s video from Japanese TV News inside a Tokyo arcade. The players and boss interviewed about the gaming community and Street Fighter II tournament. ♥️