Frogamoto

@RootkitAlpha When are going to pivot to Data centers and copper mining?

YOU GOT SCAMMED🫵🐽 This is people’s money. Misappropriated assets. Drained liquidity. Founders enriching themselves at investors’ expense. Bookmark & share this so financially harmed users can see it and report their losses. ✔️ SEC → sec.gov/tcr ✔️ CFTC → cftc.gov/complaint ✔️ FBI IC3 → ic3.gov $PORK $PNDC $WPOND POND0X / Poolvoid.eth / GEOFF. ai / Pauly0x / hWonderofWorld / JIMMYEDGAR

@RootkitAlpha Looks like Jeremy has checked out now that their "Ai" company is collecting users financial data in Singapore. Even their little chat channels are dead.

You Got Scammed 🫵🐽 $PORK $PNDC $WPOND POND0X / Poolvoid.eth/ GEOFF. ai / Pauly0x / hWonderofWorld / JIMMYEDGAR

@RootkitAlpha 🤣🤣🤣

These are the faces behind a protocol where approximately $60M in $USDC & $ETH was off-ramped from users funds, while $PORK, $PNDC and $WPOND collapsed over 99% and most promised features never became reality. 3 years later: • no transparency • no audited treasury reports • no accountability • no delivery Instead, the narrative pivots again now to GEOFF. ai. Why is no one asking? Where did the community funds go? Where are the promised utilities? Why were users encouraged to keep buying and holding while liquidity and value collapsed? How many more “next big things” will be used before people demand answers? It’s time for transparency, accountability, and justice. If you were financially affected or believe you were misled, report your experience: ✔️ SEC → sec.gov/tcr ✔️ CFTC → cftc.gov/complaint ✔️ FBI IC3 → ic3.gov Bookmark and share this so it reaches everyone financially harmed by these individuals and protocols. Every claim matters. On-chain records do not forge

@RootkitAlpha Of their Ai was anything special more people would be talking about it, but no one is talking about because it's just more extraction bullshit. Bubbles don't exist in crypto and keys don't exist in Ai, unless you want to drain your users and add zero value.

@justfwy It will only go up in value. Flooring it would be the sucker move.

If you got given a Bored Ape and an invite to join the lol cabal, would you keep it or floor it? Tell me your answer in the comments. Eyes are watching.

@justfwy @MontiMania @mikadontlouz What's more important, not being broke or not being a bitch?

@MontiMania @mikadontlouz Didn’t realize she was so broke. I need to vet people better.

Did @mikadontlouz just WETH the ape she got gifted from ben.eth and take the profits for herself? That's absolutely savage 🤯

If your crypto influencer begins to spend more time with his lawyers writing TOS for new "products" he is launching, he already has all the money he needs from you and is looking for new suckers to scam.

If you were financially harmed by POND0X / $PORK / $PNDC / $WPOND / Poolvoid.eth involving Pauly0x (Jeremy Jacques Cahen), JimmyEdgar (James Edgar), and hWonderofWorld (Ryan Hickman), after years of alleged misleading promotions, false promises, undelivered utility, treasury opacity, user-fee extraction, and catastrophic token collapses, consider filing a formal complaint. Each user claim is important ✔️ SEC → sec.gov/tcr ✔️ CFTC → cftc.gov/complaint ✔️ FBI IC3 → ic3.gov Include: • wallet addresses • transaction hashes • losses incurred • screenshots/posts you relied on • timeline of events

@JackDorsey0x 🤣🤣🤣🤣🤣

There are thousands of thousands of people all around the world who are waiting to use Geoff.ai. It is the only LLM in the world that does not store your private data. 1,000 quickly becomes 10,000. 10,000 quickly becomes 100,000 100,000 quickly becomes 1 million.

If you believe you were materially misled regarding $PORK and/or $PNDC through repeated public statements about future value, utility, exchange listings, market-making deals, long-term growth expectations, or ecosystem development that never ultimately materialized, consider documenting your experience and filing a formal complaint. This includes: • promotional statements • price/value expectations • utility claims • treasury-related representations • exchange/listing narratives • token ecosystem promises Keep: • screenshots • transaction hashes • wallet records • timelines • archived posts/videos/statements If you were financially affected, you may consider reporting your experience to: • SEC → sec.gov/tcr • CFTC → cftc.gov/complaint • FBI IC3 → ic3.gov Public blockchain records remain permanently verifiable. Each report matters.

If you swapped/invested lead by fake advertised on Pond0x “10x rewards” promo for $PEPE/ $PORK or any other tokens and never received what was promised, document EVERYTHING. Save screenshots, tx hashes, wallet activity, dates, and promo posts. You can file an internet fraud complaint with: • SEC → sec.gov/tcr • CFTC → cftc.gov/complaint • FBI IC3 → ic3.gov Misleading promos used to drive trading volume and max extraction of users fees should be investigated.

Based on the attached on-chain trace, POND treasury funds appear to keep moving out while $PORK, $PNDC and $WPOND sit at or near ATL levels. Latest trace ~$384.69K reportedly moved from the POND Treasury wallet to a Kraken deposit wallet. Another ~$62.5K moved from the treasury to a Gnosis wallet, apparently awaiting the next step to be off ramped. Tx's hash: 0xe19698533808c8a6a3e2975f9fc8f337b041cf27f995459304e3eaab3a002f76 0x248b55f8da8ec7eea35b20f89fcfb92256f306fa85916f4ec137bb9c5c4b1808 Meanwhile: ❌ $PORK at ATL ❌ $PNDC near ATL ❌ $WPOND crushed ❌ Zero meaningful POND protocol features delivered or working ❌ No clear treasury transparency ❌ No audited treasury reports ❌ Founders appear to have stopped discussing POND, $PORK and $PNDC entirely and pivoted no the next extractio GEOFF. ai For 3 years, users were sold promises, promos, “infrastructure” narratives, protocol utility claims, fee-generating campaigns, subscriptions and volume-driving mechanisms. But the result for holders has been devastating losses while treasury-linked funds kept moving out (approx. + $60M ) If you were financially harmed by POND0X / $PORK / $PNDC / $WPOND / Poolvoid.eth after years of alleged false promises, misleading promos, user-fee extraction, possible wire fraud, promises of gains that never materialized, and token utilities that never became real, consider filing a complaint: • SEC → sec.gov/tcr • CFTC → cftc.gov/complaint • FBI IC3 → ic3.gov Misleading promotions used to drive trading volume, collect user fees, sell subscriptions, and extract value from users should be investigated. On-chain records do not forget.

@RootkitAlpha Looks like this weekend's grift is going to be more Ai slop with teams in Asia collecting users financial data. Now that Sportsball season is over he will need a new pile of cash for cocaine to impress his fake celebrity friends.

Questions Still Remain Unanswered. • Who controlled the treasury wallets? • What exactly were “infrastructure costs”? • Why did major treasury outflows coincide with key timeline events? • Where are the audited treasury reports? • Where did protocol funds ultimately go? • Why were so many promised features never delivered? Regarding $PORK and $PNDC: • What was the long-term utility model? • Why did liquidity and market value collapse so aggressively? • Were holders given full transparency regarding treasury activity and token-related decisions? • Who benefited financially while the majority of holders suffered near-total losses? Public blockchains preserve records permanently. If you were financially affected by the Pond0x Protocol and/or PoolVoid, consider filing your experience: • SEC → sec.gov/tcr • CFTC → cftc.gov/complaint • FBI IC3 → ic3.gov Each Report Matters.

@JackDorsey0x @CrYpTo_HoLD88 @NOT_U_0x @brian_armstrong You think you are a legend because a smart contract Ryan launched briefly surpassed the value of the $Pepe contract while $Pepe was at all time lows?

@CrYpTo_HoLD88 @NOT_U_0x @brian_armstrong Wow, that’s cool! I forgot that I made $PORK, the only token to ever flip $PEPE. And then $trump came along and became #2. I forget how legendary I am sometimes.

@brian_armstrong COINBASE SCAMS ITS USERS NOW COINBASE SCAMS ITS EMPLOYEES TOO!! Geoff.ai

@ZachWitkoff Are you in on the Trump Gold phone scheme as well?

Justin Sun engaged in a defamatory campaign to torch World Liberty Financial’s reputation. He knew his claims were false and made them anyway to harm WLFI token holders. I look forward to the truth coming out in court.

@gothburz The big question is will they be making a Lego movie where Luke Skywalker, Tony Stark, Indiana Jones, and Bruce Wayne battle Darth Vader, Thanos, Darkseid, and the Nazis?

I am the Vice President of Franchise Lifecycle Management at Walt Disney Studios. I have held this position for seven years, which means I have overseen four theatrical releases, six streaming series, two theme park expansions, and the conversion of a 47-year-old space opera into a subscription retention engine with an annual yield that exceeds the GDP of Belize. I have a framed original 1977 Star Wars theatrical poster in my office on the third floor of the Frank G. Wells Building in Burbank. It is worth $14,200. I know this because Corporate Asset Management appraised it when we moved floors. It is classified as a Franchise Heritage Display under Internal Code FHD-1977-001. The insurance is paid quarterly. May the 4th is not a holiday. It is a revenue event. Internally we call it Franchise Activation Window Q2-Alpha. I designed the current activation model in 2021 after we noticed a 340 percent spike in Disney+ engagement during the first 72 hours of May. The spike correlated with subscriber re-enrollment. People who had cancelled came back. For Star Wars. They stayed for the bundle, for the parks, for the merchandise pipeline that activates the moment a subscriber re-enrolls and does not deactivate until the credit card expires or the account holder does. Fans invented May the 4th in 1979. We own it now. That's retention architecture. George Lucas sold us the franchise in 2012 for $4.05 billion. At the time, Wall Street called it expensive. The slide I presented at last year's board review was titled "Return on Mythology." The room did not laugh. The room does not laugh at returns like that. That's portfolio performance. I manage a team of forty-three people. Six of them manage the Character Lifecycle Pipeline. It tracks every named character across all Star Wars properties and assigns each a Monetization Readiness Score from 1 to 100. Baby Yoda scored 97 before his first episode aired. We call him Asset GG-01 internally. Never Grogu in planning documents. We knew. The ears were right. The eyes were right. The price point was right. The merchandise tooling began fourteen months before the first trailer. A plush Asset GG-01 generated nine figures in retail sales in its first fiscal year. I keep one on my bookshelf next to the poster. Visitors think it's charming. It is a case study. We do not retire characters. We sunset them into merchandise. That's creative development. Every planet in the Star Wars universe has a Theme Park Conversion Index. Tatooine scored 34. Too barren. Low ride density potential. Batuu scored 91. We invented Batuu. Galaxy's Edge cost $1 billion per installation. Two installations. We built a planet that never existed in any Star Wars film because the planets George Lucas created were not optimized for queue throughput and per-capita food-and-beverage spend. Batuu has fourteen points of sale. Tatooine has sand. That's experience design. I attend a quarterly review called the Franchise Health Assessment. Twelve people in a room with a 74-inch monitor showing engagement curves, merchandise velocity, subscriber acquisition cost, and something we call the Nostalgia Decay Index. Proprietary. It measures how quickly audience attachment to a character diminishes without new content. The original trilogy characters decay at 3.2 percent per quarter without activation. Vader has never dropped below 94. We activate him annually. Death improves the numbers. A character that stops generating content is a character that stops generating revenue. We do not let characters rest. We deploy them. The audience mourns the thing we killed. The audience pays to mourn it. The mourning is the product. That's franchise stewardship. At Star Wars Celebration last year a woman in the front row cried during the trailer reveal for the new series. Full tears. Hands over her mouth. My social media analyst was sitting three rows behind her. He sent me a Slack message during the standing ovation: "Organic engagement. Estimate 11-second dwell on reaction cam if we clip it." We clipped it. 2.3 million views on the official account. She does not know she is in our metrics deck. Slide 9. "Authentic Fan Response, Owned Channel Conversion." We did not ask permission. She was on our property. A man at the same event was dressed as a handmade Boba Fett. Full armor. Told our brand ambassador he spent eight months building it. We photographed him for the official gallery. The legal department classifies cosplay at our events as "voluntarily contributed brand-adjacent content." The eight months he spent is earned media we did not pay for. His labor is our asset. He thinks he is expressing love. He is performing marketing. That's community activation. The audience that hates the new content still watches it. We track this. There is a metric called Negative Sentiment Engagement. It counts. A hate-watch is a watch. A rage-tweet is a tweet. A cancellation-threat viewer who returns the following season is a re-enrolled subscriber with a documented conversion event. The Franchise Health Assessment does not distinguish between love and anger. Both are dwell time. That's audience retention. The original trilogy was released between 1977 and 1983. Six years. Three films. Since the acquisition we have released five theatrical films, three animated series, seven live-action series, and assorted specials in twelve years. One of the analysts on my team calculated that we have produced more hours of Star Wars content in the last decade than existed in the franchise's entire history before we bought it. I approved that statistic for the investor deck. Proudly. George Lucas made Star Wars at the speed of art. We make it at the speed of subscriber retention. That's operational excellence. Kathleen Kennedy has been president of Lucasfilm since the acquisition. Thirteen years. She has been called the destroyer of Star Wars on every platform that exists. YouTube. Reddit. Twitter. Podcasts I have never heard of with audiences larger than some of our series. More online petitions than any executive in entertainment history. She is the best lightning rod money can buy. Every show that disappoints. Every director we fire mid-production. Every sequel that underperforms. Every series that divides the audience into camps that hate each other more than they hate us. The anger goes to her. Not to the quarterly targets that required the content velocity. Not to the subscriber retention model that dictated the release cadence. Not to the Franchise Health Assessment that mandated six series in three years because the Nostalgia Decay Index said we had to. Not to me. We fired Colin Trevorrow. Solo lost money. We fired Phil Lord and Chris Miller mid-shoot because they were making a film instead of a franchise installment, and the difference matters when your production pipeline has merchandise tooling deadlines that predate the final cut by nine months. We restructured three films during production. Each time, the internet burned her name. Not the system. Her. I have watched her absorb sustained online hatred while the stock price held and the content pipeline delivered on schedule. I included this in a presentation once. I did not call it a sacrifice. I called it Brand Sentiment Redistribution. The room understood. She is not a scapegoat. Scapegoats are temporary. She is a load-bearing wall. She bears the weight so the architecture remains invisible. We did not ruin Star Wars. We completed it. That's leadership. Toy sales declined 47 percent between 2016 and 2023. The merchandise team presented this at the quarterly review. Nobody used the word "decline." The slide was titled "Portfolio Diversification Across Experiential and Digital." Lightsaber sales were down. App revenue was up. The math balanced. We had converted physical play into digital engagement. A child who once held a plastic lightsaber in their backyard now taps a screen to unlock one. The screen charges monthly. The backyard was free. That's monetization evolution. My daughter is seven. She has a Grogu backpack, a Princess Leia Halloween costume from the Disney Store, and a lightsaber app on her iPad that charges $6.99 per month for the premium blade colors. She owns $430 of Star Wars merchandise by our internal retail tracking. She has never seen a Star Wars film. She asked me once if we could watch one together. I said after Q2. Q2 ended. She did not ask again. Fine. She does not need to see the films. The films are a delivery mechanism. The merchandise is the product. She is wearing the product. She is carrying the product. She is the product. That's family engagement. I watched the original Star Wars for the first time in 2018 as a competitive analysis exercise. Six years into my career managing the franchise. I took notes on pacing, demographic appeal, and merchandise integration points. I identified eleven moments with high emotional resonance that could anchor future content. My team calls these Emotional Equity Nodes. The scene where Luke stares at the twin suns is Node 7. We have activated Node 7 in four separate properties across three platforms in two fiscal years because nostalgia, when properly indexed and deployed against a subscriber base with documented emotional attachment, converts at rates that would make pharmaceutical direct-to-consumer advertisers weep. I did not cry. Noted the runtime. Two hours and one minute. Inefficient. A streaming series gives us six to eight hours of engagement per character arc. The math is better. That's content optimization. George Lucas visited the lot last spring. This happens occasionally. He has an office in the building though I am told he rarely uses it. My team was asked to present the Character Lifecycle Pipeline as part of a broader franchise update. We showed him the Monetization Readiness Scores. We showed him the Nostalgia Decay Index. We showed him the content velocity projections through 2030. He was quiet for a long time. He looked at the numbers the way a father looks at a child's bedroom that has been converted into a rental unit. My director leaned over afterward and said she thought it went well. I agreed. He did not interrupt once. He did not ask us to stop. He did not say this is not what I made. He did not say anything at all. He just looked at the screen. I interpreted his silence as respect. We did not fire the creator. We promoted the franchise past him. He built the prototype. We built the factory. That's legacy management. I keep the 1977 poster in my office because it reminds visitors what we are preserving. The poster is behind glass. The glass was installed by Facilities. The frame cost $600. The insurance premium is $340 per year. In the original film, the Empire believed it was bringing order to the galaxy. It built infrastructure. It created jobs. It maintained supply chains. It measured success in reach, efficiency, and control. It could not understand why anyone would choose a desert farm over a functioning battle station. I have a slide that says the same thing. Page 14 of the Q2 franchise review. The title is "Galactic-Scale Brand Architecture." I did not write the title as a joke. The Rebellion was never defeated. It was acquired. We converted rebellion into a loyalty program. The Resistance is a product line. Hope is a quarterly target. The poster is not a movie poster. It has not been a movie poster since 2012. May the Force be with you. The Force is a registered trademark of Lucasfilm Ltd., a wholly owned subsidiary of The Walt Disney Company. All rights reserved.