Phil Geiger

Big week in bitcoin and it isn't even Friday! -Morgan Stanley ETF went live -Strait of Hormuz adopted the bitcoin standard -We discovered that Bitcoin launched with the option to include quantum resistance without a fork With such great news, we should see a dump to $58k!

So it turns out that when Satoshi tried to remove covenants from bitcoin, he left in some vestigial features which allow for limited tx introspection and quantum resistant signatures Meaning bitcoin actually launched with quantum resistance back in 2009 x.com/i/status/20422…

You love to see it

Every socialist scheme boils down to the same formula: take wealth from those who create it and redistribute to those who vote for you. They dress it up as "justice" but socialists fundamentally believe productive people owe them something simply for existing. Look at Venezuela's oil revenues or Cuba's sugar wealth—socialists always inherit functioning economies, then systematically destroy them through redistribution schemes. They call entrepreneurs "exploiters" while living off the taxes entrepreneurs pay. The productive class builds civilization. Socialists then vote to confiscate it. Pathetic.

@mononautical This is what adoption looks like

crazy that Bitcoin is now being used to *prevent* boating accidents

古いものを壊すことから、始まる新しい旅です。 解体工事が完了し、現場は完全に「さらさら」の状態になりました。 春になれば、窓の外は目黒川の桜でピンク色に染まります。 ここからどんな新しい世界を描いていくのかをぜひ一緒に見届けてください。 次のフェーズもお楽しみに。 ＃Metaplanet #株主優待

@bitcoin_bugle @fold_app How much bitcoin do you get back on the Strait of Hormuz giftcard?

Oil tankers can now earn #Bitcoin rewards when they use their @fold_app debit card to pay tolls to cross the Strait of Hormuz

This is slick

@saylor They don't even make pennies anymore 😭

One penny of volatility. $330M of liquidity. Closed at par. $STRC

i'm not satoshi, but I was early in laser focus on the positive societal implications of cryptography, online privacy and electronic cash, hence my ~1992 onwards active interest in applied research on ecash, privacy tech on cypherpunks list which led to hashcash and other ideas.

@nytimes When you post articles like this, especially with your brand and reach, you put the subject in an enormous amount of danger. Adam Back is not Satoshi 🙄

Bitcoin’s founder, Satoshi Nakamoto, has remained hidden for 17 years. A trail of clues — and a year of digging by our reporter, John Carreyrou — led us to a 55-year-old computer scientist in El Salvador named Adam Back. nyti.ms/4bXWC3V

株主の皆さまへ。2026年3月31日時点で、メタプラネットの株主数が250,029名となりました。皆さまのご支持に、心より感謝申し上げます。 To our shareholders: as of March 31, 2026, Metaplanet's registered shareholder count has reached 250,029. Thank you for your continued trust and support.

@WalkerAmerica That's terrifying 😵‍💫. Glad to hear that she's and the baby are ok and recovering. Get well soon Carla!

Yesterday was the worst day of my life and then the best day of my life… Worst because I thought I might lose my pregnant wife. Best because Carla and the baby survived and are stable. Thank you to everyone who sent their thoughts and prayers for Carla. It’s been an insane 24 hours… Carla is stable now and both she and the baby are okay, but it got really fucking bad really fast… Scariest day/night of my life… Carla is an absolute badass and at the beginning of the slow road to recovery, and I am so damn thankful. Posting this here for those who’ve been asking what happened: Carla started feeling weird yesterday afternoon after a nap. We were up all night with our son and had to take him to urgent care in the morning, so we were all resting before going to meet up with the family for Easter Sunday. When Carla woke up she had some back pain and was very clammy. She was a bit disoriented but still totally coherent. Within 10 minutes she was almost completely unresponsive. Barely conscious. Crazy disoriented. Hardly able to respond even with single words. Zero control of her body. Totally limp in my arms. Vomited. I called 911 immediately. Paramedics arrived and she was still barely responding and could barely open her eyes. When she did open her eyes she said she couldn’t see, her vision was black. They got her in an ambulance to the hospital. Her BP was insanely low in initial readings, like 55/38… got her to the hospital and BP remained dangerously low. About an hour she appeared to improve a little after multiple rounds of fluids. BP still super low but higher than before. She became lucid and ER staff thought she was stabilizing. She was shivering from the IV and had a bit of back and abdominal pain but it was manageable. They said we’d have to stay the night for monitoring but would be fine to go home tomorrow. But then she started having severe abdominal and back pain around her shoulder blades. Pain got to the point where she was screaming like crazy. “Worst pain of my life” (and she has an extremely high baseline pain tolerance). I’ve never seen her in such unrelenting agony like that… The pain kept getting worse and they did additional scans. The ultrasound showed a lot of fluid in her abdomen, likely blood. They started giving her massive blood transfusions and shortly said she needed surgery immediately. They thought it might be a ruptured ovarian cyst but wouldn’t know for sure until they opened her up. Got her into the OR about an hour after that. Doctor said surgery would take an hour… 2.5 hours in the OR the later the doctor finally came out and said Carla and baby were both OK, thank god… longest 2.5 hours of my life... It turns out they had to do a giant incision down her entire abdomen from too to bottom to find the source of the bleeding (because it was NOT her ovaries or uterus) and bring in a third surgeon who was on call. They removed **2+ liters** of blood from her abdominal cavity. For context, the average adult woman has about 4.5 liters of blood in their entire body… They had to remove her spleen because it had ruptured and was the source of the bleeding… the doctors described it as “battlefield medicine” because of the amount of blood in and out and how dicey things got… but thank god both she and the baby are ok. The doctor’s still don’t know why the spleen ruptured… it was a “non-traumatic” rupture, meaning there was no physical injury to the spleen which caused the rupture (~1 cm). It was a “spontaneous” rupture, which is quite rare apparently. They did note that the spleen was slightly enlarged but also not sure why yet. Waiting for pathology to see if that provides any answers. May have been contributing physiological/mechanical factors from pregnancy but we just don’t know yet. The reason her shoulder blades were in such intense pain was because blood from the spleen was pooling under her diaphragm, blood is an irritant, and apparently that triggers the phrenic nerve which the brain interprets as pain between and around the shoulder blades. Multiple surgeons said she was “this close”…thank god we didn’t waste any time. When one of the surgeons checked in on her today, he said she would have been “dead by midnight” without the emergency surgery and splenectomy… The doctors also all said this combination of circumstances is very rare. Spleens obviously burst all the time, but usually it’s directly related to intense trauma, which was absent here. They said this case is probably going to be in medical journals because it’s so strange. Carla is still in a lot of pain (we’re not even 24 hours out from the end of the surgery yet), but she’s handling it like an absolute champ. She was sedated and intubated with a ventilator until about 5AM this morning. This afternoon she was already able to get up and go walking multiple times. The pain is really bad, but should hopefully start lessening with each passing day. It’s going to be a long road to recovery, especially with pregnancy on top of it, but she and the baby are both OK and right now that’s all that matters. One step at a time. In typical @carlabitcoin fashion, she’s already been cracking jokes and trying to bribe the nurses. She even fired off a tweet while still a bit loopy from the sedatives but now she’s just trying to manage the pain. Thankful for the great doctors, nurses, and paramedics who saved her life and our baby. Thanks again to everyone who has reached out and sent their thoughts and prayers. I’m passing along your messages to Carla and they’re very much appreciated. This still doesn’t seem real. A normal day turned into a nightmare so damn fast… Hug your loved ones tight. Life is a gift. Don’t take it for granted.

定時株主総会の様子を動画で公開いたしました。ご参加いただいた株主の皆様、改めてありがとうございました。 当日ご参加いただけなかった株主の皆様も、お時間のある際にぜひご覧ください。 youtu.be/HCKQ035I-50?si…

$130 billion for 16,000 jobs is over $8 million per employee! California must have the most high tech high speed rail in the world!

@BillAckman @X Go scorched Earth Bill

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?

Fun fact: The 2016 Princeton "research" paper about how bitcoin has a "security budget" problem, which altcoin influencers say will materialize in "8-10 years," is turning 10 this year! 🎉 Any time you hear about bitcoin and its "security budget," you can thank this poorly reasoned econstrology slop! economics.princeton.edu/working-papers…

📊 Bitcoin.jp Data活用術 第2回。 「今から買うのは遅いのか？」 「下がっているのは危険なのか？」 その判断、感情ではなく“数値”で見ていますか。 メイヤー倍率で相場の“体温”を読む👇 bitcoin.jp/jp/blog/what-i…

We asked Bitcoin fans at @Metaplanet's Japan Bitcoin Future Forum: if #Bitcoin was a Japanese anime, what would it be?