rdragon21

@aleabitoreddit $sivef vs $sive V?

I think I deserve my own Netflix special after $AXTI and $SIVE?

@Brownmoose In what market? Because $sivef doesn’t show the same growth

$31,500 Invested in $SIVE 3 months ago would be worth $1,001,700. +3080% gain in 90 days. 90 days to become millionaire from $30k

@jeremybernier Meta’s ads business is thriving

I joined Meta as a software engineer and was matched to an ads team. I thought I'd be coding (this is in 2024) and scaling high scale systems. Turns out the team was mostly tweaking parameters, clicking through outdated UIs on internal tools to pull metrics and screenshot paste them into Google Docs, and having alignment meetings to decide on the next parameters. The coding was just config updates. The alignment meetings required presenting all the data points and recommendations to the Tech Lead, followed by them quizzing you on every combination of every data point. You needed to win the TLs approval on every "tuning", otherwise you wouldn't be able to get your next diff approved, your launch would be delayed, and the TL would tell your manager that you're not accountable to timelines, impacting your performance rating (as I previously mentioned, TLs have enormous influence over your rating. 1 bad TL feedback and you're screwed). The whole thing felt incredibly inefficient and performative, and had little resemblance to software engineering. I'd question certain asks (eg. pointless backtest investigations) and processes, and would be punished for it. I'd offer suggestions for improvement that you'd think would be totally uncontroversial (eg. automation), and my manager would discourage me. Questioning itself seemed to be seen as a threat and punished. The Team The general team dynamic and incentives seemed to be completely off. The knowledge was mostly tribal, and almost seemed to be guarded. I already mentioned that the team/org was dominated by a clique from one country who'd primarily speak their language at the office and stick to their own. The team had gone through something like 5 managers in the last 2 years, and the TLs had recently kicked the previous manager out. The org had just brought in a new director, senior manager, and manager (interestingly they were all from another Asian country. Spoiler: they all left within a year). Work being "suboptimal" is one thing, but there's nothing more miserable at work than people problems. The Tech Lead was extremely rude, disrespectful, and had me questioning my own sanity. They'd ask me to do work knowing I don't have the context, refuse to provide the context, then gaslight me for not figuring it out. They'd inundate me with tasks telling me they needed to be done by end of day despite the tasks not actually being urgent and sometimes not even necessary at all, despite knowing that I didn't have the bandwidth, and then not even review the work they'd asked for that needed their approval to unblock (eg. a diff). They seemed more interested in getting me to commit to deadlines in public group chats than providing any real support. They'd even go as far as to ignore me when I'd greet them when coming into/out of the office, and avoid eye contact when passing in the hallways. I heard a rumor that this TL and another TL had previously tried to modify the deadlines in a doc containing another employee's work to make it looked like that employee had missed deadlines. I legitimately felt like the Tech Lead was setting me up to fail. The manager was the most toxic I've ever worked for. I have many stories here - but the most insidious was watching him deliberately set up another new hire to fail, driving them to having to see a psychiatrist, before getting them fired. After the half ended, the manager abruptly went on a 8 month leave, then left the company. I only survived because other than that TL, practically every other IC (individual contributor) I worked with was very kind. The team hired a lot of new hires around the same time I joined, and we were all able to help onboard each other and bond over the absurdity of a lot of this. (All the new hires complained that the onboarding experience was terrible, so the manager made it a priority to improve the onboarding experience by tasking new hires with improving the documentation) Work Getting back to the work itself - I tried to improve things. For example as I mentioned we had to spend hours/day on routine metric pulling, clicking through various convoluted UIs of internal tools to query metrics just so that we could screenshot paste them into Google Docs. Metric pulling had been voted the team's #1 paint point, and it was something I was extremely motivated to improve because I thought this was absurd. I suggested making the querying programmatic, especially since this could be used as a building block to automate the tuning process itself. My manager discouraged me, telling me that John (name has been anonymized) was working with an external team who's building a tool that will solve the problem. I spoke with John, looked into the tool, spoke with the external team (who were deprioritizing the tool), and it was clear that the tool would never solve the problem. John agreed with me. I brought it up to my manager, and he refused to believe me, adamantly insisting that the tool would solve all of our metric pulling problems, and that any other work I did would be throwaway work. Long story short, the tool didn't get any adoption as expected. The manager then pivoted to shilling some other tool that also never got adopted despite similar concerns raised. Since I couldn't get buy in from my manager to work on it myself, I just spent my spare time working on a solution on the side. I managed to automate some metric pulling that didn't overlap with ongoing efforts - and some of this was leveraged for a separate auto-tuning initiative that managed to get some traction, but there was only so much headway I could make with my limited bandwidth. One day someone on the team found a tool that the Instagram team had created that worked well enough for most metric pulling, so we adopted that. PSC driven engineering At some point I realized that the primary goal wasn't actually to solve the problem, but to create a compelling story that looked good for performance review (PSC). The reason the preference was to coordinate with other teams on the solution and involve more people instead of just building it ourselves was in part because cross-functional collaboration (XFN) and involving more people was seen as higher level work entailing higher complexity, and thus valued higher in PSC. The mentality was that if one person could just build it themselves, then it must not have been that difficult. It seemed the reason the manager was against writing code (eg. a library or API) and preferred a GUI tool was because they felt a GUI would look more impressive. The work was miserable. I wasn't learning anything valuable, and clearly there was no hope. The other engineer who'd joined the same day as me quit after exactly 1 year (you need to stay 1 year to keep your signing bonus). Others transferred out as soon as they were able to. Thankfully there was another team in the org that seemed to be doing the real software engineering work, and I was eventually able to transfer. The new team was superior in every single aspect, and I have nothing but positive things to say about them. Learnings Although my experience on the first team was extremely difficult, I still learned a ton. I learned how to be more self-sufficient, and how to operate in a big company. From a technical perspective I did get exposure to high scale ad and machine learning systems, though I didn't get to go as deep as I wanted. I learned about experimentation and data. I learned how to work with difficult people. After this experience, it'd be much harder to phase me in a work environment. What made this the most difficult time of my career was not the technical aspect which actually was fairly simple, but the Tech Lead and manager. I subsequently had 2 different managers and worked closely with 5+ more Tech Leads without any issues (otherwise I might still be questioning my sanity). I believe some of the difficulties may have been in part due to cultural differences where I hadn't yet learned about Asian work cultural concepts like the strict hierarchy and "saving face". But through this whole experience, I know that I'd fare much better if faced with a similar situation in the future. I want to make it clear - this was just my experience. I think there are some great people on that team, and of course the team does do some legitimate work. The work was just nothing that I think any SWE would expect. I do wish I'd been matched to the second team from the start because it was a way better fit for me. But I guess if that had been the case then I wouldn't have this ridiculous story.

@saso_capital Spam

$HLIT reminds me strongly of early $ASTS. If AST SpaceMobile is the company building the connectivity layer from space, $HLIT (Harmonic) is its terrestrial mirror. The platform layer powers every fiber and cable network on the ground. Companies that build real technical moats inside secular spending waves, and get ignored while doing it, don’t stay ignored forever. AST taught me what that looks like before the re-rate. I’m seeing it again with Harmonic. And the timing matters. We’re at the front end of a global fiber supercycle, operators everywhere are being forced to densify, upgrade to DOCSIS 4.0, and push fiber deeper into their networks simultaneously. That spending wave is just starting to inflect, and Harmonic cOS is the platform sitting at the center of it. Companies that build real technical moats inside secular spending waves, and get ignored while doing it, don’t stay ignored forever. AST taught me what that looks like before the re-rate. I’m seeing it again with Harmonic. The operator accumulation flywheel is accelerating for Harmonic. Rest-of-market revenue surged 78% YoY in Q1, now 42% of total, up from near-zero a few years ago. New wins are landing every quarter across regional ISPs, international carriers, and fiber-first builders. This is the same pattern AST followed: anchor with tier-1 partners, prove the platform, then watch adoption compound as word travels through the operator community. Harmonic engineered a defined platform that creates a true moat legacy hardware vendors simply cannot replicate: • cOS™ — the industry’s first virtualized CMTS, replacing expensive proprietary hardware boxes with software running on generic servers • Unified DOCSIS + Fiber — a single stack managing both cable and fiber subscribers, the only platform that does this at scale • 150+ operators, 45.7M devices deployed — deep operational stickiness in billing, provisioning, and field workflows • 75% power reduction across seven successive hardware generations, iterative engineering lead nearly a decade in the making • AI-driven network intelligence, an entirely new growth vector built on top of the virtualized core This is full-stack vertical integration done right. The result? A company shedding its legacy video business ($145M divestiture closing Q2 2026) to emerge as a pure-play broadband software intelligence platform. Q1 2026 broadband revenue surged 43% YoY. Rest-of-market revenue, the diversification engine, grew 78%. Record $582M backlog, up 87% YoY. Management raised full-year guidance to $475–495M. EPS crushed estimates ($0.17 vs $0.10). In an environment where every ISP is racing to upgrade to DOCSIS 4.0 and deploy fiber, a platform that manages both from one stack is becoming table stakes, and $HLIT already has it. I’m positioned accordingly.

@LauraLoomer Rather do so to Netanyahu who murders children

Now is the time to shit or get off the pot as it pertains to Iran. We need to bomb the Iranian regime. It’s time to put an end to this 47 year problem once and for all.

@dwarkesh_sp @reinerpope So much rambling before answer

"The GPU has a lot of tiny, tiny TPUs tiled across the whole chip." @reinerpope on the architectural difference between the two dominant AI chip designs.

@DJ_CURFEW This is noise and won’t positively impact the bottom line

Today we reduced headcount by 22%. The business is the strongest it's ever been. So I think it's important to be direct about what I'm seeing and why. First, I made this decision and I own it. I did it because the way to operate at the highest level of productivity is changing, and to win the future, ClickUp needs to change with it. Second, this wasn't about cutting costs. Most savings from this change will flow directly back into the people who stay. We'll be introducing million-dollar salary bands. If you create outsized impact using AI, you'll be paid outside of traditional bands. Most importantly, I have the deepest gratitude for those affected. We're doing this from a position of strength specifically so we can take care of people properly. Everyone affected receives a package aimed at honoring their contributions and easing the transition. I only see two options: wait for this to play out gradually in the market or be honest about what I'm seeing and act proactively. THE 100X ORGANIZATION The primary change is that we're restructuring around what I call 100x org. The goal is 100x output. The roles required to build at the highest level are fundamentally different than they were a year ago. Incremental improvements to existing systems won't get us there. We need new ones. That means creating enough disruption to rebuild rather than iterate on what's already broken. The common narrative is that AI makes everyone more productive. It doesn't. Many of the workflows of today, if left unchanged, create bottlenecks in AI systems. These roles will evolve. But waiting for that to happen naturally means falling behind now. The 100x org is actually heavily dependent on people - infinitely more than today. This is only possible with 10x people that have embraced and adopted new ways of working. THE BUILDERS, AGENT MANAGERS, AND FRONT-LINERS — THE BUILDERS: 10X ENGINEERS I don't think most companies have internalized what's actually happening with AI in engineering. The common narrative is that AI makes all engineers more productive. That may be true in isolation, but at an organization level - that is the farthest thing from reality. Here's what we've validated recently at ClickUp: the great engineers, the ones who can orchestrate, architect, and review, are becoming 100x engineers. They're not writing code. They're directing agents that write code. The skill is judgment. AI makes the best engineers wildly more productive, and everyone else using AI slows these engineers down. Think about it - the bottlenecks are (1) orchestration - telling AI what to do, and (2) reviewing - what AI did. Everything is leapfrogged and no longer needed. So who do you want orchestrating and reviewing code? And how do you want your best engineers to spend their time? If your best engineers are spending time reviewing other people's code, then this is inherently an inefficient bottleneck. These engineers can review their agent's code much faster than reviewing human code. The new world is about enabling your 10x engineers to become 100x. The wrong strategy is to push every engineer to use infinite tokens. Companies doing this are celebrating 500% more pull requests. But customer outcomes don't match the volume of code being generated. I call this the great reckoning of AI coding, and every company will face this soon if not already. More code is just another bottleneck to the best engineers, and ultimately to your company's impact as well. — THE BUILDERS: 10X PRODUCT MANAGERS Product management and design roles are merging. Designers that have customer focus, become more like product managers. And product managers that have intuition for UX become more like designers. The bottleneck of user research is gone. It takes us just one mention of an agent to kickoff research and analyze results. The bottleneck of product <> design iteration is also gone. The product builder iterates on their own, along with agents and skills that ensure alignment with quality and strategy. Also controversial today - I believe that the wrong strategy is to have your PMs shipping code - that just introduces another bottleneck that the best engineers will waste their time on. To be clear, PMs should be coding but they should do this in a playground to iterate, validate, and scope. That code should not go to production. Everything outside of managing systems, orchestrating AI, and reviewing output becomes a bottleneck. That's why the other roles that are critical along with these are the systems managers (to reduce bottlenecks) along with a bottleneck you can't replace - customer meeting time. — THE SYSTEM MANAGERS Ironically, the people that automate their jobs with AI will always have a job. They become owners of the AI systems - agent managers. We have many examples of these people at ClickUp. The underlying systems in which we operate are absolutely critical to get right. I think most companies are delusional to think they can iterate on existing systems and compete in this new world. You must create enough disruption so that old systems are deprecated entirely. If there's any definition for 'AI native' that's what it is. — THE FRONT-LINERS In a world that will become saturated with AI communication, the human touch will matter more than anything to customers. This is a bottleneck that you shouldn't replace - even when agents are high enough quality to do video meetings. One-on-one meeting time with customers is something that shouldn't be automated. The systems around the meetings should be - so that front-liners spend nearly 100% of their time with customers. REWARDING 100X IMPACT In a world where companies are able to do so much more with less, where does that excess money go? In our case, much of the savings in this new operating model will flow directly back to those that enabled it. We must reward people that create productivity accordingly. This aligns incentives on both sides. Plus, in a world where your best people create 100x impact, you can't afford to lose them. You should aim to retain these employees for decades. The context they have and their ability to efficiently orchestrate and review will be nearly impossible to replace. Compensation bands of today should be thrown out the door. We're introducing $1 million cash/year salary bands with a path available to nearly everyone in the company if they produce 100x impact by creating or managing AI systems. THE FUTURE Nearly every company will make changes like these. The ones that do it proactively will define what comes next. The future is not fewer people. It's different work, new roles, and better rewards for those who embrace it. We're already seeing entirely new roles emerge, like Agent Managers, that didn't exist a year ago. ClickUp is positioning to lead this shift, not just internally, but for our customers too. I've never been more certain about where we're headed.

@JCann777 @spacanpanman Huh ? I’m not. Why u mad

@rdragon21 @spacanpanman Stop complaining bitch

$ASTS: 🚨 RUMOR - It appears that AST SpaceMobile has pulled out of the 26th Annual B Riley Annual Investor conference scheduled for Wed May 20 - Thu May 21st @ Ritz Carleton Marina Del Ray The Company was scheduled to present and attend 1x1 meetings

@JCann777 @spacanpanman This clown has accrued 40000 shares of asts

@rdragon21 @spacanpanman What a fkn clown 🤡 rdragon21

@itsleahlin @thesofiaspencer AI

Describe me in 1 word

@tokyofansfuk Who is this ?

こんな格好してるのに踊ることを恥ずかしがってるの訳分からんくて草 16秒のとこえっぐぅぅぅぅぅぅううううううう

@saso_equity Say more

$ASTS Just finished listening to the earnings call. Where to begin… It is 10x worse than I expected.

@Danny_Crypton Companies had 1000x PE ratios during dot com bubble or negative. 95% of capex was unused (fiber). Very different today. AI is so good that companies are shrinking. This is not comparable.

🚨 WARREN BUFFETT IS WARNING US AGAIN!!! 26 years ago, when he did this, an entire generation of investors got wiped out Not rage bait, see for yourself: Dotcom (1999) - "Euphoria is the enemy" Then Nasdaq crashed 75%. Took 12 years to recover AI Bubble (2026) - "We've never had people in a more gambling mood than now" He's saying it again. And he's backing it up Berkshire Hathaway now is sitting on $397 BILLION in CASH Not stocks. Not assets. CASH! The man who called Dotcom is not buying a single thing When the smartest money alive goes to the sidelines - I go too Keep your eyes open because most people will notice this after it’s too late. I was one of the only people who called the top in October, and I’ll do it again, that’s literally my job. Pay close attention. If you still haven’t followed me, you’ll regret it.

@DeFiTracer Look at PE ratios bro

🚨 WARNING: THE GREAT RECESSION IS ABOUT TO REPEAT!! While the entire market is blindly chasing AI narratives. The smartest investors from 2008 are already positioning for a MASSIVE RESET. Michael Burry predicted the housing crash before anyone else. And now he is betting AGAINST the AI boom. Scion's Q3 2025 13F filing disclosed over $1 BILLION IN SHORTS. Scion opened huge bearish positions against Nvidia and Palantir worth nearly $1.1 BILLION. Burry believes the market is massively mispricing AI companies. His main argument is simple: "Big tech firms are extending the “lifespan” of AI hardware in accounting reports to inflate profits." AI chips become outdated because competition moves too quickly. Burry says this accounting trick artificially added around $176 BILLION in fake profits across the market. Things got so extreme that, in late 2025, he even restricted outside investors from entering his fund. And then there’s Buffett: He isn’t screaming on TV or making dramatic moves. But his actions say enough. The Buffett Indicator has climbed above 227%. One of the highest levels ever recorded. Buffett previously warned that levels above 200% are “playing with fire.” Meanwhile, Berkshire Hathaway is sitting on a RECORD $373 BILLION cash pile. That’s not accidental. Buffett appears to be waiting for the AI bubble to crack so he can buy great companies at distressed prices—exactly like after 2008. Here’s why some believe the AI collapse could actually happen: > ROI PROBLEM Over $600 BILLION has already been poured into AI infrastructure. But many AI businesses still struggle to generate profits that even cover operating costs. If real monetization doesn’t arrive soon, investor confidence could collapse fast. > CHATGPT GROWTH SLOWING Reports claim OpenAI failed to hit internal growth expectations. Losses are reportedly still massive, while user growth is no longer exploding like before. When the market leader starts slowing down, panic spreads quickly. > DOTCOM BUBBLE PARALLELS This is starting to resemble 1999 all over again. Back then, investors massively overbuilt internet infrastructure. Today, the same thing may be happening with AI chips and data centers. This sounds SCARY, but I will keep you updated on everything here. When I rotate money, I will post my moves here so my FOLLOWERS can SAVE their money. Follow me and turn NOTIFICATIONS ON, as I will share my strategy soon. Many will regret not following me earlier...

@LauraLoomer lol why are you so mad

Candace, Stop having your lunatic followers lie about your husband’s DUI arrest. If it never happened, then sue me. Let’s take a deposition and get discovery and everyone will see the arrest happened and we will find out why it’s been hidden from the public. You keep posting insults but you won’t explicitly say, “my husband never was arrested for DUI and never crashed his RAM TRX in Nashville, Tennessee while he was 3 times over the legal limit of BAC”. Say that. In writing. In an affidavit. And submit it with the court. You won’t, because that would be a felony since it’s true and it did happen. Sue me if it’s not true. @RealCandaceO

@jusbar23 Celebrate once the birds are in orbit and transmitting. Not with a tweet with future plans

$ASTS: Consultants said it wouldnt fit on a falcon 9. Once again consultants are wrong. People that can do, do. People that can’t consult.

@saso_equity Where is evidence?

$ASTS 🚨 Breaking News ASTS 'Next-Gen' BlueBirds are being built with an FPGA due to production bottlenecks with the ASICs. These FPGAs prove 1 GHz of processing bandwidth and are meant for testing, prototyping, and emulation purposes. **Major catastrophe**

@Carter__boy_ She missed his point

the way she CLEARED him effortlessly here will forever have me crying😭

@LauraLoomer @NickJFuentes Anywhere

Deport me where? I’m American. You’re Mexican. How about we deport you? @NickJFuentes You’re a subversive leftist. How come the leftists in Chicago excused your 75 hours of community service? How come they let you off?? Everyone should ask who YOU work for.