Dan Root

@HowToAI_ I’ve been designing portable radars like this for the past 2 years and unfortunately the issue isn’t the actual design, it’s the FCC licensing for the frequencies required to actually get the range that matters. Most distance you can get without the license would be 20-25 meters.

someone built an OPENSOURCE MILITARY RADAR that tracks multiple targets up to 20km away. contractors charge a quarter-million dollars for this tech. one dev just put the entire github repo online for free. pcbs, fpga code, schematics, python gui. all under MIT license..

@AxaltaSteve @usanewshq Is that the net version or the jammer type?

@usanewshq It there to bring down drones, it fires a big net

Look at the type of weapon in the hands of Trump’s secret serving agent! They are taking the threats as seriously as you can.

@One_Way_Home Just woke everyone up I laughed so hard ☠️

Dude felt like a Rhinestone Cowboy for a brief moment.

@cgtwts I think this is a super old video clip.. we are far beyond where he is describing in the video.

Anthropic CEO: “50% of all tech jobs, entry-level lawyers, consultants, and finance professionals will be completely wiped out within the next 1–5 years.” if you’re not learning AI right now you’re already at risk and tools like Claude are where you start.

New York Times writes that Iran says its unable to fully reopen the Strait of Hormuz because it can’t find all the mines it deployed there in the first days of the war

@DarlingtonDev @zerohedge Pipe down

@zerohedge This has to be a war crime

Trump: "A whole civilization will die tonight, never to be brought back again. I don’t want that to happen, but it probably will."

@Defence_Index A little closer.. please..

Famous Iranian musician Ali Ghamsari has decided to stay at Tehran’s largest power plant with his musical instruments to help protect it from bombing.

@mhmiranusa @mattfle02898557 They care about the security of Amanda’s credit… so they blurred the last numbers? LOL

@mattfle02898557 I found a higher quality and longer version later. Go to 00:51 for the card.

Iranian Special Police published a video of the wreckage left by the American CSAR operation in which a USAF Major ID card and even an American Express Credit card can be seen. Interesting that USAF did not consider this an Sterile op.

@mhmiranusa @mattfle02898557 Amanda Ryder? A - man - to - ride - her We are trolling them hard at this point

@MaxBlumenthal Yes, but the leaker in question would be the person providing them the info. That’s who we are going after..

The first to report on the missing second pilot appear to have been Amit Segal and Ariel Kahana Both are Israeli reporters who are extremely close to Netanyahu

@w643423152354 @jordan_ross_8F Yea… they actually do. LOL

@jordan_ross_8F you really think that ANYONE calls most of these companies with storefronts? hi mr plumbing store, do you have this thing available? my internet is down, i cannot check it online

@URHANZEB @BRICSinfo lol do you see skulls when you stare at cloud too? 🤡

@BRICSinfo The didn't rescue that pilot and also denied the crew member of rescue team who got killed in c130 aircraft

JUST IN: 🇺🇸🇮🇷 CIA leaked fake plans for a maritime exfil to distract Iran from the location of the US F-15 pilot.

@chocolateb96011 @EGYOSINT Do you have any idea how robust our training is..? Going anywhere near a CSAR op is basically suicide.

@EGYOSINT I think it went far beyond just material cost, but of course they will keep that quiet.

Under the cover of night, U.S. special forces successfully rescued the second crew member of an F-15 fighter jet that had been shot down over Iran. The crew member, a weapons systems officer, was injured after ejecting from the aircraft on Friday. Despite his injuries, he was able to walk and managed to evade capture in the mountains for over a day. Trump confirmed that both crew members from the downed F-15 had been rescued, noting that these back-to-back missions marked the first time in U.S. military history that two pilots were recovered separately from within enemy territory.

@bprintco @BobcatCompany Right on, well be sure to give us an update if/when they reach out. I'm probably within a few months from buying a new track loader myself and Bobcat has been my preferred choice.

@realDanRoot @BobcatCompany In Bobcat corporates defense, they’re on it. They got us sorted out last time. I think their VP even went out to that dealership. I got the impression he wasn’t pleased with what he found. I’m sure he’ll email me again on Monday.

Our Bobcat service saga continues. We took the machine in for a new hydraulic pump, it was returned to us leaking coolant and missing the throttle knob. Like… what? How does that even happen? How does a service tech even yank off the throttle knob and not put it back on? How do they get in it to pull it out of the shop, see the knob is missing, and say ah fuck it, throw it on the trailer. You literally throttle it up when you start it. Or is it worse than that? Did they break it and see it leaking coolant when throttled up and just yanked off the knob to cover it up? This is the third time that the machine has come back from service and came back with an issue it didn’t have when it went in. First one was they blew the starter by over cranking it and billed us for a new one. Second time they blew up the drive belt because they bent the guard on the pulley when working on the fuel system and didn’t fix it. It almost caught the machine on fire. I’m speechless at this point.

@abaqus_3 @smcroasters

@smcroasters Dudes that look like this in the agencies are killers

Reminder to everyone hanging on every post from the litany of OSINT accounts: This is who you’re getting your information from. Congrats, you’re getting hot for an E-3 with 6 months TIG and the not-cool-kind-of-autism.

@BillAckman @X I agree. This is the right approach. You have effectively removed the majority of leverage she had by posting and getting this out in public. Game theorist to game theorist, I tip my hat to you.

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?

@PWR2DPPL_AnonOp @SteveLovesAmmo Bush did serve, I believe it was air patrol.. but served nonetheless.

@SteveLovesAmmo "The shit heads" are running and hiding, running your country and hiding from drafts just like Bush the mf who sent u there.. so don't die for the offence force. Just speak up and take Ur country back. The rest of the world will thank you too.

I’ve never seen the full interview with William Wold. I’m not sure if many of you know the story about him but it’s tragic.

@0xFerb @toddsaunders That is amazing. I love seeing contractors innovating with self-made tools like this. AI is a game changer. Well done!

@toddsaunders Took me longer to record than it did to create lol. For blue collar, lowest friction wins -- otherwise guys won't use it and it's net negative. The pricing/materials engine is easily adjusted.

If you're in a blue collar industry using Claude Code to build. I want to hear from you. You are the most important people in software right now and nobody is paying attention. Reply below, share your project or shoot me a dm!

@jarydesign This list applies to all the trades, not just plumbers. Great info!!

I do a lot of plumbing website audits. Here is what I look at in the first 30 minutes and exactly what I find almost every time. First, I pull up the site on mobile. Not desktop. Because 70% of people searching for a plumber in an emergency are on their phone. Most plumbing sites fail immediately. The phone number is in the footer. There is a hamburger menu with 11 items. The first thing I see is a generic hero with text that says "Quality Plumbing Services Since 1994." That tells me nothing. It doesn't match what I just searched. It doesn't give me a reason to call. Second, I check the service pages. Almost every plumbing site has one page called "Services" with a list of bullet points: drain cleaning, water heater repair, pipe repair, sewer line replacement. That's it. One page for 15 different searches with different intent, different audiences, different price points. Water heater replacement is a $1,200-$3,500 job. The homeowner searching for it is ready to buy. They want to know your brands, your timeline, whether you do same-day installs, and roughly what it costs. A bullet point doesn't close that customer. A dedicated page built around that specific job does. Third, I check the form. The average plumbing website has an 8-11 field contact form. Name, last name, address, city, zip, phone, email, service type, message, how did you hear about us, best time to call. The homeowner with a burst pipe at 7pm is not filling that out. Three fields max: name, phone, what's the problem. Fourth, I check Google Business Profile alignment. Most sites don't mention the same services in the same language as their GBP. Google uses both to decide relevance. If your GBP says "sewer line inspection" and your site says "sewer inspection," that's a small mismatch that adds up across 15 services. Fifth, I check page speed. The average plumbing site loads in 4.2 seconds on mobile. The benchmark I want to see is under 2.5. Every second above that is real drop-off, real lost calls. Every single one of these issues is fixable. None of them require a full site rebuild. Some of them take a week. Some take an afternoon. The plumbers doing $2M+ have websites that pass most of these checks. The ones stuck at $600k-$800k usually fail four out of five.