Investments can never be identical for everyone, but in my case I switched my assets from an MSCI World to an MSCI World ex USA.
For the U.S. market portion I adopted a more complex strategy based on factor / smart-beta investing (making sure that none of the top holdings include AI-related companies).
This isn’t just a problem specific to German academia, it extends across the entire European academic landscape.
I've always wondered why professors and supervisors, after experiencing these abuses themselves, continue to perpetuate them.
The only explanation I've come up with is that the system naturally weeds out those who resist or speak up by stalling their careers. As a result, it selects for individuals who don’t make trouble, those who passively obey and endure even the worst forms of dysfunction.
In the end, this leads to the normalization of abuse, with people rationalizing it as "if I went through it, others should too", a way to protect their own ego.
The only thing even worse is when the abuse turns passive-aggressive: denying opportunities without ever saying it outright, hostility disguised as kindness, ambiguous and demoralizing feedback, delaying responses, making people miss crucial deadlines, assigning pointless or overwhelming tasks. They excel at this too.
If I ever had children, I would never let them attend a European university.
> their interface is not nearly as bad as GCP / AWS
Underrated.
Until recently, all the features were grouped in a very clear manner within the dashboard. Now, even Cloudflare is complicating its management interface, but they still have a long way to go before reaching the level of confusion of AWS and GCP.
> But the current structure of defense funding makes this nearly impossible. VC-backed defense startups aren't the answer either. They're making the same mistakes - small compute, off-the-shelf models, requiring relocation from experienced 40+ year old scientists who won't move. They're essentially just spending the money the government can't, without solving the fundamental issues.
Have you tried to express your perplexities to one of the DARPA PMs?
Theoretically, a significant part of their work should precisely consist of receiving feedback on the mistakes made in order to iterate more quickly toward effective solutions.
> The CFAA[1][2] is an arcane and ancient piece of legislation that could use an overhaul, especially with some of the vague language it contains.
I imagine that this is the reason why the charge is "unlawful transfer of confidential phone records", which is something much more specific.
From PACER, it's also stated that he filled out the CJA23 financial affidavit to demonstrate his inability to afford a lawyer (it's quite something to get caught like this and not even manage to earn enough to pay for a lawyer).
Additionally, "the defendant waives the rights provided by Rule 5 and/or Rule 32.1 of the Federal Rules of Criminal Procedure" means that he is choosing to streamline the initial procedures and is waiving supervised release or probation, suggesting that the prosecution's case is strong and that he is opting for an expedited process.
> Cloudflare does mostly use the browser's properties to determine if a manual check should be done
Cloudflare uses the threat score of each IP address as a signal to determine whether additional checks are necessary. A shared IP address is more likely to be associated with "issues", such as a compromised IoT device being used for DDoS attacks, one of your neighbours spamming a forum, ...
Yes, the profit margin for cloud providers is very real—and quite costly.
I think one point that’s often overlooked is the knowledge gap between the engineers at cloud providers (such as systems, platform, or site reliability engineers) and those that an individual company, even a large one, is able to hire.
This gap is a key reason why some companies are willing—or even forced—to pay the premium.
If average or mediocre management skills and a moderately complex tech stack are sufficient, then on-premise can still be the most cost-effective choice today.
The term “native” refers to adopting the vendor’s technology stack, which typically includes managed data stores, containerized microservices, serverless functions, and immutable infrastructure.
> GitHub Pages sites have a soft bandwidth limit of 100 GB per month.
> If your site exceeds these usage quotas, we may not be able to serve your site, or you may receive a polite email from GitHub Support suggesting strategies for reducing your site's impact on our servers, including putting a third-party content distribution network (CDN) in front of your site, making use of other GitHub features such as releases, or moving to a different hosting service that might better fit your needs.
Personally, I don’t consider Freenet and Hyphanet to be "blockchain" in the modern sense, and given how much the meaning of "web3" has changed in recent years, I think it might evolve further.
Freenet stands apart with goals and ideals that are quite different from today’s distributed applications, with a stronger focus on privacy and access to information.
Neither Freenet nor Hyphanet are linked to cryptocurrencies or financial speculation. I see them as decentralized networks created to ensure freedom of expression, privacy, and access to information in an anonymous and censorship-resistant way, without any intrinsic connection to cryptocurrencies or financial systems. And that's great!
I also believe the project has gained a certain credibility over time, thanks to the consistent work and vision of its developers.
I’d like to think that the counterfeit was the result of an early prototype of 3D printing.
But in reality, it was probably the work of a mole or the office of disguise.
> I think you need time to grow and that doesn’t mean chasing salary for your entire life. It’s important to settle somewhere for a while and learn/grow.
While it is indeed important to find a place where one can settle and grow, it’s crucial to recognise that the concept of personal and professional development has evolved significantly, particularly among younger generations. The meaning of "settle" has changed a lot.
Today many professionals view career growth through a different lens. For them, personal development often involves seeking new challenges, acquiring diverse skills, and gaining varied experiences, which sometimes necessitates moving between jobs. While salary is a factor in these decisions, it’s not always the most influential one.
A significant concern for many young talents is the lack of meritocratic promotion structures in many organizations. They often find themselves in environments where hierarchical seniority is valued over actual competence and performance. This can be particularly frustrating when they have to report to or work with less competent senior team members, which can stifle their growth and innovation.
Furthermore, the workplace culture plays a crucial role. Toxic environments, where outdated practices and rigid hierarchies prevail, are unappealing to young professionals who value collaboration, transparency, and inclusivity. This disparity in expectations and experiences is driving many talented individuals to seek better opportunities elsewhere.
The result of an outdated work concept, which is still encountered too frequently, is that one often ends up dealing with superiors who have grown within the company’s hierarchy (they are “settled”), possessing authority but not corresponding technical skills or respect in the eyes of their subordinates.
In the future, as the younger generation enters the workforce, this will become increasingly less acceptable.
While settling down to grow is a valuable approach, it’s equally important to understand that growth, for many professionals today, involves finding environments that foster learning, respect competence, and provide clear, merit-based paths for advancement.