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Either path seems like a maintenance nightmare. Are the client requested customizations primarily chrome/look & feel or functional changes to the product? Are these customizations features that could or should be merged back into the mainline product? If the underlying app or plugins change who pays for validating the changed code in re-deployments and fixing any problems caused by the updated code?

Until you enter the US you are in a weird constitutional grey area. This is why it’s legal for them to search phones in immigration in the US, even if you’re a citizen. As for photography, there’s signs all over the airport I clear immigration at (JFK) saying photography is prohibited in the immigration and customs halls.

RE "....photography is prohibited in the immigration and customs halls....." Why is it prohibited?

I don't know, however having traveled to Europe and Asia, it's pretty common in non–US customs & immigration zones.

does prohibited mean illegal in this case?

> Until you enter the US you are in a weird constitutional grey area.

Do you know that you arent technically in the U.S. until you are 100 miles from the border? Look at this: https://d3n8a8pro7vhmx.cloudfront.net/alliancesandiego/pages...

Technically, Florida is not even the U.S. (for citizens).


Well, you’re in the US, except Customs & Immigration agents can stop you and demand proof of residence or citizenship.

I’m building a thing now and I have to say the last thing I’d consider is a status page. Great idea in theory. But the world today sucks and all it does is open you up to, at best, endless complaining. At worst you get the script kiddies who think now, now is the time to attack. You get media and bloggers demanding quotes about how you failed to anticipate a 10000% increase in traffic overnight. And you get “shareholder rights” litigants (if you’re public) demanding compensation for depriving them of $0.0003 in revenue per share for the twenty minutes it took to fix the problem.

Far better to focus on fixing the problem and apologizing to the paying customers afterwards.


One thing to consider with a C corp in the US is that it could qualify for QSBS tax benefits. Basically if the resulting entity remains under 50MM in assets and you hold the stock for five years, capital gains can be reduced, to 100% in some cases. There's a variety of restrictions, notably it must be a C corp, not an LLC nor an S Corp (unclear to me whether a C corp which converted from an LLC would qualify).

Nominally an LLC will give you basic financial liability shielding but I'm finding whatever advantages there were of an LLC wash away if I start having to do multi state (US) business since I have to file for foreign LLC qualification in each state.

See: https://www.investopedia.com/terms/q/qsbs-qualified-small-bu...

https://www.sba.gov/blog/qualified-small-business-stock-what...

https://carta.com/blog/qsbs/


It's not the C–suite that’s the problem, they’re just doing the bidding of the “shareholder activists” and stock market geniuses who are so brutally focused on extracting every last cent of value from enterprises that sacrificing anything longer term than the next quarter is perfectly acceptable.


The CEO can really make a huge difference.

I've worked in a major company ( global - 10s of thousand of employees ) where the chairman and CEO were changed and it was like night and day.

The company changed from one that was driven too much by short term pressure from money men investors, to one that took a much longer term view and invested in R&D and inhouse skills.

Note the change in management was instigated by some of the larger, longer term investors ( pension funds etc ) - ie not all capital is short term.

The new CEO put together that long term vision - said investment now ( and so lower EPS now ) will result in substantial longer term bottom line growth - had to persuade the markets etc.

They were successful, and it's sort of self-fulling - the short term capital leaves and you get more longer term investors that matches that longer term vision ( obviously the spiral can go the other way ).

However - that's the easy bit - delivering growth - at some point it's not possible to sustain that level of growth - then selling the idea you need to invest to standstill is much harder.

The CEO - also have to fight-off opportunists - where the problem is the maths is often in favour of buying a company, stripping/milking the assets and sacking the people.

Note sometimes it's only capital efficient because the capital doesn't need to pay the full social costs of the company destruction - it's governments job to make sure they do.


"Shareholder activists" are just following their own incentives, though, just like the C-suite. At a certain point, you have to either blame the people doing the things or blame it on capitalism in general.


The theory that enterprises are all sacrificing the long term for the next quarter's success doesn't explain why companies do better year after year.


Companies usually do better year after year until they reach market saturation or until the competition kills them.

Once one of those things happens, they start to squeeze blood from the stone. The quality of the product drops, the prices are inflated, jobs are outsourced or eliminated, they pivot into providing other goods and services (which will also get worse later), etc.

None of these things are mutually exclusive with that "next quarter" mindset.

I actually blame the stock market for a lot of this. Private companies can, in theory, settle for just making a nice profit year after year. As long as they come out profitable they don't need to expand. Once you're publicly traded though, you have no choice but constant expansion.

The boom and bust cycle has been happening for a long time now.


Stockholders are owners. If they suspect the company is sacrificing the long term for the next quarter, they are going to dump the stock as soon as they get a whiff of that.

The value of a stock is base on its long term value, not its short term value. Sabotaging the future of the company to drive short term results is something you'd have to keep secret.


> The boom and bust cycle has been happening for a long time now.

Is part of the problem, that people making the decisions have asymmetric incentives - the gain from the boom is greater than the penalty from the bust?


If you were born, raised, and now work in NYC there’s no particular reason to learn to drive, and it’s not particularly easy if you’re in a family that doesn’t drive. I’ve been driving since I was 13 (not an NYC native) but go weeks some times without driving in NYC (and the primary reason I drive now is to go to my upstate secret getaway). Doesn’t need to be a major reason, decent urban areas with decent mass transit don’t particularly require individuals to learn to drive.


I have a 50–something friend who just completed this (Brooklyn native, never felt the need, felt constrained during Covid, etc). They used a driving instructor, took classes once or twice during the week (normally works from home so was easy to fit into their schedule).

Definitely hire a driving instructor. From my friend’s description learning to drive in NYC (specifically Brooklyn) was far more stressful than when I did so as a teen in the 80s (rural Indiana and suburban Chicago). But they passed the driving test on their first try.

If possible find a friend who will let you do some low key driving with them in parking lots or suburbia before tackling the BQE or the LIE. My friend was a bit surprised to have to drive on both in their second or third class. It’s not absolutely necessary but if you’ve never driven it helps to get a bit of the feel (like, learning how the braking distance changes depending on speed is a lot easier in an empty parking lot than on Atlantic Avenue mid–afternoon).

My only advice as an aging driver is people are far more aggressive post Covid. Pre–Covid I felt that you had to be on your “A” game driving in Manhattan and downtown Brooklyn or the highways but people generally let you merge, didn’t tailgate constantly. There were always assholes of course, but they seem to have multiplied since 2020.


One additional piece of advice: learn to drive an automatic, most of the vehicles you’ll ever drive will be automatic. But, when you’re comfortable with driving, take the time and make the effort to drive a stick (manual). While you’re unlikely to encounter them often in the US, I’ve frequently gotten stuck with them as rental cars in Europe and Asia. Plus it’s a handy skill if you’re ever on some whacky adventure race.


Possibly more general than you’re looking for but Marshall Kirkpatrick (ex–techcrunch, readwriteweb, sprinklr, others) has started a curated newsletter on AI: https://aitimetoimpact.com/p/about


It’s reflected in three properties on that block, the Chrysler building itself and its neighbors (it's BBL 1297-23, 1297-27 and 1297-33). Oddly it only shows up on that block, blocks to the north and south don't show the outline of the road.

Not sure if this will link correctly: https://propertyinformationportal.nyc.gov/parcels/parcel/101...


I think you can see it up at a building on E 47th: https://imgur.com/a/9dsKmGP


Curious how AI gets the raw information if there are no reporters nor newspapers. Does AI go to meetings or interview politicians?


I can certainly imagine email correspondence. Even audio interviews. You're right that it seems at least presently AI is less likely to earn confidences. But I don't know how far off the movie "Her" actually is.


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