The reason most habits don't stick: you're trying to add a behavior to a person who wouldn't do it. Decide who you are first. A runner doesn't negotiate the morning run — it's just what runners do. The habit follows the identity, not the other way around. Then make the first version so small it's almost embarrassing. Two minutes. One page. The point isn't the size — it's that you never break the chain. Everything that compounds starts boring. Most people quit before it does anything. Stay past that point and you're already rare.

If you're investing or betting your time: The consolidation is coming and it's fairly predictable. The winners mostly aren't. So spread your bets early, or wait until the shape is clearer. Trying to pick the single winner at peak hype is very risky.

If you're a learner: Lean into the things that won't get commoditized. Don't over-invest in a specific tool that could go obsolete. Learn the underlying structure instead, the part that transfers to whatever comes next.

If you're a builder/founder: The money isn't necessarily in being early, it's in surviving that consolidation. Most early movers die. So look for your edge, or build on top of the winners. In a gold rush you'd probably make more selling shovels than doing the digging yourself.

The pattern is usually the same: it's cheap to get in early, so everyone starts building. Lots of products, but only a subset survive. Then little by little fewer people are building, and the field narrows to a few winners.

Discipline doesn't have to mean boring. Gurus keep saying "get good at the boring stuff" like suffering is the point. But consistency with things you actually find interesting is still consistency. It counts. Maybe the real unlock isn't tolerating boredom. It's finding the version of the work that doesn't bore you — then doing that repeatedly.

Every project I've quit in the past died around week 2. Same pattern every time: I try to flip my whole life 180 at once, then burn out and bail. So this time I'm going slow on purpose. Saturday was a night out, Sunday I did nothing, today I'm back at it. Slow and consistent is what I'm going for. If you ever experienced this, feel free to take things slower next time.

I don't mean to ask for free advice but I started doing push-ups lately every day and I went from 3 to 18 in about 2 weeks (probably just muscle memory). I am thinking what's next when I reach 20 push-ups. Just go for more or add some weight?

Actually is there anything Fable can do that Opus can't? Or is it just a hype?

Claude Haiku Claude Sonnet Claude Opus Claude Fable / Mythos What would you name the next Claude model?

2 years ago was the last time I went broke. Had to sell a lot of my stuff. Including my car. Moved back in with my parents. Took me a few months to pick myself up. The market was saturated — everyone became a software engineer overnight with AI. I landed a few small contracts, then finally hit a big one. And the circle started again. The money was good when the work was hard. Then slowly I lost interest. I don't like being told how to solve a problem. I want to be handed the problem and left alone while everyone else shuts up and watches. Two months ago I dropped it for good. Felt relieved. At peace. Spent a month doing nothing — coffee, walks, naps, movies, out at night. Getting the stress out. Figured I'd coast till the end of the year. Then a few weeks in, I got bored of doing nothing. And I realized I didn't want to stop working. I wanted to stop working for other people. So I started building. Mostly to fix myself. Maybe it helps someone else too.

Merrithew, the company behind STOTT PILATES and several other movement education brands, has acquired the GYROTONIC organization, absorbing the GYROTONIC and GYROKINESIS methods into its portfolio. GYROTONIC and GYROKINESIS were created by Juliu Horvath and are practiced in studios and wellness centers worldwide. The methods combine fluidity, strength, flexibility, coordination, and rehabilitation training through specialized equipment and continuous movement sequences. The acquisition brings a deeply loyal global community of coaches, trainers, physical therapists, and movement professionals under one corporate roof alongside Merrithew's existing brands. For anyone building a serious movement or wellness practice, this consolidation is worth watching. When major methodologies merge under one education umbrella, it tends to streamline certification pathways, standardize instructor quality benchmarks, and expand what's accessible in a single studio or training program. If you train with a GYROTONIC or Pilates-certified instructor, ask them directly how this changes their continuing education options. Consolidation like this usually reshapes what credentials are available and which facilities can offer both methods under one license. Knowing that now puts you ahead of the shift.

I have 1 chrome extension, for sharing screenshots and I don't use it anymore so I'm going to remove it. Do you still use chrome extensions? What for?

Canfor just agreed to pay $68 million to acquire PinkWood Ltd., the largest I-joist facility in Western Canada. PinkWood, founded in 2009 and based in Calgary, produces engineered wood joists used in residential, multi-family, and commercial construction. The facility runs 120 employees and has capacity to produce 46 million linear feet of product annually. This moves Canfor beyond its core lumber business into engineered wood products, a segment tied directly to construction demand across housing types. Why it matters: large commodity producers that survive long cycles tend to diversify into higher-margin, spec-driven products before they need to, not after. Engineered joists are a value-added step up from raw lumber, with more consistent pricing and demand tied to building codes rather than spot markets. If you follow building materials, construction, or Canadian equities: watch whether Canfor continues this pattern. One acquisition is a data point. Two or three is a strategy.

Which model is best with generating vector images, like SVG... Fade 5 is struggling to generate an SVG given a reference image of a Bonsai. The result is upside down

How much does the visual appeal matter in a product? Is it worth obsessing about?

A $23.5 billion deal just reshuffled one of Europe's biggest telecom markets. French rivals Bouygues and Iliad have agreed to jointly acquire SFR from Altice, carving up one of France's largest telecom operators between two of its main competitors. The deal is one of the largest telecom transactions in European history. For Altice, this is an exit under pressure. The company has been carrying a heavy debt load and has been selling assets to stabilize its balance sheet. SFR was its crown jewel in France. Letting it go at this price signals that the financial wall was real, not a negotiating posture. For Bouygues and Iliad, absorbing SFR's network and subscriber base means the French market consolidates from four major players toward a structure dominated by fewer, larger operators. That typically shifts pricing power toward providers over time. The practical takeaway: when a dominant player is forced to sell its best asset to service debt, the price is set by necessity, not strength. Altice built fast and borrowed heavily. The asset was real. The capital structure wasn't. Watch the difference between what a business earns and what it owes, because that gap is what eventually sets the terms.

SFR, one of France's four major mobile carriers, may soon be broken up and absorbed by its three rivals. Bouygues Telecom, Free (iliad Group), and Orange have signed a Memorandum of Understanding with Altice France to acquire SFR. If completed, this would consolidate the French telecom market from four national carriers down to three, with each buyer absorbing a portion of SFR's assets and customer base. This matters because consolidation at this scale typically reshapes pricing, infrastructure investment, and competitive dynamics for years. Fewer players usually means less price competition but potentially more capital directed toward network upgrades. For Bouygues specifically, this is framed as a major step for future growth, suggesting the deal is meant to close a competitive gap with the larger incumbents. The MOU is not a done deal. It's a statement of intent, not a signed acquisition. Regulatory review in France (and likely at the EU level) will determine whether three companies can divide a fourth without triggering antitrust blocks. European telecom consolidation has a long history of deals dying in review. If you follow infrastructure, telecom, or European markets: watch how regulators respond. This is the kind of structural shift that gets approved quietly and then reprices an entire sector.