Auditing fun: 11 months plus 1 day ago -- a retrospective
My wish is that I was doing something else right now -- working with a team of colleagues building a Clear Linux C++ audit solution with other Audaciously Intelligent humans at my favorite workplace I've ever had -- $Intel (INTC.US)$. It's not my favorite thing to do -- play pretend "if I were CEO", but sometimes equity holders have to be aggressive about getting their voices heard, even if they have only the tiniest slice of equity.
When I woke up and turned on my $Roku Inc (ROKU.US)$ last week after Intel's bad news was getting wiped all over the news channels, I was astounded to hear a reporter state that Intel was "retaining" college dropout CEO's IPO partner to consult about selling off businesses. I literally groaned at the TV. Why would you re-hire a company that has done nothing but try to destroy your value in the marketplace? The mistakes are snowballing, when will you listen to people who care?
Well, before you start selling off that billion-dollar checkbook, wait until you read what I have compiled here.
Know that If I were Intel's CEO, I'd fix a lot of things that broke during the last 4.25 years. But also know that I really am not a CEO kind of personality and probably would recommend that job title not be used at our company at all any more. I have always advocated for participatory management, where nobody is really empowered with a "CEO" kind of delusion. CEOs who refuse to be held accountable enjoy delusions that they are more important than everybody else. But they are not. Internal groups should not not pitted against each other, but rather leveraged for their complementary strengths -- shared efforts get shared rewards.
But recommendations? Does not take a CEO to do that. A drop in stock price is both a hindrance and an opportunity. That's where we need more participation. Rank-choice options for leadership strategies would be easy to implement, rather than private equity who bought their votes. Specifically, in the short-term, we empower current employees who expect(ed) job-loss layoffs with ... more alternatives than losing their job. For example, a non-NYSE involved buy back of shares, yielding employee-ownership saves so much more than unemployment compensation; in other words, options to let those who earned equity keep it.
We would do this by moving any temporary storage of Intel's badly-devalued equity away from "More GANN Stanley's" reach and buying power ... move it over to $Futu Holdings Ltd (FUTU.US)$, where we'd partner on better C++ documentation for the OpenAPI. Desktop-based UI trading instead of pushing people onto "apps". After all, the app layer only disguises some auditable SSL certificate breadcrumbs, so it's not that useful; better to yoke help that helps you audit who might be trying to impersonate you the network level.
Our first project would be to acquire $NET SAVINGS LINK INC (NSAV.US)$, for not only a fun opportunity to write or talk puns about our "Net Savings link", but also to be able to better document very simple examples of RTOS, or "Real-Time Operations System" efficiencies of non-warring, non-petrodollar, non GANN based projects.
Yes, we'd hire more technical writers to post more quality documetnation to ad-free, unpaywalled, public Internet webpages and fund more grants helping projects like this one -- an engineering project that involves turning invasive Sargassum seaweed into building blocks of homes for climate refugees.
My time as an employee of Intel Corporation showed me a diverse workforce reflecting more closely the demographics of the actual makeup of the planet than any company I'd ever worked for before. The work was fun and challenging as I proved myself on my own merits exercising my diverse skills with many teams. With the last group I joined after Intel acquired AI "startup" Nervana Systems, I was thrilled to work with Naveen Rao's group. The acquisition teamed a globally-diverse workforce of PhD-level neuroscientists and algorithm-studied researchers and coders building our own silicon. Documentation nerds like me also really liked integrating Intel's IP and corporate-level documentation regarding things like equality regardless of gender, race, sexual preference, ethnicity, or methods of doing prayer.
But I'm not exercising my git-foo these days. Instead I'm compiling statistics of deaths and an exorbitant amount of data on the MMIP (Missing and Murdered Indigenous Peoples) epidemic on this side of the Atlantic because college dropout CEO freaked out. The indisputable facts I started compiling a few days after October 7 are summarized in the following infographic, which I mistakenly shared with college dropout CEO's IPO partner more than 7 months ago. This why I continue to write:
More GANN is all wrong.
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