bdunks

I love this. I agree with the "about" that it's visually compelling, and I'm mesmerized.

This doesn't detract from my enjoyment the site, but for trip planning I'm a little skeptical of the results around the edges, especially when I'm assuming multiple transfers would be required (e.g., Local -> Express -> Express -> Local).

With a caveat this was over 10 years ago (~2012-2013), and train frequencies may have changed:

I used to live pretty far up on the upper west side, and took the 1 train from the 103rd street station daily. My weekday route was 1 -> 2/3 -> 7 into midtown. The 20 minute radius is accurate at peak times, when it only takes 2-3 minutes to catch a transfer. However, the website "about" makes an assumption this is for noon on a weekday. I don't think I ever made it to Brooklyn in under 40 minutes.

Wow! That’s impressive. The video at the top of your post really helped me understand the coordination involved. Thank you for sharing.

I imagine you’ve been playing music most of your life. How long did it take you to bring all of this together and start “one man band” improvising?

Does anyone have experience if these provide tactile feedback?

There’s lots of discussion about the actuation point, but is there a “click” feel?

I’ve had a lot of wrist strain issues over the last 20 years. I tried many “ergonomic” keyboard layouts, but ultimately switching to a standard ikcb CD108 with Cherry MX brown fixed my issue. The click stops me from mashing the keys too hard, which seems to be the primary root cause (for me).

Second button down on the right side of screen (almost always).

I read once that it’s an accessibility requirement that the screens can be muted.

I haven’t encountered a screen that I couldn’t mute in the last 10+ years.

I’m also confused. Are the static images on this landing page generated by demopond?

Or is the product not used for its own landing page?

Absolutely. I used the number of administrative personal * administrative salaries because it's a quick mental visualization. I just reviewed United Healthcare's 2022 10k. In 2022, they had $324B in revenue, and paid $210B in medical expenses. Of the $114B remaining, $85.5B was various operating costs, $28.5B (25%) was corporate profit / operating income (before interest & taxes). Even if all 40,000 employees of UnitedHealth Group were making 200k (they're not), that'd only account for $8B of their $85.5B in non-medical costs. https://www.unitedhealthgroup.com/content/dam/UHG/PDF/invest...

Only 10% of the increase in medical cost in the US is attributable to doctor salaries. The remainder is administrative overhead, Rx costs, insurance administration, etc.

There are now 10 administrators for every 1 doctor.

Since 1970, the number of physicians has increased by 2x. The number of administrative staff has increased by 38x.

If each administrator is making 100k+ - 150k+, that's significant cost.

Some of these crazy billing practices are due to the private equity buy-ups and consolidation, creating workflows and fee structures that are hostile to patients and doctors, but benefit the PE firms.

https://www.commonwealthfund.org/publications/issue-briefs/2...

Lots more data here: https://www.healthsystemtracker.org/

Banking and financial services average 8.1% of revenue on IT Spending. Industries like industrial manufacturing, food and beverage, retail, and energy average 1.2% - 1.9%.

Many security leaders (CISOs or otherwise) do not have the budget or authority to meet their board's or CEO's expectations, but it may be outside your sample of big banks.

I'm otherwise aligned with your comment. The successful CISOs I've interacted with, regardless of industry, educate their leadership team on the trade-offs and risks of investment levels, set realistic response and recovery times expectations based on those investments, and turn it into a business decision, rather than promising the impossible.

Four requests per day seems a little low to verify the quality of the responses before shelling out even a few bucks.

That said, I've already gotten great quality formula and VBA generation directly in ChatGPT (GPT-4.0), with only a sentence of prompting, so I'm not the target customer.

Will you control access to qualified professionals?

I’ve observed a large part of specialization and sub-specialization in medicine is understanding what to ask and how to ask it in order to uncover the fine differences between similar symptoms.

I am not a doctor, but have many friends in medicine. I’ve found they aren’t very good at understanding what to ask or look for across the boundaries of their specialties, and if they try to search medical journals online based on symptoms they come up with the wrong results.

The people I know are in Family Medicine, OB, plastics, Anesthesia, derm, and optho.

The points are not "free" to airlines, though. (Without looking at every airlines 10k, at least one mechanism is to): Account for them as a liability on the balance sheet as "deferred revenue." They then recognize the revenue when the points are redeemed, meaning they incur the same blended Cost per Available Seat Mile (CASM) as a purchased ticket. That's in addition to the significant costs of managing a loyalty program (IT, Partnerships, Legal, etc.)

I generally agree with the article's premise and conclusions, but the lead in is not true:

> They make more money from mileage programs than from flying planes—and it shows.

Delta reported 5% of its revenue came from its loyalty programs in 2022 (2.5B of 50B according to 2022 10k). Although in the June annual shareholder meeting, it expected >6.5B in AMEX remunerations in 2023 with a long term goal of 10B.

American Airlines may have been closer to 10% (4.5B of 49B according to 2022 10k). I can't quickly find any public data on it's long term goals.

Both still well short of "more money" than from flying planes.

I worked on a highly complex, high-volume automated procurement sourcing system many years ago. Each Purchase Requisition (PR) -> RFQ -> Bid Response -> Purchase Order could have many-to-many relationships, splitting & bundling at each line item (even the arrows above don't give the right idea, as things could go to re-bid, long-term contract with task orders, etc.).

We tried for nearly two years to get the status/state of each PR line item to update in real-time as events occurred during follow-on steps, but it was extremely brittle.

We finally added an intermediary queue and centralized all the logic in batch. Anytime something happened that might trigger a state (not verified), we tossed it in the queue. Then, we processed the queue every five minutes through a rules engine that was a classic factory pattern (a favorite anti-pattern). Every time the PR # ran through the rules engine, it would have a deterministic result. Sometimes it would pass through 10-20 times with no state change, but at least it was predictable.

We thought it would be too inefficient, potentially processing the same PRs 100s of times without any actual change to the state. However, the servers handled it fine, and it was real-time "enough" the users didn't notice a lag. We went from fixing issues several times a week to no changes for the remaining two years I was on the project.

This phrase is also a mantra of the US Navy SEALs.

The thief waits in his own passage until he knows the victim has followed him down that passage. He does not pass through the door if the victim is in the other passage. The authors briefly mention this:

> After a very uncomfortable wait he saw a thief arrive who, *sensing he was pursued by his victim*, whispered the magic words, “Open sesame.”