Tag: Business

Federal Reserve Under Pressure: Jerome Powell’s Video Address on Presidential Influence | January 12 2026, 21:43

In the Russian-speaking segment, this news is somehow not visible at all, none of the media outlets are writing about it. Yesterday, Jerome Powell, the chairman of the U.S. Federal Reserve, released a video message on the official Federal Reserve website’s homepage, stating that the president’s administration is putting pressure on him and his system, and part of this pressure involves trying to charge him for the building’s facade repairs.

The Federal Reserve System is the “bank of banks” and the main printing press of the world. Since the 1950s in the USA, there has been an unwritten rule: the president does not interfere with the Federal Reserve’s operations. If the Federal Reserve starts printing money or lowering rates just because the president needs to “boost” the economy before elections, the dollar will depreciate, and inflation will become uncontrollable.

Quote:

“I deeply respect the rule of law and accountability in our democracy. Of course, no one, including the Chairman of the Federal Reserve, is above the law, but this unprecedented action should be viewed in the broader context of threats from the administration and ongoing pressure.”

“The threat of criminal prosecution is a result of the Federal Reserve setting interest rates based on our best judgment of what serves the public interest, rather than according to the President’s preferences. The issue is whether the Federal Reserve can continue to set interest rates based on data and economic conditions — or whether monetary policy will be determined by political pressure or intimidation.”

If the pressure continues or if Powell is removed/arrested, there is a high chance that the loss of the Federal Reserve’s independence could lead to a sharp drop in the dollar’s value and an increase in the prices of gold and other assets.

As Nikolai Chapaev said in the textbook “Introduction to the Course ‘Philosophy and History of Education'”, “God forbid you live in an era of changes”…

Exploring the Delights of Origin Thai Spa: More Than Just Massage | January 08 2026, 23:48

We bought all this at our Thai massage salon Origin Thai Spa today for $20 — slices of matum tea, Bael Fruit Tea. To the left of it — pandan tea. Also, before buying we tried some hand-made cakes (delicious!).

The salon is staffed by Thai women, all of them elderly, many speak English poorly, but they all know their massage craft very well. We are regular customers there with a membership, and I highly recommend the salon to locals. Thai massage is not for everyone, though, because when done correctly, it is quite painful during the process (but beneficial, and feels like it recharges all your internal batteries).

A Decade at EPAM: Thriving Through Change and Challenge | January 05 2026, 13:43

10 years at EPAM.

I would have never thought that I would enjoy working in the same place for an entire decade. What’s the secret? At EPAM, I am always evolving: projects change one after another, never letting me get bored.

I am currently on a project at a giant company: over 100 thousand employees and revenue of 30 billion dollars. Before this, it was the automotive industry — a behemoth with a staff of 175 thousand and a turnover of 150 billion. Somewhere around, there was a contract with a company of 80 thousand employees and 35 billion in revenue. True scale and genuinely serious challenges. And earlier, there were cosmetics brands, biotech, and the oil sector. In total, more than 20 projects of various calibers. Despite having over 100% workload every single day. And it seems that this year, I had more vacation than usual, yet still less than I could have taken. I traveled to Costa Rica, Mexico, Seattle, Antalya.

The point is, at each new place you learn something, sometimes from scratch. And that’s freaking awesome. It gives much more energy than if I had been “rooted” in any of these corporations for all 10 years. Perhaps, from a purely financial standpoint, people who stayed in one place at these companies earned more than me, but money isn’t the priority if it means sacrificing interest and enthusiasm. Living life at a job from which you are utterly exhausted is a questionable pleasure.

Last year at EPAM was maximally intense, and I sincerely hope that 2026 will not slow down.

The Unintended Consequences of Misguided Incentives | January 04 2026, 13:30

About KPIs. In English, there’s a concept called perverse incentive, “a harmful stimulus.” It occurs when you try to quash evil, but the methods become the perfect fertilizer for it. There’s a saying, “When a measure becomes a target, it ceases to be a good measure” (Marilyn Strathern based on Goodhart’s Law).

A classic example is the “Cobra Effect.” In colonial India, the British decided to reduce the snake population and offered a reward for every head. The plan seemed as reliable as a Swiss watch until Indians began breeding cobras on farms for the “harvest.” When the authorities realized they were being duped and cancelled the payments, the farmers simply released the now-useless snakes into the wild. As a result, there were many more cobras than before the program started 🙂

In a similar way, the French in Hanoi battled rats by paying money for severed tails. The city became overrun with lively yet tailless rats: the Vietnamese cut off the “currency” and released the creatures to breed further, to not lose a stable income.

In the 19th century, archaeologists searching for dinosaur bones and ancient fossils paid locals for every piece found. As a result, resourceful diggers intentionally shattered whole, priceless skeletons into small pieces to earn more by submitting them separately. Science wept, but the KPI for “number of finds” soared. A similar tragedy occurred with the Dead Sea Scrolls: Bedouins cut the found scrolls into small pieces to sell each fragment separately.

In the USA, this malady struck infrastructure. When building the Transcontinental Railroad, the government paid Union Pacific subsidies for every mile laid. In Nebraska, engineers, in a single corrupt impulse, drew a huge loop—the Oxbow Route. The extra 9 miles of detour made no sense for logistics but brought the builders hundreds of thousands of dollars “out of thin air.”

But if the “loop” in Nebraska was just theft, then the mistakes of U.S. Secretary of Defense Robert McNamara were a tragedy. An aficionado of numbers and mathematical models, he tried to manage the Vietnam War like a Ford assembly line.

When General Edward Lansdale timidly noted that McNamara’s formulas lacked the variable “the spirit and will of the Vietnamese people,” the secretary noted it in pencil in his notebook. And then erased it. He said that if something cannot be measured, it’s unimportant. The main metric became the body count. Officers onsite, eager to curry favor, began labeling everyone indiscriminately as “enemies,” painting an illusion of imminent victory in Washington, while the actual situation spiraled into the abyss.

In science, there’s a radical principle similar to Occam’s Razor— “Newton’s Flaming Laser Sword” (also known as “Alder’s Razor”). Its essence: if something cannot be tested by experiment (or measurement), it’s not even worthy of discussion.

It sounds reasonable for physics, but in life, it’s a direct path to what sociologist Daniel Yankelovich called the degradation of perception. He described this as a descent through four steps:

1. First, we measure only what is easy to measure.

2. Then we ignore what is difficult to measure or requires qualitative assessment.

3. The third step—we decide that what cannot be measured is not so important.

4. And the final step—we declare that what cannot be measured actually does not exist.

And at that moment, we become blind. We view the world through the keyhole of metrics, while in the room behind the door, cobras are bred, dinosaur bones are broken, and wars are lost.

Navigating the Airline Seat Dilemma: Equality and Passenger Size Policy Changes | December 30 2025, 20:21

As I sit on the plane, I ponder how airlines separate excessively obese people from those not obese enough, and how they make the former pay twice as much. And how does this align with the policy of universal equality and equal opportunities? The issue causes “anthropometric dissonance” – over the past decades, the average airplane seat width has narrowed from 47 to 43 cm, while the average passenger weight has significantly increased. As a result, there emerges a rigid classification of passengers into “regular” and officially recognized “Customers of Size” (CoS).

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The main technical criterion separating these categories is the “armrest rule.” If a person’s body extends beyond the outer boundary of the lowered armrest by more than 1 inch (2.5 cm), they are officially recognized as “oversized.” The inability to fully lower the armrest without pain or discomfort to oneself or a neighbor is grounds for requiring the purchase of a second seat.

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Until 2025, Southwest Airlines was considered the “gold standard” for large individuals, allowing them to occupy a second seat for free. However, as of January 27, 2025, the rules changed: such passengers are now required to purchase a second seat in advance when booking. If an individual fails to do this and the flight is full, they may simply be denied boarding and offered to rebook to another flight where two adjacent seats are available.

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The financial risks now almost entirely fall on the passenger. According to the new 2025 policy, a refund for an additionally purchased seat is only possible if the flight departs not fully booked. Considering that the average aircraft occupancy today is 85–90%, the likelihood that money paid for a “comfort seat” will not be refunded is extremely high.

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There exists a “geographical lottery” of passenger rights in the world. In Canada, a unique doctrine of “One Person, One Fare” (1P1F) is affirmed by court. There, obesity is recognized as a “functional disability,” therefore, airlines are required to provide a second seat for free on domestic flights if the passenger presents a medical certificate. In the USA and Europe, no such benefits exist, and comfort is considered a commercial service.

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Technically, there is also a “seatbelt rule,” which is the second most important (after the armrest rule) and serves as a kind of “legal and technical barrier.” Specifically, every passenger must be buckled during taxi, takeoff, and landing. If the belt does not fasten, the passenger physically cannot be seated. This isn’t a matter of comfort, but a question of legality aboard the aircraft. If the standard length of the belt is insufficient, the passenger has the right to request a seatbelt extender, which usually adds between 25 to 60 centimeters. The mere request for an extender often gets recorded by flight attendants as a marker of an “increased size passenger.” This is a critical moment. Most airlines globally explicitly forbid the use of two extenders simultaneously. If the length of one standard belt plus one extender is not enough, the passenger is recognized as “oversized” for that seat type. In this case, the airline has the full right to remove them from the flight or demand the purchase of a second seat, as safety cannot be ensured.

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Airlines’ main argument for imposing limitations is flight safety. According to EASA and FAA standards, a full airplane evacuation must take no more than 90 seconds. A large passenger, who physically does not fit in the seat, can block the aisle or slow the movement of others in an emergency, therefore they are prohibited from occupying seats near emergency exits. Personally, I think this is just a nice reason to avoid spending extra money.

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Identifying “too fat” passengers often happens right in the cabin. Flight attendants have the right to demand that a person undergo an “armrest test” in front of witnesses. If an “encroachment” into a neighbor’s space is discovered, priority is always given to those who fit in their own seat, and the CoS passenger may be removed from the flight for the comfort of others.

Decoding the Beast: Migrating from Excel to Code | December 17 2025, 18:56

We’ve all encountered it — the “Main Excel Spreadsheet Managing the Business.” The very one B2B companies use to calculate million dollar quotes. It has 12 tabs, 1000+ nested formulas, and zero documentation. For ten years, it had “quick fixes” slapped on and constants hidden away. It’s no longer just a file, but a living organism that no one fully understands except for the guy who quit years ago. That’s how puzzled I was. Moreover, there was uncertainty whether even half of the formulas were needed, or if they were vestiges of the past.

Typical cell:

=IF($D11=$D10,””, IF(ISNUMBER( INDEX(Data!$T$10:$U$17,

MATCH(TabCalc!$F11,Data!$T$10:$T$17,0),2)),

INDEX(Data!$T$10:$U$17, MATCH(TabCalc!$F11,Data!$T$10:$T$17,0),2),

INDEX(TabProd!$C$8:$U$112,TabCalc!$D11,I$1)))

I was tasked with transferring this logic into code so that it was all computed by software. The Excel file seemed to have everything it needed, but in reality — it was a complicated black box. 1069 formulas.

The challenge was in how to translate a thousand interdependent formulas into clean code without losing any edge cases.

Here’s what I ended up doing.

Instead of rewriting everything from scratch at once with uncertain prospects of bug proliferation, I used a strategy of lazy computations and mocks.

I built a structure on Groovy that mimicked Excel’s behavior. Each computation (from a cell) I defined as a function that executed only when it was called. And the functions were a multidimensional dictionary.

I started from the end of the computation graph: from results to inputs. If a formula depended on something I hadn’t yet written, I “mocked” it in the code, simply substituting the value from the Excel sheet.

Bit by bit I replaced these mocks with real logic. Comparing the output of my code to the Excel at each step, I could clearly see where my logic diverged.

In other words, I moved from the result to the input data. At each step, it was clear which mocks needed to be turned into code, and I could compare version +1 with version -1 — the result had to match. As soon as all mocks were replaced with calls — the task was done.

The real “secret ingredient” was the dynamic nature of Groovy for creating a multidimensional map of functions. Instead of static variables, I used a deeply nested structure, where each “leaf” was a closure. This allowed access to any part of the table — be it an input parameter, a config constant, or a complex intermediate result — through a simple, unified syntax, and some components were dynamic.

Here’s an example:

conf[“group”] = { x -> [“a”, “b”, “c”] }

conf[“group”]().each {

calculate[“Group”][“Subgroup”][it][“TotalQuantity”] =

{

x -> calculate[“Group”][“Subgroup”][it][“Someparameter”]() * conf[“someConstant”]()

}

}

Using dynamic keys and closures, I could iterate through product groups or data sets. Since these were dynamic functions, not stored values, the entire system worked like a living graph of dependencies.

Testing was possible right from the start of transferring the formulas. The charm was that you were kind of addressing a cell through syntax like calculate[“Totals”][“A”](), but in reality, you were launching an entire tree of calculations at that moment. And this was incredibly convenient for debugging.

In two weeks, the “Black Box” was transformed into a transparent, modular library with clear logic, which produced exactly the same result as the original table.

P.S. Of course, all the data in all the screenshots are thoroughly obfuscated, or rather, written from scratch for this text.

Tech Titans at Sea: The Yachts of Silicon Valley’s Finest | November 29 2025, 18:14

Two yachts in a row stand – the first, Moonrise, belongs to WhatsApp founder Jan Koum, the second — the yacht Dragonfly — belongs to Sergey Brin, founder of Google.

Hidden Costs in Restaurant Menus: The Reality of Operational Charges | November 23 2025, 23:33

The restaurant is very tasty, but I increasingly notice that establishments include a certain percentage on top of the menu prices in the bill. In this menu, the cost of a dish is listed as $30 per plate, plus a note like this. In this case, it’s a 4% operational charge. Then there are taxes on top of that, plus another 20% for tips. As a result, $30 from the menu turns into at least $40.

Navigating Comcast Deals: My Experience with Overpaying for Internet | November 23 2025, 16:02

Yesterday, we stopped by Comcast/XFinity to get Lisa set up in her new apartment. At the end, I asked, “guys, can you check something because it feels like I’ve been paying too much for internet for two years now. $131 a month for gigabit service.” The dude quickly pulled up my profile, said, “let’s reduce it by $25.” I said, “let’s do it.” Done, goodbye.

Service.