2026-03-26 04:56:13
\
Website analytics issues do not surface as incidents the way other bugs do. They slip through the crack silently. You get to know about them only when you are looking at the revenue analytics dashboard, and the metrics do not match your accounting books, your gut finally says, probably I should check the analytics instrumentation code for issues.
\ Had this check existed on every PR that changed the analytics instrumentation code, none of this would have reached the dashboard. And you wouldn’t have made bad business decisions on faulty analytics data.
\ Let's get it done in the next 15 mins!
Currently, you might have one or more analytics SDKs (Google Analytics, Amplitude, Google Ads, etc.) on your website. This slows down your website. And because they are tightly integrated with your app as code, if you want to switch to another vendor, you'll have to import their SDK and make the changes in the code. A long, error-prone process.
\ In the next 5 mins, you'll get rid of all of them without breaking the analytics.
\ To do that, you need one SDK to rule them all. Provided by event streaming tools such as Segment or its self-hosted alternative, RudderStack.
\ After setting it up, you will be able to collect events from your websites (source) and send them to any analytics/marketing service of your choice (destination).
\ With that in place, if you ever need to switch to a different analytics service, it will be a quick dashboard settings change, not a code change in your website.
\ Here’s how to replace all your analytics and marketing tool SDKs with one RudderStack SDK
Step 1: Create your dashboard to control your data sources/destinations settings. This dashboard controls only these settings. The actual customer event data will not flow through this service. You will either self-host the event streaming server to process customer event data, i.e., the data plane, or use a cloud-hosted data plane to quickly get started. Source code - https://github.com/rudderlabs/rudder-server
\ Step 2: Replace all your existing analytics SDKs with one RudderStack SDK. tl;dr: add these 5 lines of code to your website
// Step 1: Install the SDK - `npm i @rudderstack/analytics-js`
// Step 2: Initalize the SDK
import { RudderAnalytics } from '@rudderstack/analytics-js';
const rudderAnalytics = new RudderAnalytics();
rudderAnalytics.load(process.env.WRITE_KEY, process.env.DATA_PLANE_URL, {});
// Q: How to generate your WRITE_KEY and DATA_PLANE_URL?
// A: Create a new JavaScript source at https://app.rudderstack.com
export { rudderAnalytics };
// Step 3: Call event tracking methods such as `page`, `track`, `identify`, etc. as needed
rudderAnalytics.page();
// NOTICE: This code works only if you have set up your browser-side code to use `npm` modules. Follow the quickstart guide otherwise - https://www.rudderstack.com/docs/sources/event-streams/sdks/rudderstack-javascript-sdk/quickstart/
\
You made the change in your website code. Raised a PR, not merged yet. When you visit your test server, link to your website. In your RudderStack source live events dashboard, you should now see the events flowing. 
But events are not flowing to your previous destinations yet. So, let’s fix that.
\ Step 3: Add your original analytics/marketing services as destinations in your RudderStack dashboard to restore your old analytics services. These services are supported as the destinations out of the box; others can be supported either via webhook or by building your own custom integration - https://github.com/rudderlabs/rudder-transformer/blob/develop/CONTRIBUTING.md#building-your-first-custom-rudderstack-source-integration
\ Now, when you visit your test server again, you should be able to see these events in your analytics services as they were flowing earlier. The destination live events will show you everything you need at this point. With the analytics instrumentation done, half the battle is won.
You are in control now, free from the analytics vendor lock-in
\ You can merge at this step, but wait! Before you merge the PR, let’s do something that will ensure that you do not accidentally break your analytics in the future.
\ We will add a GitHub Action to review your PRs for analytics instrumentation and data quality issues.
Let’s use this GitHub action - https://github.com/rudderlabs/rudder-ai-reviewer
\ With this, you will never break your analytics instrumentation, and your data quality issues will never end up in production.
\
Create .github/workflows/rudder-ai-reviewer.yml in your repo:
name: Rudder AI Reviewer
on:
pull_request:
types: [opened, synchronize]
permissions:
contents: read # Required to checkout the repository
pull-requests: write # Required to post review comments
jobs:
review:
runs-on: ubuntu-latest
steps:
- uses: actions/checkout@93cb6efe18208431cddfb8368fd83d5badbf9bfd # v5.0.1
- name: Rudder AI Reviewer
uses: rudderlabs/rudder-ai-reviewer@v1
with:
source-id: ${{ secrets.RUDDERSTACK_SOURCE_ID }}
service-access-token: ${{ secrets.RUDDERSTACK_SERVICE_ACCESS_TOKEN }}
Commit, push, and open a PR that touches any instrumentation code. The reviewer runs automatically. The action will detect the RudderStack SDK and the instrumentation changes automatically, review using AI, and suggest fixes as inline review comments.
First, you gained control of your website analytics by replacing all your analytics SDKs with one unified event streaming SDK - RudderStack SDK. Then you added a GitHub action that reviews each PR for analytics implementation issues.
\ Now, you can go ahead and merge the PR if Rudder AI Reviewer does not give you any warning.
\ In the future, you'll automatically receive reviews on PRs that impact the analytics instrumentation, data quality, and privacy compliance. You can further improve this workflow by creating a tracking plan in your RudderStack dashboard.
Go ahead and explore the tools I mentioned here for more details
\
2026-03-26 04:29:58
Qwen3.5-9B-Uncensored-HauhauCS-Aggressive is an uncensored variant of the base model created by Hauhau CS. This 9-billion parameter model removes safety filters that cause refusals while maintaining the full capabilities of the original model. The model generates text responses with support for multi-token prediction.
2026-03-26 00:03:46
How are you, hacker?
🪐 What’s happening in tech today, March 25, 2026?
The HackerNoon Newsletter brings the HackerNoon homepage straight to your inbox. On this day, Excel 4.0 Spreadsheet Software Released in 1992, and we present you with these top quality stories. From The Discreet Charm of Hypertext to The Future of AI Looks Surprisingly Human, let’s dive right in.
By @vinitabansal [ 19 Min read ] Intelligence, knowledge, experience and skills are important to do well at work, but those things cant make you unstoppable. Read More.
By @andreimochola [ 7 Min read ] There are concepts that arrive too early for their own istorical recognition. Hypertext belongs to that category. Read More.
By @husseinhallak [ 12 Min read ] Markets hijacked our relationships, turned connection into content, and what it will take to reclaim love, friendship, and community from the attention economy. Read More.
By @linked_do [ 17 Min read ] What are context graphs, what are they good for, and why are they dubbed AI’s trillion-dollar opportunity? What does context mean, and how can it be defined? Read More.
By @dangtony98 [ 9 Min read ] AI agents are starting to act more like independent participants on the internet, but the internet was never designed to support them. Read More.
🧑💻 What happened in your world this week?
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We hope you enjoy this worth of free reading material. Feel free to forward this email to a nerdy friend who'll love you for it.See you on Planet Internet! With love, The HackerNoon Team ✌️
2026-03-26 00:02:24
From the very first day of the job, there’s one thing that’s top of everyone’s mind—success. Success is what we desire. It’s what we seek. But what makes some people more successful than others? What makes them appear valuable? What accelerates their career growth? What makes them land better opportunities?
\ Is it how hard they work? Is it their intelligence and skills? Is it their thinking ability or their aptitude to solve complex problems?
\ Intelligence, knowledge, experience, and skills are important to do well at work, but those things can only give you the initial thrust to get started; they can’t make you unstoppable. Being remarkable and outstanding at work requires a set of daily practices—habits that make you shine and put you in front of the right people. These habits determine how others see you as a person—what makes them admire your skills, appreciate your knowledge, and find your experience worthy of their time and attention.
\ These habits shape everything—how you communicate, collaborate, stay productive, address conflicts, take risks, build relationships, and solve problems. Not consciously choosing these habits and making them a part of your life can leave a tremendous amount of your potential underutilized. You may get passed up for an opportunity. You may not get promoted. You may not be invited to meetings where your knowledge and experience could have made a difference.
\ These habits can help you push through when you hit a roadblock, trust yourself when you engage in self-doubt, and motivate you to take action when you get bogged down by inconsequential details. These habits can help you bring your best version to work every day.
\
The concept of the best possible version of me is not merely an intention, it is an action. It is the daily practice of taking full responsibility for my thoughts, emotions, behaviours, and actions.
― Tanya Valentin
\ Practice these 10 habits daily to be unstoppable at work:
When outcomes don’t turn out as expected, or expectations aren’t met, the default reaction for most people is to blame someone or something else for their situation. But, blaming, complaining, and sobbing deflects responsibility—it shifts your focus from solving problems to finding excuses. Relying on blame and excuses to justify outcomes, spiraling in despair when faced with challenges and setbacks, and feeling paralyzed when required to make tough decisions keep you trapped in a toxic cycle of negativity, which leads to avoidance and inaction.
\ Taking responsibility and holding yourself accountable, on the other hand, gives you the power to make choices that are aligned with your growth and the goals you want to accomplish. It frees you from the burden of justification so that you can focus on what lies ahead. It shifts your mental energy to adopt the role of a creator who sees the obstacle in their path as a challenge instead of acting as a victim who offloads responsibility to others and gives up.
\
The true key, if you want to live an unstoppable life, then you need to take 100% control of your life. Stop blaming others for your failures and faults and start accepting responsibility for your life.
― Thomas Narofsky
\ When you fail or make mistakes, feel disappointed, much like everyone else, but don’t let that disappointment get in the way of taking action or making progress. Push ahead with the relentless drive to find solutions instead of complaining about the problems. Expand your boundaries of influence, push yourself to navigate the uncharted territory, and do the work that’s necessary to succeed.
When you’re part of meetings and discussions, you may be tempted to show off your intelligence—you may jump to solutions without understanding the problem, be quick to remark on a flawed strategy, or state your opinion without being asked. Acting as the person who has all the answers does not make you come across as a smart, intelligent, and informed person. Rather, it frustrates others, subjects you to mockery, and builds resentment. Your opinion that may carry real value is ignored, given less importance, or rejected just because others don’t trust and respect your judgment.
\ Asking questions, on the other hand, invites others to collaborate, share their perspective, and feel heard and valued. Questions also make way for clarity. Hearing diverse perspectives leads to more informed decisions. It creates an opportunity to validate assumptions, reduce misunderstandings, and align on a common measure of success. Well-framed and thoughtful questions not only challenge others to think differently, but they also develop a bond—a connection based on shared knowledge, experience, and mutual respect.
\
Don’t we all know how to ask questions? Of course we think we know how to ask, but we fail to notice how often even our questions are just another form of telling—rhetorical or just testing whether what we think is right. We are biased toward telling instead of asking because we live in a pragmatic, problem-solving culture in which knowing things and telling others what we know is valued.
― Edgar H. Schein
\ Questioning expands the range of possible solutions, gives others an opportunity to contribute, and makes the discussion feel like a shared experience instead of a one-sided conversation. As you help others navigate problems and reach their own conclusions, it builds confidence and conviction and a trust in your ability to guide them.
When confronted with a difficult situation, disagreement, difference of opinion, or a conflict, staying silent may seem like the safest approach. You can’t annoy others or upset them when you keep your mouth shut and refuse to share your feelings. But, ignoring the conflict or pushing it aside does not make it disappear. It only makes whatever you’re trying to avoid “worse.” Staying silent also takes away the opportunity to speak your truth, voice your opinion, and state your concerns. Unresolved conflicts waste your mental energy as the thoughts of pending issues keep popping up every now and then. Your relationships suffer as you try to avoid these people or become resentful for not being able to speak your mind.
\ Speaking up, on the other hand, though uncomfortable and scary, can bridge the gap between your thoughts and others' expectations. It can resolve your differences and achieve alignment. Engaging in a meaningful way can build long-lasting, genuine connections. Handled mindfully, conflicts can build relationships instead of breaking them. It can heal instead of scarring. It can bind instead of creating a divide.
\
In an age where noise surrounds us, silence can seem like a precious commodity. Silence often masquerades as a protective layer, one that shields us from confrontation and the complexities of communication. It allows us to avoid difficult conversations and uncomfortable truths. When we hold back our thoughts and feelings, we create a divide that can be difficult to bridge. True connection requires vulnerability, something silence often obstructs.
― Carson Anekeya
\ Confront your fears. Face your insecurities. Don’t be paralyzed with the thought of disagreeing with others or sharing your concerns. Facing conflicts head-on can be uncomfortable at first, but it’s the only way to move forward together instead of continuing to stay stuck.
When you ask for feedback with the intent to validate yourself or seek approval, a positive response raises your self-esteem, makes you feel worthy, and enables you to believe in yourself. However, even a hint of criticism puts you off—you feel attacked, targeted, and may even engage in self-doubt with the belief that you don’t have what it takes. Taking feedback personally or attaching it to your identity makes criticism feel like a threat, something that hurts your credibility and makes your work matter less.
\ Engaging in feedback conversations that make you feel good about yourself without highlighting areas where you need to improve may temporarily boost your self-esteem, but they’ll do nothing to advance you in the direction of your goals. Without getting clear, actionable feedback on habits you need to change, skills you need to build, and knowledge you need to expand, you’ll be locked in an illusion of greatness—you’ll be trapped with a false belief about your competence, which will prevent you from embracing opportunities required to evolve and excel.
\ Actively seeking criticism, on the other hand, changes your game. Criticism stings. It’s hard. At times, it may even be unfair. But, it’s also necessary. It’s what shows you the path when you’re stuck. It’s what gives you direction when you’re lost. It’s what gets you back on track when you’re distracted or lose focus. It’s what helps you stay grounded, truthful, and real.
\ Seek feedback from people who have valuable things to contribute, even if they make you uncomfortable. Channeling constructive criticism into useful signals can help you unlock your potential. You can bridge the gap between how you see yourself and how others perceive your work. Showing curiosity to learn from others also builds positive relationships at work—when they see that you value their inputs, they’re more likely to engage with you and stay honest.
\
The art of taking feedback is such a crucial skill in life, particularly harsh and critical feedback. We not only need to take this harsh feedback, but actively solicit it, labor to seek out the negative precisely when our friends and family and brain are telling us that we’re doing great. The ego avoids such feedback at all costs, however. Who wants to remand themselves to remedial training? It thinks it already knows how and who we are—that is, it thinks we are spectacular, perfect, genius, truly innovative. It dislikes reality and prefers its own assessment.
― Ryan Holiday
\ Praise can bolster your ego and make you feel capable, successful, and respected. But seeking only praise can turn you blind to your flaws. Criticism isn’t meant to undermine your confidence. It’s a powerful tool when viewed through the lens of growth. Seek it actively and often. Consider feedback as a growth catalyst, not a dagger.
When you don’t plan your day consciously, unannounced work keeps knocking at your door and keeps eating into your precious time and energy—you get pulled into random meetings, your product manager asks you to build a quick prototype an hour before their demo, bugs show up which demand your immediate attention and colleagues keep dropping by your desk to engage in idle gossip. All good intentions die when you’re running on autopilot.
\ Moving from one problem to the next, one meeting to another, and one crisis to the next leaves no time for important priorities. According to Parkinson’s law, work expands so as to fill the time available for its completion. When you’re not purposeful with your time, you’re bound to fill it with insignificant activities that leave you exhausted at the end of each day without adding value.
\ Busyness creates an illusion of productivity. Being caught inside the ‘busy trap’ makes it harder for you to see that productivity is not based on the number of hours you put in—it’s the time spent creating value. Busyness is also addictive. It saves you from the discomfort that comes from doing hard things—things that will move you forward but require you to step outside your comfort zone. Being busy is then the perfect excuse to avoid doing the work you fear or find particularly difficult to do.
\ Consciously planning your calendar, on the other hand, prevents you from engaging in inconsequential activities—it removes the busy element and replaces it with constructive choices that make life not only more fun but also more productive. Being productive requires giving life to your intentions. You need to take action. A great strategy to do this is to create implementation intentions and put them into action using the Pomodoro technique.
\ Implementation intentions involve making a plan beforehand about when and where you intend to take action. In other words, when situation x arises, you will perform response y. Research shows that by simply writing down a plan that specifies exactly when and where you intend to engage in taking action, you are more likely to follow through. Once you have identified implementation intentions, pre-block time on your calendar. Pre-blocking time on the calendar for important activities takes away the need to make a decision on the fly—which in most cases leads to poor choices—and instead allows you to attend those activities when the time arises.
\ The Pomodoro technique helps break down your big goals into small tasks, limit distractions, and build more consistent work habits. It keeps you focused on the one next thing you need to do rather than feeling overwhelmed by the enormity of the work ahead of you. It trains your brain to focus with time-bound work sessions and frequent short breaks.
\
Make Time is a framework for choosing what you want to focus on, building the energy to do it, and breaking the default cycle so that you can start being more intentional about the way you live your life. Even if you don’t completely control your own schedule—and few of us do—you absolutely can control your attention.
— Jake Knapp
\ Don’t rely on good intentions or willpower to achieve your goals. Decide in advance what time you’ll be working, how long you’ll be working for, and what you’ll be working on. Put this on your calendar and get down to work with deep focus and concentration when the clock strikes.
If stepping out of your comfort zone gives you the chills, you may lean towards ideas, projects, and opportunities that feel safe instead of taking a risk. You look for solutions based on how problems have been solved before. You try to preserve the status quo. You let go of opportunities that have many unknowns and uncertainties involved. You align with decisions that are favored by others because disagreeing with them requires standing out and the courage to take risks.
\ But, playing it safe keeps you trapped in a cycle of mediocrity—when you keep doing what comes easy, you don’t learn to navigate complexity. When you pick tried-and-tested methods, you give up on innovation, creativity, and a chance to make things better. When you cling to projects you have done before, you let go of the opportunity to step up and build new skills. Safety feels comfortable, but it also limits your growth.
\ Taking risks, on the other hand, enables you to push boundaries—looking beyond personal limitations to recognizing new possibilities, building on skills, and taking on challenges by embracing new opportunities and thinking and planning ahead by considering the future and its needs. Developing the capacity to take risks gives you the power to shape the future and meet tomorrow’s demand instead of catering to business-as-usual. Your impact and the value you create get multiplied.
\ Taking risks does not mean being negligent or inattentive—it requires careful analysis of risks worth taking and being prepared to handle the situation if it does not work out. It requires confidence without arrogance, judgment without biases, and decision-making that’s grounded in logic and intuition.
\
Embracing risk is key to succeeding in the bigger game of life. Those who lose aren’t those who have dared greatly and fallen short of the mark. They are those who played so safe that they never lived at all.
― Margie Warrell
\ Making safe bets may seem less risky, but staying within a safety net limits your growth. Instead of leaning towards comfort, stretch your abilities by taking one step outside them. If it isn’t scary, it probably isn’t worth it.
When an urgent problem needs to be solved—for example, a production bug impacting a large customer base—looking for the quickest solution that will make the problem go away may be a smart strategy, but falling for a short-term mentality for everything that shows up can lead to bigger problems in the future. Issues that were fixed in the past with patchy solutions keep repeating, solutions that were implemented to cater to current demand do not scale, and rushed projects keep showing up with new bugs every day.
\ Living in a fast-forward, on-demand culture, we all crave instant gratification. We want things quickly. We want them now. Most of the time, we improvise and react to events with insufficient information—we don’t have the patience, time, and energy for more thoughtful long-term solutions. Unwilling to put in the effort, we fall for short-term thinking at the cost of better results in the future. The pursuit of a quick and easy fix to an issue is definitely more alluring than the prudent decision. Quick fix provides short-term relief from whatever it is we are facing at the moment—it creates an illusion that the problem is out of the way. But, we fail to realize that these short-term fixes are a series of steps into our long-term failures.
\ Avoiding the lure of short-term rewards and showing patience and persistence towards a growth-oriented long-term strategy, on the other hand, can reduce rework, make solutions better aligned with future growth, and leave plenty of time to focus on work that matters. Reviewing important decisions with a big-picture context provides the clarity to attack the source of the problem and avoid the temptation to seek temporary relief by implementing a quick fix in the moment.
\
We live in a fast-paced, demanding, results-oriented world. New technologies place vast quantities of information at our fingertips in nanoseconds. We want problems solved instantly, results yesterday, answers immediately. We are exhorted to forget “ready, aim, fire” and to shoot now and shoot again.
― Michael J. Marquardt
\ Instant gratification relieves short-term pain at the cost of bigger problems in the future. Taking a more long-term approach can be painful in the beginning, but it can lead to tremendous growth. Don’t settle. Don’t go with the quickest, dirtiest path to get what you want. Invest in a more thought-out and well-planned strategy.
Personal motives at work can make you act in undesirable ways—using tactics and manipulation to further your agenda, making biased decisions in favor of a certain group of people, talking behind other people’s backs and engaging in gossip, pushing others under the bus when things don’t go well, or using power plays to gain advantage over a situation.
\ When advancing your career or boosting your self-esteem becomes the primary focus, your behavior is not only unproductive, but it can also be toxic and unpleasant to those who experience it. You may engage in office politics because you feel exploited and misused by some people, or you may do it to keep close connections with some powerful people who like to play dirty. Whatever may be your reason to engage in office politics, being manipulative and evil is not the way to become unstoppable.
\ Consciously choosing the path that does not involve playing other people’s game, on the other hand, can set you free to create your own path to success. You can choose to ignore such people if they don’t directly impact your work. You can try to disarm them by not reacting to their negativity. You can have a candid discussion with them and openly express your concern if they seem to be holding a personal bias or grudge, or if their behavioral issue stems from a lack of self-awareness. The idea is not to keep your eyes shut to what’s happening around you or to be blind to other people’s insincere and exploitative strategies, but rather to learn to navigate office politics as a skill without stooping to other people’s levels.
\
This applies to when people are playing office politics or forming their cliques or working their personal agendas. Of course – sometimes you have to play those games too. But when dealing with people like this, let your first course of action and the fundamental core of how you handle things be very clear and direct: Outwork and outperform every last one of them. While you’re over there watching me and talking about me – I’m working. When you’re gossiping – I’m working. When you’re talking smack – I’m working. When you’re chattering – I’m working. While you continually focus on what everyone else is doing – I’ll focus on what I can do right. And when you finally look around at where you are and where I am – you will realize that you have nothing to talk smack about.
― Jocko Willink
\ There’s only one way to win at office politics—not letting the negativity consume you and channeling your energy into doing great work, making it visible, and taking control over your own success. You become unstoppable when you don’t let other people’s toxic behavior become an excuse to play badly, too.
If you tend to put your own interests ahead of other people’s needs, you may evaluate every situation based on how it benefits you—Will sharing knowledge increase your visibility? Will solving other people’s problems earn you credit? Will attending an office party lead to better connections with the higher-ups? Your interest and participation are based on what you’ll gain and what you have to lose. Anything that involves a lose-win situation is out of scope. Anything that involves a sacrifice without getting anything in return is a big “no-no.” Anything that does not make you look better or supreme compared to others is of no value. You try to give based on what you can get.
\ This keeps your relationships superficial and need-based. You don’t connect with people at a deeper level or earn their trust and respect—they don’t vouch for you when you’re in need or recommend you for better positions. They don’t support you when you make a mistake or fail terribly. They don’t consider you as their first choice when they need help. “Take-based” relationships are like weak signals that work rarely and fail most of the time.
\ Putting other people’s needs ahead of your own, on the other hand, can build special bonds with people and strengthen relationships. Sharing your knowledge and experience without boasting, helping those in need without expecting anything in return, or mentoring others without any recognition makes you come across as a genuine person who actually cares about others.
\ Your “giving” attitude plays a big role in the love, support, and respect you gain—your likability makes you favorable when you’re put up for a promotion or in need of a better opportunity. Your selfless demeanor gets you the attention without any noise. When you need help, others reciprocate in kind.
\ Giving does not mean sacrificing to the level of personal harm or always putting others ahead of your own needs. It means not evaluating every situation through the lens of gain and loss. Not trying to turn every situation to your advantage. Not making a big deal out of every contribution. Not treating others as your points of leverage.
\
Success depends heavily on how we approach our interactions with other people. Every time we interact with another person at work, we have a choice to make: do we try to claim as much value as we can, or contribute value without worrying about what we receive in return?
― Adam M. Grant
\ Relationships that are built using give and take last long. They aren’t fragile. They aren’t one-sided. They make you unstoppable by garnering support from people when you need it the most. Be there for others. Lift them up. Try to give more than what you take from them.
Replying to an email even if it’s late, saying yes to every request that comes knocking at your gate, and pushing your personal priorities aside to make more room for work can get you the attention and visibility you seek, but it also sets you up for exploitation. You may be asked to work late, pick up other people’s slack, and be expected to reply to every message instantly. You may be able to keep up with these expectations in the short-term, but constantly enduring significant pressure to meet others' demands can leave you tired, exhausted, and burnt out. You can’t perform in this state. You can’t keep missing commitments and still expect to be credible. You can’t people-please your way to success.
\ Thinking about your boundaries and clearly defining them, on the other hand, protects you from going overboard. It gives you the freedom to make choices that are aligned with your goals. It gives you the courage to say “no.” It allows you to contribute at your highest level without losing sanity. Boundaries are the invisible gates that protect your peace.
\ Setting boundaries in no way implies less dedication, less passion, or less commitment towards work—if anything, it develops respect for knowing what matters. Making space for things in your life beyond work, saying no to inconsequential activities, and not feeling obligated to respond at odd hours keeps you energized, dedicated, and focused to produce your best work. You contribute more, not less. You excel in your work. You exceed expectations.
\
Boundaries define us. They define what is me and what is not me. A boundary shows me where i end and someone else begins, leading me to a sense of ownership. Knowing what I am to own and take responsibility for gives me freedom. Taking responsibility for my life opens up many different options. Boundaries help us keep the good in and the bad out. Setting boundaries inevitably involves taking responsibility for your choices. You are the one who makes them. You are the one who must live with their consequences. And you are the one who may be keeping yourself from making the choices you could be happy with.
― Henry Cloud
\ Self-care is the most important aspect of growth that gets the least attention. Most people ignore it unless it starts affecting their day-to-day work. Prioritizing it without guilt keeps you sensible and sound to bring your best self to work every day. It makes you unstoppable by keeping you sane and real.
This story was previously published here. Follow me on LinkedIn or here for more stories.
\
2026-03-25 23:16:35
Victoria, Seychelles, March 25th, 2026/Chainwire/--Global crypto trading platform BYDFi is participating as a sponsor of Next Block Expo 2026, held March 24–25 in Warsaw, Poland. Now in its sixth edition, NBX positions itself as one of the largest crypto and blockchain gatherings in Central and Eastern Europe, with the 2026 event expanding into a larger venue and bringing together thousands of attendees, more than 140 speakers, and dozens of Web3 brands, builders, investors, and regulators for two days of networking, dealmaking, and industry discussion.
Next Block Expo 2026 brings together keynotes, panels, workshops, networking formats, and side-event activations. The agenda spans themes such as DeFi and RWA, trading and investing, legal and compliance, infrastructure, AI, gaming, and startup fundraising, with features including a dedicated networking zone, investor speed-dating, a startup pitch arena, and a Web3 gaming zone.
The event’s speaker lineup includes figures such as Robby Yung of Animoca Brands, Marouane Essaidi of the Solana Foundation, and Sławomir Mentzen, a Member of the Polish Parliament, underscoring the event’s role as a meeting point for markets, policy, and product builders.
At the event, the BYDFi team is on site to meet attendees, exchange product insights, and take part in the broader conversation around trading infrastructure and user experience. As part of its booth activation, BYDFi is introducing a mystery blind-box giveaway featuring limited-edition merchandise, including Newcastle United co-branded items tied to BYDFi’s ongoing partnership with the club, which is drawing strong visitor interest on the expo floor.
BYDFi sees NBX as a timely setting to show what it stands for as a platform built for reliability. As the market continues to mature, BYDFi believes long-term trust is earned through clear communication, consistent standards, and a responsible approach to market participation.
In this context, BYDFi’s presence at NBX is also about engaging with the broader European blockchain community in a way that reflects stability, discipline, and a long-term user-first commitment.
Michael, Co-founder and CEO of BYDFi, said: “Next Block Expo brings together the conversations that matter most right now — infrastructure, regulation, product design, and how people actually participate in the market. For BYDFi, it is a valuable chance to listen, connect, and keep improving a trading experience that is built for reliability and trusted over time.”
BYDFi’s participation in Warsaw also comes just ahead of a major milestone for the platform. Starting April 1, BYDFi will begin celebrating its 6th anniversary, with a full month of community-facing activities planned across platform campaigns, limited-time rewards, and exclusive X-based activations. The anniversary program is designed to mark BYDFi’s continued growth since launch in 2020 while giving both existing and new users additional ways to engage with the platform.
BYDFi is also preparing additional surprises for new users as part of the anniversary season. For those who have not yet joined BYDFi, this may be a timely opportunity to get familiar with the platform and upcoming community activities. Registration is available at https://www.bydfi.com/en/register
About BYDFi
Established in 2020, BYDFi is a global crypto trading platform that combines the power of a centralized exchange (CEX) with an integrated onchain trading module. BYDFi is Newcastle United’s Exclusive Official Crypto Exchange Partner.
Recognized by Forbes as one of the Best Crypto Exchanges In Canada For 2026, BYDFi offers intuitive, low-fee trading across Spot and Perpetual Contracts to Copy Trading, and Automated Crypto Trading Bots, empowering both new and experienced traders to navigate digital assets with confidence.
BYDFi is dedicated to delivering a world-class crypto trading experience for every user.
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2026-03-25 23:00:38
I have been writing about agentic coding and spec-driven development over the past few weeks, and a pattern keeps coming up in the replies and DMs. People try the workflows I describe, get mediocre results, and conclude that the tools are overhyped or that their codebase is somehow incompatible with AI assistance.
\ Nine times out of ten, the problem is not the prompt. It is the context.
\ When Andrej Karpathy started talking about “context engineering” and Shopify CEO Tobi Lutke picked up the term, they were naming something that experienced AI tool users had been doing intuitively for months. The realization is simple but has massive implications: the quality of what the model sees matters far more than the quality of how you ask.
\ Martin Fowler published a deep analysis of context engineering for coding agents. Faros AI built an entire framework around it. The community is treating this as the next evolution of how developers work with AI. And after spending the last month deliberately applying these principles to my own workflow, I think they are right.
\ Let me walk through what context engineering actually is, why it works, and how to start using it today.
Prompt engineering is about crafting how you ask. You learn to write clear instructions, use specific language, and structure your requests in a way that the model responds well to. It is a valuable skill, and it is not going away.
\ Context engineering is a layer above that. It is about designing the entire information ecosystem that the model has access to when it processes your request. Not just your prompt, but everything else: your codebase files, git history, dependency information, team conventions, documentation, tool definitions, and conversation history.
\ Think of it this way. If prompt engineering is directing a scene in a play, context engineering is building the entire stage, choosing the props, setting the lighting, and casting the actors. The director’s instructions matter, but they only work if the stage is set correctly.
\ This distinction explains a frustrating experience that many developers have: you write a perfectly clear prompt, the model understands exactly what you want, and it still generates bad code. Not because it misunderstood you, but because it did not have the right context to make good decisions. It wrote code that is technically correct but does not follow your patterns, uses the wrong library version, or ignores constraints it had no way of knowing about.
\ The prompt was fine. The context was missing.
Faros AI identified eight layers of context that affect how well an AI coding agent performs. Understanding these layers is the first step to improving your results.
\ 1. System prompts and instructions. The baseline instructions tell the model how to behave. In Claude Code, this is your CLAUDE.md file. In Cursor, it is your rules configuration. Most developers either skip this entirely or write a novel that the model half-ignores.
2. Codebase context. The files, functions, and patterns in your actual project. This is the most powerful form of context because it shows the model what “good” looks like in your specific environment. When the agent reads your existing middleware before writing new middleware, it learns your patterns without you having to describe them.
3. Git history and recent changes. What changed recently, who changed it, and why. This prevents the agent from undoing recent intentional decisions or duplicating work that is already in progress on another branch.
4. Dependencies and libraries. Your package.json, lock files, and imported modules. Without this, the agent might suggest a library you do not use or write code for the wrong version of one you do.
5. Tool definitions. What the agent can actually do. Can it run tests? Read files? Execute shell commands? The available tools shape what strategies the agent considers.
6. Team standards and patterns. Coding conventions, architectural decisions, naming patterns, testing requirements. The stuff that makes code feel like it belongs in your project versus feeling like it was written by an outsider.
7. Conversation history. What you have already discussed in the current session. This degrades over time in long sessions and is a major source of inconsistency.
8. Retrieved documentation. API docs, architecture decision records, design documents. External knowledge that the model cannot infer from the code alone.
\ Most developers only think about layers one and two. The developers getting genuinely good results from AI agents are managing all eight.
The research converges on five strategies for managing context effectively. I have been using all five, and the difference in output quality is noticeable.
Not everything is relevant. For an authentication task, the agent needs your auth middleware, user model, and session configuration. It does not need your email templates or payment processing code. Feeding it everything is tempting because it feels thorough, but it actually hurts performance.
\ The “lost-in-the-middle” phenomenon is well documented: model accuracy drops significantly when the relevant information is buried in the middle of a large context window. More context is not always better context. Relevant context is better context.
\ In practice, this means being deliberate about which files you point the agent to. Instead of letting it search your entire codebase, tell it where to look. “Read src/middleware/auth.ts and src/models/user.ts before implementing this” gives better results than “figure out how auth works in this project.”
When context gets too large, summarize instead of truncating. The agent does not need the full implementation history of your auth system. It needs the key decisions: “We use JWT tokens with 15-minute expiry, refresh tokens stored in httpOnly cookies, and middleware validates on every request.”
\ That single sentence gives the agent more useful context than reading through 500 lines of auth code and trying to infer the design decisions.
\ I keep a section in my CLAUDE.md that summarizes architectural decisions in this compressed format. Not the full rationale, just the decision and the constraint. It is one of the highest-leverage things I have done for AI-assisted development.
Where you put information in the context matters. Models have a recency bias, meaning they pay more attention to what appears last. They also have a primacy effect, paying attention to what appears first. The middle gets less attention.
\ The practical recommendation from the research is:
\ Production teams that moved their coding standards to the beginning of the context reported 35 to 40 percent reductions in code style violations. Same rules, same model, just better placement.
Instead of giving one agent a massive context with everything, split complex tasks across specialized agents with focused contexts. Each agent sees exactly what it needs and nothing else.
\ This is why spec-driven development works as well as it does. Breaking work into discrete tasks with clear boundaries is not just organizational. It is a context engineering strategy. Each task carries only the context it needs, which keeps the agent focused and reduces the chance of irrelevant information interfering with the output.
\ In Claude Code, subagents serve this purpose. You can spawn a focused agent for a specific subtask with a curated context, get the result, and bring it back to the main session. The main session stays clean.
How you structure information affects both token efficiency and comprehension quality.
\ The research findings here are practical:
\ This sounds like a small detail, but when your context window is a finite resource, format efficiency compounds. A CLAUDE.md written in clear markdown with headers is functionally better than the same information written as a wall of prose. Not because it contains different information, but because the model can parse and navigate it more effectively.
Let me get specific about what this looks like in my day-to-day workflow with Claude Code, because abstract strategies only matter if you can apply them.
My CLAUDE.md file is under 200 lines. I have seen developers write 800-line instruction files and wonder why the agent ignores half of them. The research is clear: if your instructions are too long, important rules get lost in the noise.
\ Here is what I include:
\ Here is what I do not include:
\ The insight from the community that changed my approach: never send an LLM to do a linter’s job. LLMs are slow and expensive compared to ESLint or Prettier. If a convention can be enforced by a tool, enforce it with that tool and leave it out of your context.
Beyond the global CLAUDE.md, I use scoped rules that only load when relevant. For example, a rule file that only activates when the agent is working on TypeScript files, or a rule that only applies in the test directory.
\ This is context isolation applied at the configuration level. The agent working on a React component does not need to see my database migration conventions. The agent writing tests does not need to see my deployment configuration. Scoping rules to relevant contexts keep each interaction focused.
One pattern I had to break was the “kitchen sink session.” You start with one task, then ask something unrelated, then go back to the first task. By the end, your conversation context is a mess of unrelated information, and the agent starts making connections between things that have nothing to do with each other.
\ The fix is simple: use /clear between unrelated tasks. Every new task gets a fresh context with only the relevant information. It feels wasteful, like you are “throwing away” the conversation, but the quality improvement is immediate and significant.
Not every task needs the same context strategy. Here is how I think about it:
Context needed: the error, the file where it occurs, recent git changes to that file, and the test that should catch it. Context not needed: your entire codebase architecture. Keep it tight. Point the agent to exactly what is broken and let it focus.
Context needed: the spec (if you have one), examples of similar existing features in the codebase, architectural constraints, and the files that will need to change. This is where the full context stack matters most, because the agent needs enough information to make decisions that are consistent with the rest of your system.
Context needed: the files being refactored, the pattern you are moving toward, and the test suite that validates nothing breaks. Context not needed: why you are refactoring. The agent does not care about your tech debt motivations. It cares about the target pattern and the verification criteria.
This is an underappreciated use case for context engineering, and it is especially relevant given that technical interviews now test AI-assisted code review as a core skill. When you ask an agent to review code, the context should include your team’s quality standards, common anti-patterns you have seen, and examples of what good code looks like in your project. Without this context, the agent gives generic review feedback. With it, the feedback is specific to your codebase.
I tracked my own results over four weeks: two weeks using my normal workflow and two weeks deliberately applying context engineering principles.
\ The difference was not in speed. I did not ship features significantly faster. The difference was in rework. The amount of time I spent correcting, adjusting, or redoing AI-generated code dropped noticeably. First-pass acceptance rate went up. The number of times I had to say “no, not like that, look at how we do it in the existing code” went way down.
\ That matches what the research predicts. Context engineering does not make the model smarter. It makes the model better informed. A well-informed model makes fewer wrong assumptions, which means less time spent on corrections.
\ For a solo developer or a small team, the compounding effect of fewer corrections per AI interaction is significant. It is the difference between AI feeling like a productive collaborator and AI feeling like a junior developer who never reads the existing code before writing new code.
After talking about this topic with dozens of developers in communities and on X, a few patterns keep coming up.
\ Treating context like a dump truck. More is not better. Dumping your entire codebase into the context window because “the model should figure out what is relevant” does not work. You are the architect. Curate what the model sees.
\ Ignoring context window management. Long sessions degrade. The model’s effective attention on earlier parts of the conversation diminishes as the context fills up. If your session is getting long and the output quality is dropping, that is not a model limitation. That is a context management problem. Clear the session and start fresh with focused context.
\ Writing CLAUDE.md once and never updating it. Your project evolves. Your conventions change. Your architectural decisions shift. If your context files do not keep up, you are giving the model outdated instructions that conflict with the current codebase. The model will not know which one to trust.
\ Not using isolation for complex tasks. Trying to do everything in one session is the context engineering equivalent of putting your entire application in one file. Break complex work into focused tasks with curated contexts. The setup cost is minimal, and the quality improvement is real.
Context engineering is still early. The tooling is improving fast. Claude Code added rules files, skills, hooks, and MCP servers specifically to give developers more control over context. Cursor’s rules system serves a similar purpose. GitHub Copilot is moving in this direction, too.
\ I think within a year, the term “context engineering” will feel as natural as “version control” or “CI/CD.” It will be something every professional developer understands and practices, not because it is trendy, but because the quality gap between engineered context and ad-hoc prompting is too large to ignore.
\ The developers who start building this skill now, who invest in their CLAUDE.md files, who set up scoped rules, who think carefully about what their AI agents see before they see it, those developers are going to consistently outperform developers who just type prompts and hope for the best.
\ The model is not the bottleneck anymore. The context is. And unlike the model, context is something you control entirely.
\ That is a powerful position to be in.
\
