JUST IN: new peer-reviewed research finds Bitcoin mining has the capacity to absorb 83% of the wind Ireland is forced to throw away, lifting wind farm revenues by 32%. This is probably the biggest wake-up call for grids around the world that are wasting large quantities of renewable energy, because the paper includes a head-to-head comparison with battery, finding 2 significant advantages, both which matter to the taxpayer. 1. No subsidy required: "Compared with battery storage, hydrogen electrolysis, or transmission reinforcement, the co-investment is privately financed and operationally market-driven" and "...without requiring physical network upgrades or regulatory subsidy." 2. No performance degradation "Unlike battery storage, mining incurs no round-trip efficiency losses or cycle degradation; unlike hydrogen electrolysis, it requires no downstream offtake infrastructure." In layman's terms, this means that a battery gives back less power than it takes, and wears out with every cycle. Hydrogen needs a pipeline and a buyer at the far end. Bitcoin mining simply pays to use otherwise wasted power on the spot and needs nothing more after that. Plus, Batteries, hydrogen and new wires are all paid for by the public. Bitcoin mining isn't. To summarize: Together with previous papers on renewable energy monetization using Bitcoin mining, this technology is looking increasingly like the only tax-neutral way to keep renewable energy transition targets on track (or get them back on track). The finding puts even more pressure on Ireland's neighbour, the UK, which continues to waste significant amounts of wind energy, to properly evaluate Bitcoin mining. This paper is doubly-significant because prior studies were done on deregulated grids like ERCOT (Texas). This study shows that Bitcoin mining's benefits extend to islanded regulated grids with high renewable penetration. The study comes at a time where Ireland is currently wasting11.4% of its available wind (source: https://cms.eirgrid.ie/sites/default/files/publications/Annual-Renewable-Constraint-and-Curtailment-Report-2025-V1.0.pdf). Its Climate Action Plan targets <7% curtailment by 2030. But an independent estimate says it's currently going in the opposite direction, projected to increase to16% by 2030, even with storage and demand response built (source: https://www.seai.ie/sites/default/files/2025-02/dess-background-material-2024%E2%80%932040.pdf). The paper is published in Energy Economics which has an impact factor of 13.5 (top 2% of academic journals) Source: https://doi.org/10.1016/j.eneco.2026.109454

As I wrote yesterday, Twitter derates any post that I make which is designed to help people in an area not specifically related to Bitcoin mining. Nostr doesn't and Nostr has been telling me that this content is valued, so I'll be sharing more of it. This next second video of nine in a short series about the 9 rules of habit forming. If you missed the first one, it's in my post from yesterday. For context: I put this together for my clients several years ago - but it proven so useful and so many of them did successfully develop new habits (and end old ones) that I decided to make it more widely available. So here's the second in the series

When the CEO changes, the culture automatically changes. So what changes the CEO? Not a leadership retreat, not workshops, not even coaching by itself, but modelling of a different way of leading, week-in-week-out A while ago on my mastermind, one of the CEOs reported back in his win-sharing that the organization of his company changed Nobody from his company had attended anything I run. Just the CEO, who sat in my mastermind with five other founders. We never talked culture, 360 surveys, fly-on-the-wall sessions of his office environment. No 1:1 session where I said “Hey, let’s look at how you work with your team this week”. And yet his company changed. This is verbatim what he said about where the culture change had come: "A lot of the culture of what we're starting to bring through the coaching and what I've learned from everyone in this group as well and yourself, Daniel, is starting to permeate through the culture of the business." I know workshops by themselves don't work because I spent years running corporate training workshops. I facilitated sessions for banks, telcos and dairy companies. Thousands of people went through those rooms. It had its value. But it could never come close to what a peer group can do for culture change, behavior change, habit change or mindset change. See, a workshop distributes material to everybody at once, and material sits still. Nobody in that room has to become the carrier, and there is often no follow up and no leadership change. As a result: a lot of people who know what to do … and don’t do it. Whereas the leader in the coaching group is the only carrier there is. He cannot hand his company a handout. The only thing available to him is his ability to “Be the change”. If he runs his own meetings differently, his team then experiences the change by example. In truth, great content is overrated. Or perhaps better to say, the value of the peer-group is underrated. When you show people what excellence looks like by example in a high performing peer group week in, week out, and they become a different leader by osmosis. By contrast, relying on content and your own personal willpower to achieve a goal without sorting out your peer group is like watering a garden planted in sand. You can still grow a garden, but it takes a lot more time and energy, with a higher risk that you’ll get frustrated and give up. Who is your peer group? And do then drain you, support you, or inspire you to new heights?

Twitter derates any post that I make which is designed to help people in an area not specifically related to Bitcoin mining. Nostr doesn't and Nostr has been telling me that this content is valued, so I'll be sharing more of it. This next one is a short series about the 9 rules of habit forming. I put this together for my clients several years ago - but it proven so useful and so many of them did successfully develop new habits (and end old ones) that I decided to make it more widely available. Here's the first in the series

In 2019, FoundryLabs' board approached me about getting their founder some pitch coaching for an upcoming event in front of ~900 investors. * this story is shared with David's permission. His board were a bit nervous, because the pitch was a long way from where it needed to be, and David, an engineer with very limited pitching experience, was not feeling particularly confident. I agreed to have a chat to David and heard his pitch. 2 things were apparent: 1. David's pitch was indeed a very long way from where it needed to be 2. More importantly, David was aware of that and willing to learn. I knew from my own experience as a founder that when the will to learn is there, then a turnaround is possible. I'd once pitch at USDC and been told directly my pitch was really bad, one of the worst they'd seen (yep, they didn't hold back). But then I went to work on the pitch (and myself) and raised investment. The only problem. The process took 9 months. David and I had 9 days! I went back to David and said "I can work with you, but this is only possible if you turn around any feedback I give straight away. How much time do you have to work on the pitch?" "It's all I'm doing" was his answer It was the right answer. "I'll never ask you to say anything that you can't stake your credibility on, but I will be asking you to communicate in a way that is much more bold than you have in the past, including how you deliver. Are you up for it?" I asked. "Yes, I know it'll be uncomfortable ... but not nearly as uncomfortable as giving a bad pitch to" So while we had very little time, and a long way to go, but we did have 2 important things 1. his 100% focus and 2. his 100% openness In that 9 days, we overhauled everything. We cut out most of the technical detail and jargon, simplified the remaining language until anyone could understand it, removed most of his ums and ahs and replaced them with long pauses. Then we worked on his gestures and props, then we spent several days chasing down permission to use a 3rd party endorsement from Telsa. Then we overhauled the message. I said "David, you only have one question to answer, "What's the high impact problem that only you can solve" - this is the nucleus of the pitch. Until that nuclear strong, the other material doesn't matter." We eventually found the boldest true statement he could make about the product. Then, since people remember the first and last 30 secs much more, we worked on openings and closing a lot. In total we went through more than 16 iterations. Finally is was time for the presentation. Here's his exact assessment of how it went. "It went ok, not my best presentation. The slides had a delay so I was talking from slides they couldn't see. When I realized it kind if threw me a bit. I don't think it was a train wreck but it definitely wasn't a confident delivery. Oh well.....And a couple say that I looked really nervous!" From my experience of people assessing themselves (particularly kiwi engineers) - it tends not to be very accurate and highly self-depricating, so I waited until we had the data. 2 days later, I got a very different message from him. "We have broken the record for the most interest ever! 306 individuals. Unreal! So from being concerned that I hadn’t done the pitch justice to being the new record holders!" Here's the thing. David was nervous. He still had his same mild-mannered voice. He still umed and ahed a bit. He certainly wasn't a polished presenter. And that's the whole point. We never tried to make him into something he wasn't, or make him polished. We just worked together on the parts of the pitch that actually mattered. This story is not about pitching. It's not even about how inaccurately we perceive ourselves. This story is about what is possible when we let go and surrender 100%, putting our ego to one side. Most people I meet tell me that they are "not meeting the right people" and that's why they haven't raised capital. Or "it's a tough market right now". No doubt. But these reasons don't help us improve. They only help the ego avoid a bruise. David took the (initially) harder path of acknowledging that HE was the reason the pitch was not where it needed to be and he was open to doing what it took to turn that around. If you want to grow, there is no avoiding the pain of the ego being bruised. Pain is essential in life... But suffering is optional. And I say this based solely on the data: you are capable of much more than you probably imagine you are. And it is almost always our ego, not our ability, that is the barrier to us seeing this. PS: I asked him after the pitch "Why aren't you the CEO of the company?" That led to a new discussion where I was able to debunk a few myths about what the CEO role really way. 2 weeks later out of the blue he say "Your question was interestingly timed – My CEO just mutually and amicably parted ways with the company last week." He became the CEO, and has been to this day. PPS: Like a lot of the work I do, this work was under the radar, and the pitch (and the story) was embargoed for 7 years. But I now have permission to share, so here it is. PPPS: yes I'm still coaching, so if your desire to grow is large and you're ready to go out of your comfort zone with your Bitcoin project - reach out.

Remember, if your role has just gone because of AI , the market has told you what your job was worth. It has told you nothing about what you are worth.

NDA = non-disturbing agreement (and having one is likely to make where you work more productive). One of the leaders in my mastermind was an academic in the process of transitioning into running his technology company fulltime. Andrew had just negotiated half his working week back so he could build his company. However, within days, other people's requests were filling that time up again. He said the problem was “I find it very hard to say no to people.” Perhaps you can relate to this. The answer to this came from one of the other founders on the group. He shared how he was running a fifteen-minute standup at nine every morning with his own team. In it, he tells them which block of that day he needs to be left alone for. He has a name for it: "I call it my NDA. We're gonna sign an NDA, which is a non-disturbing agreement." The part that makes it work comes next. In the same standup he names the hours when he is completely available, and anyone who needs two minutes with him before the wall goes up can say so and get it there and then. It was a genius idea because nobody is shut out and everybody knows the shape of his day before it begins. Andrew lit up, and shared on the group chat later that he was committed to trying it out. Two weeks later he shared that he’d put it in place. He said it turned out that a lot of other people also liked the idea of not being interrupted, and he’d managed to successfully protect his time, while funnelling people to using his time when it was available. It cost him nothing. But it protected the time, without which he couldn’t fuel the growth of his company. This year, he and his co-founders just closed their first $5Million raise. When you surround yourself with peers who want the best for you, and inspire you to be your best on a regular basis, you get access to not just great ideas, but the energy to enact them. Who are your peers, and what energy and inspiration do you receive from them?

I don't think the true value of Nostr is well understood. Privacy and anti-censorship is <10% of why I think Nostr is cool. The other 90% is that this is the one place in social media that because there is no algorithmic distortion, I can get pure signal on who cares about what I write. And that means two very important things 1. The first is that Nostr encourages the authenticity and multi-dimensionality of the human spirit It has restored my faith that you can be well known within an ecosystem for a speciality (Bitcoin and energy in my case), but that ecosystem is still interested in other things you say - sometimes more interested in the other things you say than your speciality The result is, I am encouraged to express all of who I am, not just the part that I happened to have become better known for at a point in time. That is inherently a more full, and enriching way to live. 2. The second is that Nostr makes you better at serving others I get genuine signal from a community about what people want to write about. That gives me a sense of what a whole community care about, which helps shape what I talk about at conferences, on podcasts and even in dinner conversations. The result is I can hopefully serve people better by being more relevant and interesting when I speak to others, whether in private conversation or at a conference. So Nostr, and only Nostr, helps you live in a more expansive and fully expressed way and it helps you serve others by being more attuned to the sorts of things people care about. Those are not 2 small things. Those are not theoretical or philosophical benefits, or benefits that are relevant to only a small subset of people who care about a particular niche issue. These are significant benefits that are available to any human who want their social media channels operating in the background to support rather than constrain their exploration of who they are, and how the relate what they care about to others in the most useful, clear and relevant way. And that is a much much larger group of people. Thank you for those who built this technology, and who continue to make it better.

One win shared. No advice given. Two people changed. Here's how... Every week on our mastermind we start by sharing wins. It lifts the energy in the room, and encouraging positive copying. This one week, a single win share enabled multiple other people on the group to level up. The week before, Rob shared his win about having had a great outcome to a courageous conversation he’d been previously putting off. He’d gone into his partnership conversations and for the first time been straightforwardly upfront about costs and commitments, rather than dancing around the edges as admitted he had always done in the past. He was not offering it as advice. He was simply reporting his win of the week. The following week, two other founders in the room picked reported back that their win was a direct result of Rob. The first said he’d been fantasising about taking a week off himself for some time, having identified he was starting to wear down the tread on his tires and was overdue a pitstop for the good of himself and the business. He’d put it off because of the friction of the conversations it would involve, but emulated Rob’s approach of being upfront about the cost of not doing it, and the conversation had gone well. "Extra points and inspiration from listening to Rob actually doing it." he reflected. The second went further. On the same day the win he expressed the intention to emulate what Rob had done: "That is a significant achievement, to be able to have that level of conversation. I would probably look at implementing that in the partnerships that we're trying to build as well. Definitely something I've really learned from that." The following week, his win was that he'd actually done it. He'd had a courageous conversation with his work partner, and he reported it went surprisingly well, was surprisingly easy, and he was now enjoying closer alignment with his partner than before. One man described his own week with other CEOs listening. Two other companies changed how they would run a conversation. Yet Rob never gave anybody a single piece of advice. If nobody around you is describing what went right this week, you have lost more than morale... You have removed the one thing that changes people without anybody having to be persuaded. The example of a peer who is operating at a high level How often do you receive inspirations to be your best, simply through the example of your peers ? And what blindspots might your potential be repeatedly stumbling into if you are not receiving this sort of inspiration from you peer group regularly?

He stole another founder's habit One day I was getting ready to run my mastermind call with a group of company founders, unaware that it was the group’s turn to teach me something that day. I’d always known that the peer group was a powerful and easy way for people to change behaviors and become the best version of themselves. But I was about to realize something wholly new. Stephen had been silent on the subject of the running habit that was sweeping the group. But this week he spoke up, and not in the way anyone expected. "I've been able to steal Martin’s habit forming thing." “You started running?” I was about to ask. But before the question could leave my lips he said. “I started meditating” He went on to describe that he didn’t feel the need to start running, as his exercise was already sorted, but he’d used the principles Martin had shared a few weeks ago about how he started his running habit, and used them to finally put in place a meditation practice he’d been meaning to instill for months. Two weeks later he described where he had got to after two weeks meditation: "I realized I’d probably only been running at about 10% of my potential... compared to what I normally could achieve. I felt like I've probably gone back to maybe 80%." I asked whether that was energy or output. He answered “Both”. Then he landed on the number I had not expected: "We've doubled our sales wins." There was a collective “What???” on the group, like ‘You just let that win slide on in there like some minor side effect?” Needless to say I asked “How?” He said only that his conversations had been different. On a later call he told me what different meant. He was calmer in each call. He talked less and listened more. He was more present and less attached to the outcome. And that produced a completely different result from the same pipeline. Here’s the thing: he did not even get better at selling. He just stopped doing the things that were making him worse at it. Every item on that list he gave me was something that had been negatively impacting his true potential to sell effectively, that he’d removed. Nobody in that room taught him any new sales skills. Nobody in that room even taught him to meditate! Rather, one man described how he had made his running-habit stick. His peer heard the structure underneath it, lifted it out, and applied it to something completely different that was relevant to him. That is what a peer group does that nothing else can. Who is your peer group? And do they bring out the best in you?

The surprising power of the peer group BTW: these posts go on Nostr, not X - because X derates any post that is not about Bitcoin so much, they actually get more engagement here, even though I have less than 10% the followers on Nostr OK, on with the story A couple of years ago, I was running our first group call after our mastermind retreat. One of the five founders could not make it. He came onto the group call the following week and listened in as the other four one after the other described what had changed for them since retreat. He listened, and spoke last. When his turn came, he reflected: "I was in the complete opposite mindset." He shared that he’d had a bad week at work. I asked “What was it like hearing the others’ wins.” His answer surprised me. He said it was uncomfortable at first, but … “that discomfort was what sort of catalyzed a lot of the reflection, and the others are reminding me of what I know I need to do with their wins” The following week, something extraordinary happened. He’d completed his first full draft ready for their first US customer, his productivity changed, and he had an energy level that he said surprised him. How did this happen? He had not been at the retreat He hadn’t received any specific coaching guidance from me that week He hadn’t gotten any pristine new information from a book. Nobody held him to account for anything he had said he would do. One thing happened: he sat in the presence of four peers who were moving ahead. I even asked whether anyone had told him anything he did not already know. He reflected: "No. It was being able to recognize that these [actions the others were taking] were the things that I kinda knew I should be doing." Often the coach gets the credit when a client gets a great result. That’s at best only half the story. I recently discovered what the research says matters even more. Harris for example (Psychological Review 1995) found that for social behavior generally, the peer group is more influential than one’s own parents. But this was the cleanest firsthand evidence I saw ever for the power of the peer group. Because the other variables that could have turned around his behaviors were all stripped out. Yet he still changed his behavior fundamentally inside seven days, based purely on being in a group with four people who inspired him to a different standard. Who is your peer group? And are they helping you to become the next version of yourself, or supporting you to remain the version that doesn’t threaten them?

Ramon is very reliable and competent and working almost around the clock to help people secure their stack. Sharing this in case it is relevant to anyone.

Because bitcoin mining has made microhydro profitable, 28,000 more people in African villages have electricity - Food/ meds can bestored in fridges, saving villagers a 12-mile trek - Cooking meals is 3x quicker - children no longer study under kerosene lamps (causes poor indoor air quality, eye strain and fire risk)

For the right person, this could be an excellent opportunity to get into Bitcoin mining (that earns ancillary revenue) at a in history where this is rising fast. I know the founder personally so can vouch for his integrity. Is this you? Looking for a Mining Ops Lead / Co-Founder Orange Wheel puts flexible compute where a controllable load makes energy assets worth more, while stabilizing increasingly congested grids and lowering power prices for consumer. Most often that means co-locating behind-the-meter with wind or solar+BESS assets, monetising power that would otherwise be curtailed, negatively priced, or stuck waiting on a grid connection. It works equally behind-the-meter at a consumption site, or at a dedicated balancing site, in some cases alongside storage. The configuration changes; the logic doesn't — a load that can move on demand is worth more to the asset owner and to the grid than one that can't. The compute layer today is primarily Bitcoin mining. Where we are Copenhagen-based, incorporated, self-funded. Proprietary stochastic project evaluation model (Monte Carlo, P10/P50/P90) used in live developer conversations Regulatory groundwork done across our target markets — the connection, curtailment and behind-the-meter rules that decide whether a project pencils, market by market Live conversations with developers, IPPs and asset owners in Northern Europe, and selective opportunities beyond it Small team of advisors, minimal equity dilution The gap My background is energy — petroleum engineering, management consulting and energy market analysis at BCG, and corporate strategy and development and Maersk and OMV. Alongside that I've spent years on Bitcoin: its long-term value proposition, and the hashrate and price dynamics that drive mining economics. I can model a project, structure a PPA and get in front of a developer's investment committee. What I can't credibly claim is having run a site. That's the hole, and closing it — with someone whose strengths start where mine stop — is what takes this from a well-modelled thesis to sites that actually run. What you'd own Everything related to Project Delivery and Operations : Site and container design Hardware procurement and fleet strategy Firmware and curtailment response O&M Strategy The opex side of our economic model — your numbers, not my estimates. Whatever we underwrite a project on, you own the cost assumptions that make it real Building the ops team as sites come online: what the roles are, who we hire, how we train them. We'll add people as development justifies it, but the strategy for that is yours from the start Being the person in the room when a counterparty asks an operational question I shouldn't be answering Who you are Required You have personally run mining capacity at meaningful scale and owned uptime, not just observed it You're comfortable that the hardest part of this is unsolved. Operating against a live grid signal — curtailment, demand response, dynamic pricing — is where the value sits, and it's genuinely rare experience. We will be working parts of it out as we go. I want someone who finds that the interesting bit rather than the risky bit You think in fleet economics: hashprice, efficiency curves, resale and repair, not just "machines on" You're analytical about Bitcoin rather than evangelical. We lead with "flexible compute" to energy counterparties, deliberately. If that framing bothers you, we're probably not a fit Helpful, not required Direct experience running against curtailment, demand response or dynamic pricing rather than flat-rate hosting — rare, and a real advantage if you have it European or Nordic operating experience Immersion or hydro cooling DC-coupled or behind-the-meter configurations Grid services markets (FCR, aFRR, mFRR) Danish or German Not required — I cover these Energy market modelling PPA structuring Developer BD Fundraising Terms Denmark is ideal. DACH or the wider Nordics are a close second; elsewhere in Europe we can make work if the fit is right. On money, plainly: there is no salary at the moment. Not a reduced one — none. Orange Wheel is self-funded and pre-revenue, and I'd rather you hear that here than on the third call. What's on offer instead is real ownership: [10–20%] depending on shape and when you come in, properly documented and vested. Cash compensation starts at first revenue-generating site or first external raise, whichever lands first — and if neither has happened within 18 months, we sit down and revisit the whole arrangement rather than letting it drift. Part-time to start is fine, and probably sensible. Plenty of this can be built alongside consulting or another income while we get to the first site. What it needs is runway of some kind — severance, savings, freelance work, a partner's salary. If your situation doesn't allow that right now, say so early: it's a timing problem rather than a fit problem, and I'd want to stay in touch as we get funded. Open on shape: co-founder, or advisor first with a defined path to more. If this sounds like you or someone you know, ted@orange-wheel.com. Short version Copenhagen-based Orange Wheel is looking for someone who has run Bitcoin mining sites to build the ops side of a flexible-compute business in Northern Europe — co-located with generation, behind the meter at consumption sites, or at dedicated balancing sites, sometimes with storage. Founder covers energy: petroleum engineering, BCG/Maersk, live developer pipeline, regulatory groundwork across the target markets. Missing: a person who has actually run a site at scale and owned uptime, and who wants to work out grid-responsive operation with me rather than needing to have done it already. You'd own opex assumptions in the model and build the ops team as sites come online. Equity only to start — 10-20% (Earned over 3 years), no salary until first site or first raise, revisited at 18 months either way. Part-time alongside consulting works fine. Denmark ideal, DACH/Nordics close second. If you've been let go in an AI pivot and want to build rather than get absorbed — ted@orange-wheel.com Alternative request message Paste into a DM or email to someone in your secondary network. Quick ask — I'm trying to find a person who has run Bitcoin mining operations, to join Orange Wheel on the ops side. I've got the energy half covered (modelling, PPAs, developer pipeline in Northern Europe); what I need is someone who has actually run sites at scale and is up for figuring out grid-responsive operation as we go. Equity only for now — no salary until we're funded or revenue-generating, so it needs someone with runway, though part-time alongside consulting works fine. Denmark ideal, DACH or Nordics work too. Does anyone come to mind? Happy to send a fuller description if useful.

Why do most people still have a negative impression of Bitcoin? 87:1 negativity bias For context, the news media has a negativity bias anyway which is 9.1:1 in US and less in other places. But this is 9.5x more extreme than the most extreme negativity bias outside Bitcoin reporting. Imagine you amplify the static on a beautiful music track you listen to by 87x til you can no longer hear the real music. That's why the most people never hear the real signal.

The Bitcoiners I coach have had some outstanding wins of late 1. Raising capital from Tim Draper 2. Not only securing meetings with, but influencing parties on the political left, center and right in France to all adopt pro-Bitcoin positions 3. Others of my clients have recently met with the prime ministers of two nations, and the energy minister of another one to further energy policies that explicitly include Bitcoin mining 4. Delivering 14MW of ASICS to stabilize the grid of Sweden ... and so the list goes on The coach often gets the credit for these wins, but there is something else at play that is less obvious, but arguable even more powerful. It's a concept every Bitcoiner intuitively understands already: your peers Let me give you an example. One of my clients doubled his sales win. I didn't coach him on a single sales principle. What happened was much more effortless, and much more sustainable. He stopped doing things that were reducing the likelihood of sales (talking too much, being attached to an outcome) He was able to do that because (in his words) "I've been meditating every day for the last 2 weeks" He did that because (in his words) he was inspired by the win one of his peers on the group had around running 213km in a month, and used the same principles his peer had used to make his running habit stick, to make his meditation habit stick. When you're surrounded by people who are committed to being the best version of themselves, even if the actual things they do are different to you, you end up taking on the best of them also. If you are part of a group that has been specially curated for commitment, growth mindset, and the ability to give and receive in a group setting, you take on the best habits of from the best examples of those habits That's why the two things that most consistently happen in the 10-week groups I run are - people undergo ~10 years of personal and professional development in 10 weeks - people make friends for life Most of them continue on to the year long mastermind, because having experienced the personal, behavioral and commercial value of being in a group of elite peers - they don't want to go back to how they used to try to achieve goals. I don't blame them. Trying to achieve goals without the best peer group is like trying to fill a bath with the plug out: you may still succeed for long enough to achieve your objective, but it takes a lot more time and resources than is necessary. I'm running one more 10-week block this year and have a couple of places left. If you think this might be for you, reach out.

What are the 3 biggest determinants of your behavior? According to the research it is 1. your genetics 2. your peer group 3. your parents In that order (that may come as a surprise) You can't choose 2 out of those 3 things. But your peer group you can. Yet most people have no idea how important an influence on the direction of life, their decisions, their actions, their choices their peer group is. The research tells us that it is an even more important influence on your behaviors and habits than your parents. (Harris, Psychological Review 1995) A 2007 study by Christakis & Fowler found that person's odds of becoming obese rose about 57% if a friend became obese. 57% ! And even when researchers stopped letting people pick their own friends and assigned them at random, it held. College students who drew higher-performing roommates got better grades themselves. (Sacerdote, 2001) A 1999 study by Drigotas, Rusbult et al found that this effect worked equally strongly in the positive too. Dubbed the Michelangelo phenomenon they found that close others sculpt you toward your ideal self, simply through affirmation. No discipline, no effort, no willpower required, you just place yourself in an environment with the people you want to become more like If you want to get really good at drinking - hang out with people who drink a lot. Want to get really good at complaining? Hang out with other people who complain. Want to become an expert at finding reasons why due to some external obstacle, you can't do what you want to in life? Hang out with people who do this on a regular basis. Want to become a better criminal? Go to prison Want to grow a mission that has a global impact, while developing strong health, resilience and connection to family and community at the same time? Make sure the peer group who influences you most lives this way. Don't get me wrong - discipline, willpower and drive are all important markers of success too. But they are overrated. Or rather, the importance of your peer group is underrated. Trying to achieve a goal using willpower without sorting out your peer group is like heating a house with the windows open. You may still achieve your goal, but it will take you a lot longer, you will use more energy, and it will be a lot more expensive. So given that your peer group is the 2nd most important influence on your behaviors, decisions, habits and actions - who is your peer group? And are they supporting you in the direction you want to move in?

I'm biased because Luke is one of my clients, but I'd say this anyway - this is the most uplifting Bitccoin podcast I've heard this year. A reproducable story about how a couple have orangepilled their local community, using the principles of game, service-mindset and hope.

JUST IN: Bitcoin is now 59.4% sustainably powered 🥇Higher than any reported global industry ⬆️Up 7.0% since last Cambridge survey 14 months ago 🌊Largest power source: hydro Source: Cambridge 2026

The "waste of energy" argument doesn't survive a cold one.