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Forbes
04-06-2025
- Business
- Forbes
AI Boom Propels Founder Of Server Rail Maker Onto Ranks Of Taiwan's 50 Richest
King Slide is set to open a Texas plant next year. This story is part of Forbes' coverage of Taiwan's Richest 2025. See the full list here. King Slide Works, a maker of server rails—metal frames on which equipment is mounted in server cabinets—has been riding the boom in demand for AI data centers. Shares of the Kaohsiung-based company jumped more than 50% from a year ago, landing founder and chairman Lin Tsung-Chi on the list for the first time with a fortune of $2.9 billion. ss Lin set up King Slide in 1986 as a manufacturer of rails and other fittings for furniture, and expanded into server rails in 2001 when the company secured U.S. computer maker Compaq as a client. It proceeded to win over other computer giants, such as IBM and Dell, to eventually become one of the largest suppliers of server rails in the world. Thanks partly to rocketing U.S. sales, which more than doubled year-on-year in 2024 to account for nearly half of the total, King Slide logged a 76% rise in revenue to NT$10.1 billion ($333 million) while net profit jumped 128% to NT$6.2 billion. Despite the looming tariff war, the company is pressing ahead with a $26 million investment in a new plant in Texas that is slated to open next year.
Time of India
14-05-2025
- Business
- Time of India
Hewlett Packard Enterprise announces leadership change in India
Hewlett Packard Enterprise , today announced that Bhawna Agarwal has been appointed to the role of Senior Vice President and Managing Director of HPE in India, reporting to the Executive Vice President and Chief Sales Officer, Heiko Meyer. The new appointment will be effective immediately. Bhawna assumes leadership of HPE's India business from Som Satsangi , who retires from Hewlett Packard Enterprise after more than 27 years of dedicated service. Som will remain with HPE through the end of July 2025 to ensure a smooth and seamless transition. Som joined Compaq in 1997 and, following the Compaq acquisition by HP in 2002, became a regional sales manager in India, continuing to gain sales leadership responsibilities through HP/HPE's enterprise business. Som became Managing Director of HPE India in 2016, leading HPE's second-largest employee base to achieve significant milestones. Bhawna joined HPE in 2019 to lead the Compute Business Unit and Growth team and has been leading Account Management and Industry Verticals for India for a year. Bhawna is a seasoned business executive with over 25 years of diverse leadership experience in digital start-ups, media houses, and large consumer tech companies. Recently, Bhawna and Som, with the Indian IT Minister, Ashwini Vaishnaw, celebrated the inauguration of HPE's 6001st 'Made in India' server as part of HPE's 'Make in India' initiative. 'I have come to know Som as a driven, thoughtful, and customer-centric leader, who is an expert counselor and sales executive', said Executive Vice President and Chief Sales Officer, Heiko Meyer. 'We will miss Som's leadership in the Global Sales organization, but we are in the capable hands of Bhawna, who comes with a growth mindset and customer-centric thinking and leads with intention, agility, and purpose.' 'I am honored to take on the role of Managing Director of HPE India', said Bhawna Agarwal, Vice President, Account Management and Industry Verticals, HPE India. 'I look forward to building on the strong foundation laid by Som and continuing to drive growth, scaling our impact and innovation in the region. Together with our talented team, we will strive to achieve new milestones, shaping a future reflective of our ambitions and delivering exceptional value to our customers and partners.'
Miami Herald
09-05-2025
- General
- Miami Herald
A jetliner crashed into the Everglades in May 1996. Here's how you got the news
The news stopped waiting on May 11, 1996. That's when HeraldLink, the Miami Herald's first website, went live. It happened earlier than planned. ValueJet Flight 592, with 110 people aboard, had just crashed into the Everglades shortly after taking off from Miami Internationa Airport. So the decision was made to press the button and send to computers everywhere. Of course, at that time, live didn't mean instant. With no social media and a system that didn't exactly cough up instant gratification, it took more than five hours to post that breaking story. Maybe you saw it on your Mac Performa or Compaq. But the point is, the news was out before the next day's newspaper. HeraldLink was born. The ValuJet DC-9 had traveled less than 100 miles west of the airport when the crew reported smoke in the cockpit. The pilot turned around and tried to make it back. Atlanta-bound Flight 592 slammed nose-first into the muck and disappeared. Investigators later determined that 144 oxygen-generating canisters were improperly secured, labeled and packaged in the cargo hold of the plane. Here is a look at the tragedy in photos and words through the Miami Herald archives: MORE: See the original Miami Herald website crash coverage from 1996 THE CRASH Published May 12, 1996 By airboat and helicopter, rescuers searched the muck and shallow water of the Everglades, but they quickly stared at the grim reality: None of the 109 people on board a ValuJet DC-9 survived when their plane slammed into the earth west of Miami International Airport on Saturday. 'Oh, no. Not the day before Mother's Day, ' said one frustrated Metro firefighter, pulling off his sweaty flame retardant gear. The feeling of hopelessness struck even harder at families of the passengers: 'There doesn't seem to be any hope, ' said Stewart P. Thomas of Coral Gables, whose daughter, son-in-law and granddaughter were on the plane. 'The screens on TV have gotten pretty close. I can't see any metal larger than a dishpan.' Firefighters, paramedics and police officers — who have trained for just such a tragedy — could do little Saturday afternoon but slosh through the mud. At times, it seemed only the dragon flies and mosquitoes easily visited the wreckage. Bodies were sighted, but fuel that could have been easily ignited and the natural terrain hampered rescue efforts to the point where even airboats were eventually prohibited from skimming the river of grass to help. 'It is just all swamp and sawgrass. It will probably take three or four days to clean up. It will all have to be all done by airboat, ' said J.C. Esslinger, a state wildlife officer. 'It is going to be ugly out there. It's not going to be pleasant, that is for sure.' ValuJet Flight 592 took off from Miami International at 2:05 p.m. — one hour late — with 104 passengers and a crew of five, said Federal Aviation Administration spokeswoman Christy Williams. It was scheduled to land one hour and 55 minutes later in Atlanta. Instead, after about 20 minutes, it bored into the ground like a power drill. 'What we have is a high-impact crash, ' said a somber Luis Fernandez, spokesman for the Metro-Dade Fire Department. The FAA's Williams gave this account of Flight 592's last minutes: The DC-9 took off and had traveled less than 100 miles west of Miami, when the crew radioed Miami traffic controllers to report smoke billowing into the cockpit. The plane had been airborne eight minutes. Headed back to airport The jet, then at an altitude of 10,500 feet, turned around and tried to make it back to Miami International. At about 2:25 p.m., Miami air traffic control lost Flight 592 from its radar screens. The jet went down, apparently nose first, about 14 miles northwest of Miami International. It disintegrated on impact in a desolate area of wet earth, grass patches and trees. A private pilot from Miami Beach who was flying west at the time told Cable News Network he saw the plane go down. Daniel Muelhaupt said he was about two miles from the plane, flying toward Naples, when he saw what he at first thought was a small plane doing maneuvers. The craft was pointing down at an angle of about 75 degrees. 'When it hit the ground, the water and dirt flew up, ' Muelhaupt said. 'The wreckage was like if you take your garbage and just throw it on the ground, it looked like that.' Muelhaupt said he radioed authorities and circled until they reached the scene, which took a long time because there were no visible flames or large chunks of aircraft to focus on. 'Access was a major, major problem. The plane was broken up into many pieces and submerged in 4 to 5 feet of water.' said Metro-Dade's Fernandez. Helicopters from the U.S. Coast Guard, Metro Police and the Dade fire department finally located the crash site and reported no signs of survivors, just minuscule pieces of shredded metal, baggage, bodies and a taut crater shaped like a candle flame. The crash sight is very close to where an Eastern Airlines L1011 crashed in 1972, the worst local air disaster before Saturday. While rescuers searched in vain, distraught relatives of passengers rushed to the ValuJet counter at Miami International. Company officials quickly moved them to an auditorium, where counselors were available to help them deal with their loss. Saturday afternoon, ValuJet's president spoke from Atlanta. 'It's impossible to put into words how devastating something like this is, ' said Lewis Jordan, president and chief operating officer. Atlanta-based ValuJet, which began operations in October 1993 and serves 26 cities in 17 states, has had a checkered past. The airline has been one of the most successful startups in aviation history, but its rapid growth has been tainted by several accidents and questions about the reliability of its aged fleet. The FAA has ValuJet under a special emphasis inspection because of repeated safety problems. Last summer, the FAA issued a special inspection notice for aircraft engines that ValuJet purchased from a Turkish airline. That investigation stemmed from a June 8, 1995, fire that destroyed a ValuJet DC-9 on a runway at Atlanta. One flight attendant was burned and minor injuries were reported as the 57 passengers and five crew were evacuated. In January, a ValuJet DC-9 got stuck in the mud at Hartsfield Atlanta International Airport. The 101 passengers were bused to a terminal. Also in January, another ValuJet DC-9 with 30 people aboard slid into a snowbank after landing at Dulles International Airport outside Washington, closing the airport for nearly three hours. No one was hurt. A ValuJet DC-9 also skidded off an icy runway at Dulles in January 1994, closing the airport for almost two hours. Flight 592 was a McDonnell Douglas DC-9-32 configured with 113 passenger seats. It is powered by Pratt & Whitney JT8D-9A engines. At the crash site, Metro fire and the Florida Game and Freshwater Fish Commision officers gathered about a half mile from the crash on the levy of the L-67 Canal. Helicopters landed on the ridge dropping off firefighters. About 5:30 p.m., police and rescue were waiting for hazardous material specialists to check out the area before going in. There was concern about possible fuel leakage and explosion. 'We have to wait until Haz Mat cleans it up, ' said E.M. Davis, a fresh water and game commission officer. But as night came on, the search was called off. Rescue officials said the fuel atop the water posed too much of a risk for the airboats. 'Night is falling, we're going to secure things here and make sure no one molests the area. We won't be going out there tonight, ' said Metro-Dade Police Capt. Rita Oramas. MORE: An Eastern plane crashed into the Everglades in 1972. See the coverage as it happened THE SEARCH Published May 12, 1996 They used airboats and helicopters. They dodged snakes and alligators. But the rescuers who desperately searched the Everglades muck for survivors of South Florida's worst plane crash soon came upon the grim reality: None of the 109 people on board a ValuJet DC-9 survived Saturday when their plane slammed into the earth west of Miami International Airport. Today, the grimmest of tasks continues — confirming the crash toll by combing the Everglades debris. Chris Aguirre, a Metro-Dade hazardous material technician, was one of the first on the scene Saturday. 'I saw a family album floating on the water. It depicted a mother with small children. My first thought was about my family and then I thought about the last seconds before the plane crashed,' Aguirre said. The feeling of hopelessness struck even harder at families of the passengers: 'There doesn't seem to be any hope,' said Stewart P. Thomas of Coral Gables, whose daughter, son-in-law and granddaughter were on the jet. 'The screens on TV have gotten pretty close. I can't see any metal larger than a dishpan.' Firefighters, paramedics and police officers — who have trained for just such a tragedy — could do little but sweat and slosh through mud. At times, it seemed only the dragonflies and mosquitoes easily visited the wreckage. Bodies were sighted, but fuel that could have been easily ignited and the natural terrain hampered rescue efforts to the point where even airboats were eventually prohibited from skimming the river of grass to help. 'It is just all swamp and sawgrass. It will probably take three or four days to clean up. It will all have to be all done by airboat,' said John Esslinger, a state wildlife officer. 'It is going to be ugly out there. It's not going to be pleasant, that is for sure.' Television news helicopters circled the site all afternoon, showing South Florida and the world the same bleak view: bits of debris dotting the shallow water and hammocks. ValuJet Flight 592 took off from Miami International at 2:05 p.m. — one hour late — with 104 passengers and a crew of five, said Federal Aviation Administration spokeswoman Christy Williams. The DC-9, one of aviation's great workhorses, was scheduled to land one hour and 55 minutes later in Atlanta. Instead, after about 20 minutes, the white blue and yellow aircraft bored into the ground like a power drill. 'What we have is a high-impact crash,' said a somber Luis Fernandez, spokesman for the Metro-Dade Fire Department. The FAA's Williams gave this account of Flight 592's last minutes: The DC-9 took off to the east and then turned northwest. It had traveled less than 100 miles from Miami when the crew radioed Miami traffic controllers to report smoke billowing into the cockpit. The plane had been airborne eight minutes. The jet, then at an altitude of 10,500 feet, turned around and tried to make it back to Miami International. At about 2:25 p.m., Miami air traffic control lost Flight 592 from its radar screens. The plane went down, apparently nose first, about 14 miles northwest of Miami International. It crashed in a desolate area of wet earth, grass patches and trees. A private pilot from Miami Beach who was flying west at the time said he saw the plane go down. Daniel Muelhaupt said he was about two miles from the jetliner, flying toward Naples, when he saw what he at first thought was a small plane doing maneuvers. The plane was pointing down at an angle of about 75 degrees. 'When it hit the ground, the water and dirt flew up,' Muelhaupt said. 'The wreckage was like if you take your garbage and just throw it on the ground, it looked like that.' On the ground, Sam Nelson and Chris Osceola said they were on a bass boat fishing on the L-67 Canal about a half-mile from the crash when they saw the plane begin to falter. 'The plane was going when all of a sudden it just made a right turn. I don't know what it was doing. It looked like it was trying to go back up. It was pretty low,' said Nelson, 52, of Hollywood. 'It kinda turned sideways, then it just nose dived, right down straight into the swamp.' The two men brought the boat to land and ran up on the levee to look, thinking they could help. 'The last thing we saw was the tail end going down,' Nelson said. 'Then it hit and there was a big, big explosion. You could hear the motor, like it was under full power. That thing hit so hard you couldn't even see it. After the explosion went away, there was no smoke. It was like nothing ever happened.' Muelhaupt, the small-plane pilot, said he radioed authorities and circled the crash site until rescuers reached the scene, which took about a half hour because there were no visible flames or large chunks of aircraft to focus on. Helicopters from the U.S. Coast Guard, Metro Police and the Dade fire department circled the crash site and reported no signs of survivors, just minuscule pieces of shredded metal, baggage, bodies and a taut crater shaped like a jagged candle flame. 'Access was a major, major problem. The plane was broken up into many pieces and submerged in 4 to 5 feet of water.' said Metro-Dade's Fernandez. The site is very close to where an Eastern Airlines L1011 crashed in 1972, the worst local air disaster before Saturday. While rescuers searched in vain, distraught relatives of passengers rushed to the ValuJet counter at Miami International. Company officials quickly moved them to an auditorium, where counselors were available to help them deal with their loss. At Gate G-2, a sign announcing the departure of Flight 592 still was listing it as 'On Time.' Saturday afternoon, ValuJet's president spoke from Atlanta. 'It's impossible to put into words how devastating something like this is,' said Lewis Jordan, president and chief operating officer. Atlanta-based ValuJet, which began operations in October 1993 and serves 31 cities in 19 states, has had a checkered past. The airline has been one of the most successful startups in aviation history, but its rapid growth has been tainted by several accidents and questions about the reliability of its aged fleet. The FAA has ValuJet under a special emphasis inspection because of repeated safety problems. Last summer, the FAA issued a special inspection notice for aircraft engines that ValuJet purchased from a Turkish airline. That investigation stemmed from a June 8, 1995, fire that destroyed a ValuJet DC-9 on a runway at Atlanta. One flight attendant was burned and minor injuries were reported as the 57 passengers and five crew members were evacuated. Flight 592 was a McDonnell Douglas DC-9-32 configured with 113 passenger seats. It was powered by Pratt & Whitney JT8D-9A engines. At the crash site, Metro fire and the Florida Game and Freshwater Fish Commission officers gathered about a half mile from the wreckage on the levee of the L-67 Canal. Helicopters landed on the ridge dropping off firefighters. About 5:30 p.m., police and rescue workers were waiting for hazardous material specialists to check out the area before going in. There was concern about possible fuel leakage and fire. 'We have to wait until Haz Mat cleans it up,' said Ernest Davis, a wildlife officer. But as night came on, the search continued with a handful of airboats equipped with floodlights and generators. More workers were expected to join the effort at daybreak today. Nelson, the bass fisherman who saw the plane go down, said that hours later his heart was still racing. 'It was something I will never ever forget,' he said. THE SCENE Published May 12, 1996 Late Saturday, rescue crews were trying to determine whether the ValuJet aircraft disintegrated on impact or partially lodged itself in the soft, marshy terrain of the Everglades. The area where Flight 592 crashed Saturday is thick with razor-tooth sawgrass and a variety of wildlife, including alligators. Popular with airboaters, froggers and fishermen, the swampy muck beneath the water may have acted as a pincushion, essentially swallowing the disabled DC-9 aircraft. 'That's why you don't see big parts of it,' theorized Harold Johnson, vice president of the Everglades Coordinating Council and an airboater familiar with the area. 'It may have just swallowed it up. It's like quicksand. It doesn't have a bottom.' Maj. Jim Ries of the Florida Game and Fresh Water Fish Commission said that's a likely scenario, depending on the trajectory of the aircraft on impact. 'It looks like a large part of the airplane must be below the muck and mud. That stuff can be very deep before you hit shell rock,' or limestone, Ries said. May is generally the dry season in the Everglades, with water only one to three feet deep. During the rainy season, it can reach five feet in places. Alligators in the area can grow to 12 feet or more in length. But Steve Coughlin, a biologist with the game and fish commission, said they probably pose no threat to searchers. 'Usually something like that scares wildlife away,' he said. 'And if there's fuel or oil or anything like that in the water, alligators won't get anywhere near there.' Coughlin said the crash isn't likely to pose a hazard to wildlife or water quality in the area. But salvaging what's left of the aircraft may be difficult since it's nearly impossible to get heavy equipment into the area.
CNN
31-01-2025
- Business
- CNN
Analysis: The DC plane crash highlights the flaws of Trump's ‘government as a business' playbook
It's one of the more obviously flawed ideas embraced by both President Donald Trump and his right-hand man Elon Musk: that government should be run like a business. Synergies! Streamlining! Above all, efficiency — that is the operative word that will help transform the federal government from a hulking, bloated bureaucracy into a nimble machine, like swapping a 1995 Compaq desktop PC for a 2025 MacBook Pro. Of course, Trump and Musk are applying a business playbook to a thing that is decidedly not a business. Governments don't work for profit, and the services they provide aren't supposed to wow shareholders or go viral on TikTok. Good government should fade into the background, unnoticed, so that Americans don't have to think twice about whether it's safe to get on a commercial flight or drink water from their tap. That's not to say government agencies are perfectly calibrated. But not all redundancies can be written off as needless red tape. A leading commission on aviation safety, for one, was widely seen as an asset in bringing the sprawling US industry into alignment. Trump disbanded it last week. Less than two weeks in, and it's clear Trump is running the White House with the same dictatorial energy he brought to his companies — almost all of which have been privately held, with no outside board or public shareholders to cater to. It's a style that also seems to suit Musk, who oversees half a dozen private companies and one public entity, Tesla (where he has stacked his board with loyalists and where he has regularly butted heads with shareholders). In the name of efficiency, the president and Musk are putting on a familiar show of cleaning house — a tactic so clearly modeled after Musk's past endeavors, they didn't even bother to change the subject line. On Day One, the head of the Federal Aviation Administration, who had publicly clashed with Musk over issues related to SpaceX, stepped down. The post remained vacant for nine days. It was only after 67 people were killed in a midair collision over the Potomac River in Washington that Trump announced the appointment of Chris Rocheleau, an FAA veteran who most recently ran an aviation business lobby, to lead the agency. On his second day in office, Trump fired the heads of the Transportation Security Administration and Coast Guard, cutting both their terms short. On Day Three, all members of a crucial aviation safety committee received a memo, per the AP, saying that the Department of Homeland Security was terminating the group as part of its 'commitment to eliminating the misuse of resources and ensuring that DHS activities prioritize our national security.' (The advisory, by the way, was ordered by Congress more than 30 years ago in response to the Pan Am 103 bombing over Lockerbie, Scotland, and brought together key groups in the aviation industry to advise the TSA on the most effective safety protocols.) Day Seven, trillions in federal funding were frozen indefinitely. Day Eight, the US government did a carbon copy of Musk's Twitter playbook when it emailed 2 million federal workers with an offer to resign — once again sparking confusion and panic. Among those 2 million workers were some 11,500 air-traffic controllers who have been stretched thin for years, often working overtime and battling burnout. Last year, the FAA said it was still short 3,000 controllers, despite a surge in hiring. Ten days in, and the sturdy bureaucracy — the folks tasked with keeping planes in the air, ensuring water is drinkable, providing housing to veterans, any number of other essential services — is in chaos. And while the cause of the plane crash, just a few miles from the White House near Reagan National Airport, is not yet known, it is testing the new administration's response to a crisis at its own doorstep. Unsurprisingly, Trump defaulted to a well-worn page of the playbook, heaping blame on his predecessors and suggesting that diversity initiatives eroded aviation standards — a statement that is just not true and, as usual, he offered no evidence. Neither did Vice President JD Vance, or Defense Secretary Pete Hegseth, or Transportation Secretary Sean Duffy, who all parroted the boss. Meanwhile, hundreds of thousands of federal workers are trying to do their jobs while weighing the offer to simply reply to an email with 'resign' and walk away. The offer purports to allow workers to leave with eight months of pay and benefits, though many questioned whether the offer was genuine or even legal. That anguish appears to be part of the plan. Russ Vought, Trump's acting head of the Office of Management and Budget, has stated plainly in private speeches revealed by ProPublica last year that 'we want the bureaucrats to be traumatically affected.' 'When they wake up in the morning, we want them to not want to go to work because they are increasingly viewed as the villains. We want their funding to be shut down… We want to put them in trauma.'
CNN
31-01-2025
- Business
- CNN
Analysis: The DC plane crash highlights the flaws of Trump's ‘government as a business' playbook
It's one of the more obviously flawed ideas embraced by both President Donald Trump and his right-hand man Elon Musk: that government should be run like a business. Synergies! Streamlining! Above all, efficiency — that is the operative word that will help transform the federal government from a hulking, bloated bureaucracy into a nimble machine, like swapping a 1995 Compaq desktop PC for a 2025 MacBook Pro. Of course, Trump and Musk are applying a business playbook to a thing that is decidedly not a business. Governments don't work for profit, and the services they provide aren't supposed to wow shareholders or go viral on TikTok. Good government should fade into the background, unnoticed, so that Americans don't have to think twice about whether it's safe to get on a commercial flight or drink water from their tap. That's not to say government agencies are perfectly calibrated. But not all redundancies can be written off as needless red tape. A leading commission on aviation safety, for one, was widely seen as an asset in bringing the sprawling US industry into alignment. Trump disbanded it last week. Less than two weeks in, and it's clear Trump is running the White House with the same dictatorial energy he brought to his companies — almost all of which have been privately held, with no outside board or public shareholders to cater to. It's a style that also seems to suit Musk, who oversees half a dozen private companies and one public entity, Tesla (where he has stacked his board with loyalists and where he has regularly butted heads with shareholders). In the name of efficiency, the president and Musk are putting on a familiar show of cleaning house — a tactic so clearly modeled after Musk's past endeavors, they didn't even bother to change the subject line. On Day One, the head of the Federal Aviation Administration, who had publicly clashed with Musk over issues related to SpaceX, stepped down. The post remained vacant for nine days. It was only after 67 people were killed in a midair collision over the Potomac River in Washington that Trump announced the appointment of Chris Rocheleau, an FAA veteran who most recently ran an aviation business lobby, to lead the agency. On his second day in office, Trump fired the heads of the Transportation Security Administration and Coast Guard, cutting both their terms short. On Day Three, all members of a crucial aviation safety committee received a memo, per the AP, saying that the Department of Homeland Security was terminating the group as part of its 'commitment to eliminating the misuse of resources and ensuring that DHS activities prioritize our national security.' (The advisory, by the way, was ordered by Congress more than 30 years ago in response to the Pan Am 103 bombing over Lockerbie, Scotland, and brought together key groups in the aviation industry to advise the TSA on the most effective safety protocols.) Day Seven, trillions in federal funding were frozen indefinitely. Day Eight, the US government did a carbon copy of Musk's Twitter playbook when it emailed 2 million federal workers with an offer to resign — once again sparking confusion and panic. Among those 2 million workers were some 11,500 air-traffic controllers who have been stretched thin for years, often working overtime and battling burnout. Last year, the FAA said it was still short 3,000 controllers, despite a surge in hiring. Ten days in, and the sturdy bureaucracy — the folks tasked with keeping planes in the air, ensuring water is drinkable, providing housing to veterans, any number of other essential services — is in chaos. And while the cause of the plane crash, just a few miles from the White House near Reagan National Airport, is not yet known, it is testing the new administration's response to a crisis at its own doorstep. Unsurprisingly, Trump defaulted to a well-worn page of the playbook, heaping blame on his predecessors and suggesting that diversity initiatives eroded aviation standards — a statement that is just not true and, as usual, he offered no evidence. Neither did Vice President JD Vance, or Defense Secretary Pete Hegseth, or Transportation Secretary Sean Duffy, who all parroted the boss. Meanwhile, hundreds of thousands of federal workers are trying to do their jobs while weighing the offer to simply reply to an email with 'resign' and walk away. The offer purports to allow workers to leave with eight months of pay and benefits, though many questioned whether the offer was genuine or even legal. That anguish appears to be part of the plan. Russ Vought, Trump's acting head of the Office of Management and Budget, has stated plainly in private speeches revealed by ProPublica last year that 'we want the bureaucrats to be traumatically affected.' 'When they wake up in the morning, we want them to not want to go to work because they are increasingly viewed as the villains. We want their funding to be shut down… We want to put them in trauma.'
