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Reviving Teletext for Ham Radio
Once upon a time in Europe, television remote controls had a magic teletext button. Years before the internet stole into homes, pressing that button brought up teletext digital information services with hundreds of constantly updated pages. Living in Ireland in the 1980s and ’90s, my family accessed the national teletext service—Aertel—multiple times a day for weather and news bulletins, as well as things like TV program guides and updates on airport flight arrivals.
It was an elegant system: fast, low bandwidth, unaffected by user load, and delivering readable text even on analog television screens. So when I recently saw it was the 40th anniversary of Aertel’s test transmissions, it reactivated a thought that had been rolling around in my head for years. Could I make a ham-radio version of teletext?
What is Teletext?
First developed in the United Kingdom and rolled out to the public by the BBC under the name Ceefax, teletext exploited a quirk of analog television signals. These signals transmitted video frames as lines of luminosity and color, plus some additional blank lines that weren’t displayed. Teletext piggybacked a digital signal onto these spares, transmitting a carousel of pages over time. Using their remotes, viewers typed in the three-digit code of the page they wanted. Generally within a few seconds, the carousel would cycle around and display the desired page.
Teletext created unusually legible text in the 8-bit era by enlarging alphanumeric characters and interpolating new pixels by looking for existing pixels touching diagonally, and adding whitespace between characters. Graphic characters were not interpolated, and featured blocky chunks known as sixels for their 2-by-3 arrangement. My modern recreation uses the open-source font Bedstead, which replicates the look of teletext, including the graphics characters. James Provost
Teletext is composed of characters that can be one of eight colors. Control codes in the character stream select colors and can also produce effects like flashing text and double-height characters. The text’s legibility was better than most computers could manage at the time, thanks to the SAA5050 character-generator chip at the heart of teletext. Although characters are internally stored on this chip in 6-by-10-pixel cells—fewer pixels than the typical 8-by-8-pixel cell used in 1980s home computers—the SAA5050 interpolates additional pixels for alphanumeric characters on the fly, making the effective resolution 10 by 18 pixels. The trade-off is very low-resolution graphics, comprising characters that use a 2-by-3 set of blocky pixels.
Teletext screens use a 40-by-24-character grid. This means that a kilobyte of memory can store a full page of multicolor text, half the memory required for a similar amount of text on, for example, the Commodore 64. The BBC Microcomputer took advantage of this by putting an SAA5050 on its motherboard, which could be accessed in one of the computer’s graphics modes. Despite the crude graphics, some educational games used this mode, most notably Granny’s Garden, which filled the same cultural niche among British schoolchildren that The Oregon Trail did for their U.S. counterparts.
By the 2010s, most teletext services had ceased broadcasting. But teletext is still remembered fondly by many, and enthusiasts are keeping it alive, recovering and archiving old content, running internet-based services with current newsfeeds, and developing systems that make it possible to create and display teletext with modern TVs.
Putting Teletext Back on the Air
I wanted to do something a little different. Inspired by how the BBC Micro co-opted teletext for its own purposes, I thought it might make a great radio protocol. In particular I thought it could be a digital counterpart to slow-scan television (SSTV).
SSTV is an analog method of transmitting pictures, typically including banners with ham-radio call signs and other messages. SSTV is fun, but, true to its name, it’s slow—the most popular protocols take a little under 2 minutes to send an image—and it can be tricky to get a complete picture with legible text. For that reason, SSTV images are often broadcast multiple times.
Teletext is still remembered fondly by many.
I decided to send the teletext using the AX.25 protocol, which encodes ones and zeros as audible tones. For VHF and UHF transmissions at a rate of 1,200 baud, it would take 11 seconds to send one teletext screen. Over HF bands, AX.25 data is normally sent at 300 baud, which would result in a still-acceptable 44 seconds per screen. When a teletext page is sent repeatedly, any missed or corrupted rows are filled in with new ones. So in a little over 2 minutes, I could send a screen three times over HF, and the receiver would automatically combine the data. I also wanted to build the system in Python for portability, with an editor for creating pages, an AX.25 encoder and decoder, and a monitor for displaying received images.
The reason why I hadn’t done this before was because it requires digesting the details of the AX.25 standard and teletext’s official spec, and then translating them into a suite of software, which I never seemed to have the time to do. So I tried an experiment within an experiment, and turned to vibe coding.
Despite the popularity of vibe coding with developers, I have reservations. Even if concerns about AI slop, the environment, and memory hoarding were not on the table, I would still worry about the reliance on centralized systems that vibe coding brings. The whole point of a DIY project is to, well, do it yourself. A DIY project lets you craft things for your own purposes, not just operate within someone else’s profit margins and policies.
Still, criticizing a technology from afar isn’t ideal, so I directed Anthropic’s Claude toward the AX.25 and teletext specs and told it what I wanted. After about 250,000 to 300,000 tokens and several nights of back and forth about bugs and features, I had the complete system running without writing a single line of code. Being honest with myself, I doubt this system—which I’m calling Spectel—would ever have come about without vibe coding.
But I didn’t learn anything new about how teletext works, and only a little bit more about AX.25. Updates are contingent on my paying Anthropic’s fees. So I remain deeply ambivalent about vibe coding. And one final test remains in any case: trying Spectel out on HF bands. Of course, that means I’ll need willing partners out in the ether. So if you’re a ham who’d like to help out, let me know in the comments below!
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This article is crossposted from IEEE Spectrum’s careers newsletter. Sign up now to get insider tips, expert advice, and practical strategies, written in partnership with tech career development company Parsity and delivered to your inbox for free!
The Individual Contributor–Manager Fork: It’s Not a Promotion. It’s a Profession Change.
When I was promoted to engineering manager of a mid-sized team at Clorox, I thought I had made it.
More money. More stock. More visibility. More proximity to senior leadership. From the outside, and on paper, it was clearly a promotion.
I had often heard the phrase, “Management isn’t a promotion. It’s a job switch.” I brushed it off as cliché advice engineers tell each other to sound wise.
It turns out both things were true. It was a promotion. It was also an entirely different job.
And I was nowhere near ready for what that meant.
A Shift in Priorities
There’s surprisingly little training for new managers. As engineers, we’re highly technical and used to mastering complex systems. Many of us assume managing people will be easier than distributed systems. Or we assume it’s just “more meetings.”
Both assumptions are wrong.
Yes, I had more meetings. But what changed most wasn’t my calendar, it was how my impact was measured. As an individual contributor, my output was visible. Code shipped. Features delivered. Bugs fixed.
As a manager, my impact became indirect. It flowed through other people.
That shift was disorienting.
So I fell back into my comfort zone. I started writing more code. I tried to be the strongest engineer on the team. It felt productive and measurable.
It was also a mistake.
By trying to be the number one engineer, I was neglecting my actual job. I wasn’t supporting senior engineers. I wasn’t unblocking systemic problems. I wasn’t building career paths. I was competing with the very people I was supposed to enable.
Management is about amplification.
Learning to Redefine Impact
The turning point came when I began each week with a simple question:
What is the single most impactful thing I can do right now?
Often, it wasn’t code. It was writing a document that clarified direction. It was fixing a broken process with a single point of failure. It was redistributing ownership so that knowledge wasn’t concentrated in one person.
I started deliberately removing myself from implementation work. I committed to writing almost no code. That forced trust. It also revealed gaps in the system that I could address at the right level: through coaching, documentation, hiring, or process changes.
Another major shift was taking one-on-one meetings seriously.
Many engineers dislike one-on-ones. They can feel awkward or devolve into status updates. I scheduled them every other week and approached them with a mix of tactical alignment and human check-in.
I rarely started with engineering questions. Instead:
- Are you happy with the work you’re doing?
- Do you feel stretched or stagnant?
- What’s frustrating you right now?
Burnout doesn’t show up in Jira tickets. Neither does quiet disengagement.
Those conversations helped me anticipate turnover, redistribute workload, and build trust.
I also spent more time thinking about career ladders. Was I giving my team the kind of work that would help them grow? Was I hoarding high-visibility projects? Was I clear about what senior-level impact looked like?
That work felt less tangible than code, but it moved the needle far more.
Why I Went Back to IC
Ultimately, I returned to the individual contributor track.
Part of it was practical: I was laid off from my management role, and the market rewarded senior IC roles more strongly at the time. But if I’m honest, the deeper reason was simpler.
I love writing code.
I enjoy improving systems and helping people, but the part of my day that energized me most was still building. Management required relinquishing that. You can’t be absorbed in technical implementation and deeply people-focused at the same time. Something has to give.
Personally, I don’t need to climb the corporate ladder to feel successful. And you might not have to. Many organizations offer technical leadership tracks that are truly in parity with management when it comes to salary bands. Staff and principal engineers steer strategy without managing people.
If you want to remain deeply technical, you should think very carefully before moving into people management. It requires surrendering control over implementation and focusing on alignment, growth, and long-range planning. If you don’t genuinely care about those things, you won’t just be unhappy, you’ll make your team unhappy.
A Simple Test Before You Choose
Before taking a management role, ask yourself:
- Do I get energy from solving people-problems every day?
- Am I comfortable measuring impact indirectly?
- Would I be satisfied if I rarely wrote production code again?
- Do I want leverage or craft?
There’s no right answer.
The IC/manager fork isn’t about prestige. It’s about what kind of work you want your days to consist of.
Choose based on energy, not ego.
—Brian
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The Forgotten History of Hershey’s Electric Railway in Cuba
Why does a chocolatier build a railroad? For Milton S. Hershey, it was a logical response to a sugar shortage brought on by World War I. The Hershey Chocolate Co. was by then a chocolate-making powerhouse, having refined the automation and mass production of its products, including the eponymous Hershey’s Milk Chocolate Bar and the bite-size Hershey’s Kiss. To satisfy its many customers, the company needed a steady supply of sugar. Plus, it wanted a way to circumvent the American Sugar Refining Co., also known as the Sugar Trust, which had a virtual monopoly on sugar processing in the United States.
Why Did Hershey Build an Electric Railroad in Cuba?
Beginning in 1916, Hershey looked to Cuba to secure his sugar supply. According to historian Thomas R. Winpenny, the chocolate magnate had a “personal infatuation” with the lush, beautiful island. What’s more, U.S. business interests there were protected by a treaty known as the Platt Amendment, which made Cuba a satellite state of the United States.
Like many industrialists of the day, Hershey believed in vertical integration, and the company’s Cuban operation eventually expanded to include five sugar plantations, five modern sugar mills, a refinery, several company towns, and an oil-fired power plant with three substations to run it all.
A 1943 rail pass entitled the holder to travel on all ordinary passenger trains of the Hershey Electric Railway. Hershey Community Archives
The company also built a railroad. To maximize the sugar yield, the cane needed to be ground promptly after being cut, and the rail system offered an efficient means of transporting the cane to the mills, and ensured that the mills operated around the clock during the harvest. By 1920, one of Hershey’s three main sites was processing 135,000 tonnes of cane, yielding 14.4 million kilograms of sugar.
Initially, the Hershey Cuban Railway consisted of a single 56-kilometer-long standard gauge track on which ran seven steam locomotives that burned coal or oil. But due to the high cost of the imported fuel and the inefficiency of the locomotives, Hershey began electrifying the line in 1920. Although it was the first electrified train in Cuba, rail lines in Europe and the United States were already being electrified.
In addition to powering the various Hershey entities, the generating station supplied Matanzas and the smaller towns with electricity. F.W. Peters of General Electric’s Railway and Traction Engineering Department published a detailed account of the system in the April 1920 General Electric Review.
Hershey’s Company Towns
The company town of Central Hershey became the headquarters for Hershey’s Cuba operations. (“Central” is the Cuban term for a mill and the surrounding settlement.) It sat on a plateau overlooking the port of Santa Cruz del Norte, about halfway between Havana and Matanzas in the heart of Cuba’s sugarcane region.
Hershey imported the industrial utopian model he had established in Hershey, Penn., which was itself inspired by Richard and George Cadbury’s Bournville Village outside Birmingham, England.
The chocolate magnate Milton S. Hershey had a “personal infatuation” with Cuba.Underwood Archives/Getty Images
In Cuba as in Pennsylvania, Hershey’s factory complex was complemented by comfortable homes for his workers and their families, as well as swimming pools, baseball fields, and affordable medical clinics staffed with doctors, nurses, and dentists. Managers had access to a golf course and country club in Central Hershey. Schools provided free education for workers’ children.
Milton Hershey himself had very little formal education, and so in 1909 he and his wife, Catherine, established the Hershey Industrial School in Hershey, Penn. There, white, male orphans received an education until they were 18 years old. Now known as the Milton Hershey School, the school has broadened its admission criteria considerably over the years.
Hershey duplicated this concept in the Cuban company town of Central Rosario, founding the Hershey Agricultural School. The first students were children whose parents had died in a horrific 1923 train accident on the Hershey Electric Railway. The high-speed, head-on collision between two trains killed 25 people and injured 50 more.
Milton Hershey was a generous philanthropist, and by most accounts he truly cared for his employees and their welfare, and yet his early 20th-century paternalism was not without fault. He was a fierce opponent of union activity, and any hard-won pay increases for workers often came at the expense of profit-sharing benefits. Like other U.S. businessmen in Cuba, Hershey employed migrant seasonal labor from neighboring Caribbean islands, undercutting the wages of local workers. Historians are still wrangling with how to capture the long-lasting effects of U.S. economic imperialism on Cuba.
Can the Hershey Electric Railway Be Revived?
Hershey continued to acquire new sugar plantations in Cuba throughout the 1920s, eventually owning about 24,300 hectares and leasing another 12,000 hectares. In 1946, a year after Milton Hershey’s death and amid growing political uncertainty on the island, the company sold its Cuban interests to the Cuban Atlantic Sugar Co. In addition to Hershey’s sugar operations, the sale included a peanut oil plant, four electric plants, and 404 km of railroad track plus locomotives and train cars.
Service on the Hershey Electric Railway in Cuba continued into at least the 2010s but became increasingly sporadic, with aging equipment like this car at the Central Hershey station. Hershey Community Archives
The Central Hershey sugar refinery continued to operate even after the Cuban Revolution but eventually closed in 2002. Passenger service, meanwhile, continued on the Hershey Electric Railway, albeit sporadically: By 2012, there were only two trips a day between Havana and Matanzas. This video, from 2013, gives a good sense of the route:
A colleague of mine who studies Cuban history told me that in his travels to the country over almost 30 years, he has never been able to ride the Hershey electric train. It was always out of service or had restricted service due to the island’s chronic electricity shortages, which have only gotten worse in recent years. I’ve been trying to find out if any part of the line is still operating. If you happen to know, please add a comment below.
Cuba’s frequent power outages make it difficult to operate the Hershey Electric Railway. In this 2009 photo, passengers await the restoration of electricity so they can continue their journey.Adalberto Roque/AFP/Getty Images
A 2024 analysis of the economic potential and challenges of reactivating Cuba’s Hershey Electric Railway noted that an electric railway could be a hedge against climate change and geopolitical factors. But it also acknowledged that frequent power outages and damaged infrastructure argue against reactivating the electrified railway, and it favored the diesel engines used on most of Cuba’s rail network.
Cuba has been mostly off-limits to U.S. tourists for my entire life, but it was one of my grandmother’s favorite vacation spots. I would love to imagine a future where political ties are restored, the power grid is stabilized, and the Hershey Electric Railway is reopened to the Cuban public and to curious visitors like me.
Part of a continuing series looking at historical artifacts that embrace the boundless potential of technology.
An abridged version of this article appears in the May 2026 print issue as “This Chocolate Empire Ran on Electric Rails.”
References
In April 1920, F.W. Peters of General Electric’s Railway and Traction Engineering Department wrote a detailed account called “Electrification of the Hershey Cuban Railway” in the General Electric Review, which was later abstracted in Scientific American Monthly to reach a broader audience.
Thomas R. Winpenny’s article “Milton S. Hershey Ventures into Cuban Sugar” in Pennsylvania History: A Journal of Mid-Atlantic Studies, Fall 1995, provided background to the business side of Hershey’s Cuba enterprise.
Florian Wondratschek’s 2024 article “Between Investment Risk and Economic Benefit: Potential Analysis for the Reactivation of the Hershey Railway in Cuba” in Transactions on Transport Sciences brought the story up to the present.
And if you’re interested in a visual take on the Hershey operation on Cuba, check out the documentary Milton Hershey’s Cuba by Ric Morris, a professor of Spanish and linguistics at Middle Tennessee State University.