——• 💡 Trivia: ▸ To help prepare herself for the role, Tatum Matthews worked with Alexa, Amazon's virtual assistant, to develop the robotic-sounding voice. ▸ Director Franklin Ritch said the idea for the film sprang organically after reading several articles over the years about how technology and AI were being used to combat criminal activity, especially with predators. ▸ Admin Code "9781 5574 27663" is the ISBN of The Metamorphosis by Franz Kafka. ▸ In the movie's third chapter, a tribute is paid to a plot line from the video game "Detroit: Become Human." Lance Henriksen, who voiced the character Carl Manfred in the game (with his appearance modeled after the actor), plays an elderly wheelchair-bound painter who is cared for by an android companion. The movie showcases familiar elements like the house's interior, statues of animals, and the chess game. ▸ The third chapter of the movie, in which Cherry and Gareth play a chess game, is named after the Caro-Kann defense, a chess opening characterised by the moves 1. e4 c6, which often leads to good endgames for Black, played by Cherry. ——• ➤✝️ "Page Chronicles" Channel & Operator DISCLAIMERS ⚠️▸| 📌 I do not own the ©️ Copyright / Licensing to this content - but it's posted Under ► Section 107 of the U.S. Copyright Act: “Notwithstanding the provisions of sections 106 and 106A, the fair use of a copyrighted work, including such use by reproduction in copies or phonorecords or by any other means specified by that section, for purposes such as criticism, comment, news reporting, scholarship, or research, is not an infringement of copyright. Fair use is a use permitted by copyright statute that might otherwise be infringing. Non-profit, educational, or personal use tips the balance in favor of fair use.this was a decent flik, that touched on tuff subjects - Child Trafficking and AI.
— Scotty (@StLHandyMan) March 30, 2025
Tidbits by Scotty
I believe the power is in our hands to build a world that will benefit everyone. I AM a 'System Buster'. Those who may read this blog will plainly see how I AM part of the crew busting the matrix to pieces by my sharing of Truth . I AM all about solutions to problems and refuse to think or believe that GOD did not provide a solution to every problem imaginable.
Sunday, March 30, 2025
🎥The Artifice Girl
Sunday, March 23, 2025
psychology they are saying what I want to hear
The psychological phenomenon of "hearing what you want to hear" or confirmation bias, where people selectively attend to information confirming their existing beliefs while ignoring contradictory evidence, is a common and well-documented aspect of human cognition.
- Confirmation Bias: This bias occurs when individuals favor information that aligns with their pre-existing beliefs or values, and they tend to dismiss or downplay information that contradicts them.
- Selective Attention: People often focus on information that confirms their beliefs, while ignoring or downplaying information that challenges them.
- Interpretation: Even when presented with contradictory information, individuals may interpret it in a way that supports their existing beliefs, rather than acknowledging the evidence against them.
- Examples:
- A person who believes that a particular political party is corrupt may only watch news channels that support their view and ignore news from other sources.
- Someone who believes that a certain type of food is unhealthy may only pay attention to articles that confirm their belief, even if other sources suggest the food is healthy.
- Why it happens:
- Cognitive Efficiency: Confirmation bias can be seen as a way for the brain to simplify information processing and maintain a coherent world view.
- Emotional Comfort: Holding onto beliefs that align with one's worldview can provide a sense of comfort and reduce cognitive dissonance.
- Social Dynamics: In some cases, confirmation bias can be used to reinforce group identity and maintain social cohesion.
- Impact:
- Misinformation: Confirmation bias can make people more susceptible to misinformation and propaganda.
- Polarization: It can contribute to increased polarization and difficulty in engaging in productive dialogue.
- Poor Decision-Making: It can lead to biased decision-making and hinder the ability to learn from mistakes.
- Overcoming Confirmation Bias:
- Seek Diverse Perspectives: Actively seek out information from different sources and consider different viewpoints.
- Be Open to Criticism: Be willing to consider arguments that challenge your beliefs and be open to changing your mind.
- Question Your Assumptions: Regularly examine your own biases and assumptions to identify areas where you may be prone to confirmation bias.
- Practice Empathy: Try to understand the perspectives of people who hold different beliefs than you.
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Sunday, March 16, 2025
OpChemtrails Library: Climate Institute: Asilmoar Conference Report (2010)
don't forget the great blog: @OpChemtrails Blog: Disinformation https://t.co/uJ8Udu3tNu?
— Scotty (@StLHandyMan) March 16, 2025
@OpChemtrails this post is tagged Military Chemtrails > https://t.co/uOf17E7pWu pic.twitter.com/K15nRf1cBx
— Scotty (@StLHandyMan) March 17, 2025
@OpChemtrails #WeatherModification #Conspiracy pic.twitter.com/MTK0Bv8cQZ
— Scotty (@StLHandyMan) March 9, 2025
OpChemtrails Library: Climate Institute: Asilmoar Conference Report (2010): For more information or to download the PDF visit the OpChemtrails Library . Download PDF Conference Attendees Conference Agenda Con...Yeah, it's been mentioned a few timeshttps://t.co/pmvPqZhDjX
— OpChemtrails (@OpChemtrails) June 3, 2024
OpChemtrails has been sounding the GeoEngineering Alarms video style for years. Here is one of the websites first video blogs: OpChemtrails Library: CHEMTAILS EXPOSED! Air Force Whistleblower Lifts The Lid On Chemtrails https://opchemlibrary.blogspot.com/2014/09/chemtails-exposed-air-force_10.html?
Friday, March 14, 2025
InQTel CIA venture funding arm supporting intelligence community
In-Q-Tel was in business, charged with accessing information technology (IT) expertise and technology wherever it exists and bringing it to bear on the information management challenges facing the Agency. Imperatives:
Why was In-Q-Tel Created? As an information-based agency, the CIA must be at the cutting edge of information technology in order to maintain its competitive edge and provide its customers with intelligence that is both timely and relevant.
Many times the Agency and the federal government have been the catalysts for technological innovations. Examples of Agency-inspired breakthroughs include the U-2 and SR71 reconnaissance aircraft and the Corona surveillance satellites, while the creation of the Internet was led by the Defense Advanced Research Projects Agency (DARPA).
By the 1990s, however, especially with the advent of the World Wide Web, it is the commercial market that is setting the pace in IT innovation. And, as is the nature of a market-based economy, the flow of capital and talent has irresistibly moved to the commercial sector, where the prospect of huge profits from initial public offerings and equity-based compensation has become the norm.
In contrast to the remarkable transformations taking place in Silicon Valley and elsewhere, the Agency, like many large Cold War era private sector corporations, felt itself being left behind. It was not connected to the creative forces that underpin the digital economy and, of equal importance, many in Silicon Valley knew little about the Agency’s IT needs.
The opportunities and challenges posed by the information revolution to the Agency’s core mission areas of clandestine collection and all-source analysis were growing daily. Moreover, the challenges are not merely from foreign countries but also transnational threats. 2 Faced with these realities, the leadership of the CIA made a critical and strategic decision in early 1998.
The Agency’s leadership recognized that the CIA did not, and could not, compete for IT innovation and talent with the same speed and agility that those in the commercial marketplace, whose businesses are driven by "Internet time" and profit, could.
The CIA’s mission was intelligence collection and analysis, not IT innovation. The leadership also understood that, in order to extend its reach and access a broad network of IT innovators, the Agency had to step outside of itself and appear not just as a buyer of IT but also as a seller.
The CIA had to offer Silicon Valley something of value, a business model that the Valley understood; a model that provides those who joined hands with In-Q-Tel the opportunity to commercialize their innovations.
In addition, In-Q-Tel’s partner companies would also gain another valuable asset, access to a set of very difficult CIA problems that could become market drivers.
Once the Agency’s leadership crossed these critical decision points, the path that led to In-Q-Tel’s formation was clear.
- A Snapshot of In-Q-Tel In-Q-Tel’s founder, Norm Augustine, established it as an independent nonprofit corporation.
- Its Board of Trustees, which now has ten members, functions as any other board, initially guiding and overseeing the Corporation’s startup activities and setting its strategic direction and policies.
- The CEO, who was recruited by the Board and reports to them, manages In-Q-Tel. The Corporation has offices in two locations -- Washington, DC and Menlo Park, CA -- and it employs a small professional staff and a smaller group of business and technology consultants.
- In-Q-Tel’s mission is to foster the development of new and emerging information technologies and pursue research and development (R&D) that produce solutions to some of the most difficult IT problems facing the CIA.
To accomplish this, the Corporation will network extensively with those in industry, the venture capital community, academia, and any others who are at the forefront of IT innovation. Through the business relationships that it establishes, In-Q-Tel will create environments for collaboration, product demonstration, prototyping, and evaluation. From these activities will flow the IT solutions that the Agency seeks and, most importantly, the commercial opportunities for product development by its partners.
To fulfill its mission, In-Q-Tel has designed itself to be: agile, to respond rapidly to Agency needs and commercial imperatives; problem driven, to link its work to Agency program managers; solutions focused, to improve the Agency’s capabilities; team oriented, to bring diverse participation and synergy to projects; technology aware, to identify, leverage, and integrate existing products and solutions; output measured, to produce quantifiable results; innovative, to reach beyond the existing state-of-the-art in IT; and, over time, self-sustaining, to reduce its reliance on CIA funding.
At its core, In-Q-Tel is designed to operate in the market place on an equal footing with its commercial peers and with the speed and agility that the IT world demands.
As an example, it can effect the full range of business transactions common to the industry -- it is venture enabled,
- can establish joint ventures,
- fund grants,
- sponsor open competitions,
- award sole source contracts, etc.
- And, because of the many degrees of freedom granted to it by the Agency, In-Q-Tel does not require Agency approval for the business deals it negotiates.
It moves away from the more traditional government project office model in which the program is managed by the government. Instead, the Agency has invested much of the decisionmaking in the Corporation and, hence, In-Q-Tel will be judged on the outcomes produced -- i.e., the solutions generated -- and not by the many decisions it makes along the way. In-Q-Tel’s IT "Space" As with many aspects of the In-Q-Tel venture, the Agency took a different approach in presenting its IT needs to the Corporation. It bounded the types of work that In-Q-Tel would perform -- its IT operating "space" -- by two criteria.
- In the first instance, it made the decision that In-Q-Tel would initially conduct only unclassified IT work for the Agency.
- Second, to attract the interests of the private sector, it recognized that In-Q-Tel would principally invest in areas where there was both an Agency need and private sector interest.
Whereas in the past, much of the commercial computing world did not focus on those technologies useful to the CIA, the intersection zone between intelligence and private sector IT needs has grown tremendously in recent years. Many of the underlying technologies that are driving the information revolution are now directly applicable to the intelligence business.
Examples of commercial applications that also support intelligence functions are: data warehousing and mining, knowledge management, profiling search agents, geographic information systems, imagery analysis and pattern recognition, statistical data analysis tools, language translation, targeted information systems, mobile computing, and secure computing.
Moreover, information security (INFOSEC), a critical enabling technology for all intelligence information systems, is now a mainstream area of research and innovation in the commercial world, due in no small part to the exponential growth in Internet e-commerce. Thus, there are a number of commercially available security technologies: strong encryption, secure community of interests, authentication and access control, auditing and reporting, data integrity, digital signatures, centralized security administration, remote or traveling users, and unitary login.
It is, no doubt, the case that the commercial investments flowing into information security outpace the spending made by the Intelligence Community.
Thus, In-Q-Tel will be poised to leverage the investments of others to the benefit of the Agency. Having bounded In-Q-Tel’s IT space with these two criteria -- unclassified work with commercial potential -- the Agency defined a set of strategic problem areas for the Corporation.
Information Security: hardening, and intrusion detection, monitoring and profiling of information use and misuse, and network and data protection. Use of the Internet: secure receipt of information, non-observable surfing, authentication, content verification, and hacker resistance.
Distributed Architectures: methods to interface with custom or legacy systems, mechanisms to allow dissimilar applications to interact, automatic handling of archived data, and connectivity across a wide range of environments.
Knowledge Generation: geospatial and multimedia data fusion or integration, and computer forensics. These four areas have the added and obvious benefit of spanning the needs of all the Agency’s directorates and, hence, its core business functions of collection and analysis.
The IT space that In-Q-Tel will occupy for the Agency will no doubt raise questions with some who will believe that it or the Agency have other motives.
- It is, therefore, important to highlight what In-Q-Tel is not and what it will not do.
- First, it is not a front company for the Agency to conduct any activities other than those spelled out in its Articles of Incorporation and its Charter Agreement. As a nonprofit -- 501(c)3 -- corporation, it will operate in full compliance with the Internal Revenue Service (IRS) regulations and, as with all similar non-profits, its IRS filing will be a matter public record.
- In-Q-Tel is openly affiliated with the Agency, as was made obvious to the world during its press rollout on 29 September 1999.
- Of equal importance, it will not initiate work in areas that lead to solutions that are put in so-called "black boxes" -- that is, innovations that the government subsequently classifies. To do so would undercut In-Q-Tel’s credibility with its business partners to the detriment of the Agency.
- Finally, In-Q-Tel is a solutions company, not a product company.
In-Q-Tel-inspired products will be developed through separate contractual arrangements involving Agency components and other vendors.
In-Q-Tel’s Structure and Staffing Central to the In-Q-Tel business model are
speed, agility, market positioning, and leveraging. These attributes, taken together, have helped shape the evolving structure of the Corporation. It is one that intends to emphasize the "virtual" nature of the Corporation while minimizing "brick and mortar" costs -- i.e., it will operate by facilitating data sharing, and decisionmaking via seamless communications using a private network with broadband connectivity to the Agency and its partners, while limiting direct infrastructure investments in laboratories and related facilities by leveraging the facilities of others.
To facilitate this intent, the In-Q-Tel Board and CEO decided to hire a small staff composed of people with strong technical and business skills. At present, the Corporation has about ten staff employees and, it is expected that, by the end of the year 2000, the total will number about 30.
The CEO is currently designing In-Q-Tel’s management structure, but the parameters he has set for it indicate that it will be very flat and aligned for rapid decision-making. Execution: How Will it Work? One of the great leaps of faith the Agency took in this venture was to recognize, early on, that private sector businessmen were better equipped than it was to design the Corporation and create its work program. The Agency’s critical role was to develop the initial concept, help form the best Board possible, give In-Q-Tel a challenging problem set, and then design a contractual vehicle that gave the Corporation the necessary degrees of freedom to design itself and operate in the market place.
All of this was accomplished in less than a year, to include the design of In-Q-Tel’s initial work program.
In-Q-Tel’s current work program is built on a process of discrete, yet overlapping, elements --
- IT roadmapping,
- IT baselining, and
- R&D projects.
The underlying philosophy now driving the In-Q-Tel program is to gain an understanding of the many players occupying In-Q-Tel’s IT space -- by roadmap analysis -- and, concurrently, test and validate the performance and utility of existing products and technologies -- by baseline testing -- against current Agency needs.
If the test results are successful, the Agency has the option of quickly purchasing the products directly from the vendor. However, in those cases in which there are no existing products or technologies, or where a gap exists between the baseline test results and the Agency’s needs, In-Q-Tel will launch R&D projects.
In this way, the Agency obtains near-term solutions through the evaluation of those products considered "best-in-class" and can target its R&D projects more precisely -- that is, to where commercial or other government IT investments are small or nonexistent.
With its first year budget of about $28 million, In-Q-Tel has focused its initial efforts on the IT roadmap and baseline elements of the program. The roadmap project seeks, first, to identify those in industry, government, and academia who occupy the same IT space as In-Q-Tel and, secondarily, to spot existing technologies of potential interest.
The results will also help In-Q-Tel leverage the technical advances made by others, assess the overall direction and pace of research, avoid duplicating work done by other government entities, and highlight potential business partners. The roadmap will be updated and refined by In-Q-Tel throughout the life of its work program.
- Two teams -- called "incubators" -- which collectively include about 20 companies, are executing the baseline-testing element of the In-Q-Tel work program.
- They were selected by an independent review panel of national IT experts convened by In-Q-Tel to evaluate multiple proposals.
- Each of the two teams is working on one or more incubator concepts derived by In-Q-Tel from the Agency problem set enumerated above. The incubator teams will operate for over a year. As the In-Q-Tel work program grows, it is possible that other baseline incubator teams will be established
- The R&D part of the program, which In-Q-Tel manages, will soon become the core of its activities, with a growing percentage of its funds directed towards a portfolio of research projects.
In-Q-Tel is formulating its research thrusts based on the information and test results gathered under the roadmap and baseline work, aided by extensive interactions with the private sector and the Agency. The design of the research projects will be set by In-Q-Tel and will vary to meet the mutual interests of the Agency, In-Q-Tel, and its prospective business partners. As mentioned earlier, In-Q-Tel will draw from a broad range of R&D competition models to attract the business partners it seeks. In some cases, it may assemble teams of companies that each has a necessary part, but not the whole, of the solution In-Q-Tel seeks.
In other projects In-Q-Tel might be a co-investor in a fledgling company with another business partner such as a venture capital firm. Or, it could take a more traditional route, using a request for proposal. In essence, In-Q-Tel will use whatever model most efficiently and effectively meets the needs of all parties to a transaction, with a constant eye towards leveraging its resources and solving the Agency’s IT needs.
Common to most or all of the R&D agreements that In-Q-Tel intends to use will be the subject of intellectual property (IP), or more precisely said, the ownership of IP and the allocation of IP generated revenues.
In the area of IT R&D, a deal is typically not struck until all of the parties’ IP rights are clearly established. In-Q-Tel’s acceptance within the IT market place depends heavily on its ability to negotiate industry standard IP terms.
Recognizing this, the Agency agreement with In-Q-Tel allows it and/or its partners to retain title to the innovations created and freely negotiate the allocation of IP derived revenues.
The only major stipulation is that the Agency retain traditional "government purpose rights" to the innovations.
A New Contract Model Before the partnership between In-Q-Tel and the Agency became a reality, the Agency had to develop a new contract vehicle that granted the Corporation the degrees of freedom it needed to operate in the market place.
Most Agency contracts, including those in R&D, are based on the Federal Acquisition Regulations (FAR). However, the FAR is often viewed by industry as overly burdensome and inflexible. And, it has been the Department of Defense’s (DOD) experience that smaller companies often will not contract with the government because of the extra costs they would incur to be FAR-compliant.
Because the Agency wanted to encourage such companies to work with In-Q-Tel, it took a different approach and designed a non-FAR agreement with the Corporation.
It adopted elements from a DARPA model based on "Other Transactions (OT)" authority granted to the DOD by Congress.
OT agreements permit authorized government agencies to design R&D agreements outside the FAR.
The hoped for result is to spur greater flexibility and innovation for the government.
In addition, it permits well-managed businesses, large and small, to perform R&D for the government, using their existing business practices and procedures. Using a DARPA model OT agreement as a guide, the Agency designed a five-year Charter Agreement that describes the broad framework for its relationship with In-Q-Tel, sets forth general policies, and establishes the terms and conditions that will apply to future contracts.
In addition, a short-term funding contract was negotiated that includes In-Q-Tel’s "Description of Work". Together these documents define the metes and bounds of the Agency’s relationship with In-Q-Tel and permit In-Q-Tel to negotiate agreements with its partners, absent most government flow down requirements.
Future Challenges
The In-Q-Tel venture is one that has challenged the Agency to think creatively and quickly to address the fundamental changes that the information revolution is having on its core business. It responded by setting aside traditional policies and practices in many areas and established a new partnership with industry and academia, based on shared interest and mutual benefit.
But, one cannot ignore that this venture involves risk, both for the Agency and In-Q-Tel. From the Agency’s perspective there are three major areas that will require constant attention: managing its relationship with In-Q-Tel, solution transfer, and security.
Perhaps the most important of the three is the first, managing the relationship without stifling In-Q-Tel’s competitive edge.
In-Q-Tel is a small independent corporation established to improve the mission performance of a much larger government agency. The imperatives that led to In-Q-Tel have many parallels in industry. In fact, the IT sector is replete with examples of a large corporation seeking to improve its competitiveness by either purchasing a small start-up company or forming a subsidiary.
The parent corporation sees in its offspring traits that it no longer possesses -- speed, agility, and expertise. But, for these traits to be realized, the start-up must operate unencumbered from the parent corporation, whose natural tendency is to rein in and control it.
Similarly, the Agency will have to restrain its natural inclination to micromanage In-Q-Tel and, instead, allow the Corporation the freedom to prosper. It must have continuous insight into In-Q-Tel’s activities, but must understand that In-Q-Tel is responsible for its own operations, including the design and management of the work program.
Acceptance by Agency components of In-Q-Tel inspired solutions will be the most important measure of success in this venture. It is also likely to be the hardest. While there is every expectation that In-Q-Tel will become commercially successful and seed innovative solutions, if they are not accepted and used by Agency line managers, then the overall venture will be judged a failure.
Although In-Q-Tel has a critical role in the solution transfer process, the burden rests with the Agency, since the challenges are as much managerial and cultural as they are technical. The Agency’s Chief Information Officer (CIO), directorate heads, and component directors will all have to work closely with In-Q-Tel to overcome bureaucratic inertia and identify eager recipients of the innovations that the Corporation develops.
Agency "product champions" for each In-Q-Tel project should be identified early and should participate fully in its formulation, testing, and evaluation. Incentives should be considered for those Agency components that commit to projects with unique risks or that require extensive personnel commitments.
These and other strategies will be employed to ensure that the return on the Agency’s investment in In-Q-Tel translates into measurable improvements in its mission performance. The open affiliation between the CIA and In-Q-Tel is yet another unique aspect and challenge for this venture.
Although the Corporation will be doing only unclassified work for the Agency, the nature of its IT research and its association with a US intelligence agency will undoubtedly attract the interests of foreign persons, some with questionable motives.
The obvious security ramifications of this scenario were well considered in the decisionmaking process that led to In-Q-Tel’s formation. It was ultimately decided that the risks are manageable and, in many ways, are similar to those faced by any high-tech company trying to protect its IP and trade secrets.
In-Q-Tel and the Agency will be working closely to ensure that the Corporation operates with a high degree of security awareness and support. In-Q-Tel has a critical role in meeting these three challenges.
- However, it’s most persistent challenge will be developing and sustaining a reputation as a business that sponsors leading edge research and produces discoveries that can be profitably commercialized.
- Once it has established a record of accomplishment in these two areas, the high caliber IT talent the Agency hopes to reach through In-Q-Tel will be drawn to the Corporation.
Wednesday, March 12, 2025
The Devil Conspiracy
A Satanic cult steals the Shroud of Turin for wicked purposes
this type of "human gene editing" via artificial breeding techniques to create "advanced" humans was advertised in this hellyweird flik: The Devil Conspiracy https://t.co/duDM7FB71e
— Scotty (@StLHandyMan) March 12, 2025
the evil cabal sure put a bunch of "tells" in this flik> The Devil Conspiracy https://t.co/duDM7FAzbG
— Scotty (@StLHandyMan) March 12, 2025
Monday, March 3, 2025
The Telepathy Tapes Aren't Telling You the Whole Truth
Thursday, February 27, 2025
Anunnaki Marduk Mudflood Noah
Author Note 1: I am in the process of adding information and weblinks to the below mentioned tweets to add background as to why I feel a layer of dirt aka the "mud flood layer" is present all around the Earth. What caused it. I will combine myth, religion, ancient clues, and other worldly resources into what I feel is a working theory of mankinds evolution on the Earth.Author Note 2: 8pm 3/25/25: i estimate I am
- 40% finished writing this blog post.
- I have re-found (I am putting years worth of research into one blog post) 80% of the information:
- The QnA with Twitters GROK Grok 3 mini by xAI
Conversation with Grok 3 mini
Grok supplies SEO suggestions now too!March 5, 2025 – Ongoing | Explore Scotty’s research on ancient history, bloodlines, and modern events, featuring Grok’s analysis using biblical texts, “lost books,” and St. Jerome’s insights.
Embedded by @StLHandyMan | xAI
will also be added to this research discussion if for nothing else for its laugh out loud value!Tips to Amplify Your Blog Post and Our Discussion
— Scotty (@StLHandyMan) March 5, 2025
" Highlight the “Laugh Out Loud Value”(e.g., “@grok’s attempt to debunk Anunnaki nukes had me —but it’s fascinating! https://t.co/2hsgFYdwB8 ”)
out of curiousity i asked grok wondering why the warning. > These answers to the content of the tweet & follow up factiods presented are commical. clearly @grok was instructed to use disinfo techniques hidden in dialog language https://t.co/vWnZbe0a4o
— Scotty (@StLHandyMan) March 1, 2025
Blog Post Add On: Grok Tribe of Dan Biblical Earth History Discussion Conversation
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Whomever the Lady is in this video, seems to have researched many of the same topics I have and fits perfectly into this Anummaki Marduk Mudflood Noah blog post. I don't agree with everything she mentions but I do agree with lots of the things that are mentioned.
Giants, Bones & Bloodlines The Nephilim They Tried to Erase pic.twitter.com/NG4VD3awmE
— Emma (@emmspiracy) March 25, 2025
this is the nuclear blast in the summarian tablets:
— Scotty (@StLHandyMan) February 27, 2025
"he [Marduk] created the evil wind, and the tempest, and the hurricane, and the fourfold wind, and the sevenfold wind, and the whirlwind, and the wind which had no equal." https://t.co/WWv2T2Dc1g
Thread start, all my dif sources on this topic. MY THEORY: how it relates to mudfllood.
— Scotty (@StLHandyMan) February 27, 2025
>2) Barbara Marciniak in 2024 (i don't remember the date) https://t.co/UKQsZhCcBh has mentioned: Marduk nuke weapons more powerful than manmade.
Thread start, all my dif sources on this topic. MY THEORY: how it relates to mudfllood.
— Scotty (@StLHandyMan) February 27, 2025
>2) Barbara Marciniak in 2024 (i don't remember the date) https://t.co/UKQsZhCcBh has mentioned: Marduk nuke weapons more powerful than manmade.
3) Kryon- Proof of ancient nuke blast can be found current day, detonation point somewhere in Mid East. I have looked up and verified and tweeted this location b4 years ago.
— Scotty (@StLHandyMan) February 27, 2025
Jon Levi has done numerous videos on this topic and uses photos and research to highlight the obvious charade.4) the heat and energy from the nuke explosion went all around the world burning everything. i imagine most things turn to ash, rocks would melt, water evaporate, etc.
— Scotty (@StLHandyMan) February 27, 2025
clouds of smoke and debris could block out the sun for days.
@MBJacob4 intro to Jon Levi, similar to Michelle Gibson> Demolished Empire and Native Americans > vid starts at #StLouis Budweiser https://t.co/28CjTmas7W i agree Hot Fire Melted everythings
— Scotty (@StLHandyMan) March 2, 2025
wherever I first saw this image years ago had the best explanation of how the Rothschilds were run out of every country prior to landing in Israel b/c of missing kids. > the ?Polish? wheelwrights kid pic.twitter.com/rKffVmdFCv
— Scotty (@StLHandyMan) March 4, 2025
Here is Jon Levi youtube channel: Ancient Civilizations (All Videos)
5) the exposive shock waves would be like winds and strong enough to hurl rocks and debris as quoted in above.
— Scotty (@StLHandyMan) February 27, 2025
similar to the debris flying around in tornadoes.
6) obviously weather patterns were changed. i feel a all the evaporated water would be in the clouds but the heat of the earth from the nuke blast would stop the rain. This would in a sense block out the sunlight with dark clouds: nuclear winter comes to mind.
— Scotty (@StLHandyMan) February 27, 2025
7) during this "baking" of the earth all the debris and ash "eventually" turned into the toplayer of soil.
— Scotty (@StLHandyMan) February 27, 2025
This is the Mudflood layer; that is shown in numerous old photos from all around the world.
8a) here are my 2 bootleg clips from the Real History Videos by Kim Goguen at United Network News h/t @unitednetwork24 : 01-JUL-22 THE REAL HISTORY PART ONE https://t.co/nIJBAciRIo Humans are on version 7.0 not 4.0 as I quoted in (8) - Earth is Millions of years old. pic.twitter.com/wtXZoLFaNb
— Scotty (@StLHandyMan) February 27, 2025
![]() |
Earths Real History Videos by Kim Goguen at United Network News: 01-JUL-22 THE REAL HISTORY PART ONE |
9a) "The Earth is always changing...The Earth's thin, fragile outer shell is broken into large pieces called "plates." These [#TectonicPlates] plates slowly move... This movement, or tectonic activity, is constantly changing the surface of the Earth." https://t.co/6Egr9VzPhg pic.twitter.com/TCYgnPb5Ue
— Scotty (@StLHandyMan) February 27, 2025
10) The safest place to be during the "baking of the earth" period would obviously be inside the earth.
— Scotty (@StLHandyMan) February 27, 2025
I feel this accounts for the vast underground complexes that have been discovered.
Were these underground cities actually the "Ark" in the Biblical scriptures?
Being Invited by the Ant People to live inside the Earth has been mentioned by the Hopi Indian Tribe. https://t.co/vKsYNKCfSs
— Scotty (@StLHandyMan) March 2, 2025
Here is the post that has restarted the conversation and this blog post i have had with Craig Stone.11) End Thread save pt 1: Blog start w/ additional details and research web links: #Anunnaki #Marduk #Mudflood #Noah https://t.co/uWCV3XUzJQ
— Scotty (@StLHandyMan) February 27, 2025
I started a new blog that explores this content/subj matter and info that i've found over the years from resources that i feel is relevant. we've tweeted in re before a lil bit. https://t.co/uWCV3XV7zo pic.twitter.com/NuzMlR6ubW
— Scotty (@StLHandyMan) February 27, 2025
Wind Stories. "The Manuscript Troano [2] and other documents of the Mayas describe a cosmic catastrophe during which the ocean fell on the continent, and a terrible hurricane swept the Earth. The hurricane broke up and carried away all towns and forests. Exploding volcanoes, tides sweeping over mountains, and impetuous winds threatened to annihilate humankind and actually did annihilate many species of animals. The face of the Earth changed—mountains collapsed, other mountains grew and rose over the onrushing cataract of water driven from oceanic spaces, numberless rivers lost their beds, and a wild tornado moved through the debris descending from the sky.
The end of the world age was caused by Hurakan, the physical agent that brought darkness and swept away houses, trees, and even rocks and mounds of earth. From this name is derived "hurricane," the word we use for a strong wind. Hurakan destroyed the major part of the human race. In the darkness swept by wind, resinous material fell from the sky and participated with fire and water in the destruction of the world. For five days, save for the burning naphtha and burning volcanoes, the world was dark, since the sun did not appear.
The theme of a cosmic hurricane is reiterated time and again in the Hindu Vedas and in the Persian Avesta, and "diluvium venti," the deluge of wind, is a term known from many ancient authors. In the section The Darkness, rabbinical sources describe an "exceedingly strong west wind" that endured for seven days when the land was enveloped in darkness. A hieroglyphic inscription from El-Arish refers to "nine days of upheaval" when "there was such a tempest" that nobody could leave the palace or see the faces of those beside him. Similarly, the eleventh tablet of the Epic of Gilgamesh recounts that "six days and a night... the hurricane, deluge, and tempest continued sweeping the land," leading to the near-total destruction of humankind. In the battle of the planet-god Marduk with Tiamat, "he [Marduk] created the evil wind, and the tempest, and the hurricane, and the fourfold wind, and the sevenfold wind, and the whirlwind, and the wind which had no equal."
The Maoris narrate that amid a stupendous catastrophe, "the mighty winds, the fierce squalls, the clouds—dense, dark, fiery, wildly drifting, wildly bursting"—rushed upon creation. In their midst was Tawhiri-ma-tea, father of winds and storms, who swept away giant forests and lashed the waters into billows whose crests rose high like mountains. The Earth groaned terribly, and the ocean fled.
"The Earth was submerged in the ocean but was drawn by Tefaafanau," relate the aborigines of Paumotu in Polynesia. The new isles "were bated by a star." In the month of March, the Polynesians celebrate a god, Taafanua. In Arabic, Tyfoon is a whirlwind, and Tufan is the Deluge; the same word appears in Chinese as Ty-fong. It seems as though the noise of the hurricane was overtoned by a sound not unlike the name Typhon, as if the storm itself were calling him by name.
The cosmic upheaval proceeded with a "mighty strong west wind," but before the climax, in the simple words of the Scriptures, "the Lord caused the sea to go back by a strong east wind all that night, and made the sea dry land, and the waters were divided." The Israelites were on the shore of the Sea of Passage at the climax of the cataclysm.
The inscription on a shrine found in El-Arish may provide some indication of where Pharaoh was engulfed by the whirlpool. In any event, the topographical distribution of sea and land did not remain the same after the cataclysm of the days of the Exodus. The name Jam Suf is not derived from "reed" but from suf or sufa, meaning "hurricane" in Hebrew. In Egyptian, the Red Sea is called shari, which signifies the "sea of percussion" (mare percussionis), or the "sea of the stroke" or "of the disaster." The Haggadah of Passover states: "Thou didst sweep the land of Moph and Noph... on the Passover."
The hurricane that ended the Middle Kingdom in Egypt—"the blast of heavenly displeasure" in the language of Manetho—swept through every corner of the world. To distinguish this diluvium venti of cosmic proportions from local disastrous storms, one must also find accompanying cosmic disturbances such as the disappearance of the sun or changes in the sky.
In Japanese cosmogonical myth, the sun goddess hid herself for a long time in a heavenly cave in fear of the storm god. "The source of light disappeared, the whole world became dark," and the storm god caused monstrous destruction. The gods made terrible noise to coax the sun back into the sky, and from their tumult, the Earth quaked. In Japan and across the vast ocean, hurricanes and earthquakes are common, but they do not disturb the day-night succession nor cause permanent changes in the sky.
"The sky was low," relate the Polynesians of Takaofo Island, "then the winds and waterspouts and the hurricanes came and carried up the sky to its present height."
A Buddhist text on World Cycles describes how, when a world cycle is destroyed by wind, "the wind also turns the ground upside down and throws it into the sky." Areas of one hundred, two hundred, three hundred, and even five hundred leagues in extent crack and are hurled upward by the force of the wind. These fragments do not fall back but are "blown to powder in the sky and annihilated." The wind also lifts the mountains encircling the Earth, grinding them to dust and destroying them. The cosmic wind blows and destroys "a hundred thousand times ten million worlds."
“When a world cycle is destroyed by wind ... there arises in the beginning a cycle-destroying great cloud.... There arises a wind to destroy the world cycle, and first it raises a fine dust, and then coarse dust, and then fine sand, and then coarse sand, and then grit, stones. up to boulders as large ... as mighty trees on the hill tops.” - Visuddhi-Magga.
"Sun and moon stood still in heaven, and Thou didst stand in Thy wrath against our oppressors ... All the princes of the earth stood up, the kings of the nations had gathered themselves together ... Thou didst destroy them in Thy fury, and Thou didst ruin them in Thy rage. Nations raged from fear of Thee, kingdoms tottered because of Thy wrath ... Thou didst pour out Thy fury upon them ... Thou didst terrify them in Thy wrath ... The earth quaked and trembled from the noise of Thy thunders. Thou didst pursue them in Thy storm, Thou didst consume them in the whirlwind ... Their carcasses were like rubbish." - Book of Jasher [1]
[1] Excerpts from Worlds in Collision, Velikovsky (1950)
[2] https://en.wikipedia.org/wiki/Madrid_Codex_(Maya)
--- THE 1800's ORPHAN ASYLUMS? ---
— MY LUNCH BREAK (@MYLUNCHBREAK_) March 6, 2025
WHERE DID EVERYONE COME FROM?!
If you're new .... Welcome 🔥 pic.twitter.com/C3GYvc50Mq
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— Scotty (@StLHandyMan) March 8, 2025
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