Viento Rojo

Viento Rojo. Diez historias del narco en México. Carlos Monsiváis et al. 2004. Plaza Janés. 190 pp.

El narco y sus legiones. Carlos Monsiváis.

I. Los albores. Porfiriato: heroína Bayer para la tos. 1920's: prohibiciones en los estados, fomento en la izquierda intelectual. 1940's: necesidad de heróina y morfina en los hospitales del frente de la Segunda Guerra Mundial. Técnicos chinos bajo supervisión norteamericana inician el plantío en Sinaloa, Sonora y Durango. Al terminar la guerra, Meyer Lansky vuela a Sinaloa. María Caro lo recibe.

II. La fama. 1970's: el cubano-americano Sicilia Falcón escapa de Lecumberri a través de un túnel. 1980's: Félix Gallardo, el compadre de todos. Su detención va emparejada con la del director de la campaña contra las drogas, el de la judicial de Sinaloa y el comandante de Culiacán. Asesinatos de Kiki Camarena y Armando Zavala, secuestro de Álvarez Machain, detención de Caro Quintero en Costa Rica con Sarita Cossío. 1990's: Juan García Abrego saltando las bardas del residencial.

III.  Lo que se sabe. El narco en el imaginario colectivo. El narco como oportunidad de movilidad social. El pacto fáustico: todo el poder y los lujos hoy, a cambio de morir joven o pasar el resto de la vida en un penal. La impunidad que estimula la violencia.

IV. Los desconocidos. Nacidos para perder. Desempleo, precariedad, delincuencia, armamento, tecnología, derroche, resistencia, indiferencia ante la muerte. Ya un conjunto norteño dará cuenta de su paso por este mundo.

V. La narcocultura. El cine: el pintoresquismo. El ascenso a tiros y el desenso abrupto. Del corrido al narcocorrido. Pacas de a kilo, Nadie es eterno de Darío Gómez, Mi último contrabando, Negocios prohibidos, El corrido de la pacific. La narcoaquitectura. Los autos de lujo. La joyería y la vestimenta. Los platillos y la bebida.

Plata y plomo. Jesús Blancornelas.

• No se quién inventó eso de los encobijados. Hasta me dio la impresión: los mafiosos compran cobertores al mayoreo. 
• Lo de los enteipados debió ser una copia de las películas.
• Luego salieron con lo de meter en la cajuela a los muertitos y dejarlos por allí.
• También está el sistemita ese de los entambados, remedo de los tiempos alcaponescos.
• Luego me enteré de algo más terrible: deshacían los cuerpos en ácido.
•  En Ciudad Juárez es distinto. Allí se pusieron de moda las famosas narcofosas.
• Ya ni le busques, reportero. A ese se lo echó el narco. Es más, aquí todos sabemos quien era. Incluso te puedo dar el nombre del que lo mandó matar. Pero no la jodas, ponte en mi lugar, recuerda que en boca cerrada no entran moscas.

La noche del Rayo López. Vicente Leñero.

• ¿Quién es el Rayo López?, preguntó Benjamín a Ramón.
• Estás muy pedo, Rayo, mejor te regresas.
• Ni siquiera me invitan a la fiesta de Benjamín, Ramoncito.
• Pues tú, Silvita y el Chapo me chupan la verga.
• ¿Y se fue por fin?, preguntó Benjamín. Sí, dijo Ramón, se fue mucho a la chingada.

La caja negra del comandante Minjárez. Sergio González Rodríguez.

• Nunca conocí al comandante Francisco Minjárez, jefe del Grupo Especial Anti-Secuestros de la Policía Judicial de Chihuahua y antiguo líder estudiantil (porro). Francisco Molina Ruiz, Procurador de Chihuahua y más tarde senador y jefe del Instituto Nacional del Combate a las Drogas. Secuestro de Heidi Slauquet y libro de Isabel Arvide. Arturo Glz Rascón, Procurador de Chihuahua. Alejandro Castro Valles, Jefe de la Policía Judicial de Chihuahua.
• En 2002, el Norte divulgó un secreto a voces en Chihuahua: Francisco Minárez era el principal operador de las desapariciones forzadas o levantones en Ciudad Juárez.
• Francisco Minjárez cayó asesinado por un poder que lo rebasaba, y al que dejó de ser útil.

Miss Iztapalapa. Marco Lara Klahr.

• Una de las formas habituales en que Iztapalapa da la bienvenida: matricidio en Santa Cruz Meyehualco.
• Ocho barrios la conforman: Santa Bárbara, San Lucas, San Ignacio, La Asunción, San José, San Pedro, San Miguel y San Pablo. Más la Alcancía, atrás del mercado; el Callejón La Libertad y Callejón San Felipe, que corre de Ermita-Iztapalapa a la vecindad.
• Colonias que crecieron de la nada, en tierras salitrosas: Ejército de Oriente, Santa María Aztahuacán, Vicente Guerrero. El Camino Real, hoy Ermita-Iztapalapa. 
• Crecimiento exponencial: 1950, 76 mil habitantes. 2000, 1.8 millones. 
• El Boggie y su metralleta en los tiempos del Negro Durazo y la División de Investigaciones para la Prevención de la Delincuencia (DIPD) del DDF, los Dipos. Extinción de la DIPD: silenciamientos necesarios, sus agentes limpian huellas a tiros.
• 5 familias dominan el narcomenudeo en Iztapalapa: Los Tanzanios, Los Texanos, Los Cano, Los Salgado y los Rippers.
• Santa María Aztahuacán: arsenal clandestino de la ciudad y semillero de sicarios al servicio del crimen organizado. Producción artesanal de armas: tumberas.
• Consumo intensivo de drogas: piedra (crack), marihuana, cristales, ácido, hongos, hexágonos, ajos, pitufos, euros, tachas, simpson.
• —Y su esposa ¿no le dice nada? —Pues sí, me dice "échate gotas".

No saben con quien se metieron. Juan José Rodríguez.

• Mazatlán. Operativo Carnaval Seguro. Balacera en Zona Dorada. Agente Antonio Arias y sospechoso Jorge Pérez López, ambos caídos.
• —No saben con quién se metieron. Por el acento acholado parecía ser de Tijuana.
• En su cartera, una foto muy tierna de una niña con síndrome de Down... creo que uno de los Arellano tiene una hija con síndrome de Down.
• Ricardo González Macías ha ganado la V Bienal de Fotoperiodismo 2002 por su serie La muerte de Ramón Arellano.

Viento rojo. Héctor de Mauleón.

Cuando el Mayo Zambada dijo: —Amado, este es el doctor del que te he platicado, Ernesto Ibarra Santés (EIS) debió haber sabido que iba directo al cementerio. EIS era Subdelegado de la PGR en Tijuana a cargo del Operativo Alacrán, la mayor embestida contra el cártel de los Arellano Félix.

Los Arellano Félix tenían su propio servicio de espionaje. El comandante Vargas, subdelegado en Tijuana del Instituto Nacional para el Combate a las Drogas (INCD): —El doctor acaba de descender del avión. 30 perforaciones de AK-47 en el taxi. —Tráigame a los hijos de la chingada que mataron al doctor. Alfredo Hodoyán Palacios, Emilio Valdez Mainero, hombres al servicio de Fabián Martínez, el Tiburon. La especialidad del Tiburón es matar federales. Cuando va a tirar, agarra la gorra y se la voltea. Ésa es su seña.

Captura de Alejandro Hodoyán Palacios, hermano de Alfredo, por parte del ejército: —En Tijuana nadie mata gratis. Tortura e intento de desaparición. Su nacionalidad norteamericana lo salva, es rescatado por la DEA que le ofrece un trato. Entrevista grabada. Al no llegar a un acuerdo, es liberado en Tijuana, posteriormente levantado y desaparecido.

El viento rojo que azotó el norte de México inició cuando el Mayo Zambada, que estaba asociado con los Arellano Félix, prefirió no pagar la deuda de 20 MD que tenía con sus compadres y unirse a Joaquín Guzmán Loera, el Chapo. El asesinato del Rayo López. Puerto Vallarta, 1992, Disco Christine, 50 hombres del Chapo van por los Arellano Félix. El Cartel de Juárez filtra información a ambos bandos a través de la PGR. Los Arellano van por el Chapo y viceversa al aeropuerto de Guadalajara: —Tocó la mala suerte de que también el cardenal estuviera ahí. Ambos se la juran a Amado Carrillo.

Nueva York nunca dejará de ser Nueva York. Élmer Mendoza.

• Herminio Barraza, jefe del Cártel del Oeste. Rosario Cota, jefe del Cártel del Este. 

—Doy 12 millones de dólares por la frontera de Baja California y Chihuahua.

—Tengo una oferta por 13 MD.

—Pues mire, la oposición la ofrece por 5 MD.

• Adelantaron la reunión anual y acordaron que fuera en New York.  —¿Has notado que cada vez los políticos tienen menos escrúpulos?
• —A según la veo tenemos tres opciones:

1. Hacer quebrar al país, para que vean que nos necesitan.
2. Llegar a arreglos con los políticos y seguir como hasta ahora.
3. Administrar bien la petrolera y hacer crecer el país.

—Veo que le gusta la segunda.

—Me traerá lo de siempre, camisas GAP, pantalones Dockers, truzas Banana Republic, perfume Armani ¿y a ti?. —Lo mismo, sólo que las camisas serán Polo.

Nadie sabe nada. David Aponte.

• —Necesitamos información sobre Fabián Martínez, el Tiburón, también sobre Alcides Ramón Magaña, el Metro.
• La empresa vendía protección a los narcotraficantes. Contaban con credenciales del ejército, la PGR, la PFP y la SSP.
• Cuando desarticularon la red, Rafael Macedo de la Concha, Procurador de la República y Clemente Vega García, Secretario de la Defensa Nacional, solo ofrecieron generalidades sin abundar sobre los perfiles. —Si se pregunta en la Defensa , nadie sabe nada.

Las damas del narco. Mónica Lavín.

• Las narco barbies: Osiel Cárdenas Guillén, la Güera y Rolando Gómez del Paso.
• Una hembra si quiere a un hombre: Rosario Ruiz, Griselda y el Chapo.
• Las  amazonas: Sandra Ávila Beltrán, la Reina del Pacífico. Delia Patricia Buendía, líder del cártel de Nezahualcóyotl. Enedina Arellano Félix, del cártel de Tijuana.
• Las que perdonan: La esposa lo tiene quietecito tras las rejas y comiendo de su mano. La flaqueza del chofer fue el poder de su ama.

Supervisory plan

A risk-based supervisory plan should detail scope, objectives, and timelines for conducting supervisory activities for the short-term ensuring that higher risk institutions receive more comprehensive and frequent supervision, while lower risk institutions are subject to less intensive oversight:

1. Awareness. Promoting a culture of compliance.
2. Outreach and guidance. Targeting emerging risks, best practices, risk mitigation techniques and regulatory requirements.
3. Data analysis. Performing regular analysis of customer and transaction data to identify potential risks.
4. Cooperation. Collaborating with domestic and international actors to share information, trends, and typologies on institutions.

Prioritizing supervisory activities

Factors in determining the prioritization, planning, and allocation of resources for supervisory activities:

1. Level of inherent risk in combination with information on the effectiveness of internal controls.
2. Institutional complexity. More complex institutions generally may pose higher ML/TF/PF risks and may require more extensive supervisory efforts.
3. Reputation. The institution’s record of effective risk mitigation and compliance.
4. Intelligence or information received from other authorities.

Supervisory toolkit

The supervisory toolkit contains a blend of various onsite and offsite supervisory activities:

• Onsite activities may involve inspections at financial institutions to assess actual implementation of AML/CFT requirements by reviewing and testing processes, systems and customer files, interviewing staff, and assessing operations and controls.
• Offsite activities may involve analysis of reports, data submissions, and other relevant information to assess ongoing compliance.

The onsite and offsite activities can consist of:

1. Full-scope inspections. Comprehensive end in-depth review of the institution’s operations, systems, policies, and procedures related to AML/CFT.
2. Targeted inspections. Focus on on specific ML/TF/PF risks or control weaknesses.
3. Thematic inspections. Risk mitigation across multiple institutions on specific risk areas, emerging trends, or areas of supervisory concern.
4. Periodic compliance meetings. Useful for lower risk financial institutions to ensure that they are covered by supervisory activities.
5. Outreach and capacity building initiatives. To understand obligations and implement effective AML/CFT measures.
6. Enforcement and sanctions. The toolkit should also have a range of enforcement measures and sanctions against institutions that fail to comply with AML/CFT requirements.

Home and host supervision

Home and host financial supervision for cross-border financial activities.

Home financial supervision conducted by the country of a financial institution. The primary responsibility of home financial sector supervisors is to oversee the operations and activities of all financial institutions within the group and ensure compliance with applicable laws, regulations, and standards.

Host financial supervision conducted by the jurisdiction where a foreign financial institution operates or provides financial services through a branch, subsidiary, or offering its services on a cross-border basis. Host financial sector supervisors have the responsibility to ensure that foreign financial institutions operating within their jurisdiction, through a branch or a subsidiary, comply with local laws, regulations, and supervisory requirements.

Both supervisors, home and host, work in coordination:

1. ML/TF/PF risk assessments. Home and host share their ML/TF/PF risk assessments of the financial institutions under their jurisdiction. This information will help the supervisors understand the inherent risks posed by the financial institutions.
2. Emerging ML/TF/PF issues. Home and host share information on emerging threats, vulnerabilities, and typologies. This includes intelligence related to new methods, techniques, or channels used for ML/TF/PF purposes. By exchanging this information, supervisors can enhance their understanding of evolving risks and adapt their supervisory approaches accordingly.
3. Supervisory findings. The supervisors can share their findings, inspection reports, enforcement measures and other supervisory information related to ML/TF/PF risk management and AML/CFT compliance of financial institutions, but also on fit and proper assessments. This includes details on deficiencies, weaknesses, and areas of improvement identified during inspections or ongoing supervision. The supervisors can use this information to complement their supervisory activities and assess the effectiveness of the institutions operating within their jurisdiction.
4. Changes in AML/CFT regulations. Home supervisors can inform host supervisors about changes in AML/CFT regulations, laws, or guidance within their jurisdiction. This exchange of information ensures that host supervisors stay updated and can align their supervisory expectations and requirements with the evolving AML/CFT standards for the group.
5. Joint inspections. Home and host supervisors can conduct joint inspections in the host countries. For some overarching AML/CFT topics, such as the AML/CFT risk management and governance systems of a financial institution, joint supervisory activities or inspections might be a good option.

Grim prayers

Grim Prayers. Wiktor Miesok, Felix Charin. 2026.

Adaptability 

I ponder sometimes on how our moods change, and how little it takes to enjoy life if one has the right attitude. Adaptability is the great gift of the human species. We can survive anywhere; we can get used to anything. But this trait can also cost us everything, rob us of our morals, values and what makes us human in the first place.

Kintsugi, the art of repairing broken pottery. When it cracks, they do not hide the damage but seal it with golden glue, and the fracture becomes part of the design.

The vory look at pain differently than the regular men. We embrace it, we make it our ally. That’s why it is so hard to break or corrupt a vor with threats or torture. But we all have breaking points, even the hardest of us.

Nothing to lose 

If you take everything from a man, and he has nothing else to lose, he might snap back at you.

Friendship

Fighting pain and struggling together brings men closer, but having your brother pick ticks from your ass makes you family.

A man has to fight for his family.

Division

It is easier to see such things in hindsight when the fog of war lifts and the perspective widens. But when we are in the midst of turmoil, when we need to survive in the moment, and are blinded by petty grievances, we easily fall prey to the trap of division.

The polarized society can’t stand together against the tyranny of the few.

Divide et impera.

Look at your own adversaries today, droog. Are they opposed to you by their own will? Maybe someone else has pitted them against your cause, to keep you busy from seeing the invisible prison you’re in.

Vengeance

Don’t ever cross a woman, because their vengeance can be the polar opposite of their normally caring nature. Cold, calculating, and absolutely ruthless.

Mortality

Born once by your mother, die once, like no other.

There is no equality in the universe, except for the fact that we are all going to die. But you seem to know that yourself.

Remember that we are all mortal, and everything that we do has meaning because of this. Be on your way, follow your path, and be honorable!

RBS strategy components

Four important components of a risk-based supervisory strategy:

1. Medium-term and long-term objectives, approaches, and resources required highlighting the different approaches and objectives for the different categories of risk profiles-- for instance, higher, medium, or lower risks.
2. Operational plan focused on a sector or a group of financial institutions: Processes, compliance testing. 
3. Supervisory activities analyzing trends, typologies, and risks, on one hand, and informing developments, priorities and training, on the other. 
4. Stakeholder engagement with domestic and international relevant actors, facilitating the exchange of best practices, emerging trends, and effective risk mitigation strategies.

Residual risks

The assessment of the inherent risks in combination with the assessment of the AML/CFT controls, will result in the residual risks of an institution. The residual risk will inform the risk profile of an institution.

Inherent risks are ML/TF/PF risks intrinsic to a financial institution’s business activities before any AML/CFT controls are applied. With respect to AML/CFT, inherent risks are generally linked to these risk factors: customers, transactions, products and services, geographic areas, and delivery channels.

AML/CFT controls refers to the measures that an institution has in place to mitigate ML/TF/PF risks by way of policies, procedures and systems. Qquestionnaires or self-assessments tools with assigned weightings. 

Residual risks are the ML/TF/PF risks of a financial institution after AML/CFT controls have been implemented. Determining the residual ML/TF/PF risks is an important part of the process of developing a risk profile of a financial institution. A risk profile will help categorize financial institutions into risk levels, allowing the supervisory authority to allocate resources and apply appropriate levels of oversight. 

The relationship between the inherent risks, AML/CFT controls and the resulting residual risks can be depicted in a heatmap or matrix.

Securities Sector risks

National Risk Assessment (NRA). Supervisors should know the ML/TF/PF risks of their country. Where higher risks are identified in a country, supervisors should ensure, to the extent relevant for their task, that their AML/CFT supervisory framework addresses these risks.

Sectoral Risk Assessments (SRA) provide a deeper understanding of the unique ML/TF/PF risks associated with a sector, allowing for the use of targeted risk mitigation measures and regulatory actions across a sector. Supervisory authorities are natural candidates to lead the SRA exercise. The starting point for the development of an SRA is the collection of relevant information about the sector, its participants, and its characteristics. This includes understanding the types of products and services offered, customer profiles, transaction patterns. Subsequently, ML/TF/PF threats specific to the sector are identified as well as the vulnerabilities specific to the sector.

Banking sector risks

Private banking. Management of the wealth of high-net-worth families and individuals. Complexity to ascertain the legitimacy of the source of wealth, as well as the high value and complex transactions typically undertaken by persons using this type of service.

Corporate banking. Large conglomerates with complex corporate structures active in many countries (including countries with a higher risk profile), and the international transactions that they conduct.

Commercial banking. Transactions from businesses having clients who deal in precious metals, precious stones, or in art and antiques, e.g., cash deposits and third-party payments, cash-intensive services.

Trade finance. Goods and funds related to proliferation-sensitive items. Finance products that could be used to finance the procurement of embargoed goods or to obscure the true nature and destination of certain transactions, making it a higher risk area for proliferation financing.

Remittances. Easiness, speed and anonimity of fransferences that can be used to funnel money across borders to support illegal activities.

Grim business

Grim Prayers. Wiktor Miesok, Felix Charin. 2026.

A Grim mindset is the foundation of business success: Passion. Thunder. Focus. Sincerity. Endurance. Team.

1. Test and find out if what you are building is something people actually want. Don’t build something you don’t love. And don't build something people don’t love. Test early. Test sincerely. Talk to your potential customers. See if their eyes light up. If you don’t find real passion inside you, and inside them, try a different product.
2. Thunder is your friend. Grim comes from the Slavic word Grom which means thunder. Thunder does not wait for perfection. Thunder strikes. No matter if thunder hits or misses, it strikes again. Start small. Build a prototype. Ship Fast. See what works. Change what doesn’t. Strike again. Good is better than perfect, remember that. Because good lets you strike.
3. Focus on one core problem. Life is grim. Harsh. Cold. That’s the problem. And the problem is your friend. Good startups do one thing well. They focus on one problem. And solve it. Distraction kills early companies faster than competition. Filter without mercy: If your product does not solve the problem – cut it. No extra features. No side quests. No shiny shit. Fall in love with the problem, not with the solution.
4. Build a culture of radical honesty. Grim means earnest, serious. No games. Inside your team, truth is oxygen. No politics. No egos. No hiding mistakes. Founders who don't like hard conversations destroy their own enterprises. Speak directly. Eye to eye. And always with respect. But speak honestly. Bad news now is always cheaper than bad news later.
5. Take care of your energy. Take care of your people. Startups die when teams die. And teams die when founders burn out. Sleep well. Train the body. Take silent days. Be a brother, not a colleague. And always, always keep walking.

Risk and uncertainty

Economist Frank Knight made a distinction between risk and uncertainty.

According to Knight, risk refers to situations in which the probability distribution of outcomes is known or can be estimated objectively. In other words, risks are situations where the probabilities of different outcomes can be assigned based on statistical analysis or historical data. Risk, in this context, can be quantified and managed through risk management techniques.

On the other hand, Knight defined uncertainty as situations where the probabilities of outcomes cannot be determined or estimated objectively due to the lack of available data or predictability. Uncertainty involves events or situations that are characterized by ambiguity, novelty, and unpredictability. Unlike risk, uncertainty cannot be easily quantified or managed using traditional statistical methods.

The 3 factors of risk

Risk is a function of three factors:

A threat is a person or group of people, object, or activity with the potential to cause harm (to the state, to society, or to the economy). 

Vulnerabilities are the legal, technical, cultural, political, geographical, and other features that can be exploited by threats or that may support or facilitate criminal activities. (i.e. outdated or ill-designed regulation on beneficial ownership).

Consequence refers to the impact or harm that money laundering, terrorist financing, or proliferation financing may cause, and it includes the effect of the underlying criminal or terrorist activity on financial systems and institutions as well as on the economy and society more generally. (Legal consequences, financial losses, reputational damage, hampering growth, operational impact).

Ideally, a risk assessment, involves making judgments about threats, vulnerabilities and consequences. The ML/TF risk assessment is product of a methodology, that attempts to identify, analyze and understand ML/TF risks and serves as a first step in addressing them. 

Supervisory response

The nature of the supervisory response will be informed by the following:

1. Ongoing monitoring. Review and assessment of the financial institution's AML/CFT measures to ensure that they remain effective in mitigating the identified risks. This will involve, among others, conducting periodic assessments of the financial institution's risk profile, reviewing its AML/CFT policies and procedures, and sampling its customer and transaction data.
2. Offsite and onsite activities. Appropriate balance of resources and efforts between offsite and onsite supervisory activities in line with the risk profiles of the financial institutions. The scope and intensity of these supervisory activities will also be based on the assessed risks.
1. Offsite activities generally focus on identifying and assessing an institution’s ML/TF/PF risks, though they may also include broader AML/CFT-related topics.
2. Onsite activities typically involve assessing the level of AML/CFT compliance, but they can also serve to gain deeper insights into an institution’s risk management practices.
3. Periodic re-assessment. Adequate follow-up by the supervisory authority of any new facts or developments within a financial institution or sectors that may impact on the ML/TF/PF risks for the financial institution or sector, a structured dialogue with supervised institutions’ management, and outreach sessions and feedback meetings with a financial institution or the sector as a whole.

How to deal with enemies

Grim Prayers. Wiktor Miesok, Felix Charin. 2026.

Be thankful for your enemy. He will teach you everything you need to know about your mind, your life, and your death.

1. You are not a rock. You are an ocean. A good enemy will teach you that before strategy, before words comes control over the ocean that is inside of you. Is it storming? Then better not go and sail towards your enemy, bratan. Do not engage with your enemy in anger. An enemy wants a reaction. Rage. Fear. Impulse. You will not give him that. Silence is your shield. Silence is your sword.
2. Reduce yourself. Limit exposure. Limit information. Limit emotional availability. The less access an enemy has to your time, data, and energy, the weaker they become.
3. Build boundaries. State clearly what you will accept and what you will not. Once. Calmly. Respectfully. Without explanation. Then enforce through consistency, not outbursts. Never fight in public. It turns disagreement into big theater. Egos rise. Faces must be saved. Positions harden. Silence again is your master.
4. Stop personalizing, start analyzing. Do not take things personally. You are not the center of the world. You do not really matter. Most enemies are not driven by hatred towards you. They are driven by their own fear, status, resources, insecurity. Ask yourself: What do they gain by opposing me? Then remove or neutralize that gain. You don’t defeat enemies by insults. You defeat them by making opposition unprofitable.
5. Document. Memory can lie. Paper does not. Write down facts. Dates. Words. Actions. Not with emotion. With precision. Documentation is quiet power. It protects you when stories shift and narratives are rewritten. The calm record outlives the loud accusation.
6. Generosity. Follow the rules of Silence, Boundaries, Ani-Personalization, Analyzation, Documentation and then in a sudden moment, your biggest weapon to diffuse the enemy is honor. Be generous to your enemy, use it like a weapon. It has worked many times.
7. Remember Death. Your enemy will teach you an important lesson. When death greets you all you have is who you have become. If you have become full of hate, then you take this into the afterlife. Don’t do it.

Key supervisory objectives

An effective AML/CFT supervisory framework with the following key objectives:

1. Identify and assess ML/TF/PF risks. Analyzing the nature and scale of inherent ML/TF/PF risks and the effectiveness of AML/CFT systems and controls in place.
2. Ensure compliance. Assessing the AML/CFT systems and controls of institutions, and incentivize compliance.
3. Mitigation of ML/TF/PF risks. Providing guidance on best practices for AML/CFT compliance commensurate with the identified risks.
4. National and international cooperation. Facilitate cooperation and coordination by working with other national and international AML/CFT supervisors and law enforcement authorities to share information and coordinate efforts.
5. Enforcement. Put in place enforcement measures proportionate to the severity of breaches (administrative sanctions, such as fines, or referring the matter to law enforcement for criminal prosecution).

Cinco de Mayo en EU

• New York. Stone Street.
• Chicago. Pilsen, Logan Square, Little Village.
• Seattle. El Centro de la Raza.
• Los Angeles. Historic Broadway.
• Phoenix. Downtown at 1st Avenue and W Washington Street.

En legítima defensa

En legítima defensa. Yakiri Rubio y la gran batalla contra la violencia machista y el sistema penal. Ana Katiria Suárez. 2017. Grijalbo. 208 pp.

Violación:

9 de diciembre de 2013. 
Metro Doctores.
Calle Dr. Liceaga. 
Hotel Alcázar.

Cronología:

1. 9 de diciembre de 2013, Yaki pasa de victima de violación a homicida con alevosía.
2. 13 de diciembre de 2013, Yaki es recluida en Santa Martha Acatitla.
3. 18 de diciembre de 2013, Yaki es trasladada al penal de Tepepan.
4. 5 de marzo de 2014, Yaki deja el penal de Tepepan bajo fianza.
5. 21 de mayo de 2014, Yaki es absuelta.

Dramatis Personae:

Miguel Ángel Ramírez Anaya, violador, muerto en legítima defensa.
Luis Omar Ramírez Anaya, secuestrador, libre.
Jorge Antonio Ramírez Anaya, hermano, preso por delitos graves.
Miguel Ángel Ramírez, padre, preso por delitos graves.
Víctor Núñez, administrador del hotel.
Víctor Hugo Pineda, recamarero del hotel.
Juan Antonio Serralde, apoderado legal del hotel.
Reina Romano, primera policía en contacto con Yaki.
Mario Antonio Mejía Medina, ministerio público que recibe a Yaki.
Leticia Ramírez Martínez, ministerio público que recibe a Yaki.
Roberto Torres Ortega, ministerio público que consigna a Yaki.
Lucía Reza Jiménez, fiscal de la agencia 50, especializada en temas de género, toma la primera declaración de Yaki.
Santiago Ávila Negrón, juez del juzgado 68.
Jesús Sevilla Flores, secretario de acuerdos.
Rodolfo Ríos Garza, procurador capitalino.
Edmundo Porfirio Garrido Osorio, subprocurador capitalino.
Silvano Aureoles, senador del PRD.
Crystal Tovar, diputada del PRD.
Édgar Elías Azar, presidente del TSJDF.
Celia Marín Sasaki, magistrada de la quinta sala.
Julia Cervera, defensora de género española.
Roxana Arroyo Vargas, perito ante la CIDH.
Miguel Ángel Mancera, jefe de gobierno.
Héctor Serrano, secretario de gobierno.
Juan José Ochoa, subsecretario de gobierno.
Beatriz Santamaría, directora de Inmujeres DF.
Olga Sánchez Cordero, ministra de la Suprema Corte.
Fausto Agustín Favela Ayala, juez del juzgado 23.

Citas:

—¡Cómo no, abogada! —respondió [el doctor en derecho Santiago Ávila Negrón], devolviéndome una mirada torva, lasciva, tan pesada como las losas que rodean al penal—. ¡Pero qué cambiada estás, mira nada más qué guapa te has puesto! ¿Y ahora cuántos novios tienes? —preguntó mientras hurgaba descaradamente en mi ca­misa—, porque me imagino que los has de tener a todos muy contentos.

 —Pero antes dime —continuó [Édgar Elías Azar, presidente del TSJDF], colocando una de sus manos sobre mis piernas—: ¿qué opinarías de ser la novia del presidente del Tribunal Superior de Justicia?

Dealing with perspective

Perspective correction tool.
Lunapic.
Imageonline.
Picfix.
Mockover.

Tamaño credencial

Formato ID-1, estándar ISO/IEC 7810:2019:

85.60 mm
53.98 mm
00.76 mm

Tarjeta de crédito, credencial del INE, tarjetas SIM.

Business is business

Grim Prayers. Wiktor Miesok, Felix Charin. 2026.

1. If you have nothing, first get a skill. A high-income skill. In prison these are: medical skills, cutting hair, fixing clothes, or technology. In real life this is a skill that pays 100 Dollars per hour and more. Take six months to learn minimum two hours every fucking day.
2. No matter how much money you make, stay humble, save your money. Save 55% of what you make.
3. Multiply. You will never get rich if you trade time for money. You get rich when you multiply your time WITH money.
4. Invest into compounding assets with leverage. Compounding assets are things that become more valuable over time. Leverage means you use the money you have now to easily get more money in the future. Honor makes you more money in the long run than dishonor. Every century a major monetary system gets reset. That means only those people with hard assets like real estate will have something left. Everyone else’s money, stocks, bonds will be devalued, they will be stolen. Look at history. And look into the future.