Anyway, it's difficult enough that I think the burden of proof rests on someone who wants to use this as an attack against him, not just assumed that he did something wrong and anyone who wants to dispute it must dig through ancient archives.
Ditto his slanderous and incorrect characterization of my technological worth. Right there he demonstrated he is a sleazy troll. You will not see him debate me about SegWit (on a neutral forum) because he knows damn well I am correct and he will be unmasked in the debate.
IOW, Gregory shouldnt throw stones in his glass house.
I was talking about the Bitcoin protocol... 
How can you claim you understand Satoshis protocol and then have such ignorance about Core being an altcoin as defined by the protocol and its associated game theory. Again this is not a matter of opinion for those who really know the protocol and the game theory which gives Bitcoin its value and security.
If you want to assert that Core has been consensus voted to be popularly known as the new Bitcoin, then okay but first recognize that any change to the protocol which modifies its security and game theory, thus constitutes an altcoin. Then I will accept that the n00bs voted to rename the Core altcoin Bitcoin and fool themselves into donating all their real BTC to the miners who have no choice but to restore the security by accepting those donations (and my nuked posts explained in great detail the mechanism by which that massive n00bs donation will come about eventually).
(for readers new to this thread, I am not a BCH shill)
P.S. I refer you again to some additional thoughts from Leah on how much we dont know until we dig in deep into STEM fields:
architecture is a complex and comprehensive profession and it is stronger because our experiences are so disparate from one another
A lot of people in our industry havent had very diverse experiences. So they dont have enough dots to connect, and they end up with very linear solutions without a broad perspective on the problem. The broader ones understanding of the human experience, the better design we will have. Steve Jobs
Because architecture is such a challenging profession with so much to learn, growing and taking on leadership roles can take a very long time and many never even see the business management side of the industry! But the positions I held before were simpler, with fewer barriers to advancement, and I grew into management and leadership positions quickly where I gained invaluable skills, like accounting, operations, and business administration, that most of my architecture peers now (and even superiors) dont have yet. Not only that, but I had the opportunity to tackle tough problems by developing unique solutions unburdened by influence of over a centurys worth of practice legacy, which gave me what my colleagues call my rebel spirit. I see fundamental flaws in practice and management and immediately innovate, looking outside of the AEC industry for inspiration, connect dots from a larger picture, and prototype new ideas without hesitation or fear.
A lot of people in our industry havent had very diverse experiences. So they dont have enough dots to connect, and they end up with very linear solutions without a broad perspective on the problem. The broader ones understanding of the human experience, the better design we will have. Steve Jobs
Because architecture is such a challenging profession with so much to learn, growing and taking on leadership roles can take a very long time and many never even see the business management side of the industry! But the positions I held before were simpler, with fewer barriers to advancement, and I grew into management and leadership positions quickly where I gained invaluable skills, like accounting, operations, and business administration, that most of my architecture peers now (and even superiors) dont have yet. Not only that, but I had the opportunity to tackle tough problems by developing unique solutions unburdened by influence of over a centurys worth of practice legacy, which gave me what my colleagues call my rebel spirit. I see fundamental flaws in practice and management and immediately innovate, looking outside of the AEC industry for inspiration, connect dots from a larger picture, and prototype new ideas without hesitation or fear.
That last paragraph indicates to me that she and I followed an analogous path in life and explains our conscientious rebel spirit. The preference to tinker and dabble in so many interesting tangents, experienced being a leader at a very early age (actually age 5 in my case1) and to become even isolated from the real world at times, and then feeling out-of-sync with the mainstream, yet also coming back into it via entrepreneurialism. Note again though, her IQ is higher than mine.
1 When I was 5 years old, my father was preparing to build a platform in the back of his VW bus to support a bed with storage underneath. I was unaware this was the camper he was to use to leave our family and go to Belize with the N.American lady who became his second wife. He seemed to be having some pause formulating the design he would employ (and note my attorney father seems to have a higher IQ than mine especially in logic and the literary arts, but I may have greater visual math skills than him). So I instantly visualized and explained the design I would use. I also instinctively became the leader in our neighborhood football games and relished my daily bloody nose at age 5. No exaggeration!