urses in how to learn the complex DxInOne system were plastered all over investment message boards. Everybody was getting involved, it seemed - even the Rich Jerk.

Why not, when a deposit of a few thousand could rapidly balloon into a hundred thousand or two? At this level the DxInOne system paid out dividends daily amounting to thousands of dollars. This was money that could be cas

Last spring in 2005, people across the planet were turning their attention to DxInOne, an online - offshore investment concern based on the tropical island of Vanatu. Although it had visions of other pursuits in the works, at the time DxInOne's claim to fame was (and is) its role as an emerging e-currency broker.

Why the excitement?

Because people were able to realize tremendous growth in the DxInOne “portfolio” system. Deposits of, for example, $1,000 were growing to ten times that amount in only a couple of months. Not only was that true, but more importantly people were also cashing money out of the DxInOne system. Bigger players were able to move hundreds and thousands of dollars out of DxInOne on a near-daily basis.

These amounts always seemed to be far in excess of what these members had actually put into the system.

This went on for months. As an offshore entity, DxInOne didn’t have to disclose anything of substance regarding how they were able to accomplish this. The notion of taking $1,000 from an investor, and giving him back $5000 in payments over the next several months didn’t seem to make economic sense. But the gig was working. People really were getting paid.

As June hit the managers at DxInOne had begun to assume a near mythological status: they were seen by many as enigmatic geniuses who held their cards to their chest and made the seemingly impossible actually occur (which is to say they paid, and paid big).

Under these euphoric circumstances people signed up to DxInOne in droves. Numerous courses in how to learn the complex DxInOne system were plastered all over investment message boards. Everybody was getting involved, it seemed - even the Rich Jerk.

Why not, when a deposit of a few thousand could rapidly balloon into a hundred thousand or two? At this level the DxInOne system paid out dividends daily amounting to thousands of dollars. This was money that could be cash

s growth in the DxInOne “portfolio” system. Deposits of, for example, $1,000 were growing to ten times that amount in only a couple of months. Not only was that true, but more importantly people were also cashing money out of the DxInOne system. Bigger players were able to move hundreds and thousands of dollars out of DxInOne on a near-daily basis.

These amounts always seemed to be far in excess of what these members had actually put into the system.

This went on for months. As an offshore entity, DxInOne didn’t have to disclose anything of substance regarding how they were able to accomplish this. The notion of taking $1,000 from an investor, and giving him back $5000 in payments over the next several months didn’t seem to make economic sense. But the gig was working. People really were getting paid.

As June hit the managers at DxInOne had begun to assume a near mythological status: they were seen by many as enigmatic geniuses who held their cards to their chest and made the seemingly impossible actually occur (which is to say they paid, and paid big).

Under these euphoric circumstances people signed up to DxInOne in droves. Numerous courses in how to learn the complex DxInOne system were plastered all over investment message boards. Everybody was getting involved, it seemed - even the Rich Jerk.

Why not, when a deposit of a few thousand could rapidly balloon into a hundred thousand or two? At this level the DxInOne system paid out dividends daily amounting to thousands of dollars. This was money that could be cas

r in excess of what these members had actually put into the system.

This went on for months. As an offshore entity, DxInOne didn’t have to disclose anything of substance regarding how they were able to accomplish this. The notion of taking $1,000 from an investor, and giving him back $5000 in payments over the next several months didn’t seem to make economic sense. But the gig was working. People really were getting paid.

As June hit the managers at DxInOne had begun to assume a near mythological status: they were seen by many as enigmatic geniuses who held their cards to their chest and made the seemingly impossible actually occur (which is to say they paid, and paid big).

Under these euphoric circumstances people signed up to DxInOne in droves. Numerous courses in how to learn the complex DxInOne system were plastered all over investment message boards. Everybody was getting involved, it seemed - even the Rich Jerk.

Why not, when a deposit of a few thousand could rapidly balloon into a hundred thousand or two? At this level the DxInOne system paid out dividends daily amounting to thousands of dollars. This was money that could be cas

king. People really were getting paid.

As June hit the managers at DxInOne had begun to assume a near mythological status: they were seen by many as enigmatic geniuses who held their cards to their chest and made the seemingly impossible actually occur (which is to say they paid, and paid big).

Under these euphoric circumstances people signed up to DxInOne in droves. Numerous courses in how to learn the complex DxInOne system were plastered all over investment message boards. Everybody was getting involved, it seemed - even the Rich Jerk.

Why not, when a deposit of a few thousand could rapidly balloon into a hundred thousand or two? At this level the DxInOne system paid out dividends daily amounting to thousands of dollars. This was money that could be cas

urses in how to learn the complex DxInOne system were plastered all over investment message boards. Everybody was getting involved, it seemed - even the Rich Jerk.

Why not, when a deposit of a few thousand could rapidly balloon into a hundred thousand or two? At this level the DxInOne system paid out dividends daily amounting to thousands of dollars. This was money that could be cashed out (in about 3 days) or reinvested to increase portfolio growth further increase one’s DxInOne portfolio balance.

An important point: this daily growth was regulated by the DxInOne managers, averaging .30% to .40% daily (or about ten to twelve percent monthly) during the Glory Days of winter - spring 2005. No one knew the formula the DxInOne demigods applied to determine the daily growth, but that was okay - they had, after all, become mythological beings.

But again, whatever the formula was it couldn’t have much to do with basic economic theory - that much was obvious to many. By extension, the DxInOne formula for daily growth was widely presumed to be more a reflection of their secretive business model than it was an indicator of normal market forces, namely supply and demand. Plainly put, you just can’t be giving out thousands in cash again and again to people for doing nothing, at least if if they only put in hundreds to begin with.

Then reality kicked in, which I shall hereinafter refer to as “The Great Crash of Summer 2005”. All of a sudden it was impossible to move money out of the system.

Curiously, the daily growth was only marginally affected. Accounts were still growing by about .20% a day during the worst of times, but soon the averages seemed to find their way back up to the .30% level. This is very robust growth, amounting to about ten percent a month. That kicks ass on just about everything, including the growth of mainland China’s economy.

Now think about this: How can a company grow its investo