Podcasts about Tesla

The Trump Phone is real! Ish! The Verge's Dom Preston has seen a T1 on a video call, that we can say for sure. Dom joins the show to explain what's new about the phone, whether it has a chance to be a decent device, and why it's taken so long for Trump Mobile to ship the thing. After that, The Verge's Hayden Field explains the excitement around OpenClaw and Moltbook, and whether either one is a big moment for the AI industry. Finally, The Verge's Andy Hawkins helps us answer a question on the Vergecast Hotline (866-VERGE11) about whether, and when, Tesla might get out of the car business altogether. Further reading: This is the Trump Phone⁠ ⁠The Trump Phone no longer promises it's made in America⁠ ⁠600,000 Trump Mobile phones sold? There's no proof.⁠ ⁠OpenClaw: all the news about the trending AI agent ⁠ ⁠OpenClaw's AI ‘skill' extensions are a security nightmare ⁠There's a social network for AI agents, and it's getting weird ⁠Humans are infiltrating the social network for AI bots ⁠Tesla discontinuing Model S and Model X to make room for robots⁠ Subscribe to The Verge for unlimited access to theverge.com, subscriber-exclusive newsletters, and our ad-free podcast feed.We love hearing from you! Email your questions and thoughts to vergecast@theverge.com or call us at 866-VERGE11. Learn more about your ad choices. Visit podcastchoices.com/adchoices

A brawl goes down during the Pistons vs. Hornets game. Video shows a dog kicked by a U.S. Marshal while making an arrest. A mother is suing Elon Musk because the Tesla car design is dangerous. See omnystudio.com/listener for privacy information.

Retired FBI Special Agent Jennifer Coffindaffer analyzes two of the biggest active investigations in the country.In the Nancy Guthrie disappearance, ransom notes were sent to media outlets demanding bitcoin. No proof of life. No follow-up. The sheriff denied forced entry and contradicted media sources. Investigators returned to the crime scene with canine units one day after it was released. The doorbell camera has no recoverable footage. Five days in — no suspects.In the D4VD case, the grand jury is escalating fast. Neo Langston was arrested and compelled to testify. Label head Robert Morgenroth was grilled for multiple days. Outside forensic experts were brought in. The Tesla at the center of the case was held by LAPD for only forty-eight hours. Celeste Rivas Hernandez's remains were found five months ago. No charges have been filed.Coffindaffer explains the pressure tactics, the silence, the contradictions — and what both investigations need to break next.#NancyGuthrie #D4VD #CelesteRivasHernandez #FBI #GrandJury #TrueCrimeToday #JenniferCoffindaffer #LAPD #HiddenKillers #TrueCrimeJoin Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspodInstagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodListen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.

Two massive investigations. One retired FBI Special Agent. Jennifer Coffindaffer — twenty-two years with the Bureau — analyzes both.In Tucson, Nancy Guthrie has been missing for five days. The FBI is jointly running the case. Ransom notes went to media outlets, not the family. No proof of life. No follow-up. The sheriff denied forced entry and contradicted media reports. The next day, investigators returned to the crime scene with canine units and evidence bags. The doorbell camera is empty.In Los Angeles, the D4VD grand jury is escalating. A close friend was arrested and compelled to testify. The label head was grilled for days. Outside forensic experts were brought in. The Tesla where Celeste Rivas Hernandez's remains were found was held for forty-eight hours. No charges filed.Coffindaffer reads between the lines on both — what the silence means in Guthrie, what the pressure means in D4VD, and where each investigation actually stands right now.#NancyGuthrie #D4VD #CelesteRivasHernandez #FBI #GrandJury #JenniferCoffindaffer #RansomNotes #LAPD #HiddenKillers #TrueCrimeJoin Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspodInstagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodListen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.

Two major cases. Both at critical turning points. Retired FBI Special Agent Jennifer Coffindaffer breaks them both down.Nancy Guthrie — missing from Catalina Foothills. FBI jointly running the case with over a hundred investigators. Ransom notes sent to media, not family. No proof of life. Sheriff denied forced entry then agents went back to the house with canine units. Doorbell camera empty. No suspects.D4VD — grand jury in its most aggressive phase. Witnesses arrested and compelled to testify. Label head grilled for days. Outside forensic experts brought in. Tesla held for only forty-eight hours. No charges.Coffindaffer explains what the FBI is seeing that the public isn't — in both investigations.#NancyGuthrie #D4VD #FBI #GrandJury #JenniferCoffindaffer #CelesteRivasHernandez #Kidnapping #LAPD #HiddenKillers #TrueCrimeJoin Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspodInstagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodListen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.

The grand jury investigating the death of fourteen-year-old Celeste Rivas Hernandez has been running since mid-November 2025 and is now in its most aggressive phase. D4VD's close friend Neo Langston was arrested by seven officers in Montana for failing to appear and testified for approximately thirty to forty minutes. Label head Robert Morgenroth was grilled for multiple days about why he never went to police. Outside forensic experts have been brought in due to reported friction with the LA County Medical Examiner. The ME's chief publicly criticized a court-ordered hold on autopsy findings.D4VD's Tesla — where the remains were discovered — was held by LAPD for only forty-eight hours. Investigators have reportedly built a minute-by-minute digital reconstruction of D4VD's movements. Multiple sources say an indictment is coming. No charges have been filed. No arrests made.Retired FBI Special Agent Jennifer Coffindaffer breaks down what the prosecutorial aggression signals, how investigators separate accessories from co-conspirators, and what the length of this grand jury really means for the case.#D4VD #CelesteRivasHernandez #GrandJury #TrueCrimeToday #NeoLangston #LAPD #JenniferCoffindaffer #TrueCrime #HiddenKillers #RobberyHomicideJoin Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspodInstagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodListen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.

The D4VD grand jury investigation is ramping up. Neo Langston — a close friend of D4VD — was arrested by seven officers in Montana on an LAPD Robbery-Homicide warrant and compelled to testify as a witness. He was in front of the grand jury for roughly thirty to forty minutes. Label head Robert Morgenroth testified for multiple days and was allegedly grilled about why he never called police. Outside forensic experts have reportedly been brought in because of conflict between the DA's office and the LA County Medical Examiner.Five months after Celeste Rivas Hernandez's dismembered remains were found in D4VD's Tesla, no charges have been filed. But multiple sources say an indictment is likely. Investigators have reportedly reconstructed D4VD's digital footprint down to the minute. The Tesla was held by LAPD for only forty-eight hours.Retired FBI Special Agent Jennifer Coffindaffer breaks down what compelled, short-duration witness testimony reveals about what prosecutors already know, how the forensic battles could affect the case, and whether this grand jury timeline signals strength or struggle.#D4VD #CelesteRivasHernandez #GrandJury #NeoLangston #LAPD #JenniferCoffindaffer #RobberyHomicide #TrueCrime #HiddenKillers #TrueCrimePodcastJoin Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspodInstagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodListen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.

Bob Goodson was the first employee at Yelp, founder of social media analytics company Quid, co-inventor of the Like button, and co-author of the new book Like: The Button That Changed the World. On Oct 1, 2025, Bob spent a day with our MBA students at the University of Kansas, and he shared so much great content that I asked him if we could put together some of the highlights as a podcast, which I've now put together in three chapters: First is Careers, second is Building Companies, and third is AI and Social Media. As a reminder, any views and perspectives expressed on the podcast are solely those of the individual, and not those of the organizations they represent. Hope you enjoy the episode. - [Transcript] Nate:  My name is Nate Meikle. You're listening to Meikles and Dimes, where every episode is dedicated to the simple, practical, and under-appreciated. Bob Goodson was the first employee at Yelp, founder of social media analytics company Quid, co-inventor of the like button, and co-author of the new book Like: The Button That Changed the World. On Oct 1, 2025, Bob spent a day with our MBA students at the University of Kansas, and he shared so much great content that I asked him if we could put together some of the highlights as a podcast, which I've now put together in three chapters: First is Careers, second is Building Companies, and third is AI and Social Media. As a reminder, any views and perspectives expressed on the podcast are solely those of the individual and not those of the organizations they represent. Hope you enjoy the episode. Let's jump into Chapter 1 on Careers. For the first question, a student asked Bob who he has become and how his experiences have shaped him as a person and leader.   Bob:  Oh, thanks, Darrell. That's a thoughtful question. It's thoughtful because it's often not asked, and it's generally not discussed. But I will say, and hopefully you'll feel like this about your work if you don't already, that you will over time, which is I'm 45 now, so I have some sort of vantage point to look back over. Like, I mean, I started working when I was about 9 or 10 years old, so I have been working for money for about 35 years. So I'm like a bit further into my career than perhaps I look. I've been starting companies and things since I was about 10. So, in terms of like my professional career, which I guess started, you know, just over 20 years ago, 20 years into that kind of work, the thing I'm most grateful for is what it's allowed me to learn and how it's evolved me as a person. And I'm also most grateful on the business front for how the businesses that I've helped create and the projects and client deployments and whatever have helped evolve the people that have worked on them. Like I genuinely feel that is the most lasting thing that anything in business does is evolve people. It's so gratifying when you have a team member that joins and three years later you see them, just their confidence has developed or their personality has developed in some way. And it's the test of the work that has evolved them as people. I mean, I actually just on Monday night, I caught up for the first time in 10 years with an intern we had 10 years ago called Max Hofer. You can look him up. He was an intern at Quid. He was from Europe, was studying in London, came to do an internship with us in San Francisco for the summer. And, he was probably like 18, 19 years old. And a few weeks ago, he launched his AI company, Parsewise, with funding from Y Combinator. And, he cites his experience at Quid as being fundamental in choosing his career path, in choosing what field he worked in and so on. So that was, yeah, that was, when you see these things happening, right, 10 years on, we caught up at an event we did in London on Monday. And it's just it's really rewarding. So I suppose, yeah, like I suppose it's it's brought me a lot of perspective, brought me a lot of inner peace, actually, you know, the and and when you're when I was in the thick of it at times, I had no sense of that whatsoever. Right. Like in tough years. And there were some - there have been some very tough years in my working career that you don't feel like it's developing you in any way. It just feels brutal. I liken starting a company, sometimes it's like someone's put you in a room with a massive monster and the monster pins you down and just bats you across the face, right, for like a while. And you're like just trying to get away from the monster and you're like, finally you get the monster off your back and then like the monster's just on you again. And it just, it's just like you get a little bit of space and freedom and then the monster's back and it's just like pummeling you. And it's just honestly some years, like for those of you, some of you are running companies now, right? And starting your own companies as well. And I suppose it's not just starting companies. There are just phases in your career and work where it's like you look back and you're like, man, that year was just like, that was brutal. You just get up and fight every day, and you just get knocked down every day. So I think, I don't wish that on anybody, but it does build resilience that then transfers into other aspects of your life.    Nate:  Next, a student made a reference to the first podcast episode I recorded with Bob and asked him if he felt like he was still working on the most important problem in his field.    Bob:  Yeah, thank you. Thanks for listening to the podcast, as this gives us… thanks for the chance to plug the podcast. So the way I met Nate is that he interviewed me for his podcast. And for those of you who haven't listened to it, it's a 30 minute interview. And he asked this question about what advice would you share with others? And we honed in on this question of like, what is the most important problem in your field? And are you working on it? Which I love as a guide to like choosing what to work on. And so we had a great conversation. I enjoyed it so much and really enjoyed meeting Nate. So we sort of said, hey, let's do more fun stuff together in the future. So that's what brought us to this conversation. And thanks to Nate for, you know, bringing us all together today. I'm always working on what I think is the most important problem in front of me. And I always will be. I can't help it. I don't have to think about it. I just can't think about anything else. So yes, I do feel like right now I'm working on the most important problem in my field. And I feel like I've been doing that for about 20 years. And it's not for everybody, I suppose. But I just think, like, let's talk about that idea a little bit. And then I'll say what I think is the most important problem in my field that I'm working on. Like, just to translate it for each of you. Systems are always evolving. The systems we live in are evolving. We all know that. People talk about the pace of change and like life's changing, technology's changing and so on. Well, it is, right? Like humans developed agriculture 5,000 years ago. That wasn't very long ago. Agriculture, right? Just the idea that you could grow crops in one area and live in that area without walking around, without moving around settlements and different living in different places. And that concept is only 5,000 years old, right? I mean, people debate exactly how old, like 7, 8,000. But anyway, it's not that long ago, considering Homo sapiens have been walking around for in one form or another for several hundred thousand years and humans in general for a couple million years. So 5,000 years is not long. Look at what's happened in 5,000 years, right? Like houses, the first settlements where you would actually just live at sleep in the same place every night is only 5,000 years old. And now we've got on a - you can access all the world's knowledge - on your phone for free through ChatGPT and ask it sophisticated questions and all right answers. Or you can get on a plane and fly all over the world. You have, you know, sophisticated digital currency systems. We have sophisticated laws. And like, we've got to be aware, I think, that we are living in a time of great change. And that has been true for 5,000 years, right? That's not new. So I think about this concept of the forefront. I imagine, human development is, you can just simply imagine it like a sphere or balloon that someone's like blowing up, right? And so every time they breathe into it, like something shifts and it just gets bigger. And so there's stuff happening on the forefront where it's occupying more space, different space, right? There's stuff in the middle that's like a bit more stable and a bit more, less prone to rapid change, right? The education system, some parts of the healthcare system, like certain professions, certain things that are like a bit more stable, but there's stuff happening all the time on the periphery, right? Like on the boundary. And that stuff is affecting every field in one way or another. And I just think if you get a chance to work on that stuff, that's a really interesting place to live and a really interesting place to work. And I feel like you can make a contribution to that, right, if you put yourself on the edge. And it's true for every field. So whatever field you're in, we had people here today, you know, in everything from, yeah, like the military to fitness to, you know, your product, product design and management and, you know, lots of different, you know, people, different backgrounds. But if you ask yourself, what is the most important thing happening in my area of work today, and then try to find some way to work on it, then I think that sort of is a nice sort of North Star and keeps things interesting. Because the sort of breakthroughs and discoveries and important contributions are actually not complicated once you put yourself in that position. They're obvious once you put yourself in that position, right? It's just that there aren't many people there hanging out in that place. If you're one of them, if you put yourself there, not everyone's there, suddenly you're kind of in a room where like lots of cool stuff can happen, but there aren't many people around to compete with you. So you're more likely to find those breakthroughs, whether it's for your company or for, you know, the people you work with or, you know, maybe it's inventions and, but it just, anyway, so I really like doing that. And in my space right now, I call it the concept of being the bridge. And this could apply to all of you too. It's a simple idea that the world's value, right, is locked up in companies, essentially. Companies create value. We can debate all the other vehicles that do it, but basically most of the world's value is tied up in companies and their processes. And that's been true for a long time. There's a new ball of power in the world, which is been created by large language models. And I think of that just like a new ball of power. So you've got a ball of value and a ball of power. And the funny thing about this new ball of power is this actually has no value. That's a funny thing to say, right? The large language models have no value. They don't. They don't have any value and they don't create value. Think about it. It's just a massive bag of words. That has no value, right? I can send you a poem now in the chat. Does that have any value? You might like it, you might not, but it's just a set of words, right? So you've got this massive bag of words that with like a trillion connections, no value whatsoever. That is different from previous tech trends like e-commerce, for example, which had inherent value because it was a new way to reach consumers. So some tech trends do have inherent value because they're new processes, but large language models don't. They're just a new technology. They're very powerful. So I call it a ball of power. but they don't have any value. So why is there a multi-trillion dollar opportunity in front of all of us right now in terms of value creation? It's being the bridge. It's how to make use of this ball of power to improve businesses. And businesses only have two ways you improve them. You save money or you grow revenue. That's it. So being the bridge, like taking this new ball of power and finding ways to save money, be more efficient, taking this new ball of power and finding ways to access new consumers, create new offerings and so on, right? Solve new problems. That is where all the value is. So while you may think that the new value, this multi-trillion dollar opportunity with AI is really for the people that work on the AI companies, sure, there's a lot of, you know, there's some money to be made there. And if you can go work for OpenAI, you probably should. Everyone should be knocking the door down. Everyone should be applying for positions because it's the most important company, you know, in our generation. But if you're not in OpenAI or Meta or Microsoft or whoever, you know, three or four companies in the US that are doing this, for everybody else, it's about being the bridge, finding ways that in your organizations, you can unlock the power of AI by bringing it into the organizations and finding ways to either save money or grow the business. And that's fascinating to me because anybody can be the bridge. You don't have to be good with large language models. You have to understand business processes and you have to be creative and willing to even think like this. And suddenly you can be on the forefront of like creating massive value at your companies because you were the, you know, you're the one that brings brings in the new tools. And I think that skill set, there are certain skills involved in being the bridge, but that skill set of being the bridge is going to be so valuable in the next 5 to 10 years. So I encourage people, and that's what I'm doing. Like, I see my role - I serve clients at Quid. I love working with clients. You know, I'm not someone that really like thrives for management and like day-to-day operations and administration of a business. I learned that about myself. And so I just spend my time serving clients. I have done for several years now. And I love just meeting clients and figuring out how they can use Quid's AI, Quid's data, and any other form of AI that we want to bring to the table to improve their businesses. And that's just what I do with my time full-time. And I'll probably be doing that for at least the next 5 or 10 years. I think the outlook for that area of work is really huge.    Nate:  Building on the podcast episode where Bob talked about working on the most important problem in his field, I asked if he could give us some more details on how he took that advice and ended up at Yelp.    Bob:  So I was in grad school in the UK studying, well, I was actually on a program for medieval literature and philosophy, but looking into like language theory. So it was not the most commercial course that one could be doing. But I was a hobbyist programmer, played around with the web when it first came up and was making, you know, various new types of websites for students. while in my free time. I didn't think of that as commercial at all. I didn't see any commercial potential in that. But I did meet the founders of PayPal that way, who would come to give a talk. And I guess they saw the potential in me as a product manager. You know, there's lots of new apps they wanted to build. This is in 2003. And so they invited me to the US to work for them. And I joined the incubator when there were just five people in it. Max Levchin was one of them, the PayPal co-founder. Yelp, Jeremy Stoppelman and Russel Simmons were in those first five people. They turned out to be the Yelp co-founders. And Yelp came out of the incubator. So we were actually prototyping 4 companies each in a different industry. There was a chat application that we called Chatango that was five years before Twitter or something, but it was a way of helping people to chat online more easily. There were, which is still around today, but didn't make it as a hit. There was an ad network called AdRoll, which ended up getting renamed and is still around today. That wasn't a huge hit, but it's still around. Then there was Slide, which is photo sharing application, photo and video sharing, which was Max's company. That was acquired by Google. And that did reasonably well. I think it was acquired for about $150 million. And then there was Yelp, which you'll probably know if you're in the US and went public on the New York Stock Exchange and now has a billion dollars in revenue. So those are the four things that we were trying to prototype, each very different, as you can see. But I suppose that's the like tactical story, right? Like the steps that took me there. But there was an idea that took me there that started this journey of working on the most, the most important problems that are happening in the time. So if I rewind, when I was studying medieval literature, I got to the point where I was studying the invention of the print press. And I'd been studying manuscript culture and seeing what happened when the print press was invented and how it changed education, politics, society. You know, when you took this technology that made it cheaper to print, to make books, books were so expensive in the Middle Ages. They were the domain of only the wealthiest people. And only 5% of people could read before the print process was invented, right? So 95% of people couldn't read anything or write anything. And that was because the books themselves were just so expensive, they had to be handwritten, right? And so when the print press made the cost of a book drop dramatically, the literacy rates in Europe shot up and it completely transformed society. So I was studying that period and at the same time, like dabbling with websites in the early internet and sort of going, oh, like there was this moment where I was like, the web is our equivalent of the print press. And it's happening right now. I'm talking like maybe 2002, or so when I had this realization. It's happening right now. It's going to change everything during our lifetimes. And I just had a fork in my life where it's like I could be a professor in medieval history, which was the path I was on professionally. I had a scholarship. There were only 5 scholarships in my year, in the whole UK. I was on a scholarship track to be a professor and study things like the emergence of the print press, or I could contribute to the print press of our era, which is the internet, and find some way to contribute, some way, right? It didn't matter to me if it was big or small, it was irrelevant. It was just be in the mix with people that are pushing the boundaries. Whatever I did, I'd take the most junior role available, no problem, but like just be in the mix with the people that are doing that. So yeah, that was the decision, right? Like, and that's what led me down to sort of leave my course, leave my scholarship. And, my salary was $40,000 when I moved to the US. All right. And that's pretty much all I earned for a while. I'd spent everything I had starting a group called Oxford Entrepreneurs. So I had absolutely no money. The last few months actually living in Oxford, I had one meal a day because I didn't have enough money to buy three meals a day. And then I packed up my stuff in a suitcase - one bag - wasn't even a suitcase, it was a rucksack and moved to the US and, you know, and landed there basically on a student visa and friends and family was just thought I was, you know, not making a good decision, right? Like, I'm not earning much money. It's with a bunch of people in a like a dorm room style incubator, right? Where the tables and chairs we pulled off the street because we didn't want to spend money on tables and chairs. And where I get to work seven days a week, 12 hours a day. And I've just walked away from a scholarship and a PhD track at Oxford to go into that. And it didn't look like a good decision. But to me, the chance to work on the forefront of what's happening in our era is just too important and too interesting to not make those decisions. So I've done that a number of times, even when it's gone against commercial interest or career interest. I haven't made the best career decisions, you know, not from a commercial standpoint, but from a like getting to work on the new stuff. Like that's what I've prioritized.    Nate:  Next, I asked Bob about his first meeting with the PayPal founders and how he made an impression on them.    Bob:  Good question, because I think... So I have a high level thought on that, like a rubric to use. And then I have the details. I'll start with the details. So I had started the entrepreneurship club at Oxford. And believe it or not, in 800 years of the University's history, there was no entrepreneurship club. And they know that because when you want to start a new society, you go to university and they go through the archive, which is kept underground in the library, and someone goes down to the library archives and they go through all these pages for 800 years and look for the society that's called that. And if there is one, they pull it out and then they have the charter and you have to continue the charter. Even if it was started 300 years ago, they pull out the charter and they're like, no, you have to modify that one. You can't start with a new charter. So anyway, it's because it's technically a part of the university, right? So they have a way of administrating it. So they went through the records and were like, there's never been a club for entrepreneurs at the university. So we started the first, I was one of the co-founders of this club. And, again, there's absolutely no pay. It was just a charity as part of the university. But I love the idea of getting students who were scientists together with students that were business minded, and kind of bringing technical and creative people together. That was the theme of the club. So we'd host drinks, events and talks and all sorts. And I love building communities, at least at that stage of my life. I loved building communities. I'd been doing it. I started several charities and clubs, you know, throughout my life. So it came quite naturally to me. But what I didn't, I mean, I kind of thought this could happen, but it really changed my life as it put me at the center of this super interesting community that we've built. And I think that when you're in a university environment, like starting clubs, running clubs, even if they're small, like, we, I ran another club that we called BEAR. It was an acronym. And it was just a weekly meetup in a pub where we talked about politics and society and stuff. And like, it didn't go anywhere. It fizzled out after a year or two, but it was really like an interesting thing to work on. So I think when you're in a university environment, even if you guys are virtual, finding ways to get together, it's so powerful. It's like, it's who you're meeting in courses like this that is so powerful. So I put myself in the middle of this community, and I was running it, I was president of it. So when these people came to speak at the business school, I was asked to bring the students along, and I was given 200 slots in the lecture theatre. So I filled them, I got 200 students along. We had 3,000 members, by the way, after like 2 years running this club. It became the biggest club at the university, and the biggest entrepreneurship student community in Europe. It got written up in The Economist actually as like, because it was so popular. But yeah, it meant that I was in the middle of it. And when the business school said, you can come to the dinner with the speakers afterwards, that was my ticket to sit down next to the founder of PayPal, you know. And so, then I sat down at dinner with him, and I had my portfolio with me, which back then I used to carry around in a little folder, like a black paper folder. And every project I'd worked on, every, because I used to do graphic design for money as a student. So I had my graphic design projects. I had my yoga publishing business and projects in there. I had printouts about the websites I'd created. So when I sat down next to him, and he's like, what do you work on? I just put this thing on the table over dinner and was like, he picked it up and he started going through it. And he was like, what's this? What's this? And I think just having my projects readily available allowed him to sort of get interested in what I was working on. Nowadays, you can have a website, right? Like I didn't have a website for a long time. Now I have one. It's at bobgoodson.com where I put my projects on there. You can check it out if you like. But I think I've always had a portfolio in one way or another. And I think carrying around the stuff that you've done in an interactive way is a really good way to connect with people. But one more thing I'll say on this concept, because it connects more broadly to like life in general, is that I think that I have this theory that in your lifetime, you get around five opportunities put in front of you that you didn't yet fully deserve, right? Someone believes in you, someone opens a door, someone's like, hey, Nate, how about you do this? Or like, we think you might be capable of this. And it doesn't happen very often, but those moments do happen. And when they happen, a massive differentiator for your life is do you notice that it's happening and do you grab it with both hands? And in that moment, do everything you can to make it work, right? Like they don't come along very often. And to me, those moments have been so precious. I knew I wouldn't get many of them. And so every time they happened, I've just been all in. I don't care what's going on in my life at that time. When the door opens, I drop everything, and I do everything I can to make it work. And you're stretched in those situations. So it's not easy, right? Like someone's given you an opportunity to do something you're not ready for, essentially. So you're literally not ready for it. Like you're not good enough, you don't know enough, you don't have the knowledge, you don't have the skills. So you only have to do the job, but you have to cultivate your own skills and develop your skills. And that's a lot of work. You know, when I landed in, I mean, working for Max was one of those opportunities where I did not, I'd not done enough to earn that opportunity when I got that opportunity. I landed with five people who had all done PayPal. They were all like incredible experts in their fields, right? Like Russ Simmons, the Yelp co-founder, had been the chief architect of PayPal. He architected PayPal, right? Like I was with very skilled technical people. I was the only Brit. They were all Americans. So I stood out culturally. Most of them couldn't understand what I was saying when I arrived. I've since changed how I speak. So you can understand me, the Americans in the room. But I just mumbled. I wasn't very articulate. So it was really hard to get my ideas across. And I had programmed as a hobbyist, but I didn't know enough to be able to program production code alongside people that had worked at PayPal. I mean, their security levels and their accuracy and everything was just off the, I was in another league, right? So there I was, I felt totally out of my depth, and I had to fight to stay in that job for a year. Like I fought every day for a year to like not get kicked out of that job and essentially out of the country. Because without their sponsorship, I couldn't have stayed in the country. I was on a student visa with them, right? And I worked seven days a week for 365 days in a row. I basically almost lived in the office. I got an apartment a few blocks from the office and I had to. No one else was working those kind of hours, but I had to do the job, and I had to learn 3 new programming languages and all this technical stuff, how to write specs, how to write product specs like I had to research the history of various websites in parts of the internet. So I'm just, I guess I'm just giving some color to like when these doors open in your career and in your life, sometimes they're relationship doors that open, right? You meet somebody who's going to change your life, and it's like, are you going to fight to make that work? And, you know, like, so not all, it's not always career events, but when they happen, I think like trusting your instinct that this is one of those moments and knowing this is one of the, you can't do this throughout your whole life. You burn out and you die young. Like you're just not sustainable. But when they happen, are you going to put the burners on and be like, I'm in. And sometimes it only takes a few weeks. Like the most it's ever taken for me is a year to walk through a door. But like, anyway, like just saying that in case anyone here has one of these moments and like maybe this will resonate with one of you, and you'll be like, that's one of the moments I need to walk through the door.    Nate:  That concludes chapter one. In chapter 2, Bob talks about building companies. First, I asked Bob if he gained much leadership experience at Yelp.    Bob:  I gained some. I suppose my first year or two in the US was in a technical role. So I didn't have anyone reporting to me. I was just working on the user interface and front end stuff. So really no leadership there. But then, there was a day when we still had five people. Jeremy started to go pitch investors for our second round because we had really good traffic growth, right? In San Francisco, we had really nice charts showing traffic growth. We'd started to get traction in New York and started to get traction in LA. So we've had the start of a nice story, right? Like this works in other cities. We've got a model we can get traffic. And Jeremy went to his first VC pitch for the second round. And the VC said, you need to show that you can monetize the traffic before you raise this round. The growth story is fine, but you also need to say, we've signed 3 customers and they're paying this much, right, monthly. So Jeremy came back from that pitch, and I remember very clearly, he sat down, kind of slumped in his chair and he's like, oh man, we're going to have to do some sales before we can raise this next round. Like we need someone on the team to go close a few new clients. And it's so funny because it's like, me and four people and everyone went like this and faced me at the same time. And I was like, why are you looking at me? Like, I'm not, I didn't know how to start selling to local businesses. And they're like, they all looked at each other and went, no, we think you're probably the best for this, Bob. And they were all engineers, like all four of them were like, background in engineering. Even the CEO was VP engineering at PayPal before he did Yelp. So basically, we were all geeks. And for some reason, they thought I would be the best choice to sell to businesses. And I didn't really have a choice in it, honestly. I didn't want to do it. They were just like, you're like, that's what needs to happen next. And you're the most suitable candidate for it. So I I just started picking up the phone and calling dentists, chiropractors, restaurants. We didn't know if Yelp would resonate with bars or restaurants or healthcare. We thought healthcare was going to be big, which is reasonably big for Yelp now, but it's not the focus. But anyway, I just started calling these random businesses with great reviews. I just started with the best reviewed businesses. And the funny thing is some of those people, my first ever calls are still friends today, right? Like my chiropractor that I called is the second person I ever called and he signed up, ended up being my chiropractor for like 15 years living in San Francisco. And now we're still in touch, and we're great friends. So it's funny, like I dreaded those first calls, but they actually turned out to be really interesting people that I met. But yeah, we didn't have a model. We didn't know what to charge for. So we started out charging for calls. We changed the business's phone number. So if you're, you had a 415 number and you're a chiropractor on Yelp, we would change your number to like a number that Yelp owned, but it went straight through to their phone. So it was a transfer, but it meant our system could track that they got the call through Yelp, right? Yeah. And then we tracked the duration of the call. We couldn't hear the call, but we tracked the duration of the call. And then we could report back to them at the end of the month. You got 10 calls from Yelp this month and we're going to charge you $50 a call or whatever. So I sold that to 5 or 10 customers and people hated it. They hated that model because they're like, they'd get a call, it'd be like a wrong number or they just wanted to ask, they're already a current customer and they're asking about parking or something, right? So then we'd get back to and be like, you got a call and we charged you 50 bucks. So like, no, I can't pay you for that. Like, that was one of my current customers. So now the reality is they were getting loads of advertising and that was really driving the growth for their business, but they didn't want to pay for the call. So then I was like, that's not working. We have to do something else. Then we paid pay for click, which was we put ads on your page and when someone clicks it, they see you. And then people hated that too, because they're like, my mum just told me she's been like clicking on the link, right? Because she's like looking at my business. And my mum probably just cost me 5 bucks because she said she clicked it 10 times. And like, can you take that off my bill? So people hated the clicks. And then one day we just brought in a head of operations, Geoff Donaker. And by this point, by the way, I had like 2 salespeople working for me that I'd hired. And so it was me and two other people. We were calling these companies, signing these contracts. And one day I just had this epiphany. I was like, we should just pay for the ads that are viewed, not the ads that are clicked. In other words, pay for impressions to the ads. So if I tell you, I've put your ad in front of 500 people when they were looking for sushi this month, right? That you don't mind paying for because there's no action involved, but you're like, whoa, it's a big number. You put me in front of 500 people. I'll pay you 200 bucks for that. No problem. Essentially impression-based advertising. And I went to our COO and I was like, I think we should try this. He was like, if you want to give it a go. And I wrote up a contract and started selling it that day. And that is that format, that model now has a billion dollars revenue running through Yelp. So basically they took that model, like I switched it to impression-based advertising. And that was what was right for local. And our metrics were amazing. We're actually able to charge a lot more than we could in the previous two models. And I built out the sales team to about 20 people. Through that process, I got hooked, basically. Like I realized I love selling during that role. I would never have walked into sales, I think, unless everyone had gone, you have to do it. And I dreaded it, but I got really hooked on it. I love the adrenaline of it. I love hunting down these deals and I love like what you can learn from customers when you're selling. You can learn what they need and you can evolve your business model. So I love that flywheel and that's kind of what I've been doing ever since. But I built out a team of 20 people, so I got to learn management, essentially by just doing it at Yelp and building out that team.    Nate:  Next, I asked Bob how he developed his theory of leadership.    Bob:  I actually developed it really early on. You know, I mentioned earlier I'd been starting things since I was about 10 years old. And what's fascinated me between the age of like 10 and maybe, you know, my early 20s, I love the idea of creating stuff with people where no one gets paid. And here's why. These are charities and nonprofits and stuff, right? But I realized really early, if I can lead and motivate in a way where people want to contribute, even though they're not getting paid, and we can create stuff together, if I can learn that aspect, like management in that sense, then if I'm one day paying people, I'm going to get like, I'm going to, we're all going to be so much more effective, essentially, right? Like the organization is going to be so much more effective. And that is a concept I still work with today. Yes, we pay everyone quite well at Quid who works at Quid, right? Like we pay at or above market rate. But I never think about that. I never, ever ask for anything or work with people in a way that I feel they need to do it because that's their job ever. I just erased that from my mindset. I've never had that in my mindset. I always work with people with like, with gratitude and and in a way where I'm like, well, I'll try and make it fun and like help them see the meaning in the work, right? Like help them understand why it's an exciting thing to work on or a, why it's right for them, how it connects to their goals and their interests and why it's, you know, fun to contribute, whether it's to a client or to an area of technology or whatever we're working on. It's like, so yeah, I haven't really, I haven't, I mean, you guys might have read books on this, but I haven't really seen that idea articulated in quite the way that I think about it. And because I didn't read it in a book, I just kind of like stumbled across it as a kid. But that's, but I learned because I practiced it for 10 years before I even ended up in the US, when I started managing teams at Yelp, I found that I was very effective as a manager and a leader because I didn't take for granted that, you know, people had to do it because it was their job. I thought of ways to make the environment fun and make the connections between the different team members fun and teach them things and have there be like a culture of success and winning and sharing in the results of the wins together. And I suppose this did play out a little bit financially in my career because, although we pay people well at Yelp, we're kind of a somewhat mature business now. But in the early days of Yelp and in the early days of Quid, I never competed on pay. You know, when you're starting a company, it's a really bad idea to try and compete on pay. You have to, I went into every hiring conversation all the way through my early days at Yelp, as well as through the early days at Quid, like probably the first nearly 10 years at Quid. And every time I interviewed people, I would say early on, this isn't going to be where you earn the most money. I'm not going to be able to pay you market rate. You're going to earn less here than you could elsewhere. However, this is what I can offer you, right? Like whether then I make a culture that's about like helping learning. Like we always had a book like quota at Quid. If you want to buy books to read in your free time, I don't care what the title is, we'll give you money to buy books. And the reality is a book's like 10 bucks or 20 bucks, right? No one spends much on books, but that was one of the perks. I put together these perks so that we were paying often like half of what you could get in the market for the same role, but you're printing like reasons to be there that aren't about the money. Now, it doesn't work for everybody, you know, that's as in every company doesn't, but that's just what played out. And that's really important in the early days. You've got to be so efficient. And then once you start bringing in the money, then you can start moving up your rates and obviously pay people market rate. But early on, you've got to find ways to be really, really, really efficient and really lean. And you can't pay people market rate in the early days. I mean, people kind of expect that going into early stage companies, but I was particularly aggressive on that front. But that was just because I suppose it was in my DNA that like, I will try and give you other reasons to work here, but it's not going to be, it's not going to be for the money.    Nate:  Next, I asked Bob how he got from Yelp to Quid and how he knew it was time to launch his own company.    Bob:  Yeah, like looking back, if I'd made sort of the smart decision from a financial standpoint and from a, you know, career standpoint, I suppose you'd say, I would have just stayed put. if you're in a rocket ship and it's growing and you've got a senior role and you get to, you've got, you've earned the license to work on whatever you want. Like Yelp wanted me to move to Phoenix and create their first remote sales team. They wanted, I was running customer success at the time and I'd set up all those systems. Like there was so much to do. Yelp was only like three or four years old at the time, and it was clearly a rocket ship. And you know, I could have learned a lot more like from Yelp in that, like I could have seen it all the way through to IPO and, setting up remote teams and hiring hundreds of people, thousands of people eventually. So I, but I made the choice to leave relatively early and start my own thing. Just coming back to this idea we talked about in the session earlier today, I I always want to work on the forefront of whatever's going on, like the most important thing happening in our time. And I felt I knew what was next. I could kind of see what was next, which was applying AI to analyze the world's text, which was clear to me by about 2008, like that was going to be as big as the internet. That's kind of how I felt about it. And I told people that, and I put that in articles, and I put it in talks that are online that you can go watch. You know, there's one on my website from 10 years ago where I'd already been in the space for five or six years. You can go watch it and see what I was saying in 2015. So fortunately, I documented this because it sounds a bit, you know, unbelievable given what's just happened with large language models and open AI. But it was clear to me where things were going around 2008. And I just wanted to work on what was next, basically. I wanted to apply neural networks and natural language processing to massive text sets like all the world's media, all the world's social media. And yeah, I suppose whenever I've seen what's going to happen next, like with social network, going to Yelp, like seeing what was going to happen with social networking, going to building Yelp, and then seeing this observation about AI and going and doing Quid, it's not, it doesn't feel like a choice to me. It's felt like, well, just what I have to do. And regardless of whether that's going to be more work, harder work, less money, et cetera, it's just how I'm wired, I guess. And I'm kind of, I see it now. Like I see what's next now. And I'll probably just keep doing this. But I was really too early or very, very early, as you can probably see, to be trying to do that at like 2008, 2009, seven or eight years before OpenAI was founded, I was just banging my head against the wall for nearly a decade with no one that would listen. So even the best companies in the world and the biggest investors in the world, again, I won't name them, But it was so hard to raise money. It was so hard to get anyone to watch it that, after a time, I actually started to think I was wrong. Like after doing it for like 10 years and it hadn't taken off, I just started to think like, I was so wrong. I spent a year or two before ChatGPT took off. I'd got to a point where I'd spent like a year or two just thinking, how could my instinct be so wrong about what was going to play out here? How could we not have unlocked the world's written information at this point? And I started to think maybe it'll never happen, you know, and like I was simply wrong, which of course you could be wrong on these things. And then, you know, ChatGPT and OpenAI like totally blew up, and it's been bigger than even I imagined. And I couldn't have told you exactly which technical breakthrough was going to result in it. Like no one knew that large language models were going to be the unlock. But I played with everything available to try and unlock that value. And as soon as large language models became promising in 2016, we were on it, like literally the month that the Google BERT paper came out, because we were like knocking on that door for many years beforehand. And we were one of the teams that were like, trying to unlock that value. That's why many of the early Quid people are very senior at OpenAI and went on to take what they learned from Quid and then apply it in an OpenAI environment, which I'm very proud of. I'm very proud of those people, and it's amazing to see what they've done.    Nate:  That concludes Chapter 2. In Chapter 3, we discuss AI and social media. The first question was about anxiety and AI.    Bob:  Maybe I'll just focus on the anxiety and the issues first of all. A lot's been said on it. I suppose what would be my headlines? I think that one big area of concern is how it changes the job market. And I think the practical thing on that is if you can learn to be the bridge, then you're putting yourself in a really valuable position, right? Because if you can bridge this technology into businesses in a way that makes change and improvements, then you are moving yourself to a skill set that's going to continue to be really valuable. So that's just a practical matter. One of the executives I work with in a major US company likes to say will doctors become redundant because of AI? And he says, no, doctors won't be redundant, but doctors that don't use AI will be redundant. And that's kind of where we are, right? It's like, we're still going to need a person, but if you refuse, if you're not using it, you're going to fall behind and like that is going to put you at risk. So I think there is some truth to that little kind of illustrative story. There will be massive numbers of jobs that are no longer necessary. And the history of technology is full of these examples. Coming back to like 5,000 years ago, think of all the times that people invented stuff that made the prior roles redundant, right? In London, before electricity was discovered and harnessed, one of the biggest areas of employment was for the people that walked the streets at night, lighting the candles and gas lights that lit London. That was a huge breakthrough, right? You could put fire in the street, you put gas in the street and you lit London. Without that, you couldn't go out at night in London and like it would have been an absolute nightmare. The city wouldn't be what it is. But that meant there were like thousands of people whose job it was to light those candles and then go round in the morning when the sun came up and blow them out. So when the light bulb was invented, can you imagine the uproar in London where all these jobs were going to be lost, thousands of jobs were going to be lost. by people that no longer are needed to put out these lights. There were riots, right? There was massive social upheaval. The light bulb threatened and wiped out those jobs. How many people in London now work lighting gas lamps and lighting candles to light the streets, right? Nobody. That was unthinkable. How could you possibly take away those jobs? You know, people actually smashed these light bulbs when the first electric light bulbs were put into streets. People just went and smashed them because they're like, we are not going to let this technology take our jobs. And I can give you 20 more examples like that throughout history, right? Like you could probably think of loads yourselves. Even the motor car, you know, so many people were employed to look after horses, right? Think of all the people that were employed in major cities around the world, looking after horses and caring for them and building the carts and everything. And suddenly you don't need horses anymore. Like that wiped out an entire industry. But what did it do? It created the automobile industry, which has been employing massive numbers of people ever since. And the same is true for, you know, like what have light bulbs done for the quality of our lives? You know, we don't look at them now and think that's an evil technology that wiped out loads of jobs. We go, thank goodness we've got light bulbs. So the nature of technology is that it wipes out roles, and it creates roles. And I just don't see AI being any different. Humans have no limit to like, seem to have no limit to the comfort they want to live with and the things that we want in our lives. And those things are still really expensive and we don't, we're nowhere near satisfied. So like, we're going to keep driving forward. We're going to go, oh, now we can do that. Great. I can use AI, I can make movies and I can, you know, I don't know, like there's just loads of stuff that people are going to want to do with AI. Like, I mean, using the internet, how much time do we spend on these damn web forms, just clicking links and buttons and stuff? Is that fun? Do we even want to do that? No. Like we're just wasting hours of our lives every week, like clicking buttons. Like if we have agents, they can do that for us. So we have, I think we're a long way from like an optimal state where work is optional and we can just do the things that humans want to do with their time. And so, but that's the journey that I see us all along, you know. So anyway, that's just my take on AI and employment, both practically, what can you do about it? Be the bridge, embrace it, learn it, jump in. And also just like in a long arc, I'm not saying in the short term, there won't be riots and there won't be lots of people out of work. And I mean, there will be. But when we look back again, like I often think about what time period are we talking about? Right? People often like, well, what will it do to jobs? Next year, like there'll certain categories that will become redundant. But are we thinking about this in a one year period or 100 year period? Like it's worth asking yourself, what timeframe am I talking about? Right? And I always try and come back to the 100 year view at a minimum when talking about technology change. If it's better for humanity in 100 years, then we should probably work on it and make it happen, right? If we didn't do that, we wouldn't have any light bulbs in our house. Still be lighting candles?    Nate:  Next was a question about social media, fragmented attention, and how it drives isolation.    Bob:  Well, it's obviously been very problematic, particularly in the last five or six years. So TikTok gained success in the United States and around the world around five or six years ago with a completely new model for how to put content in front of people. And what powered it? AI. So TikTok is really an AI company. And the first touch point that most of us had with AI was actually through TikTok. It got so good at knowing the network of all possible content and knowing if you watch this, is the next thing we should show you to keep you engaged. And they didn't care if you were friends with someone or not. Your network didn't matter. Think about Facebook. Like for those of you that were using Facebook, maybe say 2010, right? Like 15 years ago. What did social media look like? You had a profile page, you uploaded photos of yourself and photos of your friends, you linked between them. And when you logged into Facebook, you basically just browsing people's profiles and seeing what they got up to at the weekend. That was social media 15 years ago. Now imagine, now think what you do when you're on Instagram and you're swiping, right? Or you go to TikTok and you're swiping. First of all, let's move to videos, which is a lot more compelling, short videos. And most of the content has nothing to do with your friends. So there was a massive evolution in social media that happened five or six years ago, driven by TikTok. And all the other companies had to basically adopt the same approach or they would have fallen too far behind. So it forced Meta to evolve Instagram and Facebook to be more about attention. Like there's always about attention, that's the nature of media. But these like AI powered ways to keep you there, regardless of what they're showing you. And that turned out to be a bit of a nightmare because it unleashed loads of content without any sense of like what's good for the people who are watching it, right? That's not the game they're playing. They're playing attention and then they're not making decisions about what might be good for you or not. So we went through like a real dip, I think, in social media, went through a real dip and we're still kind of in it, right, trying to find ways out of it. So regulation will ultimately be the savior, which it is in any new field of tech. Regulation is necessary to keep tech to have positive impact for the people that it's meant to be serving. And that's taken a long time to successfully put in place for social media, but we are getting there. I mean, Australia just banned social media for everyone under 16. You may have seen that. Happened, I think, earlier this year. France is putting controls around it. The UK is starting to put more controls around it. So, you know, gradually countries are voters are making it a requirement to put regulation around social media use. In terms of just practical things for you all, as you think about your own social media use, I think it's very healthy to think about how long you spend on it and find ways to just make it a little harder to access, right? Like none of us feel good when we spend a lot of time on our screens. None of us feel good when we spend a lot of time on social media. It feels good at the time because it's given us those quick dopamine hits. But then afterwards, we're like, man, I spent an hour, and I just like, I lost an hour down like the Instagram wormhole. And then we don't feel good afterwards. It affects us sleep negatively. And yeah, come to the question that was, posted, can create a sense of isolation or negative feelings of self due to comparison to centrally like models and actors and all these people that are like putting out content, right? Kind of super humans. So I think just finding ways to limit it and asking yourself what's right for you and then just sticking to that. And if that means coming off it for a month or coming off it for a couple of months, then, give that a try. Personally, I don't use it much at all. I'll use it mostly because friends will share like a funny meme or something and you just still want to watch it because it's like it's sent to you by a friend. It's a way of interacting. Like my dad sends me funny stuff from the internet, and I want to watch it because it's a way of connecting with him. But then I set a timer. I like to use this timer. It's like just a little physical device. I know we've all got one on our phones, but I like to have one on my desk. And so if I'm going into something, whether it's like I'm going to do an hour on my inbox, my e-mail inbox, or I'm going to, you know, open up Instagram and just swipe for a bit, I'll just set a timer, you know, and just keep me honest, like, okay, I'm going to give myself 8 minutes. I'm not going to give myself any more time on there. So there's limited it. And then I put all these apps in a folder on the second screen of my phone. So I can't easily access them. I don't even see them because they're on the second screen of my phone in a folder called social. So to access any of the apps, I have to swipe, open the folder, and then open the app. And just moving them to a place where I can't see them has been really helpful. I only put the healthy apps on my front page of my phone.    Nate:  Next was a question about where Bob expects AI to be in 20 years and whether there are new levels to be unlocked.    Bob:  No one knows. Right? Like what happens when you take a large language model from a trillion nodes to like 5 trillion nodes? No one knows. It's, this is where the question comes in around like consciousness, for example. Will it be, will it get to a point where we have to consider this entity conscious? Fiercely debated, not obvious at all. Will it become, it's already smarter than, well, it already knows more than any human on the planet. So in terms of its knowledge access, it knows more. In terms of most capabilities, most, you know, cognitive capabilities, it's already more capable than any single human on the planet. But there are certain aspects of consciousness, well, certain cognitive functions that humans currently are capable of that AI is not currently capable of, but we might expect some of those to be eaten into as these large language models get better. And it might be that these large language models have cognitive capabilities that humans don't have and never could have, right? Like levels of strategic thinking, for example, that we just can't possibly mirror. And that's one of the things that's kind of, you know, a concern to nations and to people is that, you know, we could end up with something on the planet that is a lot smarter than any one of us or even all of us combined. So in general, when something becomes more intelligent, it seeks to dominate everything else. That is a pattern. You can see that throughout all life. Nothing's ever got smarter and not sought to dominate. And so that's concerning, especially because it's trained on everything we've ever said and done. So I don't know why that pattern would be different. So that, you know, that's interesting. And and I think in terms of, so the part of that question, which is whole new areas of capability to be unlocked, really fascinating area to look at is not so much the text now, because everything I've written is already in these models, right? So the only way they can get more information is by the fact that like, loads of social networks are creating more information and so on. It's probably pretty duplicitous at this point. That's why Elon bought Twitter, for example, because he wanted the data in Twitter, and he wants that constant access to that data. But how much smarter can they get when they've already got everything ever written? However, large language models, of course, don't just apply to text. They apply to any information, genetics, photography, film, every form of information can be harnessed by these large language models and are being harnessed. And one area that's super interesting is robotics. So the robot is going to be as nimble and as capable as the training data that goes into it. And there isn't much robotic training data yet. But companies are now collecting robotic training data. So in the coming years, robots are going to get way more capable, thanks to large language models, but only as this data gets collected. So in other words, like language is kind of reaching its limits in terms of new capabilities, but think of all the other sensor types that could feed into large language models and you can start to see all kinds of future capabilities, which is why everyone suddenly got so interested in personal transportation vehicles and personal robotics, which is why like Tesla share price is up for example, right? Because Elon's committed now to kind of moving more into robotics with Tesla as a company. And there are going to be loads of amazing robotics companies that come out over the next like 10 or 20 years.    Nate:  And that brings us to the end of this episode with Bob Goodson. Like I mentioned in the intro, there were so many great nuggets from Bob. Such great insight on managing our careers, building companies, and the evolving impact of AI and social media. In summary, try to be at the intersection of new power and real problems. Seek to inspire rather than just transact, and be thoughtful about how to use social media and AI. All simple ideas, please, take them seriously.   

Tim Martinez, Value Creation, Strategic, and Exit & Succession Planning Advisor—also known as “The Inside Man”—is on a mission to empower entrepreneurs and make the world a better place with his philosophy of “No entrepreneur left behind.”  In this episode, Tim shares how he evolved from starting small businesses as a teenager to advising founders on high-stakes growth and exit decisions. We explore Tim's 3 Exits Framework, which breaks exit planning into three critical phases: Mental Exit (separating identity from the business), Role Exit (building leadership and succession so the business can run without the owner), and Technical Exit (valuation, deal structure, and the formal sale process). Tim also explains why AI is accelerating business disruption, why minimalism is a competitive advantage, and what keeps so many businesses stuck at the $3M revenue ceiling. — 3 Ways to Exit Your Business with Tim Martinez Good day, dear listeners. Steve Preda here, the Founder of the Summit OS Group. And I have as my guest today Tim Martinez, who is a Value Creation, Strategic, and Exit & Succession Planning Advisor, also known as “The Inside Man.” Tim also has a successful Substack with lots of followers, which has a similar title, Inside Man. He's also built his own ChatGPT API, so he's running with the times. Tim, welcome to the show.  Thanks, Steve. Great to be here.  Finally, we have someone who is ahead of the curve on AI and the technological evolution that's part of this new industry revolution. So let’s start with my favorite question. What is your personal ‘Why’ and how are you manifesting it in your practice and in your business?  Yeah. My personal ‘Why’ is to make the world a better place and to empower entrepreneurs. “No entrepreneur left behind” has kind of been my motto. Since I was a kid—I started businesses very young, like 15 or 16—people would ask me, “How are you doing this?” And I would help however I could. And it was just always felt really good to help my fellow entrepreneurs, whether I was helping them in a small way or a big way. And there's nothing better than seeing some of the advice you're able to give someone actually get implemented.Share on X Then you see them go, “Wow, oh my gosh, this is great.” And again, sometimes it’s small, sometimes it’s big. But I believe entrepreneurs rule the world, and I do my part every day—whether it's writing my Substack, jumping on podcasts, or writing books. I'm always here just to share what I've learned, because I think that’s what makes the world go round.  Well, you have a boundless energy, because you are writing books, you are writing your blog, you are doing these podcasts. Then you also have to gather the information, right? You have to work with clients—otherwise there's no raw material. That is very impressive. So what took you to this point? How did you evolve? I mean, you started at 15, but surely you were not coaching or consulting people at 15.  Yeah, so I probably spent about 10 years just starting small businesses. I had the lemonade stand, then a coffee business and a silk-screen business. I had a DJ business, a retail store, a marketing and advertising agency, a small one, but I was able to sell it. And I got lucky and sold a couple of these small businesses. I built websites, built apps—I mean, anything you can do to make a buck. I was just kind of hustling and figuring it out on my own. And at a certain point in time, maybe like 10 years later, someone asked me to help them write their business plan. It was the first time I thought, “Huh, someone wants to pay me to help them write a business plan. That sounds interesting.” Okay. And I had written all of my own business plans for 10 years. I used to go to SCORE—the Senior Corps of Retired Executives, a division of the SBA—and they would consult for free. They still do, by the way. And I always said my long-term goal was to be an old advisor at SCORE, because they helped me so much when I was a kid.Share on X So I charged money for my first business plan. That person was able to raise money from their uncle. Then they said, “Well, hey, we got this money. What do we do now?” So I said, “Well, I think I can charge you. I think this is called consulting. Maybe I'll just charge you to help execute your business plan.” It was a small business, and I went to Barnes & Noble and bought a book that was like this big—How to Start a Consulting Business. I just sat there and highlighted the whole thing. It had CD-ROM forms in the back. I knew nothing about consulting. And probably for the next handful of years, I just focused on writing business plans and helping people. That's kind of what got me into consulting and working with bigger businesses. It really started with business plans and small businesses.Share on X  Yeah. I mean, business plans are great because you are envisioning the future of the business, crunching the numbers—what's going to happen with your top line, bottom line, costs, overhead, margins—and essentially it helps you visualize the skeleton of the business. Then you can put the meat on the bone, kind of thing.  Yeah. And I had worked on hundreds of business plans, and  pitch decks, financial models, and market research. That documentation aspect of a business, I had spent a good, let's say, 10 years working very heavily with clients as an analyst in consulting firms. And that’s really what got me into the game and got me into bigger and bigger businesses, because I got very good at doing that with no formal training—and we didn't really have what the internet is today. I remember going to the downtown library in Los Angeles, finding articles, and taking scanned copies of them. That’s how we did our market research. And business plans used to be like a dictionary. The SBA would require business plans to meet all these requirements, so we ended up with huge business plans. Now people want a one-pager, maybe a 10-slide deck, and call it a day. Where I got my chops was from understanding every imaginable nuance of every business in all verticals. I worked around the world with businesses, and I guess I was in the right place at the right time for it.Share on X  Yeah, that’s very humble. So one of the things that you do is you help people prepare for exit, and you came up with this framework called The 3 Exits Framework. I thought it was fascinating to think about exits from different perspectives and to have different mental models for them. How did you come up with this, and can you explain to the audience what it looks like, how it works, and how it helps entrepreneurs? Yeah. And it’s important to note that I started my career starting businesses, helping people get the start. And as I got older, the businesses I worked with were also getting older. And as I got a little more gray hair and a few more wrinkles, people would take me more seriously at the later stages of the business, when they maybe wouldn’t take me so seriously when I was in my early twenties. So my business had evolved from starting to growing and then eventually to exiting, and that’s where most of my clients are now. What I’ve discovered is most people enter the exit planning conversation at the very end, asking, “What is my business worth? Who wants to buy it?” Needing a business valuation is the most common first question: “Whoa, what's it worth?” But after working with a handful of companies through this whole exit process, you start to realize that there’s far more than just the numbers. The 3 Exits Framework says there are three exits that need to occur before you're out and on your yacht, sailing into the sunset.Share on X The first exit is the mental exit, which we can talk about at length. It's your role—your identity in the business. Who am I if I'm not the CEO? What am I going to do with my time if I'm not running this business? Who am I if people can't come to me with their every burning question? It’s this piece, it’s so important. And a lot of people don’t want to give up control. They don’t even know they’re control freaks, which I'll call them for lack of a better term. But they don’t even know that they are that. You have to help them through that.  The second exit is really your role exit, because eventually someone needs to run this business in your absence. The whole tenant of selling a business is that you're not going to be in it. You might have earnouts or some transitional involvement, but eventually, you will not run this business. So you have to replicate yourself. Most people say, “I've tried, but it hasn't worked.” Well, you know what? Now’s the time for this to work. It's time to build SOPs, standards of excellence, and get someone who could be better than you ever were in that seat. So that role exit is a big part, and that would be true succession. The other part of that is it’s not just the CEO or the owner. A lot of times it’s them and they’re number one, or they’re number two, or number three, because in many cases those people also have equity and ownership in the companies in some cases. So we need to get succession in line for multiple roles.  And then the third exit is your technical exit. It’s the one piece everyone feels like they start with that is your valuation, getting your documentation together, running a formal auction process, making sure that you’re looking at multiple buyers, whether strategic or financial. And just running a very thorough, formal process that’s going to get you the highest valuation possible. And structuring a deal that there’s going to be a little bit of give and take. Most deals die because of misaligned expectations. And they’re usually misaligned expectations on that final exit. So when you put those three things together and someone says, I want to sell my business, or we're thinking about exiting in the next couple years, I just start first with the identity part.Share on X Yeah. And people underestimate the significance of that. It can sound touchy-feely and like an afterthought in most cases. And people think that just by earning a sack of money, their life will be solved and all problems will disappear. But actually, problems exist at all levels. Elon Musk probably has more problems than most listeners here.  Sure.  So, it's not going to solve your problems, and identity is huge. I talk to people—I was also an M&A advisor for over 10 years, sold many businesses, visited former clients, and went out on their boats on the lake. Often, that was the one time they actually used the boat, because they didn't really need it. They thought they did, but they didn't. Next time, the engine wouldn't start, or the boat was full of water. Or they'd go out on the golf course, meet new people, and ask, “Who are they?” It turned out they were just retired rich people—not interesting entrepreneurs or CEO. That's a huge change. And with the Great Wealth Transfer and the aging Baby Boomer population, there's a statistic that says 50% of business owners are forced into an exit—meaning there’s some life event that occurs that says you now need to sell your business and get out. And you and I both know that if you’re forced to an exit, you’re going to be taking a major discount. But those forces can happen when you have a heart attack, or someone in your family has a health issue, or your grandkids and everybody moves multiple states and you want to go with them. All these things happen. So our recommendation is just start having the conversation now.  Yeah. And so I think it's a little bit like saving for retirement. A lot of people keep putting it off, and eventually there's no time left to do it, and then they’re in trouble. So how do you even raise awareness with people about this? How do you work with them to prepare this? Can you actually raise awareness and make them feel this is a real issue? How do you raise awareness?  Well, I have my blog, and that’s probably where I do most of my conversations. I wrote about the 3 Exits Framework. Any chance I get to speak, I always use it to raise awareness around the subject. In my consulting practice, I work with a handful of consulting firms and investment banks. Anytime I get pulled into a conversation about exit planning, I usually just pause for a second and just talk about their life goals.Share on X Like, what do you really want this exit to do for you? Because there are so many things you can do and a million ways to do it. So, what do you really want this exit to mean for you? Also, remember, Uncle Sam is going to take his cut—so not everyone gets the biggest check possible. Usually, what we hear is people say, “I'm just so exhausted. I don't have anything left in me for this thing, and anything I can get for it, I'd be happy to take, as long as it means I don't have to put out every single fire.” And this usually happens because they didn't build good systems to remove themselves from the business.  Otherwise, they would've been the chairman, and just meeting with their CEO, who's running the business. That’s usually not the case with these owner-operator businesses. And that doesn't mean they're small, by the way. I mean, they could be running a $50 million business and still the choke point where everything has to run through them and they’re just exhausted and burnt out.  Do you think that this AI revolution is going to change things? Is it going to make more people exit-ready because it's easier to create systems?  Perhaps. Yeah, I think it's helping the service provider world be more efficient. In my world as a management consultant, I'm 10 times more efficient. I’m sure you’re 10 times more efficient with tools like the one we’re using here, and it just helps us speed things up. I've noticed people use it as a thought partner, as a psychiatrist, even as a best friend. I've seen people go into deep dialogue like, “Should I sell my business? Give me five factors.” The ones who are aware of this are using it fully. The people who aren't are a little behind the times. And then from an operational standpoint, yeah, I mean with the bots and all the many things you could put in your business to make you more efficient, but that doesn’t apply to everybody. I would say there’s going to be a 10 to 20% group of people that are already on it, making it work for them, and then there are the laggards who will probably never touch it.  Or is it that—okay, maybe we can be more efficient with AI, but we'll have the appetite to do more, and there will be more complexity? Some things we'll simplify, but we'll create other complexities that replace the previous ones. What do you think about it?  Yes. So businesses typically have cycles. There's usually a five- to seven-year cycle where a business hits its peak, and then it starts to trend down. And they usually have some level of innovation that has to reoccur for it to hit another up cycle, and then there will be a down cycle and so on and so forth. So it's always like an up slope after an up slope. When you've been in business for 30 or 40 years, you've gone through multiple rounds of these cycles—three or four rounds of those cycles. What I’m hearing right now is business owners that are, let’s say, at retirement age, they’re saying, “I don't know if I have what it takes to go through this AI cycle. Maybe I had what it took to make it through the eighties, nineties, and two thousands, but now we're in 2026. I’m not sure I’m equipped, or my team who’s also very senior, they don’t feel like they have what it takes to get through that next cycle without hiring young talent. But even then, they don’t really understand what they’re talking about. So there’s this gap. And again, I’m hearing it more and more of people saying, I think now’s the time to get out and let some other company that has gas in the tank, vision, and capacity to come in and do that thing.  Yeah, that's interesting. Do you think a multiple-AI–enabled company versus a post-AI company is going to be markedly different?  Maybe. Because it all comes down to revenue—it comes down to the revenue story. I'll give you a perfect example. You have a very profitable company, but they're using an old CRM. A new company comes in and says, “Hey, you're already profitable. If we buy you and put in a new CRM, maybe we could be even more profitable.” That’s cool. So we don’t really need you to put in all the tech. We’ll come in and do all that, and then we’ll get the upside on that. Just as long as you’re profitable, as long as you’re profitable, yet you don’t have major client concentration, your business has all the components. A new company with new vision could come in. That would largely be a strategic buyer. The PE buyer, the financial buyer, most likely is going to want to inject capital into your business so you can go and reinvest, and build new tech, or become a platform, whatever you’re going to be. But that would be a different arrangement. So it's basically a numbers issue. It doesn't matter your technological evolution. And maybe it’s even worse if you've already implemented AI and that only allows you to make five million dollars—there's less upside for the buyer.  Yeah. The bigger concern is: Is your industry at risk because of AI? Is your particular business at risk? And that's why I think people need to adopt it—so they can say, “No, we're not at risk. We've adopted it, we're applying it in whatever fashion we're doing it, and we're going to see the results.” We've already seen a major downswing in a handful of industries because of AI. I mean, advertising agencies are getting hit really hard. People used to be able to charge for writing press releases, to write blogs, to write social, to do video editing on social media. A lot of that's gone, so the bottom tier of those agencies is just gone—there's no need for them anymore.  Do you see people proactively working on making themselves AI-resilient? Everyone knows that they need to do it. Nobody is unaware that today, it’s like websites. There was a time when everyone knew they needed a website. They just didn’t really know how they were going to build it or who was going to build it. They knew it was going to be expensive. It’s kind of where we’re at right now. Everybody knows they need AI. They’re just not exactly sure how they need AI, what it can actually, literally do for them.I think for some people, that big dream that it was going to do everything quickly got taken off the tableShare on X and they say, okay, we could do this much, but even this much is make me very effective.  But it’s just not going to do everything. Like, I still need an accountant. I still need an account manager. I still need someone to do these things, but maybe I don’t need as many people as I once did. So we’re seeing kind of some leveling off there. But I would say largely most people don’t know what AI can do for them, and they’re not really prepared to make those investments. We have a client right now that just made a half million dollar investment into an RFP tool that’s going to help them move faster than their competitors, submit more on RFPs, build everything out in a very complicated way, but they’re making a half million dollar investment. How many companies out there are saying, let’s go, give me the invoice. I’m ready to roll. There’s still a lot of pause there.  What you're describing feels more like a defensive play—okay, we know AI is coming, so we have to implement some AI tools. But I’m thinking more about the big picture. Is my industry going to be disrupted by AI? And how do I pivot my business before I lose momentum, so I become like Netflix—going from a video rental company to a streaming company? Yep.  Do you see companies rethinking their business model?  I think from what I’ve seen, people are rethinking everything—top to bottom. Because you have to start with labor. That’s usually where people start. “AI can do all these things—do I need less talent on the deck?” And if I do, then what can AI do so I don’t have such heavy overhead? Because overhead is also liability, and it has this employment risk behind it. So if you can go from a thousand staff to 800 or 750, great, let’s do it—why wouldn't you do it? Most people are saying, “Let's figure that part out first.” The next thing is the industry disruption, which is what’s our competitors doing to service clients better, manufacture faster, or do things cheaper, so then we’re not left in the dust. So from a production standpoint, we need to figure this out quickly. What I'd say—what I do—is, as an analyst, as a consultant and advisor coming in, that's why I built my AI. I built my AI to fire myself. I basically said, “What I used to do as a management consultant is now irrelevant, because AI is better than me.” So let me just build the digital me and not worry about that side of my business anymore. So I just don’t worry about that anymore. I don’t even really take on assignments that I used to, because AI can do it better and faster. Now, if you want to hire me and allow me to use my AI tool to handle the technical work, I'm more than happy to do that. But I'll tell you firsthand—save your money.  So you're giving it away, or are you selling it?  Yeah, it's free. It's free. It's on ChatGPT. What people can’t do is sit down and have an honest, sincere conversation and ask them the hard questions and challenge them. That's where AI still lacks the human component. I can take a client and say, “Hey, let's hang out. Let's get lunch. Let's go play golf. Let's bring in your kids. Let's talk to your kids. Let's talk about the family dynamic.” Let’s just have a sincere conversation. Let me hold space and create a forum where I can hear people. And that human component is the only thing that I’m worried, like I’m working on now. I'm out of the technical side, because that part of my job is gone.  So fascinating. So does it mean you have to be more of a social animal?  I think so. If you're not going to be a social animal and you're just going to sit at your desk, you should probably be building software using tools like Replit, n8n, or any of these different software tools and just go all in.Share on X But the way we used to do it—you probably see this on LinkedIn, with all the bots on LinkedIn, it’s not what it used to be. It used to be a place where you had a handful of connections and actually met people. Now it’s just so overrun with the bots. It’s like I don’t even want to accept connections anymore. I'd much rather have a conversation like this. To me, this is the future.  Yeah. But maybe we connected originally through LinkedIn. I don’t know where, how we connected, but we may have have connected through a bot—actually.  It’s possible.  Yeah.  It’s possible. But I'll tell you, I connect with maybe one or two percent of people now. Previously, because I didn't get so many inbound inquiries, I would connect with more, because I felt like there was a sincere person on the other end. Now, I really don't know. I've become very skeptical.  Yeah, I'm with you. Let's switch gears, because our time is running out. And there are a couple of things that in our pre-interview you talked about, and one was minimalism. Yeah.  What is minimalism? How do you do it? And what’s a low-hanging way to start to become a minimalist?  It's kind of like that first-principles idea of what really matters. It’s essentialism. It’s kind of getting down to the one thing, that was my recent blog, if there was only one thing you could do this year, but it would make all the difference, what would it be? And anything that gets in the way of that one thing is just noise. For me, minimalism is really about reduction, and kind of getting rid, and being aware and cognizant of things that really shouldn't be on your desk, on your to-do list.Share on X And using AI tools and assistance to get rid of everything that’s low-level activity. If you think of a pyramid, at the very top is where the most value that you can add would be. But yet we spend all of our time, if this is a time pyramid, most of our time is spent at the bottom, the wide part that pretty much anyone can do. So we kind of got to invert the pyramid. To get there, you have to reduce and extract. To protect your time, you have to treat it as very precious and focus only on the most important thing at all times. It is a very hard thing for all professionals to do, and it’s always been a hard thing, but I just take it upon myself and say, okay, well, as a minimalist, I mean, if you were to come to my house and see how sparse my furniture is on purpose. How sparse my closet is on purpose. I’m trying to get rid of options. It's like Steve Jobs and the black turtleneck—if I have one less thing, because I can only make so many choices and decisions in a given day, let me spend my time on the things that are the most important and most impactful.Share on X And that’s not always, because it’s going to put millions of dollars in my bank account. Sometimes it’s just helps me sleep better at night. So I don’t need 50 clients. If I’m going to have 50 headaches. What if I just have five clients? And every one of those was one that I felt very good about, and that would allowed me to charge more. It allowed me to go deeper with them. It's that concept—then you're free to see where your scalable opportunities are. It's the story I told you about a monk who was carving away at this beautiful elephant. Someone walks up and asks, “How did you learn to do this, carving away this elephant in the stone? And he says, Oh, I just chip away everything that's not the elephant. So for me, I have to have a very clear picture of what the elephant is. I have to see the picture in my brain first—like what my life is, what I’m trying to build, how good of a dad I’m trying to be, how good of a husband I’m trying to be, how good of a business partner or a service provider, an advisor. This is my life’s work as a masterpiece, so let me just get rid of anything that doesn’t belong as part of that picture. So that, to me, is kind of how I would explain it. And my approach toward it is I just get rid of everything. It’s not about accumulation. I don't really need more information, because AI already has all the information. Anything I'm going to absorb, I have to be very intentional about—why am I reading it? I see all the books on your shelf. I could show you my bookshelf—tons of books, right? I feel like I've read them all. Am I going to learn anything new? I could also just go back to the books I've already read. I try to highlight them and stuff, but it's like, what more do I need at this point?  Yeah. So I’m wondering about this idea of a lifestyle business versus a growth business. Because what I see is that people who are building a lifestyle business, it’s easier for them to be a minimalist. Because you just do this most valuable thing. You don’t have to build the business. You don’t have to worry about necessarily all the other people, systems, and processes, or making sure of quality control. You just do your high-value work, and at the end of the day, you can put things down and relax. Whereas a growth business, it's different.  I would say with the clients that I have—some have thousands of employees, some have hundreds—I still encourage them to reduce and subtract. Even though they're in high-growth, highly scalable businesses, sometimes the conversation is: How many direct reports do you have, and why do you have that many direct reports? How are you delegating? How are you giving authority? How are you limiting all the inputs? Because a lot of it is noise in your given day. So how do I make your day a little more silent so you can have a little more peace to make better decisions while you run this highly scalable business? Just because you're scaling doesn't mean it needs to be pure chaos. That's what people think—they think, “Oh, if I scale, that means chaos.” I'm anti-chaos.  Okay. But let me ask you this: Two of the most successful entrepreneurs of our time are Elon Musk and Jensen Huang. Elon Musk runs six companies, so he's got a lot of direct reports and goes deep in each of them. And then Jensen Huang has, I don't know, 20, 30, or 40 direct reports—he basically has a million direct reports as well. And that actually allows them to be closer to decisions and make sure things don't go off the rails and their vision gets manifested. So that's what I'm kind of wondering—whether minimalism means you're going to, maybe the flip side is you have to accept less growth, or maybe not.  So I’ve met with a lot of entrepreneurs in my life. Not one of them has been Elon Musk. So I would say we’re looking at the median of entrepreneurs, the average entrepreneur. Those are the people I deal with. I’m not dealing with Elon Musk. I would love to, but I don’t have those types. I have the family-owned business who took it over from their dad and they’ve been running it for 50 years, and he has 250 employees, and he’s got pure chaos, and I’m getting the call to go in and try to sort him out. These are not always the highly sophisticated Steve Jobs types of the world. If you really take a look under the hood with Elon—I read his book and listened to the audiobook with my kids, so I'm very familiar with his story, because I've heard it twice now—what they don't really mention is all the heroes underneath Elon. He wouldn't be who he is without all the many heroes, all the systems, and the Six Sigma and other processes and procedures. That's not to say he doesn't take a deep analytical look at everything, but who are those heroes and what are the processes? I'm far more interested in hearing about his VP of Operations than about Elon. Because what has his VP of Operations worked out? What systems have they implemented that allow him to scale and build a Tesla? Or his COO, like, what do they have going on? Elon's a face. Elon's a madman. He creates all this momentum and chaos, and then he has teams of people behind him who make sense and order out of that chaos. That's why you have what you have with Tesla. If he were just Elon Chaos, without that, I don't believe he would be where he is. But he had people that wanted to get in line. He had a lot of people that wanted to get in line. They believed in his vision. He had huge visions, and it's very inspiring to get behind those visions. Then they say, “Okay, give me the ball. We'll create the infrastructure that allows this thing to take off.” So I'm far more interested in the infrastructure that allows for that scale.  I agree. I'm just thinking whether there is this kind of dichotomy. Because I see that many entrepreneurs—when I was an investment banker—until they sold their business, they were not able to have that simple lifestyle they perhaps desired, because they were building, they were reinvesting. And it wasn't just reinvesting their cash—they were reinvesting their time. So every time they simplified, that was the opportunity cost of not using that time to improve their business. So they plowed it back in, plowed it back in.  Well, it's kind of like the E-Myth is a bit skewed. It's almost like the E-Myth is a myth. E-Myth is a dream—a dream that you can work on your business, step out completely, and everything about it runs itself. It doesn't really work that way. If you're going to be a successful entrepreneur, you're going to have late nights, long weekends, and you're going to feel like every major problem is your own because you're taking all the legal risks. I'm not telling people not to scale. I'm not telling them not to have chaos. What I'm trying to help them do is get clear on what they consider to be important.  And not get killed in the process, and not get divorced.  Statistically, that can happen—the more successful someone gets.  Yeah, it does. Because our time becomes much more valuable, and at some point, it's really hard to say no to the million-dollar hour—to spend that hour watching Netflix with your spouse, right? Exactly. Just feels harder to do.  Exactly.  Yeah.  That was good.  Alright, well, I enjoyed this tremendously. So one more question, one more question that I have to ask you. You talk about this $3 million rule—what do you mean by that? That’s a really interesting concept.  Yeah. So most small businesses get stuck around $3 million, statistically. The question is, why? Why do they get stuck there? A large majority gets stuck and it’s because they create a lifestyle for themself around $3 million. They’re taking enough off the table that they would never be able to find a job that would be able to replace that type of income. So they've made their small business their sole business, their job, and they say, “This is good enough for me,” because let's say half a million dollars, more or less, is going into their bank. They're filling up their 401(k), sending their kids to private school, giving themselves big bonuses. If they're profitable, they don't really see the need to take more risks or double down to go past that wall. I've seen many businesses kind of stay there. They’ll go fluctuate up and down through the years, but more or less they’ll hit that wall. They could stay there for 20 years and never make any progress. It’s not until they put on new thinking and say, we’re going to grow through acquisitions, we’re going to target a different market, new products, we’re going to innovate in some way. But that takes extra gas in the tank. Sometimes, a lot of entrepreneurs, once they hit that first level of success, say, “This is good enough for me,” because it usually takes them about five to seven years to get to that first major breathing point.  They're not hungry enough anymore.  Exactly.  Does someone has to be a little crazy to still want to eat more, even though they're already full?  Yeah. Some people are just wired that way. Some people just more and more, and that's no slight against them. They're never satisfied. They always want more—another dollar, another nickel. If they saw a nickel on the floor, they would stop and pick it up. They want every piece of everything. And those people usually are the ones that go and go and go and go. They’re usually the ones that just keep going because it’s an insatiable appetite. I'm not talking about people who get—well, I don't want to call it lucky—but sometimes things do fall out of the sky. Sometimes a big client falls out of the sky, or an opportunity opens up, and people are smart enough to buy their competitor when the competitor approaches them. Or sometimes they make these little moves, and that gives them a leap. I’m not talking about those people. Those are outliers to me. I’m talking about your average entrepreneur that built a $3 million business on his own with no major clients falling, just hard work, blood, sweat in tears. The average Joe typically gets stuck around that $3 million.  Yeah, that’s interesting. Fascinating. Alright, well, if you don't want to be stuck around $3 million, or if you want to get to the next level, then reach out to Tim and check out what he’s doing. So where can our listeners find you? Where can our listeners find you if they want to learn with you, learn about you, read your Substack, read your books? Where should they go?  Just go to Google or AI and type in Tim “The Inside Man” Martinez. The Inside Man is an acronym for Tim. You'll find my LinkedIn—happy to connect with you, just tell me you heard me on Steve's podcast. You can also check out my blog: it's Tim “The Inside Man” on Substack, or go to www.theinsideman.biz, my website. I'd love to connect with anyone. Well, do check out Tim's Substack—it's awesome. You're going to get more of what you heard on this podcast. And if you enjoy listening, make sure you follow us. Subscribe on YouTube, LinkedIn, Apple Podcasts, or wherever else you get your podcasts, because every week I'm inviting—and luckily more and more people want to come on the show—to have a conversation. So thank you, Tim, for coming, and thank you for listening. Important Links: Tim's LinkedIn Tim's website

Neo Langston didn't want to show up. So seven officers in Montana made sure he did. The close friend of D4VD was arrested on a warrant from LAPD Robbery-Homicide for failing to appear as a grand jury witness in the investigation into the death of fourteen-year-old Celeste Rivas Hernandez. He testified for about thirty to forty minutes.Meanwhile, D4VD's label head Robert Morgenroth spent multiple days before the grand jury, reportedly grilled on why he never contacted police after the body was discovered. Outside forensic experts have been brought in. The Medical Examiner's chief has publicly pushed back against a security hold on the autopsy. The Tesla that held Celeste's remains was processed for only forty-eight hours. No charges have been filed.Retired FBI Special Agent Jennifer Coffindaffer explains what these aggressive prosecutorial moves mean, what short compelled testimony reveals about the state of the evidence, and whether this extended grand jury process signals an airtight case or a case with problems.This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.#D4VD #D4VDCase #CelesteRivasHernandez #GrandJury #NeoLangston #LAPD #JenniferCoffindaffer #HiddenKillers #TrueCrime #TrueCrimePodcastJoin Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspodInstagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/TrueCrimePodListen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.

Dhruv and Ravi are back to talk about the rise of agentic AI — their experience with Claude Code and Cursor, what agents actually are, and why they think a tsunami is coming for software engineers and knowledge workers. The Tsunami Warning The feeling since late 2025 — prapancham roju roju ki maripotundi The COVID masks analogy — we are those people now Why the folks back home aren't feeling it yet Timeline — How We Got Here GPT-2 (2020) → ChatGPT (2022) → Cursor (2023) → Claude Code & Opus 4.5 (2025) The Evolution of AI Coding Chat interface — copy-paste snippets from ChatGPT Assisted coding — Cursor tab-complete, you drive, model navigates Agentic coding — the agent drives, you're the passenger Cursor vs Claude Code — why Claude Code wins The Autopilot vs FSD analogy WTF is a Model? Giant N-dimensional matrices with weights Text in, everything out Bigger model, better responses WTF is an Agent? Model = brain, Agent = human Agent uses the model to operate tools — like a robot with a task Inference and Context Engineering Sessions, prompting, context windows SWE = Context Engineering + Verification Engineering Memory, Skills, and the Matrix Kung-Fu analogy Agent Harnesses Claude Code, Cursor, Agent SDKs Programming in English It's fun, addictive, and an art Communication skills over coding skills Good taste, strong architecture, trash your prior beliefs My Thesis — And How It Was Wrong Thought it'd hit "IT workers" first, not Big Tech But the tsunami hits the coast first — US and Big Tech have closed loops Tesla car Dharavi slums lo nadavadhu — we paved 6-lane roads for AI Knowledge Work, Manufacturing and Farming Any work where you can "close the loop" is at risk Manufacturing with QC — robots were always there, programming them was hard Farming — mostly done What is Still Scarce? Ideas, customer acquisition, creative content, land Creating software is no longer scarce Ippudu Em Cheyyamantaru Saar? We don't need SWEs, we need builders Product sense, distributed systems, build-sell-ship quickly The existential dread — we don't have 10 years, or 5, or even 2 Collective mental health crisis and economic reshaping ahead The fire storm is coming

Tesla has introduced a new variant of the Model Y in the US, but sadly it's not the Model Y L. At least not yet. Plus: Apple CarPlay is reportedly still on the way for Teslas, Consumer Reports gives the Model Y a major accolade, and more! If you enjoy the podcast and would like to support my efforts, please check out my Patreon at https://www.patreon.com/teslapodcast and consider a monthly or (10% discounted!) annual pledge. Every little bit helps, and you can support for just $5 per month. And there are stacking bonuses in it for you at each pledge level, like early access to each episode at the $5 tier and the weekly Lightning Round bonus mini-episode (AND the early access!) at the $10 tier! And NO ADS at every Patreon tier! Also, don't forget to leave a message on the Ride the Lightning hotline anytime with a question, comment, or discussion topic for next week's show! The toll-free number to call is 1-888-989-8752. INTERESTED IN A FLEXIBLE EXTENDED WARRANTY FOR YOUR TESLA? Be a part of the future of transportation with XCare, the first extended warranty designed & built exclusively for EV owners, by EV owners. Use the code Lightning to get $100 off their "One-time Payment" option! Go to www.xcelerateauto.com/xcare to find the extended warranty policy that's right for you and your Tesla. P.S. Get 15% off your first order of awesome aftermarket Tesla accessories at AbstractOcean.com by using the code RTLpodcast at checkout. Grab the SnapPlate front license plate bracket for any Tesla at https://everyamp.com/RTL/ (don't forget the coupon code RTL too!). Enhance your car with cool carbon-fiber upgrades from RPMTesla.com and use the promo code RTLPOD+ for 10% off your next purchase. And make your garage door foolproof with the Infinity Shield – get yours at infinity-shield.com and use the promo code RTL at checkout for a 10% discount.

In this week's FOLLOW UP, Bitcoin is down 15%, miners are unplugging rigs because paying eighty-seven grand to mine a sixty-grand coin finally failed the vibes check, and Grok is still digitally undressing men—suggesting Musk's “safeguards” remain mostly theoretical, which didn't help when X offices got raided in France. Spain wants to ban social media for kids under 16, Egypt is blocking Roblox outright, and governments everywhere are flailing at the algorithmic abyss.IN THE NEWS, Elon Musk is rolling xAI into SpaceX to birth a $1.25 trillion megacorp that wants to power AI from orbit with a million satellites, because space junk apparently wasn't annoying enough. Amazon admits a “high volume” of CSAM showed up in its AI training data and blames third parties, Waymo bags a massive $16 billion to insist robotaxis are working, Pinterest reportedly fires staff who built a layoff-tracking tool, and Sam Altman gets extremely cranky about Claude's Super Bowl ads hitting a little too close to home.For MEDIA CANDY, we've got Shrinking, the Grammys, Star Trek: Starfleet Academy's questionable holographic future, Neil Young gifting his catalog to Greenland while snubbing Amazon, plus Is It Cake? Valentines and The Rip.In APPS & DOODADS, we test Sennheiser earbuds, mess with Topaz Video, skip a deeply cursed Python script that checks LinkedIn for Epstein connections, and note that autonomous cars and drones will happily obey prompt injection via road signs—defeated by a Sharpie.IN THE LIBRARY, there's The Regicide Report, a brutal study finding early dementia signals in Terry Pratchett's novels, Neil Gaiman denying allegations while announcing a new book, and THE DARK SIDE WITH DAVE, vibing with The Muppet Show as Disney names a new CEO. We round it out with RentAHuman.ai dread relief via paper airplane databases, free Roller Coaster Tycoon, and Sir Ian McKellen on Colbert—still classy in the digital wasteland.Sponsors:DeleteMe - Get 20% off your DeleteMe plan when you go to JoinDeleteMe.com/GOG and use promo code GOG at checkout.SquareSpace - go to squarespace.com/GRUMPY for a free trial. And when you're ready to launch, use code GRUMPY to save 10% off your first purchase of a website or domain.Private Internet Access - Go to GOG.Show/vpn and sign up today. For a limited time only, you can get OUR favorite VPN for as little as $2.03 a month.SetApp - With a single monthly subscription you get 240+ apps for your Mac. Go to SetApp and get started today!!!1Password - Get a great deal on the only password manager recommended by Grumpy Old Geeks! gog.show/1passwordShow notes at https://gog.show/732FOLLOW UPBitcoin drops 15%, briefly breaking below $61,000 as sell-off intensifies, doubts about crypto growBitcoin Is Crashing So Hard That Miners Are Unplugging Their EquipmentGrok, which maybe stopped undressing women without their consent, still undresses menX offices raided in France as UK opens fresh investigation into GrokSpain set to ban social media for children under 16Egypt to block Roblox for all usersIN THE NEWSElon Musk Is Rolling xAI Into SpaceX—Creating the World's Most Valuable Private CompanySpaceX wants to launch a constellation of a million satellites to power AI needsA potential Starlink competitor just got FCC clearance to launch 4,000 satellitesAmazon discovered a 'high volume' of CSAM in its AI training data but isn't saying where it came fromWaymo raises massive $16 billion round at $126 billion valuation, plans expansion to 20+ citiesPinterest Reportedly Fires Employees Who Built a Tool to Track LayoffsSam Altman got exceptionally testy over Claude Super Bowl adsMEDIA CANDYShrinkingStar Trek: Starfleet AcademyThe RipNeil Young gifts Greenland free access to his music and withdraws it from Amazon over TrumpIs it Cake? ValentinesAPPS & DOODADSSennheiser Consumer Audio IE 200 In-Ear Audiophile Headphones - TrueResponse Transducers for Neutral Sound, Impactful Bass, Detachable Braided Cable with Flexible Ear Hooks - BlackSennheiser Consumer Audio CX 80S In-ear Headphones with In-line One-Button Smart Remote – BlackTopaz VideoEpsteinAutonomous cars, drones cheerfully obey prompt injection by road signAT THE LIBRARYThe Regicide Report (Laundry Files Book 14) by Charles StrossScientists Found an Early Signal of Dementia Hidden in Terry Pratchett's NovelsNeil Gaiman Denies the Allegations Against Him (Again) While Announcing a New BookTHE DARK SIDE WITH DAVEDave BittnerThe CyberWireHacking HumansCaveatControl LoopOnly Malware in the BuildingThe Muppet ShowDisney announces Josh D'Amaro will be its new CEO after Iger departsA Database of Paper Airplane Designs: Hours of Fun for Kids & Adults AlikeOnline (free!) version of Roller Coaster tycoon.Speaking of coasters, here's the current world champion.I am hoping this is satire...Sir Ian McKellen on Colbert.CLOSING SHOUT-OUTSCatherine O'Hara: The Grande Dame of Off-Center ComedyStanding with Sam 'Balloon Man' MartinezSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Jordi Visser is a veteran macro investor with 30+ years of market experience and the author of the VisserLabs Substack. In this episode, we break down why bitcoin is selling off, why software multiples are compressing, and how capital is shifting toward scarce, physical assets. We cover data centers, AI, energy, and semiconductors — plus insights on Elon Musk, Tesla, SpaceX, and what it all means for markets.=====================Figure (https://democratizedprime.pxf.io/c/6754631/3755092/37696) – Enter to win $25k USDC with Democratized Prime while earning ~9% APY! They also have the lowest industry interest rates at 8.91% with 12 month terms! Take out a Bitcoin Backed Loan today and buy more Bitcoin. Check out Figure https://democratizedprime.pxf.io/c/6754631/3755092/37696 ! Figure Lending LLC dba Figure. Equal Opportunity Lender. NMLS 1717824. Terms and conditions apply.=====================Award-winning Fountain Life - Energy supercharged. Memory sharper. Life extended. Ready for the best investment you'll ever make? Schedule a life-changing call at FountainLife.com/Pomp. Get $1,000 off the cost of a life-changing membership with Fountain Life when you schedule a call at FountainLife.com/pomp=====================Simple Mining makes Bitcoin mining simple and accessible for everyone. We offer a premium white glove hosting service, helping you maximize the profitability of Bitcoin mining. For more information on Simple Mining or to get started mining Bitcoin, visit https://www.simplemining.io/=====================As markets shift, headlines break, and interest rates swing, one thing stays true — opportunity is everywhere. At Arch Public, we help you do more than just buy and hold. Yes, our dynamic accumulation algorithms are built for long-term investors… but where we really shine? Our arbitrage algos — designed to farm volatility and turbocharge your core positions. The best part of Arch Public's products is they are free! Yes, you heard that right, try Arch Public for free! Take advantage of wild moves in assets like $SOL, $SUI, and $DOGE, and use them to stack more Bitcoin — completely hands-free. Arch Public is already a preferred partner with Coinbase, Kraken, Gemini, and Robinhood, and our team is here to help you build smarter in any market. Visit Arch Public today, at https://www.archpublic.com, your portfolio will thank you.=====================0:00 – Intro0:50 – Why is bitcoin crashing?3:01 – The big crypto utility shift & why software multiples are collapsing10:55 – The rotation: hardware/commodities outperforming software17:14 – How AI agents disrupt legacy enterprise software33:51 – Jordi's “turbulence model” + what it's signaling in markets40:34 – Tesla/Elon: bull case, risks, & the path to $10T50:25 – Should Elon merge Tesla + SpaceX + xAI + X?53:22 – Wrap + what Jordi is publishing next

Breaking developments in the Celeste Rivas Hernandez investigation: Neo Langston, the close friend of singer D4VD who was arrested in Montana for fleeing a subpoena, appeared before a Los Angeles grand jury on February 4, 2026. His testimony lasted approximately 40 minutes—a startling contrast to the three full days D4VD's manager Robert Morgenroth spent being questioned by Deputy DA Beth Silverman.Langston was taken into custody January 22 at his mother's Helena, Montana, home after a Los Angeles judge issued an arrest warrant. He posted $60,000 bail after being transported to LA and booked into the Metropolitan Detention Center. His brief appearance before the grand jury has fueled speculation: Did he invoke the Fifth Amendment? Are prosecutors already confident in their evidence? Is there a sealed cooperation agreement?The grand jury has been convened since November 2025 to examine evidence in the death of 14-year-old Celeste Rivas Hernandez, whose dismembered remains were found September 8, 2025, inside a Tesla registered to D4VD at a Hollywood impound lot. Private investigator Steve Fischer claims he knows who moved the vehicle based on surveillance footage and has revealed that an unopened burn cage incinerator and unused chainsaw were found at D4VD's former rental property.LAPD has publicly named D4VD as a suspect and confirmed a second individual is believed to have been involved "before, during, and after" Celeste's death. Deputy Chief Alan Hamilton has stated "accountability is coming." TMZ reports prosecutors are pushing for murder charges and an indictment is likely.The medical examiner's findings remain sealed. The grand jury continues hearing testimony through February. No arrests have been made. All individuals discussed are presumed innocent until proven guilty in a court of law.#D4VD #CelesteRivas #NeoLangston #TrueCrimeToday #GrandJury #LAPD #BethSilverman #TrueCrime #JusticeForCeleste #CelesteRivasHernandezJoin Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspodInstagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/tonybpodListen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.

Neo Langston finally faced the grand jury investigating Celeste Rivas Hernandez's death on February 4, 2026—but his testimony lasted roughly 40 minutes, a fraction of the three days D4VD's manager Robert Morgenroth spent answering questions. The stark contrast has raised immediate questions about what happened inside that Los Angeles courtroom.Langston, a close friend of singer D4VD, was arrested January 22 in Helena, Montana, after fleeing a subpoena. Police took him into custody at his mother's home, and he was transported to Los Angeles and booked into the Metropolitan Detention Center before posting $60,000 bail. His brief testimony comes after prosecutors fought across state lines to secure his appearance.Deputy District Attorney Beth Silverman, who has aggressively questioned witnesses throughout the proceedings, declined to comment as she entered the courthouse. Langston left without answering reporters' questions. The brevity of his appearance suggests he may have invoked Fifth Amendment protections, prosecutors already had what they needed, or cooperation is happening behind sealed doors.Private investigator Steve Fischer has publicly stated he's "certain" who moved D4VD's Tesla in late July 2025 based on surveillance footage—though he hasn't named the individual. Fischer also discovered an unopened burn cage incinerator and unused chainsaw at D4VD's former Hollywood Hills rental, raising disturbing questions about original disposal plans.LAPD has confirmed D4VD is a suspect and identified a second individual allegedly involved "before, during, and after" Celeste's death. TMZ reports murder charges are likely. The grand jury continues through February. No arrests have been made. All individuals are presumed innocent until proven guilty.#NeoLangston #D4VD #CelesteRivas #GrandJury #BethSilverman #LAPD #TrueCrime #HiddenKillers #JusticeForCeleste #CelesteRivasHernandezJoin Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/@hiddenkillerspodInstagram https://www.instagram.com/hiddenkillerspod/Facebook https://www.facebook.com/hiddenkillerspod/Tik-Tok https://www.tiktok.com/@hiddenkillerspodX Twitter https://x.com/tonybpodListen Ad-Free On Apple Podcasts Here: https://podcasts.apple.com/us/podcast/true-crime-today-premium-plus-ad-free-advance-episode/id1705422872This publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.

This week, the crew sits down and immediately jump into the new Studio video that just dropped which documented all of 2025! After that, they discuss the news that Tesla is discontinuing the Model S and Model X. After that, they try to figure out what OpenClaw is before playing another game that Andrew made up! It's a fun one. Enjoy! Shop the merch: https://shop.mkbhd.com Links: 9to5Google - Qi2 S26 cases Tesla - Production and deliveries AppleInsider - Apple removes Pro app subscription MoltBook Wired - Nintendo Switch virtual boy Verge - Abxylute Switch controllers Music provided by: Epidemic Sound Social: Waveform Threads: https://www.threads.net/@waveformpodcast Waveform Instagram: https://www.instagram.com/waveformpodcast/?hl=en Waveform TikTok: https://www.tiktok.com/@waveformpodcast Hosts: Marques: https://www.threads.net/@mkbhd Andrew: https://www.threads.net/@andrew_manganelli David: https://www.threads.net/@davidimel Adam: https://www.threads.net/@parmesanpapi17 Ellis: https://twitter.com/EllisRovin Mariah: https://www.instagram.com/totallynotabusinessacc Join the Discord: https://discord.gg/mkbhd Intro/Outro music by 20syl: https://bit.ly/2S53xlC Waveform is part of the Vox Media Podcast Network. Learn more about your ad choices. Visit podcastchoices.com/adchoices

He's discontinuing Tesla's signature models, taking SpaceX public, and putting more chips on A.I. and robotics. As Elon Musk prepares for his next phase, will he rein in any of his excesses? And in this week's Plus segment: Elon in Epstein files.Guest: Faiz Siddiqui, technology reporter for the Washington Post's Business Desk, author of “Hubris Maximus: The Shattering of Elon Musk.”Want more What Next TBD? Subscribe to Slate Plus to access ad-free listening to the whole What Next family and all your favorite Slate podcasts. Subscribe today on Apple Podcasts by clicking “Try Free” at the top of our show page. Sign up now at slate.com/whatnextplus to get access wherever you listen.Podcast production by Evan Campbell, and Patrick Fort. Hosted on Acast. See acast.com/privacy for more information.

On this date, a Persian king lost his throne and his eyesight courtesy of his in-laws, a secret alliance changed the course of a revolution, a famous impostor fooled the world for decades, and a princess found out she was queen while sitting in a tree. | IT HAPPENED ON FEBRUARY 6TH | The Morning Weird Darkness #MWDWeirdDarkness® is a registered trademark. Copyright ©2026, Weird Darkness.EPISODE PAGE: https://WeirdDarkness.com/MWD20260226NOTE: Some of this content may have been created with assistance from AI tools, but it has been reviewed, edited, narrated, produced, and approved by Darren Marlar, creator and host of Weird Darkness — who, despite popular conspiracy theories, is NOT an AI voice.#WeirdDarkness, #MorningWD, #DarrenMarlar, #MarlarInTheMorning, #MWD, #ThisDayInHistory, #TodayInHistory, #DarkHistory, #StrangeHistory, #TrueStories, #HorrorPodcast, #TrueCrimePodcast, #MorningPodcast, #MunichAirDisaster, #TurkeySyriaEarthquake, #DaltonGang, #QueenElizabethII, #MonopolyHistory, #SpaceXFalconHeavy, #February6

He's discontinuing Tesla's signature models, taking SpaceX public, and putting more chips on A.I. and robotics. As Elon Musk prepares for his next phase, will he rein in any of his excesses? And in this week's Plus segment: Elon in Epstein files.Guest: Faiz Siddiqui, technology reporter for the Washington Post's Business Desk, author of “Hubris Maximus: The Shattering of Elon Musk.”Want more What Next TBD? Subscribe to Slate Plus to access ad-free listening to the whole What Next family and all your favorite Slate podcasts. Subscribe today on Apple Podcasts by clicking “Try Free” at the top of our show page. Sign up now at slate.com/whatnextplus to get access wherever you listen.Podcast production by Evan Campbell, and Patrick Fort. Hosted on Acast. See acast.com/privacy for more information.

He's discontinuing Tesla's signature models, taking SpaceX public, and putting more chips on A.I. and robotics. As Elon Musk prepares for his next phase, will he rein in any of his excesses? And in this week's Plus segment: Elon in Epstein files.Guest: Faiz Siddiqui, technology reporter for the Washington Post's Business Desk, author of “Hubris Maximus: The Shattering of Elon Musk.”Want more What Next TBD? Subscribe to Slate Plus to access ad-free listening to the whole What Next family and all your favorite Slate podcasts. Subscribe today on Apple Podcasts by clicking “Try Free” at the top of our show page. Sign up now at slate.com/whatnextplus to get access wherever you listen.Podcast production by Evan Campbell, and Patrick Fort. Hosted on Acast. See acast.com/privacy for more information.

In the Electrek Podcast, we discuss the most popular news in the world of sustainable transport and energy. In this week's episode, we discuss Tesla getting hit hard by the Epstein files, Roadster is still alive, new Chinese EVs, and more. The show is live every Friday at 4 p.m. ET on Electrek's YouTube channel. As a reminder, we'll have an accompanying post, like this one, on the site with an embedded link to the live stream. Head to the YouTube channel to get your questions and comments in. After the show ends at around 5 p.m. ET, the video will be archived on YouTube and the audio on all your favorite podcast apps: Apple Podcasts Spotify Overcast Pocket Casts Castro RSS We now have a Patreon if you want to help us avoid more ads and invest more in our content. We have some awesome gifts for our Patreons and more coming. Here are a few of the articles that we will discuss during the podcast: Two Tesla board members are all over the Epstein files: what happens next? Tesla (TSLA) can't find the bottom in Europe as 2026 starts with another brutal decline Tesla launches new Model Y AWD at $41,990 — just $2,000 more than base Tesla files new Roadster trademark with new silhouette Xpeng reveals first images of GX flagship SUV with Range Rover styling and steer-by-wire Xiaomi reveals 990-horsepower YU7 GT performance SUV with 186 mph top speed The world's first sodium-ion battery EV is here and it could be a game changer Here's the live stream for today's episode starting at 4:00 p.m. ET (or the video after 5 p.m. ET: https://www.youtube.com/live/ADzn1KTTUys

Nous commencerons notre émission en évoquant l'actualité. La colère monte contre les forces américaines de l'immigration et des douanes, plus connues sous le nom de ICE. Les contestations dépassent largement les frontières des États-Unis. Maintenant, elles ont lieu dans le monde entier. Notre deuxième sujet concerne l'Europe, qui se dirige vers des interdictions des réseaux sociaux pour les enfants. L'Espagne s'apprête à interdire l'accès aux réseaux sociaux aux enfants de moins de 16 ans. Des mesures identiques pourraient suivre bientôt dans toute l'Europe. Ensuite, nous parlerons d'un tournant majeur chez Tesla. Son PDG, Elon Musk, change complètement de cap : l'entreprise se détourne de la voiture pour se lancer dans la production de robots humanoïdes. Et pour finir nous aborderons une tendance qui attriste beaucoup d'entre nous. Les restaurants traditionnels français ferment à un rythme alarmant : chaque jour, à travers tout le pays, environ 25 d'entre eux ferment leurs portes. Cette chute est due à des coûts en augmentation, une chute des bénéfices, et un changement des habitudes alimentaires.   Le reste de l'émission d'aujourd'hui sera consacré à la langue et à la culture françaises. Notre point de grammaire de la semaine sera : Prepositional Phrases II à la faveur de/en faveur de, à la merci de, à l'encontre de, à l'exception de and à l'insu de. Nous parlerons de l'initiative lancée par l'association des Petits Frères des Pauvres de créer un Observatoire de la mort solitaire afin de mieux combattre l'isolement des personnes âgées. Nous terminerons avec l'expression de la semaine, « Se tenir à carreau. Nous discuterons des conséquences en France de la publication des dossiers Epstein, qui contiennent les noms de nombreux Français. - Indignation internationale croissante face aux pratiques de l'ICE - L'Europe est en passe d'interdire les réseaux sociaux aux enfants - Musk fait prendre un virage à Tesla : des voitures aux robots… - Les bistrots français disparaissent à un rythme alarmant - Une association annonce la création d'un Observatoire de la mort solitaire - Les dossiers Epstein contiennent le nom de nombreuses personnalités françaises

He's discontinuing Tesla's signature models, taking SpaceX public, and putting more chips on A.I. and robotics. As Elon Musk prepares for his next phase, will he rein in any of his excesses? And in this week's Plus segment: Elon in Epstein files.Guest: Faiz Siddiqui, technology reporter for the Washington Post's Business Desk, author of “Hubris Maximus: The Shattering of Elon Musk.”Want more What Next TBD? Subscribe to Slate Plus to access ad-free listening to the whole What Next family and all your favorite Slate podcasts. Subscribe today on Apple Podcasts by clicking “Try Free” at the top of our show page. Sign up now at slate.com/whatnextplus to get access wherever you listen.Podcast production by Evan Campbell, and Patrick Fort. Hosted on Acast. See acast.com/privacy for more information.

John is joined by Christopher G. Michel, partner in Quinn Emanuel's Washington, D.C. office and Co-Chair of the firm's National Appellate Practice. They discuss Michel's team's recent victory before the Delaware Supreme Court, reinstating Elon Musk's Tesla compensation package, now valued at $139 billion, the largest compensation dispute in corporate history. The 2018 pay package required Musk to meet extremely ambitious growth milestones, including doubling Tesla's size over a ten-year period, before receiving any compensation. After that, there were a series of 12 levels of compensation corresponding to 12 further growth milestones. The Tesla Board approved the package, as did the shareholders with 70% support. He ultimately achieved all the required milestones, growing the company from $50 billion to over $1 trillion in four years. Despite that, a Tesla shareholder owning just nine shares brought a derivative suit, alleging the board breached its fiduciary duties in approving the package. The Delaware Chancery Court found Musk to be a “controlling stockholder” due to his 21% ownership, close relationships with directors, and status as a “superstar CEO.”  As a result, the court applied the “entire fairness” standard, under which defendants must prove that a transaction was entirely fair to the shareholders, and found the package did not meet that standard. The court reasoned that Tesla could have obtained Musk's services for less or even for free, citing other CEOs who had worked without compensation. It also ruled that shareholder approval was invalid due to inadequate proxy disclosures, including the omission of details about Musk's social ties with board members. The court rescinded the entire compensation package and awarded the plaintiff's counsel $345 million in attorneys' fees.On appeal, the defense team focused on three main arguments: Musk was not a controlling stockholder, the package met the entire fairness standard, and even if there was a violation, rescission was not an appropriate remedy. The Delaware Supreme Court reversed, holding that rescission was unwarranted and awarding nominal damages of $1. It reinstated the pay package, now valued at $139 billion. It also reduced the attorneys' fee award to $54 million. The case has influenced legislative changes in Delaware corporate law regarding the definition of controlling shareholders and shareholder ratification.Podcast Link: Law-disrupted.fmHost: John B. Quinn Producer: Alexis HydeMusic and Editing by: Alexander Rossi

Gary and Shannon kick off the hour with a jaw-dropping California Post piece exposing $8.6 billion in new SBA fraud uncovered in the state. Then they get pulled into a live car chase, and of course it's a Tesla, which sparks a debate about how hard they are to steal and a detour into Gary's white car interior and why Shannon thinks that's a terrible idea. They break down the Wall Street Journal's list of TV shows that define America as part of its America 250 series. And with the Super Bowl on Sunday, they dig into the history of prop bets and the most entertaining ones you might win big on. Plus, Bad Bunny is generating buzz as a halftime performer, not because he's an unusual pick for football, but because the performance is going to be in Spanish. Also, what exactly is a Bad Bunny? Gary and Shannon have questions.See omnystudio.com/listener for privacy information.

Pre-show: Icepocalypse update Follow-up: Casey’s unit conversions are helpful… ish Other authentication options for John’s Cloudflare apps Cloudflare Access Zero trust architecture OpenID connect tsidp Pocket ID Per-pixel lighting and human perception (via David Schaub) The state of MicroLED Robert Tait of The Hook Up Claude Code & AI ethics Alec’s video Irish wind farm Top Dogs in Apple Vision Pro Marco’s experiment Cortex DuckDuckGo Kagi Apple adds agentic coding to Xcode 26.3 John’s Tahoe icon battle continues Rubber duck debugging Kyle Hughes Drop shipping Post-show: Tesla kills off the Model S and Model X Most recent earnings Earnings call transcript The Robotaxi is dangerous according to… Tesla We really need to get to self-driving Waymo’s safety record Members-only ATP Overtime: Apple’s rumored AI pin Apple buys Q.ai Ryan Chistoffel Sponsored by: Gusto: Payroll and benefits software built for small businesses. Masterclass: Learn from the world's best. Video lessons that inspire. Factor: Healthy Eating, Made Easy. Get 50% off your first box, plus free breakfast for 1 year. Become a member for ATP Overtime, ad-free episodes, member specials, and our early-release, unedited “bootleg” feed!

The Bulletproof Dental Podcast Episode 424 HOSTS: Dr. Peter Boulden and Dr. Craig Spodak DESCRIPTION In this episode of the Bulletproof Dental Practice Podcast, Craig Spodak and Peter Boulden discuss various aspects of running a successful dental practice, focusing on the importance of hygiene, incentives for staff, and the challenges of scaling. They explore the disconnect in dental hygiene practices, the need for alignment within teams, and the potential for burnout in the profession. The conversation emphasizes the value of creating a robust business model that prioritizes general dentistry and hygiene, while also allowing for specialization when appropriate. The hosts encourage listeners to pivot and adapt their business strategies to ensure long-term success and satisfaction in their dental careers. TAKEAWAYS Sales-based jobs often yield better results in dentistry. There is a significant disconnect in dental hygiene practices. Incentives are crucial for performance in dental teams. Simplistic and replicable business models scale faster. A strong hygiene program can drive restorative work. Burnout in dentistry often stems from high complexity and stress. Alignment within teams is essential for success. Dentists have the power to pivot their business models. A robust hygiene program can enhance practice profitability. Understanding unit economics is vital for sustainable growth. CHAPTERS 00:00 Introduction and Personal Anecdotes 02:55 The Disconnect in Dental Hygiene Compensation 05:50 Streamlining Dental Practices: Lessons from Tesla 08:30 The Value of Simplicity in Dentistry 11:23 The Profitability of General vs. Complex Dentistry 14:13 Building a Robust Hygiene Program 17:18 Creating a Stable and Sellable Dental Practice 19:45 Building a Sustainable Business Model 21:06 Aligning Team Goals for Success 23:31 Avoiding Burnout in Dentistry 25:49 The Importance of Pivoting in Business 29:12 Navigating Change and Volatility 33:19 Creating a Resilient Dental Practice 37:10 Outro REFERENCES Bulletproof Summit Bulletproof Mastermind

Comenzaremos la primera parte del programa de hoy discutiendo la actualidad. Hay una creciente indignación contra las fuerzas de inmigración y de aduanas estadounidenses, también conocidas como el ICE. Está habiendo protestas contra el ICE no solo en EE. UU., sino en todo el mundo. La segunda noticia trata sobre la posible prohibición del acceso de los niños a las redes sociales en Europa. España planea prohibir las redes sociales a los menores de 16 años. En toda Europa se están planteando medidas similares. A continuación, hablaremos de un gran cambio en Tesla. Su director ejecutivo, Elon Musk, ha decidido cambiar el rumbo de Tesla, orientando la compañía hacia los robots producidos en masa y alejándola de la fabricación de coches. Y, para acabar, hablaremos de una tendencia que a muchos nos entristece. En toda Francia, los restaurantes tradicionales están cerrando a un ritmo alarmante, de unos 25 al día. La situación viene causada por el aumento de los costes, la reducción de los beneficios y los cambios en los hábitos de la gente cuando sale a comer. El resto del episodio de hoy lo dedicaremos a la lengua y la cultura españolas. La primera conversación incluirá ejemplos del tema de gramática de la semana, The Future Perfect Subjunctive. En esta conversación hablaremos de la Ley de IA, una norma europea reguladora de la inteligencia artificial. España la ha adaptado introduciendo medidas propias. Sin embargo, la tecnología avanza tan rápido que no sabemos si su eficacia será del todo eficiente. Y, en nuestra última conversación, aprenderemos a usar una nueva expresión española, Dar mala espina. La usaremos para hablar de los fichajes de invierno en el fútbol español. El plazo para incorporar nuevos jugadores a los clubes es corto y algunas veces, las negociaciones se alargan hasta el último minuto. En ocasiones, incluso terminan rompiéndose. Creciente indignación internacional contra las prácticas del ICE Europa avanza hacia la prohibición del acceso a las redes sociales a los niños Musk cambia el rumbo de Tesla, orientando la compañía hacia los robots producidos en masa y alejándola de la fabricación de coches El bistró francés desaparece a un ritmo alarmante Ley de la IA en España Fichajes de invierno en el fútbol español

Wir beginnen den ersten Teil unseres Programms mit einer Diskussion über einige aktuelle Ereignisse. Die Empörung über die US-amerikanische Einwanderungs- und Zollbehörde ICE wächst. Die Proteste gehen weit über die USA hinaus und haben sich inzwischen auf die ganze Welt ausgeweitet. Danach sprechen wir über Pläne in Europa, Social-Media-Verbote für Kinder einzuführen. Spanien will Kindern unter 16 Jahren den Zugang zu Social Media verbieten. Ähnliche Maßnahmen sind auch in anderen europäischen Ländern im Gespräch. Anschließend sprechen wir über einen Kurswechsel bei Tesla. CEO Elon Musk will Tesla strategisch neu ausrichten – weg von der Automobilproduktion und hin zur Massenproduktion von Robotern. Und zum Schluss sprechen wir über einen Trend in Frankreich, der mich persönlich sehr traurig macht. Dort verschwinden traditionelle französische Restaurants mit einer alarmierenden Geschwindigkeit. Es sind etwa 25 pro Tag! Dies ist auf steigende Kosten, sinkende Gewinne und veränderte Essgewohnheiten zurückzuführen. Der Rest des Programms ist der deutschen Sprache und Kultur gewidmet. Das Thema der heutigen Grammatiklektion ist: Der Infinitivsatz – Verbs with „zu": Part 1. Wer seine angemietete Wohnung untervermietet, darf damit keinen Gewinn machen. Das ging aus einem Urteil des Bundesgerichtshofs hervor. In diesem konkreten Fall hatte jemand eine mehr als doppelt so hohe Miete vom Untermieter verlangt, als im Hauptmietvertrag festgelegt war. Rechtfertigen wollte er dies mit dem Argument, dass die Wohnung möbliert untervermietet wurde. Unsere Redewendung diese Woche ist Sich in Schale schmeißen. Dazu passt nichts besser als der berühmt-berüchtigte Wiener Opernball, der eine der strengsten Kleiderordnungen der Welt hat. Er findet dieses Jahr am 12. Februar statt. Wachsende internationale Empörung über die Vorgehensweise von ICE Europa nähert sich einem Social-Media-Verbot für Kinder Kurswechsel bei Tesla: Musk will künftig Roboter bauen Frankreichs Bistro-Kultur droht zu verschwinden Kein Gewinn durch Untervermietung Der Wiener Opernball

This conversation doesn't sugarcoat anything. The auto industry is under real pressure, and leaders can't afford denial or delay.In this episode of the Automotive Leaders Podcast, Jan Griffiths sits down with Jamie Butters, now an independent journalist, speaker, emcee, and content creator who has spent decades reporting from every corner of the automotive ecosystem.Jamie brings a clear, grounded view of where the industry stands at the start of 2026. China's competitive advantage is no longer theoretical. Affordability is becoming an existential issue. Tariffs and geopolitics are injecting uncertainty that freezes investment. AI is everywhere, but leaders still struggle to separate real value from noise.They unpack why legacy automotive culture slows decision-making, how bespoke thinking drives unnecessary cost, and why speed is now a leadership requirement, not a nice-to-have. The conversation also digs into Tesla's influence on manufacturing thinking, the future of dealer AI tools, and what's at stake as the UAW heads into a pivotal leadership year.This episode is about reality. Not hype. Not fear. Just the hard truths automotive leaders need to face if they want to compete, adapt, and lead with courage.Themes Discussed in this EpisodeWhy China's scale and speed threaten global incumbentsHow affordability became automotive's silent crisisWhere AI delivers value and where it quietly creates wasteThe cultural cost of bespoke thinking in legacy organizationsTariffs, uncertainty, and their chilling effect on investmentWhat UAW leadership changes could mean for competitivenessWhy speed of decision-making is now a core leadership skillThis episode is sponsored by Lockton, click here to learn moreFeatured GuestJamie Butters is an independent automotive journalist, speaker, emcee, and content creator. He previously served as Executive Editor and Chief Content Officer at Automotive News, Detroit bureau chief for The Wall Street Journal, and automotive editor at Bloomberg. Jamie is known for connecting the dots early, telling the truth plainly, and translating complex industry dynamics into language leaders can actually use.About Your Host – Jan GriffithsJan Griffiths is a champion for culture transformation and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.Mentioned in this EpisodeAutomotive News

Jim McDonald is joined by Jeff Margolies, Chief Product and Strategy Officer at Saviynt, to discuss the intersection of artificial intelligence and identity security. Jeff shares his decades of experience in the industry, from building the IAM practice at Accenture to his current leadership role at Saviynt. The conversation covers how AI is making manually intensive identity tasks more efficient, the emergence of Identity Security Posture Management (ISPM), and the critical need to govern identities for AI agents. Jeff also provides his perspective on the future of the identity practitioner and why he remains an optimist in a rapidly changing technological landscape.Connect with Jeff Margolies on LinkedIn: https://www.linkedin.com/in/jmargolies/Connect with us on LinkedIn:Jim McDonald: https://www.linkedin.com/in/jimmcdonaldpmp/Jeff Steadman: https://www.linkedin.com/in/jeffsteadman/Visit the show on the web at http://idacpodcast.comTimestamps:00:00:00 - Introduction and Gartner Identity Conference Recap00:02:11 - Jeff Margolies' Career Journey in Identity and Security00:04:36 - Returning to Identity and Joining Saviynt00:06:13 - How AI is Impacting Identity Security and Governance00:09:56 - The Future of Identity Services in an AI World00:13:58 - Will AI Disrupt the SaaS Model for Identity?00:19:50 - The Impact of AI on the Identity Practitioner Job Market00:26:16 - Identity for AI: Governing Agents and Delegated Authority00:32:00 - Combating Deepfakes and Proving What is Real00:34:40 - The Rise of Identity Security Posture Management (ISPM)00:41:46 - Comparing Posture Management and ITDR00:44:17 - Advice for CISOs: Why Posture Should Come First00:49:35 - The Secret to Saviynt's Success and Future Outlook00:52:19 - Lighter Note: Why Jeff Chose a Tesla for His DaughterKeywords:IDAC, Identity at the Center, Jeff Steadman, Jim McDonald, Jeff Margolies, Saviynt, IAM, Identity and Access Management, AI, Artificial Intelligence, ISPM, ITDR, Cybersecurity, Identity Governance, SaaS, IGA

Elon Musk anunció esta misma semana la fusión de SpaceX y xAI, una operación que alumbra una compañía valorada en 1,25 billones de dólares y que consolida su estrategia de integración vertical. La absorción de una joven startup de inteligencia artificial por parte de una consolidada empresa aeroespacial busca crear un gigante tecnológico capaz de dominar tanto el hardware como el software del futuro, con la idea de replicar el modelo de control total que Apple ejerce sobre el iPhone. A pesar de que xAI apenas tiene dos años de vida, su chatbot Grok ya compite con gigantes como ChatGPT de OpenAI y Gemini de Google. Pero el sector de la inteligencia artificial exige inversiones astronómicas en semiconductores, centros de datos y personal muy cualificado para el desarrollo. Al fusionarla con SpaceX, Musk aprovecha la infraestructura y la solidez financiera de su empresa de cohetes, que, por lo demás, ya era cliente de xAI para optimizar el servicio de atención al cliente de Starlink. La justificación estratégica de este movimiento reside en una visión tan ambiciosa como revolucionaria, casi de ciencia ficción, la de trasladar los centros de datos a la órbita terrestre. Según Musk, la demanda energética de la inteligencia artificial es insostenible en la Tierra debido a su alto impacto medioambiental. Su propuesta consiste en desplegar una red orbital de hasta un millón de satélites que funcionen como centros de datos alimentados por grandes paneles de energía solar. En el espacio, la captación de energía fotovoltaica es hasta siete veces más eficiente que en la superficie terrestre. Este proyecto presenta desafíos técnicos y económicos colosales. Aunque SpaceX ha logrado reducir de forma notable el coste de poner satélites en órbita, especialmente con el Falcon Heavy y con el futuro Starship, transportar grandes cantidades de carga al espacio sigue siendo extremadamente caro y también complejo, ya que el mantenimiento es prácticamente imposible una vez que los equipos están en órbita. La fusión también responde a la afición que Musk tiene de cruzar recursos y contratos entre sus compañías. En otras ocasiones se valió de este mismo método para rescatar o potenciar sus negocios, como ocurrió con la adquisición de SolarCity por parte de Tesla en 2016. Además, esta estructura permite a Musk mantener un control férreo sobre la nueva empresa. Aunque posee el 43% de las acciones, goza del 80% del poder de voto gracias a unas acciones de clase especial que le permiten tomar decisiones unilaterales sin consensuarlo antes con los pequeños inversores. La fusión aleja a SpaceX de su imagen de empresa esencialmente logística para introducirla en el terreno del "hype" tecnológico que tantas alegrías le ha dado a Musk con Tesla. Al integrar cohetes, satélites e inteligencia artificial, el empresario trata de conseguir una ventaja competitiva que ni Google ni Amazon poseen en estos momentos. Eso podrá asegurar su relevancia en la carrera tecnológica al mismo tiempo que lo mantiene todo bajo el paraguas de empresas sin cotizar y, por lo tanto, lejos del escrutinio y la volatilidad de los mercados bursátiles. En La ContraRéplica: 0:00 Introducción 3:51 Musk, cohetes e IA 34:29 “Contra el pesimismo”… https://amzn.to/4m1RX2R 36:28 Julio Iglesias y el MeToo 45:02 El Gobierno contra las redes sociales · Canal de Telegram: https://t.me/lacontracronica · “Contra el pesimismo”… https://amzn.to/4m1RX2R · “Hispanos. Breve historia de los pueblos de habla hispana”… https://amzn.to/428js1G · “La ContraHistoria del comunismo”… https://amzn.to/39QP2KE · “La ContraHistoria de España. Auge, caída y vuelta a empezar de un país en 28 episodios”… https://amzn.to/3kXcZ6i · “Contra la Revolución Francesa”… https://amzn.to/4aF0LpZ · “Lutero, Calvino y Trento, la Reforma que no fue”… https://amzn.to/3shKOlK Apoya La Contra en: · Patreon... https://www.patreon.com/diazvillanueva · iVoox... https://www.ivoox.com/podcast-contracronica_sq_f1267769_1.html · Paypal... https://www.paypal.me/diazvillanueva Sígueme en: · Web... https://diazvillanueva.com · Twitter... https://twitter.com/diazvillanueva · Facebook... https://www.facebook.com/fernandodiazvillanueva1/ · Instagram... https://www.instagram.com/diazvillanueva · Linkedin… https://www.linkedin.com/in/fernando-d%C3%ADaz-villanueva-7303865/ · Flickr... https://www.flickr.com/photos/147276463@N05/?/ · Pinterest... https://www.pinterest.com/fernandodiazvillanueva Encuentra mis libros en: · Amazon... https://www.amazon.es/Fernando-Diaz-Villanueva/e/B00J2ASBXM #FernandoDiazVillanueva #elonmusk #spacex Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

Big things are happening for the Stumpe's this week as Fred has his first day at pre-school. Over at the St. John house, Lizz is discovering that baby #3 has her craving all things sour. Being in the thick of things with young kids, both Kelly and Lizz are relishing seeing moms on social media with teenagers to remind them that there is a light at the end of the tunnel. Because what happens when chocolate milk and a snuggle doesn't solve all their kid's problems?  The Fisher Price toy hunt is still on and Kelly is considering a big purchase to complete her collection. Can you blame her when the toys are so good? Could they be the best toys of all time?  There is some good Industry News this week, but the BIGGEST might be the return of the Car Mom Auto Show! There will be all the cars you want to see, the car seats to go in them, things for the kids to do and SO much more. Outside of the auto show, Tesla is ending production in some of their cars in favor of robots, the Hyundai Santa Cruz is dead and Lizz has some things she wants to talk about with the Kia Telluride.  In Ditch the Drive-Thru, Lizz has a way to make one of her favorite grilling dishes in the kitchen when it's too cold to grill outside. However Kelly and Lizz aren't ditching the drive-thru completely right now, as they discovered how amazing a hibachi dinner can be for the whole family. 

An active investigation into the death of 14-year-old Celeste Hernandez has left the public with a timeline, a Tesla, and an extensive list of unanswered question. In this episode of Zone 7, Sheryl McCollum is joined by journalist Lauren Conlin to review what has been said publicly about Celeste’s initial classification as a runaway, her connections to older individuals, and why the continued absence of a named person of interest raises concern. They turn to the arrest of actor/director Timothy Busfield and discuss what can and cannot be concluded from selective “evidence” releases, how credibility gets weaponized in public, and why child abuse allegations demand careful, methodical evaluation rather than internet verdicts. Highlights: • (0:00) Sheryl McCollum opens the episode on the death of Celeste Hernandez and why the case is “driving her crazy” • (1:30) Lauren Conlin’s case status framing: no official person of interest, grand jury activity, and what “imminent indictment” does and does not mean • (3:00) Celeste’s runaway classification, age, and how early labels can shape urgency, resources, and risk • (7:15) Behavior after the discovery: canceled tour, transferred home ownership, legal strategy, and public silence • (10:00) Publicity economics: spikes in streams/downloads and the reality of scandal- driven attention • (15:15) Homicide indicator vs. Evidentiary barriers when decomposition complicates cause-of-death determinations • (17:45) Tesla cameras, event data, and why Sheryl expects a digital trail around movement and access • (21:45) Why runaway youth are at elevated risk and how dependency becomes leverage for exploitation • (27:00) Timothy Busfield: prior allegations and the optics of how he presented himself • (29:15) The alleged history patterns, witness context, and credibility disputes around the parents • (33:00) “Tickling to me does not absolve you from being a pervert.” • (36:00) Predatory access: why being near adults does not guarantee safety and how abuse can occur quickly and covertly • (39:15) Sheryl and Lauren address recantation, selective interview clips, and why child abuse cases require restraint, context, and patience before judgment Guest Bio: Lauren Conlin is a New York-based journalist covering true crime and high-profile investigations. She contributes reporting to Los Angeles Magazine, hosts investigative podcasts, and appears as a legal and crime commentator on platforms including Court TV, Fox News, and Crime Stories with Nancy Grace. Enjoying Zone 7? Leave a rating and review where you listen to podcasts. Your feedback helps others find the show and supports the mission to educate, engage, and inspire. Sheryl “Mac” McCollum is an active crime scene investigator for a Metro Atlanta Police Department and the director of the Cold Case Investigative Research Institute, which partners with colleges and universities nationwide. With more than 4 decades of experience, she has worked on thousands of cold cases using her investigative system, The Last 24/361, which integrates evidence, media, and advanced forensic testing. Her work on high-profile cases, including The Boston Strangler, Natalie Holloway, Tupac Shakur and the Moore’s Ford Bridge lynching, led to her Emmy Award for CSI: Atlanta and induction into the National Law Enforcement Hall of Fame in 2023. Social Links:• Email: coldcase2004@gmail.com • Twitter: @ColdCaseTips • Facebook: @sheryl.mccollum • Instagram: @officialzone7podcast Preorder Sheryl’s upcoming book, Swans Don’t Swim in a Sewer: Lessons in Life,Justice, and Joy from a Forensic Scientist, releasing May 2026 from Simon and Schuster. https://www.simonandschuster.com/books/Swans-Dont-Swim-in-a-Sewer/Sheryl-Mac-McCollum/9798895652824 See omnystudio.com/listener for privacy information.

Welcome to another episode of Christopher Lochhead: Follow Your Different, featuring the legendary Ray Wang. In this memorable conversation, Christopher and Ray dive deep into the latest developments shaping the world of technology, business, and careers. From dissecting recent tech earnings from giants like Apple, Meta, Tesla and Microsoft to sharing insights from Davos and contemplating the implications of AI for the future of work and entrepreneurship. This episode delivers high-caliber analysis and practical takeaways for anyone navigating today’s rapidly evolving landscape. You're listening to Christopher Lochhead: Follow Your Different. We are the real dialogue podcast for people with a different mind. So get your mind in a different place, and hey ho, let's go. Lessons from Davos and the New Economic Realities Returning from a bustling Davos, Ray Wang shares his observations on how global leaders and executives are tackling an era defined by uncertainty, rapid technology adoption and a relentless pursuit of efficiency. One of Ray's core takeaways is the prevailing theme of “margin compression,” where even the world's largest corporations are working harder than ever just to achieve modest growth. Companies are now measured by their ability to scale exponentially, as illustrated by India's ISRO launching rockets at a fraction of NASA's cost, fundamentally altering competitive dynamics across industries. Ray explains that the rise of AI turbocharges this transformation by opening up “infinite possibilities.” Companies no longer just compete on physical or financial assets, but on their ability to harness vast data resources, quickly innovate and make sharp strategic choices about what problems to solve—and, crucially, what not to do. Privacy challenges, especially for companies like Apple, arise in this new era, making it difficult to deliver world-class AI solutions while maintaining rigorous data protection standards. Both Christopher and Ray emphasize that managing growth, inflation and investment are more complex than ever, with the U.S. outpacing much of the world in GDP growth, yet operating in a global environment rife with policy and market uncertainties. AI, Tech Earnings, and the Rise of the New IPO Era The conversation pivots to the massive investment and exuberance surrounding generative AI and tech infrastructure. Ray points out that while there are fears about overbuilding capacity or creating a circular funding loop among AI companies, there is still significant real opportunity. The current phase has seen enormous capital pour into building data centers and scalable AI platforms. Landmark IPOs from OpenAI, Databricks and others are expected to reshape the tech landscape. Despite market fluctuations and some outsized reactions to earnings, the fundamentals for big tech remain robust. Companies like Apple have solidified their status as luxury brands, even as others like Tesla and Meta retool and pivot to sustain long-term relevance and unlock new revenue streams such as robotics and energy. At the structural level, venture capital itself is in flux. Many VC firms have become indistinguishable from private equity, constrained both by too much and too little available capital relative to the demands of today's tech startups. The gap between small angel, family office, or solo GP funds and the mega funds has widened so much that the “middle” has all but disappeared. It is now entirely possible for one-person companies, through the leverage of AI and autonomous agents, to achieve scale and revenues previously thought impossible. Ray predicts it is likely we will see a single founder build a billion-dollar annual revenue company within the next five years, echoing the democratization and disruption that generative AI promises. Building Legendary Companies and Careers in the Age of AI Christopher and Ray close their discussion by exploring what all these rapid changes mean for leaders and individuals. For CEOs and entrepreneurs, the formula for thriving is clear but audacious. Leaders must design their companies to be fully autonomous and authentic, constantly reinventing their business as if they were attempting to disrupt themselves. Boards need to be stacked with people who grasp the new fundamentals: margin compression, exponential scale, and infinite possibilities brought by AI. Combining domain expertise with technical agility is more critical than ever, as the fusion of seasoned judgment and lightning-fast, innovative execution is where breakthroughs occur. On a personal level, Ray stresses that knowledge and execution are becoming commodities, rapidly automated by advances in AI. To stay relevant, individuals must become “macro analysts,” adept at synthesizing big ideas and patterns, deeply immersed in experimenting with new technologies and surrounded by others who are passionate about their own crafts. The traditional playbooks for career building, education, and even family strategies are being rewritten in real-time. The U.S. faces global competition for talent and innovation, and entrepreneurial energy is no longer confined to Silicon Valley or New York. The nature of immigration, investment and even educational choices must be reconsidered for new generations. In a world where the location and structure of opportunity are shifting, only those who embrace change, foster diverse collaborations and pursue purpose will continue to define the next era of legendary achievement. As both Christopher and Ray reflect, living and leading like Rob Burgess—embracing boldness, curiosity and authenticity—remains the path to being truly legendary in this rapidly changing world. To hear more from Ray Wang and his updates on the world of Tech and AI, download and listen to this episode. Bio R “Ray” Wang (pronounced WAHNG) is the Founder, Chairman, and Principal Analyst of Silicon Valley based Constellation Research Inc. He co-hosts DisrupTV, a weekly enterprise tech and leadership webcast that averages 50,000 views per episode and authors a business strategy and technology blog that has received millions of page views per month.  Wang also serves as a non-resident Senior Fellow at The Atlantic Council's GeoTech Center. Since 2003, Ray has delivered thousands of live and virtual keynotes around the world that are inspiring and legendary. Wang has spoken at almost every major tech conference. His ground-breaking bestselling book on digital transformation, Disrupting Digital Business, was published by Harvard Business Review Press in 2015.  Ray's new book about Digital Giants and the future of business titled, Everybody Wants to Rule the World will be released July 2021 by Harper Collins Leadership. Wang is well quoted and frequently interviewed in media outlets such as the Wall Street Journal, Fox Business News, CNBC, Yahoo Finance, Cheddar, CGTN America, Bloomberg, Tech Crunch, ZDNet, Forbes, and Fortune.  He is one of the top technology analysts in the world. Links Follow Ray Wang! Website | Twitter | LinkedIn | Constellation Research | DisrupTV We hope you enjoyed this episode of Christopher Lochhead: Follow Your Different™! Christopher loves hearing from his listeners. Feel free to email him, connect on Facebook, X (formerly Twitter), Instagram, and subscribe on Apple Podcast / Spotify!

WORST DAY EVER for SILVER Cold Snap in Florida – Massive Critter Drop New Fed Chair named Pausing on space PLUS we are now on Spotify and Amazon Music/Podcasts! Click HERE for Show Notes and Links DHUnplugged is now streaming live - with listener chat. Click on link on the right sidebar. Love the Show? Then how about a Donation? Follow John C. Dvorak on Twitter Follow Andrew Horowitz on Twitter Interactive Brokers  Warm-Up - WORST DAY EVER for SILVER - Cold Snap in Florida - Massive Critter Drop - New Fed Chair named - Pausing on space Markets - Bitcoin plunges - Crypto "winter" - Deep dive into January economic results - USD rises from multi-month low - EM still powered ahead - ELON - PT Barnum move Cold Snap - On February 1, 2026, Florida faced a significant drop in temperatures, reaching a record low of 24°F (-4°C) in Orlando. This marked the lowest temperature recorded in February since 1923. - Iguanas dropping from tress all over the streets - Iguanas can survive temperatures down to the mid-40s Fahrenheit (around 7°C) by entering a "cold-stunned" state, where they appear dead but are just temporarily paralyzed and immobile; however, prolonged exposure to temperatures in the 30s and 40s, especially below freezing, can be lethal, particularly for smaller individuals, leading to tissue damage and organ failure. - They get sluggish below 50°F (10°C) and fall from trees as they lose grip. - The Florida Fish and Wildlife Conservation Commission (FWC) issued Executive Order 26-03 on Friday, allowing residents to collect and surrender cold-stunned green iguanas without a permit during an unprecedented cold weather event. Right on Schedule - Remember we talked about how the Nat Gas price was going to reverse, just as quickly as it spikeed? - Nat gas down 25% today - down about 28% from recent high - Still about 50% higher than it was before the spike. THIS! - Nvidia Corp. Chief Executive Officer Jensen Huang said the company's proposed $100 billion investment in OpenAI  was “never a commitment” and that the company would consider any funding rounds “one at a time.” - “It was never a commitment,” Huang told reporters in Taipei on Sunday. “They invited us to invest up to $100 billion and of course, we were, we were very happy and honored that they invited us, but we will invest one step at a time.” Then Oracle announced that it will do a fundraiser in the form of equity and debt - needs to fund more datacenter build-out. - What happened to the OpenAI $300 Billion committment? - Or is the money that NVDA "committed to OpenAi, that they must have committed to Orcle, not a committment - GIGANTIC CIRCLE JERK Fungus - -Interesting - Did you know? Botrytis cinerea, a fungus causing grey mold, affects grapes by causing bunch rot, ruining fruit in high humidity. - While it often destroys crops, specific dry, warm conditions can transform it into "noble rot," concentrating sugars and creating high-value dessert wines (e.g., Sauternes, Tokaji) with honeyed, raisin-like, and apricot flavors. January Economic Review Employment — Job growth was nearly flat in December, with 50,000 new jobs added and earlier months revised lower. — Unemployment dipped slightly to 4.4%, but it's still higher than it was a year ago. — Long-term unemployment didn't change and remains high, and the labor force participation rate slipped to 62.4%. — Average hourly earnings rose 0.3% in December and are up 3.8% over the past year. — Weekly jobless claims stayed close to last year's levels, showing a labor market that is cooling but not weakening sharply. FOMC / Interest Rates — The Federal Reserve kept interest rates unchanged at 3.50%–3.75%. — Most policymakers agreed the economy continues to grow at a solid pace, though job gains are slowing and inflation remains above target. — Two committee members supported a small rate cut, but the majority preferred to wait. - Fed Chair Powell: Clearly, a weakening labor market calls for cutting. A stronger labor market says that rates are in a good place. It isn't anyone's base case right now that the next move will be a rate hike. - The economy has once again surprised us with its strength. Consumer spending numbers overall are good, and it looks like growth overall is on a solid footing. - Upside risks to inflation and downside risks to employment have diminished, but hard to say they are fully in balance. We think our policy is in a good place. - Overall, it's a stronger forecast since the Fed's last meeting. Haven't made any decisions about future meetings, but the economy is growing at a solid pace, the unemployment rate is broadly stable and inflation remains somewhat elevated, so we will be looking to our goal variables and letting the data light the way for us. - Most of the overrun in goods prices is from tariffs. We think tariffs are likely to move through, and be a one-time price increase. - Dissent: Miran and Waller (Miran is a admin shill and Waller wanted job as Fed Chair) GDP & Federal Budget — Economic growth remained strong in Q3 2025, with GDP rising at an annualized 4.4% driven by strong spending, higher exports, and reduced imports due to tariffs. — Investment was mixed, with business spending increasing while housing activity declined. — The federal deficit for December rose to $145 billion, though the fiscal year-to-date deficit is slightly smaller than last year. Inflation & Consumer Spending — Personal income and consumer spending rose moderately in October and November. — Inflation, measured by the PCE index, increased 0.2% in both months and roughly 2.7% year-over-year. — The Consumer Price Index rose 0.3% in December, with shelter, food, and energy all contributing. — Producer prices also increased, though 2025 producer inflation slowed compared to 2024. Housing — Existing home sales rose in December, but the number of homes for sale is still low. — Prices dipped a bit from November but remain higher than they were a year ago. — New-home sales in October were steady compared with the prior month but much higher than last year. — New-home prices fell compared to 2024, though they are still high relative to long-term norms. Manufacturing — Industrial production rose 0.4% in December and was up 2.0% for the year. — Manufacturing output increased, while mining activity declined and utility output jumped. — Durable goods orders grew sharply in November, driven by a big increase in transportation equipment, pointing to strong demand in key industries. Imports & Exports — Import and export prices rose slightly through November 2025. — The goods trade deficit widened in November because exports fell while imports increased. — For the year so far, both exports and imports are running above 2024 levels, though the overall trade deficit remains larger. Consumer Confidence — Consumer confidence fell sharply in January after improving in December. — Both views of current conditions and expectations for the future weakened, with expectations dropping well below the level that often signals recession risk. Earnings — Roughly one-third of S&P 500 companies have reported Q4 earnings, and overall results are strong. — 75% of companies have beaten EPS estimates, though this is slightly below long-term averages. Revenue beats remain solid at 65%. — Companies are reporting earnings 9.1% above estimates, which is well above the 5-and 10-year surprise averages. — The S&P 500 is on track for 11.9% year-over-year earnings growth, marking the 5th straight quarter of double-digit earnings growth. — Eight of eleven sectors are showing positive year-over-year earnings growth, led by Information Technology, Industrials, and Communication Services. — The Health Care sector shows the largest earnings declines among lagging categories. — The forward 12-month P/E ratio sits at ~22.2, elevated relative to 5-and 10-year averages, signaling continued optimism despite tariff and cost concerns. — FactSet also notes the S&P 500 is reporting a record-high net profit margin of 13.2%, the highest since 2009. INTERACTIVE BROKERS Check this out and find out more at: http://www.interactivebrokers.com/   S3XY No More - Tesla is ending production of the Model S sedan and Model X crossover by the end of Q2 2026 to focus on autonomous technology and humanoid robots (Optimus). - Do we have any idea with the TAM for either of these are? - Huge assumptions that Robotaxi will be a bug part of the global transportation. But, what if it isn't? - Unproven being built, taking out the proven - investors were not too happy about this...Stock was down after earnings showed continued sluggish EV sales and BIG Capex for Robotaxi refit, robots and chip manufacturing. But... - Friday - not to allow TESLA stock to move down tooo much. - With SpaceEx looking for an IPO in June - valuations have moved from $800B to 1.5T supposedly. - Now there is discussion of merging in xAI and possibly Tesla - Tesla shares dropped after earnings FED CHAIR PICK - Drumroll: Kevin Warsh - Seems like a good pick from the aspect of experience and ability - Deficit reducer? - More hawkish than market expected? - Announce Friday after several leaks in the morning And then... - Silver futures plummeted 31.4% to settle at $78.53, marking its worst day since March 1980. -It was down 35% during the day - the worst daily plunge ever on record. - It was the worst decline since the March 1980 Hunt Brothers crash. - The sharp moves down were initially triggered by reports of Warsh's nomination. - However, they gained steam in afternoon U.S. trading as investors who piled into the metals raced to book profits.- USD Spiked higher - Gold was down 10% - GOLD saw a drop of 10% to the close - 12% intraday - this was also a record - Bitcoin is down 25% from its recent level 2 weeks ago - ALL BEING BLAMED ON THE FED CHAIR PICK -- QUESTION - Will Trump back-peddle this OR talk to supporters in congress or tell them not to confirm him if markets continue to act squirrely? Fed Statement and Rates - Fed out with statement - no change on rates - Changes: Inflation up, employment steady, economy strong - Does not bode for much in the way of cuts - probably on hold though end of Powell term Apple Earnings - Apple reported blowout first-quarter earnings on Thursday, and predicted growth of as much as 16% in the current quarter, matching the period that just ended. - Sales could be even better, Apple said, if the company just secure enough chips to meet its customers' iPhone demands. - The company reported $42.1 billion in net income, or $2.84 per share, versus $36.33 billion, or $2.40 per share, in the year-ago period. - Apple saw particularly strong results in China, including Taiwan and Hong Kong. Sales in the region surged 38% during the quarter to $25.53 billion. - “The constraints that we have are driven by the availability of the advanced nodes that our SoCs are produced on, and at this time, we're seeing less flexibility in supply chain than normal,” Apple CEO Tim Cook said. - Stock up slightly - no great moves.... Blue Origin - Blue Origin will pause tourist flights to space for “no less than two years” to prioritize development of its moon lander and other lunar technologies. - The decision reflects Blue Origin's commitment to the nation's goal of returning to the Moon and establishing a permanent, sustained lunar presence. - The pause in tourist flights grounds the company's reusable New Shepard rocket, which has sent more than 90 people to the edge of space and back to experience brief periods of weightlessness. - Datacenters on the Moon? (sounds like a Pink Floyd album)     Love the Show? Then how about a Donation? ANNOUNCING THE WINNER OF THE THE CLOSEST TO THE PIN CUP 2025 Winners will be getting great stuff like the new "OFFICIAL" DHUnplugged Shirt!     FED AND CRYPTO LIMERICKS   See this week's stock picks HERE Follow John C. Dvorak on Twitter Follow Andrew Horowitz on Twitter

Shopping for a new car? Consumer Reports' Top Picks highlight the best cars, SUVs, and trucks you can buy right now—standouts for performance, reliability, owner satisfaction, and safety. In this episode, we break down this year's winners across key segments, from sedans and small SUVs to three-row SUVs, featuring brands like Toyota, Honda, Ford, Tesla, BMW, Lexus, and Subaru.     SHOW NOTES ----------------------------------- 00:00 - Introduction 00:15 - 2026 Top Picks 23:57 - Safety Verdict 29:27 - Question: What's the best way to buy a car located too far away to inspect in person?     ----------------------------------  Best Cars of 2026 — CR Top Picks https://www.consumerreports.org/cars/best-cars-of-the-year-10-top-picks-of-2025-a1930591024/?EXTKEY=YSOCIAL_YT   Safety Verdict https://www.consumerreports.org/cars/safety-guide/?EXTKEY=YSOCIAL_YT   The Safest Cars You Can Buy Right Now https://www.consumerreports.org/cars/the-safest-cars-you-can-buy-right-now-a6584555585/?EXTKEY=YSOCIAL_YT   Who Makes the Most Reliable New Cars? https://www.consumerreports.org/cars/car-reliability-owner-satisfaction/who-makes-the-most-reliable-cars-a7824554938/?EXTKEY=YSOCIAL_YT   Which Brands Make the Best Cars? https://www.consumerreports.org/cars/cars-driving/which-car-brands-make-the-best-vehicles-a6159221985/?EXTKEY=YSOCIAL_YT   How Car Brands Stack Up On Lifetime Repair Cost https://www.consumerreports.org/cars/car-maintenance/the-cost-of-car-ownership-a1854979198/?EXTKEY=YSOCIAL_YT   10 Best SUVs You Can Buy Right Now https://www.consumerreports.org/cars/suvs/10-best-suvs-you-can-buy-right-now-a8518508556/?EXTKEY=YSOCIAL_YT   Consumerreports.org/Talkingcars https://www.consumerreports.org/cars/cars-driving/talking-cars-podcast-archive-a1439738009/?EXTKEY=YSOCIAL_YT   The Weekly Cars Newsletter: Shop Smarter. Drive Smarter. https://www.consumerreports.org/email-newsletters/cars/?EXTKEY=YSOCIAL_YT   Lock in savings with a better way to buy a car. https://www.consumerreports.org/cars/car-prices-build-buy-service/?EXTKEY=YSOCIAL_YT

Border Czar Tom Homan says 700 federal agents will leave Minneapolis and any further reduction will depend on the level of cooperation from local officials and the community in what he says are targeted immigration enforcement against criminal undocumented aliens; Just over a week until temporary Homeland Security Department funding expires, and Senate Democrats say they will not vote for an extension without meaningful reforms to how the immigration raids are being carried out; Treasury Secretary Scott Bessent testifies before the House Financial Services Committee about the Trump Administration's economic agenda, and some of the exchanges are quite testy; Vice President JD Vance says the White House is proposing a critical minerals trade zone to counter China's overwhelming control of rare earths; Tesla & Waymo executives testify at a Senate committee hearing about safety concerns of self-driving cars and the need for national regulation; First Lady Melania Trump meets with freed American-Israeli hostages at the White House; Secretary of State Marco Rubio previews Friday's talks between the U.S. & Iran; Former British Ambassador to the U.S. Lord Peter Mandelson's friendship with the late convicted sex offender Jeffrey Epstein dominates Prime Minister's Question Time. Learn more about your ad choices. Visit megaphone.fm/adchoices

Shopping for a new car? Consumer Reports' Top Picks highlight the best cars, SUVs, and trucks you can buy right now—standouts for performance, reliability, owner satisfaction, and safety. In this episode, we break down this year's winners across key segments, from sedans and small SUVs to three-row SUVs, featuring brands like Toyota, Honda, Ford, Tesla, BMW, Lexus, and Subaru.     SHOW NOTES ----------------------------------- 00:00 - Introduction 00:15 - 2026 Top Picks 23:57 - Safety Verdict 29:27 - Question: What's the best way to buy a car located too far away to inspect in person?     ----------------------------------  Best Cars of 2026 — CR Top Picks https://www.consumerreports.org/cars/best-cars-of-the-year-10-top-picks-of-2025-a1930591024/?EXTKEY=YSOCIAL_YT   Safety Verdict https://www.consumerreports.org/cars/safety-guide/?EXTKEY=YSOCIAL_YT   The Safest Cars You Can Buy Right Now https://www.consumerreports.org/cars/the-safest-cars-you-can-buy-right-now-a6584555585/?EXTKEY=YSOCIAL_YT   Who Makes the Most Reliable New Cars? https://www.consumerreports.org/cars/car-reliability-owner-satisfaction/who-makes-the-most-reliable-cars-a7824554938/?EXTKEY=YSOCIAL_YT   Which Brands Make the Best Cars? https://www.consumerreports.org/cars/cars-driving/which-car-brands-make-the-best-vehicles-a6159221985/?EXTKEY=YSOCIAL_YT   How Car Brands Stack Up On Lifetime Repair Cost https://www.consumerreports.org/cars/car-maintenance/the-cost-of-car-ownership-a1854979198/?EXTKEY=YSOCIAL_YT   10 Best SUVs You Can Buy Right Now https://www.consumerreports.org/cars/suvs/10-best-suvs-you-can-buy-right-now-a8518508556/?EXTKEY=YSOCIAL_YT   Consumerreports.org/Talkingcars https://www.consumerreports.org/cars/cars-driving/talking-cars-podcast-archive-a1439738009/?EXTKEY=YSOCIAL_YT   The Weekly Cars Newsletter: Shop Smarter. Drive Smarter. https://www.consumerreports.org/email-newsletters/cars/?EXTKEY=YSOCIAL_YT   Lock in savings with a better way to buy a car. https://www.consumerreports.org/cars/car-prices-build-buy-service/?EXTKEY=YSOCIAL_YT

Send us a textA sleepless night in the 90s, a BBC documentary, and a mural that wouldn't let go—this is the spark that powers today's conversation. We follow that current from a teenager's curiosity to a sweeping look at how electricity rewired human history, culture, and ambition. Guided by Raoul Dufy's vast tableau of monuments and machinery, we decode the symbols of progress and the people who carried the charge.We revisit the origins: Thales and the first static experiments, Gilbert's careful notes, Franklin's bold tests, Faraday's fields, and the equations that gave shape to the unseen. The plot intensifies with Edison and Tesla, the current war that defined long-distance power, and Westinghouse's bet that made AC the backbone of modern grids. Along the way, we shine a light on Lewis Latimer, whose filament work helped turn a fragile invention into everyday brilliance. This isn't hero worship; it's a reminder that real breakthroughs demand teamwork, credit, and grit.Then we turn the lens to the present and near future. What does “the spirit of electricity” look like when it's your neighborhood, your workshop, your city's horizon? We talk Nigeria's energy reality: intermittent supply, inventive workarounds, and the promise of mini-grids, smart meters, and renewables. We explore how reliable power drives health, education, and jobs, and why policy and public trust matter as much as turbines and transformers. The challenge ahead isn't just technical—it's cultural. Can we treat the grid as a shared craft, plan beyond election cycles, and train the talent that keeps the lights honest?If you felt that first jolt of wonder from a flicker, a lab demo, or a skyline at night, this conversation is your voltage check. Tap play, see the mural through fresh eyes, and help sketch the next chapter of power: resilient, fair, and built to last. If this resonates, subscribe, share it with someone who loves a good origin story, and leave a review so others can find the spark too.Support the showYou can support this show via the link below;https://www.buzzsprout.com/1718587/supporters/new

In this edition of Moons Over My Trendy, Jack and Miles discuss that alleged MAGA Super Bowl halftime show, Tesla losing to the "700lbs gorilla" that are Chinese EVs, the Clintons agreeing to speak on the Epstein files and much more!See omnystudio.com/listener for privacy information.

Matt Farah and Zack Klapman went off-roading in the new 2026 INEOS Grenadier Station Wagon Trialmaster and it almost went very wrong; a full review of the INEOS and its competitors; Tesla is ending production of the Model S and X, so we talk about why and what it means for the future; Washington D.C. is going to have an INDY street race apparently; and we answer 50 questions from our Patreon members, including: Would we rather be mid-tier racing drivers or have our current jobs?Which supercar should have had a diesel engine?Miata RF or soft-top?Best M5: E90 M5 or E90 M3?Most enthusiast-magnet nerd car?Are "classic" tires worth the price for my older car?Which cars does every enthusiast need to drive?More timeless design: Lexus GS or C6 Corvette?Do we like bigger wheels? When?Were early paddle-shifted transmissions cool when they came out?That new Porsche Rally GTWhy does the S63 AMG feel like too much AMG and not enough S?F1 2026: Audi vs Cadillac. Thoughts?Which cars depreciate TOO fast?Why don't STIs hold value?Options that made cars unreliableWould you always choose a lighter engine in a race car?Foreign car brands that would work hereAnd many more!Recorded February 2, 2026TruewerkGet 15% off your first order at https://www.truewerk.com using CODE: TIRE. . FitbodJoin Fitbod today to get your personalized workout plan. Get 25% off your subscription or try the app FREE for seven days at https://www.Fitbod.me/TIRE. Want your question answered? Want to watch the live stream, get ad-free podcasts, or exclusive podcasts? Join our Patreon: https://www.patreon.com/thesmokingtirepodcast Use Off The Record! and ALWAYS fight your tickets! Enter code TST10 for a 10% discount on your first case on the Off The Record app, or go to http://www.offtherecord.com/TST. Watch our car reviews: https://www.youtube.com/thesmokingtire Tweet at us!https://www.Twitter.com/thesmokingtirehttps://www.Twitter.com/zackklapman Instagram:https://www.Instagram.com/thesmokingtirehttps://www.Instagram.com/therealzackklapman

A.M. Edition for Feb. 3. Elon Musk's well-established rocket business and AI startup are joining forces to form a $1.25 trillion company. WSJ's Berber Jin says the move was unexpected as industry observers had thought xAI would merge with Tesla instead. Plus, the Clinton's offer to give depositions, as the Epstein scandal sends shockwaves across the Atlantic. And Homeland Security secretary Kristi Noem says that officers in Minneapolis will receive body cameras "effective immediately". Luke Vargas hosts. Sign up for the WSJ's free What's News newsletter. Learn more about your ad choices. Visit megaphone.fm/adchoices

SED News is a monthly podcast from Software Engineering Daily where hosts Gregor Vand and Sean Falconer unpack the biggest stories shaping software engineering, Silicon Valley, and the broader tech industry. In this episode, they cover Starlink's rapid rollout of free, high-speed in-flight internet, Tesla's move to deprecate Autopilot in favor of full self-driving, and The post SED News: Apple Bets on Gemini, Google's AI Advantage, and the Talent Arms Race appeared first on Software Engineering Daily.

Herb Weisbaum is back just in time for tax season, and he comes loaded with advice that actually matters. We talk through smart tax-time tips, how the AI boom has quietly pushed up the price of computers and phones, and the ways marketers are getting sneakier when it comes to kids. Herb also puts me on the spot with a few questions from the College of Knowledge quiz, which goes about as well as you'd expect. Car Guy Tom Appel from Consumer Guide Automotive joins in to cover what's happening on the road right now. We get into Tesla's ongoing struggles, the best-selling convertibles of 2025, what might be the worst-looking Cadillac ever made, Mazda's move upmarket, and why car payments feel downright brutal these days. We wrap things up with fresh rounds of StarSpotter and MysteryShow, keeping the mix of useful info, car talk, and nonsense exactly where it belongs. [Ep 426]

Topics: (00:00:00) - Intro (00:03:43) - Heroes and inspirations (00:07:14) - The rise of Chinese electric vehicles (00:12:13) - The Tesla experience (00:31:04) - Tesla's rapid development and industry impact (00:32:54) - The culture of speed and frugality at Tesla (00:34:10) - Elon's leadership and pressure tactics (00:37:22) - Transitioning from Tesla to Waymo (00:39:43) - Waymo's organizational structure and challenges (00:43:35) - The future of autonomous vehicles (00:54:34) - Founding Light Source and addressing procurement issues (01:00:23) - Conclusion and final thoughts Links: LightSource - https://lightsource.ai/ Spencer on LinkedIn - https://www.linkedin.com/in/spenpenn/ Preorder the Book of Elon - https://a.co/d/02huhEee To support the costs of producing this podcast:  >> Buy a copy of the Navalmanack: www.navalmanack.com/  >> Buy a copy of The Anthology of Balaji: https://balajianthology.com/ >> Sign up for my online course and community about building your Personal Leverage: https://www.ejorgenson.com/leverage  >> Invest in early-stage companies alongside Eric and his partners at Rolling Fun: https://angel.co/v/back/rolling-fun >> Join the free weekly email list at ejorgenson.com/newsletter >> Text the podcast to a friend >> Or at least give the podcast a positive review to help us reach new listeners! Quotes from Spencer: “It was the most fun I never want to have again.” (Describing his time at Tesla during the Model 3 production ramp) “The Model 3 seat feel is attuned directly to Elon's butt.” “I'm not an Elon fanboy, but I'm also not a critic. I'm an optimist.” “Speed wins. After seeing both Tesla and Waymo, that's my belief.” “We were the underdog. Eventually, it does end up feeling like you're on the winning team.” “You couldn't go into a meeting with Elon and show up empty-handed.” “This opportunity we're pursuing at LightSource should have disappeared 20 years ago.” “ERP is the finance system of record. What's Salesforce in reverse? That's LightSource.” “The thing that surprised me: every company still runs procurement on spreadsheets and email.” “Tesla built their own ERP system from scratch. That's not normal.” “There are things that are just core to the P&L of every business… and yet completely orphaned in the tech stack.”

What happens when AI bots get their own social network, Silicon Valley execs cozy up to power, and Apple takes a cut from creators? This week's panel calls out the bold, bizarre, and often problematic ways tech's biggest players are reshaping everything from AI assistants to your everyday privacy. There's a social network for AI agents, and it's getting weird Moltbook is the most interesting place on the internet right now Exposed Moltbook Database Let Anyone Take Control of Any AI Agent on the Site Pentagon clashes with Anthropic over military AI use, sources say Salesforce signs $5.6B deal to inject agentic AI into the US Army Angry Norfolk residents lose lawsuit to stop Flock license plate scanners SpaceX wants to put 1 million solar-powered data centers into orbit Elon Musk reportedly wants a June SpaceX IPO to align with his birthday, the planets Tesla hits a grim milestone: its second straight year of decline Tesla says production-ready Optimus robot is coming soon Microsoft reports strong cloud earnings in Q2 as gaming declines What We Learned From Meta, Microsoft and Tesla Apple tells Patreon to move creators to in-app purchase for subscriptions by November Apple CEO Tim Cook 'heartbroken' after repeated ICE killings in Minneapolis A rival smart glasses company is suing Meta over its Ray-Ban products TikTok, YouTube, and Meta are headed to court for a landmark trial over social media addiction The 'Social Media Addiction' Narrative May Be More Harmful Than Social Media Itself TikTok users freak out over app's 'immigration status' collection — here's what it means A Waymo hit a child near an elementary school in Santa Monica Autonomous cars, drones cheerfully obey prompt injection by road sign Samsung's TriFold phone will cost $2,899 in the US Groundhogs are bad at predicting weather, but they're valuable animal engineers Satellites encased in wood are in the works Belkin reminds users that its Wemo smart home products are shutting down this week Host: Leo Laporte Guests: Gary Rivlin, Devindra Hardawar, and Victoria Song Download or subscribe to This Week in Tech at https://twit.tv/shows/this-week-in-tech Join Club TWiT for Ad-Free Podcasts! Support what you love and get ad-free audio and video feeds, a members-only Discord, and exclusive content. Join today: https://twit.tv/clubtwit Sponsors: monarch.com with code TWIT Melissa.com/twit helixsleep.com/twit canary.tools/twit - use code: TWIT expressvpn.com/twit

On this episode of Live From The Compound, Josh Brown sits down with Mark Mulhern (aka Manu Invests), creator of the bestselling Substack Fundamentally Sound, to break down the long-term bull case for Uber. They dive into the rise of autonomous taxis, Wall Street's estimates for the robotaxi market, and what Tesla, Uber, and Waymo are saying about the size of the opportunity. The conversation also explores Uber's stock performance around major AV announcements and why partnerships not owning the tech may be Uber's biggest advantage. Plus: Uber's expanding autonomous network, the Lucid + Nvidia deal, and why Bill Ackman took notice of Manu's Uber thesis. If you're interested in autonomous vehicles, Uber stock, and the future of transportation, this episode is for you. Fundamentally Sound Substack: https://manuinvests.substack.com/ This episode is sponsored by Teucrium. Find out more at https://teucrium.com/agricultural-commodity-etfs Sign up for ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Compound Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and never miss out! Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://instagram.com/thecompoundnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Twitter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/thecompoundnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/the-compound-media/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@thecompoundnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Investing involves the risk of loss. This podcast is for informational purposes only and should not be or regarded as personalized investment advice or relied upon for investment decisions. Michael Batnick and Josh Brown are employees of Ritholtz Wealth Management and may maintain positions in the securities discussed in this video. All opinions expressed by them are solely their own opinion and do not reflect the opinion of Ritholtz Wealth Management. The Compound Media, Incorporated, an affiliate of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ritholtz Wealth Management⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, receives payment from various entities for advertisements in affiliated podcasts, blogs and emails. Inclusion of such advertisements does not constitute or imply endorsement, sponsorship or recommendation thereof, or any affiliation therewith, by the Content Creator or by Ritholtz Wealth Management or any of its employees. For additional advertisement disclaimers see here ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/advertising-disclaimers⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Investments in securities involve the risk of loss. Any mention of a particular security and related performance data is not a recommendation to buy or sell that security. The information provided on this website (including any information that may be accessed through this website) is not directed at any investor or category of investors and is provided solely as general information. Obviously nothing on this channel should be considered as personalized financial advice or a solicitation to buy or sell any securities. See our disclosures here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/podcast-youtube-disclosures/⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Scott Becker breaks down the year to date performance of the Magnificent 7, highlighting gains and losses across Meta, Tesla, Apple, Microsoft, and others.