Podcasts about ipo

Wondering if you're making the right financial moves? Let's build a strategy you can rely on. Schedule a call with Peter to get professional guidance. -----  SpaceX could be one of the most anticipated IPOs since Facebook—and whether it happens this year or years from now, the same IPO dynamics will show up the moment the headlines hit. In this episode, I use explain how IPOs actually work, why the "IPO price" isn't the price most investors can buy, and what tends to happen once trading begins. The goal isn't to talk you out of curiosity—it's to help you keep a long-term plan from getting hijacked by a short-term story. Listen now and learn: ► The one IPO detail most investors miss—and why it changes how you read every "IPO popped 30%" headline ► How shares really get distributed in a hot IPO, and why access isn't as straightforward as it sounds ► The post-IPO calendar events that can matter more than day one hype ► A simple, portfolio-first way to think about IPOs so your plan doesn't depend on "getting in early"   Visit www.TheLongTermInvestor.com for show notes, free resources, and a place to submit questions.   Disclosure: This content, which contains security-related opinions and/or information, is provided for informational purposes only and should not be relied upon in any manner as professional advice, or an endorsement of any practices, products or services. There can be no guarantees or assurances that the views expressed here will be applicable for any particular facts or circumstances, and should not be relied upon in any manner. You should consult your own advisers as to legal, business, tax, and other related matters concerning any investment. The commentary in this "post" (including any related blog, podcasts, videos, and social media) reflects the personal opinions, viewpoints, and analyses of the Plancorp LLC employees providing such comments, and should not be regarded the views of Plancorp LLC. or its respective affiliates or as a description of advisory services provided by Plancorp LLC or performance returns of any Plancorp LLC client. References to any securities or digital assets, or performance data, are for illustrative purposes only and do not constitute an investment recommendation or offer to provide investment advisory services. Charts and graphs provided within are for informational purposes solely and should not be relied upon when making any investment decision. Past performance is not indicative of future results. The content speaks only as of the date indicated. Any projections, estimates, forecasts, targets, prospects, and/or opinions expressed in these materials are subject to change without notice and may differ or be contrary to opinions expressed by others. Please see disclosures here.   Editing and post-production work for this episode was provided by The Podcast Consultant (⁠https://thepodcastconsultant.com⁠)  

Everyone keeps comparing the AI boom to the dot-com era — so we decided to go down the rabbit hole and see what really happened.In this episode, Jess and I take you back to the 1990s — when optimism was sky-high, money was cheap, and anything with “.com” in its name could send Wall Street into a frenzy. We unpack the perfect economic storm that built the bubble, the wild timeline of events that burst it, and the investor psychology that made even the smartest people believe this time was different.Because before you can understand today's market manias… you've got to understand the first one.Key Takeaways:The 1990s were the perfect setup for a bubble: Low inflation, low interest rates, and a booming economy gave investors confidence — and cheap money — to chase risk. The Internet added excitement, fueling the belief that a “new economy” had begun.Technology changed everything — and everyone wanted in: The commercialization of the Web and the rise of companies like Netscape, Amazon, and Yahoo! made it feel like endless growth was guaranteed. IPOs exploded, valuations skyrocketed, and profits stopped mattering.Investor psychology took over the market: FOMO and hype replaced fundamentals. The phrase “irrational exuberance” wasn't just clever — it described the collective mindset that pushed prices higher simply because they were already rising.The media amplified the mania: Financial news networks turned investing into entertainment. Analysts became influencers before social media existed, and market updates sounded more like sports commentary than financial analysis.The bubble wasn't just about tech — it was about people: It was a story of optimism, greed, and belief. Investors convinced themselves “this time is different,” proving that markets run on emotion just as much as data.______________________________________________________________Ask Us a Question, Leave a Review, Follow, Subscribe:

Good morning from Pharma Daily: the podcast that brings you the most important developments in the pharmaceutical and biotech world. Today, we delve into a series of breakthroughs and strategic maneuvers that are reshaping the landscape of this dynamic industry.Roche is making waves with its antibody Gazyva, initially recognized for cancer treatment. The company has successfully ventured into autoimmune diseases, targeting kidney conditions. Recent phase 3 trials have reinforced Gazyva's efficacy in treating immune-mediated kidney diseases, building on its prior approval for lupus nephritis. This marks a potential paradigm shift from oncology to autoimmune therapy applications, offering a promising new avenue for treating complex kidney disorders. Such advancements underscore the power of immune modulation in addressing severe health conditions.Turning to oncology, Eli Lilly is expanding the use of its cancer drug, Retevmo. Originally approved for specific lung and thyroid cancers with rare biomarkers, Lilly is now exploring its use in the adjuvant setting for non-small cell lung cancer. This effort reflects a broader trend in oncology: companies are increasingly looking to extend the application of targeted therapies beyond their initial indications. This expansion could significantly enhance treatment options and improve patient outcomes.In ophthalmology, Ocular Therapeutix is preparing for an FDA filing following positive phase 3 results for its wet age-related macular degeneration treatment. Their candidate, AXPAXLI, showed superior efficacy compared to Regeneron's Eylea in head-to-head trials. Despite investor skepticism, Ocular remains confident in its product's potential to impact retinal disease management positively. The competitive landscape in ophthalmology is fierce, and innovative treatments with substantial clinical benefits over existing therapies can redefine standards of care.Eli Lilly is also strategically stockpiling Orforglipron, its oral GLP-1 candidate, in anticipation of FDA approval for obesity treatment. This proactive measure aims to prevent supply chain issues seen during previous GLP-1 launches. It reflects an industry-wide focus on ensuring product availability at launch to meet growing market demand effectively.On the regulatory front, there are significant shifts as well. The Trump administration's renewed pilot of 340B rebates aims to optimize drug pricing frameworks. Novartis has secured a long-term supply agreement with Niowave for Actinium-225 (Ac-225), crucial for developing targeted cancer therapies. This highlights the sustained demand for radiopharmaceutical isotopes as part of precision medicine initiatives.Biopharma funding is expected to recover steadily by 2026, albeit with a cautious approach favoring de-risked assets over broader platform technologies. Venture capitalists prefer predictable returns amidst an evolving market landscape.Now, let's turn to Japan, where Innovacell is planning a $92 million IPO on the Tokyo Stock Exchange. This move signals a renewed interest in biotech within the region after a long drought in IPOs. Financial strategies like these are vital for advancing cell therapies that hold promise for treating conditions once deemed challenging.Gilead Sciences has acquired synthetic lethal therapy from Genhouse Bio through a $1.5 billion deal, further underscoring the growing interest in synthetic lethality as a novel cancer treatment approach. This strategy focuses on targeting tumors while sparing normal cells, offering more effective therapies with fewer side effects.In mental health innovations, Compass Pathways has reported positive results from its pivotal trial using psilocybin for treatment-resistant depression. The success of this phase 3 trial highlights the potential role of psychedelics in psychiatric care and could revolutionize mental health treatments by providing new options Support the show

In this episode from WSJ Invest Live, Andy Serwer speaks with Katherine Boyle, general partner at a16z, about the American Dynamism practice she helped launch four years ago. They discuss why saying "America" out loud stunned Silicon Valley in 2022, how Russia's invasion of Ukraine changed everything, and what it means to invest in companies that support the national interest.   Stay Updated:Find a16z on YouTube: YouTubeFind a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of Next in Media, I sit down live at the Kochava Summit in Sandpoint, Idaho, with Charles Manning, founder and CEO of Kochava. We go deep on one of the most pressing questions facing the industry right now: how profound is the shift to agentic advertising and AI-driven workflows? Charles argues it is not a decade-long evolution like programmatic was. It is breathtakingly faster, and the companies that understand how to use their first-party data as a competitive kernel, rather than leaking it to the walled gardens, are the ones that will come out ahead. He draws a compelling analogy: if programmatic changed the auction, AI is about to change the workflow.We also dig into Kochava's CTV journey, from its mobile app roots to building measurement tools adopted by LG, Samsung, Vizio, and Roku, and how the view-and-do combo between the TV screen and the mobile device is creating powerful new outcome-based measurement opportunities for brands. Charles breaks down what holding companies should fear (and fix), why the ad tech supply chain is due for serious consolidation, and why he predicts a wave of take-privates and roll-ups followed by a bonanza of public offerings over the next two years. He also introduces Station One, Kochava's integrative AI hub that acts like a Slack for AI workflows, designed to help teams transform how they work without giving up control of their data. Key Highlights:⚡ AI vs. Programmatic: Charles explains why the shift to agentic advertising is moving breathtakingly faster than programmatic did. While programmatic took over a decade to fully reshape the auction, AI is set to transform the entire workflow within the next 16 months.

The World Uncertainty Index (WUI) hit a new all-time high (ATH) and surpassed levels previously seen during the Sep. 11 attacks in 2001, the Iraq War in 2003, the global financial crisis in 2008, and the coronavirus pandemic in 2020.~This episode is sponsored by Tangem~Tangem ➜ https://bit.ly/TangemPBNUse Code: "PBN" for Additional Discounts!00:00 Intro00:10 Sponsor: Tangem00:45 Peak uncertainty01:30 Fear and greed02:00 Iran FUD02:30 CLARITY uncertainty03:30 Democratic seats05:30 CFTC: see you in court06:00 IPO season collapse06:40 Tom Lee: ETH low soon07:42 Tom Lee: BMNR vs ETH08:30 Bitmine goal09:00 Tom Lee: Bitmine can set the bottom09:50 BMNR signal to watch10:30 ETH is the Mega Trend11:15 World LibertyFi event12:00 DTCC12:35 Boomer bottom signal13:15 Outro#Bitcoin #Crypto #Ethereum~Peak Uncertainty Reached?

Introduced by our very own Andreas Munk Holm, this EUVC Live at GoWest series spotlights the thought leadership of policymakers, institutional investors, GPs, corporates, and public capital leaders around one defining question:How does Europe mobilise its own capital to secure its technological future?Across the sessions, one theme emerges repeatedly:Europe does not lack talent.It does not lack innovation.It does not lack savings.It lacks coordination.ShareIn The Case for a United European LP Strategy, Philippe Tibi (The Tibi Initiative, French Ministry for the Economy, Finance and Recovery; Professor at École Polytechnique Paris) lays out the macroeconomic argument.Europe holds over €35 trillion in household assets.Yet European champions too often scale under foreign ownership with foreign upside.The issue is not capital scarcity.It is capital allocation.Tibi's prescription is direct:Mobilise pension funds and insurers to treat venture and technology as core asset classes, not alternatives, but necessities.For returns.And for sovereignty.In The Path to a United European LP Strategy, Chris Elphick (BVCA) and Philippe Tibi discuss how this mobilisation is playing out in practice.The obstacles are structural:regulatory conservatismfragmented mandatescultural risk aversionlimited cross-border coordinationInstitutional allocations to venture remain near zero in many jurisdictions.Reform is not optional.If Europe wants to capture more of the value it creates, institutional capital must move.Succeeding in Venture as a Long-Term Capital Investor shifts from policy to portfolio construction.Christina Brinck (Volvo Group VC), Daniel Keiper-Knorr (Speedinvest), and Joe Schorge (Isomer) explore how to underwrite European venture in a fragmented but maturing ecosystem.Recurring themes include:diversification across cyclespower-law return dynamicspatience as a structural advantagestrategic alignment with industrial directionFrom pension capital to corporate balance sheets, venture is positioned not as optional exposure.But as essential infrastructure for participating in technological transformation.The conversation then turns to public capital as ecosystem infrastructure. In The Role of Public Capital in European Venture Outcomes, Michiel Scheffer (European Innovation Council) explains how the EIC has funded hundreds of deep-tech companies and attracted private capital at scale.The EIC has funded hundreds of deep-tech companies and attracted private capital at scale.Public capital, he argues, is not distortion.It is market completion.Especially in:deep techunderserved geographiesgrowth-stage financing gapsWhen private markets hesitate, public capital can anchor.Not to replace the market.But to enable it.In Catalyst or Competitor? Why the European Investment Fund Exists and How It Shapes Venture, Adem Yakisirer outlines how EIF has backed more than 1,600 fund managers and built a financing continuum from pre-seed to pre-IPO.EIF operates as:anchor investorcountercyclical stabiliserecosystem architectIn the following fireside Q&A, in which Adem is joined by Mia Grosen (Venture Partner in Catalyst or Competitor, Superseed) and Andreas Munk Holm, the tone becomes candid.Questions surface:Is Europe becoming too dependent on public anchors?Does institutional backing signal quality — or create complacency?How should sovereignty, defence, and deep tech priorities shape private capital behaviour?EIF strengthens the ecosystem.But it also becomes its gravitational centre.Across all sessions, the conclusion converges.Europe's constraint is not innovation.It is capital coordination.From LP mobilisation to cross-border collaboration.From private portfolio construction to public market-building.If Europe wants technological sovereignty and long-term competitiveness, capital must move:With intent.With alignment.With scale.

Today on our show:Amazon is a Vertically Integrated UtilityShopify Fiscal Year 2025 Earnings: a Pony with One Great Trick, Could it Be More?Kroger Opens a New MarketplacePaypal Earnings and David Marcus- and finally, The Investor Minute, which contains 5 items this week from the world of venture capital, acquisitions, and IPOs.Today's episode is sponsored by Mirakl.https://www.watsonweekly.com/https://www.youtube.com/@WatsonWeeklyhttps://www.rmwcommerce.com/ecommerce-podcast-watsonweekly

Chris Yin is CEO/Co-Founder of Plume Network, the first permissionless, full-stack blockchain built for real-world asset finance (RWAfi). He spearheads the team shaping the infrastructure and policy standards to accelerate the development of onchain capital markets. Chris has an accomplished track record as a founder and investor in the enterprise software space, with tenures at Scale Venture Partners, Rainforest QA, and Xpenser (acquired by Coupa, IPO 2016). In this conversation, we discuss:- Current price action is just short term pain - What to expect from RWAs in 2026 - DeFi opportunities in RWAs - Plume's differentiator - Regulatory developments in RWAs - Optimizing Looping - Onchain asset management - This history of technology - Nest vaults on Solana - Building Key TradFi partnerships - User experience is everything Plume NetworkX: @plumenetworkWebsite: www.plume.orgTelegram: t.me/plumenetwork_communityChris YinX: @chriseyinLinkedIn: Chris Yin---------------------------------------------------------------------------------This episode is brought to you by PrimeXBT.PrimeXBT offers a robust trading system for both beginners and professional traders that demand highly reliable market data and performance. Traders of all experience levels can easily design and customize layouts and widgets to best fit their trading style. PrimeXBT is always offering innovative products and professional trading conditions to all customers.  PrimeXBT is running an exclusive promotion for listeners of the podcast. After making your first deposit, 50% of that first deposit will be credited to your account as a bonus that can be used as additional collateral to open positions. Code: CRYPTONEWS50 This promotion is available for a month after activation. Click the link below: PrimeXBT x CRYPTONEWS50FollowApple PodcastsSpotifyAmazon MusicRSS FeedSee All

CSG vstoupila na burzu v Amsterdamu. Ne náhodou. Finanční ředitel skupiny CSG Zdeněk Jurák v exkluzivním rozhovoru popisuje celý sled událostí od prvních strategických úvah až po samotný úpis. Jak vypadá financování obranného průmyslu v roce 2026? Kde se dnes nachází úzká hrdla evropské obrany? A jaký je rozdíl mezi řízením rychle rostoucí skupiny a veřejně obchodované firmy? Nahlédněte do zákulisí IPO, které v Česku nemá obdoby, a ukazuje, co dnes opravdu rozhoduje o globální konkurenceschopnosti evropského obranného průmyslu.⁠⁠⁠⁠Partnerem podcastu je advokátní kancelář ROWAN LEGAL a mezinárodní poradenská společnost RSM.

O "Ulrich Responde" é uma série de vídeos onde respondo perguntas enviadas por membros do canal e seguidores, abordando temas de economia, finanças e investimentos. Oferecemos uma análise profunda, trazendo informações para quem quer entender melhor a economia e tomar decisões financeiras mais informadas.00:00 – Começando mais um Ulrich Responde 00:08 – Atualizações Caso Master e Dias Toffoli 04:55 – A liquidez global e o ciclo econômico atual são sustentáveis até o fim do ano? 08:25 – Ativos dolarizados protegem contra a perda de poder de compra da moeda? 11:12 – Existe juro real positivo no Brasil ao descontar a expansão da base monetária? 15:19 – As regras de Basileia III no Brasil e a alocação de Bitcoin por bancos 18:12 – IPOs de empresas como SpaceX e OpenAI poderiam marcar o topo do mercado? 20:59 – O Clarity Act e a proibição de rendimentos em stablecoins nos EUA 21:59 – A China e a suposta descoberta de princípios para a formação de ouro artificial 23:50 – Por que o alarmismo e a demonização do Bitcoin aumentam durante as quedas? 26:04 – A "espiral da morte": o orçamento de segurança do Bitcoin está fadado a encolher? 30:43 – Faz sentido comparar o gráfico histórico do Bitcoin com a mania das tulipas? 33:24 – Como o Bitcoin se comporta em um cenário de dólar fraco e expansão de M2? 34:59 – Por que bancos chineses estão reduzindo a exposição aos títulos do Tesouro dos EUA? 36:46 – Você investe em ações brasileiras? ETF ou Stock pick?37:07 – O governo pretende taxar stablecoins e criptoativos com IOF? 38:06 – Warren Buffett está fazendo "market timing" ao acumular recorde de caixa? 39:32 – Previsão para a Selic no fim de 2026 e o cenário de caos no governo 40:39 – Qual o momento de sair da bolsa brasileira?41:25 – Como a China segura o câmbio contra o dólar, mas desvaloriza contra o ouro? 42:56 – A OranjeBTC (OBTC3) pode criar mecanismos de rendimento para o acionista? 43:45 – Inteligência Artificial: a nova internet ou uma evolução com limitações? 44:56 – Teremos mais dias tenebrosos no escândalo do Banco Master? 45:32 – Stablecoins são uma inovação real ou apenas hype com dias contados? 46:00 – Existe solução jurídica para o Brasil diante de tanta corrupção? 46:07 – Por que pessoas de esquerda tendem a odiar ou desconfiar do "mercado"? 47:28 – Cursos sobre ciclos de mercado e economia real 47:47 – Recomendações de canais e autores estrangeiros de macroeconomia 48:32 – A reforma trabalhista da Argentina50:16 – Como não se desanimar com a impunidade e os escândalos da República?

This week, I discuss my review of Peacock's Super Bowl stream, which was executed flawlessly, along with some of the limited viewership numbers released to date. I also detail the new live TV bundles from YouTube TV, the launch of HBO Max in the UK and Ireland and a new bundle from Sky that includes Disney+, HBO Max, Netflix, and Hayu. I cover earnings results from Roku (full-year revenue up 15%), AMC Networks (AMC+ price increase), Optimum (lost 49,000 pay-TV subs), Amagi (which had its IPO last month) and positive earnings from Fastly and Cloudflare, with Fastly stock up 116% in the week of earnings.Finally, with the hyperscalers projected to collectively spend close to $700 billion in capex in 2026, I break down what we are seeing in the bond market for their capital raise, the risks, and why analysts expect free cash flow to plummet this year.Podcast produced by Security Halt Media

This episode is a personal one. Kuldeep Jain, Founder and MD at CleanMax | Former Partner at McKinsey & Company, was Shantanu Deshpande's senior at McKinsey. They share a close bond, and Kuldeep has also invested in Bombay Shaving Company. That trust makes this conversation unusually honest.Kuldeep talks about leaving the safe path, early mistakes, and the phase where he lost 80–90% of his savings. He explains how CleanMax found its direction, how he thinks about hiring and culture, and what the IPO journey really looks like, including roadshows and pricing.What you'll get from this episode:- Early failure, fear, and staying in the game- Hiring principles and culture built on trust- IPO reality, roadshows, and how pricing worksThey break down the IPO process for what it is: rigorous, compliance heavy, and all about trust. Even pricing is part art.If you want to build something that lasts, this episode is a blueprint.Link to DRHP: https://www.sebi.gov.in/filings/public-issues/aug-2025/clean-max-enviro-energy-solutions-limited_96203.html00:00 Trailer01:30 Early days at McKinsey07:10 Why CleanMax was needed11:13 CleanMax turning point14:20 How to build a strong company culture19:58 What is Ashirvad Day?27:53 From McKinsey colleagues to founders32:47 How to take your company to an IPO36:30 When to decide your company is ready to go public43:34 Going public and who plans to buy the shares51:52 Closing thoughts

Welcome everyone to the weekly San Diego Tech News!I'm Neal Bloom from Rising Tide Partners.My co-host in this episode is Fred Grier, journalist and author of The Business of San Diego substack. He covers the ins-and-outs of the startup world including breaking news, IPOs, fundraising rounds, and M&A through his newsletter.Before we dive in, we wanted to thank and ask our listeners to help us grow the show, leave a review and share with one other person who should be more plugged in with the SD Tech Scene. Thank you for the support and for helping us build the San Diego Startup Community!2/13Super Bowl ads worth mentioning:Rain Drop Agency. Manscape, TurboTax/Intuit, Poppi/Pepsi (local investors)SD Regional GDP/Economics report & event debriefUCSD leading NASA missionsBiotechIambic inks $1.7B deal with TakedaFormer DermTech CEO launched a new co.Neomorph Signed New Lease - 83,000 SFTTechNatilus Raised $28M in Fresh FundingHauler raised $16MOpaque raised, CEO is in SD, team is in SFDrata Opens SF officeCurated Events List – For full list – check The Social CoyoteAlliance Societal Impact - Family Office Summit March 15-16March Mingle March 25 This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit risingtidepartners.substack.com/subscribe

How India Can Stop Global Capital From Leaving Its Markets? In this episode of The Core Report Weekend Edition, Govindraj Ethiraj speaks with Ananth Narayan Gopalakrishnan, Former Whole Time Member of SEBI, to decode the real reasons behind capital flight from India, rising FPI/FII outflows, and what reforms could make India's capital markets more globally competitive.India's growth story remains strong. Domestic mutual fund inflows are at record highs. Retail investor participation has exploded from 4 crore to over 14 crore investors. Yet foreign portfolio investors have been pulling money out. Why?Is it valuations?Tax policy?Market structure?Global geopolitics?Or friction in how foreign capital enters and exits India?In this deep, data-backed conversation, we explore:• The demand–supply mismatch in Indian equity markets• Record domestic mutual fund flows vs IPO supply• Why valuation pockets may discourage foreign investors• The role of derivatives and index options in market liquidity• Retail trading losses and financial stability concerns• Capital gains tax and whether India should adopt residence-based taxation• How tax neutrality across asset classes could rebalance capital allocation• Should India allow more outward investments to reduce valuation pressure?• What SEBI can do to reduce friction for global institutional investorsFor professionals in finance, consulting, investing, startups, or policy, this episode provides a structural understanding of India capital markets, foreign portfolio investment trends, and the future of global capital flows into India.If you track FII selling, FPI data, Nifty, Sensex, SEBI reforms, mutual fund flows, IPO markets, bond markets, or India's economic policy, this conversation connects the dots.India is not short of capital — but is it structured correctly?Are we making it easy for global capital to stay?And what changes could unlock the next decade of sustainable market growth?Watch till the end for a powerful framework on how India can balance domestic investor growth with long-term global capital participation.If you found this valuable, share it with colleagues in finance, investment, consulting, and policy.Subscribe for sharp conversations on markets, regulation, and the future of India's economy.#IndiaStockMarket #CapitalFlows #SEBI #FII #IndianEconomy #TheCoreReport #TheCore

Kara and Scott discuss AG Pam Bondi's disastrous testimony on the Epstein files and Big Tech's day in court as Meta and YouTube face trial for deliberately addicting young users. Then, the Nancy Guthrie disappearance case reveals that Google Nest stores “deleted" video, and an Anthropic researcher resigns, warning the “world is in peril.” Plus, Hong Kong media mogul and activist Jimmy Lai is sentenced to 20 years in prison, and Antitrust Chief Gail Slater resigns. Also, Scott predicts IPO trouble for OpenAI. Watch this episode on the ⁠⁠Pivot YouTube channel⁠⁠.Follow us on Instagram and Threads at ⁠⁠@pivotpodcastofficial⁠⁠.Follow us on Bluesky at ⁠⁠@pivotpod.bsky.social⁠⁠Follow us on TikTok at ⁠⁠@pivotpodcast⁠⁠.Send us your questions by calling us at 855-51-PIVOT, or email pivot@voxmedia.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

Anthropic just raised $30 billion as it preps for a possible IPO later this year, and the Apple Vision Pro finally gets a native YouTube app with offline downloads.Starring Jason Howell and Huyen Tue Dao.Show notes can be found here. Hosted on Acast. See acast.com/privacy for more information.

Elon Musk's merger of SpaceX with his AI start-up xAI has created what the New York Times calls “the most valuable private company on earth,” allowing Musk to forge ahead with new plans to develop data centers in outer space and an IPO expected later this year. Musk's companies hold billions in government contracts as his own net worth tops $800 billion, and his decisions affect not just his shareholders but global communications, national security and international politics. We talk about how so much power has aggregated in one person and the perils for the rest of us. Guests: Ryan Mac, tech reporter, The New York Times; co-author, "Character Limit: How Elon Musk Destroyed Twitter" Nitasha TIku, tech culture reporter Learn more about your ad choices. Visit megaphone.fm/adchoices

Once Upon a Farm is officially public — and it could mark a turning point for better-for-you brands. In this episode, the hosts break down the baby food company's $198 million IPO, what its $724 million valuation signals for the CPG landscape, and why going public may be emerging as a viable alternative to traditional acquisition. Is this the start of a new era for mission-driven food brands looking to scale on their own terms? Plus, they dig into the growing battle over how "healthy" gets defined at retail. Kroger adopted FoodHealth's nutrient scoring system, which aims to guide shoppers with a balanced approach to nutrient density and ingredient quality. Meanwhile, the Non-GMO Project's stricter Non-UPF Verified certification draws a hard line against processed oils, gums, and natural flavors. Are these systems complementary, competitive, or just confusing? Show notes: 0:23: Fiber Bowl. AMA In MIA. OFRM's IPO. UPF, Maybe Or No? A Burst Of Mayo, Protein & Powder. –  The hosts kick things off with lighthearted Super Bowl banter and a recap of their game-day food spreads before previewing the upcoming Taste Radio Miami Meetup at Casa La Rubia on Feb. 18. The team highlights event features including live podcast interviews, networking, brand sampling, and a new "Ask Me Anything" table hosted by Atomos Strategic Marketing, encouraging founders and industry professionals to attend. The conversation then shifts to industry news, notably Once Upon a Farm's IPO, which raised $198 million and valued the baby and kids food brand at over $724 million. The hosts discuss the rarity of successful CPG IPOs, the tradeoffs between going public and selling to a strategic buyer, and what the move could signal for other better-for-you brands. From there, they explore evolving nutrition standards, comparing FoodHealth's nutrient scoring system with the stricter Non-UPF Verified certification from the Non-GMO Project, touching on hot-button topics like processed oils, natural flavors, and consumer education. The episode also features commentary on innovative products such as Graza's olive oil mayonnaise strategy, protein soda from Joyburst, protein-enhanced fruit spreads from BamJam, and the straightforward drink mix brand Fave. Brands in this episode: Royo Bread, Once Upon a Farm, Annie's, Vita Coco, Bai, Graza, Koia, Joyburst, BamJam, Drippy, Dappie, Fave, BTR Nation, Cadence, Spindrift, Duke's

In this week's episode of the Rich Habits Radar, Robert Croak and Austin Hankwitz cover the Dow Jones Industrial Average hitting 50K, January's top notch job numbers, and the rise of the AI agent ie OpenClaw.

Mars is dead! Long live the Moon! Jake and Anthony kick around the recent flurry of SpaceX news—the IPO, data centers, and a focus on the Moon.TopicsOff-Nominal - YouTubeEpisode 228 - The SpaceX Reverse Mortgage - YouTubeSpaceX acquires xAI, plans to launch a massive satellite constellation to power it - Ars TechnicaWhy would Elon Musk pivot from Mars to the Moon all of a sudden? - Ars TechnicaSpaceX Sets $800 Billion Valuation, Confirms 2026 IPO Plans - BloombergSpaceX-xAI Deal Blurs Musk's Once-Clear Space Exploration Mission - BloombergHere's why Blue Origin just ended its suborbital space tourism program - Ars TechnicaFollow Off-NominalSubscribe to the show! - Off-NominalSupport the show, join the DiscordOff-Nominal (@offnom) / TwitterOff-Nominal (@offnom@spacey.space) - Spacey SpaceFollow JakeWeMartians Podcast - Follow Humanity's Journey to MarsWeMartians Podcast (@We_Martians) | TwitterJake Robins (@JakeOnOrbit) | TwitterJake Robins (@JakeOnOrbit@spacey.space) - Spacey SpaceFollow AnthonyMain Engine Cut OffMain Engine Cut Off (@WeHaveMECO) | TwitterMain Engine Cut Off (@meco@spacey.space) - Spacey SpaceAnthony Colangelo (@acolangelo) | TwitterAnthony Colangelo (@acolangelo@jawns.club) - jawns.club

“We're approaching all of this with great caution,” says Ted Parkhill. He discusses diversifying into international equities and the question marks in the U.S. market. He's avoiding IPOs, citing risk, but thinks the SpaceX story “has merit” as the company is widely expected to debut this year. He's “surprised” how hard Bitcoin fell recently, he calls it “over-reactionary” and he's particularly watching Asia's crypto markets. His firm is short global bonds and commodities.======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

Do startup valuations today make sense?Umesh Padval, an early investor in Cohere, now valued at about $7 billion shares why Cohere stood out at the time of his investment. He shares what he saw early that made him believe this was not just another AI model company.Umesh is the Founding Managing Partner, Seligman Ventures and previously at Thomvest and Bessemer Venture Partners. He brings experience from investing across multiple tech cycles, from chips to cloud to AI. Umesh talks about how deals are really done in venture capital and what he looks for when everything feels noisy and crowded in AI.He also shares why many strong companies are choosing to stay private and what has changed in the IPO market. Public markets now demand cash flow and durability, not just fast growth.Umesh talks about why open source has become a powerful sales funnel for modern AI companies. Developers become the first users, and community adoption turns into long-term enterprise revenue.After four decades in Silicon Valley and 20 years as a VC, Umesh shares what keeps him in building and investing.0:00 – How big is the scope for investing in AI startups?04:04 – Do unit economics justify large AI valuations?06:00 – Thomvest's LLM investment thesis (Cohere case study)09:18 – Are CTO roles changing in AI11:21 – Traits of the best AI founding teams13:40 – Timeline to find the best founders16:52 – Partnership with Jyoti Bansal19:07 – Where is the IPO market headed?23:40 – Salesforce–Clari acquisition25:18 – Is profitability a prerequisite to go public?26:00 – Can the India–US corridor beat US–Israel?28:53 – Umesh's investment philosophy31:08 – Open source as a sales funnel33:38 – IIT → Stanford → Startups41:45 – The only CEO with 60 direct reports43:43 – Why Jensen never does 1-on-1s?48:23 – What ultimately drives Umesh Padval?-------------India's talent has built the world's tech—now it's time to lead it.This mission goes beyond startups. It's about shifting the center of gravity in global tech to include the brilliance rising from India.What is Neon Fund?We invest in seed and early-stage founders from India and the diaspora building world-class Enterprise AI companies. We bring capital, conviction, and a community that's done it before.Subscribe for real founder stories, investor perspectives, economist breakdowns, and a behind-the-scenes look at how we're doing it all at Neon.-------------Check us out on:Website: https://neon.fund/Instagram: https://www.instagram.com/theneonshoww/LinkedIn: https://www.linkedin.com/company/beneon/Twitter: https://x.com/TheNeonShowwConnect with Siddhartha on:LinkedIn: https://www.linkedin.com/in/siddharthaahluwalia/Twitter: https://x.com/siddharthaa7-------------This video is for informational purposes only. The views expressed are those of the individuals quoted and do not constitute professional advice.Send a text

 Ryan Strachan is back!

Send a textInvest in pre-IPO stocks with AG Dillon & Co. Contact aaron.dillon@agdillon.com to learn more. Financial advisors only. www.agdillon.com00:00 - Intro00:15 - OpenClaw Own the Memory File Thesis02:37 - Anthropic $30B Series G, $380B Valuation03:35 - Stripe Tender at $140B While Secondary Prints $151B04:24 - Databricks $5B Equity at $134B and $2B Debt Capacity05:23 - Harvey Talking $200M at $11B Up 38% From December06:28 - Runway $315M at $5.3B Up 75% in Under 1 Year07:37 - Apptronik Series A Reopened to $935M Total08:32 - Modal Labs Discussed $2.5B Valuation Up 127% vs Recent Series B09:22 - Gather AI $40M Series B for Warehouse Vision and Drones10:31 - Simile $100M for AI Digital Twins With Brand Heavy Roster11:30 - Erebor Bank National Charter and $635M Capital With 12% Requirement12:45 - MrBeast Beast Industries Buys Fintech Step13:42 - SpaceX Moon City Under 10 Years and Mars Still on the Roadmap15:13 - Monaco Launches With $35M Raised for AI and Service Sales Model16:26 - xAI Reorg Into 4 Areas and Colossus Expands Toward 2GW17:54 - X Hits $1B ARR From Subscriptions With $3 to $40 Pricing

This week, we review a busy week of economic data, including updates on retail sales, employment, and inflation, and discuss what these signals mean for the broader economy. We ask how markets are digesting softening inflation, shifting Fed expectations, sector-level dispersion in equities, and ongoing volatility tied to AI-driven disruption. We end the episode with guest Sean Poe, Director of Investment Research at Key Wealth, who provides some guidance on how investors might think about IPOs, private markets and portfolio construction in the current environment.Speakers:Brian Pietrangelo, Managing Director of Investment Strategy, Key WealthGeorge Mateyo, Chief Investment Officer, Key WealthRajeev Sharma, Head of Fixed Income, Key WealthSteve Hoedt, Head of Equities, Key WealthSean Poe, Director of Investment Research, Key Wealth02:18 – Retail sales, employment report, inflation (CPI), and what they indicate about consumer strength and economic momentum.05:17 – A macro interpretation and outlook, including recession expectations, labor market trends, housing's role in inflation, and potential future Fed actions.08:29 – We look at this week's bond market reaction, shifts in rate cut expectations, Treasury yields, safe‑haven flows, and credit market sector performance.13:00 – We break down the equity market dynamics, rising volatility, sector rotation, AI-driven disruptions, and the shift toward “HALO” (hard assets, low obsolescence) stocks.16:15 – Sean Poe delivers a thorough overview of the state of the IPO market, why the IPO window closed in recent years, early signs of reopening, and the role of AI-driven capital needs. He also touches on implications for investors, including considerations around accessing IPOs, the role of private markets, and the importance of portfolio construction and advisor guidance.Additional ResourcesRead: Key Questions: Investing Before Lift‑Off – What Should Investors Know About Private Markets and the Next IPO Cycle? Key QuestionsSubscribe to our Key Wealth Insights newsletterWeekly Investment BriefFollow us on LinkedIn

In today's Tech3 from Moneycontrol, we track Razorpay's early IPO preparations as it lines up top investment banks for a potential $700 million-plus public issue. We also unpack the sharp sell-off in IT stocks and the ripple effect on realty, a fresh surge in deeptech funding backed by policy support, and industry pushback against MeitY's new three-hour content takedown rule. Plus, Flipkart's low-cost T20 World Cup sponsorship play that's grabbing global attention.

Mark Pownall, Gary Adshead and Isabel Vieira discuss Albemarle's Kemerton shut down;, Liberal Party leadership shake up, WA's IPO landscape and major property deals.

From a 50,000 Dow to a 600-point slide, Mike Malone and Scott Budman break down the week's market madness and the viral "Cassandra" essay shaking investor confidence. We look at the AI land rush transforming rural Oklahoma and the Silicon Valley backyard, plus Anthropic's $30 billion bridge to a massive IPO. Is AI about to take your job, or just give you a better way to start a company?

In a world dominated by short-termism, does it seem odd that private equity holding periods are getting longer?    Private equity professionals don't have different genes than other investors. They face a structural problem: too many portfolio companies cannot find a buyer.     Private equity-owned businesses continue to grow in number and size, but demand from IPOs and strategics has not – and likely will not – keep up. This means that more companies will have to remain within the private equity ecosystem.     The end of the private equity bottleneck is not in sight. Instead, the industry may be heading toward structural change.    In this WTT – Can Private Markets Normalize, I pose the question of whether private equity will ever be able recycle capital fast enough to support successive fundraises without strain.     The answer, I'm afraid, is no.  Read Ted's blog here.   Editing and post-production work for this episode was provided by The Podcast Consultant (⁠https://thepodcastconsultant.com⁠)

Discover how a tech entrepreneur turned her basement startup into one of the most successful IPOs in history and eventually managed a $3 billion budget as a cabinet secretary. Caren Merrick, Tech Founder, Private Equity Advisor, and Author, discusses the "Power of Insight" and why cultivating clarity is the essential discipline every modern leader must master to avoid the traps of bureaucracy and "scope creep." Learn why the most effective leadership begins with uncomfortable self-awareness and the willingness to ask, "What is it like to be on the other side of me?"Guest Links:Caren's LinkedInCredits: Host: Lisa Nichols, Executive Producer: Jenny Heal, Marketing Support: Landon Burke and Joe Szynkowski, Podcast Engineer: Portside Media

Ever wondered who really runs the show behind every IPO — long after the bell?In this lively episode of Start Up to Stock Exchange, host Seth Farbman chats with Lisa Loew, Managing Director at VStock Transfer.From trucking sales to surviving Wall Street in the recession, Lisa shares 15+ years turning transfer agents into the true “quarterback” for public companies — connecting CEOs with bankers, auditors, lawyers, and shareholders for the long haul.Her legendary lunch-line strategy at conferences, turning “no” into clients years later, and why the real work (proxies, meetings, corporate actions) starts post-IPO.A quick, no-fluff talk on relationship-driven sales, smart networking, and authentic wins in capital markets.Seth's CompaniesVstock Transfer – https://www.vstocktransfer.com/Share Media – https://www.sharemedia.co/Listen to the ShowApple Podcasts – https://podcasts.apple.com/us/podcast/seth-farbman-on-podcast-from-startup-to-stock-exchange/id1356667808Spotify – https://open.spotify.com/show/54i7xkWaAALAFrUvk4WZcNConnect with SethLinkedIn – https://www.linkedin.com/in/sethfarbman/Instagram – https://www.instagram.com/sethfarbmanstockTikTok – https://www.tiktok.com/@sethfarbmanTwitter (X) – https://x.com/sethfarbman1About the ShowFrom Startup to Stock Exchange, hosted by entrepreneur and investor Seth Farbman, spotlights the journey of founders and CEOs as they scale their companies from early ideas to public markets. Each episode features candid conversations with leaders across industries, offering insights on growth, fundraising, branding, and the mindset it takes to build a company that lasts.Connect with SethLinkedIn – https://www.linkedin.com/in/sethfarbman/Instagram – https://www.instagram.com/sethfarbmanstockTikTok – https://www.tiktok.com/@sethfarbmanTwitter (X) – https://x.com/sethfarbman1Connect with Seth LinkedIn – https://www.linkedin.com/in/sethfarbman/ Instagram – https://www.instagram.com/sethfarbmanstock TikTok – https://www.tiktok.com/@sethfarbman Twitter (X) – https://x.com/sethfarbman1

Elon Musk reversed SpaceX's 25-year Mars mission in a single X post on Super Bowl Sunday, announcing the company will build a self-growing city on the Moon first. We break down the Blue Origin competition, the IPO pressure, and the military angle driving this historic pivot.

Patrick Bet-David, Tom Ellsworth & Brandon Aceto are joined by Peter Schiff and Luke Groman as they break down the January jobs report, Trump's 15% GDP and $100K Dow predictions, El Paso airspace shutdown and Epstein revelations, and market reactions spanning gold, Bitcoin, nuclear IPO momentum, and the Tai Lopez FBI investigation.-------Ⓜ️ CONNECT ON MINNECT: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bit.ly/4kSVkso ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ⓜ️ PBD PODCAST CIRCLES: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bit.ly/4mAWQAP⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

When a once-successful business falls on hard times, it can sometimes be hard for them to diagnose and fix the problem from within. Today's guest has built a career out of helping these businesses turn things around, and he's doing it again with one of America's premiere fitness brands.Mark Goldston is the Executive Chairman of The Beachbody Company, which trades under the symbol BODI. Mark is one of the world's most respected turnaround executives, and has spent his career reviving some of the best known brands in the world, including Revlon, Reebok, and LA Gear to name a few. He is also a prolific inventor with 135 US and foreign patents to his name. Today, Mark walks us through the history of The Beachbody Company, the issues he identified within the business, and how he and his team are working to right the ship.  Highlights:Mark's Career (1:40)Symptoms of a struggling business (6:34)The Beachbody Company turnaround (10:12)Navigating a difficult retail environment (17:16)Brand Awareness (21:58)How GLP-1's are impacting the business (26:46)What are investors missing about Beachbody? (29:50) Links:Mark Goldston LinkedInThe Beachbody Company LinkedInThe Beachbody Company WebsiteICR LinkedInICR TwitterICR Website Feedback:If you have questions about the show, or have a topic in mind you'd like discussed in future episodes, email our producer, joe@lowerstreet.co.

Not many digital health companies go public. And even fewer do so with a model designed to fix what's truly broken in U.S. healthcare: episodic, fragmented care that fails to support the behavior change required to manage chronic disease. Omada Health CEO Sean Duffy joins Claudia to discuss the company's journey from scrappy startup to public company—and his biggest ambition for the future: bending the nation's chronic disease curve, both in cost and in human suffering. Claudia and Sean talk about:Omada's “full stack” approach to chronic careWhat Omada's IPO signals for digital health's futureWhy GLP1s are a catalyst for behavior changeHow employers have quietly driven healthcare innovationSean says for Omada to actually shift what consumers pay out of pocket every month for their premiums we need to make big changes:“Affordability is the thing… That's the burden we're bearing as a country… And so, the only way to bring down healthcare costs are completely transformed care models. That's the only way… Thank goodness we're at a moment where those models are being supported and being scaled nationally. Thank goodness we're at a moment where technologies like AI can help add even more efficiency and help scale… Our only way out are different care models [that] leverage new technologies.”Relevant LinksAccess more info in Omada's research libraryGet details on Omada Health's S1 IPO Filing See the GLP-1 research Sean mentions: Omada members maintain weight loss after discontinuing GLPsGet more info on the CMS ACCESS model About Our GuestSean Duffy co-founded Omada in 2011 with the aim of merging medical trends and cutting edge technology to revolutionize health care of chronic disease as we know it. Today, he proudly serves as CEO and has been instrumental in steering Omada toward global recognition, such as being hailed a potential “medical triumph” by The New York Times, and one of Fast Company's 50 most innovative companies in the world. A longtime devotee of healthcare and technology, Sean also founded a largely automated lifestyle business around Excel Everest, the interactive Microsoft Excel training tool he created. He formerly covered healthcare innovation as writer and editor for Medgadget, a popular medical technology blog. As CEO of Omada, Sean cares deeply about honing the organization's exceptional products, values-driven approach to healthcare, and the innovative ways in which primary care can continue to better humanity. More recently, Sean has been spending more and more of his free time learning how to build and fly first-person view drones.SourceConnect With...

Derek Yan with KraneShares talks about his firm's Artificial Intelligence & Technology ETF (AGIX), which includes pre-IPO companies like Anthropic and xAI. He argues the ETF makes it easier for investors to access the private market space and get ahead of public market debuts KraneShares expects to outperform. Derek later talks about how you can identify future winners in the evolving tech landscape. ======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

Tom Proulx shares the story of how he co-founded Intuit and created Quicken in his Stanford dorm room in 1983 after a chance meeting with Scott Cook outside the engineering library. Proulx explains how they revolutionized personal finance software by focusing on what customers actually wanted: to save time on tedious tasks like bill paying and check register maintenance, rather than adding complex features most people didn't use. The conversation offers valuable lessons for financial education teachers, particularly around entrepreneurship, where Proulx emphasizes that perseverance is the #1 trait for success and stresses the importance of deeply understanding your customer rather than building what you personally want. Proulx also discusses how Quicken evolved based on user research (discovering half their users ran small businesses led to QuickBooks), the 1993 IPO and TurboTax acquisition, and his vision for AI-powered financial tools that could help people automate finances and tackle credit card debt more effectively.

Apple PhoneSuperBowl. Bad BunnyJETS:Two B-1B Lancer bombers. two F-15C Eagles, two F/A-18E Super Hornets, and two F-35C Lightning Linday Vonn - Torn ACL. MarketsVOO and Tech still near all-time highs.Bitcoin down 45%. Spotify up 15% today. Still 40% off high. 98B market cap. SpaceX Acquired XAICurrent valuation. $250 and $1t. Elon on the Pivot to Moon as opposed to Mars now. Elon MuskGreat interview with 10000 Starship launches annually. Low rate compared to airplanes.Merger with TeslaSpaceX and XaI merged. Presumably Elon has super voting control. Now SpaceXaI will acquire $TLSA at a premium (~30%). They're similarly valued at ~$1.5T each. AND I think/hope Elon also offers an "allocation" of pre-IPO shares to Long-term Tesla shareholders (maybe > 3 years).TeslaNetflixTed Sarandos testimony. 80% of HBO subscribers are Netflix subscribers. YouTube is #1 viewing platform. Rights to Oscars, NFL, etc… Netflix is 9% of viewing and with Warner 10%? Wow! Chief Strategy Officer at Warner. Senator Hawley is a terrible Senator! Play Union Commitment53.28. Sexually inappropriate trans characters. What % of Netflix employees donate $'s to what party? 1.07.03 Why give Netflix the power to promote more woke shit!? Must Play. Wokest content in the world.

In a podcast recorded at ITEXPO / MSP EXPO, Doug Green, Publisher of Technology Reseller News, spoke with Andy Abramson, CEO & Founder of Comunicano, about the evolving role of AI in communications, media, and business decision-making. The discussion focused on why context, judgment, and human accountability matter more than ever as synthetic content and automated tools become commonplace. Abramson stressed that AI should be viewed as an assistive tool—not a replacement for human responsibility. While he actively uses multiple AI platforms to shape ideas and refine perspective, he cautioned against fully automating decision-making or content creation. “At the end of the day, you need IPO—not initial public offering, but insight, perspective, and opinion,” Abramson said. “AI can help you shape thinking, but the human still has to decide what's true, relevant, and worth sharing.” For MSPs and channel partners, Abramson framed AI monetization as a maturity curve. Simply using AI to summarize metrics or reports, he noted, is entry-level capability. Real value comes when providers understand customer context and use AI to guide outcomes rather than just analyze data. That shift enables MSPs to move from commodity services to trusted-advisor roles rooted in relevance, narrative, and problem-solving. The conversation concluded with a look at Abramson's work through Comunicano, including his high-engagement newsletter and multimedia storytelling approach. By blending original analysis, cultural references, and selective use of AI-generated visuals, Abramson aims to surface insights that traditional analyst reports often miss. His message to the audience was clear: embrace AI thoughtfully, stay grounded in human judgment, and focus on delivering meaning—not just information. Visit https://www.comunicano.com/  

This week we talk about OpenAI, nudify apps, and CSAM.We also discuss Elon Musk, SpaceX, and humanistic technology.Recommended Book: Who's Afraid of Gender? by Judith ButlerTranscriptxAI is an American corporation that was founded in mid-2023 by Elon Musk, ostensibly in response to several things happening in the world and in the technology industry in particular.According to Musk, a “politically correct” artificial intelligence, especially a truly powerful, even generally intelligent one, which would be human or super-human-scale capable, would be dangerous, leading to systems like HAL 9000 from 2001: A Space Odyssey. He intended, in contrast, to create what he called a “maximally truth-seeking” AI that would be better at everything, including math and reasoning, than existing, competing models from the likes of OpenAI, Google, and Anthropic.The development of xAI was also seemingly a response to the direction of OpenAI in particular, as OpenAI was originally founded in 2015 as a non-profit by many of the people who now run OpenAI and competing models by competing companies, and current OpenAI CEO Sam Altman and Elon Musk were the co-chairs of the non-profit.Back then, Musk and Altman both said that their AI priorities revolved around the many safety issues associated with artificial general intelligence, including potentially existential ones. They wanted the development of AI to take a humanistic trajectory, and were keen to ensure that these systems aren't hoarded by just a few elites and don't make the continued development and existence of human civilization impossible.Many of those highfalutin ambitions seemed to either be backburnered or removed from OpenAI's guiding tenets wholesale when the company experienced surprising success from its first publicly deployed ChatGPT model back in late-2022.That was the moment that most people first experienced large-language model-based AI tools, and it completely upended the tech industry in relatively short order. OpenAI had already started the process of shifting from a vanilla non-profit into a capped for-profit company in 2019, which limited profits to 100-times any investments it received, partly in order to attract more talent that would otherwise be unlikely to leave their comparably cushy jobs at the likes of Google and Facebook for the compensation a non-profit would be able to offer.OpenAI began partnering with Microsoft that same year, 2019, and that seemed to set them up for the staggering growth they experienced post-ChatGPT release.Part of Musk's stated rationale for investing so heavily in xAI is that he provided tens of millions of dollars in seed funding to the still non-profit OpenAI between 2015 and 2018. He filed a lawsuits against the company after its transition, and when it started to become successful, post-ChatGPT, especially between 2024 and 2026, and has demanded more than $100 billion in compensation for that early investment. He also attempted to take over OpenAI in early 2025, launching a hostile bid with other investors to nab OpenAI for just under $100 billion. xAI, in other words, is meant to counter OpenAI and what it's become.All of which could be seen as a genuine desire to keep OpenAI functioning as a non-profit arbiter of AGI development, serving as a lab and thinktank that would develop the guardrails necessary to keep these increasingly powerful and ubiquitous tools under control and working for the benefit of humanity, rather than against it.What's happened since, within Musk's own companies, would seem to call that assertion into question, though. And that's what I'd like to talk about today: xAI, its chatbot Grok, and a tidal wave of abusive content it has created that's led to lawsuits and bans from government entities around the world.—In November of 2023, an LLM-based chatbot called Grok, which is comparable in many ways to OpenAI's LLM-based chabot, ChatGPT, was launched by Musk's company xAI.Similar to ChatGPT, Grok is accessible by apps on Apple and Android devices, and can also be accessed on the web. Part of what makes its distinct, though, is that it's also built into X, the social network formerly called Twitter which Musk purchased in late-2022. On X, Grok operates similar to a normal account, but one that other users can interact with, asking Grok about the legitimacy of things posted on the service, asking it normal chat-botty questions, and asking it to produce AI-generated media.Grok's specific stances and biases have varied quite a lot since it was released, and in many cases it has defaulted to the data- and fact-based leanings of other chatbots: it will generally tell you what the Mayo clinic and other authorities say about vaccines and diseases, for instance, and will generally reference well-regarded news entities like the Associated Press when asked about international military conflicts.Musk's increasingly strong political stances, which have trended more and more far right over the past decade, have come to influence many of Grok's responses, however, at times causing it to go full Nazi, calling itself Mechahitler and saying all the horrible and offensive things you would expect a proud Nazi to say. At other times it has clearly been programmed to celebrate Elon Musk whenever possible, and in still others it has become immensely conspiratorial or anti-liberal or anti-other group of people.The conflicting personality types of this bot seems to be the result of Musk wanting to have a maximally truth-seeking AI, but then not liking the data- and fact-based truths that were provided, as they often conflicted with his own opinions and biases. He would then tell the programmers to force Grok to not care about antisemitism or skin color or whatever else, and it would overcorrect in the opposite direction, leading to several news cycles worth of scandal.This changes week by week and sometimes day by day, but Grok often calls out Musk as being authoritarian, a conspiracy theorist, and even a pedophile, and that has placed the Grok chatbot in an usual space amongst other, similar chatbots—sometimes serving as a useful check on misinformation and disinformation on the X social network, but sometimes becoming the most prominent producer of the same.Musk has also pushed for xAI to produce countervailing sources of truth from which Grok can find seeming data, the most prominent of which is Grokipedia, which Musk intended to be a less-woke version of Wikipedia, and which, perhaps expectedly, means that it's a far-right rip off of Wikipedia that copies most articles verbatim, but then changes anything Musk doesn't like, including anything that might support liberal political arguments, or anything that supports vaccines or trans people. In contrast, pseudoscience and scientific racism get a lot of positive coverage, as does the white genocide conspiracy theory, all of which are backed by either highly biased or completely made up sources—in both cases sources that Wikipedia editors would not accept.Given all that, what's happened over the past few months maybe isn't that surprising.In late 2025 and early 2026, it was announced that Grok had some new image-related features, including the ability for users to request that it modify images. Among other issues, this new tool allowed users to instruct Grok to place people, which for this audience especially meant women and children, in bikinis and in sexually explicit positions and scenarios.Grok isn't the first LLM-based app to provide this sort of functionality: so called “nudify” apps have existed for ages, even before AI tools made that functionality simpler and cheaper to apply, and there have been a wave of new entrants in this field since the dawn of the ChatGPT era a few years ago.Grok is easily the biggest and most public example of this type of app, however, and despite the torrent of criticism and concern that rolled in following this feature's deployment, Musk immediately came out in favor of said features, saying that his chatbot is edgier and better than others because it doesn't have all the woke, pearl-clutching safeguards of other chatbots.After several governments weighed in on the matter, however, Grok started responding to requests to do these sorts of image edits with a message saying: “Image generation and editing are currently limited to paying subscribers. You can subscribe to unlock these features.”Which means users could still access these tools, but they would have to pay $8 per month and become a premium user in order to do so. That said, the AP was able to confirm that as of mid-January, free X users could still accomplish the same by using an Edit Image button that appears on all images posted to the site, instead of asking Grok directly.When asked about this issue by the press, xAI has auto-responded with the message “Legacy Media Lies.” The company has previously said it will remove illegal content and permanently suspend users who post and ask for such content, but these efforts have apparently not been fast or complete, and more governments have said they plan to take action on the matter, themselves, since this tool became widespread.Again, this sort of nonconsensual image manipulation has been a problem for a long, long time, made easier by the availability of digital tools like Photoshop, but not uncommon even before the personal computer and digital graphics revolution. These tools have made the production of such images a lot simpler and faster, though, and that's put said tools in more hands, including those of teenagers, who have in worryingly large numbers taken to creating photorealistic naked and sexually explicit images of their mostly female classmates.Allowing all X users, or even just the subset that pays for the service to do the same at the click of a button or by asking a Chatbot to do it for them has increased the number manyfold, and allowed even more people to created explicit images of neighbors, celebrities, and yes, even children. An early estimate indicates that over the course of just nine days, Grok created and posted 4.4 million images, at least 41% of which, about 1.8 million, were sexualized images of women. Another estimated using a broader analysis says that 65% of those images, or just over 3 million, contained sexualized images of men, women, and children.CSAM is an acronym that means ‘child sexual abuse material,' sometimes just called child porn, and the specific definition varies depending on where you are, but almost every legal jurisdiction frowns, or worse, on its production and distribution.Multiple governments have announced that they'll be taking legal action against the company since January of 2026, including Malaysia, Indonesia, the Philippines, Britain, France, India, Brazil, and the central governance of the European Union.The French investigation into xAI and Grok led to a raid on the company's local office as part of a preliminary investigation into allegations that the company is knowingly spreading child sexual abuse materials and other illegal deepfake content. Musk has been summoned for questioning in that investigation.Some of the governments looking into xAI for these issues conditionally lifted their bans in late-January, but this issues has percolated back into the news with the release of 16 emails between Musk and the notorious sex traffic and pedophile Jeffrey Epstein, with Musk seemingly angling for an invite to one of Epstein's island parties, which were often populated with underage girls who were offered as, let's say companions, for attendees.And this is all happening at a moment in which xAI, which already merged with social network X, is meant to be itself merged with another Musk-owned company, SpaceX, which is best known for its inexpensive rocket launches.Musk says the merger is intended to allow for the creation of space-based data centers that can be used to power AI systems like Grok, but many analysts are seeing this as a means of pumping more money into an expensive, unprofitable portion of his portfolio: SpaceX, which is profitable, is likely going to have an IPO this year and will probably have a valuation of more than a trillion dollars. By folding very unprofitable xAI into profitable SpaceX, these AI-related efforts could be funded well into the future, till a moment when, possibly, many of today's AI companies will have gone under, leaving just a few competitors for xAI's Grok and associated offerings.Show Noteshttps://www.wired.com/story/deepfake-nudify-technology-is-getting-darker-and-more-dangerous/https://www.theverge.com/ai-artificial-intelligence/867874/stripe-visa-mastercard-amex-csam-grokhttps://www.ft.com/content/f5ed0160-7098-4e63-88e5-8b3f70499b02https://www.theguardian.com/global-development/2026/jan/29/millions-creating-deepfake-nudes-telegram-ai-digital-abusehttps://apnews.com/article/france-x-investigation-seach-elon-musk-1116be84d84201011219086ecfd4e0bchttps://apnews.com/article/grok-x-musk-ai-nudification-abuse-2021bbdb508d080d46e3ae7b8f297d36https://apnews.com/article/grok-elon-musk-deepfake-x-social-media-2bfa06805b323b1d7e5ea7bb01c9da77https://www.nytimes.com/2026/02/07/technology/elon-musk-spacex-xai.htmlhttps://www.bbc.com/news/articles/ce3ex92557johttps://techcrunch.com/2026/02/01/indonesia-conditionally-lifts-ban-on-grok/https://www.bbc.com/news/articles/cgr58dlnne5ohttps://www.nytimes.com/2026/01/22/technology/grok-x-ai-elon-musk-deepfakes.htmlhttps://en.wikipedia.org/wiki/XAI_(company)https://en.wikipedia.org/wiki/OpenAIhttps://en.wikipedia.org/wiki/ChatGPThttps://en.wikipedia.org/wiki/Grok_(chatbot)https://en.wikipedia.org/wiki/Grokipediahttps://www.cnbc.com/2025/02/10/musk-and-investors-offering-97point4-billion-for-control-of-openai-wsj.html This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit letsknowthings.substack.com/subscribe

Aman Verjee, Founder and General Partner at Practical Venture Capital, shares his view of how venture capital has evolved over the past two decades and why secondary markets now play a critical role in the ecosystem. Drawing from his time at PayPal, eBay, and Sonos, Aman explains how companies today stay private far longer than they used to, what that means for early investors and employees, and how thoughtfully structured secondary transactions can reduce friction and misalignment on the cap table. He also challenges popular narratives around tech bubbles, walking through historical examples to explain why today's AI-driven market looks fundamentally different.In this episode, you'll learn:[01:11] Aman's journey from Wall Street to Practical VC[03:40] What made the early PayPal team exceptional[06:32] Follow the customer, not the original plan[10:44] Why are startups staying private longer today?[11:17] What secondary transactions actually are[18:41] How founders should handle secondary requests[26:11] Are we in a tech bubble today?The nonprofit organization Aman is passionate about: AYSO (American Youth Soccer Organization)About Aman VerjeeAman Verjee is the Founder and General Partner of Practical Venture Capital, a secondary-focused fund providing liquidity to early investors in late-stage private companies. Before launching Practical VC, Aman spent over a decade in finance and operations roles at PayPal and eBay, joining PayPal in 2001 before its IPO and witnessing its transformation from a money-beaming mobile app to the dominant payment platform for eBay. Earlier, he worked in investment banking in New York after studying economics at Stanford and constitutional law at Harvard Law School. Aman was recruited to PayPal by Peter Thiel and worked directly for David Sachs during the company's pivotal early years. Now partnering with Dave McClure, he focuses on Series C and D investments in SaaS and FinTech companies with $200M+ in revenue and clear paths to liquidity within 5-7 years. He's also writing a book on the history of financial bubbles and co-hosts the Trading Places podcast, analyzing private company valuations.About Practical Venture CapitalPractical Venture Capital is a secondary-focused venture firm that provides liquidity solutions for early investors, employees, and funds. Operating with a 7-year fund structure instead of the traditional 10-15 years, Practical VC targets 20-40% discounts to last-round valuations in Series C and D companies with $200M+ in revenue and clear paths to exit. The firm specializes in SaaS and FinTech but has made exceptions for exceptional opportunities like SpaceX, now their biggest winner despite violating their typical investment criteria. Founded by Aman Verjee and Dave McClure, Practical VC evaluates roughly 50 companies at any given time, making 5-10 investments annually. The firm also offers SPVs for deals that don't fit their main fund and covers LATAM opportunities through an operating partner in Argentina. Their approach recognizes that modern venture capital requires new liquidity solutions as companies like SpaceX (23 years private), Airbnb (17 years), and Palantir (20 years) redefine what "patient capital" means.Subscribe to our podcast and stay tuned for our next episode.

David Jegen joins Diane King Hall to assess the state of fintech services, especially in the lens of AI and Crypto. He points to the rise in both technologies as a significant moment for the financial services sector. David dishes his take on the IPO market and what recent fintech go-to-market names have made waves thus far. ======== Schwab Network ========Empowering every investor and trader, every market day.Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – / schwabnetwork Follow us on Facebook – / schwabnetwork Follow us on LinkedIn - / schwab-network About Schwab Network - https://schwabnetwork.com/about

Elon Musk is planning the largest IPO in history. Hear some takeaways for you and your finances in this week's episode of Money Matters.  This episode was recorded on February 10, 2026 by Chad P. Wilson of Foundation Bank.  

The real winner of the Olympics? Ralph Lauren… the stock's near a gold-medal all-time-high.Actor Jennifer Garner's baby food biz IPO'd… Once Upon A Farm's growth hack is 1st time mommas.Snap's CEO is turning their spectacles into their own business… But will Zuck zuck ‘em?Plus, we found the founder who invented Black History Month… exactly 100 years ago.$SNAP $RL $OFRMBuy tickets to The IPO Tour (our In-Person Offering) TODAYAustin, TX (2/25): SOLD OUTArlington, VA (3/11): https://www.arlingtondrafthouse.com/shows/341317 New York, NY (4/8): https://www.ticketmaster.com/event/0000637AE43ED0C2Los Angeles, CA (6/3): SOLD OUTGet your TBOY Yeti Doll gift here: https://tboypod.com/shop/product/economic-support-yeti-doll NEWSLETTER:https://tboypod.com/newsletter OUR 2ND SHOW:Want more business storytelling from us? Check our weekly deepdive show, The Best Idea Yet: The untold origin story of the products you're obsessed with. Listen for free to The Best Idea Yet: https://wondery.com/links/the-best-idea-yet/NEW LISTENERSFill out our 2 minute survey: https://qualtricsxm88y5r986q.qualtrics.com/jfe/form/SV_dp1FDYiJgt6lHy6GET ON THE POD: Submit a shoutout or fact: https://tboypod.com/shoutouts SOCIALS:Instagram: https://www.instagram.com/tboypod TikTok: https://www.tiktok.com/@tboypodYouTube: https://www.youtube.com/@tboypod Linkedin (Nick): https://www.linkedin.com/in/nicolas-martell/Linkedin (Jack): https://www.linkedin.com/in/jack-crivici-kramer/Anything else: https://tboypod.com/ About Us: The daily pop-biz news show making today's top stories your business. Formerly known as Robinhood Snacks, The Best One Yet is hosted by Jack Crivici-Kramer & Nick Martell. Hosted on Acast. See acast.com/privacy for more information.

What if clarity wasn't just a mindset—but a measurable business advantage?In this powerful episode of Mindset Mastery Moments, Dr. Alisa sits down with Yining Wang, Global Business Strategist and Executive Partner at Sincere Alignment Group, to explore the psychology behind conscious leadership, high-stakes decision-making, and sustainable success.Born and raised between China and Sweden, Yining brings a rare multicultural perspective to leadership—bridging traditional corporate success with inner mastery, stillness, and strategic detachment. Having advised billion-dollar ventures and operated in IPO-level environments, he shares how leaders can make clearer decisions without burnout or ego-driven reactivity.In this episode, we explore:The psychology of detached decision-making in high-pressure business environmentsHow cultural conditioning shapes leadership mindset and performanceThe neuroscience behind stillness and strategic thinkingWhy inner clarity is a non-negotiable leadership skillThe difference between building profitable companies and transformational communitiesThis conversation is a must-listen for founders, executives, and professionals who want to scale impact without sacrificing alignment, health, or purpose.

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.   

Today, I'm joined by Geoff Cook, CEO of Noom.   Evolved from behavior change app to clinical health platform, Noom combines personalized coaching with medications like GLP-1s to forge health habits and drive long-term health outcomes. In this episode, we discuss using medication as a catalyst for behavior change. We also cover:   Shifting revenue from medicated plans Microdosing GLP-1s Building the "Duolingo of Health"   Subscribe to the podcast → insider.fitt.co/podcast  Subscribe to our newsletter → insider.fitt.co/subscribe  Follow us on LinkedIn → linkedin.com/company/fittinsider  Website: www.noom.com  Programs for weight loss and proactive health available   -   The Fitt Insider Podcast is brought to you by EGYM. Visit EGYM.com to learn more about its smart fitness ecosystem for fitness and health facilities. Fitt Talent: https://talent.fitt.co/  Consulting: https://consulting.fitt.co/  Investments: https://capital.fitt.co/  Chapters: (00:00) Introduction (01:30) What's changed at Noom (02:00) Revenue shift (03:25) GLP-1s as catalyst  (04:20) Food noise silence (05:35) Discontinuation rates (06:35) Medication to maintenance (07:00) Microdosing GLP-1s (08:35) Challenges and strategies (09:50) Self-experimentation & preventative health (12:20) Other supplements (14:05) Stacking habits (15:35) What belongs in clinical care? (16:20) Litmus test (17:20) Research investment and peer-reviewed studies (18:25) Largest microdose dataset in the world (19:30) Virtuous loop (20:30) Cue, micro-habit, reward framework (21:25) Gamification (22:32) Behavior change foundation  (24:00) Condition advantage over competitors (26:00) Women's health, blood testing, & category expansion (26:35) Behavior, diagnostics, and clinical care (28:15) Blood testing for proactive health (29:20) Care stacks and vertical integration trends (31:10) IPO timeline and public market readiness (32:35) 2026 goals (33:40) Conclusion

Send us a textKristen and Jen are joined by Guy Adami and Dan Nathan of CNBC's Fast Money for the fifth installment of "He Said, She Said." The conversation kicks off with the so-called "SaaS Apocalypse" — the brutal selloff across software stocks — and unpacks how the market narrative shifted in just one week from "when will AI spending pay off?" to "what happens when AI destroys your core business?" The group debates whether the repricing is justified or overdone, digs into the credit market spillover with $17.7 billion in SaaS-related loans hitting distressed levels, and discusses what it all means for private credit exposure.From there, the panel takes on Bitcoin's collapse to $60,000 — roughly half its all-time high — and asks whether the "digital gold" thesis is officially dead now that crypto fell apart while precious metals hit records. They also break down the equity rotation into financials and energy, the irony of banks rallying on AI-driven deal flow while AI-adjacent companies crater, and what enterprise adoption of AI could mean for the hyperscalers longer term.The episode wraps with a look at Elon Musk's latest consolidation play, SpaceX acquiring xAI ahead of a rumored mega-IPO, and a macro check-in covering weak seasonals, a deteriorating jobs picture, rising 10-year yields, and the historical pattern of markets testing every new Fed chair.For a 14 day FREE Trial of Macabacus, click HEREShop our Self Paced Courses: Investment Banking & Private Equity Fundamentals HEREFixed Income Sales & Trading HERE Wealthfront.com/wss. This is a paid endorsement for Wealthfront. May not reflect others' experiences. Similar outcomes not guaranteed. Wealthfront Brokerage is not a bank. Rate subject to change. Promo terms apply. If eligible for the boosted rate of 4.15% offered in connection with this promo, the boosted rate is also subject to change if base rate decreases during the 3 month promo period.The Cash Account, which is not a deposit account, is offered by Wealthfront Brokerage LLC ("Wealthfront Brokerage"), Member FINRA/SIPC. Wealthfront Brokerage is not a bank. The Annual Percentage Yield ("APY") on cash deposits as of 11/7/25, is representative, requires no minimum, and may change at any time. The APY reflects the weighted average of deposit balances at participating Program Banks, which are not allocated equally. Wealthfront Brokerage sweeps cash balances to Program Banks, where they earn the variable APY. Sources HERE.