Podcasts about ipo

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

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

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.  

SpaceX Shifts Focus From Mars to Lunar Base: The Strategic Pivot and Its ImplicationsElon Musk announced on X that SpaceX has shifted its primary focus from Mars to establishing a self-sustaining city on the Moon. This strategic change comes despite SpaceX's long-standing goal of Mars colonization. The company plans an uncrewed lunar landing by March 2027 and has integrated XAI's AI capabilities through a historic $1.25 trillion merger. Factors influencing the pivot include faster lunar mission iteration cycles, fewer setbacks compared to Mars missions, and the strategic race against China to return humans to the Moon. SpaceX's recent FCC filing for 1 million orbital data center satellites and upcoming IPO, valued at $1.5 trillion, are also interconnected with this new focus. Despite these ambitious plans, challenges such as radiation exposure and extreme temperatures remain. Nevertheless, SpaceX aims to start building a Moon base within the next 10 years while maintaining long-term Mars ambitions.00:00 SpaceX's Shift from Mars to the Moon00:41 The Strategic Pivot Explained01:41 Financial and Engineering Insights02:04 Musk's Rationale and Future Plans03:26 NASA and International Competition05:10 The XAI Merger and Its Implications06:48 Orbital Data Centers and IPO Strategy08:55 Challenges and Skepticism10:26 Conclusion: Betting on the Moon

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.

Listen & subscribe on Apple, Spotify, YouTube.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!2/9Debrief from 2026 VC OutlookJanuary 2026 Funding RecapSolve Energy IPO & Once Upon A Farm IPORakuten Medical $100M Series FMacroLayoffs Amazon 16,000 Traditional tech stocks are downIllumina partners with the SD Zoo Frozen ZooNew Dexcom CEONeal is back on twitter/XCurated Events List – For full list – check The Social CoyoteSD Founder Hike - Feb 6SDAC Angel Investor Knowledge Night - Feb 10AFCEA West - Feb. 10-12TechCon Southwest Austin - Feb. 12-13 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

Elon Musk just pulled off the biggest merger in corporate history but is the $1.25 trillion SpaceX–xAI deal a stroke of visionary genius, or a financial sleight of hand?In this episode of Market Maker, Anthony and Piers unpack what's really behind the numbers. Is this bold vertical integration or just a clever way to funnel cash into a billion-dollar-a-month AI burn machine? They dig into Starlink's role as the cash engine, xAI's financial reality, and why Musk is using a rare “triangular merger” to shield liabilities.They also break down Musk's plan for space-based data centers and whether the science (and physics) actually adds up, plus how this all ties into the bigger Muskonomy: Grok, Optimus, robo-taxis, and orbital dominance.You'll also hear how Morgan Stanley, Goldman Sachs, J.P. Morgan, and BofA are circling the biggest IPO in history and what it means for markets, investors, and tech.New episodes drop weekly. Make sure to follow, rate, and share if you enjoy the show.(00:00) SpaceX Acquires xAI(01:57) Biggest Deal Ever?(03:18) Musk's $1.25T Valuation Math(06:42) What SpaceX Actually Does(07:24) Starlink = The Cash Cow(11:35) xAI = The Cash Drain(12:48) AI Arms Race Spending(16:14) Why This Merger Makes Sense(18:07) Muskonomy: The Bigger Vision(20:28) Google, Amazon & Space Rivals(20:59) The Triangular Merger Trick(23:51) Starlink, xAI & SpaceX Strategy(24:59) Space Data Centers Explained(28:27) Who Owns Space?(29:43) Governments vs Tech Giants(33:05) The Science Problem in Space(38:56) The Underwater Data Center Attempt(41:34) Which Banks Are Involved(48:09) Final Thoughts for the Grad Bankers

The Space Show Presents Mark Whittington, Sunday, Feb. 1, 2026Quick Summary:Our program began with followed by conversations about the Artemis II mission and space technology advancements. The group explored various aspects of space exploration, including Iran's space program, lunar missions, and the development of space suits and launch systems. The discussion concluded with conversations about AI in journalism, nuclear reactor technologies, and the upcoming Artemis II mission, including its potential for public celebration and media coverage.Detailed SummaryOur Zoom program Wisdom Team discussed the Artemis II mission, with Mark expressing confidence in its success. They also talked about the challenges of keeping up with rapidly advancing technology and the stock market, particularly in the space industry. David expressed interest in doing a show about space-related ETFs but felt that Andrew, who focuses on his own ETF, might not be the best person for it given there now a plethora of space focused ETFs.After introducing Mark Whittington as the guest for the Sunday space show, we discussed Iran's space program. Mark explained that while Iran's space program is not robust by global standards, it serves dual purposes, potentially threatening global security. He suggested that if Iran were to transition to a more freedom-oriented regime, preserving and developing their space program could be beneficial for economic growth and inspiring young Iranians to pursue STEM subjects.Mark continued talking about Iran's space program, highlighting its development of launch vehicles and satellites, and its potential to support a nuclear program. He suggested that a post-Islamic Republic Iran could benefit economically from continuing its space program and joining international initiatives like the Artemis Accords. David inquired about the U.S. government's perspective on Iran's space program, and Mark noted that concerns primarily focus on its nuclear capabilities. They briefly touched on the potential for military action against Iranian spaceports and the possibility of Reza Pahlavi returning as a stabilizing figure in Iran. The conversation concluded with a brief mention of the upcoming Artemis II mission.Mark discussed the Artemis II mission in some detail, addressing concerns about the heat shield and NASA's confidence in its workarounds. He highlighted the mission's potential impact on American society, comparing media coverage then and now, and expressed hope that Artemis II would be a significant story. Mark also noted the mission's duration of 10 days, including a loop around the moon, and emphasized the diversity of the crew. David shared a question from a listener about potential lunar payload or surface interaction during Artemis II, which Mark clarified does not involve landing on the moon but rather a loop around it.We continued focusing on the Artemis program and lunar exploration. Mark explained that CubeSats will launch with Orion but won't be lunar landers, and SpaceX and Blue Origin are developing lunar landers. The next Starship test is expected in 5 weeks, aiming to refuel in low Earth orbit and land on the moon. John Jossy inquired about ESA's life support system test, which Mark confirmed is part of the systems test in low Earth orbit. Marshall asked about reusability of the Space Launch System's solid rocket boosters, to which Mark replied they are not planned to be reusable due to the infrequent use of the system.Our team discussed public excitement and historical significance of the Artemis II mission, with Mark noting that while Artemis II should be the story of the year, public awareness and support may be lower than during the Apollo missions. They discussed the upcoming Starship test in 5 weeks as a potential rival for public attention, and explored the possibility of live TV coverage during the mission, including the crew's perspective of Earth rise. Mark suggested that the crew should be allowed to express their personal thoughts and experiences during the mission rather than following a pre-determined script.Our team also discussed the inspirational impact of Earthrise, with Marshall sharing his perspective on the spiritual connection to celestial objects. Mark and Marshall exchanged views on the role of mathematics and physics in understanding the universe, while David inquired about public perceptions of space exploration versus Earth's economic concerns. Mark highlighted the potential economic benefits of space travel and SpaceX's upcoming IPO, as well as Elon Musk's plans for AI data centers in orbit, powered by a network of satellites. The conversation concluded with a discussion on the development of space-based solar power and its potential to overcome the limitations of solar energy on Earth, with our guest emphasizing the importance of diverse energy sources like nuclear and natural gas.Mark discussed the development of lunar spacesuits, noting that Axiom Space is the prime contractor and progress is ongoing, with suits expected to be ready by 2028. He also addressed the potential merger between SpaceX and Tesla, suggesting it would create a holding company with separate divisions, and discussed the development of Optimus robots for space exploration. Mark highlighted the success of NASA Administrator Bill Nelson, who was confirmed after a tumultuous process, and expressed optimism about Artemis II's upcoming launch and its potential to generate momentum for future space missions. He also touched on the challenges of transitioning from SLS to commercial systems for future Artemis missions, noting that while there are concerns about delays, the goal remains to build a lunar base.Our group discussed historical SpaceX launch operations, particularly focusing on the Falcon 1 rocket launches from Kwajalein Atoll in the Pacific. David explained that while Kwajalein offered advantages like reduced orbital velocity requirements due to its equatorial location, the 8,000-mile supply line and classified military operations at the site ultimately led SpaceX to shift operations to other locations including Vandenberg and Boca Chica. The discussion concluded with Marshall recalling the Celestas Memorial payload incident, where a Falcon 1 rocket failed to reach orbit and instead crashed into the Marianas Trench, though the exact crash location was never publicly disclosed by SpaceX.John Hunt proposed a fallback plan for Starship's on-orbit refueling, involving an unmanned variant with an exploration upper stage as a third stage, to reduce costs for lunar missions. Mark and David discussed the potential of nuclear power and propulsion in space, as well as the integration of such technologies into Starship for Mars missions. David emphasized the importance of having a plan for implementing new ideas, cautioning against presenting alternatives without a clear path forward. The conversation also touched on the role of AI in managing information overload for executives like Elon Musk, with Marshall sharing insights from his experience with AI in research and business.Mark described the limitations and potential of AI in journalism, emphasizing the need for human oversight in verifying sources. Ajay shared information about advanced nuclear reactor technologies, including Generation 4 reactors and molten salt reactors, highlighting their safety features and reduced waste production. Mark expressed interest in learning more about these reactors. The group agreed to continue the discussion if time permitted, with Mark mentioning his upcoming focus on the Artemis II mission and other space-related stories.Mark continued promoting the upcoming Artemis II mission, which is scheduled for a wet dress rehearsal followed by a potential launch on February 8th, after the Super Bowl. He shared his experience as a space writer and author, mentioning his books about lunar exploration. The group discussed the potential for a ticker tape parade and public celebration if the mission is successful, with Mark agreeing to write about this possibility in his Sunday newsletter. Dr. Ajay and others expressed interest in subscribing to Mark's newsletter, which is distributed through The Hill newspaper. David did not think a ticker tape parade was in the cards, so to speak.Special thanks to our sponsors:American Institute of Aeronautics and Astronautics, Helix Space in Luxembourg, Celestis Memorial Spaceflights, Astrox Corporation, Dr. Haym Benaroya of Rutgers University, The Space Settlement Progress Blog by John Jossy, The Atlantis Project, and Artless EntertainmentOur Toll Free Line for Live Broadcasts: 1-866-687-7223 (Not in service at this time)For real time program participation, email Dr. Space at: drspace@thespaceshow.com for instructions and access.The Space Show is a non-profit 501C3 through its parent, One Giant Leap Foundation, Inc. To donate via Pay Pal, use:To donate with Zelle, use the email address: david@onegiantleapfoundation.org.If you prefer donating with a check, please make the check payable to One Giant Leap Foundation and mail to:One Giant Leap Foundation, 11035 Lavender Hill Drive Ste. 160-306 Las Vegas, NV 89135Upcoming Programs:Broadcast 4502 Zoom Steve Wolfe, Elizabeth Change | Tuesday 10 Feb 2026 700PM PTGuests: Steven WolfeZoom: Steve Wolfe , Elizabeth Change on the Beyond Earth Upcoming Symposium and more BE newsBroadcast 4503: Hotel Mars with Rick Fisher | Wednesday 11 Feb 2026 930AM PTGuests: Rick Fisher, John Batchelor, Dr. David LivingstonRick Brings us news regarding United States and China are also locked in a contest regarding Solar System domination between China and the USBroadcast 4504 Zoom: Frank Pietronigro | Friday 13 Feb 2026 930AM PTGuests: Frank PietronigroZoom: Frank discusses the Zero Gravity Arts Commission and moreBroadcast 4506 Zoom Open Lines | Sunday 15 Feb 2026 1200PM PTGuests: Dr. David LivingstonOpen Lines discussion. All topics welcome Get full access to The Space Show-One Giant Leap Foundation at doctorspace.substack.com/subscribe

(0:00) Intro(2:04) About the podcast sponsor: The American College of Governance Counsel(2:50) Start of interview(3:51) Betsy's origin story(9:14) The HealthSouth Board Scandal(16:35) Her preference when picking what boards to serve on(17:30) Insights VC-backed Boards and role and profile of the independent director in this context(21:20) Insights on PE-backed Boards and role and profile of the independent director in this context(25:35) Navigating International Board Dynamics. Her experience on boards of Volvo and Schneider Electric.(30:57) The Rise of Private Markets. Example of Atlas Air (Apollo backed). IPOs in 2026.(35:07) AI's Impact on the Market and other macro trends(38:10) Founder-Led Companies and Governance (including dual-class share structures).(42:25) The Impact of Geopolitics on Governance(45:11) The Impact of Politicization on Governance. Examples of Budweiser, Google, Netflix, and the mission-driven approach by Coinbase.(50:09)  Adapting to Accelerating Change as Directors. The problem with incrementalist "custodian" directors in times of disruption. "It's really about being change-adaptive and comfortable making decisions with incomplete information. You look at someone like Musk, he's making decisions when he has 60% of the information. Most boards want 95% before they'll move. That's the fundamental challenge."(55:58) Books that have greatly influenced her life ("the best business book"):Good to Great, by Jim Collins (2001)(56:16) Her mentors. Craig Billings (CEO Wynn Resorts), Michael Steen (CEO Atlas Air Cargo), Jean-Pascal Tricoire (Chairman, Schneider), her mom ("her biggest mentor").(57:06) On the current state of shareholder activism(57:58) Quotes that she thinks of often or lives her life by "Perfect is the enemy of good enough." (58:19) An unusual habit or an absurd thing that she loves: she's a compulsive note-taker (plus, her recommended policy for directors)(1:00:12) The living person she most admires: Elon MuskBetsy Atkins has served on more than 38 public company boards and through 17 IPOs, in addition to scores of PE and VC-backed company boards. She brings a rare perspective shaped by crisis situations, international board service, and rapid technological change. She currently serves on the boards of Wynn Las Vegas, GoPuff, and the Google Cloud Advisory Board. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

With BitGo CEO Mike Belshe following the company's IPO. We unpack what this milestone means for the crypto industry, the future of digital asset banking, and what's next for BitGo.

Maxima is building AI agents that automate enterprise accounting while maintaining the auditability and control standards finance teams require. In a recent episode of BUILDERS, we sat down with Yogi Goel, CEO and Co-Founder of Maxima, to explore his eight-year journey at Rubrik from Series C through IPO, and how those lessons shaped his approach to solving the 70-80% of finance time currently wasted on manual work. Topics Discussed: Why Rubrik's approach—entering stagnant markets with first-principles thinking—became Maxima's blueprint Securing $3K-$5K POC commitments from Figma mockups before writing code Why Scale AI and Rippling rejected a point solution and demanded 3-4 modules from day one The compound startup model: building multiple products simultaneously to meet buyer expectations How 17% of CFOs are adopting AI tools today (vs 51% in software development) Why finance teams view AI agents as "digital college freshmen" who need proof of work Hiring from YouTube Studios, Apple, and Robinhood instead of legacy finance software companies How NetSuite World conference booth sizes revealed the data integration infrastructure gap The $3K-$5K validation threshold that proved finance pain was urgent enough to pay pre-product GTM Lessons For B2B Founders: Demand generation unlocks engineering potential: Yogi learned from his Rubrik mentors: "focus on demand and if you have great engineers then they will solve the problems." Maxima built products in 2-3 months they didn't initially know were technically feasible—because customer demand pulled the engineering team forward. For founders with strong technical teams, customer demand should drive the roadmap, not engineering's comfort zone. Trust your engineers to solve hard problems when customers are waiting. $3K-$5K is the pre-product validation threshold: Before writing any code, Yogi secured POC commitments at this price point based solely on Figma mockups. This isn't about revenue—it's about proving urgency. Verbal interest means nothing. Small pilot commitments mean "we'll try it someday." But $3K-$5K pre-product means "this problem is urgent enough to pay before seeing a working solution." Use this threshold to separate real pain from polite interest. Sophisticated buyers will reject your narrow MVP: Scale AI and Rippling told Maxima explicitly: "If you will only build this one thing, we will not buy. You have to commit to building three, four modules." Conventional wisdom says start narrow, but enterprise buyers with complex workflows won't adopt point solutions that create new integration headaches. When sophisticated buyers articulate their real buying criteria, ignore the startup playbook. Yogi built a "compound startup" with 4-5 modules from day one because that's what the market demanded. Target acute pain over easy access: Early-stage companies (10-30 people) were easier to reach but finance wasn't urgent enough. At that scale, it's "build product, ship product"—finance operations aren't broken enough to warrant urgent attention. Companies at 500-1,000+ employees have finance teams drowning in manual work that prevents strategic contribution. Target where pain justifies urgent action and budget exists, not where calendar access is easiest. Hire intensity and first-principles thinking over domain knowledge: Maxima deliberately hired zero engineers from legacy finance software companies. Their frontend engineer came from YouTube Studios. Others came from Apple, Robinhood, Netflix—none with financial product experience. Yogi's three hiring criteria: "incredible intensity, huge confidence in themselves, and fast thinking mode." Domain expertise creates pattern-matching to old solutions. First-principles thinking creates breakthrough products. One team member didn't finish high school but is "one of the best out there." Make AI explainable or finance teams won't adopt: Finance teams adopted faster than expected because Maxima showed every calculation step. "If they can prove by looking at the Math, you know, 18 plus 88 plus 36 is X. And I can see the step of the work, they are willing to give it to them." This isn't about fancy UX—it's about auditor-grade proof of work. Finance professionals won't trust black box outputs. Build transparency into the product architecture, not as an afterthought. This explainability became Maxima's competitive moat. Conference booth sizes reveal infrastructure gaps: At NetSuite World, the largest booths weren't ERP vendors or payment processors—they were data integration companies. This single observation validated that enterprises are desperately solving data fragmentation problems. Companies manually download from Stripe, Snowflake, Salesforce weekly to build Excel pivots. Maxima invested in upstream integrations as core infrastructure from day one. Use industry conferences to validate where companies are spending money on workarounds—that's where infrastructure gaps exist. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

Send us a textOnce Upon a Farm went public, and the stock jumped. But this isn't the standard path for a consumer brand.In this episode of Market Outsiders, Jenny Rae and Namaan examine why a single-brand baby food company chose an IPO instead of selling to a large CPG player - and what role Jennifer Garner's involvement really plays in that decision.We break down the business fundamentals behind the headlines, from refrigerated supply chains to retailer economics, and question how much of the early momentum can translate into long-term scale.The episode closes with what comes next - and whether this business is built to stay public.We cover:Why this IPO breaks the usual consumer brand playbookThe real economics behind refrigerated, organic consumer productsHow celebrity-backed trust does - and doesn't - scale over timeA clear-eyed look at IPO strategy, consumer economics, and where this bet could break.Chapters:00:00 – Why This IPO Is Different02:30 – What Is Once Upon a Farm?05:20 – The Jennifer Garner Effect09:10 – Refrigerated Food Economics13:40 – Retail Shelf Space and Margins17:30 – Why IPO Instead of Selling21:40 – Losses, Growth, and Valuation25:40 – How This Business Scales29:40 – What Comes NextConnect With Management Consulted Schedule free 15min consultation with the MC Team. Watch the video version of the podcast on YouTube! Follow us on LinkedIn, Instagram, and TikTok for the latest updates and industry insights! Join an upcoming live event - case interviews demos, expert panels, and more. Email us (team@managementconsulted.com) with questions or feedback.

Ariel Cohen is the Co-Founder and CEO of Navan (formerly TripActions), an AI-powered travel and expense platform. Last month, Ariel took the company public, since being a public company, they have faced a torrid time seeing stock price decline by 50%. The company is currently valued between $4BN-$5BN.  AGENDA: 0:00 The Truth About Going Public After 11 Years 5:50 Why We Couldn't Wait: The Real Reason for the IPO 8:15 Disrupting the Giants: Amex, Concur, and the $1T Opportunity 11:50 "If We Don't Build This, We're Dead": Seeing ChatGPT Early 18:35 Why Navan Built Their Own Customer Service AI  23:45 Why Infrastructure is Overrated (and What Actually Matters) 28:55 Vibe Coding: How We Rebuilt Our Product in 6 Hours 34:55 Are Any Public Company CEOs Actually Happy? 38:50 Lessons from Robinhood: Energy, Ethics, and the Stock Price 45:10 The Cost of Success: $1B Mistakes and Parenting Regrets  

This week's podcast opens with a market update as we break down earnings from the tech giants and what those results signal about growth expectations in the months ahead. We'll also discuss Wall Street's response to President Trump's nomination of Kevin Warsh as the next Fed Chair, and what the debate means for interest rates, inflation, and the future direction of monetary policy. Plus, we take a closer look at Friday's sharp selloff in gold and silver, separating short-term headline reactions from longer-term portfolio considerations.Insurance is designed to provide protection—but over time, it can quietly become a drag on your financial plan. In this conversation, we examine extended warranties and common coverage decisions, how to evaluate which risks truly need to be insured, and when self-insuring may make more sense. We'll also walk through the different types of insurance and what coverage is essential for long-term peace of mind.We'll then turn to Elon Musk's latest move to reshape his business empire, combining SpaceX with artificial intelligence startup xAI as the new entity positions itself for what could be one of the largest IPOs in history. We'll discuss what a vertically integrated AI, aerospace, and satellite internet company could mean for investors, how the merger changes the risk profile of both businesses, and why regulatory scrutiny may become an increasingly important part of the story. As always, we'll separate the headline excitement from the underlying fundamentals as AI spending and capital requirements continue to rise.And finally, the Big Game isn't just about football—it's shaping up to be one of the largest betting events of the year. We'll talk about how sportsbooks are pricing the Seahawks vs. Patriots matchup, where public and professional money are landing, and the types of bets drawing the most attention heading into the weekend.Join hosts Nick Antonucci, CVA, CEPA, Director of Research, and Managing Associates K.C. Smith, CFP®, CEPA, and D.J. Barker, CWS®, and Kelly-Lynne Scalice, a seasoned communicator and host, on Henssler Money Talks as they explore key financial strategies to help investors navigate market uncertainty. Henssler Money Talks — February 7, 2026  |  Season 40, Episode 6Timestamps and Chapters6:11: Profit Reports, Policy Shifts, and a Metal Meltdown26:03: The Price of Protection and Peace of Mind52:40: Rockets, Orbital Data Centers, and a Trillion-Dollar Bet59:57: Big Game BetsFollow Henssler:  Facebook: https://www.facebook.com/HensslerFinancial/ YouTube:  https://www.youtube.com/c/HensslerFinancial LinkedIn: https://www.linkedin.com/company/henssler-financial/ Instagram: https://www.instagram.com/hensslerfinancial/ TikTok: https://www.tiktok.com/@hensslerfinancial?lang=en X: https://www.x.com/hensslergroup “Henssler Money Talks” is brought to you by Henssler Financial. Sign up for the Money Talks Newsletter: https://www.henssler.com/newsletters/ 

Today's returning guests are Dan Rasmussen, founder of Verdad Advisers, and D.A. Wallach, a venture capital investor for Time BioVentures. In today's episode, we unpack the recent biotech surge through the lens of Dan's recently published biotech report. We also explore China's growing biotech market, shifting IPO and VC trends, and how valuation tools like CAPE fit into today's regime. Finally, we also discuss technology's effect on productivity and corporate profits in the US, Japan's economic anomaly, home country bias, and more. (0:00) Starts (1:20) Dan's research on the biotech sector (19:10) D.A. on biotech in China (27:01) IPO landscape (31:01) Biotech VC update from D.A. (32:16) Are US stocks overvalued? (51:53) Dan's view of Japanese stocks (57:40) Global equity markets and home country bias (1:03:34) Book recommendations (1:11:55) Wrap-up and future plans ----- Follow Meb on X, LinkedIn and YouTube For detailed show notes, click here To learn more about our funds and follow us, subscribe to our mailing list or visit us at cambriainvestments.com ----- ⁠ ----- Sponsor: Visit ⁠⁠Alpha Architect's 351 Education Center⁠⁠ for use cases, tools, FAQs, upcoming launches, and more. Follow The Idea Farm: X | LinkedIn | Instagram | TikTok ----- Interested in sponsoring the show? Email us at Feedback@TheMebFaberShow.com ----- Past guests include Ed Thorp, Richard Thaler, Jeremy Grantham, Joel Greenblatt, Campbell Harvey, Ivy Zelman, Kathryn Kaminski, Jason Calacanis, Whitney Baker, Aswath Damodaran, Howard Marks, Tom Barton, and many more.  ----- Meb's invested in some awesome startups that have passed along discounts to our listeners. Check them out here!  ----- Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com). Learn more about your ad choices. Visit megaphone.fm/adchoices

Loren Grush, of Bloomberg, joins me to talk about SpaceX's acquisition of xAI, its preparation for a potential IPO, Blue Origin's cancellation of New Shepard and their recent momentum, and the delay to Artemis II following its first wet dress rehearsal.This episode of Main Engine Cut Off is brought to you by 33 executive producers—David, Natasha Tsakos, Stealth Julian, Warren, Joakim, Tim Dodd (the Everyday Astronaut!), Miles O'Brien, Pat, Better Every Day Studios, Will and Lars from Agile, The Astrogators at SEE, Steve, Joonas, Frank, Fred, Heiko, Donald, Lee, Russell, Kris, Ryan, Theo and Violet, Joel, Matt, Jan, Josh from Impulse, and four anonymous—and hundreds of supporters.TopicsSpaceX Acquires xAI as Musk Prepares for Mega IPO - BloombergSpaceX-xAI Deal Blurs Musk's Once-Clear Space Exploration Mission - BloombergLoren Brichter, a High Priest of App Design - WSJBlue Origin to Pause New Shepard Flights for No Less Than Two Years | Blue OriginNASA Conducts Artemis II Fuel Test, Eyes March for Launch Opportunity   - NASAThe ShowLike the show? Support the show on Patreon or Substack!Email your thoughts, comments, and questions to anthony@mainenginecutoff.comFollow @WeHaveMECOFollow @meco@spacey.space on MastodonListen to MECO HeadlinesListen to Off-NominalJoin the Off-Nominal DiscordSubscribe on Apple Podcasts, Overcast, Pocket Casts, Spotify, Google Play, Stitcher, TuneIn or elsewhereSubscribe to the Main Engine Cut Off NewsletterArtwork photo by NASA/John KrausWork with me and my design and development agency: Pine Works

The morning of Once Upon A Farm's IPO, co-founders Jennifer Garner and John Foraker sit down with Andrew Ross Sorkin. They discuss the company's distribution and mission, connecting social good with accessible nutrition. As Capitol Hill fights over funding for the Department of Homeland Security, Senator Chris Coons (D-DE) underscores his commitment to constituents demanding lawmaker action on ICE operations nationwide. Plus, Robert Frank goes “Inside Wealth” to report on Elon Musk's road to becoming a trillionaire, and software and financial services stocks have had a volatile week, in the thick of earnings season.  Robert Frank - 7:29Jennifer Garner & John Foraker - 16:59Sen. Chris Coons - 28:56 In this episode:Chris Coons, @ChrisCoonsRobert Frank, @robtfrankBecky Quick, @BeckyQuickJoe Kernen, @JoeSquawkAndrew Ross Sorkin, @andrewrsorkinCameron Costa, @CameronCostaNY Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this week's episode of the Rich Habits Radar, Robert Croak and Austin Hankwitz are joined by Peter Tuchman in the Vault of the NYSE to talk about Peter's 40years of trading the stock market. ---

Markets react to AI-driven tech and crypto selloffs as Ryan Nece of Next Legacy Partners, a former NFL player, breaks down long-term investing amid disruption. Plus, panel insights on market rotation, retail dip-buying, hyperscaler spending, IPO momentum, and where opportunity may emerge next. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The Last Trade: Eric Balchunas of Bloomberg breaks down bitcoin's brutal drawdown, why 94% of ETF investors aren't selling, the "silent IPO" of OG holders, and the macro case for what comes next.---

In this episode, we dig into the big question likely on everyone's mind: has Bitcoin found its bottom? We kick things off with a recap of BTC's recent drops and the mounting woes facing Strategy, then take a closer look at Michael Burry's latest Bitcoin prediction and what it could mean for the market. From there, we shift to industry moves, including Ledger's potential IPO, Elon Musk's xAI ambitions, and TI's acquisition of Silicon Labs.   For the chart of the week, we examine the 50-week exponential moving average and discuss whether long-term Bitcoin holders may be starting to accumulate again.  Remember to Stay Current! To learn more, visit us on the web at https://www.morgancreekcap.com/morgan-creek-digital/. To speak to a team member or sign up for additional content, please email mcdigital@morgancreekcap.com  Legal Disclaimer  This podcast is for informational purposes only and should not be construed as investment advice or a solicitation for the sale of any security, advisory, or other service. Investments related to the themes and ideas discussed may be owned by funds managed by the host and podcast guests. Any conflicts mentioned by the host are subject to change. Listeners should consult their personal financial advisors before making any investment decisions. 

In this episode of Tank Talks, Matt Cohen and John Ruffolo rip through a stacked rundown of tech, venture capital, and geopolitical “sovereignty” theater. They open with Europe's accelerating shift away from Microsoft Office and big U.S. platforms toward open-source alternatives, then jump straight into a breaking change from Y Combinator CEO Garry Tan: Canada is back on the list of accepted incorporations, reversing a move that sparked serious backlash about Canadian startup brain drain and U.S.-domicile pressure.From there, they dissect Elon Musk's headline-grabbing SpaceX–xAI all-stock merger and why it looks way better for xAI holders than SpaceX shareholders ahead of a rumored SpaceX IPO window. The episode also digs into Canada's national AI consultation (and the government openly using multiple LLM providers like Cohere and OpenAI to process submissions), the EU's push for digital sovereignty (and the risks of swapping to “free” tools), and the brutal reality of AI-driven search gutting legacy media traffic, with the Washington Post laying off a third of its newsroom. The big throughline: information is cheap now, execution and trust are expensive, and countries (and companies) that don't adapt are about to get cooked.Y Combinator Reverses Course: Canada Back on the List (00:43)YC CEO Garry Tan adds Canada back to YC's list of accepted incorporation jurisdictions after removing it, triggering a wave of criticism. Matt and John break down what changed, why the original rationale (Canadian winners re-domiciling to the U.S.) was a flawed signal, and why the real issue is still Canadian capital formation and follow-on funding strength.SpaceX Buys xAI: A $1.25T Story Swap Before an IPO? (02:34)Matt tees up the shocker: SpaceX acquires xAI in an all-stock deal valuing xAI at $250B and SpaceX at $1T, creating a combined $1.25T entity. They discuss xAI's massive burn versus SpaceX's improving cash profile (driven by Starlink) and why this kind of move raises eyebrows heading into an IPO narrative.Second-Order Effects: When a Cash-Burning AI Company Merges Into Space Infrastructure (07:35)They debate whether this becomes a template for other pre-IPO restructures or stays a one-off “Elon special.” John says a Starlink-style consolidation would make strategic sense; folding in xAI doesn't feel like a choke-point win.Canada's AI Strategy Consultation: Government Using LLMs in the Workflow (09:10)Canada's ISED publishes a high-level summary of its AI consultation and explicitly notes using multiple LLMs and pipelines (including Cohere and OpenAI) to process massive public input. Matt frames this as a meaningful “government actually doing something” moment, even if the public is still anxious about jobs and privacy.Europe's Digital Sovereignty Push: Dropping Teams/Zoom for Open Source? (12:40)They react to reports of governments moving away from Teams/Zoom and Microsoft tooling in the name of sovereignty. Matt calls the open-source swap risky from a security and operational standpoint; John says the bigger signal is global: sovereignty is now a first-order priority, and Canada can't pretend this wave isn't coming.Washington Post Layoffs: AI Search Is Eating the Referral Economy (16:48)Matt highlights the Washington Post's reported search traffic collapse and layoffs impacting a third of the newsroom. John calls journalism an obvious early disruption target: LLMs compress content production costs, and the old newsroom pyramid doesn't match the new economics.The Survival Play: Media Becomes a Live Events Business (19:26)They land on the counter-move: stop fighting the trend and monetize what still works: brand, access, community, and in-person experiences. If content becomes commoditized, relationships and trust become the product.Connect with John Ruffolo on LinkedIn: https://ca.linkedin.com/in/joruffoloConnect with Matt Cohen on LinkedIn: https://ca.linkedin.com/in/matt-cohen1Visit the Ripple Ventures website: https://www.rippleventures.com/ This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit tanktalks.substack.com

Are you looking to save time, make money, and start winning with less risk? Then head to https://www.ovtlyr.com.Important Warning for All Investors – Bitcoin, Big Tech, AI Stocks, Silver & High-Growth Names at a Critical Turning PointThe market is flashing signals that investors cannot afford to ignore. In this video, we break down the biggest risks and opportunities across Bitcoin, AI leaders, mega-cap tech, fintech disruptors, and precious metals. If you are invested in high-volatility growth stocks or momentum-driven assets, this analysis is essential.We cover:• Bitcoin (BTC) and what current price action means for risk appetite• MicroStrategy (MSTR) and its leveraged exposure to Bitcoin volatility• Microsoft (MSFT) and the AI trade sustainability narrative• Reddit (RDDT) and post-IPO momentum risk• Amazon (AMZN) and whether cloud + AI justifies current valuations• Nvidia (NVDA) and semiconductor cycle risk vs. AI dominance• Micron (MU) and memory cycle dynamics• Silver (SLV) and Gold (GLD) as defensive hedges• SoFi (SOFI) and fintech exposure in a higher-rate environment• Robinhood (HOOD) and retail speculation trendsThis is not fear-based commentary. It is a structured breakdown of market breadth, volatility signals, macro headwinds, liquidity cycles, sentiment extremes, and institutional positioning. When markets stretch too far in one direction, capital rotation accelerates. Understanding risk management, position sizing, trend structure, and probability-based decision making is critical right now.Topics discussed include:• Market volatility and liquidity conditions• Risk-on vs. risk-off rotation• AI stock valuations and earnings expectations• Crypto correlation with equities• Precious metals as macro hedges• Retail trader behavior in speculative cycles• Technical trend analysis and momentum exhaustion• Here's how we plan to DOMINATE the US Investing Championship for 20261. You can see our step by step trading plan developed by a team of over 20 quants for FREE by clicking here: https://docs.google.com/presentation/d/1ObJTWbt6pcxCtMCjw8Cutz_bjHnXvzEAcuA724668-M/edit?usp=sharing2. You can follow along with EVERY SINGLE TRADE Taken in the US Investing Championship here: https://docs.google.com/spreadsheets/d/1_a-Oi7vdCtaC-fpusF1VtRp87vLuxZH3tgXUxms5DW4/edit?usp=sharingNO INVESTMENT ADVICE. The information available through the Service is for general informational purposes only and references to specific securities, investment programs or funds are only for illustrative or educational purposes. No portion of the Service is a solicitation, recommendation, endorsement, or offer by OVTLYR or any third-party service provider to buy or sell any securities or financial instruments. You should not construe any such information or other material on the Service as legal, tax, investment, financial, or other advice. OVTLYR is not a fiduciary by virtue of any person's use of the Service. You alone assume the sole responsibility for evaluating the merits and risks associated with your use of any information on the Service. Nothing herein constitutes an offer or a solicitation of the purchase or sale of any security to any person in any jurisdiction in which such an offer or solicitation is not authorized. All purchases and sales of securities must and are to be made through a registered securities broker or dealer of your choosing with whom you have a contractual relationship and have agreed to accept such broker's or dealer's terms and conditions.

Live from the Ondo Summit in NYC, Pantera Capital Founder, Dan Morehead joins Jennifer Sanasie and Sam Ewen for a special Markets Outlook to explain why he's more bullish now than when he launched the first US crypto fund in 2013. Morehead revisits his "freaky" prediction that saw Bitcoin peak on the exact day he forecast years prior and outlines the path to a $750,000 price target. He breaks down the recent IPO wave and why the next 18 months will be defined by a massive consolidation of Digital Asset Treasuries. - Timecodes: 1:15 - Morehead's Rule for Holding Through a "Sea of Red"3:36 - What to Do When Your Portfolio is Underwater4:23 - The Path to $750K Bitcoin5:15 - How the Crypto IPO Wave Returns Billions to the Ecosystem6:08 - Pantera's 86% Success Rate Over 12 Years of Investing7:27 - The Great DAT Consolidation10:01 - Why This Is Just the Beginning for Institutional Adoption - This episode was hosted by Jennifer Sanasie and Sam Ewen.

AGENDA: 00:00 - SpaceX Completes Acquisition of xAI in $1.25 Trillion Merger 08:44 - The Rehabilitation of the IPO and the End of "State Private Forever" 15:53 - The 2026 SaaS Massacre: Public Market Collapse  31:20 - Next-Gen CRM War: Hubspot Down 50%+ vs Next Gen Heavily Funded 45:30 - Microsoft's $360 Billion Market Cap Loss and the Shift in AI Narrative 52:45 - Nvidia's Strategic Retreat: The Dispute Over the $100 Billion OpenAI Investment 01:03:30 - Waymo Raises $16 Billion at a $110 Billion Valuation 01:17:30 - The Launch of OpenClaw and Moltbook: 1.5 Million Agents Join a Social Network    

Live from the Ondo Summit in NYC, Pantera Capital Founder, Dan Morehead joins Jennifer Sanasie and Sam Ewen for a special Markets Outlook to explain why he's more bullish now than when he launched the first US crypto fund in 2013. Morehead revisits his "freaky" prediction that saw Bitcoin peak on the exact day he forecast years prior and outlines the path to a $750,000 price target. He breaks down the recent IPO wave and why the next 18 months will be defined by a massive consolidation of Digital Asset Treasuries. - Timecodes: 1:15 - Morehead's Rule for Holding Through a "Sea of Red"3:36 - What to Do When Your Portfolio is Underwater4:23 - The Path to $750K Bitcoin5:15 - How the Crypto IPO Wave Returns Billions to the Ecosystem6:08 - Pantera's 86% Success Rate Over 12 Years of Investing7:27 - The Great DAT Consolidation10:01 - Why This Is Just the Beginning for Institutional Adoption - This episode was hosted by Jennifer Sanasie and Sam Ewen.

FAÇA SUA PRÉ-MATRÍCULA PARA O VIVER DE RENDA: https://r.vocemaisrico.com/fd7d0f9a1eESQUEÇA AS PLANILHAS COM O MYPROFIT - CUPOM: PERINI10 https://r.vocemaisrico.com/89b2ac9805Nos últimos anos, a Havan se tornou um dos casos mais impressionantes do varejo brasileiro: uma empresa que saiu do zero e virou uma potência nacional, com milhares de colaboradores, lojas em escala e uma operação que exige execução e disciplina todos os dias.Mas o que quase ninguém vê é o caminho até aqui.No episódio 282 do Podcast Os Sócios, recebemos Luciano Hang para contar, sem filtro, a história por trás da Havan: a infância simples, o começo trabalhando em fábrica, a primeira loja pequena, as crises econômicas, a hiperinflação e as decisões que separaram “sobreviver” de “crescer”.Afinal, como se constrói uma empresa por décadas no Brasil — sem perder a mão na expansão?Como tomar decisão quando não existe “manual” e o erro custa caro?E o que realmente trava o crescimento de quem quer escalar: concorrência… ou burocracia, licenças e execução?Falamos também sobre bastidores de operação, cultura de trabalho, segurança no varejo, e o porquê de a Havan ter flertado com IPO — e recuado.Ele será transmitido nesta quinta-feira (05/02), às 12h, no canal Os Sócios Podcast.Hosts: Bruno Perini @bruno_perinie Malu Perini @maluperiniConvidados: Luciano Hang @lucianohangbr

Welcome to this exciting episode of The Edge of Show! furnished by PR Genius as part of a media partnership, join us as we dive deep into the world of tokenized equity with Ultan Miller, CEO of Hecto, discover how Hecto is revolutionizing access to private market investments by launching the first tokenized index fund for companies like SpaceX, OpenAI, Stripe, and Anthropic.In this episode, we explore:The evolution of tokenized equity and why it matters right nowHow Hecto is streamlining access to pre-IPO and private market companiesThe concept of “hectocorns” and why $100B+ companies deserve their own asset classThe technical decision to build on the Canton Network and how it meets Wall Street–grade requirementsWhat's ahead for Hecto, including governance tokens and community-led initiativesExclusive listener access: Hecto is currently in beta, and Edge of Show listeners can get early access by using the invite code HectoF&F when signing up on their site.Whether you're a seasoned investor or just beginning to explore blockchain and crypto, this episode is packed with insights that will push you to rethink investing in the digital age.Don't forget to subscribe, rate, and leave a comment! Join the conversation and stay up to date on the latest in Web3 and AI by following us on social media.Support us through our Sponsors! ☕ Want to make content like ours? Sign up with Castmagic to make your creative process easy: https://bit.ly/CastmagicReferral Work smarter, grow faster. Automate your SEO, get AI insights, and manage all your clients in one place with Helm. Start today at helmseo.comAre you a content creator, podcaster or interested in your business getting its voice out there? Then reserve a .podcast domain by paying just one-time as little as $10 for a lifetime of benefits! Check out the details and snag your .podcast domain today! https://get.unstoppabledomains.com/podcast/

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