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Having enough money is only part of the problem. The other problem starts when a mining project is built to satisfy what investors want it to produce, rather than what the ground supports. The result? An operation sized for numbers a company can never hit, and it dies trying.... This is a pitfall that executive Shawn Khunkhun has witnessed. In a rare position for a mining company, Contango Silver And Gold (TSX / NYSE American: $CTGO) is no longer reliant on the capital markets after its merger, and has reached a point most companies in the industry never achieve: being self-funded. Hear Shawn Khunkhun's experience in the industry, why he thinks even the best projects still fail, and how he brought cash flow and a development team to a company that had neither:show more

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Manufacturers used to take about a tenth of the world's silver. Shawn Khunkhun puts it closer to half today. Silver has always had two kinds of buyers. What’s changed is they now want the same metal at the same time. Someone protecting their savings is bidding against global industrial players, and only one of them can walk away on price. Shawn Khunkhun, President & Director of Contango Silver And Gold (TSX / NYSE American: $CTGO), has spent more than 20 years in precious metals and the last six fixated on this. In 2020, he took over a company the market had written off: 40 million ounces of silver in the ground, priced at 37.5 U.S. cents an ounce, half what comparable companies were getting. He thought the market had it wrong. Five years later, it merged in a billion-dollar deal. In our debut episode of After the Bell, he takes on a question the sector still avoids: why do mining companies with the right project, in the right market, still fail to deliver?

Manufacturers used to take about a tenth of the world's silver. Shawn Khunkhun puts it closer to half today. Silver has always had two kinds of buyers. What’s changed is they now want the same metal at the same time. Someone protecting their savings is bidding against global industrial players, and only one of them can walk away on price. Shawn Khunkhun, President & Director of Contango Silver And Gold (TSX / NYSE American: $CTGO), has spent more than 20 years in precious metals and the last six fixated on this. In 2020, he took over a company the market had written off: 40 million ounces of silver in the ground, priced at 37.5 U.S. cents an ounce, half what comparable companies were getting. He thought the market had it wrong. Five years later, it merged in a billion-dollar deal. In our debut episode of After the Bell, he takes on a question the sector still avoids: why do mining companies with the right project, in the right market, still fail to deliver?

Market One Media

31,494 views • 1 month ago

I asked DrOzCMS why Pfizer—a company with major COVID baggage—was picked to lead the TrumpRx effort. He tells me: “Pfizer is a bellwether. A lot of the other pharmaceutical companies look to it for guidance and leadership. Its CEO… is a leader in the industry, and so when Pfizer was willing to come into the Oval Office and bend the knee… it sends a signal to every other pharmaceutical industry player that this is the way it's going to have to be. And you know what? It's working. They're all coming in.”

I asked DrOzCMS why Pfizer—a company with major COVID baggage—was picked to lead the TrumpRx effort. He tells me: “Pfizer is a bellwether. A lot of the other pharmaceutical companies look to it for guidance and leadership. Its CEO… is a leader in the industry, and so when Pfizer was willing to come into the Oval Office and bend the knee… it sends a signal to every other pharmaceutical industry player that this is the way it's going to have to be. And you know what? It's working. They're all coming in.”

Glenn Beck

437,478 views • 1 year ago

Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)

Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)

Startup Archive

63,921 views • 1 year ago

🇺🇸MARC ANDREESSEN: ELON IS THE LEAD PROBLEM SOLVER IN HIS COMPANIES “He identifies the biggest problem that the company is having that week, and he fixes it, and then he does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, and you know, most other large companies are still having the planning meeting for the pre-planning meeting for the board meeting, for the presentation. That is just really amazing to watch.” Source: Marc Andreessen 🇺🇸, Chris Williamson

🇺🇸MARC ANDREESSEN: ELON IS THE LEAD PROBLEM SOLVER IN HIS COMPANIES “He identifies the biggest problem that the company is having that week, and he fixes it, and then he does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, and you know, most other large companies are still having the planning meeting for the pre-planning meeting for the board meeting, for the presentation. That is just really amazing to watch.” Source: Marc Andreessen 🇺🇸, Chris Williamson

Mario Nawfal

400,201 views • 1 year ago

President Trump offered Ukraine a win-win which would’ve provided security, a fund to rebuild the country, and rare earth minerals for the United States. Instead, Zelensky came into the Oval Office and disrespected the President of the United States. Well, guess what—the era of blank checks is over. A 50/50 split is beyond generous. No mining company and its investors would ever do that deal. Most mining companies get 90% and the country gets 10%. What President Trump has offered is an amazing deal that actually has a chance of working to end the war and the death and destruction.

President Trump offered Ukraine a win-win which would’ve provided security, a fund to rebuild the country, and rare earth minerals for the United States. Instead, Zelensky came into the Oval Office and disrespected the President of the United States. Well, guess what—the era of blank checks is over. A 50/50 split is beyond generous. No mining company and its investors would ever do that deal. Most mining companies get 90% and the country gets 10%. What President Trump has offered is an amazing deal that actually has a chance of working to end the war and the death and destruction.

Rep. Mark Green

1,191,659 views • 1 year ago

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

Jaynit

272,383 views • 3 months ago

Why Elon didn't want to be CEO: "[Elon] is at core, an engineer and a product guy. He has this great line where he said: "I realized you couldn't be fully in control of the product unless you were also in control of the company." He says he made a moral error, early in Tesla, where he was trying to have his cake and eat it too. He wanted to control the company without running the company. And that was the 2002 to 2008 era, where Tesla was just off to a really messy start. He was providing the funding. He was chairman of the board. But Martin Eberhard was CEO. Eventually, when Tesla was on the verge of death in 2008....Elon was pushed into the position of: "I have to be CEO. I don't want to be. It comes with a lot of chores. It comes with a lot of responsibilities. But if I want this company to be successful, I have to fully internalize and take responsibility for it." And that's what he did, even though he was also in the same position at SpaceX. The fact that these companies are improbable, iconic, and that he funded and led them both in parallel...it's like running a two minute mile twice at the same time. It is such a higher degree of difficulty than most people can conceive of, and the fact that it worked is still unbelievable."

Why Elon didn't want to be CEO: "[Elon] is at core, an engineer and a product guy. He has this great line where he said: "I realized you couldn't be fully in control of the product unless you were also in control of the company." He says he made a moral error, early in Tesla, where he was trying to have his cake and eat it too. He wanted to control the company without running the company. And that was the 2002 to 2008 era, where Tesla was just off to a really messy start. He was providing the funding. He was chairman of the board. But Martin Eberhard was CEO. Eventually, when Tesla was on the verge of death in 2008....Elon was pushed into the position of: "I have to be CEO. I don't want to be. It comes with a lot of chores. It comes with a lot of responsibilities. But if I want this company to be successful, I have to fully internalize and take responsibility for it." And that's what he did, even though he was also in the same position at SpaceX. The fact that these companies are improbable, iconic, and that he funded and led them both in parallel...it's like running a two minute mile twice at the same time. It is such a higher degree of difficulty than most people can conceive of, and the fact that it worked is still unbelievable."

Ti Morse

47,497 views • 5 months ago

. Contango Silver And Gold: Building a Mid-Tier Powerhouse | As seen on BTV - Business Television In a move designed to instantly scale production and unlock multi-metal upside, Contango ORE and Dolly Varden Silver are combining to create Contango Silver & Gold — a billion-dollar U.S. company built for growth. With more than 3 million ounces of gold, 100 million ounces of silver, over $100 million in cash, and more than $100 million in annual free cash flow, the merged company is positioning itself as a fast-tracked mid-tier producer. Backed by seasoned operators, strong institutional investors, and supportive mining jurisdictions in Alaska and British Columbia, the new Contango Silver & Gold aims to accelerate development while expanding exploration across four highly prospective districts. What’s next? • Targeting 200,000 ounces of gold production within five years • Building toward 4–6 million ounces of annual silver production • Leveraging strong cash flow from Manh Choh operations • Advancing exploration across Alaska & B.C. • Driving scale, liquidity, and long-term shareholder value With gold at record levels and silver hitting new highs, the combined company is structured to capture upside from both metals — backed by cash flow and an experienced execution team. Learn more:

. Contango Silver And Gold: Building a Mid-Tier Powerhouse | As seen on BTV - Business Television In a move designed to instantly scale production and unlock multi-metal upside, Contango ORE and Dolly Varden Silver are combining to create Contango Silver & Gold — a billion-dollar U.S. company built for growth. With more than 3 million ounces of gold, 100 million ounces of silver, over $100 million in cash, and more than $100 million in annual free cash flow, the merged company is positioning itself as a fast-tracked mid-tier producer. Backed by seasoned operators, strong institutional investors, and supportive mining jurisdictions in Alaska and British Columbia, the new Contango Silver & Gold aims to accelerate development while expanding exploration across four highly prospective districts. What’s next? • Targeting 200,000 ounces of gold production within five years • Building toward 4–6 million ounces of annual silver production • Leveraging strong cash flow from Manh Choh operations • Advancing exploration across Alaska & B.C. • Driving scale, liquidity, and long-term shareholder value With gold at record levels and silver hitting new highs, the combined company is structured to capture upside from both metals — backed by cash flow and an experienced execution team. Learn more:

BTV & CEO Clips

974,902 views • 7 months ago

Peter Thiel: “disruption” is a horrible buzzword “I don’t think that your goal in starting a company should be to disrupt or destroy a big company. Your goal is to create a successful company. ” He continues: “And this is why I really dislike ‘disruption’ as a buzzword. It is one of the most horrible, overused buzzwords. A disruptive person is someone who looks for trouble and finds it… Napster was a very disruptive company that set out to destroy the music industry… and a year later it was shut down by the government… I think one really shouldn’t take one’s bearings from destroying existing companies.” He argues that he and the PayPal team didn’t really aim to disrupt: “PayPal did create a new payment solution. On some level it constrained what the card companies like Visa, Mastercard, and Amex could do. On some level it extended what they could do. So they didn’t like us that much, but it wasn’t that hostile. It was not a zero-sum disruption dynamic.” He concludes: “I do think that in a lot of these areas, there’s room for growth and your success doesn’t require large existing companies to fail.”

Peter Thiel: “disruption” is a horrible buzzword “I don’t think that your goal in starting a company should be to disrupt or destroy a big company. Your goal is to create a successful company. ” He continues: “And this is why I really dislike ‘disruption’ as a buzzword. It is one of the most horrible, overused buzzwords. A disruptive person is someone who looks for trouble and finds it… Napster was a very disruptive company that set out to destroy the music industry… and a year later it was shut down by the government… I think one really shouldn’t take one’s bearings from destroying existing companies.” He argues that he and the PayPal team didn’t really aim to disrupt: “PayPal did create a new payment solution. On some level it constrained what the card companies like Visa, Mastercard, and Amex could do. On some level it extended what they could do. So they didn’t like us that much, but it wasn’t that hostile. It was not a zero-sum disruption dynamic.” He concludes: “I do think that in a lot of these areas, there’s room for growth and your success doesn’t require large existing companies to fail.”

Startup Archive

79,645 views • 9 months ago

What if one mining company could give investors exposure to almost every major commodity? GLOBEX MINING ENT isn't a typical junior explorer. With a diversified portfolio of 273 mineral assets spanning gold, copper, iron ore, critical minerals, and base metals, the company has built a unique business model centered on project generation, strategic acquisitions, and royalties. Why investors are watching: - 273 mineral assets across multiple commodities - 106 royalty interests generating long-term upside - 11 active option agreements producing revenue - $40 million in cash with no need to continually raise capital, according to management - Exposure to multiple value-creating catalysts across its portfolio One catalyst on the horizon is the Mont Sorcier project, where royalty partner Cerrado Gold is expected to release a feasibility study and advance permitting—potentially moving the project another step closer to production. Rather than relying on a single asset, Globex Mining has built a diversified portfolio designed to create value across multiple commodities and development stages. Learn More:

What if one mining company could give investors exposure to almost every major commodity? GLOBEX MINING ENT isn't a typical junior explorer. With a diversified portfolio of 273 mineral assets spanning gold, copper, iron ore, critical minerals, and base metals, the company has built a unique business model centered on project generation, strategic acquisitions, and royalties. Why investors are watching: - 273 mineral assets across multiple commodities - 106 royalty interests generating long-term upside - 11 active option agreements producing revenue - $40 million in cash with no need to continually raise capital, according to management - Exposure to multiple value-creating catalysts across its portfolio One catalyst on the horizon is the Mont Sorcier project, where royalty partner Cerrado Gold is expected to release a feasibility study and advance permitting—potentially moving the project another step closer to production. Rather than relying on a single asset, Globex Mining has built a diversified portfolio designed to create value across multiple commodities and development stages. Learn More:

BTV & CEO Clips

33,135 views • 3 months ago

Marc Andreessen on Elon Musk: “Why don't more CEOs operate the way that he does? The top-line thing is just this incredible devotion from the leader of the company to deeply understand what the company does, and to be completely knowledgeable about every aspect of it. To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization. What Elon does is he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year. He attracts many of the best people in the world to work with him."

Marc Andreessen on Elon Musk: “Why don't more CEOs operate the way that he does? The top-line thing is just this incredible devotion from the leader of the company to deeply understand what the company does, and to be completely knowledgeable about every aspect of it. To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization. What Elon does is he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year. He attracts many of the best people in the world to work with him."

DogeDesigner

24,515 views • 8 months ago

Peter Thiel on the question he asks every startup founder he invests in “Why will the 20th talented person join your company when they can get paid way more at Google, they will have to work way less hard at Google, and it will look better on their resume to go to Google?” The 20th employee won’t get the equity or prestige that someone on the founding team will get, so there needs to be another incentive if you’re going to build a truly great company and attract the best people in the world. Thiel believes the best answer is something along the lines of: “This is the only place in the world where you can work on this incredibly important problem.” He continues: “It has to—on some dimension—be a really important problem that at least some people think is the most important problem in the world. Those are the kind of businesses that are unique, and when they work, they end up being leaders in their respective markets.” If it’s a problem that a bunch of other team are working on, it will be hard to attract a truly world-class employee #20.

Peter Thiel on the question he asks every startup founder he invests in “Why will the 20th talented person join your company when they can get paid way more at Google, they will have to work way less hard at Google, and it will look better on their resume to go to Google?” The 20th employee won’t get the equity or prestige that someone on the founding team will get, so there needs to be another incentive if you’re going to build a truly great company and attract the best people in the world. Thiel believes the best answer is something along the lines of: “This is the only place in the world where you can work on this incredibly important problem.” He continues: “It has to—on some dimension—be a really important problem that at least some people think is the most important problem in the world. Those are the kind of businesses that are unique, and when they work, they end up being leaders in their respective markets.” If it’s a problem that a bunch of other team are working on, it will be hard to attract a truly world-class employee #20.

Startup Archive

316,188 views • 1 year ago

American investigates a company called Aeluma that claims to be a "transformative semiconductor company specializing in high-performance technology” for ‘Defense and Aerospace’ This California company already has government contract and is getting taxpayer money One problem, they claim their office is 9,000 square feet but this investigator finds the price has been subleased out to other companies In fact, they operate out of just this small area with nothing notable being able to be seen inside “The employees have told me this is the headquarters of a 350 million market cap company. That is what it looks like…..” “Like, brother, what are we talking about here?” Something very fishy is going on here….

American investigates a company called Aeluma that claims to be a "transformative semiconductor company specializing in high-performance technology” for ‘Defense and Aerospace’ This California company already has government contract and is getting taxpayer money One problem, they claim their office is 9,000 square feet but this investigator finds the price has been subleased out to other companies In fact, they operate out of just this small area with nothing notable being able to be seen inside “The employees have told me this is the headquarters of a 350 million market cap company. That is what it looks like…..” “Like, brother, what are we talking about here?” Something very fishy is going on here….

Wall Street Apes

148,570 views • 7 months ago

The problem is, Trump has no way to use ANYTHING of what he just stole. Strip the flags and the military off this deal and here is what he took: A veto over the largest pile of rare earth minerals on the planet. Those are the metals inside every AI chip, every electric motor, and every guided missile. On paper, he just cornered the fuel of the next century. But this "victory" is actually hollow: Digging the rock out of the ground is the easy half. The hard half is the one that counts: Turning that ore into usable metal. That refining is a completely separate industry, and China owns roughly 90% of it. For the heavy rare earths that matter most, the ones that keep a magnet alive inside a missile or an EV motor, China refines closer to 98%. So follow the ore: It comes out of Greenland, and to become anything at all, it has to be shipped straight to the one country this entire deal was built to DEFEAT. He seized the mine. China still owns the only factories on Earth that can turn what's in it into something real. And it gets worse, because China saw this coming: It has already banned the export of its refining technology and slapped controls on the exact heavy metals the West is scrambling for. So even the know-how to process this stuff is locked behind the same door. Trump can hold every rock in Greenland and still be told what he's allowed to make from it. And the most important question: If these minerals are a decade away from being usable, then what is this deal producing today? The honest answer is a stock. A company called Critical Metals Corp controls Greenland's flagship deposit. It books roughly $560,000 in sales, yet it carries a market value near $1.5 billion. That's a price of about 2,500x what it sells. Its own auditor formally flagged doubt that it can stay in business. And every time a government headline like this one lands, the stock rips 30, 40, even 60%, then bleeds back down while the company sells fresh shares into the hype. So understand what this "national security win" really is: The mine is a decade from producing anything. The processing still belongs to China. What gets manufactured on day one is a share price, and the people who buy that story are the ones left holding it when the headline fades. What he seized is a rock only his enemy can turn to gold, and a stock only retail is left holding. Maybe there was a reason why no prior president tried to get hold of Greenland…

The problem is, Trump has no way to use ANYTHING of what he just stole. Strip the flags and the military off this deal and here is what he took: A veto over the largest pile of rare earth minerals on the planet. Those are the metals inside every AI chip, every electric motor, and every guided missile. On paper, he just cornered the fuel of the next century. But this "victory" is actually hollow: Digging the rock out of the ground is the easy half. The hard half is the one that counts: Turning that ore into usable metal. That refining is a completely separate industry, and China owns roughly 90% of it. For the heavy rare earths that matter most, the ones that keep a magnet alive inside a missile or an EV motor, China refines closer to 98%. So follow the ore: It comes out of Greenland, and to become anything at all, it has to be shipped straight to the one country this entire deal was built to DEFEAT. He seized the mine. China still owns the only factories on Earth that can turn what's in it into something real. And it gets worse, because China saw this coming: It has already banned the export of its refining technology and slapped controls on the exact heavy metals the West is scrambling for. So even the know-how to process this stuff is locked behind the same door. Trump can hold every rock in Greenland and still be told what he's allowed to make from it. And the most important question: If these minerals are a decade away from being usable, then what is this deal producing today? The honest answer is a stock. A company called Critical Metals Corp controls Greenland's flagship deposit. It books roughly $560,000 in sales, yet it carries a market value near $1.5 billion. That's a price of about 2,500x what it sells. Its own auditor formally flagged doubt that it can stay in business. And every time a government headline like this one lands, the stock rips 30, 40, even 60%, then bleeds back down while the company sells fresh shares into the hype. So understand what this "national security win" really is: The mine is a decade from producing anything. The processing still belongs to China. What gets manufactured on day one is a share price, and the people who buy that story are the ones left holding it when the headline fades. What he seized is a rock only his enemy can turn to gold, and a stock only retail is left holding. Maybe there was a reason why no prior president tried to get hold of Greenland…

Ricardo

101,940 views • 25 days ago

Peter Thiel on why the best businesses never compete: "Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms." His point is simple: "A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits are competed away." Peter explains that the most important distinction in business is one nobody talks about enough. "There are two kinds of companies in this world. There are companies that are competitive and there are companies that have monopolies." His go-to example of a bad business? Restaurants. "Opening a restaurant is super competitive and nobody ever makes any money doing it." His example of a great business: Google. "Google has had no competition in search since 2002 when it definitively distanced itself from Microsoft and Yahoo, and it's been making enormous profits for the dozen years or so ever since." So what should founders actually aim for? "If you're a one-of-a-kind company, a happy company that's doing something different, you are a monopoly. It is the goal of every founder, every entrepreneur—it should be their goal to try to build a monopoly business." True market power means never having to compete in the first place.

Peter Thiel on why the best businesses never compete: "Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms." His point is simple: "A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits are competed away." Peter explains that the most important distinction in business is one nobody talks about enough. "There are two kinds of companies in this world. There are companies that are competitive and there are companies that have monopolies." His go-to example of a bad business? Restaurants. "Opening a restaurant is super competitive and nobody ever makes any money doing it." His example of a great business: Google. "Google has had no competition in search since 2002 when it definitively distanced itself from Microsoft and Yahoo, and it's been making enormous profits for the dozen years or so ever since." So what should founders actually aim for? "If you're a one-of-a-kind company, a happy company that's doing something different, you are a monopoly. It is the goal of every founder, every entrepreneur—it should be their goal to try to build a monopoly business." True market power means never having to compete in the first place.

Big Brain Business

73,938 views • 9 months ago

Anthropic has created an AI model that “can get into almost any software in the world,” former AI company founder and CEO Matt Shumer says — but the company is not releasing it to the public: “I have never seen something like this — a company that is about to IPO and having such a moral compass.” Shumer shares what makes the AI model so powerful and potentially dangerous.

Anthropic has created an AI model that “can get into almost any software in the world,” former AI company founder and CEO Matt Shumer says — but the company is not releasing it to the public: “I have never seen something like this — a company that is about to IPO and having such a moral compass.” Shumer shares what makes the AI model so powerful and potentially dangerous.

CBS Mornings

98,892 views • 6 months ago

CEO of a trillion-dollar company sat in a Stanford classroom in 2011 and explained exactly how he built it. No PR team, no prepared remarks, no investors in the room. No business school has ever added the recording to a syllabus. His name is Jensen Huang. He co-founded NVIDIA in 1993 with $40,000. By 2011 the company was worth $9 billion. Today it is worth over $3 trillion. He walked into the Stanford ASES Summit and gave away the entire playbook to a room of fifty students for free. The lecture is about when to bet everything on one technology before the market knows it exists. He did it with GPUs. Then with CUDA. Then with AI infrastructure. Three bets, same logic, same company, three different industries. The uncomfortable part is what he says about risk. He almost went bankrupt twice. What he did both times is the opposite of what every MBA program teaches. Business schools charge $200K in tuition to teach frameworks he rejected before his company was worth a billion. Every founder podcast repeats the same five lessons. Almost none of them mention what Huang actually did when the company was ninety days from dying. That part is in the lecture. It has been free for fifteen years. Filmed by a student with a handheld camera. Audio cuts in and out. He gave away the playbook of the most valuable company on Earth to fifty people. Almost nobody watched it. One classroom. One camera. The full lecture is free. It is in the video.

CEO of a trillion-dollar company sat in a Stanford classroom in 2011 and explained exactly how he built it. No PR team, no prepared remarks, no investors in the room. No business school has ever added the recording to a syllabus. His name is Jensen Huang. He co-founded NVIDIA in 1993 with $40,000. By 2011 the company was worth $9 billion. Today it is worth over $3 trillion. He walked into the Stanford ASES Summit and gave away the entire playbook to a room of fifty students for free. The lecture is about when to bet everything on one technology before the market knows it exists. He did it with GPUs. Then with CUDA. Then with AI infrastructure. Three bets, same logic, same company, three different industries. The uncomfortable part is what he says about risk. He almost went bankrupt twice. What he did both times is the opposite of what every MBA program teaches. Business schools charge $200K in tuition to teach frameworks he rejected before his company was worth a billion. Every founder podcast repeats the same five lessons. Almost none of them mention what Huang actually did when the company was ninety days from dying. That part is in the lecture. It has been free for fifteen years. Filmed by a student with a handheld camera. Audio cuts in and out. He gave away the playbook of the most valuable company on Earth to fifty people. Almost nobody watched it. One classroom. One camera. The full lecture is free. It is in the video.

Tigerflow

75,616 views • 2 months ago

AI video still has a control problem more than a generation problem. Getting a decent clip is one thing. Being able to revise a specific detail is where the workflow gets more demanding. Pexo from Pexo is working on that part of the process. Its Mark to Fix workflow lets users select an area on a frame and explain what needs to change, giving the agent a specific target for the revision. That makes control a more concrete part of the conversation: which detail needs attention, what the intended change is, and how it fits the project.

AI video still has a control problem more than a generation problem. Getting a decent clip is one thing. Being able to revise a specific detail is where the workflow gets more demanding. Pexo from Pexo is working on that part of the process. Its Mark to Fix workflow lets users select an area on a frame and explain what needs to change, giving the agent a specific target for the revision. That makes control a more concrete part of the conversation: which detail needs attention, what the intended change is, and how it fits the project.

Rohan Paul

34,549 views • 23 days ago

It actually blows my mind that the biggest private company in the world and the second biggest public company in the world having an agreement between them for when AGI is achieved. The fact that that is even a sentence to be said is mind blowing, most people get confused by the structure so here’s it broken down: Microsoft has a 27% ownership stake (equity) in OpenAI's for-profit company. This is a long-term investment and does not expire in 2032. The agreement they are discussing in the video is for revenue sharing. This is the part of the deal that has an end date. It is set to conclude either when AGI is verified or in 2032, whichever comes first. So, in 2032 (if AGI hasn't been declared), the specific revenue-sharing plan ends, but Microsoft remains a 27% owner of the company.

It actually blows my mind that the biggest private company in the world and the second biggest public company in the world having an agreement between them for when AGI is achieved. The fact that that is even a sentence to be said is mind blowing, most people get confused by the structure so here’s it broken down: Microsoft has a 27% ownership stake (equity) in OpenAI's for-profit company. This is a long-term investment and does not expire in 2032. The agreement they are discussing in the video is for revenue sharing. This is the part of the deal that has an end date. It is set to conclude either when AGI is verified or in 2032, whichever comes first. So, in 2032 (if AGI hasn't been declared), the specific revenue-sharing plan ends, but Microsoft remains a 27% owner of the company.

Chris

457,776 views • 11 months ago