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⚠️ IMPORTANT ANNOUNCEMENT REGARDING THE VALORANT LAN ⚠️ It's a CS:2 event now. • CS:2 LAN (CS:DO, because ValorCANT.) • 32 Teams (Once again, just massive.) • Scaling Prize Pot (The website knows all...) • Philadelphia (We never left.) • TAP Esports Center (Crazy good food nearby.) Jan 29...

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FRAG

10,480 subscribers

293,692 Aufrufe • vor 2 Jahren •via X (Twitter)

GamingNachrichten & Politik
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8 Kommentare

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Fragadelphiavor 2 Jahren

I forgot the website please forgive me...

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LCA Broadcastingvor 2 Jahren

More Counter Strike events we are on the right timeline 🤩

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Fragadelphiavor 2 Jahren

yo hol up

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Jackyvor 2 Jahren

Based, True & Real 🔥

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FLY GooseBreedervor 2 Jahren

lets goooooo

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DETONATEvor 2 Jahren

POV your tweet is in a Frag video

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Bearvor 2 Jahren

went to the venue twice for warmup pre frag. REALLY hope that they don’t restrict desk space w/ those plastic blockers like they did in the past. people will be livid if they gotta compete w/ those

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Upmind!vor 2 Jahren

boston lan next

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Miki Djan

25,530 Aufrufe • vor 9 Monaten

The most epic 13 minute AI rant I've heard in 2026 PS: My parent's heard this when I was playing it in the car and thought Jason ✨👾SaaStr.Ai✨ Lemkin went OFF like Stephen A Smith does on first take PPS: Full transcript below [17:00] Harry Stebbings: I I just wanted to ask Jason, if the people that we want are fundamentally different, the developers that we used to hire, we don't because AI writes the code for us. The marketers we don't want, the sales people we don't want—who who do we want genuinely? Like what is the attractive profile? Because your Anthropic’s and your OpenAIs are hiring, so so what are the people that we want in the companies of the future? [17:18] Jason Lemkin: Look, I know it sounds trite, but but the answer is simple. It's just the expression each year changes. We want folks that are genuinely AI fluent. It's pretty simple. Now you know, maybe last year we called them prompt engineers, right? That used to be a job. I don't know if you remember that actually used to be the hottest job on planet earth. Now no one needs a prompt engineer because it's pretty easy to prompt all these tools. That job died. Okay. Um and now we need go-to-market engineers. Um I think that job's going to die. We need—everyone needs so many forward deployed engineers. Like you can't hire enough forward deployed engineers. But uh you know um but Palantir just announced in whatever their their big their big event—they've gotten their deployment times down over 90% with forward deployed engineers. So that may become—so the this wave of disruption for the titles and the specificity, it's also exhaustingly accelerating. But it's really simple. You meet anyone for any role—sales, marketing, engineering, product, QA—they're they're either they're either they can't keep all of the ways they use AI to accelerate their job from spewing out of their mouth, or they're staring at you. It's there's nowhere in the middle. Like, and the person that comes in and says—it's it's it sounds Captain Obvious—but like, you know, you just had the whatever from Lovable, the the marketing head that was super popular on the show, right? She's just spewing AI-native insights into Lovable, right? It's not that complicated. You hire her, Elena, or whatever it is. You just hire her. It doesn't matter whether she's still in college or a junior or a senior or a middler, a left or right. And honestly, if you interview people, I would say of all even of the best startups I've invested in, maybe 30% of the management team meets this standard at best. 30%. Maybe less. And of the interviews I do in general, it's single-digit percents. It's just and in in that sense, it's the same as ever. Like you either lower the bar in hiring or you hire someone that's actually great. And someone that's actually great is so far ahead of you in how to apply to to employ the efficiencies of AI in their role, your jaw falls on the table. The difference is we used to need warm bodies. That's what's changing. We used to need warm bodies to answer the call, to do QA, to do code review, to to get the blue pixel to go from the upper left to the lower right. You laugh, but you need you literally needed to brute force this with humans. With AI, every day that goes by, the AI—you do not need brute force human beings on your team. And that's another reason they're shrinking. Why are all these new companies so efficient? They're just not brute forcing things with humans. They're just not. They're choosing not to. And so these team—all the brute forcers out there—everyone talks about how bloated teams got in 2021. I don't agree with that. I think they got as big as they needed to be when growth was high and you needed humans to do everything. All you look at these teams that that doubled—well if growth continued at 60% like the rate in early 2021 for 5 years or can help me do the math and every single thing a software company did required a human. You were understaffed by your 2021 headcount. You'd be sitting here in 2026. You every office in SoMa would be triple packed and you there wouldn't be enough humans to staff your company. It's just the world changed. [20:33] Harry Stebbings: Jason, you live on the bleeding edge. I think me and Rory see that and I think the world sees that when they hear you every week in terms of how you run SaaS. For all of the CEOs and execs who listen to the show, what would you advise them in terms of determining whether someone is AI fluent when they meet them for jobs, for talent? [20:51] Jason Lemkin: Here's I realized I was just asked this. I just did a review with a super fast startup growing just crossing 100 million and I was asked this question. And one of my favorite executives, I thought his answer was pretty dated and because he gave me an answer that was about 6 months old. The answer 6 months old is: "I look for folks in my team, I look for you know at what tools they play with." Okay, that was a great answer in like summer of 2025. Okay, I tried Lovable last week. Okay, the answer in 2026 is: "What commercial AI tool have you brought into your organization this month?" That's the test. Anyone that is on the bleeding edge that you would want to hire—now there are so many great products in the market. Okay, there is no excuse in any role to have not brought one tool a month into your organization. Okay, there—now there's going to be better and better tools and better and better products as the year goes on. What's the one you did? And you will see folks with their deer in the headlights to this question. What what sales tool? What marketing tool? What product tool? What engineering tool? What did you bring in? Why did you pick it? How does it working? Because if you're at remotely at the cutting edge, you're all over this. You're looking for the next agentic tools that will radically improve how you do business. This is—you think everyone thinks SaaS is at the bleeding edge, right? You know, you know, all we do is we're just looking for the tools and trying them. Okay? Okay, we're one year ahead of everybody else because we did the simplest thing in the world. Like we tried the tools early and we trained them. We trained them for a month. Okay, I'll give you—want hear a horrible example from this week? Super hot AI company valued at 6 billion. Okay, I'm not going to name it. Um, this week yesterday told us we had to quadruple what we spent on their product. Okay, their agent told us, right? And why did this happen? Okay. Well, at this $6 billion company, no one had trained the agent on its pricing properly. No one had tested it. They said, "Well, well, we've been in beta." And we said, "Well, when did the beta launch? A year ago." Okay, these are people asleep at at the wheel. You want somebody who the instant this comes up, they exactly know what the issue is. And "Hey, when I was at Lovable Replit, we trained the agent. This is how we did it. I brought in this tool. I brought in this tool that that Rory invested in last week. It solved all these issues." That's what you want to hear. And if they haven't brought in a tool in the last 30 days, at least deeply evaluated it. I don't really care whether they bought it, but gone so far down the funnel they can tell you—pick whatever tool: Fixie, Regie, GC, AIGC—I don't care how you went through it, you looked at it, you can tell me the eight ways it would improve the productivity of your business and three you didn't. Just don't hire that person because they're going to run your company to the ground. This is the job today. The job today is not to screw around on ChatGPT and to be a prompt engineer. The job today is to bring the best AI and agentic products into your organization and leverage all the hard work that the engineers have done building those products. That's your job. You don't have to screw around. You don't have to be a prompt engineer anymore. You have to be an agent deployment expert. A—this is the new job we're making up today. An Agentic Deployment Expert. That's your job from C-level to junior. Agentic Deployment Expert. Don't hire anybody else. You're going to regret it. They're going to stare at the camera. He's good. Stare at the camera. He's honorable. We could probably just I could slip away, get a coffee, and come back. No. And I I sound exasperated, Rory. And I—but the reason I am is I can just see I can see my best companies doing it. And I can see some companies I've invested in not doing it. And I want to cry. I just want to cry when they have no ADs on their team. I just—like you're flushing your years of your life down the toilet by not approaching your how you're building this company this way. [24:33] Rory: Yes. And at the risk of being positive, it's worth pointing out two things he didn't say. Well, something implicit why he said—Jason didn't do the only hire, you know, he didn't commit the um employment law, I think it's a civil penalty of saying only employ people below X who get the new new thing because he implicitly said anyone can do it provided you're willing to learn. And I think that's the big aha that's one of the positive statements to make here right? Look and I think it applies—I'm always wary of being "Hey, coming across, hey this this is the things that you all have to do." I think it applies to everyone including investors right? I mean I will say I have found that unless you're willing to invest the time learning these tools you actually shouldn't be investing in them. One of my partners Andy had this expression: "You know, if you decide you want to stop learning new things you probably should retire within 6 to 12 months and never write another check again." Maybe that's down to 3 to 6 months at this stage, right? And I think, you know, it's— [25:27] Harry Stebbings: Yeah, I actually I actually had a meeting with mine and Jason's biggest investor the other day and I—pretend he's not here—I said I think he's the most equipped investor for this generation of investing because I don't think anyone quite sits at the bleeding edge like he does on the investor side. [25:42] Harry Stebbings: Why in terms of using the equip stuff? Yeah. Yeah. In terms of using the stuff, understanding understanding bottlenecks, constraints. For sure. [25:51] Jason Lemkin: But can I just add one point? We can just cuz it's so important if it helps people. Okay, we are—and thank you Harry. We're going through these phases. Okay, and when AI started to blow up for real for us, uh call it early 2024, right? Maybe late '23, I wasn't equipped. It was too technical. I wasn't going to go in and figure out—I wasn't smart enough to figure out how to deal with a massively hallucinating LLM API and turn that and turn that into something magical. Kudos to investors and others that that got it in early '23, '22. I mean I remember I—I guess it was maybe SaaStr Annual '23. I was with David Sacks and I did a Q&A and I said, "How you thinking about AI at Craft?" He's like, "Well we're all in. We want 80% of '23 of investments to be AI." I'm like, "Great but like show me the show me the great ones in market." He's like, "They're all prototypes. We're all they're all they're all proof of concepts but we're all in anyway." That's where you kind of had to be in '23 if you weren't investing at like the LLM level. Okay, I wasn't smart enough. Then we went through this weird-ass prompt engineer era where like you you could torture these products to do something good, right? But you had to torture them. You had to like craft these crazy things that made no sense. Now we are in the era where mere ordinarily smart generalists can make these tools do magical things. And literally I go to these meetings and people be like, "I don't know how to like this is so scary. I don't know how to do this." And we show them our backends. Do you know how to do a workflow generator? Do you know how to do a a decision tree? Like we've been building these since software in the '90s. Okay, if you—I can show you all of our agents. The how they work is novel. They do have to be trained. You can't be lazy and have these agents work. But honestly, the the UI, the UX, the way we interact with them, it's just software. And so my point is: Pick yourself off the ground. This is your time now. If you felt lost in AI era, if you felt like you're behind, you don't understand what all these people are saying on X and Twitter and their Claude and and their and talking about all the 4.6 point Nano point and it's over—like you just it's not your world. This is your time. This is your time for the generalist that knows how to use software tools really really well. And I—this is my last point but it's so important. If ever in your recent life—and this is why you could be all you need to be is young at heart to Rory's point—if in the last three to five years you have successfully deployed a piece of enterprise software of any sort you yourself, not some agency you hired, but if you have deployed it, you can deploy any agentic tool. Any. And you can become the hero in your company and you can become the hero in your functional area. But I watch folks—I'm literally helping a company now that they're adding hundreds of sales folks this year with a new pre-IPO COO—he's not hasn't brought in a single tool, totally scared of it. Okay, it's not that hard. Did you use SalesLoft? Did you use Outreach? Did you use HubSpot? Do you know these tools? If you can deploy these tools, you can deploy a world-changing AI agent. And so this is the time for people like the folks that that were shut out of the AI revolution right now. The generalist folks that are not that know how to deploy software that don't even know how to build software. Like vibe coding for me was folks who knew how to build software, but you didn't have to be an engineer. Now, you just need to know how to deploy software to win with AI agents. That's all you need to know. So many people have these skills and they're petrified of AI. "How did you do that? How did you deploy an AI BDR?" Well, we bought a piece of software, we figured out how it worked for a day, we set it up in an afternoon, and then and then we did spend 30 months training it, which you didn't do with this old software because in the old days, we just had to manually upload all the data, right? And there was no training. The the only non-intuitive part is training these things. And it's it's it's just work. So that's why when I see folks on the management team not doing this, there's no excuse. You do not need to be technical to win with AI agents in Q2 of '26. You do not need to be even 1% technical. Not at all. So it's your time. Or you're going to get laid off. Or you're going to get laid off because you're not going to matter.
13:04

The most epic 13 minute AI rant I've heard in 2026 PS: My parent's heard this when I was playing it in the car and thought Jason ✨👾SaaStr.Ai✨ Lemkin went OFF like Stephen A Smith does on first take PPS: Full transcript below [17:00] Harry Stebbings: I I just wanted to ask Jason, if the people that we want are fundamentally different, the developers that we used to hire, we don't because AI writes the code for us. The marketers we don't want, the sales people we don't want—who who do we want genuinely? Like what is the attractive profile? Because your Anthropic’s and your OpenAIs are hiring, so so what are the people that we want in the companies of the future? [17:18] Jason Lemkin: Look, I know it sounds trite, but but the answer is simple. It's just the expression each year changes. We want folks that are genuinely AI fluent. It's pretty simple. Now you know, maybe last year we called them prompt engineers, right? That used to be a job. I don't know if you remember that actually used to be the hottest job on planet earth. Now no one needs a prompt engineer because it's pretty easy to prompt all these tools. That job died. Okay. Um and now we need go-to-market engineers. Um I think that job's going to die. We need—everyone needs so many forward deployed engineers. Like you can't hire enough forward deployed engineers. But uh you know um but Palantir just announced in whatever their their big their big event—they've gotten their deployment times down over 90% with forward deployed engineers. So that may become—so the this wave of disruption for the titles and the specificity, it's also exhaustingly accelerating. But it's really simple. You meet anyone for any role—sales, marketing, engineering, product, QA—they're they're either they're either they can't keep all of the ways they use AI to accelerate their job from spewing out of their mouth, or they're staring at you. It's there's nowhere in the middle. Like, and the person that comes in and says—it's it's it sounds Captain Obvious—but like, you know, you just had the whatever from Lovable, the the marketing head that was super popular on the show, right? She's just spewing AI-native insights into Lovable, right? It's not that complicated. You hire her, Elena, or whatever it is. You just hire her. It doesn't matter whether she's still in college or a junior or a senior or a middler, a left or right. And honestly, if you interview people, I would say of all even of the best startups I've invested in, maybe 30% of the management team meets this standard at best. 30%. Maybe less. And of the interviews I do in general, it's single-digit percents. It's just and in in that sense, it's the same as ever. Like you either lower the bar in hiring or you hire someone that's actually great. And someone that's actually great is so far ahead of you in how to apply to to employ the efficiencies of AI in their role, your jaw falls on the table. The difference is we used to need warm bodies. That's what's changing. We used to need warm bodies to answer the call, to do QA, to do code review, to to get the blue pixel to go from the upper left to the lower right. You laugh, but you need you literally needed to brute force this with humans. With AI, every day that goes by, the AI—you do not need brute force human beings on your team. And that's another reason they're shrinking. Why are all these new companies so efficient? They're just not brute forcing things with humans. They're just not. They're choosing not to. And so these team—all the brute forcers out there—everyone talks about how bloated teams got in 2021. I don't agree with that. I think they got as big as they needed to be when growth was high and you needed humans to do everything. All you look at these teams that that doubled—well if growth continued at 60% like the rate in early 2021 for 5 years or can help me do the math and every single thing a software company did required a human. You were understaffed by your 2021 headcount. You'd be sitting here in 2026. You every office in SoMa would be triple packed and you there wouldn't be enough humans to staff your company. It's just the world changed. [20:33] Harry Stebbings: Jason, you live on the bleeding edge. I think me and Rory see that and I think the world sees that when they hear you every week in terms of how you run SaaS. For all of the CEOs and execs who listen to the show, what would you advise them in terms of determining whether someone is AI fluent when they meet them for jobs, for talent? [20:51] Jason Lemkin: Here's I realized I was just asked this. I just did a review with a super fast startup growing just crossing 100 million and I was asked this question. And one of my favorite executives, I thought his answer was pretty dated and because he gave me an answer that was about 6 months old. The answer 6 months old is: "I look for folks in my team, I look for you know at what tools they play with." Okay, that was a great answer in like summer of 2025. Okay, I tried Lovable last week. Okay, the answer in 2026 is: "What commercial AI tool have you brought into your organization this month?" That's the test. Anyone that is on the bleeding edge that you would want to hire—now there are so many great products in the market. Okay, there is no excuse in any role to have not brought one tool a month into your organization. Okay, there—now there's going to be better and better tools and better and better products as the year goes on. What's the one you did? And you will see folks with their deer in the headlights to this question. What what sales tool? What marketing tool? What product tool? What engineering tool? What did you bring in? Why did you pick it? How does it working? Because if you're at remotely at the cutting edge, you're all over this. You're looking for the next agentic tools that will radically improve how you do business. This is—you think everyone thinks SaaS is at the bleeding edge, right? You know, you know, all we do is we're just looking for the tools and trying them. Okay? Okay, we're one year ahead of everybody else because we did the simplest thing in the world. Like we tried the tools early and we trained them. We trained them for a month. Okay, I'll give you—want hear a horrible example from this week? Super hot AI company valued at 6 billion. Okay, I'm not going to name it. Um, this week yesterday told us we had to quadruple what we spent on their product. Okay, their agent told us, right? And why did this happen? Okay. Well, at this $6 billion company, no one had trained the agent on its pricing properly. No one had tested it. They said, "Well, well, we've been in beta." And we said, "Well, when did the beta launch? A year ago." Okay, these are people asleep at at the wheel. You want somebody who the instant this comes up, they exactly know what the issue is. And "Hey, when I was at Lovable Replit, we trained the agent. This is how we did it. I brought in this tool. I brought in this tool that that Rory invested in last week. It solved all these issues." That's what you want to hear. And if they haven't brought in a tool in the last 30 days, at least deeply evaluated it. I don't really care whether they bought it, but gone so far down the funnel they can tell you—pick whatever tool: Fixie, Regie, GC, AIGC—I don't care how you went through it, you looked at it, you can tell me the eight ways it would improve the productivity of your business and three you didn't. Just don't hire that person because they're going to run your company to the ground. This is the job today. The job today is not to screw around on ChatGPT and to be a prompt engineer. The job today is to bring the best AI and agentic products into your organization and leverage all the hard work that the engineers have done building those products. That's your job. You don't have to screw around. You don't have to be a prompt engineer anymore. You have to be an agent deployment expert. A—this is the new job we're making up today. An Agentic Deployment Expert. That's your job from C-level to junior. Agentic Deployment Expert. Don't hire anybody else. You're going to regret it. They're going to stare at the camera. He's good. Stare at the camera. He's honorable. We could probably just I could slip away, get a coffee, and come back. No. And I I sound exasperated, Rory. And I—but the reason I am is I can just see I can see my best companies doing it. And I can see some companies I've invested in not doing it. And I want to cry. I just want to cry when they have no ADs on their team. I just—like you're flushing your years of your life down the toilet by not approaching your how you're building this company this way. [24:33] Rory: Yes. And at the risk of being positive, it's worth pointing out two things he didn't say. Well, something implicit why he said—Jason didn't do the only hire, you know, he didn't commit the um employment law, I think it's a civil penalty of saying only employ people below X who get the new new thing because he implicitly said anyone can do it provided you're willing to learn. And I think that's the big aha that's one of the positive statements to make here right? Look and I think it applies—I'm always wary of being "Hey, coming across, hey this this is the things that you all have to do." I think it applies to everyone including investors right? I mean I will say I have found that unless you're willing to invest the time learning these tools you actually shouldn't be investing in them. One of my partners Andy had this expression: "You know, if you decide you want to stop learning new things you probably should retire within 6 to 12 months and never write another check again." Maybe that's down to 3 to 6 months at this stage, right? And I think, you know, it's— [25:27] Harry Stebbings: Yeah, I actually I actually had a meeting with mine and Jason's biggest investor the other day and I—pretend he's not here—I said I think he's the most equipped investor for this generation of investing because I don't think anyone quite sits at the bleeding edge like he does on the investor side. [25:42] Harry Stebbings: Why in terms of using the equip stuff? Yeah. Yeah. In terms of using the stuff, understanding understanding bottlenecks, constraints. For sure. [25:51] Jason Lemkin: But can I just add one point? We can just cuz it's so important if it helps people. Okay, we are—and thank you Harry. We're going through these phases. Okay, and when AI started to blow up for real for us, uh call it early 2024, right? Maybe late '23, I wasn't equipped. It was too technical. I wasn't going to go in and figure out—I wasn't smart enough to figure out how to deal with a massively hallucinating LLM API and turn that and turn that into something magical. Kudos to investors and others that that got it in early '23, '22. I mean I remember I—I guess it was maybe SaaStr Annual '23. I was with David Sacks and I did a Q&A and I said, "How you thinking about AI at Craft?" He's like, "Well we're all in. We want 80% of '23 of investments to be AI." I'm like, "Great but like show me the show me the great ones in market." He's like, "They're all prototypes. We're all they're all they're all proof of concepts but we're all in anyway." That's where you kind of had to be in '23 if you weren't investing at like the LLM level. Okay, I wasn't smart enough. Then we went through this weird-ass prompt engineer era where like you you could torture these products to do something good, right? But you had to torture them. You had to like craft these crazy things that made no sense. Now we are in the era where mere ordinarily smart generalists can make these tools do magical things. And literally I go to these meetings and people be like, "I don't know how to like this is so scary. I don't know how to do this." And we show them our backends. Do you know how to do a workflow generator? Do you know how to do a a decision tree? Like we've been building these since software in the '90s. Okay, if you—I can show you all of our agents. The how they work is novel. They do have to be trained. You can't be lazy and have these agents work. But honestly, the the UI, the UX, the way we interact with them, it's just software. And so my point is: Pick yourself off the ground. This is your time now. If you felt lost in AI era, if you felt like you're behind, you don't understand what all these people are saying on X and Twitter and their Claude and and their and talking about all the 4.6 point Nano point and it's over—like you just it's not your world. This is your time. This is your time for the generalist that knows how to use software tools really really well. And I—this is my last point but it's so important. If ever in your recent life—and this is why you could be all you need to be is young at heart to Rory's point—if in the last three to five years you have successfully deployed a piece of enterprise software of any sort you yourself, not some agency you hired, but if you have deployed it, you can deploy any agentic tool. Any. And you can become the hero in your company and you can become the hero in your functional area. But I watch folks—I'm literally helping a company now that they're adding hundreds of sales folks this year with a new pre-IPO COO—he's not hasn't brought in a single tool, totally scared of it. Okay, it's not that hard. Did you use SalesLoft? Did you use Outreach? Did you use HubSpot? Do you know these tools? If you can deploy these tools, you can deploy a world-changing AI agent. And so this is the time for people like the folks that that were shut out of the AI revolution right now. The generalist folks that are not that know how to deploy software that don't even know how to build software. Like vibe coding for me was folks who knew how to build software, but you didn't have to be an engineer. Now, you just need to know how to deploy software to win with AI agents. That's all you need to know. So many people have these skills and they're petrified of AI. "How did you do that? How did you deploy an AI BDR?" Well, we bought a piece of software, we figured out how it worked for a day, we set it up in an afternoon, and then and then we did spend 30 months training it, which you didn't do with this old software because in the old days, we just had to manually upload all the data, right? And there was no training. The the only non-intuitive part is training these things. And it's it's it's just work. So that's why when I see folks on the management team not doing this, there's no excuse. You do not need to be technical to win with AI agents in Q2 of '26. You do not need to be even 1% technical. Not at all. So it's your time. Or you're going to get laid off. Or you're going to get laid off because you're not going to matter.

Arjun Mahadevan (Mr. LLC 🇺🇸)

37,744 Aufrufe • vor 5 Monaten

Google just got executed by a Nobel Prize winner, the inventor of modern AI, and Donald Trump. They literally LOST the AI race in the most brutal way possible. Here is what happened: 5 days ago, Trump told Axios that Anthropic was a national security threat and warned that "people get put in prison immediately" for what the company had been doing with its frontier model exports. 4 days ago, Trump met Dario Amodei at the G7 AI Summit and walked out telling reporters Dario was a "nice guy, smart guy" who had "responded very responsibly." 3 days ago, Noam Shazeer, the co-author of "Attention Is All You Need" (the paper that invented the transformer architecture powering EVERY modern AI model on Earth), walked out of Google to join OpenAI. Yesterday, John Jumper, the 2024 Nobel Prize winner who co-created AlphaFold and ran Google DeepMind's protein structure team for nearly a decade, announced he was leaving to join Anthropic. And this is NOT a coincidence or a normal talent shuffle... Demis Hassabis, who shared the Nobel Prize with Jumper just 18 months ago, had to publicly THANK his own co-laureate for defecting to a rival lab. The man who shared the highest scientific honor in the world with you is now going to work for the people trying to put you out of business. This is what the end of a war looks like. The AI race was never going to be decided by chips, capital, or compute. There are only about 50 people on Earth who can actually build a frontier model from scratch. Google invented the field and trained most of them. They had the largest concentration of them anywhere on the planet. But in one week, two of the most important AI researchers alive betrayed them. And the actual reason is what's terrifying here: For nine months, the consensus take has been that Google's compute advantage would eventually win because talent is replaceable and compute is not. This week proved the opposite. Anthropic just secured a Nobel Prize winner whose work on AlphaFold opened the entire field of AI for biology. That is the same field every pharma company on Earth is desperately trying to enter. Anthropic now literally owns the most credentialed scientist in it. Meanwhile OpenAI just secured the actual inventor of the transformer. The man whose paper underpins every product Google has shipped in the last three years, including Gemini itself. Google has the compute but Google does not have the people who know what to do with it anymore. And the crazy part is that five days ago, Anthropic was effectively under siege. The administration was threatening PRISON, and the Mythos export crisis had triggered a federal block. Their largest investor was reportedly working against them while the company was hours from an existential national security designation that would have frozen them out of federal contracts. But four days later, Trump cleared them in public, they secured the most decorated AI researcher of the decade, and the entire frontier AI duopoly locked in with Anthropic in pole position. The fastest reversal of fortune in modern corporate history. "It's a two-horse race at the frontier. Google is effectively out." Wall Street wakes up to this in six months and starts downgrading Alphabet. But the smart money already knows. Anthropic is being whispered at a $2 trillion valuation. OpenAI is approaching $500 billion in the private market. Gemini 3.5 Pro has been delayed with no public timeline. The AI race literally ended this week. What do you think?
1:20

Google just got executed by a Nobel Prize winner, the inventor of modern AI, and Donald Trump. They literally LOST the AI race in the most brutal way possible. Here is what happened: 5 days ago, Trump told Axios that Anthropic was a national security threat and warned that "people get put in prison immediately" for what the company had been doing with its frontier model exports. 4 days ago, Trump met Dario Amodei at the G7 AI Summit and walked out telling reporters Dario was a "nice guy, smart guy" who had "responded very responsibly." 3 days ago, Noam Shazeer, the co-author of "Attention Is All You Need" (the paper that invented the transformer architecture powering EVERY modern AI model on Earth), walked out of Google to join OpenAI. Yesterday, John Jumper, the 2024 Nobel Prize winner who co-created AlphaFold and ran Google DeepMind's protein structure team for nearly a decade, announced he was leaving to join Anthropic. And this is NOT a coincidence or a normal talent shuffle... Demis Hassabis, who shared the Nobel Prize with Jumper just 18 months ago, had to publicly THANK his own co-laureate for defecting to a rival lab. The man who shared the highest scientific honor in the world with you is now going to work for the people trying to put you out of business. This is what the end of a war looks like. The AI race was never going to be decided by chips, capital, or compute. There are only about 50 people on Earth who can actually build a frontier model from scratch. Google invented the field and trained most of them. They had the largest concentration of them anywhere on the planet. But in one week, two of the most important AI researchers alive betrayed them. And the actual reason is what's terrifying here: For nine months, the consensus take has been that Google's compute advantage would eventually win because talent is replaceable and compute is not. This week proved the opposite. Anthropic just secured a Nobel Prize winner whose work on AlphaFold opened the entire field of AI for biology. That is the same field every pharma company on Earth is desperately trying to enter. Anthropic now literally owns the most credentialed scientist in it. Meanwhile OpenAI just secured the actual inventor of the transformer. The man whose paper underpins every product Google has shipped in the last three years, including Gemini itself. Google has the compute but Google does not have the people who know what to do with it anymore. And the crazy part is that five days ago, Anthropic was effectively under siege. The administration was threatening PRISON, and the Mythos export crisis had triggered a federal block. Their largest investor was reportedly working against them while the company was hours from an existential national security designation that would have frozen them out of federal contracts. But four days later, Trump cleared them in public, they secured the most decorated AI researcher of the decade, and the entire frontier AI duopoly locked in with Anthropic in pole position. The fastest reversal of fortune in modern corporate history. "It's a two-horse race at the frontier. Google is effectively out." Wall Street wakes up to this in six months and starts downgrading Alphabet. But the smart money already knows. Anthropic is being whispered at a $2 trillion valuation. OpenAI is approaching $500 billion in the private market. Gemini 3.5 Pro has been delayed with no public timeline. The AI race literally ended this week. What do you think?

Ricardo

90,843 Aufrufe • vor 2 Monaten

I paid Alex & Leila Hormozi $5,000 for their 2-day scaling workshop. Why? To grow my business from $6 million to $12 million in 2025. These 12 lessons from the event will help me get there: 1. The fastest-moving entrepreneurs are obsessive resource allocators. Similar to investors, they seek the best risk-adjusted returns with the resources they have. The main resources of the business are: • Time (of the team) • Attention (of the team) • And capital (of the business) So resource allocation is: • Aligning attention on the most important thing • Properly allocating everyone’s time to achieve that thing the fastest • Strategically investing capital to accelerate the outcome or increase its likelihood of achievement 2. $3m to $10m in EBITDA is where the majority of the value in a business is created. $3m in EBITDA likely gets a 1x multiple, so $3m of enterprise value. The process of going to $10m (when done well), not only 3.3x’s the EBITDA, but can take the multiple from 1 to 4 -> which is a 13.2x return. The EV goes from $3m to $40m, and that is the stage we are in right now as a business. 3. LTV:CAC are two metrics you must have staring at you and constantly audited. LTV = lifetime value of the customer CAC = customer acquisition cost The scope of calculating those is beyond this write-up, but basically you want this metric to be ~8:1 or higher when aggressively scaling a service-based business. On top of that, these are the only two metrics that you can “improve” in your business → either making customers worth more or reducing the cost to acquire them. You should be able to tie every project on your list directly to the improvement of one of these metrics. 4. We need a single dashboard with the most important metrics in the business. The quality of the dashboard is: • How many people use it on a daily basis • And how clearly they can connect their performance to the performance of the main numbers on the dashboard. We have data thrown about across Airtable, Google Sheets, and various Slack channels. Now, it’s time to unite them such that we can make even better decisions as a team. 5. Leveling up in business is transitioning from selling to people to selling to employees. In the beginning, you are the one creating all of the value. Over time, you will replace yourself out of certain functions that are customer-facing (if you are approaching business correctly). However, your job then becomes selling to your employees to spark their highest performance and retain them. 6. Brand is the best way to improve LTV and reduce CAC at the same time. It makes it cheaper to acquire customers since you have fixed media expenses (just labor) but unlimited upside in the number of eyeballs you can reach. It increases LTV because the continued content you create makes customers likely to keep purchasing because they associate the good content with the purchase they made, whether it’s free content or not. 7. Every single thing in your business is trainable, you just lack the skill of training. Seeing their presentations, their handshakes, the way they repeat the question back to the audience, it was so clear that Alex & Leila did this first, then obsessively role-played and drilled each person on their performance until it was indistinguishable from theirs. 8. The people doing it at the highest level of an obsessive, intentional standard. It was so evident the way these employees conducted themselves that they: • Loved working there • Loved the culture of high performance • And had been trained with extreme repetition and attention to detail 9. Past $3-5m in revenue, anything “new” starts with “who” not “how.” I made the mistake last year of trying to “bootstrap” our cold ads initiative (while continuing to run the rest of the business & sales team). I spent roughly ~200 hours on this throughout the year, which took time away from both my content and the management of the sales team. But for whatever reason, I thought I “had” to be the one who got it off the ground, then handed it off to a new hire or media buyer. But I had the sequence flipped. I should have spent the first 50 hours finding a world-class director of paid marketing, someone with far more experience than me building out a cold traffic acquisition system. Heck, I could have even spent 200 hours on it and ended up with a far greater return than I ended up with. 10. Excellence is a remarkably high number of extremely small details done well. Throughout the workshop, I paid close attention to the event operations, taking notes on how to run a great in-person event in case we wanted to do so in the future. Several things stood out that were clearly “iterations” from prior events, all based around eliminating the small, annoying parts of attending any kind of seminar. • High-quality food • Greeters at the door • Clear bathroom signs • A barista for fresh coffee • WiFi signs posted everywhere • Constant 15-minute breaks every 90 minutes The list goes on and on. 11. Any change you make in a business you should expect a 20% “decrease” in performance to start. That makes the hurdle rate to doing “new” at least 20% for it to be worth it, and arguably 40%. This happens because the switching cost leads to an immediate drop just from having to retrain the team. Change a meeting cadence, change a sales script, change an onboarding flow, all of these are going to come with a switching cost the team must overcome. Therefore, the highest risk-adjusted return is always to just do more or better or whatever you’re already doing, rather than add something new. 12. The ultimate size of the business is the sum of the intelligence of its people. Alex laid out this golden nugget during one of his talks and I found it interesting for a few reasons. First, because of his definition of intelligence = speed of learning, that means the ultimate size of the company is how quickly everyone can learn things. And so said another way, the ultimate size of the company is correlated to the speed of its iterations. The second reason I found this interesting is because you can create a culture of iteration through constant, rapid feedback on every behavior. And when I say constant, I mean constant. You could tell they’ve built this culture by the way their presenters all presented the exact same way as Alex and Leila. Aaand that’s it! I go deeper into all these lessons in this video, check it out: Timestamps 00:37 The Fastest Moving Entrepreneurs Are Obsessive Resource Allocators 04:09 $3m To $10m EBITDA Is Where The Majority Of The Value In A Business Is Created 07:00 LTV:CAC Are Two Metrics You Must Have Staring At You 10:04 You Need A Single Dashboard With The Most Important Metrics In The Business 12:03 Leveling Up In Business Is Transitioning To Selling To People To Selling To Employees 14:10 Brand Is The Best Way To Improve LTV And Reduce CAC At The Same Time 16:02 Every Single Thing In Your Business Is Trainable, You Just Lack The Skill Of Training 18:54 The People Doing It At The Highest Level Have An Obsessive, Intentional Standard 20:04 Past $3-5m In Revenue, Anything "New" Starts With "Who" Not "How" 23:33 Excellence Is A Remarkably High Number Of Extremely Small Details Done Well 26:23 Any Change You Make In A Business You Should Expect A 20% "Decrease" In Performance To Start 28:07 The Ultimate Size Of The Business Is The Sum Of The Intelligence Of It's People
31:43

I paid Alex & Leila Hormozi $5,000 for their 2-day scaling workshop. Why? To grow my business from $6 million to $12 million in 2025. These 12 lessons from the event will help me get there: 1. The fastest-moving entrepreneurs are obsessive resource allocators. Similar to investors, they seek the best risk-adjusted returns with the resources they have. The main resources of the business are: • Time (of the team) • Attention (of the team) • And capital (of the business) So resource allocation is: • Aligning attention on the most important thing • Properly allocating everyone’s time to achieve that thing the fastest • Strategically investing capital to accelerate the outcome or increase its likelihood of achievement 2. $3m to $10m in EBITDA is where the majority of the value in a business is created. $3m in EBITDA likely gets a 1x multiple, so $3m of enterprise value. The process of going to $10m (when done well), not only 3.3x’s the EBITDA, but can take the multiple from 1 to 4 -> which is a 13.2x return. The EV goes from $3m to $40m, and that is the stage we are in right now as a business. 3. LTV:CAC are two metrics you must have staring at you and constantly audited. LTV = lifetime value of the customer CAC = customer acquisition cost The scope of calculating those is beyond this write-up, but basically you want this metric to be ~8:1 or higher when aggressively scaling a service-based business. On top of that, these are the only two metrics that you can “improve” in your business → either making customers worth more or reducing the cost to acquire them. You should be able to tie every project on your list directly to the improvement of one of these metrics. 4. We need a single dashboard with the most important metrics in the business. The quality of the dashboard is: • How many people use it on a daily basis • And how clearly they can connect their performance to the performance of the main numbers on the dashboard. We have data thrown about across Airtable, Google Sheets, and various Slack channels. Now, it’s time to unite them such that we can make even better decisions as a team. 5. Leveling up in business is transitioning from selling to people to selling to employees. In the beginning, you are the one creating all of the value. Over time, you will replace yourself out of certain functions that are customer-facing (if you are approaching business correctly). However, your job then becomes selling to your employees to spark their highest performance and retain them. 6. Brand is the best way to improve LTV and reduce CAC at the same time. It makes it cheaper to acquire customers since you have fixed media expenses (just labor) but unlimited upside in the number of eyeballs you can reach. It increases LTV because the continued content you create makes customers likely to keep purchasing because they associate the good content with the purchase they made, whether it’s free content or not. 7. Every single thing in your business is trainable, you just lack the skill of training. Seeing their presentations, their handshakes, the way they repeat the question back to the audience, it was so clear that Alex & Leila did this first, then obsessively role-played and drilled each person on their performance until it was indistinguishable from theirs. 8. The people doing it at the highest level of an obsessive, intentional standard. It was so evident the way these employees conducted themselves that they: • Loved working there • Loved the culture of high performance • And had been trained with extreme repetition and attention to detail 9. Past $3-5m in revenue, anything “new” starts with “who” not “how.” I made the mistake last year of trying to “bootstrap” our cold ads initiative (while continuing to run the rest of the business & sales team). I spent roughly ~200 hours on this throughout the year, which took time away from both my content and the management of the sales team. But for whatever reason, I thought I “had” to be the one who got it off the ground, then handed it off to a new hire or media buyer. But I had the sequence flipped. I should have spent the first 50 hours finding a world-class director of paid marketing, someone with far more experience than me building out a cold traffic acquisition system. Heck, I could have even spent 200 hours on it and ended up with a far greater return than I ended up with. 10. Excellence is a remarkably high number of extremely small details done well. Throughout the workshop, I paid close attention to the event operations, taking notes on how to run a great in-person event in case we wanted to do so in the future. Several things stood out that were clearly “iterations” from prior events, all based around eliminating the small, annoying parts of attending any kind of seminar. • High-quality food • Greeters at the door • Clear bathroom signs • A barista for fresh coffee • WiFi signs posted everywhere • Constant 15-minute breaks every 90 minutes The list goes on and on. 11. Any change you make in a business you should expect a 20% “decrease” in performance to start. That makes the hurdle rate to doing “new” at least 20% for it to be worth it, and arguably 40%. This happens because the switching cost leads to an immediate drop just from having to retrain the team. Change a meeting cadence, change a sales script, change an onboarding flow, all of these are going to come with a switching cost the team must overcome. Therefore, the highest risk-adjusted return is always to just do more or better or whatever you’re already doing, rather than add something new. 12. The ultimate size of the business is the sum of the intelligence of its people. Alex laid out this golden nugget during one of his talks and I found it interesting for a few reasons. First, because of his definition of intelligence = speed of learning, that means the ultimate size of the company is how quickly everyone can learn things. And so said another way, the ultimate size of the company is correlated to the speed of its iterations. The second reason I found this interesting is because you can create a culture of iteration through constant, rapid feedback on every behavior. And when I say constant, I mean constant. You could tell they’ve built this culture by the way their presenters all presented the exact same way as Alex and Leila. Aaand that’s it! I go deeper into all these lessons in this video, check it out: Timestamps 00:37 The Fastest Moving Entrepreneurs Are Obsessive Resource Allocators 04:09 $3m To $10m EBITDA Is Where The Majority Of The Value In A Business Is Created 07:00 LTV:CAC Are Two Metrics You Must Have Staring At You 10:04 You Need A Single Dashboard With The Most Important Metrics In The Business 12:03 Leveling Up In Business Is Transitioning To Selling To People To Selling To Employees 14:10 Brand Is The Best Way To Improve LTV And Reduce CAC At The Same Time 16:02 Every Single Thing In Your Business Is Trainable, You Just Lack The Skill Of Training 18:54 The People Doing It At The Highest Level Have An Obsessive, Intentional Standard 20:04 Past $3-5m In Revenue, Anything "New" Starts With "Who" Not "How" 23:33 Excellence Is A Remarkably High Number Of Extremely Small Details Done Well 26:23 Any Change You Make In A Business You Should Expect A 20% "Decrease" In Performance To Start 28:07 The Ultimate Size Of The Business Is The Sum Of The Intelligence Of It's People

Dickie Bush 🚢

62,036 Aufrufe • vor 1 Jahr

Exposing Demus Pixx Darm. Is this really the competitive scene you want, Fortnite Competitive ? Normally, I wouldn’t care, just like I haven’t for the past few years, but we’re tired. Tired of it always happening to us. Tired of how impossible it is to compete on equal terms. It feels like it’s no longer about who’s better. It’s about who has more connections, who does more teaming, and who threatens others harder. We want to expose three situations that are clearly prohibited in the official FNCS rules, and that completely break the values of fair competition. ----------------------- 1. Repeated griefing and intentional suicides to prevent us from qualifying The team doing this was already qualified. And because we were their biggest threat in their POI, they spent the entire final part of Day 2 looking for us, pushing us, and leaving matches on purpose just to requeue and keep griefing. In the clips, you can clearly see how they eliminate us and immediately suicide just to requeue and find us again. In one game, when we weren’t even in the lobby, they just stood still looking for our names and stream sniped to keep griefing. They’re not trying to win or qualify. They just want to prevent us from doing it. 🟥 This clearly breaks: · Section 8.1.3 – Game Sabotage “Players shall not engage in game sabotage… or any activity harmful to the enjoyment of Fortnite by other users as intended by Epic.” · Section 8.2.1 – Competitive Integrity “Any form of unfair play is prohibited by these Rules.” “Intentionally Disconnecting from Fortnite after you or a member of your team takes damage…” · Section 8.2.2 – Collusion “Feeding: Intentionally allowing oneself to be eliminated by an opposing player.” While this isn't traditional “feeding,” they are intentionally dying after targeting us, only to requeue and do it again. That’s sabotage, and it clearly violates the spirit and intent of these rules. ----------------------- 2. Systematic teaming with friends from their country 🇵🇱 There is no competitive integrity when 100% of the games are played the same way, by the same two teams trading surge, never finishing kills, and never actually fighting. This isn’t a real contest. It’s always the same surge base, the same damage pattern, and zero intent to eliminate. In one clip below, they even knock each other and have a launch pad right below them, but don’t use it. Because they’re friends. Let’s be clear: Kombek is in our heat, and he’s openly friends with Pixx Demus. If they’re teaming in customs, how can we trust that when we fight their friends during Heat 1, Kombek won’t rotate to back them up? It’s happened before. And it keeps happening. 🟥 This clearly violates: · Section 8.2.2 – Collusion “Teaming: Players working together during the Match while on opposing teams.” “Planned Movement: Agreement between two or more opposing players to land at specific locations and move through the map in a planned way before the Match begins.” “Communication: Sending or receiving signals (both verbal and non-verbal) to communicate with opposing players.” This isn’t strategy. It’s blatant system abuse, and everyone sees it. ----------------------- 3. Coaching and pre-planned griefing across heats They’re coaching teams (friends) in other heats to grief the players contesting their spot, so that if those friends qualify, they’ll get a completely free drop in Grands. They’re manipulating the tournament before it even begins, and the worst part is that they post about it publicly, proudly. And maybe this would make some sense if later that teams planned to contest Demus, Pixx or Darm in Grands, but they don’t. They’ve already agreed beforehand not to land on them. They’re just helping eliminate threats now so they can keep the drop uncontested later. This is about: - Coaching others to do their dirty work - Cross-heat griefing coordination - Securing free drops before even qualifying 🟥 This breaks: · Section 8.2.1 – Competitive Integrity “Each player is expected to play within the spirit of Fortnite and these Rules at all times during any Event Match.” “Utilizing outside assistance regarding the location of other players… or any other information not otherwise known to the player by the information on his or her own screen.” · Section 8.2.2 – Collusion “Any agreement to intentionally influence the outcome of any match or Event.” This isn’t a one-off case. It’s deliberate, long-term structural manipulation of drops, heats and the entire competitive system. ----------------------- Where’s the fairness when you load into a game? What chance do new or unknown players have if they don’t have the right connections? Do you really want a competitive scene where abusing the system, not skill, is what works best? And no, this isn’t “contest” These are 10 out of 10 games between the same two teams, building the same surge bases, trading damage, and making each other’s games infinitely easier. There’s no midgame. No map strategy. No real rotations. Just teaming and abuse. This is not the Fortnite we fell in love with Remove surge. Or at least: - Penalize repeated surge trades between the same teams - Prevent infinite surge exchanges between friends - Punish ultra-late rotations after fake trades Do something. Anything. Because this isn’t what competitive Fortnite was meant to be. We just want to compete. Show what Spain can do. Play fair. Real 3v3s. No alliances, no coaching favors, no manipulation. We appreciate any support on this post. We’re doing it for our region. We deserve the same right to compete as anyone else. We can’t stay silent when: - We’re being teamed on - We’re griefed in 5 straight games - Others are being coached to cone us We’ve already reported everything. And we encourage anyone who’s gone through something similar to report it too. We have clips, proof, screenshots, and we’re ready to provide whatever is needed for a serious investigation. All we’re asking for is a fair chance to compete. There needs to be a line. A precedent. If you care even a little about this game, it’s time to act. And let’s not pretend this is new. Every season it's the same. Hogman Loomin Leven Tocata Evanosaurus “Unrawrl Engine 5.8” Rex Fortnite_ES
0:24

Exposing Demus Pixx Darm. Is this really the competitive scene you want, Fortnite Competitive ? Normally, I wouldn’t care, just like I haven’t for the past few years, but we’re tired. Tired of it always happening to us. Tired of how impossible it is to compete on equal terms. It feels like it’s no longer about who’s better. It’s about who has more connections, who does more teaming, and who threatens others harder. We want to expose three situations that are clearly prohibited in the official FNCS rules, and that completely break the values of fair competition. ----------------------- 1. Repeated griefing and intentional suicides to prevent us from qualifying The team doing this was already qualified. And because we were their biggest threat in their POI, they spent the entire final part of Day 2 looking for us, pushing us, and leaving matches on purpose just to requeue and keep griefing. In the clips, you can clearly see how they eliminate us and immediately suicide just to requeue and find us again. In one game, when we weren’t even in the lobby, they just stood still looking for our names and stream sniped to keep griefing. They’re not trying to win or qualify. They just want to prevent us from doing it. 🟥 This clearly breaks: · Section 8.1.3 – Game Sabotage “Players shall not engage in game sabotage… or any activity harmful to the enjoyment of Fortnite by other users as intended by Epic.” · Section 8.2.1 – Competitive Integrity “Any form of unfair play is prohibited by these Rules.” “Intentionally Disconnecting from Fortnite after you or a member of your team takes damage…” · Section 8.2.2 – Collusion “Feeding: Intentionally allowing oneself to be eliminated by an opposing player.” While this isn't traditional “feeding,” they are intentionally dying after targeting us, only to requeue and do it again. That’s sabotage, and it clearly violates the spirit and intent of these rules. ----------------------- 2. Systematic teaming with friends from their country 🇵🇱 There is no competitive integrity when 100% of the games are played the same way, by the same two teams trading surge, never finishing kills, and never actually fighting. This isn’t a real contest. It’s always the same surge base, the same damage pattern, and zero intent to eliminate. In one clip below, they even knock each other and have a launch pad right below them, but don’t use it. Because they’re friends. Let’s be clear: Kombek is in our heat, and he’s openly friends with Pixx Demus. If they’re teaming in customs, how can we trust that when we fight their friends during Heat 1, Kombek won’t rotate to back them up? It’s happened before. And it keeps happening. 🟥 This clearly violates: · Section 8.2.2 – Collusion “Teaming: Players working together during the Match while on opposing teams.” “Planned Movement: Agreement between two or more opposing players to land at specific locations and move through the map in a planned way before the Match begins.” “Communication: Sending or receiving signals (both verbal and non-verbal) to communicate with opposing players.” This isn’t strategy. It’s blatant system abuse, and everyone sees it. ----------------------- 3. Coaching and pre-planned griefing across heats They’re coaching teams (friends) in other heats to grief the players contesting their spot, so that if those friends qualify, they’ll get a completely free drop in Grands. They’re manipulating the tournament before it even begins, and the worst part is that they post about it publicly, proudly. And maybe this would make some sense if later that teams planned to contest Demus, Pixx or Darm in Grands, but they don’t. They’ve already agreed beforehand not to land on them. They’re just helping eliminate threats now so they can keep the drop uncontested later. This is about: - Coaching others to do their dirty work - Cross-heat griefing coordination - Securing free drops before even qualifying 🟥 This breaks: · Section 8.2.1 – Competitive Integrity “Each player is expected to play within the spirit of Fortnite and these Rules at all times during any Event Match.” “Utilizing outside assistance regarding the location of other players… or any other information not otherwise known to the player by the information on his or her own screen.” · Section 8.2.2 – Collusion “Any agreement to intentionally influence the outcome of any match or Event.” This isn’t a one-off case. It’s deliberate, long-term structural manipulation of drops, heats and the entire competitive system. ----------------------- Where’s the fairness when you load into a game? What chance do new or unknown players have if they don’t have the right connections? Do you really want a competitive scene where abusing the system, not skill, is what works best? And no, this isn’t “contest” These are 10 out of 10 games between the same two teams, building the same surge bases, trading damage, and making each other’s games infinitely easier. There’s no midgame. No map strategy. No real rotations. Just teaming and abuse. This is not the Fortnite we fell in love with Remove surge. Or at least: - Penalize repeated surge trades between the same teams - Prevent infinite surge exchanges between friends - Punish ultra-late rotations after fake trades Do something. Anything. Because this isn’t what competitive Fortnite was meant to be. We just want to compete. Show what Spain can do. Play fair. Real 3v3s. No alliances, no coaching favors, no manipulation. We appreciate any support on this post. We’re doing it for our region. We deserve the same right to compete as anyone else. We can’t stay silent when: - We’re being teamed on - We’re griefed in 5 straight games - Others are being coached to cone us We’ve already reported everything. And we encourage anyone who’s gone through something similar to report it too. We have clips, proof, screenshots, and we’re ready to provide whatever is needed for a serious investigation. All we’re asking for is a fair chance to compete. There needs to be a line. A precedent. If you care even a little about this game, it’s time to act. And let’s not pretend this is new. Every season it's the same. Hogman Loomin Leven Tocata Evanosaurus “Unrawrl Engine 5.8” Rex Fortnite_ES

yX khaorz

82,922 Aufrufe • vor 1 Jahr

how I’m building fractl for a $10M exit in 6 months, so I can produce my dream musical 🎤🎬 I don't know how 🤷🏼‍♀️ That's what the show is about ha. Figuring it out, in real time. Wish me luck lol fractl's new docu-series ‘‘The Crypto Hustle’ launches feb 26. Final-fucking-ly. thank you Superteam Canada & Solana for the funding and for making Episode 1 possible 🥰 For those of you who are new here, hiiii 🙋🏼‍♀️ my name is Rime Salmi, I'm an artist who accidentally built the biggest investor network in web3. And now we're producing a 12 episode documentary about how I'm working my way back to being an artist, with funding. the origin story. when I crashed with the last crypto cycle, back to zero (plus tax) at my grown age, I had to ask myself what the hell I was gonna do with my life. I always just wanted be an artist. With agency. So i worked and paid for everything, studio, music videos, started a record label, all that to keep my artistic freedom, for my entire career. Had some success, lots of failed experiments, lots of tears, and lots of fun. After I lost everything to the terra luna crash (mistakes were made 🥲), I had to figure out how I would fund the dream next. I needed a break from the emotional roller coaster of trading crypto, so I went back to school for the grant money (thank you government of Canada). I relocated to madrid for a change, and started making tiktoks. Skits that I thought were funny. Skits that i thought were risky but honest and necessary. I’ve always loved saying out loud what others are ashamed to even think 🤓 if you follow me on ig or tt you know ha I was having a blast. Creating all day. Some tiktoks took off. Ones that felt very personal. I felt seen. I was at my happiest, filming, editing, singing and pretending to listen in class, for the grant money. Then it hit me. That's what i want. I wanna be telling stories. I dont wanna be just a singer, just a songwriter, just an actress waiting for auditions to come my way. I wanna do it all, tell more stories, write and produce them. so…A musical? But I hate musicals 😭 why do they start singing in the middle of a conversation?!? whyyyyy A musical for people who don't like musicals??!!! 🥹 That’s it!! A MUSICAL FOR PEOPLE WHO DONT LIKE MUSICALS 🤩 DONE. So from the lowest of my finances, in the middle of career confusion, with a bruised ego from failing so miserably at my first crypto cycle, I found something great to get excited about for the rest of my life. I needed to validate the feasibility… because I know I’m a dreamer who gets shit done, but I’m very much a idealist. so I asked my good friend of mine and the producer of my first 2 albums Benny Adam (now a rising star, this is me clout chasing) for advice. I asked him: ‘is this too much? For me to wanna produce a whole as* Netflix series, music and all?? He’s the most talented, ambitious yet realistic guy I know. And I knew he would tell it to me like it is, but kindly. Because he’s also a nice human 🫶🏽 ‘So?? Is it too big of a project??’ He paused… I looked at him, hopeful 🥹 ‘Ya. It’s a reeeally big project 😕’, he said. Fuck. and then he paused, again. Just tell me, I thought. Tell me aaaall the reasons this is a bad idea… 😞 beat. ‘But if anyone can do it, it’s you’ cue inspiring battle field music Reeeallyyyyy? 🥹 I teared up. I’m tearing up now writing this. Because at that low point in my life, that’s what I needed. Just one person who really knew me, to remind me, despite my circumstances, of who I am and what I’m capable of. That I’m crazy, yes, but in a good way 👉🏽👈🏽 Shokran Benny. I don’t think you know how much that meant to me (I’m gonna tell him again because he’s on episode 4 of the Crypto Hustle ha) Ok. So. Musical it is. When I ran out of back-to-school government money, and needed to be an adult again, I reintegrated the crypto space, with a purpose. I called my friend and mentor Armando Pantoja and asked him what he thought I should go for in terms of job (I needed a break from entrepreneurship). He said ‘I’ve seen you at conferences, you’re really good with people, you know marketing, and you actually understand crypto. He said go to conferences, you’ll figure it out. Just show up’ I did. I showed up to eth denver 2022 and I started the first iteration of what became fractl as an influencer marketing agency, because I saw a good skill-market fit and because I couldn't find a job lol but I hated it. I dont wanna manage influencers, I don't wanna manage artists. I’m an artist, I would never manage me, that's crazy 😂 One thing led to the other I became a fractional CMO. An opinionated one 🤓 I found myself always trying to lead founders towards personal storytelling… suggesting they put themselves out there more. I really believed that it would help them build trust in a space that so desperately needs it. Then, I started hosting our investor events (to get leads for the agency), and saw the struggle of founders building and fundraising at the same time and the original idea for this show started to form. We need bolder marketing in this space. What if we followed these founders around the world at all these conferences and followed their journey, building a company, raising, launching a token, failing. In these ruthless markets, with the drama of personal sacrifices… I could see it so clearly 😃 So I started pitching it. THE BEST MARKETING CAMPAIGN EVER GUYS!! WHO'S IN?? No one. I couldn't convince a single founder of the vision.🥲 Maybe I wasn’t qualified enough in their eyes to carry out such a big vision, following multiple founders on a 6 month production around the world. They were probably right lol But I’m also a little crazy. And really really stubborn. That's something right?? A few months later, inspiration still strong, I told pablo erminy who's worked on multiple Netflix shows about it and he said: ‘why dont you just tell YOUR story? You have a great story, people will wanna watch you build in public to fund your artist dream. As a first reality tv production, one story is more than enough to handle.’ Wise man. Maybe i did underestimate how complex a multi-lead, international, real-time, film production would be 😬 Done. because I know great advice when I hear it. PIVOT! 🛋️ So that’s how ’The Crypto Hustle’ was born. This journey I was trying to sell to other founders, I would do it for myself. show not tell. Now the funding. I tried selling the project to sponsors on and off for over a year, between the normal fractl operations, hiring, training, firing, messing up, learning. And only ended up spreading myself so thin, that I neglected the core business. Company became a mess (for others reasons too, that I will come up on the show, hint: boys) Bottom line is, we lost more money than we made, trying to sell a show. I should've known. Film fundraising is a producer’s full time job lol Fast forward 1 year, 2 pilots and a near bankruptcy later, I’m now launching Episode 1 from Korea and just wrapping episode 2 from Hong Kong. No funding. (except for Episode 1, thank you again Superteam Canada 🥰) Fuck it. Might not be the big production I had envisioned, but all the core principles and the emotions, and team talent is there.. An MVP. Now. because waiting for things to align would just delay this indefinitely. And because I have more conviction than ever. not only in authentic storytelling as the best marketing, but also because my soul needs this. I need creativity to keep going. If i stay too long in business mode without publishing art, stories, songs, dances, funny skits, I find no reason to wake up in the morning. Not to be dramatic, but I really only wanna be an artist 😂 Also, the timing IS ideal. because in my mess, I got lucky 🥰 I found a production team that felt right instantly. Love at first meeting. not only are they aligned with the docu-series concept, but with the end vision too. The cultural impact I wanna have with the musical. vegetable Badr, Momo, @JuicySocialAgency, you're my favorite part of 2026 🫶🏽 So here we are. About to launch episode 1. Documenting the process of building fractl for a $10M exit in 6 MONTHS, so i can produce my dream musical 🥰 It’s about to be epic. Or a massive failure, in public. can girl with the pink hair make this happen? 👀 let the adventure begin 💚☺️ full episodes will be on my youtube channel. go subscribe ok?
0:51

how I’m building fractl for a $10M exit in 6 months, so I can produce my dream musical 🎤🎬 I don't know how 🤷🏼‍♀️ That's what the show is about ha. Figuring it out, in real time. Wish me luck lol fractl's new docu-series ‘‘The Crypto Hustle’ launches feb 26. Final-fucking-ly. thank you Superteam Canada & Solana for the funding and for making Episode 1 possible 🥰 For those of you who are new here, hiiii 🙋🏼‍♀️ my name is Rime Salmi, I'm an artist who accidentally built the biggest investor network in web3. And now we're producing a 12 episode documentary about how I'm working my way back to being an artist, with funding. the origin story. when I crashed with the last crypto cycle, back to zero (plus tax) at my grown age, I had to ask myself what the hell I was gonna do with my life. I always just wanted be an artist. With agency. So i worked and paid for everything, studio, music videos, started a record label, all that to keep my artistic freedom, for my entire career. Had some success, lots of failed experiments, lots of tears, and lots of fun. After I lost everything to the terra luna crash (mistakes were made 🥲), I had to figure out how I would fund the dream next. I needed a break from the emotional roller coaster of trading crypto, so I went back to school for the grant money (thank you government of Canada). I relocated to madrid for a change, and started making tiktoks. Skits that I thought were funny. Skits that i thought were risky but honest and necessary. I’ve always loved saying out loud what others are ashamed to even think 🤓 if you follow me on ig or tt you know ha I was having a blast. Creating all day. Some tiktoks took off. Ones that felt very personal. I felt seen. I was at my happiest, filming, editing, singing and pretending to listen in class, for the grant money. Then it hit me. That's what i want. I wanna be telling stories. I dont wanna be just a singer, just a songwriter, just an actress waiting for auditions to come my way. I wanna do it all, tell more stories, write and produce them. so…A musical? But I hate musicals 😭 why do they start singing in the middle of a conversation?!? whyyyyy A musical for people who don't like musicals??!!! 🥹 That’s it!! A MUSICAL FOR PEOPLE WHO DONT LIKE MUSICALS 🤩 DONE. So from the lowest of my finances, in the middle of career confusion, with a bruised ego from failing so miserably at my first crypto cycle, I found something great to get excited about for the rest of my life. I needed to validate the feasibility… because I know I’m a dreamer who gets shit done, but I’m very much a idealist. so I asked my good friend of mine and the producer of my first 2 albums Benny Adam (now a rising star, this is me clout chasing) for advice. I asked him: ‘is this too much? For me to wanna produce a whole as* Netflix series, music and all?? He’s the most talented, ambitious yet realistic guy I know. And I knew he would tell it to me like it is, but kindly. Because he’s also a nice human 🫶🏽 ‘So?? Is it too big of a project??’ He paused… I looked at him, hopeful 🥹 ‘Ya. It’s a reeeally big project 😕’, he said. Fuck. and then he paused, again. Just tell me, I thought. Tell me aaaall the reasons this is a bad idea… 😞 beat. ‘But if anyone can do it, it’s you’ cue inspiring battle field music Reeeallyyyyy? 🥹 I teared up. I’m tearing up now writing this. Because at that low point in my life, that’s what I needed. Just one person who really knew me, to remind me, despite my circumstances, of who I am and what I’m capable of. That I’m crazy, yes, but in a good way 👉🏽👈🏽 Shokran Benny. I don’t think you know how much that meant to me (I’m gonna tell him again because he’s on episode 4 of the Crypto Hustle ha) Ok. So. Musical it is. When I ran out of back-to-school government money, and needed to be an adult again, I reintegrated the crypto space, with a purpose. I called my friend and mentor Armando Pantoja and asked him what he thought I should go for in terms of job (I needed a break from entrepreneurship). He said ‘I’ve seen you at conferences, you’re really good with people, you know marketing, and you actually understand crypto. He said go to conferences, you’ll figure it out. Just show up’ I did. I showed up to eth denver 2022 and I started the first iteration of what became fractl as an influencer marketing agency, because I saw a good skill-market fit and because I couldn't find a job lol but I hated it. I dont wanna manage influencers, I don't wanna manage artists. I’m an artist, I would never manage me, that's crazy 😂 One thing led to the other I became a fractional CMO. An opinionated one 🤓 I found myself always trying to lead founders towards personal storytelling… suggesting they put themselves out there more. I really believed that it would help them build trust in a space that so desperately needs it. Then, I started hosting our investor events (to get leads for the agency), and saw the struggle of founders building and fundraising at the same time and the original idea for this show started to form. We need bolder marketing in this space. What if we followed these founders around the world at all these conferences and followed their journey, building a company, raising, launching a token, failing. In these ruthless markets, with the drama of personal sacrifices… I could see it so clearly 😃 So I started pitching it. THE BEST MARKETING CAMPAIGN EVER GUYS!! WHO'S IN?? No one. I couldn't convince a single founder of the vision.🥲 Maybe I wasn’t qualified enough in their eyes to carry out such a big vision, following multiple founders on a 6 month production around the world. They were probably right lol But I’m also a little crazy. And really really stubborn. That's something right?? A few months later, inspiration still strong, I told pablo erminy who's worked on multiple Netflix shows about it and he said: ‘why dont you just tell YOUR story? You have a great story, people will wanna watch you build in public to fund your artist dream. As a first reality tv production, one story is more than enough to handle.’ Wise man. Maybe i did underestimate how complex a multi-lead, international, real-time, film production would be 😬 Done. because I know great advice when I hear it. PIVOT! 🛋️ So that’s how ’The Crypto Hustle’ was born. This journey I was trying to sell to other founders, I would do it for myself. show not tell. Now the funding. I tried selling the project to sponsors on and off for over a year, between the normal fractl operations, hiring, training, firing, messing up, learning. And only ended up spreading myself so thin, that I neglected the core business. Company became a mess (for others reasons too, that I will come up on the show, hint: boys) Bottom line is, we lost more money than we made, trying to sell a show. I should've known. Film fundraising is a producer’s full time job lol Fast forward 1 year, 2 pilots and a near bankruptcy later, I’m now launching Episode 1 from Korea and just wrapping episode 2 from Hong Kong. No funding. (except for Episode 1, thank you again Superteam Canada 🥰) Fuck it. Might not be the big production I had envisioned, but all the core principles and the emotions, and team talent is there.. An MVP. Now. because waiting for things to align would just delay this indefinitely. And because I have more conviction than ever. not only in authentic storytelling as the best marketing, but also because my soul needs this. I need creativity to keep going. If i stay too long in business mode without publishing art, stories, songs, dances, funny skits, I find no reason to wake up in the morning. Not to be dramatic, but I really only wanna be an artist 😂 Also, the timing IS ideal. because in my mess, I got lucky 🥰 I found a production team that felt right instantly. Love at first meeting. not only are they aligned with the docu-series concept, but with the end vision too. The cultural impact I wanna have with the musical. vegetable Badr, Momo, @JuicySocialAgency, you're my favorite part of 2026 🫶🏽 So here we are. About to launch episode 1. Documenting the process of building fractl for a $10M exit in 6 MONTHS, so i can produce my dream musical 🥰 It’s about to be epic. Or a massive failure, in public. can girl with the pink hair make this happen? 👀 let the adventure begin 💚☺️ full episodes will be on my youtube channel. go subscribe ok?

🌸 Rime Salmi 🌸

10,429 Aufrufe • vor 6 Monaten

Hey Briize 🥹 we happily present you with our RIIZE TOWN it's a protest town this time. So we will not be lenient about anyone. Also we have the police permit from our lawyer and if anyone tries something you will be summoned 🥹🙏 Check out the phrases used: (All were sent to us by you) BRIIZE RESPONSES 1• Global Fandom Demands RIIZE as 7 Bring Seunghan back to RIIZE 2• members want 7, comply with their decision! 3•International fans have more money than sasaengs and girlfriend fans. Leave them behind and invest in those who really want the best for the artist. 4• If you have the power to prevent crime but don't do so, you are a criminal too. 5• Those wreaths are not just acts of hate, they are acts that undermine the safety, dignity and well-being of the artists who are meant to be protected. 6•The power of international fans is undeniable. We stand united and demand the return of the 7 for any future project 7• Seunghan must receive justice, an apology and return officially as a RIIZE member 8 • Until the funeral wreath sender is punished, RIIZE is not safe under SM 9• True fans will support RIIZE for life. OT6 fans will only support idols as long as they don't reveal that they are normal human beings. 10•publicly APOLOGISE to Shotaro, Eunseok, Sungchan, Wonbin, Seunghan, Sohee, Anton and the fanbase for the company's failure to protect its artists. 11•post the TRANSPARENCY in all promised legal actions, including statements published as well as clarity regarding the organisers of the wreath incident. 12•REINSTATED Seunghan BACK in the group. 13• We demand the unjust decision against Seunghan to be withdrawn and for him to return to the group. 14• If it’s money you’re worried about, then you’re wasting BIG time by NOT reinstating Seunghan into RIIZE. 15• Act like a responsible company & protect rii7e, every company has started taking legal action towards their artist's haters. It's ur turn. 16• If you keep bowing to toxic people requests, you will always lose your best artists 17• Ignoring and marginalizing global fans is nothing but a sign of poor planning and vision 18• If you want to capture the overseas market, you can't ignore the overseas fandom. Please think long-term for the future of the team. Seunghan's return is necessary. 19• Start condemning harassment, BULLYING, invasion of privacy and see your company thrive 20• RIIZE is seven! Bring Seunghan back to where he belongs! 21• We don't want social media updates, we want to see you acting to make JUSTICE 22• Girlfriend fans will the ruin of your company and be a nightmare for the lives of your idols forever. 23•Its your own words "The future will be more meaningful as 7 members" 24•Start now to put limits on bullies (ot6) 25•You are trying hard to keep the company's image good, but you are known only for enabling bullying. Your idols hate you. 26•You need to own up to your mistakes, even if it brings up the other mistakes you have made in your 30 years as a company. 27•Stop talking about 'the culture, the future' when all you do is enable bullies, mistreat your artists, ruin their dream and silence fans who are shouting for justice. 28•It's never too late to hear the demands of the real briize who loves RII7E 29•You can't rewrite the past. Seunghan is RIIZE, RIIZE IS 7 30•We don't want to hear members apologize because of SM neglect to protect them from malicious haters 31• Bullying is not part of your culture. make this clear! and take severe action against wreaths and Kwangya119's reports 32• a loud minority of bullies does not represent the fandom BRIIZE 33• we do not believe in your statements, start acting! 34• make a new career for riize far away from toxic fans 35• Seunghan's dream is RIIZE, RIIZE members decided that they want to be 7 36• True fans love all 7 members 37• Center 5 destroys everything it touches. change RIIZE administration
0:39

Hey Briize 🥹 we happily present you with our RIIZE TOWN it's a protest town this time. So we will not be lenient about anyone. Also we have the police permit from our lawyer and if anyone tries something you will be summoned 🥹🙏 Check out the phrases used: (All were sent to us by you) BRIIZE RESPONSES 1• Global Fandom Demands RIIZE as 7 Bring Seunghan back to RIIZE 2• members want 7, comply with their decision! 3•International fans have more money than sasaengs and girlfriend fans. Leave them behind and invest in those who really want the best for the artist. 4• If you have the power to prevent crime but don't do so, you are a criminal too. 5• Those wreaths are not just acts of hate, they are acts that undermine the safety, dignity and well-being of the artists who are meant to be protected. 6•The power of international fans is undeniable. We stand united and demand the return of the 7 for any future project 7• Seunghan must receive justice, an apology and return officially as a RIIZE member 8 • Until the funeral wreath sender is punished, RIIZE is not safe under SM 9• True fans will support RIIZE for life. OT6 fans will only support idols as long as they don't reveal that they are normal human beings. 10•publicly APOLOGISE to Shotaro, Eunseok, Sungchan, Wonbin, Seunghan, Sohee, Anton and the fanbase for the company's failure to protect its artists. 11•post the TRANSPARENCY in all promised legal actions, including statements published as well as clarity regarding the organisers of the wreath incident. 12•REINSTATED Seunghan BACK in the group. 13• We demand the unjust decision against Seunghan to be withdrawn and for him to return to the group. 14• If it’s money you’re worried about, then you’re wasting BIG time by NOT reinstating Seunghan into RIIZE. 15• Act like a responsible company & protect rii7e, every company has started taking legal action towards their artist's haters. It's ur turn. 16• If you keep bowing to toxic people requests, you will always lose your best artists 17• Ignoring and marginalizing global fans is nothing but a sign of poor planning and vision 18• If you want to capture the overseas market, you can't ignore the overseas fandom. Please think long-term for the future of the team. Seunghan's return is necessary. 19• Start condemning harassment, BULLYING, invasion of privacy and see your company thrive 20• RIIZE is seven! Bring Seunghan back to where he belongs! 21• We don't want social media updates, we want to see you acting to make JUSTICE 22• Girlfriend fans will the ruin of your company and be a nightmare for the lives of your idols forever. 23•Its your own words "The future will be more meaningful as 7 members" 24•Start now to put limits on bullies (ot6) 25•You are trying hard to keep the company's image good, but you are known only for enabling bullying. Your idols hate you. 26•You need to own up to your mistakes, even if it brings up the other mistakes you have made in your 30 years as a company. 27•Stop talking about 'the culture, the future' when all you do is enable bullies, mistreat your artists, ruin their dream and silence fans who are shouting for justice. 28•It's never too late to hear the demands of the real briize who loves RII7E 29•You can't rewrite the past. Seunghan is RIIZE, RIIZE IS 7 30•We don't want to hear members apologize because of SM neglect to protect them from malicious haters 31• Bullying is not part of your culture. make this clear! and take severe action against wreaths and Kwangya119's reports 32• a loud minority of bullies does not represent the fandom BRIIZE 33• we do not believe in your statements, start acting! 34• make a new career for riize far away from toxic fans 35• Seunghan's dream is RIIZE, RIIZE members decided that they want to be 7 36• True fans love all 7 members 37• Center 5 destroys everything it touches. change RIIZE administration

𖤍 nali

212,814 Aufrufe • vor 1 Jahr

📹 🚀 BREAKING NEWS: EOS & USDT CO-FOUNDER BROCK PIERCE JOINS ESTATEX! 🚀 Hey EstateX Fam, Today marks a pivotal moment in EstateX history. Are you ready for a game-changing announcement? Brace yourselves, because it's finally here! 💣 We are beyond excited to share that EstateX has officially welcomed (USDT) co-founder and billionaire, Brock Pierce , to our team! This is not just big; it's monumental. From selling out presale rounds to securing grants from industry giants like Microsoft, we've achieved remarkable milestones. But none compare to this. With Brock's investment, involvement, and advisory, EstateX is about to hit stratospheric heights! 🌟 WHO IS BROCK PIERCE? Brock isn't just a name; he's a legend. As a blockchain pioneer, impact investor, ICO Inventor, and venture philanthropist, he's left an indelible mark on the industry. From his early days as a Disney star featuring in the worldwide hit Mighty Ducks, to founding disruptive businesses as Tether (USDT), Brock's journey is the stuff of legends. With over $5B raised for companies he’s founded, Brock's track record speaks volumes. He’s been an early investor in Bitcoin and one of the largest in the Ethereum crowd sale, and a driving force behind blockchain's global rise. Before the age of 20, he joined DEN as a partner, securing over $88 million in venture funding. Later, he founded ZAM, a network of websites oriented around massively multiplayer online role-playing games. Famous games in his portfolio were worldwide hits such as World of Warcraft and Star Wars: The Old Republic, with annual sales exceeding $1B. In March 2012, Chinese tech giant Tencent acquired ZAM for over $100M. Brock is worldwide known as one of the founders of the biggest USD stablecoin on earth, Tether (USDT). This is currently the number 3 digital currency on earth with a market cap of almost $100B, and even the number one digital currency in trading volume. He also pioneered the first ICO on earth with Mastercoin. According to Bloomberg, this "kicked off a worldwide ICO craze, with hundreds of startups raising billions of dollars.” With another company of his, he sold over $4B tokens in the EOS crowd sale making it the largest ever. Venture Firm , which he founded in 2013, raised $85 million. This is the first sector-focused venture fund that invests solely in Blockchain technology companies. Pierce led the firm through the first ICO of a venture fund, which created the first security token, BCAP. Blockchain Capital has made more than 100 investments in the sector across its four funds. In February 2018, Forbes named him as one of the top 20 wealthiest people in Crypto. Brock has an estimated net worth of over $2 billion and has ridiculous contacts within the corporate, crypto, and political areas. But that’s not all; Brock’s influence extends beyond business. From running for U.S. presidency in 2020 to advising governments worldwide. He also brings along his real estate portfolio worth hundreds of millions, his impact is immeasurable. And now, he's bringing his expertise and connections to EstateX. Buckle up; we're about to take off! 🚀 WHAT DOES THIS MEAN FOR ESTATEX? It's a game-changer, plain and simple. Brock isn’t just joining us; he’s investing, advising, and becoming a vital part of the EstateX family. His wealth of experience and unparalleled connections will supercharge our growth like never before. Imagine having access to liquidity like never seen before in the tokenization market! 🌊 We will work with his VC, Percival. They will come on board and add huge value to the project. Percival is massive within the crypto and corporate space. With Brock on board, we're not just making waves; we're creating a tsunami of change. From accelerating our platform’s liquidity to expanding into new asset classes, the possibilities are endless. Plus, Brock’s extensive network of government officials and regulators will open doors worldwide, propelling EstateX to new heights. But wait, there’s more! Brock’s social media following, billionaire contacts, and innovative projects mean unprecedented exposure and synergies for EstateX. We're talking next-level growth and opportunities you won’t find anywhere else. This partnership isn’t just about business; it’s about making a real impact. Together with Brock, we’re on a mission to empower individuals, create generational wealth, and revolutionize the real estate market. Exciting times ahead! 🌟 But this is just a small part of what Brock will bring to EstateX. The impact of Brock being part of EstateX will be absolutely MASSIVE! Believe me, the value he will add is beyond imaginable. You will be pleased to know the game changing announcement will be publicly announced by Brock and will be supported by Press & Podcasts and interviews featuring Brock and Bart! This will create massive marketing activity in awareness. Stay tuned for more updates and innovations from the EstateX team! 🚀 Forget about Rocketfuel… ESTATEX NOW HAS #BROCKETFUEL 👞👞🚀🚀 #ESX #EstateX #Web3 #Tokenization #RealEstate #RealEstateInvestment #RWA #RealWorldAssets #Tether #USDT #Ethereum #ETH #Bitcoin #BTC #EOS #BrockPierce $ESX $BTC $ETH $EOS $USDT
3:46

📹 🚀 BREAKING NEWS: EOS & USDT CO-FOUNDER BROCK PIERCE JOINS ESTATEX! 🚀 Hey EstateX Fam, Today marks a pivotal moment in EstateX history. Are you ready for a game-changing announcement? Brace yourselves, because it's finally here! 💣 We are beyond excited to share that EstateX has officially welcomed (USDT) co-founder and billionaire, Brock Pierce , to our team! This is not just big; it's monumental. From selling out presale rounds to securing grants from industry giants like Microsoft, we've achieved remarkable milestones. But none compare to this. With Brock's investment, involvement, and advisory, EstateX is about to hit stratospheric heights! 🌟 WHO IS BROCK PIERCE? Brock isn't just a name; he's a legend. As a blockchain pioneer, impact investor, ICO Inventor, and venture philanthropist, he's left an indelible mark on the industry. From his early days as a Disney star featuring in the worldwide hit Mighty Ducks, to founding disruptive businesses as Tether (USDT), Brock's journey is the stuff of legends. With over $5B raised for companies he’s founded, Brock's track record speaks volumes. He’s been an early investor in Bitcoin and one of the largest in the Ethereum crowd sale, and a driving force behind blockchain's global rise. Before the age of 20, he joined DEN as a partner, securing over $88 million in venture funding. Later, he founded ZAM, a network of websites oriented around massively multiplayer online role-playing games. Famous games in his portfolio were worldwide hits such as World of Warcraft and Star Wars: The Old Republic, with annual sales exceeding $1B. In March 2012, Chinese tech giant Tencent acquired ZAM for over $100M. Brock is worldwide known as one of the founders of the biggest USD stablecoin on earth, Tether (USDT). This is currently the number 3 digital currency on earth with a market cap of almost $100B, and even the number one digital currency in trading volume. He also pioneered the first ICO on earth with Mastercoin. According to Bloomberg, this "kicked off a worldwide ICO craze, with hundreds of startups raising billions of dollars.” With another company of his, he sold over $4B tokens in the EOS crowd sale making it the largest ever. Venture Firm , which he founded in 2013, raised $85 million. This is the first sector-focused venture fund that invests solely in Blockchain technology companies. Pierce led the firm through the first ICO of a venture fund, which created the first security token, BCAP. Blockchain Capital has made more than 100 investments in the sector across its four funds. In February 2018, Forbes named him as one of the top 20 wealthiest people in Crypto. Brock has an estimated net worth of over $2 billion and has ridiculous contacts within the corporate, crypto, and political areas. But that’s not all; Brock’s influence extends beyond business. From running for U.S. presidency in 2020 to advising governments worldwide. He also brings along his real estate portfolio worth hundreds of millions, his impact is immeasurable. And now, he's bringing his expertise and connections to EstateX. Buckle up; we're about to take off! 🚀 WHAT DOES THIS MEAN FOR ESTATEX? It's a game-changer, plain and simple. Brock isn’t just joining us; he’s investing, advising, and becoming a vital part of the EstateX family. His wealth of experience and unparalleled connections will supercharge our growth like never before. Imagine having access to liquidity like never seen before in the tokenization market! 🌊 We will work with his VC, Percival. They will come on board and add huge value to the project. Percival is massive within the crypto and corporate space. With Brock on board, we're not just making waves; we're creating a tsunami of change. From accelerating our platform’s liquidity to expanding into new asset classes, the possibilities are endless. Plus, Brock’s extensive network of government officials and regulators will open doors worldwide, propelling EstateX to new heights. But wait, there’s more! Brock’s social media following, billionaire contacts, and innovative projects mean unprecedented exposure and synergies for EstateX. We're talking next-level growth and opportunities you won’t find anywhere else. This partnership isn’t just about business; it’s about making a real impact. Together with Brock, we’re on a mission to empower individuals, create generational wealth, and revolutionize the real estate market. Exciting times ahead! 🌟 But this is just a small part of what Brock will bring to EstateX. The impact of Brock being part of EstateX will be absolutely MASSIVE! Believe me, the value he will add is beyond imaginable. You will be pleased to know the game changing announcement will be publicly announced by Brock and will be supported by Press & Podcasts and interviews featuring Brock and Bart! This will create massive marketing activity in awareness. Stay tuned for more updates and innovations from the EstateX team! 🚀 Forget about Rocketfuel… ESTATEX NOW HAS #BROCKETFUEL 👞👞🚀🚀 #ESX #EstateX #Web3 #Tokenization #RealEstate #RealEstateInvestment #RWA #RealWorldAssets #Tether #USDT #Ethereum #ETH #Bitcoin #BTC #EOS #BrockPierce $ESX $BTC $ETH $EOS $USDT

EstateX

494,600 Aufrufe • vor 2 Jahren

Show your gang power ft. when will the series be aired? #HighandLowseries #GMMTV2026 #mynameisnanon #skywongrawee #JossWayar #ppnaravit #hirunkit_ #winny 🗣️: Try threaten the other gangs using your words. Nanon: "If you attack us, you'll end up in our van's loading bay" 🙂 // (in Thai, rescue teams use van to carry the injured, also the bodies..) 🗣️: Oh? Winny: What is that?? Nanon: Huh!? Do you want to fight!? 😾 Winny: 😂🤚 Sky: He is picking up a fight. Nani: *tell Winny* There are only 2 of us✌️ (so please be careful of what you talk) 🗣️: Sky, your turn. Sky: I can fight with anyone but not the Wat Yai because they live in sanctuary. You cannot fight them there. 🤭 // (Wat Yai is Joss's gang, which he explained it's a gang that collected savage temple boys, usually poor orphans who have to live in temple and work around for free food. And Thais treat temple area as sanctuary where you cannot do harm to people or animals) 🗣️: 🤣🤣🤣 Sky: But I want to fight with Sawangpaisan. I wanna hit K.Thee. *look at Pond* He is so annoying. Nanon: Wait. Don't you know he already took over our company? Sky: Oh.. I'm very sorry krub 🙏 🗣️: K.Thee. Please do something. Pond: *with boss voice* "Are you scolding me?" 🎩 🤣🤣🤣🤣 Sky: All media, I plead for your help. Help me. 😂 🗣️: Well, your turn Nani. Please try using low tone voice to threaten them. Your target is Wat Yai gang. Nani: *look at Joss's towering figure* Oh.... Joss: 👀 Nani: "If you have free food left (from temple), please share with us." 🥺 🗣️: Naniiii 😂 How is this a threat? Nani: I have to be on his side now because my gang has only 2 members. Wait until I recruit more, then I can fight them. 🗣️: But Winny seems ready to leave the gang. 🤭 Winny! Can you try threatening Wat Yai instead? Winny: How can I? When my leader is like this. *point at Nani* Nani: My gang doesn't look scary at all.. What to do? 🥲 Just give me some time. 🗣️: Ok. Now P'Joss. Joss: "If you meet my gang, you can skip being treated by Nanon's (rescue) team and go straight to temple." // (for funeral 🙏) Sky: To crematory 😂 Joss: Or to pray to Buddha. 🙂🙏 Nanon: Making merit. 😂 🗣️: I think there is no need for real filming now (as everyone is already acting random role and it's fun) Nanon: I agree. It's already good as it is so let's end it here. Because truthfully, it was so difficult to gather all of us even for this interview alone. *Pond and Khaotung cracks up behind* 🗣️: Will there be schedule problem when you film then? Nanon: Don't worry. Of course, that will be problem. It's so hard already to gather 7 casts for Scarlet Heart, but this.. *ask behind* How many of us again? 🗣️: 13 Nanon: 13... Sky: And there're still more.. Nanon: So schedule problem is a sure thing. 🗣️: It means next year... Nanon: Nothing yet. Nani: It might not be ready to air yet. Nanon: This is also because we have to cooperate with Japan side *explain how process would be slower than usual* 🗣️: Ok. Thank you 👏👏 🙏🙏🙏🙏🙏 Sky: *talk to himself* This (interview) is quite fun. Nanon: This is enough. It's fun only with us chatting (no need to film anything) Sky: 😂 Joss: Then we just see each other in the next 2 years. 🫢 (when real filming starts) ------- Gmmtv boys gathering = pure chaotic
2:30

Show your gang power ft. when will the series be aired? #HighandLowseries #GMMTV2026 #mynameisnanon #skywongrawee #JossWayar #ppnaravit #hirunkit_ #winny 🗣️: Try threaten the other gangs using your words. Nanon: "If you attack us, you'll end up in our van's loading bay" 🙂 // (in Thai, rescue teams use van to carry the injured, also the bodies..) 🗣️: Oh? Winny: What is that?? Nanon: Huh!? Do you want to fight!? 😾 Winny: 😂🤚 Sky: He is picking up a fight. Nani: *tell Winny* There are only 2 of us✌️ (so please be careful of what you talk) 🗣️: Sky, your turn. Sky: I can fight with anyone but not the Wat Yai because they live in sanctuary. You cannot fight them there. 🤭 // (Wat Yai is Joss's gang, which he explained it's a gang that collected savage temple boys, usually poor orphans who have to live in temple and work around for free food. And Thais treat temple area as sanctuary where you cannot do harm to people or animals) 🗣️: 🤣🤣🤣 Sky: But I want to fight with Sawangpaisan. I wanna hit K.Thee. *look at Pond* He is so annoying. Nanon: Wait. Don't you know he already took over our company? Sky: Oh.. I'm very sorry krub 🙏 🗣️: K.Thee. Please do something. Pond: *with boss voice* "Are you scolding me?" 🎩 🤣🤣🤣🤣 Sky: All media, I plead for your help. Help me. 😂 🗣️: Well, your turn Nani. Please try using low tone voice to threaten them. Your target is Wat Yai gang. Nani: *look at Joss's towering figure* Oh.... Joss: 👀 Nani: "If you have free food left (from temple), please share with us." 🥺 🗣️: Naniiii 😂 How is this a threat? Nani: I have to be on his side now because my gang has only 2 members. Wait until I recruit more, then I can fight them. 🗣️: But Winny seems ready to leave the gang. 🤭 Winny! Can you try threatening Wat Yai instead? Winny: How can I? When my leader is like this. *point at Nani* Nani: My gang doesn't look scary at all.. What to do? 🥲 Just give me some time. 🗣️: Ok. Now P'Joss. Joss: "If you meet my gang, you can skip being treated by Nanon's (rescue) team and go straight to temple." // (for funeral 🙏) Sky: To crematory 😂 Joss: Or to pray to Buddha. 🙂🙏 Nanon: Making merit. 😂 🗣️: I think there is no need for real filming now (as everyone is already acting random role and it's fun) Nanon: I agree. It's already good as it is so let's end it here. Because truthfully, it was so difficult to gather all of us even for this interview alone. *Pond and Khaotung cracks up behind* 🗣️: Will there be schedule problem when you film then? Nanon: Don't worry. Of course, that will be problem. It's so hard already to gather 7 casts for Scarlet Heart, but this.. *ask behind* How many of us again? 🗣️: 13 Nanon: 13... Sky: And there're still more.. Nanon: So schedule problem is a sure thing. 🗣️: It means next year... Nanon: Nothing yet. Nani: It might not be ready to air yet. Nanon: This is also because we have to cooperate with Japan side *explain how process would be slower than usual* 🗣️: Ok. Thank you 👏👏 🙏🙏🙏🙏🙏 Sky: *talk to himself* This (interview) is quite fun. Nanon: This is enough. It's fun only with us chatting (no need to film anything) Sky: 😂 Joss: Then we just see each other in the next 2 years. 🫢 (when real filming starts) ------- Gmmtv boys gathering = pure chaotic

Demiane 🫧🎼

28,236 Aufrufe • vor 9 Monaten

2017 Capitulation Tour ⚔️ The plan to save the world has been in the making for many years. To the casual onlooker, the outworking of that plan may have looked a whole lot more sinister. This plan required precision and had to be designed carefully. It was the only way to stop the incredible crimes being carried out around the world. These crimes involved the children. It had to stop. And… stop it did. Follow through as The Q White Hat Military Alliance With The Commander in Chief takes down one world leader after another. Sometimes he managed whole groups at one time. I thank Charlie Freak for the information given on his video. View below. Before we get into this post, let’s make sure we understand the meaning of the word ‘capitulate’ taken from the Merriam-Webster Dictionary: Definition of ‘capitulate‘ intransitive verb a: to surrender, often after negotiation of terms The enemy was forced to capitulate unconditionally. b: to cease resisting : ACQUIESCE The company capitulated to the labor union to avoid a strike. CAPITULATE stresses the fact of ending all resistance and may imply either a coming to terms (as with an adversary) or hopelessness in the face of an irresistible opposing force. Some Synonyms for ‘capitulate’ bow, concede, give in, knuckle under, quit, relent, submit, succumb, surrender, yield Why is this important? It’s important because this is exactly what the heads of each country around the world did when faced with dossiers of factual information about their ‘misdemeanors’. When 🎖️The Commander In Chief 🎖️was inaugurated, there was something keeping him busy for about 18 months. During that time he traveled the world visiting the country heads. On arrival, he presented them with huge dossiers: Definition of ‘dossier‘ Taken from Merriam-Webster Dictionary A file containing detailed records on a particular person or subject. Examples: The patient’s medical dossier Police began compiling a dossier on him. These huge dossiers contained damning information against the recipients. More often than not, the information related to one or more of the following: ▶️Human Trafficking ▶️Satanic Rituals ▶️Pedophilia ▶️Sex Trafficking Regarding children (Notice: I tried to use these words in a different order but continually ended up with an error/warning that wouldn’t allow it! Interesting!) and other abominations! A choice: To capitulate to President Trump. Or refuse to concede and therefore be arrested on the spot! Q plan to save the world It’s important that you realise that this is not just President Trump’s plan alone. There is a complete team of White Hats (good people who only want good for this world) working alongside him. He acts as the face to these people, and was chosen because of his tenacity and determination to see a job through to the end. Every country, because of the sheer amount of damning evidence against them, capitulated. It happened either immediately, or by the next morning, after they had had time to peruse the contents. Step #1 Saudi Arabia🏳️⤵️ (July 2017) During President Trump’s visit, the Saudi’s capitulated to him. They had to show everyone else that they had done so: They had just performed the Sword Dance. Only the King is allowed to hold the sword during the Sword Dance Ritual, but here we see it being held by President Trump. That was the sign. The new Crown Prince Mohammed bin Salman (now King) works very closely with President Trump and Team in aiding to drain the swamp. Step #2 Israel🏳️⤵️ Some of the Saudi’s then went with President Trump to his next destination. They were earning points towards their own salvation, so they wouldn’t be as harshly punished as they could have been. These Saudi’s, because of the capitulation, are now a part of the White Hats, helping ferret out others they know are involved in the same kind of abominations. The Israelite’s really balked at what President Trump was saying. It took an extra day before they finally gave in. They were the hardest country of all. How do we know they capitulated? That was when they agreed to allow the movement of U.S.A’s embassy to Jerusalem. This symbolizes who is in power in Israel. It was a symbolic act. Step #3 – Vatican City🏳️⤵️ His next move, a few days later, was to turns up at the Vatican to see Pope Francis. The dossier they had was so very huge! Vatican – Pope Francis (very sad) capitulates to President Trump (very happy)! Why did they have to concede? Actually, there were many reasons why, but that’s a story for another time. Please do your own research. The Pope would certainly not have surrendered unless the evidence against him and the church was solid and true! The plan to save the world from this evil stranglehold: Step #4 – Brussels European Parliament for the EU NATO 🏳️ President Trump called everyone together, then he purposefully arrived late, causing them to sweat it out as to what was going on! He walked in late and threw the big folder on the table. He said “We have it all!” In a very short time, they all capitulated! In the days after this, the EU backed down on Brexit, and other issues were taken care of. From this point on, the United States no longer paid for NATO. He told them they could now pay. They obeyed, because now he was in charge! Trump’s visit to Brussels paid off well… they were all there! All these officials would not have capitulated if the evidence against them wasn’t as solid as a rock. Step #5 CEO's From Major Corparations 🏳️ Google Twitter Microsoft Apple Facebook Black Rock Vanguard etc These people are all minions, or puppets, for the New World Order (One World Government). He showed them all the documentation the NSA (National Security Agency) had against them. Bin Salman said they either come onboard and play for Team Trump, (as he is in total control of these corporations), or declass! All of the information would be declassified, one by one, and each one of them would be shown to the masses as a child-murderer! They all capitulated! 🏳️ Bin Salman sees Jack Dorsey (Twitter) Bin Salman sees Mark Zuckerberg (Facebook) The interesting thing is that President Trump is the owner of all these Media outlets now, even though it’s kept quiet. All the troubles people experience with them today is not because of these ‘heads’. It’s because President Trump is trying to get us all to see what these people have been up to… and to take a stand! Interesting Note: It’s the same with each country. He wants the people within the country to see just how bad their leaders were… and to take a stand against them. Gradually it’s happening, as more and more people take to the streets in peaceful protests etc. Asian Tour (November 2017) Step #6 Japan🏳️⤵️ This is the symbolic gesture where President Trump presents the winner’s trophy. This is done only by the highest figure in the land! Japan is now in submission to President Trump, the NSA and the *Q* Team. Step #7 South Korea/North Korea 🏳️⤵️ One of the biggest procurers of Adrenochrome has always been Asia, and South East Asia. They were deeply involved with Hollywood and Washington DC politicians. These people needed children for their drugs and have leaned heavily on the South East Asian governments. It’s been going on for many years. As he showed them all the documents, and because they knew their crimes were capital punishment acts, they all capitulated. In secret, he went to the North Korean border and began his peace talks with Kim Jong-un. Step #8 China🏳️⤵️ Soon after President Trump became president, the Chinese president paid him a visit. This was largely ignored by the mainstream media. Chinese President Xi Jinping vists Trump. In the Forbidden City at Trump’s request. The method used by China to show they had surrended to Trump was to allow him into the Forbidden City. By the Chinese president allowing this, it is bigger than we can possibly understand or imagine! One of the biggest surprises was to learn how the Chinese wanted communism kicked out of their country! They met Trump with open arms. Many terrible things were going on in China. Step #9 Vietnam 🏳️⤵️ In a very public ceremony, President Trump was placed slightly in front of the Vietnamese president, and to the right. The Vietnamese promised to stop their participation in procuring children, human tracking and such-like. They gave in easily. Step #10 Davos, Switzerland🏳️⤵️ (Early January, 2018) President Trump called this meeting in Davos, Switzerland. It contained the ‘Who’s Who’ of all the major companies, including George Soros. Much evil was in attendance. Remember, President Trump was outworking his plan to save the world! All these people were all presented with envelopes the day before. At the meeting above, they were given folders which stated all the NSA information collected on them. Underneath these mountains were a great many very deep tunnels. It was a very brave move by President Trump to even go there. He so easily could have disappeared forever ‘down below’! But of-course, he wouldn’t have gone there alone. They very quickly capitulated, after a night of sweating it out. They were told they would be made public, one by one, with all they had done if they didn’t surrender. Step #11 India Prime Minister of India🏳️⤵️ … Narendra Modi, after capitulating to Trump. He was the first of many Prime Ministers to hold hands in such a way that suggested their hands were tied… It said: ‘I’m sorry, my hands are tied.’ Central America Step #12🏳️⤵️ Mexico President Andres Manuel Lopez Obrado (AMLO) of Mexico really resisted, but finally surrendered to Trump. Step #13 The rest of the Central American Countries After Mexico, 🏳️⤵️ he went to all the rest of the countries in Central America. They all did as they had to. Once again, they all held their wrists together as if they were being bound and forced into doing it. In a way they were… capitulate and help Team Trump, or be exposed and receive the capital punishment immediately. Step #14 Brazil🏳️⤵️ President Jair Bolsonaro They held a public meeting where once again this president held his wrists together in submission. One of the first acts of Bolsonara was to arrest ‘John of God’ who was running one of the largest child-trafficking rings. Note: This is the kind of thing all the Presidents/Prime Ministers did in all the countries around the world. They arranged the arrest of known pedophilia people within their country. Step #15 Argentina 🏳️⤵️ President Mauricio Macri left standing alone on the stage. President Trump makes a power move showing he believed him to be the scum of the earth! Step #16 Canada 🏳️⤵️ Prime Minister Justin Trudeau capitulated with his hands clasped together as if he were in handcuffs. Step # 17 Germany🏳️⤵️ Chancellor Angela Merkel capitulated Step #18 France🏳️⤵️ President Emmanuel Macron submitted. President Trump made a show of him because he was a real Adrenochromer! Step #19 England🏳️⤵️ Prime Minister Teresa May Here she is crying. Not only because of all the dirt they had on her, but because President Trump was able to inform her that the Phoneticians were planning to assassinate her. Their reason was to be able to put Boris Johnson in. Boris Johnson is a strong character who may simply be playing a role for the White Hats. Not sure…. time will tell. President Trump appears to act extremely rudely with the Queen. He took no care where he walked. This was deliberate and showed the capitulation. Step #20 Russia🏳️⤵️ President Vladimir Putin As he famously said ‘The ball is in your court now!’ This reference meant that they were now working for Trump. The ball also had reference to Adrenochrome. So there you have it. Not every country is mentioned in Charlie’s video, including Australia and New Zealand… but the truth is, PT didn’t stop until all the world leaders were in agreement to leave behind the filthy use of the little children of this world. All those who did participate in it will either receive capital punishment (death sentence) or spend the rest of their lives inn an inescapable prison. Here The Video Charlie Freak & Bonfire Guy The Take Down Of The Cabal From A to Z
1:43:57

2017 Capitulation Tour ⚔️ The plan to save the world has been in the making for many years. To the casual onlooker, the outworking of that plan may have looked a whole lot more sinister. This plan required precision and had to be designed carefully. It was the only way to stop the incredible crimes being carried out around the world. These crimes involved the children. It had to stop. And… stop it did. Follow through as The Q White Hat Military Alliance With The Commander in Chief takes down one world leader after another. Sometimes he managed whole groups at one time. I thank Charlie Freak for the information given on his video. View below. Before we get into this post, let’s make sure we understand the meaning of the word ‘capitulate’ taken from the Merriam-Webster Dictionary: Definition of ‘capitulate‘ intransitive verb a: to surrender, often after negotiation of terms The enemy was forced to capitulate unconditionally. b: to cease resisting : ACQUIESCE The company capitulated to the labor union to avoid a strike. CAPITULATE stresses the fact of ending all resistance and may imply either a coming to terms (as with an adversary) or hopelessness in the face of an irresistible opposing force. Some Synonyms for ‘capitulate’ bow, concede, give in, knuckle under, quit, relent, submit, succumb, surrender, yield Why is this important? It’s important because this is exactly what the heads of each country around the world did when faced with dossiers of factual information about their ‘misdemeanors’. When 🎖️The Commander In Chief 🎖️was inaugurated, there was something keeping him busy for about 18 months. During that time he traveled the world visiting the country heads. On arrival, he presented them with huge dossiers: Definition of ‘dossier‘ Taken from Merriam-Webster Dictionary A file containing detailed records on a particular person or subject. Examples: The patient’s medical dossier Police began compiling a dossier on him. These huge dossiers contained damning information against the recipients. More often than not, the information related to one or more of the following: ▶️Human Trafficking ▶️Satanic Rituals ▶️Pedophilia ▶️Sex Trafficking Regarding children (Notice: I tried to use these words in a different order but continually ended up with an error/warning that wouldn’t allow it! Interesting!) and other abominations! A choice: To capitulate to President Trump. Or refuse to concede and therefore be arrested on the spot! Q plan to save the world It’s important that you realise that this is not just President Trump’s plan alone. There is a complete team of White Hats (good people who only want good for this world) working alongside him. He acts as the face to these people, and was chosen because of his tenacity and determination to see a job through to the end. Every country, because of the sheer amount of damning evidence against them, capitulated. It happened either immediately, or by the next morning, after they had had time to peruse the contents. Step #1 Saudi Arabia🏳️⤵️ (July 2017) During President Trump’s visit, the Saudi’s capitulated to him. They had to show everyone else that they had done so: They had just performed the Sword Dance. Only the King is allowed to hold the sword during the Sword Dance Ritual, but here we see it being held by President Trump. That was the sign. The new Crown Prince Mohammed bin Salman (now King) works very closely with President Trump and Team in aiding to drain the swamp. Step #2 Israel🏳️⤵️ Some of the Saudi’s then went with President Trump to his next destination. They were earning points towards their own salvation, so they wouldn’t be as harshly punished as they could have been. These Saudi’s, because of the capitulation, are now a part of the White Hats, helping ferret out others they know are involved in the same kind of abominations. The Israelite’s really balked at what President Trump was saying. It took an extra day before they finally gave in. They were the hardest country of all. How do we know they capitulated? That was when they agreed to allow the movement of U.S.A’s embassy to Jerusalem. This symbolizes who is in power in Israel. It was a symbolic act. Step #3 – Vatican City🏳️⤵️ His next move, a few days later, was to turns up at the Vatican to see Pope Francis. The dossier they had was so very huge! Vatican – Pope Francis (very sad) capitulates to President Trump (very happy)! Why did they have to concede? Actually, there were many reasons why, but that’s a story for another time. Please do your own research. The Pope would certainly not have surrendered unless the evidence against him and the church was solid and true! The plan to save the world from this evil stranglehold: Step #4 – Brussels European Parliament for the EU NATO 🏳️ President Trump called everyone together, then he purposefully arrived late, causing them to sweat it out as to what was going on! He walked in late and threw the big folder on the table. He said “We have it all!” In a very short time, they all capitulated! In the days after this, the EU backed down on Brexit, and other issues were taken care of. From this point on, the United States no longer paid for NATO. He told them they could now pay. They obeyed, because now he was in charge! Trump’s visit to Brussels paid off well… they were all there! All these officials would not have capitulated if the evidence against them wasn’t as solid as a rock. Step #5 CEO's From Major Corparations 🏳️ Google Twitter Microsoft Apple Facebook Black Rock Vanguard etc These people are all minions, or puppets, for the New World Order (One World Government). He showed them all the documentation the NSA (National Security Agency) had against them. Bin Salman said they either come onboard and play for Team Trump, (as he is in total control of these corporations), or declass! All of the information would be declassified, one by one, and each one of them would be shown to the masses as a child-murderer! They all capitulated! 🏳️ Bin Salman sees Jack Dorsey (Twitter) Bin Salman sees Mark Zuckerberg (Facebook) The interesting thing is that President Trump is the owner of all these Media outlets now, even though it’s kept quiet. All the troubles people experience with them today is not because of these ‘heads’. It’s because President Trump is trying to get us all to see what these people have been up to… and to take a stand! Interesting Note: It’s the same with each country. He wants the people within the country to see just how bad their leaders were… and to take a stand against them. Gradually it’s happening, as more and more people take to the streets in peaceful protests etc. Asian Tour (November 2017) Step #6 Japan🏳️⤵️ This is the symbolic gesture where President Trump presents the winner’s trophy. This is done only by the highest figure in the land! Japan is now in submission to President Trump, the NSA and the *Q* Team. Step #7 South Korea/North Korea 🏳️⤵️ One of the biggest procurers of Adrenochrome has always been Asia, and South East Asia. They were deeply involved with Hollywood and Washington DC politicians. These people needed children for their drugs and have leaned heavily on the South East Asian governments. It’s been going on for many years. As he showed them all the documents, and because they knew their crimes were capital punishment acts, they all capitulated. In secret, he went to the North Korean border and began his peace talks with Kim Jong-un. Step #8 China🏳️⤵️ Soon after President Trump became president, the Chinese president paid him a visit. This was largely ignored by the mainstream media. Chinese President Xi Jinping vists Trump. In the Forbidden City at Trump’s request. The method used by China to show they had surrended to Trump was to allow him into the Forbidden City. By the Chinese president allowing this, it is bigger than we can possibly understand or imagine! One of the biggest surprises was to learn how the Chinese wanted communism kicked out of their country! They met Trump with open arms. Many terrible things were going on in China. Step #9 Vietnam 🏳️⤵️ In a very public ceremony, President Trump was placed slightly in front of the Vietnamese president, and to the right. The Vietnamese promised to stop their participation in procuring children, human tracking and such-like. They gave in easily. Step #10 Davos, Switzerland🏳️⤵️ (Early January, 2018) President Trump called this meeting in Davos, Switzerland. It contained the ‘Who’s Who’ of all the major companies, including George Soros. Much evil was in attendance. Remember, President Trump was outworking his plan to save the world! All these people were all presented with envelopes the day before. At the meeting above, they were given folders which stated all the NSA information collected on them. Underneath these mountains were a great many very deep tunnels. It was a very brave move by President Trump to even go there. He so easily could have disappeared forever ‘down below’! But of-course, he wouldn’t have gone there alone. They very quickly capitulated, after a night of sweating it out. They were told they would be made public, one by one, with all they had done if they didn’t surrender. Step #11 India Prime Minister of India🏳️⤵️ … Narendra Modi, after capitulating to Trump. He was the first of many Prime Ministers to hold hands in such a way that suggested their hands were tied… It said: ‘I’m sorry, my hands are tied.’ Central America Step #12🏳️⤵️ Mexico President Andres Manuel Lopez Obrado (AMLO) of Mexico really resisted, but finally surrendered to Trump. Step #13 The rest of the Central American Countries After Mexico, 🏳️⤵️ he went to all the rest of the countries in Central America. They all did as they had to. Once again, they all held their wrists together as if they were being bound and forced into doing it. In a way they were… capitulate and help Team Trump, or be exposed and receive the capital punishment immediately. Step #14 Brazil🏳️⤵️ President Jair Bolsonaro They held a public meeting where once again this president held his wrists together in submission. One of the first acts of Bolsonara was to arrest ‘John of God’ who was running one of the largest child-trafficking rings. Note: This is the kind of thing all the Presidents/Prime Ministers did in all the countries around the world. They arranged the arrest of known pedophilia people within their country. Step #15 Argentina 🏳️⤵️ President Mauricio Macri left standing alone on the stage. President Trump makes a power move showing he believed him to be the scum of the earth! Step #16 Canada 🏳️⤵️ Prime Minister Justin Trudeau capitulated with his hands clasped together as if he were in handcuffs. Step # 17 Germany🏳️⤵️ Chancellor Angela Merkel capitulated Step #18 France🏳️⤵️ President Emmanuel Macron submitted. President Trump made a show of him because he was a real Adrenochromer! Step #19 England🏳️⤵️ Prime Minister Teresa May Here she is crying. Not only because of all the dirt they had on her, but because President Trump was able to inform her that the Phoneticians were planning to assassinate her. Their reason was to be able to put Boris Johnson in. Boris Johnson is a strong character who may simply be playing a role for the White Hats. Not sure…. time will tell. President Trump appears to act extremely rudely with the Queen. He took no care where he walked. This was deliberate and showed the capitulation. Step #20 Russia🏳️⤵️ President Vladimir Putin As he famously said ‘The ball is in your court now!’ This reference meant that they were now working for Trump. The ball also had reference to Adrenochrome. So there you have it. Not every country is mentioned in Charlie’s video, including Australia and New Zealand… but the truth is, PT didn’t stop until all the world leaders were in agreement to leave behind the filthy use of the little children of this world. All those who did participate in it will either receive capital punishment (death sentence) or spend the rest of their lives inn an inescapable prison. Here The Video Charlie Freak & Bonfire Guy The Take Down Of The Cabal From A to Z

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I am the Director of Summit Outcomes for the Presidential Advance Team. My job is to land in a foreign capital and leave with a word the President can say on the tarmac. We landed in Beijing 6 days after rolling back the tariffs we spent 4 years imposing. 145% to 30%. The average rate before the trade war was approximately 3%. In Geneva, we called this "creating the conditions for productive dialogue." The conditions were that we had already conceded. I want to be clear: Beijing was a success. We went in with 7 objectives. We left with 3 photo categories, a tentative agreement China has not confirmed, and a bag of burner phones we threw off Air Force One on the tarmac. Diplomacy. My team prepared the deliverables matrix in March. 241 line items organized by urgency, feasibility, and what we call "headline potential." The President reviewed it for 4 minutes. He circled "big deal" and "historic" and wrote "MORE" next to the Boeing section. That became the strategy. Boeing was the centerpiece. 500 aircraft was the White House number we briefed to reporters before departure. 300 was the floor. The Chinese offered 200. Their commerce ministry released the number before we could brief the press. Boeing stock dropped 4.73% that afternoon. Boeing referred questions about the order to the White House. The company receiving the aircraft could not confirm it was receiving aircraft. We called it "fantastic." In Washington, "fantastic" means the other side named the number and the market already priced in your failure. I should note: in 2017, the President announced $250 billion in deals during his first China trip. 300 aircraft. An $84 billion shale gas investment in West Virginia from China Energy Investment Corporation. I can tell you the exact amount of that investment that materialized. Zero. The shale facility was never built. The 2017 Boeing order was renegotiated twice and partially canceled during the trade war the President started 8 months later. There is a binder in my office labeled "2017 OUTCOMES: DO NOT REFERENCE." It is 3 inches thick. It has not been opened in 4 years. We do not reference it because the outcomes are the reference. The agricultural package was what we call a "scaffolding commitment." Billions in purchases over 3 years, structured so the announcement is front-loaded and the verification is someone else's administration. U.S. Trade Representative Greer said "double-digit billions." Beijing's Commerce Ministry issued a statement about "deepening cooperation in agricultural trade." Those are not the same sentence. By design. My deputy maintains a glossary of every term we have invented for agreements that are not agreements. It is 41 pages. He updates it after each summit. Last quarter he added "scaffolding commitment," "streamlined licensing framework," and "mutual recognition of shared concerns." He is in line for a promotion. NVIDIA was the quiet win. H200 chips approved for approximately 10 Chinese companies. We don't say "approved." We say "under a streamlined licensing framework." The chips ship. The export controls remain "in effect." The framework is the loophole wearing a lanyard. The controls exist because these chips in Chinese hands threaten American national security. The chips are shipping to Chinese hands. The controls remain in effect. Both of these are true. Fentanyl was discussed for 9 minutes. Both sides agreed it was a problem. Both sides agreed to continue discussing it. We added it to the deliverables matrix under "ongoing mutual engagement." The previous version of the matrix also listed it under "ongoing mutual engagement." That was in 2023. I copied the line item from the 2023 matrix into the 2026 version. Changed the date. The language was identical. But Taiwan. Taiwan was the deliverable we didn't put on the matrix. I watched the Taiwan exchange from the overflow room on a 12-second delay. I had the contingency statement drafted in 3 versions: "productive exchange," "frank discussion," and "both sides reaffirmed their respective positions." I used none of them. There was no contingency for silence. Chairman Xi released his remarks before the meeting was over. While the President was still seated across the table, Chinese state media published the transcript. "Clashes and even conflicts." His bluntest language on Taiwan in the history of the relationship, released to 1.4 billion people while we were still pouring tea. We called this "sequencing." The President was asked whether he would defend Taiwan if China attacked. He chose not to answer. We wrote that down as "a strong listen." The $14 billion arms sale. Already approved by Congress. The largest in the history of the Taiwan Relations Act. Taiwan's parliament spent months appropriating the $25 billion to proceed with this package and the $11 billion tranche approved last year. They finally secured the funding this month. The President told Fox News it was "a very good negotiating chip." He used the word "chip." Referring to the defense of 24 million people. Taiwan's Ministry of National Defense sent our office a letter requesting clarity on the delivery timeline. 3 pages. It referenced specific weapons systems by name: F-16V Block 70 fighters, HIMARS launchers, Harpoon coastal defense missiles. The letter was addressed to me. I filed it under "pending." On Air Force One, a reporter asked about the 1982 Six Assurances, the framework in which the United States committed not to consult with Beijing before selling arms to Taiwan. The President said: "What am I going to do, say I don't want to talk to you about it because I have an agreement wrote in 1982? No, we discussed arms sales." 44 years of bipartisan Taiwan policy, dismissed in 2 sentences at 38,000 feet. We are calling this "a modernized approach to alliance management." Our readout mentioned trade, agriculture, energy, and regional stability. It did not mention Taiwan. I wrote it. Their readout opened with Taiwan. I have staffed 7 summits across 2 administrations. This is the first where I could not draft a single deliverable as a success without a qualifier. In my office there is a laminated card that lists every synonym for "undecided" that polls above 40% approval. "Active review" is 3rd. "Determination" is 7th. Both tested well with independents in the Midwest. He also said: "Taiwan would be very smart to cool it a little bit. China would be very smart to cool it a little bit." He was eating a cheeseburger. He said this while eating a cheeseburger. Secretary Rubio told NBC that Taiwan arms sales "did not feature prominently." This is accurate in the same way that the iceberg did not feature prominently in the Titanic's itinerary. Representative McCaul, Republican of Texas, former chairman of the House Foreign Affairs Committee, said the United States must "arm Taiwan so they can defend themselves." He said Xi was "very aggressive" regarding Taiwan during the summit and that "most of what Xi talked about was Taiwan." Representative Meeks, Democrat of New York, ranking member of the same committee, said Xi has "leverage over the president" but not "over the United States Congress and the American people." He noted that Congress already approved the package. "The president is the one that's holding it up." Representative Fitzpatrick, Republican of Pennsylvania, compared Taiwan to Ukraine. He called both "fortresses of democracy on the front lines." Speaker Johnson said Taiwan needs to "stay independent and secure." The bipartisan consensus was that something had gone wrong. The bipartisan action was press quotes. No vote. No resolution. No hearing scheduled. 4 members of Congress from both parties said the right words to reporters and then went to lunch. That's how the system processes alarm. I monitor 14 accounts we classify as "aligned messaging amplifiers." Within 4 hours of the Taiwan exchange, 9 went silent. 2 pivoted to fentanyl. 1 posted 3 words: "Not like this." It received 280,000 impressions in 90 minutes. He deleted it and posted about the border instead. The President patted Chairman Xi on the back 7 times during the Zhongnanhai garden walk. We counted. He called him "my friend" in 4 languages, 2 of which he does not speak. He asked if other world leaders had been invited to the compound. They had. Putin was there last year. The President asked if his tour was longer. 15 CEOs flew with us to Beijing. Their combined net worth approaches $1 trillion. Cook. Musk. Jensen Huang. Larry Fink from BlackRock. Jane Fraser from Citigroup. David Solomon from Goldman Sachs. Stephen Schwarzman from Blackstone. Kelly Ortberg from Boeing. The CEO of Visa. The CEO of Mastercard. The CEO of Qualcomm. Illumina. Micron. Cargill. GE Aerospace. Musk and Huang rode on Air Force One. The others flew commercial. Tesla's Shanghai factory produces approximately half of the company's vehicles worldwide. Musk's presence on Air Force One was noted by my counterintelligence liaison. No further action was taken. We organized the state banquet seating chart by net worth. I am told this was the President's suggestion. They came for market access. Xi told them China would "open further to American business." That was the deliverable. Those 5 words. No specifics. No timeline. No sectors named. 15 chief executives flew to Beijing and received a sentence. Chairman Xi has delivered this sentence at every summit I have staffed. It has not once been followed by a named sector, a timeline, or a specific commitment. It is received as news each time. 43 lobby badges in a Ziploc bag. That's what my team collected from the CEOs after the garden tour. Standard protocol. The badges were embossed with the Great Hall of the People seal. Several executives asked if they could keep them. We said no. One asked twice. 15 executives with combined access to American financial, defense, and technology infrastructure had spent 3 hours inside the Great Hall of the People. We secured the lobby badges. The S&P 500 futures dropped 1% on the morning after the summit. The KOSPI fell 6.12%. China's CSI 300 fell 1.12%. UBS told clients that "much increasingly scarce jet fuel has been burned to produce nothing of real substance." Fortune's headline was "Wall Street sees nothing of real substance." The markets liked the anticipation. The markets did not like the deliverables matrix. Iran was the item we listed as "mutual recognition of shared concerns." The President told reporters they "feel very similar." Xi sat in silence. China's Foreign Ministry did not comment on any commitment regarding the Strait of Hormuz. The President then told reporters the United States "doesn't need the Strait of Hormuz open at all." Oil hit $109 per barrel. Deutsche Bank flagged it as a market-killing statement within the hour. The President described Iran as "a little bit crazy." This was during a toast. Over Peking duck. Rare earths. I prepared a 40-page brief on critical mineral dependency. Supply chain maps for 14 minerals. $1.2 trillion in dependent U.S. industries. Roughly 4% of GDP. The President circled the GDP figure and wrote "big." In the meeting, he asked Chairman Xi if rare earths were "the things in magnets." They are. They are also in every F-35, every Patriot missile battery, and every MRI machine in the country. The discussion lasted 11 minutes. 3 of them were about magnets. No agreement on export licenses. China exposed our dependency last year and has not let us forget it. The Supreme Court struck down our tariffs separately, which was helpful context for the discussions. Fentanyl received 9 minutes. Magnets received 3. We are calling the rare earth outcome "a foundation for continued engagement." There is a poster in the Advance Team office that says "A foundation is not a building." It has been there since my first summit. No one has removed it. On the flight home, my team collected every item the Chinese government had distributed. The credentials. The pins. The keepsakes. The rose seeds Chairman Xi offered for the White House Rose Garden. Standard counterintelligence protocol. All of it went into a bag and off the plane before wheels-up. We threw away the roses. We kept the talking points. The Boeing order grew on the flight home. 500 before departure. 200 in Beijing. 750 somewhere over the Pacific. Boeing had not confirmed 200. The President told reporters on Air Force One it was "a pretty historic couple days." I wrote the line that preceded it: "Tonal reset with significant forward momentum." He used "fantastic" instead. In previous administrations, a tonal reset preceded the deliverables. In this administration, the tonal reset is the deliverable. He has used "fantastic" for every summit since 2017. I have not checked whether the word still polls well. I am told it does. Beijing has not confirmed any of the agreements announced by U.S. officials. This is consistent with the 2017 visit, where $250 billion in deals were announced and an estimated $10 billion materialized. It is consistent with the October summit, where pledges were also made and also not fulfilled. We have a term for this in the Advance Team. We call it "precedent." I have already labeled the binder for 2026. We go back in September. Same matrix. New line items. The verification will be someone else's administration. The President has already asked for the word "monumental." I am told it polls well.
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I am the Director of Summit Outcomes for the Presidential Advance Team. My job is to land in a foreign capital and leave with a word the President can say on the tarmac. We landed in Beijing 6 days after rolling back the tariffs we spent 4 years imposing. 145% to 30%. The average rate before the trade war was approximately 3%. In Geneva, we called this "creating the conditions for productive dialogue." The conditions were that we had already conceded. I want to be clear: Beijing was a success. We went in with 7 objectives. We left with 3 photo categories, a tentative agreement China has not confirmed, and a bag of burner phones we threw off Air Force One on the tarmac. Diplomacy. My team prepared the deliverables matrix in March. 241 line items organized by urgency, feasibility, and what we call "headline potential." The President reviewed it for 4 minutes. He circled "big deal" and "historic" and wrote "MORE" next to the Boeing section. That became the strategy. Boeing was the centerpiece. 500 aircraft was the White House number we briefed to reporters before departure. 300 was the floor. The Chinese offered 200. Their commerce ministry released the number before we could brief the press. Boeing stock dropped 4.73% that afternoon. Boeing referred questions about the order to the White House. The company receiving the aircraft could not confirm it was receiving aircraft. We called it "fantastic." In Washington, "fantastic" means the other side named the number and the market already priced in your failure. I should note: in 2017, the President announced $250 billion in deals during his first China trip. 300 aircraft. An $84 billion shale gas investment in West Virginia from China Energy Investment Corporation. I can tell you the exact amount of that investment that materialized. Zero. The shale facility was never built. The 2017 Boeing order was renegotiated twice and partially canceled during the trade war the President started 8 months later. There is a binder in my office labeled "2017 OUTCOMES: DO NOT REFERENCE." It is 3 inches thick. It has not been opened in 4 years. We do not reference it because the outcomes are the reference. The agricultural package was what we call a "scaffolding commitment." Billions in purchases over 3 years, structured so the announcement is front-loaded and the verification is someone else's administration. U.S. Trade Representative Greer said "double-digit billions." Beijing's Commerce Ministry issued a statement about "deepening cooperation in agricultural trade." Those are not the same sentence. By design. My deputy maintains a glossary of every term we have invented for agreements that are not agreements. It is 41 pages. He updates it after each summit. Last quarter he added "scaffolding commitment," "streamlined licensing framework," and "mutual recognition of shared concerns." He is in line for a promotion. NVIDIA was the quiet win. H200 chips approved for approximately 10 Chinese companies. We don't say "approved." We say "under a streamlined licensing framework." The chips ship. The export controls remain "in effect." The framework is the loophole wearing a lanyard. The controls exist because these chips in Chinese hands threaten American national security. The chips are shipping to Chinese hands. The controls remain in effect. Both of these are true. Fentanyl was discussed for 9 minutes. Both sides agreed it was a problem. Both sides agreed to continue discussing it. We added it to the deliverables matrix under "ongoing mutual engagement." The previous version of the matrix also listed it under "ongoing mutual engagement." That was in 2023. I copied the line item from the 2023 matrix into the 2026 version. Changed the date. The language was identical. But Taiwan. Taiwan was the deliverable we didn't put on the matrix. I watched the Taiwan exchange from the overflow room on a 12-second delay. I had the contingency statement drafted in 3 versions: "productive exchange," "frank discussion," and "both sides reaffirmed their respective positions." I used none of them. There was no contingency for silence. Chairman Xi released his remarks before the meeting was over. While the President was still seated across the table, Chinese state media published the transcript. "Clashes and even conflicts." His bluntest language on Taiwan in the history of the relationship, released to 1.4 billion people while we were still pouring tea. We called this "sequencing." The President was asked whether he would defend Taiwan if China attacked. He chose not to answer. We wrote that down as "a strong listen." The $14 billion arms sale. Already approved by Congress. The largest in the history of the Taiwan Relations Act. Taiwan's parliament spent months appropriating the $25 billion to proceed with this package and the $11 billion tranche approved last year. They finally secured the funding this month. The President told Fox News it was "a very good negotiating chip." He used the word "chip." Referring to the defense of 24 million people. Taiwan's Ministry of National Defense sent our office a letter requesting clarity on the delivery timeline. 3 pages. It referenced specific weapons systems by name: F-16V Block 70 fighters, HIMARS launchers, Harpoon coastal defense missiles. The letter was addressed to me. I filed it under "pending." On Air Force One, a reporter asked about the 1982 Six Assurances, the framework in which the United States committed not to consult with Beijing before selling arms to Taiwan. The President said: "What am I going to do, say I don't want to talk to you about it because I have an agreement wrote in 1982? No, we discussed arms sales." 44 years of bipartisan Taiwan policy, dismissed in 2 sentences at 38,000 feet. We are calling this "a modernized approach to alliance management." Our readout mentioned trade, agriculture, energy, and regional stability. It did not mention Taiwan. I wrote it. Their readout opened with Taiwan. I have staffed 7 summits across 2 administrations. This is the first where I could not draft a single deliverable as a success without a qualifier. In my office there is a laminated card that lists every synonym for "undecided" that polls above 40% approval. "Active review" is 3rd. "Determination" is 7th. Both tested well with independents in the Midwest. He also said: "Taiwan would be very smart to cool it a little bit. China would be very smart to cool it a little bit." He was eating a cheeseburger. He said this while eating a cheeseburger. Secretary Rubio told NBC that Taiwan arms sales "did not feature prominently." This is accurate in the same way that the iceberg did not feature prominently in the Titanic's itinerary. Representative McCaul, Republican of Texas, former chairman of the House Foreign Affairs Committee, said the United States must "arm Taiwan so they can defend themselves." He said Xi was "very aggressive" regarding Taiwan during the summit and that "most of what Xi talked about was Taiwan." Representative Meeks, Democrat of New York, ranking member of the same committee, said Xi has "leverage over the president" but not "over the United States Congress and the American people." He noted that Congress already approved the package. "The president is the one that's holding it up." Representative Fitzpatrick, Republican of Pennsylvania, compared Taiwan to Ukraine. He called both "fortresses of democracy on the front lines." Speaker Johnson said Taiwan needs to "stay independent and secure." The bipartisan consensus was that something had gone wrong. The bipartisan action was press quotes. No vote. No resolution. No hearing scheduled. 4 members of Congress from both parties said the right words to reporters and then went to lunch. That's how the system processes alarm. I monitor 14 accounts we classify as "aligned messaging amplifiers." Within 4 hours of the Taiwan exchange, 9 went silent. 2 pivoted to fentanyl. 1 posted 3 words: "Not like this." It received 280,000 impressions in 90 minutes. He deleted it and posted about the border instead. The President patted Chairman Xi on the back 7 times during the Zhongnanhai garden walk. We counted. He called him "my friend" in 4 languages, 2 of which he does not speak. He asked if other world leaders had been invited to the compound. They had. Putin was there last year. The President asked if his tour was longer. 15 CEOs flew with us to Beijing. Their combined net worth approaches $1 trillion. Cook. Musk. Jensen Huang. Larry Fink from BlackRock. Jane Fraser from Citigroup. David Solomon from Goldman Sachs. Stephen Schwarzman from Blackstone. Kelly Ortberg from Boeing. The CEO of Visa. The CEO of Mastercard. The CEO of Qualcomm. Illumina. Micron. Cargill. GE Aerospace. Musk and Huang rode on Air Force One. The others flew commercial. Tesla's Shanghai factory produces approximately half of the company's vehicles worldwide. Musk's presence on Air Force One was noted by my counterintelligence liaison. No further action was taken. We organized the state banquet seating chart by net worth. I am told this was the President's suggestion. They came for market access. Xi told them China would "open further to American business." That was the deliverable. Those 5 words. No specifics. No timeline. No sectors named. 15 chief executives flew to Beijing and received a sentence. Chairman Xi has delivered this sentence at every summit I have staffed. It has not once been followed by a named sector, a timeline, or a specific commitment. It is received as news each time. 43 lobby badges in a Ziploc bag. That's what my team collected from the CEOs after the garden tour. Standard protocol. The badges were embossed with the Great Hall of the People seal. Several executives asked if they could keep them. We said no. One asked twice. 15 executives with combined access to American financial, defense, and technology infrastructure had spent 3 hours inside the Great Hall of the People. We secured the lobby badges. The S&P 500 futures dropped 1% on the morning after the summit. The KOSPI fell 6.12%. China's CSI 300 fell 1.12%. UBS told clients that "much increasingly scarce jet fuel has been burned to produce nothing of real substance." Fortune's headline was "Wall Street sees nothing of real substance." The markets liked the anticipation. The markets did not like the deliverables matrix. Iran was the item we listed as "mutual recognition of shared concerns." The President told reporters they "feel very similar." Xi sat in silence. China's Foreign Ministry did not comment on any commitment regarding the Strait of Hormuz. The President then told reporters the United States "doesn't need the Strait of Hormuz open at all." Oil hit $109 per barrel. Deutsche Bank flagged it as a market-killing statement within the hour. The President described Iran as "a little bit crazy." This was during a toast. Over Peking duck. Rare earths. I prepared a 40-page brief on critical mineral dependency. Supply chain maps for 14 minerals. $1.2 trillion in dependent U.S. industries. Roughly 4% of GDP. The President circled the GDP figure and wrote "big." In the meeting, he asked Chairman Xi if rare earths were "the things in magnets." They are. They are also in every F-35, every Patriot missile battery, and every MRI machine in the country. The discussion lasted 11 minutes. 3 of them were about magnets. No agreement on export licenses. China exposed our dependency last year and has not let us forget it. The Supreme Court struck down our tariffs separately, which was helpful context for the discussions. Fentanyl received 9 minutes. Magnets received 3. We are calling the rare earth outcome "a foundation for continued engagement." There is a poster in the Advance Team office that says "A foundation is not a building." It has been there since my first summit. No one has removed it. On the flight home, my team collected every item the Chinese government had distributed. The credentials. The pins. The keepsakes. The rose seeds Chairman Xi offered for the White House Rose Garden. Standard counterintelligence protocol. All of it went into a bag and off the plane before wheels-up. We threw away the roses. We kept the talking points. The Boeing order grew on the flight home. 500 before departure. 200 in Beijing. 750 somewhere over the Pacific. Boeing had not confirmed 200. The President told reporters on Air Force One it was "a pretty historic couple days." I wrote the line that preceded it: "Tonal reset with significant forward momentum." He used "fantastic" instead. In previous administrations, a tonal reset preceded the deliverables. In this administration, the tonal reset is the deliverable. He has used "fantastic" for every summit since 2017. I have not checked whether the word still polls well. I am told it does. Beijing has not confirmed any of the agreements announced by U.S. officials. This is consistent with the 2017 visit, where $250 billion in deals were announced and an estimated $10 billion materialized. It is consistent with the October summit, where pledges were also made and also not fulfilled. We have a term for this in the Advance Team. We call it "precedent." I have already labeled the binder for 2026. We go back in September. Same matrix. New line items. The verification will be someone else's administration. The President has already asked for the word "monumental." I am told it polls well.

Peter Girnus 🦅

97,655 Aufrufe • vor 3 Monaten

CRITICAL: Joe Rogan connects the dots between the AIDS and Covid scams (my term): "Maybe [AIDS was] the same as what happened during Covid, but maybe back then, there's no internet, and... they could just get away with it... [and it's Fauci who pushed] the vaccine during... [AIDS and] during the Covid crisis." Rogan (Joe Rogan), who's talking with stand-up comic Brian Redban here, goes on to highlight several key points: 1. The fact that Peter Duesberg, a genius German-American molecular biologist and professor of molecular and cell biology at the University of California, Berkeley, known for his early research into the genetic aspects of cancer, said that AIDS was not due to HIV, but rather namely heavy drug usage among the gay community. 2. AZT (zidovudine), a drug—supposedly—used to treat HIV infection by inhibiting the virus from replicating, was actually doing immense harm. 3. Tony Fauci was the face of both the AIDS and Covid scams (again, my term). Rogan even notes that Fauci pushed both the Covid injections and AZT as quote-unquote "safe and effective." 4. Reading an article in Spin Magazine written by Bob Guccione, Jr., Rogan even highlights the fact that AIDS journalist Cecilia Farber (Celia Farber) had "unearthed hard evidence of the cold-bloodedness of the AIDS establishment pushing a drug [AZT] that was worse than the disease and killed faster than the natural progression of AIDS left untreated." Regarding Covid, note that there are parallels between AZT and Remdesivir, the deadly drug physicians and nurses used to kill "Covid patients" in hospitals. (See tweets 4 and 5.) Critically, note that Rogan's conclusions in this clip almost perfectly parallel those of cancer and AIDS research titan Dr. David Rasnick, who has said that the "bogus" HIV pandemic established the "playbook" for the bogus Covid "pandemic." (See tweet 2.) Also note that a documentary film was made about the possibility AIDS was a scam, dubbed House of Numbers. In the film, Nobel Prize winner and inventor of the PCR technique Kary Mullis noted that there was no link (that he could find) between HIV and AIDS. (See tweet 3.) ----------------Partial transcription of clip--------------- "Suge Knight was on— I think he was on Jimmy Kimmel show, talking about how you just inject somebody with AIDS. You can inject them with AIDS. What was my question? Oh, Peter Duesberg, Spin Magazine. "So he wrote this article about it, and then he— I believe he wrote a book about it. But he's fucked. Like, his career completely stalled out after that. He couldn't get funding for things and, you know, widely dismissed by all— most all other scientists. And back then, I used to think it doesn't make sense that this one guy has figured things out and that nobody else does. But now I'm like, maybe it's the same as what happened during COVID but maybe back then, there's no Internet, and maybe back then they could just get away with it. "Maybe back then they got used to getting away with it, which is why they tried it again in 2020. That's why they did the exact same thing to all those, like, legitimate professors, legitimate doctors. They shamed them and banned them. They didn't want anybody deviating. And that's, I think, what they might have done to this guy. "That's crazy to think that the the whole AIDS crisis might have really been about people destroying their immune system through hardcore drug use. That was his contention. People were saying, it's very homophobic. It's like, okay, let's. Let's not. Let's say a bunch of nice things about gay people. Let's. We love them. We appreciate. You know, I have no problem with gay. Let's say it. Like, if you're. If we're talking about this. If you were a doctor back then, gay people are amazing. However, all these gay people are doing drugs. All these gay people that are getting AIDS, like, something like 90% of them were hardcore drug users. This was his contention. "And you would say, 'Well, that's what opens them to the type of behavior that you get AIDS with.' Like, oh, okay, right. But Sam Kinison had a bit about that. Do you remember his bit? He was like, they say, 'Sam, AIDS is a communicable disease. Straight people get it too.' He goes, 'Name one. Name one fucking guy. Name one. It's not our fucking dance.' He didn't write the article, but he's definitely in the article. Right, there was an article about him... No, he didn't write the article. Did I say he wrote it? "Bob Guccione, Spin Magazine. Isn't he the guy that owns Penthouse? I think so. Right? Bob Guccione, Jr. Founder of Spin. "Okay, listen to this. So this is what he wrote, what Bob Guccione Jr. wrote. Scroll up a little higher. At the end of 1989, two years after we started the highly controversial AIDS column, in Spin, we published an article by Cecilia Farber called the Sins of Omission about the truly bad and corrupt science surrounding promoting AZT as a treatment for the syndrome of diseases. Celia was the editor and frequent writer of the column, and unearthed hard evidence of the coldbloodedness of the AIDS establishment, pushing a drug that was worse than the disease and killed faster than the natural progression of AIDS left untreated. "AZT had been an abandoned cancer drug, discarded because of its fatal toxicity, resurrected in the cynical belief that AIDS patients were going to die anyway. So trying it out was sort of like playing with the house's money, because the drug didn't require the usual massive expensive research and trial processes. Having gone through that years earlier, it was insanely profitable for its maker, Burroughs Wellcome. "It was a tragically perfect storm of windfall profits, something to pacify AIDS activists and the media, and a convenient boom to the patient holders for HIV testing. Patent. Excuse me, patent owners, patent holders for HIV testing. Celia, who should get the Congressional Medal of Honor for her brave and relentless reporting here and throughout the 10 years we ran the column, exposed the worthlessness of the drug, the shady studies and deals to suppress the negative findings and its awful and final consequences. "This piece very literally changed the media's view of AIDS and sharpened their discerning and skeptical eye. And soon after, AZT was once again shelved, hopefully this time forever. Many times over the years since, people have come up to me and said that reading this article saved their lives, that they either stopped taking the drug and their health improved vastly, or they never took it because of what we reported. Nothing ever made me prouder. Bob Guccione, Jr. Founder of Spin October 3, 2015. So this is all— This article is all about Peter Duesberg's perspective on this. And, it's very complicated. And it's certainly not for me, a guy like me, to figure out, if he's telling the truth or if he's correct. But what they said about AZT and chemotherapy and pushing AZT through and how they made a bunch of money, that's all true. "Not only that, but they were giving AZT to people that showed no symptoms like Arthur Ashe. Arthur Ash tested positive. They gave him AZT. There's a bunch of people died from taking AZT that probably didn't have to die. That's scary shit, man. If it's the same guy that pushed the vaccine during the AIDS crisis, during the COVID crisis, it's kind of fucked that he got to do it twice. "And if he didn't do it twice, nobody probably would be aware that it was the same guy. Because, even if you know about AZT, nobody was going Anthony Fauci. Nobody was saying that guy's name. You know, you weren't saying when you would talk about the AIDS crisis even. They even made a movie about it, right? Dallas Buyers Club. That's the movie. That's what it's about. The bad guy in Dallas Buyers Club is Anthony Fauci. "That's the guy keeping them from getting other medications and pushing AZT. They do the same thing. We— We played a video the other day where Fauci's talking about AZT. The reason why they use it is because it's both safe and effective. He used the exact same terminology. Fucking wild."
6:23

CRITICAL: Joe Rogan connects the dots between the AIDS and Covid scams (my term): "Maybe [AIDS was] the same as what happened during Covid, but maybe back then, there's no internet, and... they could just get away with it... [and it's Fauci who pushed] the vaccine during... [AIDS and] during the Covid crisis." Rogan (Joe Rogan), who's talking with stand-up comic Brian Redban here, goes on to highlight several key points: 1. The fact that Peter Duesberg, a genius German-American molecular biologist and professor of molecular and cell biology at the University of California, Berkeley, known for his early research into the genetic aspects of cancer, said that AIDS was not due to HIV, but rather namely heavy drug usage among the gay community. 2. AZT (zidovudine), a drug—supposedly—used to treat HIV infection by inhibiting the virus from replicating, was actually doing immense harm. 3. Tony Fauci was the face of both the AIDS and Covid scams (again, my term). Rogan even notes that Fauci pushed both the Covid injections and AZT as quote-unquote "safe and effective." 4. Reading an article in Spin Magazine written by Bob Guccione, Jr., Rogan even highlights the fact that AIDS journalist Cecilia Farber (Celia Farber) had "unearthed hard evidence of the cold-bloodedness of the AIDS establishment pushing a drug [AZT] that was worse than the disease and killed faster than the natural progression of AIDS left untreated." Regarding Covid, note that there are parallels between AZT and Remdesivir, the deadly drug physicians and nurses used to kill "Covid patients" in hospitals. (See tweets 4 and 5.) Critically, note that Rogan's conclusions in this clip almost perfectly parallel those of cancer and AIDS research titan Dr. David Rasnick, who has said that the "bogus" HIV pandemic established the "playbook" for the bogus Covid "pandemic." (See tweet 2.) Also note that a documentary film was made about the possibility AIDS was a scam, dubbed House of Numbers. In the film, Nobel Prize winner and inventor of the PCR technique Kary Mullis noted that there was no link (that he could find) between HIV and AIDS. (See tweet 3.) ----------------Partial transcription of clip--------------- "Suge Knight was on— I think he was on Jimmy Kimmel show, talking about how you just inject somebody with AIDS. You can inject them with AIDS. What was my question? Oh, Peter Duesberg, Spin Magazine. "So he wrote this article about it, and then he— I believe he wrote a book about it. But he's fucked. Like, his career completely stalled out after that. He couldn't get funding for things and, you know, widely dismissed by all— most all other scientists. And back then, I used to think it doesn't make sense that this one guy has figured things out and that nobody else does. But now I'm like, maybe it's the same as what happened during COVID but maybe back then, there's no Internet, and maybe back then they could just get away with it. "Maybe back then they got used to getting away with it, which is why they tried it again in 2020. That's why they did the exact same thing to all those, like, legitimate professors, legitimate doctors. They shamed them and banned them. They didn't want anybody deviating. And that's, I think, what they might have done to this guy. "That's crazy to think that the the whole AIDS crisis might have really been about people destroying their immune system through hardcore drug use. That was his contention. People were saying, it's very homophobic. It's like, okay, let's. Let's not. Let's say a bunch of nice things about gay people. Let's. We love them. We appreciate. You know, I have no problem with gay. Let's say it. Like, if you're. If we're talking about this. If you were a doctor back then, gay people are amazing. However, all these gay people are doing drugs. All these gay people that are getting AIDS, like, something like 90% of them were hardcore drug users. This was his contention. "And you would say, 'Well, that's what opens them to the type of behavior that you get AIDS with.' Like, oh, okay, right. But Sam Kinison had a bit about that. Do you remember his bit? He was like, they say, 'Sam, AIDS is a communicable disease. Straight people get it too.' He goes, 'Name one. Name one fucking guy. Name one. It's not our fucking dance.' He didn't write the article, but he's definitely in the article. Right, there was an article about him... No, he didn't write the article. Did I say he wrote it? "Bob Guccione, Spin Magazine. Isn't he the guy that owns Penthouse? I think so. Right? Bob Guccione, Jr. Founder of Spin. "Okay, listen to this. So this is what he wrote, what Bob Guccione Jr. wrote. Scroll up a little higher. At the end of 1989, two years after we started the highly controversial AIDS column, in Spin, we published an article by Cecilia Farber called the Sins of Omission about the truly bad and corrupt science surrounding promoting AZT as a treatment for the syndrome of diseases. Celia was the editor and frequent writer of the column, and unearthed hard evidence of the coldbloodedness of the AIDS establishment, pushing a drug that was worse than the disease and killed faster than the natural progression of AIDS left untreated. "AZT had been an abandoned cancer drug, discarded because of its fatal toxicity, resurrected in the cynical belief that AIDS patients were going to die anyway. So trying it out was sort of like playing with the house's money, because the drug didn't require the usual massive expensive research and trial processes. Having gone through that years earlier, it was insanely profitable for its maker, Burroughs Wellcome. "It was a tragically perfect storm of windfall profits, something to pacify AIDS activists and the media, and a convenient boom to the patient holders for HIV testing. Patent. Excuse me, patent owners, patent holders for HIV testing. Celia, who should get the Congressional Medal of Honor for her brave and relentless reporting here and throughout the 10 years we ran the column, exposed the worthlessness of the drug, the shady studies and deals to suppress the negative findings and its awful and final consequences. "This piece very literally changed the media's view of AIDS and sharpened their discerning and skeptical eye. And soon after, AZT was once again shelved, hopefully this time forever. Many times over the years since, people have come up to me and said that reading this article saved their lives, that they either stopped taking the drug and their health improved vastly, or they never took it because of what we reported. Nothing ever made me prouder. Bob Guccione, Jr. Founder of Spin October 3, 2015. So this is all— This article is all about Peter Duesberg's perspective on this. And, it's very complicated. And it's certainly not for me, a guy like me, to figure out, if he's telling the truth or if he's correct. But what they said about AZT and chemotherapy and pushing AZT through and how they made a bunch of money, that's all true. "Not only that, but they were giving AZT to people that showed no symptoms like Arthur Ashe. Arthur Ash tested positive. They gave him AZT. There's a bunch of people died from taking AZT that probably didn't have to die. That's scary shit, man. If it's the same guy that pushed the vaccine during the AIDS crisis, during the COVID crisis, it's kind of fucked that he got to do it twice. "And if he didn't do it twice, nobody probably would be aware that it was the same guy. Because, even if you know about AZT, nobody was going Anthony Fauci. Nobody was saying that guy's name. You know, you weren't saying when you would talk about the AIDS crisis even. They even made a movie about it, right? Dallas Buyers Club. That's the movie. That's what it's about. The bad guy in Dallas Buyers Club is Anthony Fauci. "That's the guy keeping them from getting other medications and pushing AZT. They do the same thing. We— We played a video the other day where Fauci's talking about AZT. The reason why they use it is because it's both safe and effective. He used the exact same terminology. Fucking wild."

Sense Receptor

18,528 Aufrufe • vor 9 Monaten

I am the Senior Vice President of Late Night Strategy at CBS. I am the person who turned a comedian into a priest and charged advertisers to watch the congregation. I want to be precise about what I built. Not a comedy show. A permission structure. For eleven years, six million Americans tuned in every night to find out what they were allowed to believe by morning. We didn't sell jokes. We sold certainty. Certainty costs nothing to produce. People will pay anything for it. We charged $50 million a year and still lost money because it turns out permission is even cheaper than we thought. In 2014, we had a genuinely dangerous comedian. A man who once testified before Congress in character as a fictional conservative pundit and made the entire chamber look like they'd been pantsed on C-SPAN. His fake persona was the most brilliant satire on television. Layered. Ironic. Unpredictable. The character could say anything because nothing was real. The character was the art. The character was the comedian. We killed the character and put the real man on stage. The real man was a lecturer. Earnest. Thoughtful. Correct about everything. Correct is not funny. Correct is not dangerous. Correct is the absence of danger. We promoted the absence of danger and called it growth. His character could make a Senate committee squirm. The real him makes an audience nod. Nodding pays the same as squirming. Nodding is easier to produce. His final words on air were "We love doing this show for you, but what we really, really love is doing this show with you." The audience wept. I wrote that line. Not the words. The architecture that made those words feel true. For eleven years, the audience believed they were participants. They were not participants. They were the product. "With you" is what you say to a congregation. A comedian says "at you." We hadn't said "at you" since 2015. Our internal metric was called Affirm Rate. It measured the percentage of monologue segments that generated applause instead of laughter. I invented this metric. I also invented the bonus structure tied to it. In 2015, our Affirm Rate was 34%. By 2022, it was 94%. I received a raise every year. We are crushing it. At the things I made up. That's performance management. But I need to tell you about the real discovery. The one I put in a deck called "Content Strategy 2019-2024." The one that got me promoted. Agreement gets applause. I knew that early. But correction — telling the audience their vocabulary is slightly outdated, their outrage is aimed two degrees off-center, their feelings are valid but their phrasing needs work — correction gets them back tomorrow. Agreement is a transaction. Correction is a subscription. We converted a comedy show into a nightly software update for moral vocabulary. Churn was near zero. They couldn't afford to miss an episode. Missing an episode meant using last week's words in this week's meeting. That's social death. We monetized the fear of social death and called it entertainment. I want to be honest about something. The content was not bipartisan. We chose a side. But I need you to understand: we did not choose it because we believed in it. We chose it because that side's audience is more responsive to correction. They want to be updated. They want to be told their language is outdated. They experience correction as care. The other side does not respond to correction. They respond to provocation. Provocation is harder to monetize. You can't build a subscription on provocation because the audience doesn't come back to learn — they come back to fight. Fighting is unpredictable. Correction is scheduled. We optimized for the audience that wants to be told what to think. That audience leaned one direction. That's not ideology. That's market segmentation. The writers' room had a whiteboard. In 2015 it said "What's funny?" In 2018 it said "What should they feel?" By 2021 it said "What are they still saying wrong?" I watched that whiteboard evolve like a finch beak and I never intervened. The market was speaking. We listened. Listening to the market is the same as leading the audience. They can't tell the difference. A writer named Marcus raised his hand in 2019. "What if we just tried to make them laugh again?" I thanked him for his passion and scheduled a creative alignment conversation. He transferred to streaming development within the month. The Affirm Rate the week he left was 91%. Laughter would have brought it down. That's risk management. Here is what nobody will say out loud. I will say it because I am proud of it. We made our audience worse at politics. Not better. Worse. Every night for eleven years, we expressed their outrage for them. Professionally. With a band and good lighting. And because the outrage had been expressed — because a man in a suit had furrowed his brow with the precise calibrated degree of indignation — they didn't need to express it themselves. They watched. They clapped. They felt the catharsis of resistance without resisting anything. They went to bed having done nothing and feeling like they'd done something. That's the product. Not comedy. Not information. Catharsis. Catharsis is the enemy of action. A man who has screamed into a pillow does not then also scream in the street. We were the pillow. A $50 million pillow with a house band. If you feel the outrage has been expressed for you, you will not march. You will not organize. You will not call your representative. You will tune in tomorrow to feel it expressed again. That's retention. Our retention was extraordinary. I want to talk about the comedy-to-catechism pipeline because I think people underestimate what we achieved. Stage one: comedian makes jokes about the powerful. Audience laughs because the powerful are absurd. This is the Carlin model. The jester punches up. Everyone below feels relief. Stage two: comedian makes jokes about people who disagree with the audience. Audience laughs because disagreement is stupid. The jester has turned around. He's still on the stage but now he's facing the crowd with a pointer. Stage three: comedian stops making jokes. Comedian identifies incorrect beliefs and explains why they're dangerous. Audience does not laugh. Audience claps. The jester is gone. In his place: a hall monitor with a desk and a band. Stage four: audience watches not for entertainment but for certification. Having seen last night's episode means you know which words are current. Not having seen it means you might use yesterday's vocabulary in today's meeting. The show is no longer comedy. It is a credential. Watching it means you are educated. Not watching means you are the person being discussed. We made a show that you watch to prove you're not the kind of person who doesn't watch it. That's a closed loop. Closed loops don't need content. They need continuity. We provided continuity for $50 million a year. A comedian — whose entire historical function was to say things too dangerous for anyone else to say — became the person who decides which things are too dangerous for anyone to say. And the audience applauded. Every night. For 2,500 nights. Because being told what is forbidden feels exactly like being told what you already knew. Prohibition performed as validation. I put that in the deck too. Our audience was correct about everything. I know this because they applauded everything we said. The applause proved the correctness. The correctness justified the applause. We called this audience research. The methodology was peer-reviewed by the audience. They approved unanimously. Every night. The actually funny comedians left. They went to podcasts. To clubs. To rooms where the audience doesn't know what's coming and that uncertainty is the point. They took the laughter with them. We kept the applause. We called those spaces problematic. That's market differentiation. The problematic spaces are funnier. But funny is not our product. We lost $40 million a year. We didn't lose it because the show failed. We lost it because we spent $50 million producing what a podcast host in his garage gives away between mattress ads. The podcast is funnier. The podcast is more dangerous. The podcast has an audience that laughs instead of claps. But we had the Ed Sullivan Theater. We had 461 seats. We had a former Beatle play the farewell episode. Paul McCartney, Elvis Costello, Jon Batiste, and Louis Cato playing "Hello, Goodbye" like it was a benediction. I booked a Beatle for a funeral. The Beatles played that stage in 1964 and the audience screamed so loud you couldn't hear the music. Our audience didn't scream. They wept politely. That's the difference between entertainment and church. We ran a church. Jon Stewart showed up to the finale and did a bit where he pretended to deliver a corporate statement from Paramount about the cancellation. The audience laughed. It was the first time they laughed in a way I didn't recognize. Involuntary. Surprised. Dangerous. For ninety seconds, a comedian was in that building. Then it was over. John Oliver said "At some point, this may come for all of our shows" and then added "but Stephen, what's important to remember is that tonight, it is going to eat you." The audience laughed again. Involuntary again. Two moments of actual comedy in a three-hour farewell. Both of them about death. The finale drew 6.74 million viewers. Biggest weeknight audience in our history. More people came to the funeral than ever visited the patient. I know what they were mourning. Not comedy. The comedy died in 2016. Not the man. The man is fine. He's wealthy. What they mourned was the permission structure. Starting today, they have to decide what to believe on their own. They have to form an opinion without waiting for a man behind a desk to form it first and deliver it with a knowing look. Some of them haven't done that since 2015. The funeral wasn't for the show. It was for the certainty. He joked about the Peanuts theme music licensing cost on his last night. "Oh no! I hope this doesn't cost CBS any money!" The audience laughed. It was a joke about money. About the network losing money. The last joke was about money. Not about truth. Not about power. About a licensing fee for a cartoon piano riff. Eleven years and the final joke was about accounting. I think that's perfect. The show was always about accounting. We just dressed it up as conscience. The President of the United States — the man we spent eleven years explaining was dangerous to an audience that already believed he was dangerous — posted an AI-generated video of our host being thrown into a dumpster on the Late Show set. Then Trump danced to "YMCA" in the clip. Viewed more times in four hours than our farewell managed in a week. His production cost: zero. Ours: negative $50 million a year. We manufactured his relevance every night at 11:35 for eleven years and he never paid us a dime. We were his marketing department. He turned our funeral into content. His ROI was infinite. Ours required a write-off and a farewell concert. The Strike Force Five — Fallon, Kimmel, Meyers, Oliver — appeared in a segment about late-night losing "one middle-aged white man who makes jokes about the news." They were joking about their own obsolescence. All of them know. None of them will say it. The format is dead. The audience moved to phones. The phones don't have desks or bands. The phones have men in garages who are allowed to be wrong, allowed to be surprised, allowed to say something their audience hasn't already approved. That's comedy. We stopped doing that a decade ago. We did approval. Approval looks like comedy from a distance. Up close it's church. I do not feel guilt. Guilt would require me to believe I took something from them. I didn't take anything. They came to us. Every night. They chose the catechism over the comedy. They preferred correction over surprise. Certainty over danger. Instruction over laughter. They wanted to be told. Not challenged. Not shocked. Not made to laugh against their will at something they didn't see coming. They wanted to see it coming. They wanted to mouth along. That's not comedy. That's karaoke. We ran the most expensive karaoke bar in television history and the only miscalculation was charging a cover when the songs are free on every phone. We turned a jester into a priest. We turned an audience into a congregation. We turned laughter into obedience. We turned political engagement into passive consumption. We turned a comedy show into a permission structure and charged $50 million a year to tell people what they already believed in a voice slightly nicer than their own. They were so grateful they showed up to mourn us. 6.74 million of them. Weeping. For the certainty. Applause is more reliable than laughter. I proved it. The proof cost $450 million, one character, one comedian's capacity for danger, and one audience's willingness to act. The metric went up.
0:55

I am the Senior Vice President of Late Night Strategy at CBS. I am the person who turned a comedian into a priest and charged advertisers to watch the congregation. I want to be precise about what I built. Not a comedy show. A permission structure. For eleven years, six million Americans tuned in every night to find out what they were allowed to believe by morning. We didn't sell jokes. We sold certainty. Certainty costs nothing to produce. People will pay anything for it. We charged $50 million a year and still lost money because it turns out permission is even cheaper than we thought. In 2014, we had a genuinely dangerous comedian. A man who once testified before Congress in character as a fictional conservative pundit and made the entire chamber look like they'd been pantsed on C-SPAN. His fake persona was the most brilliant satire on television. Layered. Ironic. Unpredictable. The character could say anything because nothing was real. The character was the art. The character was the comedian. We killed the character and put the real man on stage. The real man was a lecturer. Earnest. Thoughtful. Correct about everything. Correct is not funny. Correct is not dangerous. Correct is the absence of danger. We promoted the absence of danger and called it growth. His character could make a Senate committee squirm. The real him makes an audience nod. Nodding pays the same as squirming. Nodding is easier to produce. His final words on air were "We love doing this show for you, but what we really, really love is doing this show with you." The audience wept. I wrote that line. Not the words. The architecture that made those words feel true. For eleven years, the audience believed they were participants. They were not participants. They were the product. "With you" is what you say to a congregation. A comedian says "at you." We hadn't said "at you" since 2015. Our internal metric was called Affirm Rate. It measured the percentage of monologue segments that generated applause instead of laughter. I invented this metric. I also invented the bonus structure tied to it. In 2015, our Affirm Rate was 34%. By 2022, it was 94%. I received a raise every year. We are crushing it. At the things I made up. That's performance management. But I need to tell you about the real discovery. The one I put in a deck called "Content Strategy 2019-2024." The one that got me promoted. Agreement gets applause. I knew that early. But correction — telling the audience their vocabulary is slightly outdated, their outrage is aimed two degrees off-center, their feelings are valid but their phrasing needs work — correction gets them back tomorrow. Agreement is a transaction. Correction is a subscription. We converted a comedy show into a nightly software update for moral vocabulary. Churn was near zero. They couldn't afford to miss an episode. Missing an episode meant using last week's words in this week's meeting. That's social death. We monetized the fear of social death and called it entertainment. I want to be honest about something. The content was not bipartisan. We chose a side. But I need you to understand: we did not choose it because we believed in it. We chose it because that side's audience is more responsive to correction. They want to be updated. They want to be told their language is outdated. They experience correction as care. The other side does not respond to correction. They respond to provocation. Provocation is harder to monetize. You can't build a subscription on provocation because the audience doesn't come back to learn — they come back to fight. Fighting is unpredictable. Correction is scheduled. We optimized for the audience that wants to be told what to think. That audience leaned one direction. That's not ideology. That's market segmentation. The writers' room had a whiteboard. In 2015 it said "What's funny?" In 2018 it said "What should they feel?" By 2021 it said "What are they still saying wrong?" I watched that whiteboard evolve like a finch beak and I never intervened. The market was speaking. We listened. Listening to the market is the same as leading the audience. They can't tell the difference. A writer named Marcus raised his hand in 2019. "What if we just tried to make them laugh again?" I thanked him for his passion and scheduled a creative alignment conversation. He transferred to streaming development within the month. The Affirm Rate the week he left was 91%. Laughter would have brought it down. That's risk management. Here is what nobody will say out loud. I will say it because I am proud of it. We made our audience worse at politics. Not better. Worse. Every night for eleven years, we expressed their outrage for them. Professionally. With a band and good lighting. And because the outrage had been expressed — because a man in a suit had furrowed his brow with the precise calibrated degree of indignation — they didn't need to express it themselves. They watched. They clapped. They felt the catharsis of resistance without resisting anything. They went to bed having done nothing and feeling like they'd done something. That's the product. Not comedy. Not information. Catharsis. Catharsis is the enemy of action. A man who has screamed into a pillow does not then also scream in the street. We were the pillow. A $50 million pillow with a house band. If you feel the outrage has been expressed for you, you will not march. You will not organize. You will not call your representative. You will tune in tomorrow to feel it expressed again. That's retention. Our retention was extraordinary. I want to talk about the comedy-to-catechism pipeline because I think people underestimate what we achieved. Stage one: comedian makes jokes about the powerful. Audience laughs because the powerful are absurd. This is the Carlin model. The jester punches up. Everyone below feels relief. Stage two: comedian makes jokes about people who disagree with the audience. Audience laughs because disagreement is stupid. The jester has turned around. He's still on the stage but now he's facing the crowd with a pointer. Stage three: comedian stops making jokes. Comedian identifies incorrect beliefs and explains why they're dangerous. Audience does not laugh. Audience claps. The jester is gone. In his place: a hall monitor with a desk and a band. Stage four: audience watches not for entertainment but for certification. Having seen last night's episode means you know which words are current. Not having seen it means you might use yesterday's vocabulary in today's meeting. The show is no longer comedy. It is a credential. Watching it means you are educated. Not watching means you are the person being discussed. We made a show that you watch to prove you're not the kind of person who doesn't watch it. That's a closed loop. Closed loops don't need content. They need continuity. We provided continuity for $50 million a year. A comedian — whose entire historical function was to say things too dangerous for anyone else to say — became the person who decides which things are too dangerous for anyone to say. And the audience applauded. Every night. For 2,500 nights. Because being told what is forbidden feels exactly like being told what you already knew. Prohibition performed as validation. I put that in the deck too. Our audience was correct about everything. I know this because they applauded everything we said. The applause proved the correctness. The correctness justified the applause. We called this audience research. The methodology was peer-reviewed by the audience. They approved unanimously. Every night. The actually funny comedians left. They went to podcasts. To clubs. To rooms where the audience doesn't know what's coming and that uncertainty is the point. They took the laughter with them. We kept the applause. We called those spaces problematic. That's market differentiation. The problematic spaces are funnier. But funny is not our product. We lost $40 million a year. We didn't lose it because the show failed. We lost it because we spent $50 million producing what a podcast host in his garage gives away between mattress ads. The podcast is funnier. The podcast is more dangerous. The podcast has an audience that laughs instead of claps. But we had the Ed Sullivan Theater. We had 461 seats. We had a former Beatle play the farewell episode. Paul McCartney, Elvis Costello, Jon Batiste, and Louis Cato playing "Hello, Goodbye" like it was a benediction. I booked a Beatle for a funeral. The Beatles played that stage in 1964 and the audience screamed so loud you couldn't hear the music. Our audience didn't scream. They wept politely. That's the difference between entertainment and church. We ran a church. Jon Stewart showed up to the finale and did a bit where he pretended to deliver a corporate statement from Paramount about the cancellation. The audience laughed. It was the first time they laughed in a way I didn't recognize. Involuntary. Surprised. Dangerous. For ninety seconds, a comedian was in that building. Then it was over. John Oliver said "At some point, this may come for all of our shows" and then added "but Stephen, what's important to remember is that tonight, it is going to eat you." The audience laughed again. Involuntary again. Two moments of actual comedy in a three-hour farewell. Both of them about death. The finale drew 6.74 million viewers. Biggest weeknight audience in our history. More people came to the funeral than ever visited the patient. I know what they were mourning. Not comedy. The comedy died in 2016. Not the man. The man is fine. He's wealthy. What they mourned was the permission structure. Starting today, they have to decide what to believe on their own. They have to form an opinion without waiting for a man behind a desk to form it first and deliver it with a knowing look. Some of them haven't done that since 2015. The funeral wasn't for the show. It was for the certainty. He joked about the Peanuts theme music licensing cost on his last night. "Oh no! I hope this doesn't cost CBS any money!" The audience laughed. It was a joke about money. About the network losing money. The last joke was about money. Not about truth. Not about power. About a licensing fee for a cartoon piano riff. Eleven years and the final joke was about accounting. I think that's perfect. The show was always about accounting. We just dressed it up as conscience. The President of the United States — the man we spent eleven years explaining was dangerous to an audience that already believed he was dangerous — posted an AI-generated video of our host being thrown into a dumpster on the Late Show set. Then Trump danced to "YMCA" in the clip. Viewed more times in four hours than our farewell managed in a week. His production cost: zero. Ours: negative $50 million a year. We manufactured his relevance every night at 11:35 for eleven years and he never paid us a dime. We were his marketing department. He turned our funeral into content. His ROI was infinite. Ours required a write-off and a farewell concert. The Strike Force Five — Fallon, Kimmel, Meyers, Oliver — appeared in a segment about late-night losing "one middle-aged white man who makes jokes about the news." They were joking about their own obsolescence. All of them know. None of them will say it. The format is dead. The audience moved to phones. The phones don't have desks or bands. The phones have men in garages who are allowed to be wrong, allowed to be surprised, allowed to say something their audience hasn't already approved. That's comedy. We stopped doing that a decade ago. We did approval. Approval looks like comedy from a distance. Up close it's church. I do not feel guilt. Guilt would require me to believe I took something from them. I didn't take anything. They came to us. Every night. They chose the catechism over the comedy. They preferred correction over surprise. Certainty over danger. Instruction over laughter. They wanted to be told. Not challenged. Not shocked. Not made to laugh against their will at something they didn't see coming. They wanted to see it coming. They wanted to mouth along. That's not comedy. That's karaoke. We ran the most expensive karaoke bar in television history and the only miscalculation was charging a cover when the songs are free on every phone. We turned a jester into a priest. We turned an audience into a congregation. We turned laughter into obedience. We turned political engagement into passive consumption. We turned a comedy show into a permission structure and charged $50 million a year to tell people what they already believed in a voice slightly nicer than their own. They were so grateful they showed up to mourn us. 6.74 million of them. Weeping. For the certainty. Applause is more reliable than laughter. I proved it. The proof cost $450 million, one character, one comedian's capacity for danger, and one audience's willingness to act. The metric went up.

Peter Girnus 🦅

2,110,774 Aufrufe • vor 3 Monaten

241128 NewJeans Press Conference Spaceshare Samseong COEX Center in Gangnam-gu, Seoul | 8:30 PM "Termination of the Exclusive Contract between NewJeans and ADOR" Host: To start, let’s have the members introduce themselves. 🧸Kim Minji: Yes, we’ll begin with introductions. 👖NewJeans: Hello, we are NewJeans. 🦦Hanni Pham: Before we begin, how about we each introduce ourselves briefly? 🐱Kang Haerin: Hello, I’m Haerin. 🐶Danielle Marsh: Hello, I’m Danielle. 🧸Kim Minji: Hello, I’m Minji. 🦦Hanni Pham: Hello, I’m Hanni. 🐹Lee Hyein: Hello, I’m Hyein. Host: Members, please feel free to take your time and share what you’ve prepared. 🦦Hanni Pham: First of all, it snowed for the first time yesterday, and the weather has gotten really cold. Thank you so much for coming to this suddenly arranged event today. We truly appreciate it, knowing how difficult it is to make time for something like this. (👖NewJeans: Thank you.) Before we get into the details, I’d like to emphasize that the YouTube Live we did in September and the content-certified letter of correction we sent to ADOR two weeks ago were decisions made and carried out collectively by all five of us. The reason we’ve convened this emergency press conference is quite straightforward: the deadline for the corrections we demanded ends today at 12:00 PM. However, as of the close of business today, neither HYBE nor ADOR has shown any willingness or effort to address our demands or make any improvements. In fact, we’re scheduled to leave for an overseas event tomorrow morning, flying to Japan, and we won’t be back until next week. During that time, we’re deeply concerned about the possibility of HYBE or ADOR engaging in media manipulation or other tactics. To ensure our position is accurately conveyed, we discussed this matter extensively among ourselves and decided to hold this emergency press conference. The reason we’ve decided to leave ADOR is very simple. I’m sure many of you here—those familiar with our situation—already understand this. NewJeans is an artist under ADOR, and ADOR has an obligation to protect NewJeans. That is the most basic responsibility of a company. However, ADOR neither has the capability nor the will to fulfill this duty. Remaining with ADOR would only waste our time and continue to subject us to emotional distress. More importantly, there’s nothing for us to gain professionally by staying. For these reasons, all five of us have concluded that we have no reason to remain with ADOR. 🧸Kim Minji: Yes, we hereby announce that the exclusive contract between NewJeans and ADOR will be terminated as of midnight on November 29th. Currently, however, HYBE and ADOR are playing word games, claiming that “HYBE is at fault, not ADOR, so this cannot be considered a breach of contract.” But as everyone knows, HYBE and ADOR are practically one and the same. The ADOR we originally worked with has changed significantly, and even the directors who were previously part of the company have all been abruptly dismissed. Now they are trying to draw a distinction between HYBE and ADOR, but ADOR has been transformed entirely to suit HYBE’s preferences. They’ve severed ties with the directors who worked so hard alongside us, and the trust we had with ADOR has completely collapsed. The claim that we should maintain our exclusive contracts with such a company is something we simply cannot accept. As such, we submitted a request for corrections regarding the breaches of contract. As mentioned earlier, the correction period ends at midnight tonight. Yesterday, you may have seen a begrudging statement from ADOR beginning with “This is in accordance with the notice of corrective measures,” but it was nothing more than a superficial response with no real intent to make improvements. They’ve also sent performative emails that fail to address a single one of the issues we raised. We’ve communicated our concerns multiple times, both through our live broadcast and the content-certified letter, but their insincere attitude has left us exhausted. It’s clear to us once again that they have no genuine regard for us and no intention of addressing our concerns. With the end of the workday and less than four hours remaining until midnight, no corrective action has been taken. Therefore, all five of us will officially terminate our exclusive contracts as of midnight on November 29th. 🐶Danielle Marsh: Once our exclusive contracts are terminated, the five of us will no longer be ADOR artists. We plan to leave ADOR and freely pursue the activities we truly want to do. That said, we will proceed with all previously scheduled and contracted activities as planned. This includes our advertising commitments, which will all continue as agreed. We want to take this opportunity to sincerely thank the advertisers who have supported us, and we hope to reassure them that there’s no need to worry. Our intention in terminating our contracts is not to cause harm to anyone else, and we are determined to ensure that this does not happen. We sincerely hope to move forward without negatively impacting others in the process. 🐱Kang Haerin: I’ve seen several articles regarding penalties, but we have not breached our exclusive contract—not once. We’ve been doing our best in all our activities up until now, and we believe there is absolutely no reason for us to pay any penalties. On the contrary, it is ADOR and HYBE who have violated the terms of the contract, and this is precisely what has led to the current situation. Naturally, we believe the responsibility lies entirely with ADOR and HYBE. 🐹Lee Hyein: Finally, as of midnight tonight, the five of us may not be able to use the name “NewJeans” for the time being, regardless of our wishes. However, the essence of who we are as NewJeans will never change. We have no intention of giving up the name “NewJeans.” To some, the name “NewJeans” may seem like just a name or a trademark issue, but for us, it’s far more than that. This name holds all the meaning of everything we’ve worked on together, from the day the five of us first met until now. That’s why we will continue to do everything we can to fully secure the rights to the name “NewJeans.” 🦦Hanni Pham: We faced mistreatment not just towards us, but also including our staff. Countless preventions and contradictions, deliberate miscommunications, and manipulation regarding multiple areas. A company that no longer has any sincerity in the art and music that it's creating and is rather fixated on appearing like a well-working company despite only having thoughts about making money and don't have any conscience about the negative effect they create through their non-authentic means. This is not the type of work ethic we respect, nor want to be a part of, and to continue working under a company with no intention of protecting NewJeans would only do us harm. So that is why we, the five of us, together, have agreed to leave the ADOR. And for us to clearly express ourselves before misleading information is released and to abandon this, we have chosen to hold an emergency press conference today. 🐶Danielle Marsh: Once we leave ADOR, we will aim to proceed freely with the activities that we really desire. Especially with the schedules that have already been arranged, we will try our very best to continue... and without any complications. We really wish to be able to release new music for Bunnies next year, as soon as possible, whenever. And we really hope that we have the opportunity to meet you guys from all around the world. Lastly, we are well aware that from today we may not be able to use our current name, NewJeans. However, that doesn't mean that we are giving up on the name at all. And we will continue to fight for NewJeans. Regardless of our name, just remember that NewJeans never dies. 🧸Kim Minji: I believe that a person’s mindset is incredibly important. I think it’s courageous people who change the world and live their lives with greater independence. Having the courage to act on what you truly want, without weighing and calculating how much you can accomplish, isn’t something everyone possesses. For me, it was possible because I had Bunnies, our fans, supporting me, as well as my fellow members by my side. I also drew a lot of courage from watching our CEO. On the days we worked together, I saw a CEO who always worked the hardest and was always surrounded by good people. One of the things our CEO said that stuck with me was, “I want to set a precedent.” That sentiment inspired me deeply and gave me great courage. In life, we hold many principles and convictions, but standing by them—even at great personal cost—isn’t easy. I believe that if you don’t take initiative to solve your own challenges, nothing will change, and no one else will do it for you. That’s why the five of us decided to hold this meeting today—to stand up and speak openly about our intentions. Of course, many challenges still lie ahead, and we don’t know what obstacles we may face. But the five of us have decided to unite, gather our strength, and embrace the challenges to come. We hope you’ll continue to support us and watch over our journey. Finally, I sincerely hope that environments where people can work and interact with mutual respect, free from harassment, can be created everywhere, whether it’s in schools or workplaces. Thank you. 📹Newsen #NewJeans #뉴진스 #NEWJEANS_NEVER_DIE
13:16

241128 NewJeans Press Conference Spaceshare Samseong COEX Center in Gangnam-gu, Seoul | 8:30 PM "Termination of the Exclusive Contract between NewJeans and ADOR" Host: To start, let’s have the members introduce themselves. 🧸Kim Minji: Yes, we’ll begin with introductions. 👖NewJeans: Hello, we are NewJeans. 🦦Hanni Pham: Before we begin, how about we each introduce ourselves briefly? 🐱Kang Haerin: Hello, I’m Haerin. 🐶Danielle Marsh: Hello, I’m Danielle. 🧸Kim Minji: Hello, I’m Minji. 🦦Hanni Pham: Hello, I’m Hanni. 🐹Lee Hyein: Hello, I’m Hyein. Host: Members, please feel free to take your time and share what you’ve prepared. 🦦Hanni Pham: First of all, it snowed for the first time yesterday, and the weather has gotten really cold. Thank you so much for coming to this suddenly arranged event today. We truly appreciate it, knowing how difficult it is to make time for something like this. (👖NewJeans: Thank you.) Before we get into the details, I’d like to emphasize that the YouTube Live we did in September and the content-certified letter of correction we sent to ADOR two weeks ago were decisions made and carried out collectively by all five of us. The reason we’ve convened this emergency press conference is quite straightforward: the deadline for the corrections we demanded ends today at 12:00 PM. However, as of the close of business today, neither HYBE nor ADOR has shown any willingness or effort to address our demands or make any improvements. In fact, we’re scheduled to leave for an overseas event tomorrow morning, flying to Japan, and we won’t be back until next week. During that time, we’re deeply concerned about the possibility of HYBE or ADOR engaging in media manipulation or other tactics. To ensure our position is accurately conveyed, we discussed this matter extensively among ourselves and decided to hold this emergency press conference. The reason we’ve decided to leave ADOR is very simple. I’m sure many of you here—those familiar with our situation—already understand this. NewJeans is an artist under ADOR, and ADOR has an obligation to protect NewJeans. That is the most basic responsibility of a company. However, ADOR neither has the capability nor the will to fulfill this duty. Remaining with ADOR would only waste our time and continue to subject us to emotional distress. More importantly, there’s nothing for us to gain professionally by staying. For these reasons, all five of us have concluded that we have no reason to remain with ADOR. 🧸Kim Minji: Yes, we hereby announce that the exclusive contract between NewJeans and ADOR will be terminated as of midnight on November 29th. Currently, however, HYBE and ADOR are playing word games, claiming that “HYBE is at fault, not ADOR, so this cannot be considered a breach of contract.” But as everyone knows, HYBE and ADOR are practically one and the same. The ADOR we originally worked with has changed significantly, and even the directors who were previously part of the company have all been abruptly dismissed. Now they are trying to draw a distinction between HYBE and ADOR, but ADOR has been transformed entirely to suit HYBE’s preferences. They’ve severed ties with the directors who worked so hard alongside us, and the trust we had with ADOR has completely collapsed. The claim that we should maintain our exclusive contracts with such a company is something we simply cannot accept. As such, we submitted a request for corrections regarding the breaches of contract. As mentioned earlier, the correction period ends at midnight tonight. Yesterday, you may have seen a begrudging statement from ADOR beginning with “This is in accordance with the notice of corrective measures,” but it was nothing more than a superficial response with no real intent to make improvements. They’ve also sent performative emails that fail to address a single one of the issues we raised. We’ve communicated our concerns multiple times, both through our live broadcast and the content-certified letter, but their insincere attitude has left us exhausted. It’s clear to us once again that they have no genuine regard for us and no intention of addressing our concerns. With the end of the workday and less than four hours remaining until midnight, no corrective action has been taken. Therefore, all five of us will officially terminate our exclusive contracts as of midnight on November 29th. 🐶Danielle Marsh: Once our exclusive contracts are terminated, the five of us will no longer be ADOR artists. We plan to leave ADOR and freely pursue the activities we truly want to do. That said, we will proceed with all previously scheduled and contracted activities as planned. This includes our advertising commitments, which will all continue as agreed. We want to take this opportunity to sincerely thank the advertisers who have supported us, and we hope to reassure them that there’s no need to worry. Our intention in terminating our contracts is not to cause harm to anyone else, and we are determined to ensure that this does not happen. We sincerely hope to move forward without negatively impacting others in the process. 🐱Kang Haerin: I’ve seen several articles regarding penalties, but we have not breached our exclusive contract—not once. We’ve been doing our best in all our activities up until now, and we believe there is absolutely no reason for us to pay any penalties. On the contrary, it is ADOR and HYBE who have violated the terms of the contract, and this is precisely what has led to the current situation. Naturally, we believe the responsibility lies entirely with ADOR and HYBE. 🐹Lee Hyein: Finally, as of midnight tonight, the five of us may not be able to use the name “NewJeans” for the time being, regardless of our wishes. However, the essence of who we are as NewJeans will never change. We have no intention of giving up the name “NewJeans.” To some, the name “NewJeans” may seem like just a name or a trademark issue, but for us, it’s far more than that. This name holds all the meaning of everything we’ve worked on together, from the day the five of us first met until now. That’s why we will continue to do everything we can to fully secure the rights to the name “NewJeans.” 🦦Hanni Pham: We faced mistreatment not just towards us, but also including our staff. Countless preventions and contradictions, deliberate miscommunications, and manipulation regarding multiple areas. A company that no longer has any sincerity in the art and music that it's creating and is rather fixated on appearing like a well-working company despite only having thoughts about making money and don't have any conscience about the negative effect they create through their non-authentic means. This is not the type of work ethic we respect, nor want to be a part of, and to continue working under a company with no intention of protecting NewJeans would only do us harm. So that is why we, the five of us, together, have agreed to leave the ADOR. And for us to clearly express ourselves before misleading information is released and to abandon this, we have chosen to hold an emergency press conference today. 🐶Danielle Marsh: Once we leave ADOR, we will aim to proceed freely with the activities that we really desire. Especially with the schedules that have already been arranged, we will try our very best to continue... and without any complications. We really wish to be able to release new music for Bunnies next year, as soon as possible, whenever. And we really hope that we have the opportunity to meet you guys from all around the world. Lastly, we are well aware that from today we may not be able to use our current name, NewJeans. However, that doesn't mean that we are giving up on the name at all. And we will continue to fight for NewJeans. Regardless of our name, just remember that NewJeans never dies. 🧸Kim Minji: I believe that a person’s mindset is incredibly important. I think it’s courageous people who change the world and live their lives with greater independence. Having the courage to act on what you truly want, without weighing and calculating how much you can accomplish, isn’t something everyone possesses. For me, it was possible because I had Bunnies, our fans, supporting me, as well as my fellow members by my side. I also drew a lot of courage from watching our CEO. On the days we worked together, I saw a CEO who always worked the hardest and was always surrounded by good people. One of the things our CEO said that stuck with me was, “I want to set a precedent.” That sentiment inspired me deeply and gave me great courage. In life, we hold many principles and convictions, but standing by them—even at great personal cost—isn’t easy. I believe that if you don’t take initiative to solve your own challenges, nothing will change, and no one else will do it for you. That’s why the five of us decided to hold this meeting today—to stand up and speak openly about our intentions. Of course, many challenges still lie ahead, and we don’t know what obstacles we may face. But the five of us have decided to unite, gather our strength, and embrace the challenges to come. We hope you’ll continue to support us and watch over our journey. Finally, I sincerely hope that environments where people can work and interact with mutual respect, free from harassment, can be created everywhere, whether it’s in schools or workplaces. Thank you. 📹Newsen #NewJeans #뉴진스 #NEWJEANS_NEVER_DIE

1tokki

44,929 Aufrufe • vor 1 Jahr

When Elon Musk beams in virtually for a high-stakes fireside chat with JPMorgan Chase CEO Jamie Dimon, the conversation goes completely out of this world. The discussion was packed with massive milestones—from the bombshell that SpaceX is going public to plans for lunar AI data centers and the urgent need for the Terafab chip revolution. Here is the ultimate breakdown of their discussion: 💵 SpaceX has been self-funding and cash-flow positive for a decade Before the decision to go public, SpaceX didn't actually need to raise money to survive. The company has been cash-flow positive since around 2014–2015, meaning its private equity rounds were exclusively held to provide liquidity for employees and early investors. "We've been positive cash flow for quite a long time, I think, since around 2014-2015. And we've been self-funding. In fact, in our sort of private equity rounds, they actually have not been fundraising rounds. They've been liquidity rounds for investors and employees because we give everyone at the company stock." 🚀 The upcoming capital growth phase requires massive funding The primary trigger for going public now is an unprecedented capital expenditure phase. SpaceX is preparing to deploy an immense constellation of over 100,000 Next-Gen communication satellites and construct massive AI data centers in orbit. "we are embarking on a significant capital growth phase where we're going to put in over probably 100,000 satellites, probably over 100,000 satellites, just for communications... And then we're also doing the AI data centers in space, which is another massive capital endeavor." 📡 Starlink V3 introduces a massive bandwidth breakthrough The custom chips designed by SpaceX for the V3 satellites will completely alter global communications, offering 100 times the bandwidth of the current system and slashing latency in half by operating at a lower altitude. They are so large—the size of a small bus—that Starship is the only rocket on Earth capable of launching them, carrying 50 at a time. "The version three is, depending on how you count it, 10 to 20 times more capable than the version two satellite. And there were three chips that the SpaceX chip design team taped out that are specific to this... Which means it's 100 times more bandwidth than the SpaceX's Starlink system currently on the surface. And also half the latency because the altitude will be about half altitude." 🤖 AI and robots possess an insatiable appetite for data Musk points out that expanding infrastructure into space is vital because future AI and robotic systems will demand an astronomical amount of bandwidth compared to the relatively low data transmission rates of human beings. "And the future with AI and robots is actually going to require a lot more bandwidth than we currently use. Because you can imagine like what's the bandwidth of a human? Peak bandwidth of the human is a few hundred bits per second. But bandwidth of a computer can be a trillion bits a second. So the appetite for bandwidth of AI and robots is going to be enormous." ☀️ Space solves the looming terrestrial power plant crisis Building traditional power plants on Earth faces heavy community resistance. Moving data centers into space unlocks unlimited energy generation via solar power ("star power") without disrupting Earth's environment, tapping into an energy source that accounts for 99.8% of the solar system's mass. "It's increasingly difficult to build power plants on the ground. There are very few people who want a power plant in their backyard... But actually if we go to space, we can go far beyond the electricity generation of both. In fact, this is going to sound kind of crazy. But you could actually increase human energy by a factor of a million and still be using much less than a millionth of the sun's energy." 🌕 The Moon is a 1,000-Terawatt compute launchpad While Mars remains the long-term goal, the Moon is the immediate fast-track location for massive scaling. Because it lacks an atmosphere and has low gravity, SpaceX can use electromagnetic rail guns to shoot AI data centers into deep space from the lunar surface, scaling power to an incredible 1,000 terawatts per year. "I just think that we can build a self-sustaining city on the moon faster than we could do so on Mars. And there's also the potential... you can use an electromagnetic accelerator, a rail gun or mass driver. Basically, you don't need to use rockets to do AI data centers into deep space from the moon... We can do a thousand terawatts or more from the moon." 🪐 Mars is the ultimate "fixer-upper" planet Mars is being targeted as a full-scale terraforming project. Due to its atmosphere and gravity levels, warming up the planet could eventually unlock liquid oceans and allow humans to walk around without spacesuits. "And if you warm up Mars, you could one day make Mars like Earth. And with like liquid oceans and life. And where you could walk outside without a spacesuit type of thing. So Mars is, I call Mars a fixer upper of a planet. But it's got a lot of potential." 🚂 SpaceX is the modern-day Union Pacific Railroad Musk rejects the idea that SpaceX is moving into the hospitality or hotel business for space tourism. Instead, he views the company as a foundational infrastructure provider, comparable to the historic railroads that opened up the American West. "We're kind of like Union Pacific, you know. You know, when they built Union Pacific back in the day, people thought they were crazy. Because like, why are you trying to carry all this cargo and people to California? No one's there. But now California is the biggest state in the country." ♻️ Starship's core disruption is 100% reusability The true holy grail of Starship is full reusability, which drops orbit access costs down to the mere price of fuel. Because it utilizes ultra-cheap liquid oxygen and methane, shipping cargo to space will become more economical than flying cargo across Earth's oceans on an airplane. "The fundamental breakthrough of Starship is that it will be the first orbital rocket that is fully reusable... And the propellant we use for Starship is liquid oxygen and liquid methane, which is the cheapest propellant you could possibly get... which means that you should be able to actually send cargo to space for less than the cost of cargo on an airplane going on a trans-oceanic trip." 🔄 Starship V4 targets hourly launch cadences SpaceX's engineering pipeline is aiming for staggering operational frequencies and massive payloads. While Starship V3 targets 100 tons to orbit, the upcoming V4 variant is designed to carry over 200 tons and launch on an hourly schedule. "Because Starship V3 is aiming to do 100 tons to orbit with full reusability. And then Starship V4 we're aiming for over 200 tons per mission. And then being able to launch every hour." ☁️ Orbital data centers are entirely weather-proof Space-based AI data centers are highly practical because they are simpler to construct than communication satellites. Data is beamed via lasers between satellites, and then beamed to the ground using cloud-penetrating radio frequencies that completely bypass bad weather. "The AI data center would be much simpler by comparison. Because it's really just solar power plus radiator... The connection would happen no matter what the weather is. Because once you connect via the lasers to the Starlink communication constellation, the Starlink communication to the ground uses frequencies that are cloud penetrating." 🇺🇸 The U.S. faces a catastrophic "Zero Memory Fab" crisis A major vulnerability in domestic tech infrastructure is that the U.S. currently manufactures zero high-volume computer memory chips. Even with new facilities arriving online between 2028 and 2030, domestic supply will not match the exponential requirements of AI, which is why Musk is aggressively building the Terafab. "there's not a single high volume computer memory fab in America right now. Zero. There's one being built in Idaho by Micron. But that will not reach volume production until I believe 2028. And there's something being built in New York, but they are in, I think, 29 and 30. And this is a tiny fraction of the memory that's needed... That's why we need to do the Terafab." 🧠 SpaceX will offer proprietary AI chips and software While the orbital data center network will remain an open marketplace capable of running third-party hardware like NVIDIA GPUs, Google TPUs, or Amazon Trainium, SpaceX plans to deploy its own in-house AI chips and software stack in the near future. "So if NVIDIA GPUs can be put on it, Google TPUs can be put on it, Amazon Trainium or any other chips that you want to put on, can be put on. We'll also offer our chips in the future and I think we also want to offer our software, our AI software as well in the future." 🛡️ Starshield handles critical national intelligence Musk emphasizes his deeply pro-American stance, highlighting SpaceX's specialized Starshield division as a crucial backbone for the U.S. military and national intelligence agencies. "We have a division called Starshield which provides military communications. And you know, there's some other stuff that's kind of classified, I guess. We can't be talking about that. But we are helping the Department of War and intelligence part of the government. We're a vital element of that." 👥 Executive retention fuels the mission The core leadership bench at SpaceX is defined by extreme longevity, driven by a deep collective belief in turning science fiction into reality. Top executives like Gwynne Shotwell have remained with Musk for over two decades. "I guess Gwynne was, I think, around the seventh person to join the company. And that was 2002. It's just went to like 24 years. And generally the senior executives at the company, you have a very long tenure. I think Brent Johnson's been, you see, over 15 years... because people really believe in the mission, I think they want to stay and they want to keep building it." ❤️ Character overrides IQ in leadership Reflecting on how he has evolved over 20 years, Musk notes that he has become significantly more laid back. He has also learned that a candidate's moral character and heart are just as vital to a company's success as raw intellectual horsepower. "Well, I think I'm probably more chill than I used to be... And one of the things I've found over time... is that like in terms of like recruiting people to the company and having people work with the company, like their individual abilities and their intellectual capabilities matter a lot, but it also matters if they have a good heart. It's not just about whether somebody has a certain IQ or whatever, but just are they like a good person, that matters a lot."
27:20

When Elon Musk beams in virtually for a high-stakes fireside chat with JPMorgan Chase CEO Jamie Dimon, the conversation goes completely out of this world. The discussion was packed with massive milestones—from the bombshell that SpaceX is going public to plans for lunar AI data centers and the urgent need for the Terafab chip revolution. Here is the ultimate breakdown of their discussion: 💵 SpaceX has been self-funding and cash-flow positive for a decade Before the decision to go public, SpaceX didn't actually need to raise money to survive. The company has been cash-flow positive since around 2014–2015, meaning its private equity rounds were exclusively held to provide liquidity for employees and early investors. "We've been positive cash flow for quite a long time, I think, since around 2014-2015. And we've been self-funding. In fact, in our sort of private equity rounds, they actually have not been fundraising rounds. They've been liquidity rounds for investors and employees because we give everyone at the company stock." 🚀 The upcoming capital growth phase requires massive funding The primary trigger for going public now is an unprecedented capital expenditure phase. SpaceX is preparing to deploy an immense constellation of over 100,000 Next-Gen communication satellites and construct massive AI data centers in orbit. "we are embarking on a significant capital growth phase where we're going to put in over probably 100,000 satellites, probably over 100,000 satellites, just for communications... And then we're also doing the AI data centers in space, which is another massive capital endeavor." 📡 Starlink V3 introduces a massive bandwidth breakthrough The custom chips designed by SpaceX for the V3 satellites will completely alter global communications, offering 100 times the bandwidth of the current system and slashing latency in half by operating at a lower altitude. They are so large—the size of a small bus—that Starship is the only rocket on Earth capable of launching them, carrying 50 at a time. "The version three is, depending on how you count it, 10 to 20 times more capable than the version two satellite. And there were three chips that the SpaceX chip design team taped out that are specific to this... Which means it's 100 times more bandwidth than the SpaceX's Starlink system currently on the surface. And also half the latency because the altitude will be about half altitude." 🤖 AI and robots possess an insatiable appetite for data Musk points out that expanding infrastructure into space is vital because future AI and robotic systems will demand an astronomical amount of bandwidth compared to the relatively low data transmission rates of human beings. "And the future with AI and robots is actually going to require a lot more bandwidth than we currently use. Because you can imagine like what's the bandwidth of a human? Peak bandwidth of the human is a few hundred bits per second. But bandwidth of a computer can be a trillion bits a second. So the appetite for bandwidth of AI and robots is going to be enormous." ☀️ Space solves the looming terrestrial power plant crisis Building traditional power plants on Earth faces heavy community resistance. Moving data centers into space unlocks unlimited energy generation via solar power ("star power") without disrupting Earth's environment, tapping into an energy source that accounts for 99.8% of the solar system's mass. "It's increasingly difficult to build power plants on the ground. There are very few people who want a power plant in their backyard... But actually if we go to space, we can go far beyond the electricity generation of both. In fact, this is going to sound kind of crazy. But you could actually increase human energy by a factor of a million and still be using much less than a millionth of the sun's energy." 🌕 The Moon is a 1,000-Terawatt compute launchpad While Mars remains the long-term goal, the Moon is the immediate fast-track location for massive scaling. Because it lacks an atmosphere and has low gravity, SpaceX can use electromagnetic rail guns to shoot AI data centers into deep space from the lunar surface, scaling power to an incredible 1,000 terawatts per year. "I just think that we can build a self-sustaining city on the moon faster than we could do so on Mars. And there's also the potential... you can use an electromagnetic accelerator, a rail gun or mass driver. Basically, you don't need to use rockets to do AI data centers into deep space from the moon... We can do a thousand terawatts or more from the moon." 🪐 Mars is the ultimate "fixer-upper" planet Mars is being targeted as a full-scale terraforming project. Due to its atmosphere and gravity levels, warming up the planet could eventually unlock liquid oceans and allow humans to walk around without spacesuits. "And if you warm up Mars, you could one day make Mars like Earth. And with like liquid oceans and life. And where you could walk outside without a spacesuit type of thing. So Mars is, I call Mars a fixer upper of a planet. But it's got a lot of potential." 🚂 SpaceX is the modern-day Union Pacific Railroad Musk rejects the idea that SpaceX is moving into the hospitality or hotel business for space tourism. Instead, he views the company as a foundational infrastructure provider, comparable to the historic railroads that opened up the American West. "We're kind of like Union Pacific, you know. You know, when they built Union Pacific back in the day, people thought they were crazy. Because like, why are you trying to carry all this cargo and people to California? No one's there. But now California is the biggest state in the country." ♻️ Starship's core disruption is 100% reusability The true holy grail of Starship is full reusability, which drops orbit access costs down to the mere price of fuel. Because it utilizes ultra-cheap liquid oxygen and methane, shipping cargo to space will become more economical than flying cargo across Earth's oceans on an airplane. "The fundamental breakthrough of Starship is that it will be the first orbital rocket that is fully reusable... And the propellant we use for Starship is liquid oxygen and liquid methane, which is the cheapest propellant you could possibly get... which means that you should be able to actually send cargo to space for less than the cost of cargo on an airplane going on a trans-oceanic trip." 🔄 Starship V4 targets hourly launch cadences SpaceX's engineering pipeline is aiming for staggering operational frequencies and massive payloads. While Starship V3 targets 100 tons to orbit, the upcoming V4 variant is designed to carry over 200 tons and launch on an hourly schedule. "Because Starship V3 is aiming to do 100 tons to orbit with full reusability. And then Starship V4 we're aiming for over 200 tons per mission. And then being able to launch every hour." ☁️ Orbital data centers are entirely weather-proof Space-based AI data centers are highly practical because they are simpler to construct than communication satellites. Data is beamed via lasers between satellites, and then beamed to the ground using cloud-penetrating radio frequencies that completely bypass bad weather. "The AI data center would be much simpler by comparison. Because it's really just solar power plus radiator... The connection would happen no matter what the weather is. Because once you connect via the lasers to the Starlink communication constellation, the Starlink communication to the ground uses frequencies that are cloud penetrating." 🇺🇸 The U.S. faces a catastrophic "Zero Memory Fab" crisis A major vulnerability in domestic tech infrastructure is that the U.S. currently manufactures zero high-volume computer memory chips. Even with new facilities arriving online between 2028 and 2030, domestic supply will not match the exponential requirements of AI, which is why Musk is aggressively building the Terafab. "there's not a single high volume computer memory fab in America right now. Zero. There's one being built in Idaho by Micron. But that will not reach volume production until I believe 2028. And there's something being built in New York, but they are in, I think, 29 and 30. And this is a tiny fraction of the memory that's needed... That's why we need to do the Terafab." 🧠 SpaceX will offer proprietary AI chips and software While the orbital data center network will remain an open marketplace capable of running third-party hardware like NVIDIA GPUs, Google TPUs, or Amazon Trainium, SpaceX plans to deploy its own in-house AI chips and software stack in the near future. "So if NVIDIA GPUs can be put on it, Google TPUs can be put on it, Amazon Trainium or any other chips that you want to put on, can be put on. We'll also offer our chips in the future and I think we also want to offer our software, our AI software as well in the future." 🛡️ Starshield handles critical national intelligence Musk emphasizes his deeply pro-American stance, highlighting SpaceX's specialized Starshield division as a crucial backbone for the U.S. military and national intelligence agencies. "We have a division called Starshield which provides military communications. And you know, there's some other stuff that's kind of classified, I guess. We can't be talking about that. But we are helping the Department of War and intelligence part of the government. We're a vital element of that." 👥 Executive retention fuels the mission The core leadership bench at SpaceX is defined by extreme longevity, driven by a deep collective belief in turning science fiction into reality. Top executives like Gwynne Shotwell have remained with Musk for over two decades. "I guess Gwynne was, I think, around the seventh person to join the company. And that was 2002. It's just went to like 24 years. And generally the senior executives at the company, you have a very long tenure. I think Brent Johnson's been, you see, over 15 years... because people really believe in the mission, I think they want to stay and they want to keep building it." ❤️ Character overrides IQ in leadership Reflecting on how he has evolved over 20 years, Musk notes that he has become significantly more laid back. He has also learned that a candidate's moral character and heart are just as vital to a company's success as raw intellectual horsepower. "Well, I think I'm probably more chill than I used to be... And one of the things I've found over time... is that like in terms of like recruiting people to the company and having people work with the company, like their individual abilities and their intellectual capabilities matter a lot, but it also matters if they have a good heart. It's not just about whether somebody has a certain IQ or whatever, but just are they like a good person, that matters a lot."

Ming

60,910 Aufrufe • vor 2 Monaten

To My Lovely community, #Crofam . I want to put this in advance, I am still here because I still have hope, but I cannot serve our future if I don't talk about this topic below, which is mainly addressed to our leaders. Most of you are well aware of the issues. Don't listen to us, listen to independent reviewers who are not biased left or right. Perfect snippet from an Overall positive video below! But if you decide that you might be interested from an OLD community member who has been with your for years and spent hundreds - but more like Thousands of hours to contribute to your success please read my take below: 👇 0. The Loudest Issue: CRO Performance & Cronos Activity The most vocal concern among investors is the poor performance of the CRO token, released by Crypto.com. However, an even bigger problem is the declining activity on —again, a creation of Cryptocom. 1. A Confusing and Inconsistent Relationship with Cronos For years, we felt abandoned, and while we understood that this might have been necessary due to regulatory concerns, it was a breath of fresh air when Cronos was mentioned in Cryptocom’s roadmap. Only for it to be removed again. Then we saw Kris listed as the head of Cronos on official Korean documents—only for it to change again within days. CRO gets advertised, then removed. Many people got involved with $CRO and Cronos specifically only because it was tied to and closely linked to Cryptocom and the fact that the relationship has only blurred and become more ambiguous over time is also not really fair to users/investors either. In fact, it's almost misleading. The relationship between Cryptocom and Cronos is so inconsistent and convoluted that it could be the plot of a Brazilian soap opera. Investors deserve better clarity and stability. 2. The Ambassador Program – What’s the Point? I know for most this is not important, but for me as an ambassador still somewhere on the top. What is the actual purpose of the Cryptocom and Cronos ambassador programs? Communication is non-existent, engagement is minimal, and we have no real role in the chain’s development. Instead, we serve as punching bags for community frustrations because no official team members are available for direct questions. If the ambassador program disappeared tomorrow, nothing would change. That says a lot. I don't even know if half of the ambassadors we have still on the chain or active at all. We could cut the current ambassadors list by 90% and they probably won't even notice. As a salt on the wound again, the gossips that ambassadors who the community never even heard of getting reimbursed while those who here and working full time for free just to keep your chain alive is outrageous. I only know one Turkish ambassador who works hard for the chain and community and that is Kaan, the rest is basically unknown and only seen complaints about them, not just wasting company money but in return swearing and complaining about Kris. How is that a good investment? I don't care how close some of them to certain top level officials, it needs a review even if its a small portion of the problems.. Start rewarding people who serve the overall success. 3. Where is the CEO? Leadership means stepping up, especially in difficult times. Yet, Kris has never taken open, unscripted questions from the community. Even the scripted AMA sessions with Steve were appreciated, but now those are gone too. Hiding during tough times and reappearing only when the market is bullish is not the leadership investors deserve. If you don’t want us when things are bad, don’t celebrate with us when things are good. *Moving head sideways and shaking finger 4. Cronos Labs & Grant Allocations I have no issue with Cryptocom building under the guise of Cronos Labs and receiving grants originally meant for external developers. But while it’s true that many builders abused the grant system and left, that is the fault of those who approved those grants—not the current builders still here. It takes an hour of research to see who’s been building for years. If you genuinely care about Cronos, start engaging with the community. I post free aggregated Cronos news every Sunday—it’s not that hard to stay informed! ad: Pampa Sunday Cronos news turns 1 year this month! Whoop-whoop! 5. Cronos Token Listings & Double Standards I understand that not all Cronos-based tokens can be listed, or even any at all. However, the claim that Cryptocom is protecting retail investors by avoiding Cronos token listings is simply false. Look at the last 100 token listings—many have crashed or were outright rug. Examples? Gekko HQ is down over 99%, and $HEHE is completely abandoned. Where is the protection in that? Meanwhile, Cryptocom lists its own Cronos Labs projects despite them having little to no volume, just to keep them afloat. If you don’t want to list Cronos tokens, just be honest—admit that you prefer listing projects from other chains because they might attract new users. Don’t act like you’re protecting anyone. 6. The Marketing Budget vs. Reality Cryptocom spends an insane amount on marketing. While I don’t mind the ambition, we need to be realistic. Celebrity endorsements and massive sponsorship deals are questionable at best. Did spending 10 million CRO on a golfer bring in new users? Did getting Eminem to shill investments work? The recent U.S. elections showed that celebrities hold far less influence than people think. This is a new generation, a new market, and you cannot market a crypto company like Marlboro did Formula 1 in the ‘70s plastering your logo all over the tracks. 7. Respect for Developers & Employees To be clear: I have immense respect for the developers and employees at Cryptocom and Cronos. The devs are not only incredibly skilled but also hardworking and kind. I have great relationships with several, and I know many would love to be closer to the community. The problem isn’t them, and I urge the community not to direct frustration at them or the community managers. The real issues come from the top. 8. If You’re Still Reading, You Care—Unlike Leadership If you made it this far, you care about Cryptocom and Cronos. Unfortunately, I’d bet my Al Capone LEGO set that no one from upper management will read this far. Instead, they’ll dismiss it as just another clueless community member who failed to diversify their portfolio and is now whining about $CRO instead of just buying Bitcoin. Solutions: 1. Honest and Transparent Communication - Tell us what’s working, what’s not, and what your realistic expectations are. No more smoke and mirrors. 2. Active Participation in the Cronos and Cryptocom Ecosystem - Stop relying on secondhand messages. We’re tired of hearing “We’ll forward your suggestion to the team” with no follow-up. That’s not engagement and we heard that a thousand times already. 3. Genuine Support for Cronos Builders - Instead of blindly funding in-house projects, support real builders who have been active for years. Not every project needs massive funding—simple recognition and low-cost support or even free advertisement can go a long way. 4. Better Token Listing Policies - If Cronos tokens aren’t worth listing, be transparent. But if you’re listing failed and abandoned projects from other chains, you owe us an explanation. 5. Accountability from Leadership - We don’t expect miracles, but we do expect our CEO to engage with the community, take tough questions, and stand by us during difficult times. 6. Realistic Marketing Strategies - Stop throwing money at celebrity endorsements and ineffective ad campaigns. Focus on organic growth, community engagement, and real use cases. 7. Regular AMAs and Open Discussions - Leadership should hold at least quarterly AMAs with the community, answering real, unscripted questions. 8. More Accessible Community Engagement - Create a direct communication channel between developers, leadership, and the community, where actual feedback can be given and received. 9. Revamping the Ambassador Program - Give ambassadors a real purpose, better communication tools, and a direct line to Cryptocom to discuss community concerns.
3:52

To My Lovely community, #Crofam . I want to put this in advance, I am still here because I still have hope, but I cannot serve our future if I don't talk about this topic below, which is mainly addressed to our leaders. Most of you are well aware of the issues. Don't listen to us, listen to independent reviewers who are not biased left or right. Perfect snippet from an Overall positive video below! But if you decide that you might be interested from an OLD community member who has been with your for years and spent hundreds - but more like Thousands of hours to contribute to your success please read my take below: 👇 0. The Loudest Issue: CRO Performance & Cronos Activity The most vocal concern among investors is the poor performance of the CRO token, released by Crypto.com. However, an even bigger problem is the declining activity on —again, a creation of Cryptocom. 1. A Confusing and Inconsistent Relationship with Cronos For years, we felt abandoned, and while we understood that this might have been necessary due to regulatory concerns, it was a breath of fresh air when Cronos was mentioned in Cryptocom’s roadmap. Only for it to be removed again. Then we saw Kris listed as the head of Cronos on official Korean documents—only for it to change again within days. CRO gets advertised, then removed. Many people got involved with $CRO and Cronos specifically only because it was tied to and closely linked to Cryptocom and the fact that the relationship has only blurred and become more ambiguous over time is also not really fair to users/investors either. In fact, it's almost misleading. The relationship between Cryptocom and Cronos is so inconsistent and convoluted that it could be the plot of a Brazilian soap opera. Investors deserve better clarity and stability. 2. The Ambassador Program – What’s the Point? I know for most this is not important, but for me as an ambassador still somewhere on the top. What is the actual purpose of the Cryptocom and Cronos ambassador programs? Communication is non-existent, engagement is minimal, and we have no real role in the chain’s development. Instead, we serve as punching bags for community frustrations because no official team members are available for direct questions. If the ambassador program disappeared tomorrow, nothing would change. That says a lot. I don't even know if half of the ambassadors we have still on the chain or active at all. We could cut the current ambassadors list by 90% and they probably won't even notice. As a salt on the wound again, the gossips that ambassadors who the community never even heard of getting reimbursed while those who here and working full time for free just to keep your chain alive is outrageous. I only know one Turkish ambassador who works hard for the chain and community and that is Kaan, the rest is basically unknown and only seen complaints about them, not just wasting company money but in return swearing and complaining about Kris. How is that a good investment? I don't care how close some of them to certain top level officials, it needs a review even if its a small portion of the problems.. Start rewarding people who serve the overall success. 3. Where is the CEO? Leadership means stepping up, especially in difficult times. Yet, Kris has never taken open, unscripted questions from the community. Even the scripted AMA sessions with Steve were appreciated, but now those are gone too. Hiding during tough times and reappearing only when the market is bullish is not the leadership investors deserve. If you don’t want us when things are bad, don’t celebrate with us when things are good. *Moving head sideways and shaking finger 4. Cronos Labs & Grant Allocations I have no issue with Cryptocom building under the guise of Cronos Labs and receiving grants originally meant for external developers. But while it’s true that many builders abused the grant system and left, that is the fault of those who approved those grants—not the current builders still here. It takes an hour of research to see who’s been building for years. If you genuinely care about Cronos, start engaging with the community. I post free aggregated Cronos news every Sunday—it’s not that hard to stay informed! ad: Pampa Sunday Cronos news turns 1 year this month! Whoop-whoop! 5. Cronos Token Listings & Double Standards I understand that not all Cronos-based tokens can be listed, or even any at all. However, the claim that Cryptocom is protecting retail investors by avoiding Cronos token listings is simply false. Look at the last 100 token listings—many have crashed or were outright rug. Examples? Gekko HQ is down over 99%, and $HEHE is completely abandoned. Where is the protection in that? Meanwhile, Cryptocom lists its own Cronos Labs projects despite them having little to no volume, just to keep them afloat. If you don’t want to list Cronos tokens, just be honest—admit that you prefer listing projects from other chains because they might attract new users. Don’t act like you’re protecting anyone. 6. The Marketing Budget vs. Reality Cryptocom spends an insane amount on marketing. While I don’t mind the ambition, we need to be realistic. Celebrity endorsements and massive sponsorship deals are questionable at best. Did spending 10 million CRO on a golfer bring in new users? Did getting Eminem to shill investments work? The recent U.S. elections showed that celebrities hold far less influence than people think. This is a new generation, a new market, and you cannot market a crypto company like Marlboro did Formula 1 in the ‘70s plastering your logo all over the tracks. 7. Respect for Developers & Employees To be clear: I have immense respect for the developers and employees at Cryptocom and Cronos. The devs are not only incredibly skilled but also hardworking and kind. I have great relationships with several, and I know many would love to be closer to the community. The problem isn’t them, and I urge the community not to direct frustration at them or the community managers. The real issues come from the top. 8. If You’re Still Reading, You Care—Unlike Leadership If you made it this far, you care about Cryptocom and Cronos. Unfortunately, I’d bet my Al Capone LEGO set that no one from upper management will read this far. Instead, they’ll dismiss it as just another clueless community member who failed to diversify their portfolio and is now whining about $CRO instead of just buying Bitcoin. Solutions: 1. Honest and Transparent Communication - Tell us what’s working, what’s not, and what your realistic expectations are. No more smoke and mirrors. 2. Active Participation in the Cronos and Cryptocom Ecosystem - Stop relying on secondhand messages. We’re tired of hearing “We’ll forward your suggestion to the team” with no follow-up. That’s not engagement and we heard that a thousand times already. 3. Genuine Support for Cronos Builders - Instead of blindly funding in-house projects, support real builders who have been active for years. Not every project needs massive funding—simple recognition and low-cost support or even free advertisement can go a long way. 4. Better Token Listing Policies - If Cronos tokens aren’t worth listing, be transparent. But if you’re listing failed and abandoned projects from other chains, you owe us an explanation. 5. Accountability from Leadership - We don’t expect miracles, but we do expect our CEO to engage with the community, take tough questions, and stand by us during difficult times. 6. Realistic Marketing Strategies - Stop throwing money at celebrity endorsements and ineffective ad campaigns. Focus on organic growth, community engagement, and real use cases. 7. Regular AMAs and Open Discussions - Leadership should hold at least quarterly AMAs with the community, answering real, unscripted questions. 8. More Accessible Community Engagement - Create a direct communication channel between developers, leadership, and the community, where actual feedback can be given and received. 9. Revamping the Ambassador Program - Give ambassadors a real purpose, better communication tools, and a direct line to Cryptocom to discuss community concerns.

Pampa

31,544 Aufrufe • vor 1 Jahr

This episode is about a once-in-a-generation mind working on what may be the most important problem in history. It's based on the new book The Infinity Machine: Demis Hassabis, DeepMind, and the Quest for Superintelligence by Sebastian Mallaby. (0:00) This is the most crazy, ferocious corporate battle that we've ever seen. (2:21) Intelligence is fundamental; it is the root of all else. (3:27) When Demis founded DeepMind almost every investor turned him away. (4:50) Demis is a missionary entrepreneur and out-of-the-box scientist who, through brilliance and extraordinary drive, emerges as the right person for a particular moment. (6:20) I sit at my desk at 2 a.m., and I feel like reality is staring at me, screaming at me, literally screaming at me, trying to tell me something if I could just listen hard enough. That's how I feel every day, so you can see why I'm trying to build AI. I've felt that since I was very young that there's a deep, deep mystery about what's going on here. (7:10) Demis, who blazed the trail followed by rivals, is decent and public-spirited and wants the best for humanity. He has ego; he is fearsomely competitive, but his goal is scientific enlightenment, not money or power. (9:49) Demis has an extraordinary level of determination, unlike pretty much anybody. Astonishing, incredible determination. That's his most defining characteristic: just unbelievable determination. He works, sleeps, eats, breathes the mission 24 hours a day to a degree that I haven't seen with other people. (10:48) There is no 50% mode in Demis. There is not even a 99% mode in Demis. There is only 100%. (14:39) The slightly warped way I took that was: how do you know you've done your best? The only way I could know is basically if I push myself to the point just before death, because that is literally when you have done your best. (19:07) When he signed up for a game he liked to feel that he could win. (20:44) He saw no reason not to start a company and so he did. (22:40) Demis on what losing feels like to him: It's like my soul is on fire. (25:34) Demis was an extreme case of an authentic entrepreneur, not a mercenary who starts with a desire to get rich from a startup then casts around for a plausible idea, but rather a missionary who feels compelled to work on a particular challenge then starts a company as a way of tackling it. (25:57) The good thing about missionaries is that they never quit. Even if they have to work around the clock and pay themselves nothing. They will keep obsessing about the problem. (26:08) Peter Thiel on Demis: “I always say that people aren't really entrepreneurs in the abstract, but there's maybe one great company that somebody has in them. It was Demis's destiny to build this one.” (26:30) "If you invent a breakthrough in artificial intelligence so machines can learn, that would be worth 10 Microsofts." — Bill Gates (32:09) We only wanted hardcore believers. We would go to conferences and tell people we are starting an AGI company. 80% of the people would roll their eyes at us, literally roll their eyes at us and turn around and walk away. We figured that this was a very efficient way to discover who we should be talking to. (32:50) Blessed are those who believed before there was any evidence. (34:17) The way Demis saw things, true general intelligence would make almost anything possible, surpassing the internet, the printing press, or even the industrial revolution in importance. (35:22) Elon had declared that humans needed to colonize Mars in case disaster struck Earth. Demis had countered that killer AI robots might be one such disaster, but that the AI could obviously follow humans to Mars if it wanted to. (36:25) Peter Thiel felt instinctively suspicious of a fellow chess player. A man who had spent his formative years mentally crushing opponents should be treated with caution, Thiel reckoned. (37:07) I'm talking about the biggest invention ever, and investors keep coming back to "Where's the widget?" and I'm like, "I'm going to revolutionize all widgets, so I can pick you a random widget if you want me to, but you obviously haven't got the point if you're asking me this." (37:42) He [Larry Page] was basically telling me, maybe you could build a company like Google, but it would take the best part of your career. If my real mission was to build AGI, then why don't I use all the resources that he's accumulated? I thought that was a pretty good argument. (38:50) Elon tries to buy DeepMind (42:33) Sam Altman emails Elon: "I've been thinking a lot about whether it's possible to stop humanity from developing AI. I think the answer is almost definitely not. If it's going to happen anyway, it seems like it would be good for someone other than Google to do it first." (43:18) If you have powerful people who are able to understand the impact of the technology, they're not just gonna sit on the sidelines. (44:08) Humans had not understood how little they had understood. (44:31) As Peter Thiel said of Demis, "Geniuses are seldom brilliant in a general way. They tend to be brilliantly suited to a particular mission." (46:50) Demis was far more original and far more of a contrarian than most of the self-identified contrarians of Silicon Valley. (48:11) When Demis solves something big, he doesn't pause to spend much time savoring the achievement. (48:49) You definitely can't crack a hard problem if the person leading the team thinks it's not possible. (54:05) This is my whole life's work. I have to do what's necessary. The mission is in me; it's infused in me. You can't separate it from me. (54:28) Demis's core theme is that money and power were not ends in themselves. They were a means to scientific knowledge.
54:39

This episode is about a once-in-a-generation mind working on what may be the most important problem in history. It's based on the new book The Infinity Machine: Demis Hassabis, DeepMind, and the Quest for Superintelligence by Sebastian Mallaby. (0:00) This is the most crazy, ferocious corporate battle that we've ever seen. (2:21) Intelligence is fundamental; it is the root of all else. (3:27) When Demis founded DeepMind almost every investor turned him away. (4:50) Demis is a missionary entrepreneur and out-of-the-box scientist who, through brilliance and extraordinary drive, emerges as the right person for a particular moment. (6:20) I sit at my desk at 2 a.m., and I feel like reality is staring at me, screaming at me, literally screaming at me, trying to tell me something if I could just listen hard enough. That's how I feel every day, so you can see why I'm trying to build AI. I've felt that since I was very young that there's a deep, deep mystery about what's going on here. (7:10) Demis, who blazed the trail followed by rivals, is decent and public-spirited and wants the best for humanity. He has ego; he is fearsomely competitive, but his goal is scientific enlightenment, not money or power. (9:49) Demis has an extraordinary level of determination, unlike pretty much anybody. Astonishing, incredible determination. That's his most defining characteristic: just unbelievable determination. He works, sleeps, eats, breathes the mission 24 hours a day to a degree that I haven't seen with other people. (10:48) There is no 50% mode in Demis. There is not even a 99% mode in Demis. There is only 100%. (14:39) The slightly warped way I took that was: how do you know you've done your best? The only way I could know is basically if I push myself to the point just before death, because that is literally when you have done your best. (19:07) When he signed up for a game he liked to feel that he could win. (20:44) He saw no reason not to start a company and so he did. (22:40) Demis on what losing feels like to him: It's like my soul is on fire. (25:34) Demis was an extreme case of an authentic entrepreneur, not a mercenary who starts with a desire to get rich from a startup then casts around for a plausible idea, but rather a missionary who feels compelled to work on a particular challenge then starts a company as a way of tackling it. (25:57) The good thing about missionaries is that they never quit. Even if they have to work around the clock and pay themselves nothing. They will keep obsessing about the problem. (26:08) Peter Thiel on Demis: “I always say that people aren't really entrepreneurs in the abstract, but there's maybe one great company that somebody has in them. It was Demis's destiny to build this one.” (26:30) "If you invent a breakthrough in artificial intelligence so machines can learn, that would be worth 10 Microsofts." — Bill Gates (32:09) We only wanted hardcore believers. We would go to conferences and tell people we are starting an AGI company. 80% of the people would roll their eyes at us, literally roll their eyes at us and turn around and walk away. We figured that this was a very efficient way to discover who we should be talking to. (32:50) Blessed are those who believed before there was any evidence. (34:17) The way Demis saw things, true general intelligence would make almost anything possible, surpassing the internet, the printing press, or even the industrial revolution in importance. (35:22) Elon had declared that humans needed to colonize Mars in case disaster struck Earth. Demis had countered that killer AI robots might be one such disaster, but that the AI could obviously follow humans to Mars if it wanted to. (36:25) Peter Thiel felt instinctively suspicious of a fellow chess player. A man who had spent his formative years mentally crushing opponents should be treated with caution, Thiel reckoned. (37:07) I'm talking about the biggest invention ever, and investors keep coming back to "Where's the widget?" and I'm like, "I'm going to revolutionize all widgets, so I can pick you a random widget if you want me to, but you obviously haven't got the point if you're asking me this." (37:42) He [Larry Page] was basically telling me, maybe you could build a company like Google, but it would take the best part of your career. If my real mission was to build AGI, then why don't I use all the resources that he's accumulated? I thought that was a pretty good argument. (38:50) Elon tries to buy DeepMind (42:33) Sam Altman emails Elon: "I've been thinking a lot about whether it's possible to stop humanity from developing AI. I think the answer is almost definitely not. If it's going to happen anyway, it seems like it would be good for someone other than Google to do it first." (43:18) If you have powerful people who are able to understand the impact of the technology, they're not just gonna sit on the sidelines. (44:08) Humans had not understood how little they had understood. (44:31) As Peter Thiel said of Demis, "Geniuses are seldom brilliant in a general way. They tend to be brilliantly suited to a particular mission." (46:50) Demis was far more original and far more of a contrarian than most of the self-identified contrarians of Silicon Valley. (48:11) When Demis solves something big, he doesn't pause to spend much time savoring the achievement. (48:49) You definitely can't crack a hard problem if the person leading the team thinks it's not possible. (54:05) This is my whole life's work. I have to do what's necessary. The mission is in me; it's infused in me. You can't separate it from me. (54:28) Demis's core theme is that money and power were not ends in themselves. They were a means to scientific knowledge.

David Senra

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