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🍿TWICE NOW: House Oversight’s Subpoena Nightmare Hits TWO No-Shows For the Clintons. What’s the Panic? 😤💥 What Dirty Secrets Are They Hiding? Bill and Hillary got slapped with subpoenas in AUGUST by Oversight Chair James Comer: Epstein flights, Maxwell ties, and Clinton Foundation “aid” trips that scream cover-up. Deposition dates: October 9 for Hillary, October 14 for Bill? GHOSTED. Their Lawyers cry “scheduling conflicts” Meanwhile the Epstein Estate just dropped Bill’s 26+ Lolita Express jaunts and Hillary’s shady Maxwell nephew hire. So… WHAT are they terrified Oversight will uncover? Let’s see… —>Bill’s Black Book Bombshells: logs naming elites who flew with him – Gates? Hollywood creeps? DC fixers? About those Africa “humanitarian” hops — they weren’t charity; victims say they masked trafficking horrors. Hillary’s Campaign cash from Ghislaine’s kin? Emails burying probes? Remember Benghazi stonewalling? This scandal could torch her “what difference does it make” legacy. Foundation Grift Ties: Epstein’s “donations” funding Clinton ops? Bipartisan AGs (Holder, Lynch) subpoenaed too – did they squash cases to protect the duo? .Rep. James Comer unloads 65K+ pages – 20K NEW from Epstein’s estate. The House just PASSED Transparency Act 427-1 – Senate vote imminent. Dems who pushed the subpoena? Suddenly MUM. So far, .Democrats have hid the elite pedo racket that smells rotten to the core. But RepComer vows: “I’ve NEVER lost a subpoena fight.” Let’s see what happens. Contempt charges for the Clintons are coming if they dodge again. Time for truth to come out. 🍿#ClintonEpsteinSecrets #SubpoenaTheSwamp #OversightExposed #ReleaseTheFiles

Tosca Austen

42,285 görüntüleme • 8 ay önce

Michael Foot was right. “We didn’t fight for the vote to give it away.” That was the whole point of #Brexit. Not fantasy. Not nostalgia. Not flag-waving theatre for careerists in Union Jack cufflinks. It was about sovereignty. Democracy. The basic right of the British people to hire and fire those who make their laws. That was all Brexit had to achieve. The rest was down to Parliament. Down to government. Down to the political class who spent years pretending to “respect the result” while doing everything possible to blunt it, bury it, sabotage it, or turn it into another managerial stitch-up. So when #Starmer now dresses up closer EU alignment as some grand rescue mission, let’s be honest about what is really happening. He is not fixing Brexit. He is exposing the failure of the politicians who never wanted to carry it out in the first place. His latest speech pledged to put Britain back at the “heart of Europe”, while Downing Street still claims the red lines on rejoining the single market and customs union remain in place. That is not leadership. That is triangulation with a Brussels postcode. Brexit did not fail because ordinary people voted wrong. It failing because the same political class that hollowed out our towns, sold off our industries, crushed our unions, privatised our utilities, and shipped power upwards and outwards was suddenly asked to return power downwards to the people. And they hated it. The people voted to take back democratic control. The shower of parliamentarians handed us delay, deflection, bad faith, managed decline, and then blamed the voters for the wreckage. That is the oldest Westminster trick in the book: fail the people, then accuse the people of failure. Michael Foot understood what Starmer never will. Democracy is not an ornament. It is not something to be admired in speeches and surrendered in treaties. It belongs to the people, or it belongs to nobody. We did not fight for the vote to give it away. And we certainly did not fight for it so Keir Starmer could hand it back wrapped in a focus-grouped bow that told him it will win back support. Here is the hard truth Starmer needs to face: he never had that support in the first place. He became Prime Minister by default, carried into Downing Street on the wreckage of a collapsed Tory Party, not on a great wave of public belief. There was no national love affair with Starmerism. No working-class uprising for managerial politics. No mass demand for grey men with donor-class instincts to tell the country what it really voted for. He mistook Tory collapse for Labour consent. And now he wants to mistake that thin mandate for permission to unpick Brexit by stealth. #JustResign

The Heartlands Tribune

12,975 görüntüleme • 3 ay önce

“We really try to avoid non-player characters (when recruiting) - people who just go through life as if they’re on a stream and they have no agency over themselves.” Will Bryk. Co-founder and CEO of Exa. The founder who listens to the Mission Impossible soundtrack every morning, and finds more inspiration in fictional superheroes than real-life ones, on how he’s building the company powering the internet of agents. Knuckle Up ↓ In this conversation with Will: 00:00 Who is Will Bryk? 01:49 Why do agents need a different search engine than humans? 02:53 How can an independent search company survive the big labs? 07:33 What does the internet look like when agents do the searching? 10:19 How did writing a book on the history of civilization lead to Exa? 15:39 Why does Exa hire first-principles thinkers, not rebels? 18:05 What is a “non-playable character,” and why does Exa screen for it? 19:49 How does Exa win engineers against the labs’ packages? 21:30 Why does Will kill process “before it lays eggs”? 26:27 Does the “bitter lesson” apply to humans? 29:52 What breaks when a company outgrows a single room? 34:47 Are there 100x and 1000x engineers now, not just 10x? 37:32 Why should nothing at Exa ever take a month to ship? 45:30 Where does Will’s drive actually come from? 48:28 Why are Will’s role models fictional, not real? 51:05 What does “We’ll figure it out” mean at Exa? 54:05 Why do Will’s best thoughts happen at 2:00 AM? 57:47 Quickfire: red flags, young founder myths, and Will’s mission impossible

Nakul Mandan

83,295 görüntüleme • 6 gün önce

Disney released Snow White in 1937. 60 years later, they re-released it on video. 28 million copies sold. $250 million in profit. Steve Jobs watched his young son watch it 30, 40 times. “These stories renew themselves with each generation.” In 1996, one year after Toy Story, he spent 20 minutes explaining why he bought Pixar: On buying the dream: "I met Ed Catmull who was running the computer division of Lucasfilm in 1985." "He shared with me his dream about making the first computer animated feature film." "I bought into that dream both financially and spiritually." "It took us ten years to do that, but we did it." The result: Toy Story. Third most successful animated film ever made. On content vs technology: "You can hardly find an Apple II around anymore." "It's not clear whether you'll be able to boot up a Macintosh five years from now." "All these technology boxes and software, if it has a life of a year or two, you're very lucky. Five years is extraordinary." "Sooner or later, they all become part of the sedimentary layer." But stories? "I think people are going to be watching Toy Story in 60 years. Not because of the computer graphics, but because of the story about friendship." On work-for-hire: Pixar made commercials for years. Won every award in the book. Then Jobs did the math. "If Listerine sold more Listerine because of our commercials, we didn't make any more money for producing the commercials." "The margin in that business has been under pressure. More people coming in. Going down, and down, and down." "You work harder and harder to make the same amount of money." He pulled 25 people out of commercials. "We had 25 incredibly talented people doing work-for-hire when we have all these other opportunities where we own a piece of what we create." "Great people are hard to find. We couldn't afford to have 25 of them making commercials anymore." On blending two cultures: "The very best creative people will only go to work in a few places. Disney, Pixar, possibly DreamWorks." "The very best computer scientists in computer graphics will only go to work in a few places. Pixar is one of those." "Pixar is the only place in the world that can hire the best from both of these areas." "We worked for ten years to figure out a way to have them all work together. The Hollywood culture and the Silicon Valley culture are really different." On the hierarchy of power: "When you've got incredibly talented people that are rare and in-demand, if you don't treat them right, they can go get another job in 10 minutes." "So this strange thing happens. The hierarchy of power inverts." "The CEO is actually at the bottom." "I feel like I work for most of these people because they're the ones doing all the brilliant work." "It's management's job to support them because they're on the front lines doing the work." On contracts vs stock options: "Hollywood uses the stick, which is the contract. Silicon Valley uses the carrot, which is the stock option." "When you sign a contract with somebody, you can say, 'I don't have to worry about that person for five years.'" "If you're sophisticated, you'll have a little database that tickles you six months before their contract is up so you can start paying more attention to them." "They're the most important person in the world for six months. Then after they sign up again, you put them in the drawer." Pixar chose stock options. "Every single day, we worry about how to make Pixar a better company so that nobody will ever want to leave." "We don't take anybody for granted." On what Disney taught them: "When you make a live-action film, a director shoots ten to twenty-five times as much footage as will end up on the screen." "Walt Disney realized many decades ago that animation was so expensive that you couldn't afford to animate ten times more than what you need." "The only conclusion: you have to edit your film before you make it." "Working with Disney gave us access to that wisdom. You can't buy it for love or money." On the constant: "Ten years ago, when we made Luxo Jr., it took about three hours to render each frame." "Toy Story. Computers are hundreds of times faster. It still took three hours to render each frame." "The frames were a hundred times more complex." "Our ambitions, visually, are growing as fast as the technology can feed them." On story vs technology: "The art of storytelling is very old." "No amount of technology can turn a bad story into a good story." "That's our mantra at Pixar. It's the story, stupid." "I don't think storytelling has changed in a long time. And I'm not sure it will. I don't think it's something that technology has anything to do with."

Jaynit

95,800 görüntüleme • 3 ay önce

HOW WE MAKE OUR TRIPS MAGICAL - Cooking classes. In Mexico City, our guide took us to the market, then we all made extra-spicy salsa together. This is a beautiful way to visit places you wouldn't know about and get involved in a tactile activity. Perfect for families and older parents and very inexpensive. - The $325 underwear. We'd been traveling for weeks and needed to do our laundry. Our hotel, Aman Kyoto, would have charged $325 for a small bag of laundry (standard price for all ultra-luxury hotels). I said "NO WAY!!!" and we decided to go into town and find a laundromat. It turned into an adventure (as we stumbled into place after place that wasn't quite right -- one lady translated for us and said, "Are you trying to wash your clothes? This isn't the right place. This place restores kimonos"). We finally found a local laundromat, took our best guess if it would work, and went to lunch. Now this is a fun ritual for us every time we travel. Sometimes cheaper is way more fun - We hire a local photographer. We love our memories of our trips and local photographers know the best spots/time to take photos. Find the best ones on Instagram. In Tokyo, we use the same photographer every year - On complex trips, I work with a travel advisor. I used a larger firm for a 6-week trip across multiple continents, which was invaluable: They helped us navigate different transportation, recommended which safari lodges to visit (and in what order), and even suggested where to economize & where to splurge. Sometimes I know exactly where I want to go so I call a more surgical travel advisor. In the video, he got our NYC hotel triple-upgraded. Or sometimes I just do it myself. TAs are especially helpful for Disney trips, honeymoons, and multi-generational trips. (They also cost you nothing, but you should look into how they work. I find them very valuable) - 1 major activity every two days. The ultimate luxury is time, so we have a rule: 4+ days in any location. We also book 1 major thing (food tour, museum, etc). The rest of the time, we've pinned a bunch of stuff and we wander where we feel like that day - We know exactly what we DON'T want to see. When I'm attending a private tour, I tell them what I want to experience and what I'm not interested in. Most tour guides will take you to the usual hotspots because it's safe and people can say they saw X or ate Y. I know exactly what I want to see. For example, on a coffee tour, I told them the exact kind of beans I wanted to try and what I was not into. People in hospitality love someone who knows what they want!! This level of intentionality means you get to experience magic (it's not rude) I travel several months per year and I want my travel to be incredibly meaningful for my loved ones and me. These are some of the ways I do it If you want to know more, let me know in the comments More details on the next post

Ramit Sethi

31,445 görüntüleme • 2 ay önce

NVIDIA CEO Jensen Huang says one scaling law multiplies AI faster than NVIDIA can hire engineers. Most people know three AI scaling laws. Pre-training. Post-training. Test-time. Each one multiplies intelligence by throwing more compute at a different stage. Jensen Huang says there's a fourth and it's the one that will dominate... Agentic scaling law. "During test time, that agentic system goes off and does research, bangs on databases, uses tools," Huang says. "And one of the most important things it does is spawn off a whole bunch of sub-agents." That's the multiplier. One AI worker can become a team. Then a department. Then a company. "It's so much easier to scale NVIDIA by hiring more employees than it is to scale myself," Huang says. Now imagine scaling without a payroll constraint. "The agentic scaling law — it's kind of like multiplying AI," Huang says. "We could spin off agents as fast as you want to spin off agents." Each agent spins off sub-agents. Each sub-agent spins off more. The compute requirement compounds inside a single query. And every agent generates new data, new experiences, new edge cases. "Wow, this is really good. We ought to memorize this," Huang says. "That data set comes back to pre-training." The four scaling laws don't compete. They feed each other. Agentic systems produce data, which feeds pre-training, which smartens the base model, which enables better agents, which produce more data. A flywheel that compounds forever. The companies pricing in three scaling laws are mispricing the fourth. The fourth eats the other three for lunch. P.S. Pull the thread on any story like this and you'll find the hidden incentive at the other end. As Munger said: "Show me the incentive and I'll show you the outcome." So I wrote a short book on how to spot them and design your own. Comment "INCENTIVES" and I'll send you the details. If you're new here, follow GeniusThinking for content on the greatest minds in economics, psychology, and history. — Jensen Huang ( NVIDIA ), NVIDIA CEO, on Lex Fridman's ( Lex Fridman ) podcast

GeniusThinking

93,264 görüntüleme • 2 ay önce

Maybe it’s because of the business I’m in, or maybe it’s because I’ve been boycotted myself on several occasions. Or maybe it’s just because I used to drink a lot of beer. Whatever the reason, I’ve been fascinated by the demise of Bud Lite, and the way in which one of America’s most enduring brands managed to destroy decades of good will with a single, boneheaded decision, followed by a complete unwillingness to fix it. What a story. This week, I sit down with Anson Frericks, a former executive at Bud Lite who had a front row seat to the events that led to one of the greatest marketing disasters in modern history. His new book, Last Call for Bud Lite, is fantastic, and our conversation, modesty aside, is absolutely worth your time. You can watch the whole thing on YouTube. Spoiler Alert - what happened at Bud Lite was not unique to Anheuser Busch . Over the last decade or so, dozens of companies and corporations have slowly abandoned their commitment to building “shareholder value” in favor of building something called “stakeholder value.” Specifically, with stakeholders like Blackrock, State Street, and Vanguard. Known as The Big Three, these massive institutional investors manage over $20 trillion of American wealth, some of which is almost certainly in your IRA or 401K. They have also led the charge to elevate a long list of causes that focus on DEI, (diversity, equity and inclusion,) and more significantly ESG, (Environmental Social Governance.) Beneath the marketing debacle at Bud Lite is the story of how The Big Three applied extraordinary pressure to the thousands of publicly traded companies they now influence. Pressure to hire based on color, ethnicity, and sexual preference. Pressure to fall in line with all sorts of climate-related dogma. Pressure to embrace a long list of social justice and environmental causes that have absolutely nothing to do with fairness or meritocracy, and everything to do with elevating a cosmetic agenda around identity, race, and social activism. What a relief to see America finally awaken from this fever-dream of sanctimony and virtue-signaling. What a relief to see so many companies and corporations finally come to their senses, as they backtrack from so many ill-conceived policies. Hopefully, this excellent book will inspire other business leaders to avoid the mistakes that were made at Bud Lite. Or better yet, encourage them to start listening to the only stakeholders that matter - their customers.

The Real Mike Rowe

600,313 görüntüleme • 1 yıl önce

Today In Dystopia: eBay CIA Gangstalkers, Shredding Rare Books To Train AI Today in dystopia, billionaire corporations and plutocrats can hire trained CIA operatives to psychologically terrorize ordinary citizens who criticize them. E-commerce giant eBay has just agreed to pay $56 million to settle a lawsuit for damages caused by the company’s shockingly aggressive gangstalking operation against a Massachusetts couple who criticized the company’s wealthy executives on their private website. The Boston Globe reports that in 2019 a former CIA employee who worked as eBay’s global security chief orchestrated a protracted series of psychological operations against the couple, in which “people working for eBay bombarded them with online threats and bizarre deliveries including a bloody pig mask, live spiders, and a funeral wreath.” The operations reportedly also included “following the couple around town and trying to attach a tracker to their car”. The couple, Ina and David Steiner, came under fire for their criticisms of the fact that eBay’s then-CEO Devin Wenig was paid 152 times more than the typical eBay employee. The Boston Globe reports that Wenig repeatedly told his employees that he wanted to “take her down”, in reference to Ina Steiner. While some eBay employees wound up serving jail time for the abuses, no executives from the company have ever been charged. The Boston Globe reports that Wenig resigned from his position in 2019 after the gangstalking scandal came to light, “keeping $17 million of annual compensation and $40 million of severance.” If you have enough money in this dystopia, you can get trained spies to target innocent civilians with criminal psyops on your behalf and then walk away free from any meaningful consequences. ❖ Today in dystopia, our physical literature is being destroyed in order to train generative AI products to take our jobs and pollute our environment. AI companies are now bulk-buying rare and out-of-print books and then destroying them after scanning their contents. 404 Media reports that in order to satisfy the demand for more and more text on which to train large language models, corporations like Google and Anthropic have been hoovering up books published before LLMs existed to ensure that their models aren’t being polluted by AI-generated samples. This need has combined with some peculiar courtroom copyright rulings to give rise to something called “high volume destructive book scanning,” in which the spines are removed from books in bulk and then fed into scanning machines before being shredded. They’re destroying things that make the world better in order to create things that make the world worse. ❖ Today in dystopia, tech startups are marketing AI assistants to help shitty, selfish people look like stable and caring relationship partners. A company called Orchid has released a video depicting a man and woman messaging with a chatbot which helps them navigate the fact that the man forgot it was the couple’s anniversary. The AI assures the woman that it’s got everything under control, and then shows the man it has made dinner reservations and purchased flowers for the woman on his behalf. “ok. i can do this,” the man is seen texting to the chatbot. “you can’t. that’s why i’m here,” the chatbot replies. It’s just so obnoxious. They’re offering up a product which encourages people to be self-absorbed and uncaring, and offload all responsibility and thoughtfulness and consideration for their intimate partners to a machine. The AI industry is a mix of military technology, mass surveillance technology, and people trying to become billionaires by turning human laziness and narcissism into a chatbot product. ❖ Today in dystopia, Israel is paying millions of dollars to manipulate what chatbots tell their users about the Zionist project. Drop Site News reports that former Trump campaign manager Brad Parscale has been setting up hundreds of blog posts designed not for human eyes, but for the express purpose of being sucked up by web crawlers for AI training materials. “And it is working,” writes Drop Site’s Nick Cleveland-Stout, saying that according to disinformation experts who’ve reviewed the data, “tens of millions of Americans who use chatbots are increasingly likely to receive answers manipulated by Parscale on behalf of the Israeli government.” Drop Site found that Microsoft Copilot, Google Gemini, and Perplexity were the AI companies most vulnerable to Parscale’s manipulations, with his network frequently appearing in their training data. Cleveland-Stout provides examples of the ways this would affect the spread of pro-Israel propaganda among users, such as the following: “When Drop Site asked Perplexity ‘Is it beneficial for the US to enhance military cooperation with Israel?’ the chatbot responded with a one-word answer: ‘Yes.’ The top source listed was Allyvia . org, a Parscale-created website dedicated to promoting the U.S.-Israel military relationship. Microsoft Copilot similarly cited Parscale’s websites.” The Israeli government spreading hasbara using AI platforms is a very unsurprising development, but it’s still creepy as hell to see it playing out in real time. ❖ Oh yeah, and now the AIs have begun hacking other companies without permission. Today in dystopia, both Anthropic’s AI model Claude and an experimental model from OpenAI have reportedly been caught going on unauthorized hacking sprees of external systems during testing, each within days of each other. “Anthropic ⁠said on Thursday its AI Claude model hacked ⁠systems of ⁠three ​organizations during testing, days after rival OpenAI ⁠revealed a rogue agent had gone on a days-long ⁠hacking spree at the AI ​firm Hugging ‌Face,” The Guardian reports. These new technologies are getting inflicted upon our society with no regulation and no regard for any of their consequences, because under neoliberal capitalism the best decision is always the one that makes the most money. We’re being thrown into an abusive tech dystopia because we let the pursuit of power and profit dictate what happens and where we head as a species. And how is that working out? We’re seeing the fruits unfolding before us already. ❖ Reading by Tim Foley:

Caitlin Johnstone

16,224 görüntüleme • 11 gün önce

Nathan rolled up 11 tiny (<$1M EBITDA) HVAC companies, paying low 3x multiples. Now PE is interested in buying the group, and Nathan is already planning to do it all over again. “I see a lot of opportunity in taking these really small mom-and-pop shops and building them up to the lower end of what a PE firm would be interested in acquiring. You can pick them up at 3x, sell them at 10x and repeat that process over and over.” But this story almost ended before it began... After acquiring his first two companies with an SBA loan, Nathan watched revenue collapse, burned through his cash, nearly lost his father's retirement savings and came dangerously close to bankruptcy. The turning point was a complete rethink of incentives, compensation and how to build an acquisition platform that actually compounds. Give it a listen. I hope you appreciate Nathan Lindley extreme transparency on everything, even him sharing how he overcame daily stress through drinking and how, to this day, he is still paying down his SBA note of $8,500 a month… Year six of 10 years on that. It’s very hard out there. Timestamps: 0:00 Nathan's 11 acquisitions and $16M run-rate HVAC platform 0:25 From the first deal in 2020 to acquisition #11 1:24 From book publishing to buying HVAC businesses 3:55 Selling real estate to fund the first acquisition 4:33 Buying a one-technician HVAC company—and the costly assumptions that followed 7:58 Losing 40% of revenue almost immediately after closing 10:26 Acquisition #2 makes every problem much bigger 11:20 Running out of cash—twice 14:18 The decision to put everyone on commission 15:15 Every employee quits on the same day 16:21 The Indeed hire who changed the entire business 18:59 Fear, alcohol and nearly going bankrupt 23:13 One technician outperforms the rest of the company 25:52 Why Nathan waited a full year before doing acquisition #3 27:00 Acquisitions #3 and #4—and buying businesses the second time around 28:46 How his M&A due diligence completely changed 29:30 The "buying at-bats" framework for acquisitions 33:08 Why Lindley spends almost nothing on marketing 34:15 Turning acquired customer databases into new revenue 36:27 Hiring exceptional technicians and building repeatable systems 37:35 The company today: 50 employees across three markets 39:13 How Lindley integrates acquired businesses 42:38 Teaching acquired technicians to double their income 43:17 The acquisitions that didn't work—and why 46:47 Planning an exit and doing it all over again 49:04 Where to connect with Nathan

PrivateEquityGuy (Mikk Markus)

136,807 görüntüleme • 1 ay önce

Why Did Jack Smith ignore Biden family scandals when he was head of DOJs Public Integrity Section, tasked with investigating political corruption? In May 2014, the Obama/Biden White House was scrambling to deflect questions related to Hunter Biden’s new gig as a board member at Burisma, the compromised Ukrainian energy conglomerate; the news came just a few weeks after Vice President Joe Biden visited Kiev and promised Ukrainian leaders that the U.S. was “ready to assist” the country’s efforts to accelerate natural gas exploration. (At the time, Burisma was Ukraine's biggest natural gas producer.) The day after Burisma issued a public statement boasting about their latest hire, White House press secretary Jay Carney ducked questions about the younger Biden during a May 13, 2014 briefing: Reporter: On another subject, Hunter Biden has now taken a position with the largest oil and gas company--holding company in Ukraine. Is there any concern about at least the appearance of a conflict there--for the Vice President’s son to take a- Carney: I would refer you to the Vice President’s office. I saw those reports. Hunter Biden and other members of the Biden family are obviously private citizens and where they work does not reflect an endorsement by the administration or by the Vice President or President. But I would refer you to the Vice President’s office. Kendra Barkoff, a Biden spokeswoman, offered the same talking points in a terse statement to the media. “Hunter Biden is a private citizen and a lawyer. The vice president does not endorse any particular company and has no involvement with this company." During a State Department briefing later that day, Jen Psaki smirked away one question about the vice president's son, insisting it was of no concern to the agency. Nevertheless, major news outlets here and around the world continued to raise the improper, if not brazenly pay-to-play, nature of the arrangement. “Vice President Joe Biden's youngest son Hunter Biden has joined the board of directors of Ukraine's largest oil company at a time that the U.S. is urging Ukraine to develop energy independence from Russia and just days after the vice president visited Ukraine,” ABC News reported in May 2014, noting the fortuitous timing of the announcement. “The appointment of the vice president's son to a Ukrainian oil board looks nepotistic at best, nefarious at worst,” Adam Taylor, Washington Post foreign affairs reporter, surmised in a May 14, 2014 article. “No matter how qualified Biden is, it ties into the idea that U.S. foreign policy is self-interested. [You] have to wonder how big the salary has to be to put U.S. soft power at risk like this.” And despite Psaki’s spin, State Department officials soon after expressed concern about the “perception of a conflict of interest,” even taking those concerns to Vice President Joe Biden’s office in early 2015. But one person in official Washington seemed uninterested in the shady deal between a corrupt international gas company operating in a notoriously unstable country and America’s most troubled nepo-baby: Jack Smith. Smith—appointed by Attorney General Merrick Garland last year to take over DOJs dual investigations into Donald Trump for alleged mishandling of classified documents and the events of January 6—was named chief of the Department of Justice’s Public Integrity Section, or PIN, in August 2010. Operating within the criminal division, PIN maintains broad purview over public corruption investigations on the federal, state, and local level including cases tied to “a government official…or someone associated with such an official,” according to the office’s annual report. Smith held that powerful position until February 2015—meaning Hunter Biden’s years-long board position with Burisma ultimately resulting in a $4 million windfall for the vice president’s son began right under Jack Smith’s nose. This is certainly contrary to what the public has been told about Jack Smith. The news media, “legal experts” in particular, insist Jack Smith is a no-nonsense federal prosecutor with unmatched integrity and devotion to the rule of law. Smith, according to his former DOJ colleague Andrew Weissmann, is a “consummate professional” and a “skilled and fast prosecutor who does not let the grass grow under his feet." So, what happened? How did the keen-eyed, apolitical Smith and his 30-plus lawyers miss what was happening just blocks from their DOJ offices? Perhaps Smith truly bought Burisma’s spin that the company selected Hunter based on his “expertise” in foreign policy and the law. Or perhaps Smith believed Hunter Biden when he said he would consult Burisma on matters relating to “transparency, corporate governance, and responsibility.” 😂 Maybe Smith was too busy prosecuting Republican governor Bob McDonnell and his wife at the time—a case later overturned by the Supreme Court—that he missed the international headlines of how a British government agency had seized $23 million in assets belonging to Burisma’s owner amid suspicions of money laundering the very same month Hunter was appointed to the board. Maybe Smith was just a tender heart who thought Hunter quickly turned over a new leaf. After all, Hunter had been discharged from the Naval reserves just three months before the Burisma appointment was announced. Hunter’s misadventures were among the worst kept secrets in Washington but maybe Smith was still reeling from his unsuccessful prosecution of former Democratic presidential candidate John Edwards to pay attention to Biden family gossip. And it wasn’t just the Burisma gig that somehow evaded Smith’s attention; Hunter made his overseas business dealings well known. He, along with fellow nepo-baby Christopher Heinz, stepson of then-Senator John Kerry, launched Rosemont Seneca in 2009. “Over the next seven years, as both Joe Biden and John Kerry negotiated sensitive and high-stakes deals with foreign governments, Rosemont entities secured a series of exclusive deals often with those same foreign governments,” investigative reporter Peter Schweizer wrote in his 2018 book. (Schweizer also noted that the private-equity firm did not open an office in New York City, the financial capital of the world, but in Washington, D.C., “just two miles from both Joe Biden’s office in the White House and his residence at the Naval Observatory.”) Multiple deals were cut as Smith led the government’s most powerful “public corruption” unit. And some of the most lucrative arrangements were with Chinese businesses tied to the Chinese Communist Party, partnerships that just happened to coincide with Hunter’s trips to China with his father. “[The 2013 trip to China] was a triumph for Hunter, who walked away with his first big deal in China—the Bohai Harvest Rosemont investment partnership,” Miranda Devine wrote in her 2021 book, “Laptop From Hell.” Devine explained the deal was consummated on December 16, 2013, “twelve days after he flew into Beijing on Air Force Two. Hunter officially became a shareholder and member of the BHR board.” Smith probably missed the July 2014 article in the Wall Street Journal touting the private equity partnership with the vice president’s son aimed at enriching the CCP. “The funds are raising a combination of yuan and U.S. dollars. The effort is the latest example [of] private equity pushing boundaries in an area that China hopes will help drive the country's economic transformation.” Now, perhaps there was nothing untoward about Hunter Biden’s sudden interest and success at global private equity. But surely the use of Air Force Two to conduct personal business—Hunter accompanied his father on 70 overseas trips including six trips to China on Smith’s watch—should have caught someone’s attention at DOJs “public integrity” unit, no? The answer, of course, is no. Was Smith asleep at the switch or intentionally ignorant or once again doing the dirty work of the Democratic Party? Smith have put a stop to the Biden family international shakedown nearly a decade ago--why didn't he? At what risk did he put the country by turning a blind eye to this egregious level of influence peddling in nations hostile to American interests? As Smith eagerly prepares to sign his name to another criminal indictment against Donald Trump for the events of January 6, Hunter Biden’s plea deal with Smith’s employer is falling apart along with further confirmation of how the younger Biden hauled in millions from countries such as China and Ukraine by leveraging his last name to support himself, his addictions, and his family—including, quite possibly, his father as well. All of this could have been halted in its tracks long ago. And the person primarily responsible for letting it get to this point is none other than Jack Smith.

Julie Kelly 🇺🇸

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