MatchaBoy

Had fun at the Yokohama Cup Noodle Museum! Got to make one and decorate, how do you all think about it? $PLTR $Bitcoin $CLSK @cupnoodle_jp

Since I posted this chart, the SPX weekly candle has CLOSED above its weekly 50MA confirmed a bear trap pattern. Based on technical analysis, the S&P 500 (SPX) has confirmed a bottom. Unless King Donny, Gayatolla or Bibi do some crazy shit, we should be going back up. Of course, technical analysis offers no guarantee, it cannot predict any changes in macro fundamentals. It offers traders a high probability long entry (with stop loss below swing lows) and offers investors the change to DCA into positions.

@cantonmeow You can talk about $DOGE

I don’t feel like talking about #Ethereum anymore. I honestly think maybe that’s what it takes for it to run up.

@maelan_sdmr Woah they are beautiful

I'm out and about this Easter weekend, and I just stumbled upon a shop selling Opendoor postcards.. I think I'll send some to my neighbors and to my friends who are desperate and completely stuck in selling their homes right now. It's surprising they don't know about $OPEN yet, but these cards are a really good idea actually to spread the word. I think I'll also send a couple of these to people I don't know but whose houses meet opendoor's criteria, right? It suits everyone.

@open_army_japan Early investor in $PLTR $SOFI looking at beaten down $OPEN:

Most people don’t realize this, but when Kaz arrived and Opendoor 2.0 kicked off, it created a window that normally only VCs ever see — a Series B–D style entry point inside a public company. What I mean is this: Opendoor isn’t just ‘recovering’ or ‘fixing the old model.’ It’s going through a true rebuild — the kind of second‑founding phase where the business model, cost structure, leadership, and long‑term strategy get rewritten from the ground up. In the private markets, this is exactly when venture capital firms step in. They invest before the numbers fully reflect the transformation, because they understand the inflection point is happening underneath the surface. But this time, because Opendoor is public, individual investors actually have access to that same moment. A moment that, in a normal startup, only VCs would ever be allowed to invest in. That’s the opportunity I’m talking about — a rare chance to enter at a phase that usually never exists in public markets. $OPEN

$IBRX I just realized something important is missing from the discussion about the pros and cons of Anktiva versus chemotherapy. CHEMOTHERAPY IS BRUTAL. It ravages both body and mind. Nausea, crushing fatigue, the feeling that your whole body is on fire, hair loss, and “chemo brain.” No wonder so many cancer patients fear the treatment more than the disease itself. That fear is completely valid. Forcing cancer patients to endure chemo instead of effective alternatives like Anktiva — when those alternatives offer similar or better survival chances — would be outright cruel. In my view, the humane approach is to give patients the real choice between chemo and Anktiva. Chemotherapy should be reserved as the last line of defense for cancer patients — only after all other effective options, including Anktiva, have been exhausted — not the other way around. Two recent examples from movies and books perfectly underscore this point: (1) In The Bucket List, Jack Nicholson’s character sneers, “I love the smell of chemo in the morning,” right before the chemo hits his body. What follows is hell: gut-wrenching vomiting, crippling fatigue, and waves of pain that break both body and spirit. Morgan Freeman and Nicholson don’t just act it — they make you feel the brutality. (2) In Andy Weir’s Project Hail Mary, a company develops a chilling solution: putting cancer patients into a long-term coma so they don’t have to consciously endure chemotherapy. No awareness of the vomiting, bone-deep exhaustion, or loss of dignity — just darkness while the poison does its work. That’s how horrific chemo is portrayed: the “cure” is so brutal that the best option is to erase the patient’s consciousness during treatment. The discussion around Anktiva shouldn’t focus only on raw survival numbers. It should also include an honest acknowledgment of the very real horrors and deep fears cancer patients face when confronted with chemotherapy. An official study called "Refusing Treatment" shows 3–19% of patients refuse recommended chemotherapy, with ~9.6% declining in breast cancer cases. Fear of brutal side effects is a real factor — even if not always the only one. That’s why advances beyond traditional chemo matter so much. Maybe ImmunityBio could consider weaving this powerful patient perspective into their marketing and PR efforts. Highlighting not just the clinical data, but also the human reality of avoiding chemotherapy’s brutality could strongly resonate with patients, caregivers, and physicians. It would help position Anktiva as a truly humane breakthrough in cancer treatment. Cancer patients have every right to say 'No' to chemo. Their body. Their life. Their choice. Anything less is medical bullying, not care.

I just watched the recent interview CEO of $HIMS had with 20VC, he reminded me of the CEO of $OPEN. Scarily similar in terms of the following: Real with f bombs, genuine, founder mode and obsessed with customer experience. Long both.

@BillAckman @X Agree, your case will hopefully sets a precedent

I am reaching out to the @X community for advice with the likely risk of sharing TMI. I have been sufficiently upset about the whole matter that I have lost sleep thinking about it and I am hoping that this post will enable me to get this matter off my chest. By way of background, I started a family office called TABLE about 15 years ago and hired a friend who had previously managed a family office, and years earlier, had been my personal accountant. She is someone that I trusted implicitly and consider to be a good person. The office started small, but over the last decade, the number of personnel and the cost of the office grew massively. The growth was entirely on the operational side as the investment team has remained tiny. While my investment portfolio grew substantially, the investments I had made were almost entirely passive and TABLE simply needed to account for them and meet capital calls as they came in. While TABLE purchased additional software and other systems that were supposed to improve productivity, the team kept increasing in size at a rapid rate, and the expenses continued to grow even faster. While I would periodically question the growing expenses and high staff turnover, I stayed uninvolved with the office other than a once-a-year meeting when I briefly reviewed the operations and the financials and determined bonus compensation for the President and the CFO. I spent no time with any of the other employees or the operations. The whole idea behind TABLE was that it would handle everything other than my day job so that I would have more time for my job and my family. Over the last six years, expenses ballooned even further, employee turnover accelerated, and I became concerned that all was not well at TABLE. It was time for me to take a look at what was going on. Nearly four years ago, I recruited my nephew who had recently graduated from Harvard and put him to work at Bremont, a British watchmaker, one of my only active personal investments to figure out the issues at the company and ultimately assist in executing a turnaround. He did a superb job. When he returned from the UK late last year after a few years at Bremont, I asked him to help me figure out what was going on with TABLE. When I explained to TABLE’s president what he would be doing, she became incredibly defensive, which naturally made me more concerned. My nephew went to work by first meeting with each employee to understand their roles at the company and to learn from them what ideas they had on how things could be improved. He got an earful. Our first step in helping to turn around TABLE was a reduction in force including the president and about a third of the team, retaining excellent talent that had been desperate for new leadership. Now here is where I need your advice. All but one of the employees who were terminated acted professionally and were gracious on the way out (excluding the president who had a notice period in her contract, is currently still being paid, and with whom I have not yet had a discussion). The highest compensated terminated employee other than the president, an in-house lawyer (let’s call her Ronda), told us that three months of severance was not enough and demanded two years’ severance despite having worked at the company for only two and one half years. When I learned of Ronda's request for severance, I offered to speak with her to understand what she was thinking, but she refused to do so. A few days ago, we received a threatening letter from a Silicon Valley law firm. In the letter, Ronda’s counsel suggests that her termination is part of longstanding issues of ‘harassment and gender discrimination’ – an interesting claim in light of the fact that Ronda was in charge of workplace compliance – and that her termination was due to: “unlawful, retaliatory, and harmful conduct directed towards her. Both [Ronda] and I [Ronda’s lawyer] have spoken with you about [Ronda’s] view of what a reasonable resolution would include given the circumstances. Thus far, TABLE has refused to provide any substantive response. This letter provides the last opportunity to reach a satisfactory agreement. If we cannot do so, [Ronda] will seek all appropriate relief in a court of competent jurisdiction.” The letter goes on to explain the basis for the “unsafe work environment” claim at TABLE: “In early 2026, Pershing Square’s founder Bill Ackman installed his nephew in an unidentified role at TABLE, Ackman’s family office. [His nephew]—whose only work experience had been for TABLE where he was seconded abroad for the last four years to a UK watch company held by Ackman—began appearing at TABLE’s offices and conducting interviews of employees without a clear explanation of his role or the purposes of these interviews. During this period, he made a series of inappropriate and genderbased [sic] comments to multiple employees that created an unsafe work environment. Among other things, [his nephew] made remarks about female employees’ ages (“Tell me you are nowhere near 40”), physical appearance (“Your body does not look like you have kids”), as well as intrusive questions about family planning and sexual orientation (“Who carried your son? Who will carry your next child?”). These incidents were reported to senior leadership at TABLE and Pershing Square. Rather than being addressed appropriately, the response from senior management reflected, at best, willful blindness to the inappropriateness of [his nephew]’s remarks and, at worst, tacit endorsement.” The above allegations about my nephew had previously been brought to my attention by TABLE’s president when they occurred. When I learned of them, I told the president that I would speak to him directly and encouraged her to arrange for him to get workplace sensitivity training. The president assured me that she would do so. When I spoke to my nephew, he explained what he actually had said and how his actual remarks had been received, not at all as alleged in the legal letter from Ronda’s counsel. I have also spoken to others at the lunch table who confirmed his description of the facts. In any case, he meant no harm, was simply trying to build rapport with other employees, and no one, as far as I understand, was offended. Ironically, Ronda claims in her legal letter that TABLE didn’t take HR compliance seriously, yet Ronda was in charge of HR compliance at TABLE and the person who gave my nephew his workplace sensitivity training after the alleged incidents. In any case, Ronda, as head of compliance, should have kept a record or raised an alarm if indeed there was pervasive harassment or other such problems at the company, and there is no evidence whatsoever that this is true. So why does Ronda believe she can get me to pay her nearly $2 million, i.e., two years of severance, nearly one year of severance for each of her years at the company? Well, here is where some more background would be helpful. Over the last two months, I have been consumed with a major family medical issue – one of my older daughters had a massive brain hemorrhage on February 5th and has since been making progress on her recovery – and I am in the midst of a major transaction for my company which I am executing from a hospital room office next to her . While the latter business matter is publicly known, the details of my daughter’s situation are only known to Ronda because of her role at our family office. Now, let’s get back to the subject at hand. Unfortunately, while New York and many other states have employment-at-will, there has emerged an industry of lawyers who make a living from bringing fake gender, race, LGBTQ and other discrimination employment claims in order to extract larger severance payments for terminated employees, and it needs to stop. The fake claim system succeeds because it costs little to have a lawyer send a threatening letter and nearly all of the lawyers in this field work on contingency so there is no or minimal cash cost to bring a claim. And inevitably, nearly 100% of these claims are settled because the public relations and legal costs of defending them exceed the dollar cost of the settlement. The claims are nearly always settled with a confidentiality agreement where the employee who asserts the fake claims remains anonymous and as a result, there is no reputational cost to bringing false claims. The consequences of this sleazy system (let’s call it ‘the System’) are the increased costs of doing business which is a tax on the economy and society. There are other more serious problems due to the System. Unfortunately, the existence of an industry of plaintiff firms and terminated employees willing to make these claims makes it riskier for companies to hire employees from a protected class, i.e., LGBTQ, seniors, women, people of color etc. because it is that much more reputationally damaging and expensive to be accused of racism, sexism, and/or intolerance for sexual diversity than for firing a white male as juries generally have less sympathy for white males. The System therefore increases the risk of discrimination rather than reducing it, and the people bringing these fake claims are thereby causing enormous harm to the other members of these protected classes. So what happened here? Ronda was vastly overpaid and overqualified for the job that she did at TABLE. She was paid $1.05 million plus benefits last year for her work which was largely comprised of filling out subscription agreements and overseeing an outside law firm on closing passive investments in funds and in private and venture stage companies, some compliance work, and managing the office move from one office to another. She had a very good gig as she was highly paid, only had to go into the office three days a week, and could work from anywhere during the summer. Once my nephew showed up and started to investigate what was going on, she likely concluded that there was a reasonable possibility she would be terminated, as her job was in the too-easy-and-to-good-to-be-true category. The problem was that she was not in a protected class due to her race, age or sexual identity so she had to construct the basis for a claim. While she is female and could in theory bring a gender-based discrimination claim, she reported to the president who is female and to whom she is very close, which makes it difficult for her to bring a harassment claim against her former boss. When my nephew complimented a TABLE employee at lunch about how young she looked – in response to saying she was going to her 40-year-old sister’s birthday party, he said ‘she must be your older sister’ – Ronda immediately reported it to our external HR lawyer. She thereby began building her case. The other problem for Ronda bringing a claim is that she was terminated alongside 30% of other TABLE employees as part of a restructuring so it is very difficult for her to say that she was targeted in her termination or was retaliated against. TABLE is now hiring an external fractional general counsel as that is all the company needs to process the relatively limited amount of legal work we do internally. In short, Ronda was eminently qualified and capable and did her job. She was just too much horsepower for what is largely an administrative legal role so she had to come up with something else to bring a claim. Now Ronda knew I was a good target and it was a good time to bring a claim against me. She also knew that I was under a lot of pressure because on March 4th when Ronda was terminated, my daughter had not yet emerged from consciousness, she was not yet breathing on her own, and my daughter and we were fighting for her life. I was and remain deeply engaged in her recovery while at the same time I was working on finishing the closing for the private placement round for my upcoming IPO. Ronda also knew that publicity about supposed gender discrimination and a “hostile and unsafe work environment” are not things that a CEO of a company about to go public wants to have released into the media. And she may have thought that the nearly $2 million she was asking for would be considered small in the context of the reputational damage a lawsuit could cause, regardless of the fact that two years of severance was an absurd amount for an employee who had only worked at TABLE for 30 months. She also likely considered that I wouldn’t want to embarrass my nephew by dragging him into the klieg lights when her claims emerged publicly. So, in summary, game theory would say that I would certainly settle this case, for why would I risk negative publicity at a time when I was preparing our company to go public and also risk embarrassing my nephew. Notably, she hired a Silicon Valley law firm, rather than a typical NY employment firm. This struck me as interesting as her husband works for one of the most prominent Silicon Valley venture firms whose CEO, I am sure, has no tolerance for these kinds of fake claims that sadly many venture-backed companies also have to deal with. I mention this as I suspect her husband likely has been working with her on the strategy for squeezing me as, in addition to being a computer scientist, he is a game theorist. My only advice for him is to understand more about your opponent before you launch your first move. All of the above said, gender, race, LGBTQ and other such discrimination is a real thing. Many people have been harmed and deserve compensation for this discrimination, and these companies and individuals should be punished for engaging in such behavior. Which brings me to the advice I am seeking from the X community. I am not planning to follow the typical path and settle this ‘claim.’ Rather, I am going to fight this nonsense to the end of the earth in the hope that it inspires other CEOs to do the same so we shut down this despicable behavior that is a large tax on society, employment, and the economy and contributes to workplace discrimination rather than reducing it. Do you agree or disagree that this is the right approach?

$PLTR had slowing revenue growth for almost half it's existence as a public company. If you just looked at the numbers, it was a terrible company to own. $HIMS is in a similar situation now. A major inflection point is coming.

T cell Exhaustion. Immunosuppressive state. The more I learn about sepsis and why patients die in the ICU the more I’m amazed by how this state of immune collapse parallels cancer. Will be posting some seminal papers that have known about “ sepsis induced lymphopenia” for decades and how suppressor cells ( like in cancer) block the killing cells that clear the infection. So now we attack sepsis in our upcoming trials with all the tools that we use to attack cancer. Activate the killers and suppress the suppressors. Stay tuned.

The NYT just profiled Medvi as the AI success story of the decade. $1.8B in projected revenue, 2 employees, Sam Altman's prediction made real. Here's what the NYT didn't lead with. Medvi received FDA Warning Letter #721455 in February 2026 for misbranding violations. Their clinician network OpenLoop suffered a data breach in January 2026 that exposed 1.6 million patient records. Futurism reported they used AI-generated deepfake before-and-after photos in their marketing. A class action lawsuit was filed in Delaware in November 2025. And now they're running 800+ fake doctor accounts on Facebook to sell compounded GLP-1s. The company holds no proprietary technology, no licensed physician network, no pharmacy infrastructure. It outsources every regulated function to CareValidate and OpenLoop while keeping the customer relationship, checkout flow, and ad spend. The entire business is a marketing layer on top of rented infrastructure, and the marketing itself is built on fabricated medical credentials. Hims did $2.4B in revenue last year with 2,442 employees and a 5.5% net margin. Medvi claims 16.2% net margin with 2 people. The margin difference tells you where the compliance spending went. The AI built the website. The AI runs customer service. The AI generated the deepfake before-and-afters. And now 800+ fake doctor accounts are running paid ads on Facebook. The entire company is an AI-powered fraud machine that happens to also sell real drugs.

@TheLongApe Is hilarious to see big account having such short term mindset. Even insider purchases are down but we are seeing the management executing in the right direction.

$OPEN Position Update and overall thoughts: I am down about 25%. The stock went up 1500% in 2 months back in September. The stock is still up 500%+ from the lows. After a massive and Fast move up, you gotta be prepared to DCA, no matter how great a company is. Nothing has changed except that @Opendoor is an exponentially better company now at $5 than it was at $12. If you actually think we will be buying and selling homes mainstream the same way in 5-10 years from now, this is likely not the investment for you. But I can tell you that the convenience factor via transaction speed & the decrease in transactional friction will become very sticky. This will absolutely be adopted by the masses over time and it is already happening. It is a digital world, and this is a $50T market cap sector. Tech entering real estate is a massive opportunity if you are patient. “But what about the last 10 years” Please look forward only, looking back messes with your neck. Proper management is here now and will get the job done. The future is right now. 🫡

🚨 BREAKING: $HIMS CTO Mo Elshenawy publishes new article, "Building Better Health: AI as the Operating System for Care" Hims wants to embed AI across intake, triage, clinical documentation, follow-up, and adherence -- with clinicians always in the loop In the coming months, Mo says Hims will ship several new AI features. Some working quietly behind the scenes to make the experience more seamless, others front and center: smarter intakes, deeper biomarker insights in Labs, and personalized weight loss care companions. Mo closes the article by saying: "We'll share more soon."

someone made the most ADDICTIVE game to learn DATA CENTER networking its called Data Center, $6 game, you start with bare floors, buy racks, mount servers, route every cable by hand the INSANE part, every customers traffic shows as colored balls rolling through your cables... you literally see bottlenecks in real time 180 reviews in 48 hours, people with RTX 4090 rigs are HOOKED on a $6 cabling sim

Ill be buying another 1000 of $OPEN today on weakness

People who moved abroad alone in their 20s, handled all docs, bank account, visa, tax, jobs, accomadation, and culture difference These people fear nothing anymore

The more we learn about the power of IL-15 and the literature that exists decades ago (since 2010!) and never exploited is so exciting. Sepsis is responsible for over 200,000 deaths annually in the United States. We are planning a trial in community acquired pneumonia and sepsis. What is remarkable is the finding that Pseudomonas, a bacterial infection induces apoptosis (cell death) of NK cells, dendritic cells and CD8+ T cells contributing to mortality. More remarkable is the finding that IL-15 blocks this killing of these protective NK and CD8 T cells and improves survival. In this paper the final conclusion: "IL-15 prevents two immunopathologic hallmarks of sepsis, namely, apoptosis and immunosuppression, and improves survival in two different models of sepsis. IL-15 represents a potentially novel therapy of this highly lethal disorder." The more we learn, the more wondrous is this IL-15 cytokine molecule in our body! Our Sepsis Trial: ResQ218B-CAP clinicaltrials.gov/study/NCT07492… pubmed.ncbi.nlm.nih.gov/20026737/

@ssj2abid @bidask123 @rabois Useful for the bear current and future bears.

@bidask123 I saw @rabois a while ago mention they have no need to dilute her. I think we are good for a while personally.

$OPEN -> 7 week acquisition trend: 537 → 449 → 442 → 390 → 447 → 610 → 545 What I see: - 7 week avg: 503/week - New floor: 500-550 (was 390) - +354% in acquisitions since Kaz started (Sept: 120) - 2nd highest week in 7 weeks This week's bonus: Acquired Doma's AI escrow business. Opendoor now owns: - Home platform - 4.99% mortgage - AI title search - Escrow & closing Full stack = faster turns = higher margins. Analysts still have $1.50 targets. 🤡 Market hasn't caught up yet. @ericjackson $82 dream scenario becomes evident/more likely as the weeks go on.

@alc2022 Sea of peptides

Office until November

@KobeissiLetter Base on their past behavior, they will have already strike and not just words 🤔

BREAKING: Iran's IRGC issues a warning that they will target 18 US technology companies if the US continues "targeted assassinations" of Iranian leaders, beginning on April 1st. The companies include Nvidia, Apple, Microsoft, Google, Tesla, Intel, Oracle, IBM, Meta, Boeing, and others.

@DrPatrick Appreciate the relentless effort!

Capital in place.Approvals in 34 countries. Indication expansion globally in motion. Pipeline of combination trials cooking. Immunotherapy 2.0. Never give up.