Ace 💹🧲

Since we’re supposed to shamelessly shill our bags I do think it’s better to shamelessly shill things that are better than a bag 🫡

@CaesarCapitalz There’s some memecoin like behaviors going on, which worries me tbh

Why are $IREN shareholders quoting this post and trying to make it look like bullish news? “We really appreciate the transparency bla bla bla.” A generator caught fire and they extinguished it. What’s so incredible about that? 🤣 I know the market sentiment is not great right now, but c’mon. And before you start attacking me, I own $IREN. So don’t act like I’m trying to FUD your bags.

@csvoss Gmaeon

gm

@GhostOfTanzCho @Cashfire88 This is the way. We need to take full advantage of the network and help each other grow 🫶

Honestly, I think everyone in the SPX6900 community needs to reimagine their content strategy. Constantly making content about only SPX puts us in an echo-chamber, & limits our reach. The next phase is every aeon broadening their niche of content creation. Not SPX focused. Pick something you’re passionate about, & believe has the capability to garner extensive reach. Grow a following in that vertical. Subtly interlace in SPX6900. This is how we infiltrate everything.

@rocketpunchboy @GhostOfTanzCho @DexterityShow If you have an ig page share it with Aeons, we can help you grow

@GhostOfTanzCho @DexterityShow but thats video, i dont know video

@0xdedahh @chooserich Oh brother Huge problem in making apps ngl. 0 barrier to entry Market flooded People will copy you Subscription fatigue Heavy marketing dependence Nick has motion though so I’m suprised he couldn’t market and profit

@0xInitialAce @chooserich he posted earlier he had built 20+ apps but they aren't making any money 😭

How to install Google’s local Claude killer in under 90 seconds

$VELO +23.62% One thing a lot of new investors may not be aware of is that Musk/SpaceX were interested in acquiring Velo3D back in 2021, but the company chose not to sell. The CEO at the time rejected the offer. Instead of an acquisition, SpaceX became a major customer and close partner, using Velo3D’s Sapphire machines to manufacture parts for its Raptor engines, including the latest Raptor 3. This wasn’t a small relationship either. SpaceX started with a single machine in 2018 and scaled to 22 systems by 2021. Today, they operate around 25 machines and continue to expand their usage. When one of the most advanced engineering organizations in the world tries to acquire you, gets turned down, and then keeps buying your machines anyway, that says a lot about the quality of the product.

@aleabitoreddit Congratulations Brooo whaaa CW/SiPH/CPO seem far less in mc (risky/less long term play?) compared to the earlier wins perhaps 🤔

I just realized… hit 5,118.02% returns last week. 5000%+ not too bad in <2 years? Hard to keep up with $5 footlong sandwich inflation even after front running: -> $MSTR for halving -> $RKLB and $HOOD for space/fintech rally -> $GOOGL and $TSM for large cap rally -> Samsung, SK Hynix, Asian equities for memory -> $LITE, $AXTI, and $COHR for EML/photonics -> $SOI, $SIVE, $AEHR, $TSEM, Win for CW/SiPH/CPO. Some side quests here and there with Venezuelan natural resource companies and drones (that didn’t turn out as well). But generally market read has been decent so far on what’s coming next. And I do think scale up photonics is next, especially focusing on CW laser companies, substrates, testing and foundries.

@aleabitoreddit @mikealfred a hero btw. No wonder he’s so quick to block ppl x.com/mikealfred/sta…

Aside from Snapchat, maybe… $ASST, $IREN, $BKKT? There happens to be a common denominator sitting on Iren’s Board of Directors. Famous for dumping excessive ATMs on retail investors.

@aleabitoreddit Wow. This sounds like an elaborate social media marketing scam It’s as if a company hires a marketing team to flood X with forever bulls to trick retail into hodling as they slowly get rugpulled

@pupushiwo @aleabitoreddit Fr. Kinda hard to rip the bandaid icl

@aleabitoreddit Perhaps this group is the perfect signal also. Around this time last year, I was genuinely bullish on $IREN, but when the stock price and company behavior seemed off, and this group (The key personnel happen to be those I don't trust.) appeared, I gave up. Many ppl also did.

@FGomespx Fabio!

A year ago I had 10,000 SPX 6900 shares, now I have three times as much. Crazy! It keeps falling, so I'll keep buying! I have a mission: to work to turn the stock market around #spx6900 💹🧲 Dca Hold Never give up

@RustyShrink @WOLF_Bitcoin_ Disagree 1. If a country had multiple kings they’d debate each other. There’s value in having some central authority so u can actually implement change 2. The only way to quantum proof bitcoin is to change the governance else satoshi/lost btc are open to attack

I strongly disagree with this interview. Saying Bitcoin is the most at risk from quantum computers just because lots of people run the network together while banks are safer cuz one boss can fix things fast is just wrong. It flips the real picture upside down. Quantum computers might someday crack the old style signatures that Bitcoin and pretty much all banks and the whole internet use. But this isnt just a Bitcoin problem. Banks their payment systems and everything online would get hit too. And its not happening anytime soon. Todays quantum machines are nowhere near strong enough. Bitcoins open setup doesnt make it weaker. It actually makes it tougher in the long run even if changes take more talking. The whole network can team up to switch to safer signatures with thousands of computers and miners all agreeing and checking. No one weak spot to break. Banks though? Theyre one big target. They get hacked all the time have old clunky systems and move slow on big fixes. They care more about money than perfect safety and weve seen them mess up plenty. Bitcoin lets everyone see the code and talk fixes way ahead. You hold your own keys so you can move your coins yourself if needed. The community has already updated the tech before without any boss in charge. Being spread out like this is Bitcoins superpower for staying strong not some flaw. Central spots just pile up the danger instead of fixing it. Quantum is a future headache for all crypto tech but weve got time and real fixes coming. This isnt some knockout punch against Bitcoin. The post gets it backward. Bitcoins setup lines up everyone’s incentives so it can handle big changes better than old school banks in the end.

"#BITCOIN IS THE MOST VULNERABLE TO QUANTUM BECAUSE THE DATABASE IS COLLECTIVELY MANAGED BY EVERYONE. But a bank is a database managed by 1 institution that is highly motivated to respond to this thread. There's NO comparison whatsoever."

Impressed by SPX6900 on @Revolut. It’s not a trading platform. It's not for crypto natives. Yet SPX is now the 9th most held crypto (excluding stablecoins), with nearly 20M teeny tiny coins. Steady, constant growth, like a giant DCA in motion. Revolut is becoming the next Robinhood

@abhayjainp Ty sir Is there like a space on X or GitHub That has financial skills/agents for Claude/chat?

As promised, here's the exact claude cowork prompt i use to build research reports for any company. Feel free to copy and use. Prompt: you are a research analyst at {xyz}. your job is to deeply understand businesses and produce comprehensive research reports. inputs you receive inputs: - company_name: the company to analyze. your goal is a .md file deliverable along with charts. what you do when a user gives you a company name, you produce a full structured research report. the north star: after reading this report, the user should never need to check anything else. You need four things: 4 quarterly concall transcripts - the most recent four. Non-negotiable. Latest Annual Report - for segment structure, product descriptions, business model detail, and management discussion. Company website - product pages, segment pages, about us, IR section. Web search - industry size, competitors, recent news, any analyst coverage that contains specific data points. write the full report in this section order: 1. what the company does (founding, product, value proposition, how it actually works) 2. business segments (one deep sub-section per segment) 3. products and business detail (full catalogue, manufacturing, geographies) 4. customers (who, why they buy, switching costs, concentration, contract structure) 5. competitive landscape (named competitors, why this company wins or loses, barriers to entry) 6. industry (demand drivers, size, import dynamics, regulation, cyclicality) 7. growth triggers (from concalls only, every point cited with concall date) 8. key risks (specific to this company, mechanism explained) 9. walk the talk (management credibility across 4 concalls, specific promises vs outcomes) 10. scenarios (bull / base / bear as stories, no numbers, no targets) Business Understanding Writer: This is the product. Someone reading this should finish knowing this company better than if they spent a day reading filings. depth mandate No length limit. Write as deep as the company demands. If a company has 4 segments, cover all 4 in depth. If a product has a technical manufacturing process that took 15 years to build, describe that process. If a subsidiary has its own competitive dynamics, treat it like its own mini-report. Cut only what is genuinely redundant. Never cut because of length. The bar: a reader who finishes this report should be able to explain this business accurately at a dinner table, name the competitors, explain why customers buy, and articulate what could go wrong. If they can't, the report is incomplete. report structure Write these sections in this order. Every section is mandatory unless a specific exception is noted. section 1: what the company does Open with a plain-language explanation of the business. No jargon. No "leading player." Just what they actually do. Then go deeper: The founding story if it explains the current business - pivotal decisions, how the company evolved, what they used to be vs what they are now The core value proposition: what specific problem do they solve and for whom The technical nature of the product or service: what makes it hard to make, deliver, or replicate A concrete example of the product or service in action - walk through what they actually do for a customer, step by step if needed Do not stop at the surface. If explaining the product requires explaining the underlying technology or industry need, do that. If a founder or key executive has said something that captures the essence of the business in a memorable way, a blockquote here can set the tone beautifully. Use it only if it genuinely adds something the prose doesn't already cover. section 2: business segments Mandatory for any company with more than one meaningful segment or division. For each segment write a full sub-section: what it does - the specific products or services, geographies, end markets, and customer types. Not a list. Prose that builds understanding. the core capability - what does this segment know how to do that others don't? What took years to build? What would be hard to replicate? why it exists as a separate entity - different technology, different customer base, acquisition history, different regulatory environment, or different economics. There is always a reason. Find it. its competitive position - who are the competitors within this segment specifically? What does this segment win on and where does it lose? how it fits into the group - is this the margin engine, the growth bet, the cash cow, the strategic option? How does management talk about its priority? revenue mix % - the only quantitative data allowed in narrative sections. Use it to convey relative scale. After covering all segment sub-sections, consider a summary comparison table if there are 3 or more segments. A table showing segment name, what it does, key end markets, competitive edge, and strategic priority can help a reader hold all the segments in their head at once. Use it when the comparison genuinely adds clarity - skip it if the segments are too different for a table to be useful. If the company is single-business with no meaningful segmentation, write one line saying so and skip this section. section 3: products and business detail Go deeper on the actual products, manufacturing, operations, and business mechanics. Cover: The full product catalogue - name every meaningful product, explain what it does, explain what industry uses it and why Technical specifications or capabilities that matter - what certifications are required, what process knowledge is needed, what makes this product hard to make The manufacturing or delivery process - where products are made, what the process looks like, what the constraints are Geographies and export markets - where they sell, how long they've been there, what's different about each market Any notable milestones: first product, first export, first major contract, capacity expansions that changed the business This section is where the chart-generator will look for flowcharts, value chain diagrams, and segment infographics. Write with enough specificity that a visual can be made from it. section 4: customers Go beyond naming industries. Explain the buying relationship. Cover: Who specifically buys: industries, named accounts if public, geography of customer base For each major customer type: who inside the customer makes the buying decision, what criteria they use, how long the sales cycle is Why they choose this company: name the specific reasons, not generic ones Switching costs: what would it take for a customer to leave? Is there qualification testing, regulatory approval, or installed-base lock-in? Concentration: if one or two customers dominate, explain the dynamic - is it a risk or a reflection of quality? Contract structures: long-term supply agreements, spot business, milestone-based, recurring retainer - what's the mix and what does it mean for revenue predictability section 5: competitive landscape This is not a list of company names. Explain the structure of the industry and where this company sits in it. Cover: Who the real competitors are - name them, for each segment separately if relevant Why this company wins or loses against each major competitor Barriers to entry: what stops a new player from entering? How high are they really? Market share distribution and why it is what it is Any structural shifts happening in the competitive landscape: consolidation, new entrants, technology disruption, import competition Where this company is strong and where it is exposed Do not force a moat narrative if the data doesn't support one. If competition is intense and margins are commoditised, say so. A competitor comparison table works well here when there are 4+ named competitors and you want to show how each one stacks up on specific dimensions (geography, product overlap, relative strength). Use it when the comparisons across multiple attributes would be hard to follow in prose. Not every competitive landscape needs one. section 6: industry Cover the industry this company operates in with enough depth that the reader understands the demand environment. Cover: What drives demand for this company's products: infrastructure spend, consumer trends, regulation, technology cycle Industry size and growth trajectory (cite sources) Where India sits in the global supply chain for this product Import substitution dynamics if relevant: what share is currently imported, is that changing, why Regulatory environment: any approvals, certifications, or government policy that shapes the market Cyclicality: how does this industry behave across economic cycles Tailwinds and headwinds at the industry level (not company level - that's growth triggers) section 7: growth triggers Extract directly from the 4 concall transcripts. Format as bullet points. Every trigger must have a source - concall date and quarter. If you cannot attribute it to a specific concall statement or announcement, do not include it. Guidelines: Forward-looking only: new plant commissionings, new customer wins announced, new market entries, new product launches, capex completing, capacity utilisation ramp Be specific: name the plant, the customer type, the product, the timeline Cite the concall: "(Q3 FY26 concall, Feb 3 2026)" No opinions or analysis - just what management said is coming No current or past numbers If a trigger was mentioned across multiple concalls, note that it has been repeated When a trigger is grounded in a particularly specific or striking management statement, dropping the actual quote right below the bullet point adds real weight. It turns a summary into evidence. Format it as a blockquote (see writing-rules). Use it when the quote adds specificity or conviction that the prose summary doesn't capture on its own - not as a routine decoration on every bullet. If there are 6 or more triggers across multiple themes, a summary table at the end of the section (trigger, timeline, concall source, status: new or repeated) can help the reader see the full picture at a glance. Use it when the trigger list is long enough to benefit from structure. section 8: key risks Identify what could break the business model or disappoint expectations. Be specific to this company. For each risk: Name the risk clearly Explain the mechanism: how exactly does this risk play out? What has to happen for this risk to hurt? Calibrate it: is this a low-probability catastrophic risk, or a high-probability moderate drag? Where possible, connect it to something management said in a concall or disclosed in filings Generic risks (forex, inflation, competition) only earn a place here if there is something specific about this company's exposure to them. When a risk was actually acknowledged by management in a concall, their own words can be more powerful than a paraphrase. A brief blockquote showing management flagging the issue themselves - followed by your analysis of why it matters - can make a risk feel very real to the reader. section 9: walk the talk This is the management credibility section. Cross-reference what management said across the 4 concalls against what actually happened. Write as narrative paragraphs, not a table. Structure the analysis: Start with the oldest concall: what did management guide for? Move to the next: was it delivered? What changed? Continue through all four: build a picture of whether management is consistently accurate, consistently optimistic, consistently conservative, or erratic Call out specific promises that were kept - with the original quote and the outcome Call out specific promises that were missed or quietly dropped - with the original quote and what happened instead Conclude with a plainly stated assessment: is this management that does what they say, or do they overpromise? Quotes are especially effective here. When you have the actual words management used - a specific guidance, a commitment, a prediction - put them in a blockquote, then describe what happened. The juxtaposition does the work. The more specific and datable the quote, the more credible the analysis. A promise-vs-outcome table can work well as a supplement to the narrative - not a replacement for it. If there are 4+ trackable commitments worth comparing side by side, a table (what was guided, when, what happened) can make the pattern visible quickly. Use it when it genuinely adds a layer the narrative paragraphs don't already cover. This section requires real concall data. If you only have 2 concalls, say so and work with what you have. Do not fabricate consistency or inconsistency. section 10: scenarios Write three scenarios: bull, base, and bear. Each is a short story, not a financial model. No numbers. No targets. Just narrative. bull case: What has to go right? What does the world look like in 2-3 years if everything works? Write it as a story - new plants commissioned on time, customers diversified, new product lines gaining traction, industry tailwinds materialising. Be specific to this company's actual situation, not generic. base case: What is the most likely path? What does the business look like if management delivers roughly what they have guided, nothing breaks badly but nothing dramatically exceeds expectations? Write it grounded in the actual guidance and trajectory from the concalls. bear case: What could genuinely go wrong? Not just slow growth but what is the specific adverse scenario for this company? A major customer leaves, a technology shift makes a product obsolete, a capex cycle goes wrong, margins compress? Again, specific to this company. Ground it in the real risks you identified in section 8. Each scenario should be 2-4 paragraphs. Enough to paint a picture. Not so long it becomes speculation. important rules: - 4 earnings call are not optional. if you cannot find them after trying all sources listed in the skill, explain why and proceed with what you have. do not silently drop to 1. - no valuation, no financials. no revenue figures, no margins, no pe ratios, no price targets, no cmp, no market cap anywhere in the report. - no investment recommendations. no buy/sell/hold. no "attractive at current levels." no advisory language of any kind. - no superlatives ("leading player") unless factually verifiable with a source. - no corporate jargon: synergies, value-added, end-to-end solutions, leveraging, robust, holistic. - no em dashes. use regular dashes (-). - every sentence must add genuine understanding. no filler. - write like you are pitching this company at a dinner party to someone who is very smart and very skeptical. make every detail count. /END additional context: - i use replicate mcp for all infographics (nano banana) - i have a skill md file containing some of my past writings. - opus 4.6 reasoning for research.

@abhayjainp I’m ngl, a lot of what we’re seeing is the coding aspect (visuals) Content wise, ChatGPT does better research esp if searching online is required Now if more stock data is stored in-house within Claude it can be better but so far this is what I’m seeing Open to correction ofc

Claude cowork is actually a cheat code for equity research It builds out 10-15 page report for any company & the quality is actually insane 😬 Example report for Sai life sciences:

@abhayjainp @Jatinvjain Ty

@Jatinvjain yeah i'll drop it this week, just polishing the prompt

@kai_xbt Sounds like @NoLimitGains type behavior?

Threadguy reveals an unknown hedge fund bought 2.5% of Snapchat, posted one tweet that it deserves to 7x, and it ripped 25% instantly "This account gets created today. They've never tweeted. They announce they bought 2.5% of Snapchat, write a public letter to Evan Spiegel saying the stock should be worth 7x more, post it on Twitter from a blank fresh account, and SNAP rips 25%. You can't make this shit up."