Macon A. Albertson

@rampacuatro Rampa....you're right I did make the mistake. I spend a lot of time in Columbia, SC and old habits / finger memory can cause issues.

@Macon_Albertson Can't even spell the name of the place where your offshore teams are 😂

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@BreitbartNews It is a spending issue.....always is. They collect more tax in NYC than most states collect. New York City collected approximately $78.7 billion in total tax revenue in fiscal year 2024, with real estate-related taxes contributing $37 billion

WARMTH OF COLLECTIVISM UPDATE: Mayor Zohran Mamdani declares a "budget crisis," asks for a bailout from the state government, and pushes back his deadline for completing the city budget at least 10 days: "We cannot close this deficit with savings alone. We need new revenue, and we need a structural reset in our relationship with the state. That is the only way to meet our legal obligation to pass a balanced budget."

MY SON, GEOLOGIST DANIEL ROBINSON, WENT MISSING IN THE SONORAN DESERT OF ARIZONA. I AM STILL SEARCHING FOR HIM. IF YOU HAVE ANY INFORMATION TO HELP BRING HIM HOME, CONTACT 803.200.7994 OR TIPLINE: 844.602.0660. YOU CAN REMAIN ANONYMOUS. I WON'T STOP! THANKS FOR YOUR SUPPORT!

I have always been a big fan of @UPS, but lately I can't understand what is going on with what has always been a very reliable company. I have two deliveries that are "behind" and every day I get some message that says "Sorry we missed you", which is total nonsense since my wife or myself has been home all day every day. I've been getting that message for over a week for one of the packages on something I ordered from @Fabspeed. BTW....this isn't the first time it has happened....It also happened on the last item that came UPS, I thought it was an anomaly. Obviously not. I would rather not be lied to and just sent a note with an updated delivery date (like Amazon). Implying that you tried and it's my fault I don't have the package is rather bush league and annoying.

Totally agree Bill. You have every right to insert a "party" to evaluate what is happening in a business that is experiencing "declines". When you have discovery that directs you to restructure and reevaluate what "persons" should go or stay, you have every right to do so. My advice is to FIGHT - - I had a similar issue about 8 years ago. A top producer of a business I was leading became unbearable for her coworkers and I started to see significant attrition. I confronted her, she became belligerent and literally disappeared for 7 days. I finally served her with termination papers for position abandonment since she wouldn't respond to any communication from me. She hired a contingent lawyer and sued me/us for $6 million dollars for violating a disability statute as she claimed she had been experiencing "mental health" issues at the time and my terminating her I violated her rights. I decided for the first time that I wasn't going to settle and let someone like her benefit from bad behavior. Unfortunately, it cost me about $800k and a year + to fight it. We prevailed....and I say prevailed because there is no winning. That was $800k I could have invested in people that just was vaporized. When the judge finally reviewed the case she said - "I cannot believe that this case made it to my bench. The plaintiff has shown no evidence at all that any decision made by the "company" was inappropriate." The case was dismissed the very first day it was in front of a judge.....in Boston BTW, which is very employee friendly. The system is broken for sure. There should be skin in the game on the other side. We paid $800k to fight it and it lasted all of three hours in front of a judge. But at least she, and her lawyer received $0.00. After the decision, our lawyers told me they got a "gift basket" from her lawyer congratulating them on the win. For him, it was just a game at a chance to get 50% or 70% of anything they collected from us and he was shocked that I wouldn't settle.

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?

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@YFIHQ Funny how the reaction was to go inside....nothing can protect you from a run away boulder.

Now, I'm no bridge expert.....

@DanClarkSports A lifetime of pissing Dad off....love it!

Flashback to one of the most bizarre moments ever caught on camera during a baseball game...

@CNviolations Colonoscopy Prep

Caption this.

@MartySmithESPN Ironic that the final line of “The Many Lives of Lane Kiffin” “I feel like a lot of my life decisions, in time, was about me. It was all about me. I’m really trying to make it not about me.”

I interviewed Lane Kiffin just before he boarded an airplane to Baton Rouge. Will air on ESPN tonight.

@LuvXmaiko Madora and Macey

@chasedownleads I've never met a wealthy person that would ever do this in a million years. In addition, none of them would applaud the actions of this "guy". I call total bullshit on this.

Had dinner with a wealthy entrepreneur tonight When the bill came, he tipped 0% I was shocked What happened? I asked. The waiter seemed great to me. “Chase, it’s not about the waiter,” he said. “I own the payday loan company the waiter uses. If he makes too much money this month, he will get on top of his finances and finally pay off his loans. And I won’t be making 49% interest plus fees off him anymore.” Several other wealthy customers stood up and applauded. My mind was blown. Rich people really operate on a different level.

@jonnajarian @BeckyQuick I've been watching @BeckyQuick for 25 years....she does not suffer fools.

Nice work by Becky @BeckyQuick

@CollegeGameDay Common Sense......unfortunately not so common anymore. It's his simple right and wrong approach that makes Coach the GOAT

"This is not a Lane Kiffin conundrum. This is a college football conundrum that we need some leadership to step up and change the rules on how this gets done." Nick Saban weighs in on Lane Kiffin potentially leaving Ole Miss ✍️

I have felt that directly....at one time did a turnaround on a $50 mil. dollar company with negative EBITA...three years later we were making $8.8 million in EBITA. Was at an industry event and was with a guy (same industry mind you) that ran a $290 Mil dollar company with $3 million in EBITA.....everyone thought he was special and gravitated to him. I was one of the few that had the perspective to know he was really a poor operator.

Had dinner with two owners last night. One ran a ~$50M business. The other ran a ~$10M business. Everyone crowded around the $50M guy. I kept watching the $10M one. The $50M owner talked about scale, but his gross margin was ~20% and OpEx was ~$8M. After everything shook out he cleared maybe ~$2M of EBITDA. The $10M owner barely said a word. His gross margin was ~50% with OpEx of ~$2M. He was making roughly ~$3M of EBITDA on 1/5th the revenue. Everyone else saw the big watch and the sports car. I saw the margin profile. Top line gets attention. Free cash flow keeps the lights on. Give me the smaller operator with discipline, pricing power, and real margins over a larger one chasing volume any day. One leaves dinner talking about scale. The other leaves dinner with more cash in the bank.

@mhp_guy Video games and sub-divisions happened. As a kid we all raced BMX (its the feeder system), then to MotoX if you could afford a XR or YZ. Kids aren't that as interested and don't have the access.

This is Google trends data since 2004 for the term "motocross." I'm looking at buying land, and I found a parcel with a popular motocross track on it, and wasn't pleased to see this. What happened to motocross in the last 20 years? I know nothing about the space.

@PeriklesGREAT Ballpark

Name a famous "Frank" ?

@Matt_Pinner My grandfather once told me that "beauty was only a light switch away" :)

Do you find this attractive 🤔

@AnswerTheMemes 500k for sure