Noah Jessop

@PeterL4e Welcome back

I am thrilled to announce my return to a16z as a full-time General Partner. Having made a full recovery from cancer and navigated some of life’s most taxing personal hurdles, I am returning with a sharpened sense of purpose and a deep optimism for the future, both personally and professionally. My time away reinforced that living to one's fullest capacity requires doing what you love with the people you trust. While I’ve continued to support my boards and founders, I’ve realized my greatest impact happens when I am 'all in.' I believe he current pace of innovation in infrastructure is unmatched, and I couldn't be happier to be back in the trenches with my colleagues and close friends on the a16z Infra team.

@DeanEigenmann @Rashan Would recommend metal men instead of world for sale - deeper imho and covers topic a bit better.

me and @Rashan were thinking about doing a book club around finance books, thinks World for Sale, Barbarians at the Gate & Den of Thieves would anyone be interested in this?

@zebulgar I found these 2+ hours with him useful when I first found… youtu.be/2vA3Ca2gUhA?si…

I've never met Pierre Lamond, but he's one of the greatest VCs of all time & not as studied today Almost 30 years at Sequoia, 6 years at KV In 2015, at 84 years old, he founded Eclipse Ventures And then proceeded to triple down into Cerebras I hope to be half as good at 84

@dafrankel Did you ever hear the story of who insured the adhesives maker for the glass panes? (which occasionally popped out with heavy winds after construction)

Where was I?

amazing how fast they move....sometimes

@HHorsley You become super long humanity. Your life is no longer about you. (And, to your amazement, you would never dream of the “before” time)

Was chatting with a friend who’s expecting his first kid. He asked, what’s it like? I gave it a shot. But felt didn’t do it justice. How do you answer that question in 1-2 sentences?

@elonmusk @nottombrown Love to see this for both!

Same here. By way of background for those who care, I spent a lot of time last week with senior members of the Anthropic team to understand what they do to ensure Claude is good for humanity and was impressed. Everyone I met was highly competent and cared a great deal about doing the right thing. No one set off my evil detector. So long as they engage in critical self-examination, Claude will probably be good. After that, I was ok leasing Colossus 1 to Anthropic, as SpaceXAI had already moved training to Colossus 2.

In the next few days we'll be ramping up Claude inference on Colossus. Grateful to be partnering with SpaceX here. We are going to need to move a lot of atoms in order to keep up with AI demand, and there's nobody better at quickly moving atoms (on or off planet Earth)

@cdixon congrats to y'all and Eddy a second time!

@claybavor bravo! happy to hear

Sierra is raising $950 million from new and existing investors, led by Tiger Global and GV, at a valuation of over $15 billion. We now have more than $1 billion to invest in becoming the global standard for companies wanting to transform their customer experiences with AI. Two years ago, most of our customers’ agents were limited to support — tracking orders, troubleshooting devices, and resetting passwords. Fast forward to today, and AI agents built on Sierra are powering all parts of the customer life cycle, from purchase consideration to product discovery to retention and more. We are so excited for what’s ahead, and are deeply grateful to our customers and partners for being on this journey with us. sierra.ai/blog/better-cu…

@gbrl_dick Excellent suggestion will report back. We’ve been doing lots of primitive technology style builds in our limited video windows..

@njess oh yeah we love the cotton and corn chapters too haha. we looked up japanese denim looms on youtube after cotton.

my son loves the richard scarry books so much that probably 50% of my days end with me reading him the busytown Coal chapter, in which coal is called 'buried sunlight'.

This is the best marketing for a stuck estate that presumably was pulled from mls

@jaltma They evidently did considerable damage on the rowhouse in South Park. they rented in the early days…

Such a good story about how Ravi Gupta helped Instacart focus on profitability when he was COO. At an all hands he said "we okay we can spend $25k a month on blue bottle, leasing teslas, acquiring 5,000 customers, or 1,000 shoppers. Raise your hand if you want the blue bottle!"

@AnjneyMidha Network pros 🤝 Housekeeping pros My guys clean up so many messes (many of my making)

data centers and hotels have way more in common than people realize

@TomSteyer It's sad how badly you want voter validation.

"Wow" is right. ICE is a criminal organization. As governor, I'll prosecute them like one.

@markpinc Congrats! Will grab a copy to support Speed is great frame

I'm excited to share that my book, Life at the Speed of Play, will be out in June. I've spent the last 5 years writing so I can share my lessons and stories around building products and scaling companies.

@nic_carter @aakashgupta Did you find 5 too early or ok to start? What was the right amount of help to keep it consistent?

@aakashgupta My parents put us in French immersion school and gave me piano lessons from the age of 5. I played piano at least an hour a day until I turned 18. Thanks, mom!

Piano and language are the only two childhood activities where the cognitive transfer effects have been replicated in 50+ years of research. And parents picked them by accident. Piano forces bilateral motor coordination. Your left hand and right hand play different rhythms simultaneously, which builds the corpus callosum, the bridge between your two brain hemispheres. Kids who trained piano for 3+ years showed 25% thicker corpus callosum fibers on MRI. That connectivity doesn't just help with music. It transfers to math, spatial reasoning, and reading comprehension. Language does something different but equally permanent. Learning a second language before age 12 physically rewires the prefrontal cortex for task switching. Bilingual kids don't just speak two languages. Their brains develop a stronger executive control system because they're constantly suppressing one language while activating another. That suppression circuit is the same one you use for impulse control, long-term planning, and filtering distractions. The parents who forced these two specific activities had no idea about corpus callosum thickness or prefrontal cortex remodeling. They just thought piano was "cultured" and languages were "practical." They accidentally picked the only two childhood skill investments with permanent neurological returns. The kids who hated those lessons the most are now the adults with the strongest cognitive hardware for everything that has nothing to do with piano or French.

@LeilaniFarms @wesarn_real @CantonNetwork Confirmed, appears bad numbers got into fees calculation. Apologies for confusion, please hard refresh Ctrl (or command) + shift + r on daily/weekly numbers. Team still refreshing hourly view and cleaning out caching Thanks for flagging all

@wesarn_real @CantonNetwork Oh right on appreciate the info we were looking for something from somebody in the know Mahalo 🤙🏾 ***Sorry everybody didn’t mean to cause any unnecessary excitement

Does anybody know what the $CC Fees going "Negative" means? I've never seen this before not trying to read too much into every little thing but it has got me curious...

@arlanr Lmk if we can throw storage and bandwidth at a community version

Introducing AgentSearch. We want to turn the entire internet into a browsable filesystem, like a codebase. We’re starting with documentation websites, and this approach has improved our internal coding agents by ~41% when working with the latest frameworks like Next.js.

@BillAckman @X Kid health stuff is horrible - wishing you and fam all best. Go fight em.

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?