Marissa C.

Freedom in FLIGHT! Love to see PATRIOTISM of the new JSX jet take off in celebration of America’s 250th birthday! @flyjsx @Freedom250 🇺🇸✈️

@Kwalt23 Just because you've been found not guilty does not mean that you're not culpable. Exhibit A - OJ Simpson

@Taxpro4gamblers You didn’t follow the case and it shows.

Can we talk about Carter Hart making it to the western conference final as our starter? I wonder how many GMs right now are saying “damn I shoulda put feelings aside and signed Carter Hart” the golden knights org knows how to win #forgedingold

@alan_stalcup Buy 2 planes, sell the engines on 1 and keep the spare for parts.

@bigheadhcky Basically a rapist is going to win the conn smythe.

Carter Hart since the closeout game against Utah: • 95/99 saves • .960 save percentage • 4.38 goals saved above expected • 4 goals allowed through 10 periods From a pure hockey standpoint, Vegas made a great bet here.

@sydor_greg Not just oh. God forbid you throw a rod or ingest something.

One of your favorite VC's just bought a sub $30,000,000 Gulfstream G650ER from us. Fully equipped, Fortune 100 pedigree, immaculate condition - for less than $30M ......how? NO engine programs No programs means when it’s time to overhaul the engines @ 5,500-7,500 hours, you pay the $10M out of pocket to fix them, rather than use the pool of funds you've accrued by paying Rolls Royce $1,800 every hour flown. It also means the plane is theoretically worth $10M less bc there’s no pool of funds to transfer to the next owner. (Unlike 97% of jet sales) We're beginning to see some savvy investors opt for cash flow.

@VegasUncomped i've stayed in it once. ran into tiger woods. restaurant is excellent. room is nothing special although the heated bathroom floor was something i could used to

Would love to know who's been in the mansion at MGM? I'm sure i'd get thrown out in a second...

@Jason_Galvin @Delta hate to break it to you but no one customer is big enough to move the needle. you have no leverage

@VitalVegas Todd Simons is a name that is a blast from the past

Exclusive: Rio’s executive shake-up continues as the resort’s new owner charts a fresh direction for the off-Strip resort. casino.org/vitalvegas/rio…

@yonann Bullsh*t

Grant Cardone says his $70 million jet costs $3.5 million a year to run “The Gulfstream 650 ER can go from Miami to Dubai nonstop" “I bought it from a guy in Russia, an oligarch, right before Ukraine happened. That plane’s $70 million, and it costs $3 million to $3.5 million a year to run”

@PEoperator Those who can't teach.

There is a reason most coaches are former players. This is not a post about sports. Let the reader understand.

@CryptoTaxFixer Ra are super wet behind the ears. That's why you ask to speak w supervisor who is more seasoned and practical.

The IRS uses two primary approaches to audits, and the goal is efficiency. If they identify unreported income and it’s not a large amount, they typically issue a notice called a CP2000. A CP2000 is not a formal audit. It’s a letter that says: “We believe you didn’t report certain income, usually from a 1099. Based on our calculations, here’s what you owe. Pay it, or explain why this is incorrect.” You generally have 60 days to respond. These notices can be intimidating, but they are often wrong because the IRS is making assumptions without full information. The second approach is a formal audit. This involves a human reviewer, known as a revenue agent, though most people just call them auditors. This is significantly more serious. An auditor is assigned to your case, reviews your records, and evaluates your entire situation. Once an auditor is involved, the process becomes much more intensive. Their role is to identify discrepancies and determine whether additional taxes, penalties, or interest should be assessed. Auditors are evaluated, in part, on how much additional revenue they generate through their cases. That creates a strong incentive to find issues and pursue them. Because of this, formal audits tend to be persistent and thorough. This is why avoiding an audit altogether is critical. The most effective way to do that is to file a complete and accurate tax return from the start.

@Top100Rick @mullaney_matt Nanea has comfort stations? The last time I went 3 years ago I had to bring my own snacks and booze.

@mullaney_matt Nanea might be number one

So what exactly is a golf course “comfort station”? How is it different from a halfway house? The comfort station rules: Must be inclusive! (Exceptions for bar drinks sometimes.) Must be awesomely extravagant. Must have crazy variety to please everyone. Generally must be multiple or if one, accessible from multiple holes. You know one when you see one. Are these better than the simple stops with cheese and crackers? Just depends on the vibe you want, there isn’t a right answer. But it’s fun to indulge on occasion.

@Top100Rick @bobdafox But which 9 have you played? Makena has been the best out of the ones that I have played.

@bobdafox Gozzer and Kukio. The settings are so good and they service and amenities are another level.

You hear about list chasers who chase the Top 100 golf courses. But there is a more exclusive list. The Discoveryland collection. The most expensive collection of clubs. Almost zero unaccompanied play allowed. Absolutely incredible experiences. I’ve only seen 9 of these.

@VitalVegas Just like we went from coins to tickets. They will find other positions and or adjust

IRS threshold change ($1,200 to $2,000) is amazing for players, attendants are being brutalized. No handpay, no tip.

@phil_hellmuth @recurrency It's a phenom 300 not 3000

Home sweet home! Phenom 3,000 is fast! 💨 💨 33 minutes from Reno to San Jose! Sam Oshay pitches his company @recurrency in the video… #POSITIVITY #PHNiceLife

@gotravelyourway G550

You’re about to board a 10+hour flight. Which aircraft are you hoping to see at the gate? ✈️ Airbus A350 ✈️ Boeing 787 Dreamliner ✈️ Boeing 777 ✈️ Airbus A380 Be honest. 👀

@KylePorterNS Your 6 y/o p'owned all of you.

Porter family Masters draft was auction style this year -- everyone had $100 to spend and a pint of ice cream on the line. Please leave (family friendly) comments below. The kids love me reading them out loud. And yes, my 6-year-old had a better plan than I did.

@BillAckman @X WHOLEHEARTEDLY AGREE. bury the contingency lawyer in costs so it doesn't make sense for them to continue.

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?

@KerryBilicki @VitalVegas @LasVegasLocally yes. the heated floor in the bathroom was amazing. my spouse ran into tiger woods in the hallway.

Hidden in plain sight, The Mansion at MGM Grand is an invite-only luxury Tuscan villa tucked away just yards from the strip. The property has its own casino, restaurant, and 24 hour butler service. Have you been? @VitalVegas @LasVegasLocally