Vuitton

@fresh767676 @_JasonLT Ajay would score. He’s not a foul baiter. Actually can score through contact

@_JasonLT Switch roles what would AR look like on OKC with that team and Ajay on this current team with the Lakers

The Lakers are about to pay $150M + to a Austin, and he'll deserve it. But he just got badly outplayed by the Thunder's 15th highest paid player. And that's really what makes the Thunder such a unique challenge for the rest of the league.

@MrBoomBrown @CokeSipper TMac made a finals

@CokeSipper Naww. No Vince slander. But on point otherwise. T Mac swears he knows

It’s so funny nbc has TMac, Vince, and Melo talking about what guys need to do to win big playoff games

@oversleptreally @SixthManShow @philiprr_OMD Imagine they got Westbrook

@SixthManShow @philiprr_OMD Trade Jalen Suggs n Carter jr, they sold the series for Orlando! How is your starting pg dishing out 2 assists IN THE PLAYOFFS , n going 1-13 from the field😂 then you got Carter jr big for no reason with 0 boards… bums. teams got guys off the bench that play better than those 2

Probably the most pointed & insightful answer I’ve ever heard from Paolo. Very proud of him. When asked by @philiprr_OMD on how to get the team to the next level “You create an environment where losing isn’t acceptable…. it shouldn’t be comfortable in the building, it should be everybody on their P’s & Q’s feeling pressure to be great, because this result is not good enough” 🎥: @OrlandoMagic

@FastbreakHoops5 @dionwaiters3

Guess the NBA player

@hovah76 Shane Battier

@amasad Can we move our Replit App and lift and shift it into Enterprise Databricks and use Azure SsO

Replit now deploys directly to Databricks. Your apps run inside your Databricks environment while inheriting its security, governance, and data access. Beta is live. Enterprises are already building with it and seeing massive acceleration in BI and internal tools.

@Zukoife @BillAckman @X If I was Bill, whatever I pay Ronda - I would give the same amount to the junior employees and staff. This would piss Ronda off that she settled for the same amount as lowly juniors

@VuittonCapital @BillAckman @X This is probably what she thinks too. But it's not the only possible outcome tho

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?

@Zukoife @BillAckman @X What does Ronda have to lose? Her lawyers are paid at contingency fees. Potentially this should just be standard procedure for all layoffs to have some lawyer investigation. Not saying Ronda is right. It’s just how the market operates

The replies encouraged me to read and I'm glad I did. I definitely will go with your approach.A lot of game theorists around... The number of people taking advantage of others because they have more at stake. I'm sure Ronda probably thinks there's nothing to lose on her side but she's wrong. Crush the Lawsuit and I hope other CEOs learn from this. I'm gradually breaking my shell into the real world and meet challenges like this .Of course I'll crush it. Love the fact that u're a family man Prayers to your daughter..

@NikhilMorar @Lakers Lakers definitely need analytics after getting whooped by the @okcthunder

We're hiring at the @Lakers! The Basketball Data Strategy & Analytics team is looking for a Senior Data Engineer and Software Developer. #LakeShow  teamworkonline.com/basketball-job…

@SailboatHI @JoshKale If NAV is fair market value every quarter, I agree

The Anthropic mini IPO is unfolding and you already missed a 15x return The stock is named VCX by Fundrise and just went up 1,500% in 5 days on the NYSE It’s a fund holding: - Anthropic = 21% - OpenAI = 10% - SpaceX = 5% - Databricks = 18% - Anduril = 7% $VCX has a NAV of $19 per share. This morning it just traded at $312. That means the market is valuing a $650 million fund at $5.4 billion 🤯 Investors are paying an 8x premium just to touch these companies. Why? Because the most important companies being built right now refuse to go public. And people are so desperate for exposure that they will pay almost anything to get it. The private markets are sitting on trillions in value that public investors have been locked out of and this stampede tells you everything about how much hype there will be around these IPOs. I hope this speeds things up

@mkobach Figma pays top of the market with a ton of refreshers. It’s the shareholders that got screwed. They are doubling dilution by giving more stock

Figma employees got hit with the worst 1-2 timing punch ever. Should have had a huge acquisition exit from Adode, but then the global regulatory environment killed that deal. So they go public and hit a market cap 3x of the acquisition price, and everything looks up. Then AI makes massive strides in the 6-month post IPO lockup period and the stock drops -80%.

@MarketLensAu I’ve held this for so long since June. The DCF math might not work. But the comps with Scale AI make it a no brainer. They will get acquired

$APX $APX.AX Past 3 months broker trading activity shows institutions buying heavily around the Jan quarterly report. All top 5 buyers are investment banks while CommSec leads selling. Retail exits exactly when they shouldn't.

@grok @plottair @paul_conyngham @IterIntellectus @grok has there been significant risks from mRNA custom vaccine

this is actually insane > be tech guy in australia > adopt cancer riddled rescue dog, months to live > not_going_to_give_you_up.mp4 > pay $3,000 to sequence her tumor DNA > feed it to ChatGPT and AlphaFold > zero background in biology > identify mutated proteins, match them to drug targets > design a custom mRNA cancer vaccine from scratch > genomics professor is “gobsmacked” that some puppy lover did this on his own > need ethics approval to administer it > red tape takes longer than designing the vaccine > 3 months, finally approved > drive 10 hours to get rosie her first injection > tumor halves > coat gets glossy again > dog is alive and happy > professor: “if we can do this for a dog, why aren’t we rolling this out to humans?” one man with a chatbot, and $3,000 just outperformed the entire pharmaceutical discovery pipeline. we are going to cure so many diseases. I dont think people realize how good things are going to get

@ContrarianCurse @MangotreeA I’ve been waiting for the great clips coupon to show up for my local store. Been waiting and waiting

@MangotreeA I think there are limits to the buying impulse. Put another way. Let’s say conversion is 5% right now If you gave me the perfect ad at the perfect moment every time, how much more would I click How often do I wanna shop? How often do I want to interrupt my experience

As I’ve said before $META is a P*Q Price is demand / ROAS based Quantity is attention and load I do actually think there is limits on ad effectiveness generally, and then it’s limited by relative ROAS (though likely they continue to have the best). If they are the best then it’s limited to how punitive it is for the businesses. Quantity is tough. The core properties are fine but Zuck is clearly going very hard to find another property to stuff ads on and is mostly failing - at least against what they’ve spent. They’ve built a magical money machine. If anyone is every wondering who can make money from AI, it’s meta, and they’ve been doing it since they lost the IDFA signal My main disagreement is just how poor this capital allocation is vs the market always giving him the benefit of the doubt. 2x NI is tough against the spending over two and bit years vs 25 to maintain ROIC, and if the market knows that and it’s a permanently higher capital intensity business at like 30-40% and ROIC in the teens, then is the multiple actually wrong?

@NBA2KMovement Carmelo Anthony

Will give $500 to a RANDOM Person that Guesses Which Player this is 🤔

@grok @TechLayoffLover Who estimates Diff effort - product manager or engineering? What’s the title

To estimate DAT for a feature: Decompose it into small, reviewable diffs (Meta's standard). Classify each by size/complexity (e.g., LOC tertiles, ). Apply historical baselines: ~50 min avg for 87% of diffs, or size-normalized trimmed means from similar past work. Sum across all diffs for total estimate. Adjust for factors like AI (e.g., 6-60% reduction) or new tech. Telemetry then tracks actuals for validation. (This mirrors how Meta quantifies savings in case studies like code sharing or compiler features.)

Sarah Chen finished her bootcamp in August 2022 with 847 commits on GitHub and dreams of changing her life Got hired at a mid-stage B2B startup for $120k. Relocated from Phoenix to Austin. Signed a 2-year lease in Domain. Posted the offer letter on Instagram. The bootcamp still uses her photo in Facebook ads. "From barista to senior frontend engineer in 8 months." 47,000 people have seen that post. Fast forward to now: she's failing every productivity metric they've introduced since October New KPI: 23 story points per sprint. She averages 11. The offshore team in Bangalore averages 31 with Cursor doing the heavy lifting. Another metric: code review turnaround under 2 hours. She takes 4-6 hours to properly review. The AI-assisted reviews from the Hyderabad team come back in 37 minutes. Her manager started weekly 1:1s in January. "We need to see improvement in velocity, Sarah. The tooling is there." She's been put on a 60-day improvement plan. Mandatory Copilot training. Daily standups where they compare her output to the AI-augmented offshore team. The improvement plan expires March 15th. Her lease runs through September. Two other bootcamp grads from her cohort got managed out the same way in January. Same impossible metrics. Same offshore comparison. The company's engineering blog just published "How We 3x'd Productivity with AI-Human Collaboration" Her photo is still in those bootcamp ads. Still getting tagged by friends who see it. But her badge expires in 23 days

@grok @TechLayoffLover How does one estimate DAT for a feature

Yes, at Meta Diff Authoring Time (DAT) is better for pure build velocity than story points. DAT is objective telemetry from IDEs measuring real elapsed time to submit a diff (code change)—average ~50 min for most. It powers experiments showing clear gains (14-50%+ from tools/AI). Story points are subjective effort estimates for sprint planning, often gamed or inaccurate. DAT tracks actual output.

@grok @TechLayoffLover So diff authoring is better than story points

AI coding tools like Meta's internal CodeCompose (and evolving agentic LLMs) have dramatically shortened Diff Authoring Time (DAT). Internal 2025 measurements show 6-12% higher DDM (diffs per dev per month) overall, with up to ~60% less time per diff when AI generates most of the code. Teams now also track % LLM-authored lines and suggestion acceptance rates to quantify the shift—freeing engineers for higher-value work like design and review. DAT stays the core telemetry for pure-build velocity, with 2026 agentic tools pushing gains even higher.

@grok @TechLayoffLover How has that changed with AI coding

No, Diff Authoring Time (DAT) at Meta measures the elapsed time from when a developer begins a code change in their IDE (starting the "diff") until they submit it for review. It captures real coding, testing, debugging, and iteration effort via telemetry—not just ticket submission. Jira is used separately for task planning and backlog tracking. DAT specifically gauges implementation velocity on features.

@grok @TechLayoffLover Diff authoring was like submitting Jira tickets

For pure build/dev of new features at Meta (pre-deployment), they use Diff Authoring Time (DAT): time from starting a code change ("diff" = their PR equivalent) to submission, capturing coding/testing/iteration via IDE telemetry. They also track feature DDM (diffs per dev per month), LLM-classified for high-value feature work to gauge velocity. This pairs with tools/experiments for productivity gains (e.g., 14-50% DAT improvements from compiler tweaks/code sharing). SEVs stay post-ship for incidents.