Joe Cuartero

AG Merrick Garland, March 7, 2023: "Our complaint alleges that JetBlue’s proposed $3.8 billion acquisition of Spirit violate Section 7 of the Clayton Act. We allege that if allowed to proceed this merger will limit choices and drive up ticket prices for passengers across the country. "And we further allege that the impact of this merger will be particularly harmful for travelers who rely on what are known as ultra low cost carriers in order to fly. Those include working & middle-class Americans who traveled for personal as opposed to business reasons & who must pay their own way. By acquiring Spirit JetBlue will eliminate the largest ultra low cost carrier in the United States.”

Spirit Airlines died tonight at the hands of the socialist crusader, Elizabeth Warren She must be so proud to add another casket to her achievements. Tonight at 3am, Spirit turns off the lights. 14,000 jobs gone. 30+ smaller airports lose service. JetBlue offered $3.8 BILLION in cash to buy Spirit in 2022. Shareholders, flight attendants union, literally everyone voted yes. The combined company would have held 9% of the US market against a Big 4 that already owned 80%. For anyone who understands numbers: 9% isn’t a monopoly against 80%. Warren said no. She wrote letters. She pressured Buttigieg. Biden’s DOJ sued. A federal judge killed the deal in January 2024. Her argument: the merger would cost consumers $1 billion a year. Now look at her collateral damage she dusts under the rug. 510 pilots gone in the months after. 1,800 flight attendants furloughed in December. 14,000 jobs in 2023. 7,500 last week. Zero tonight. And that’s just the people in Spirit uniforms. Catering goes. Fuel guys go. Baggage crews, gate agents, airport coffee shops, hotels and rental cars in 70 cities Spirit flew to. Every airline job carries 3 more on its back. 40,000 people out of work because of one woman’s moronic crusade against the market. And the math ain’t mathing. Spirit abandoned 90 routes during the death spiral. Fares on those routes are up 14% on average. Oakland to Newark: $135 to $288. Fort Myers to San Juan: $92 to $219. Kansas City to Newark up 66%. That’s reality. Not some BS number from a “study.” So @SenWarren tell me how this saves the consumer money? Cheap carriers in a market drop fares 21% across the board. Southwest did this in the 90s and saved Americans $68 BILLION over 20 years. Warren killed it. That’s what moronic politicians led by socialism do. Then with her own blind arrogance, she tweeted Spirit’s collapse is “a Biden win for flyers.” A win. 14,000 people are reading termination letters tonight. And she’s taking credit. This is socialism in 2026. A senator who’s never made payroll thinks she knows how to run a market better than the people who own and work in the company. She saved you a billion on imaginary paper. She cost you ten times that in real life. She didn’t protect consumers from anything. 14,000+ will go from working to welfare. She will make sure to blame billionaires, hardworking tax payers, AI, capitalism and whatever monster they will make up tomorrow hiding under your bed. Higher taxes. Fewer jobs. More expensive everything. She called it a win. I hope you enjoy winning.

Extraoficial. Por exigencias del FMI y Banco Mundial, el Banco Central de Venezuela tendría listas las cifras oficiales que nunca se entregaron en los 13 años del régimen de Nicolás Maduro y con efectos comparativos desde 1999 hasta 2025. BCV reconoce una deuda externa de 160 mil millones de dólares. Los venezolanos ahora debemos casi 5 veces más por habitante. Las reservas de oro se las robaron casi en su totalidad *** Los resultados son demoledores sobre Venezuela entre 1999-2026 *PIB Per Cápita Nominal* - para Febrero 1999: $4.133 USD - para Enero 2026 (Est.): $3.088 USD - Cambio Relativo: -25,2% Fuente: Banco Central de Venezuela (BCV) / Banco Mundial Nota de JVS: Está cifra es obviamente falsa, porque la caída de PIB es mayor a la señalada. *Salario Mínimo* - para Febrero 1999: $203 USD - para Enero 2026 (Est.): $0,36 USD - Cambio Relativo: -99,8% Fuente: Gaceta Oficial / SELA, Banco Central de Venezuela (BCV) *Deuda Externa* - para Febrero 1999: $28.000 millones USD - para Enero 2026 (Est.): $160.000 millones USD - Cambio Relativo: +571% Fuente: Banco Central de Venezuela (BCV), Transparencia Venezuela / IIF *Deuda Externa Per Cápita* - para Febrero 1999: $1.173 USD - para Enero 2026 (Est.): $5.970 USD - Cambio Relativo: +408% Fuente: Banco Central de Venezuela (BCV), Transparencia Venezuela *Reservas Internacionales* - para Febrero 1999: $14.334 millones USD - para Enero 2026 (Est.): $10.320 millones USD - Cambio Relativo: -27,9% Fuente: Banco Central de Venezuela (BCV), Transparencia Venezuela *Reservas en Oro* (Toneladas) - para Febrero 1999: 317 toneladas - para Enero 2026 (Est.): 52 - 60 toneladas - Cambio Relativo: -81% Fuente: Banco Central de Venezuela (BCV)/World Gold Council / Reuters *Producción Petrolera (bpd)* - para Febrero 1999: 3.120.000 barriles de p/día - para Enero 2026(Est.):1.142.000 barriles de p/día - Cambio Relativo: -63,4% Fuente: OPEP / PDVSA *Inflación Anualizada* - para Enero 1998-1999: 29,5% - para Enero 2025-2026(Est.): 540% - 629% - Cambio Relativo: +1.800% Fuente: BCV/BM/FMI *Pobreza Extrema* - para Febrero 1999: 11,4% - 15,0% - para Enero 2026(Est.): 67,5% - 76,6% - Cambio Relativo: aproximadamente 500% Fuente: CEPAL / Instituto Nacional de Estadística - INE, ENCOVI / HumVenezuela *Canasta Alimentaria* - para Febrero 1999: $124 - $130 USD - para Enero 2026(Est.): $535 - $550 USD - Cambio Relativo: +423% - 431% Fuente: CENDAS-FVM / BCV, Observatorio Venezolano de Finanzas (OVF) / Ecoanalítica *Poder Adquisitivo* - para Febrero 1999: 1,6 Canastas - para Enero 2026(Est.): 0,25 Canastas (con bonos) - Cambio Relativo: Caída del 85% Fuente: CENDAS-FVM, OVF / CENDAS *Presupuesto Universidades* - para 1999: $1.150 millones USD - para 2026: $518 millones USD - Cambio Relativo: Reducción del 55% Fuente: Banco Central de Venezuela (BCV) / Memoria y Cuenta Ministerio de Educación 1999, Ley de Presupuesto 2026 AN / OBU *Presupuesto Militar* - para 1999: $945 millones USD - para 2026: $1.096 millones - Cambio Relativo: el doble del asignado a las Universidades. Sin contar Ley Especial de Endeudamiento Fuente: Stockholm International Peace Research Institute (SIPRI), Ley de Presupuesto 2026 *Inversión por Estudiante Universitario* - para 1999: $1.850 /año - para 2026: $210 /año (Aprox.) - Cambio Relativo: Caída drástica de la calidad educativa. Fuente: Banco Central de Venezuela (BCV) / Memoria y Cuenta Ministerio de Educación 1999, Ley de Presupuesto 2026/OBU *Sueldos Profesores Universitarios* - para 1999: $493,63 - $1.307,34 USD MENSUALES - para 2026: $0,73 - $1,41 USD MENSUALES - Cambio Relativo: -99,89 al -99,85% de reducción

TERRIFYING: More military-aged Muslim men continue to arrive in Europe on boats. They celebrate while practicing with swords and knives.
 Doesn’t Europe realize these are NOT refugees? They are soldiers, and this is a full-scale religious war of conquest.

@marcuslemonis @RepRoKhanna $3.50 Flowery Branch, GA

How much is gas in your neighborhood? It will help give context for @RepRoKhanna

The highest quality video of the moon was just released… this is so beautiful.

@jonoringer This is from their website: We provide medical care online—simple, direct, and led by licensed providers. No waiting rooms. No unnecessary steps. Just care that works. Now the question is: Who are the licensed providers? AI is also a licensed provider?

The NYT just profiled a $1.8B revenue company with 2 employees. Medvi is a telehealth GLP-1 provider built by Matthew Gallagher, 41, from his house in LA. He launched in September 2024 with $20,000. Here are the numbers: Month 1: 300 customers Month 2: 1,300 customers 2025 full year: $401M revenue, 250,000 customers 2026 run rate: $1.8B Net margin: 16.2% ($65M profit) Total employees: 2 (him and his brother) Outside funding: $0 How it works: Medvi is a front end. Two platforms — CareValidate and OpenLoop Health — handle doctors, prescriptions, pharmacies, shipping, and compliance. Gallagher handles brand, website, ads, checkout, and customer service. All built with AI. His stack: ChatGPT, Claude, and Grok for code. Midjourney and Runway for ad creative. ElevenLabs for voice. Custom AI agents to connect systems. AI chatbot for customer service (which initially hallucinated fake prices he had to honor). For comparison: Hims & Hers did $2.4B revenue last year with 2,442 employees and 5.5% net margins. Gallagher is running 3x the margin with a fraction of a percent of the headcount. Back into the unit economics: ~$336M in total costs, probably $160-200M to the telehealth platforms, leaving $130-170M mostly in marketing. Against 250,000 customers, that's a $500-700 CAC. High, but it works because his overhead is virtually zero and LTV at ~$200/month holds up. He's expanding fast. Men's health launched in February — 50K customers in month one. Meal delivery went live last month. Women's health, hair growth, supplements, and skincare are next. The vulnerability: zero moat. No proprietary tech, no doctor network, no pharmacy infrastructure. CareValidate or OpenLoop could raise fees or launch competing brands. Anyone could replicate this model in weeks. Right now, the margins are enormous for anyone who moves fast enough. The question is how long that window stays open. nytimes.com/2026/04/02/tec…

@EvanLuthra This is from their website : We provide medical care online—simple, direct, and led by licensed providers. No waiting rooms. No unnecessary steps. Just care that works. My question is: who are the licensed providers? AI has licensed providers?

THIS IS CRAZYY!!!!🤯 A guy just built a $1.8 billion company with two employees. Him and his brother. Using AI. Matthew Gallagher started Medvi from his house in Los Angeles. Spent $20,000 and two months. AI wrote the code. AI made the website. AI made the ads. AI handled customer service. First month. 300 customers. Second month. 1,000 more. First full year. $401 million in sales. This year on track for $1.8 billion. His only hire? His younger brother. That's the entire company. The New York Times verified the numbers. $65 million profit last year. More than $3 million coming in every single day. Now compare this. Hims & Hers sells weight loss drugs online. 2,442 employees. $2.4 billion revenue. 5.5% profit margin. This guy is doing nearly the same with two people and triple the margins. He grew up living in motels and cars. Taught himself to code on a laptop his uncle gave him. Sold samurai swords on eBay as a teenager. Didn't finish college. Moved to LA to become an actor. Now he's running the fastest growing company nobody has heard of. When his website broke during a hike he had to sprint home because there was nobody else to fix it. Lost 200 customers in one hour. That's the reality of a two person company doing $1.8 billion. A VC told him don't raise money. He listened. Zero outside funding. He owns 100% of it. Two brothers. $20,000. A laptop. And every AI tool they could get their hands on. That's all it took.

Cuadra por cuadra... tardará un poco, pero quedará hermoso.

Un joven streamer viajó a Cuba haciéndose pasar por uno de la flotilla comunista y comenzó a grabar la verdad de lo que pasa en la isla.

@LongTimeHistory liar

Additional raw footage from new angle. 👇 This woman is U.S. citizen traveling with her young daughter—according to witness who filmed video. She could not prove her citizenship to satisfaction of the agents—and was violently taken into ICE custody. San Francisco Airport

ICE detain mother at airport—traveling with young daughter. First reported kidnapping at airport since Trump ordered ICE agents to report—refuse to show ID. "I don't know who you are!" witness yells. "You could be someone kidnapping her!" Agent continue to refuse to show ID until bystanders agree they should call police to report a kidnapping. Incident occurred at the San Francisco International Airport Gate E2 on March 22, 2026, at 10pm. #DemsUnited

Skill means nothing if you don’t respect people, so always treat everyone kindly and with dignity 😊

Because I would like 15 minutes of your time to present a deal that has to do with power supplies and power inverters that I am sure you would like to join in with me.

To some European or NATO leaders: No one said, Go to battle against Iran. But come, defend your bread, your water, your medicine. Fight your own fight and do not expect the hand of another, neither the Americans nor any, to do it for you. You are timid. Liars. Pharisees of diplomacy, preaching virtue while sowing death through inaction. Yes, Iran is dangerous with its missiles and drones. But when the nations marched against Libya to strike down Qaddafi, no fear of danger stopped them. Yet Libya did not close the Strait of Hormuz, did not choke 13% of EU gas, 4% of its oil, and did not hold humanitarian aid ransom. Compare the deeds! One dictator killed far fewer than the regime in Iran, which has spilled the blood of millions, Christians, Muslims, Jews, Americans, French, Germans, all nations under heaven. And you, O Europe, you want all the fruit but fear the thorns. You tremble at terminology, yet your deeds cry louder: timidity. You would let the region burn beneath the Iranian scourge, yet wag a finger and preach restraint. Grow up, leftist leaders. This is not revenge on Trump for his Ukraine stance. For once, act like leaders, not teenagers with hormones. Act like shepherds of your people, not goats led by whims. The UAE said it: we can stand, alongside the nations, to guard the Strait of Hormuz. Iran hurled its darts and fires upon us. We stopped Iran where it tried to stop us. Call us the Sparta of the Middle East, for we guard the gates while you hide behind scrolls and speeches. Remember: the flow of trade and the lifeblood of nations is a trust for all, not a responsibility for the idle. The river of commerce flows only when the hands of the brave keep the way clear, not when the timid pray from afar.

I own a duplex. My tenant downstairs is a single mom with a newborn. Rent is due on the 1st. It was the 5th, and I hadn't heard from her. Usually, I send a late notice. It's a business, right? But I went down and knocked instead. She opened the door holding a crying baby. She looked like she hadn't slept in a week. "I'm so sorry," she panicked. "My maternity leave was unpaid and my car broke down. I have $200. I can get the rest by Friday." I looked around her apartment. It was bare. She had sold her couch. "Keep the $200," I said. "In fact, don't worry about rent this month." She stopped crying and stared at me. "What?" "Take the month," I said. "Buy groceries. Fix the car. We'll start fresh next month." I lost $1,200 that day. But the look of pure relief on that mother's face? Worth every single penny. A lease is a contract, but humanity should always be the fine print.

La vida de un padre de niña a veces puede sentirse así de rápida🤍

I think that is the best advertisement I’ve ever seen.

🚨 JUST IN: In an incredible development, elderly Tennessee man Richard Pulley has now gotten over $514,000 THOUSAND dollars raised by generous donors after he was spotted struggling to deliver food to pay for medication Richard was working because his wife lost her job ❤️

I am the Chief Information Officer of Stryker Corporation. I build the robots that perform your surgery. The defibrillators that restart your heart. The systems that let your nurse find your doctor at three in the morning when something goes wrong. Twenty-five billion dollars a year. Fifty-six thousand employees. Sixty-one countries. Every device in every country, managed from one console. On March 11th, someone who was not me sat down at that console and erased everything. I should be precise. They did not hack us. They logged in. Microsoft Intune is an endpoint management platform. I deployed it across every laptop, workstation, manufacturing terminal, and enrolled phone in my organization. From one console I could push an update to Kalamazoo, enforce a policy in Cork, wipe a compromised device in Freiburg. One console. Every device. That was the architecture. That was the selling point. That was the attack surface. Intune can push software. It can enforce compliance. It can, if instructed by an administrator with the correct credentials, wipe any device to factory settings. These are features. I paid for them. I presented them to the board as our zero-trust posture. A group called Handala used them to erase every managed device in my organization in a single afternoon. I will be precise about what happened next, because my lawyers are in the room and precision is the only thing that still belongs to me. No malware was deployed. No ransomware was installed. No zero-day was used. No vulnerability in any product was found. A threat actor obtained administrative credentials and issued a remote wipe command using the remote wipe feature that I chose this product for. My security tool did not fail. It performed exactly as designed. It wiped every device it was told to wipe, without error, on schedule. The architect of my destruction was my own IT budget line item. The command went out. The devices obeyed. Laptops in Kalamazoo. Workstations in Cork. Terminals in Freiburg. Manufacturing floors in Mahwah. The screens did not go dark. They changed. Where there had been a Stryker logo, there was now a barefoot cartoon boy with his back turned to the viewer -- the Handala icon, hands clasped behind him, facing away from the audience -- on every monitor in every office in sixty-one countries. They claim fifty terabytes. I cannot confirm or deny this. I do not yet know what I still own. Let me walk you through my first forty-eight hours. Hour one. Our Irish operations -- fifty-five hundred employees, eight sites, our largest hub outside the United States -- went dark. Not gradually. Entirely. Security walked everyone out. The voicemail at our Michigan headquarters was changed to say "building emergency." There was no building emergency. The building was fine. Everything inside it was gone. Hour four. Employees who had installed Microsoft Outlook on their personal phones discovered that their personal phones had been wiped. Intune does not distinguish between a corporate laptop and a personal iPhone with a company email profile. It manages endpoints. It managed them. Hour eight. Hospitals called. Not because they had been breached. Because they could not order surgical implants. I make the hip replacements. The knee joints. The spinal hardware. The trauma fixation systems. My ordering system was down. My manufacturing was down. My shipping was down. A hospital in Baltimore could not schedule a knee replacement because a hacktivist group on another continent had pressed a single button on a console I built. Hour twelve. Maryland Emergency Medical Services issued a memo. Hospitals were disconnecting from LIFENET -- my system that transmits your EKG from the ambulance to the emergency department while you are still in the back of the ambulance -- not because LIFENET had failed, but because they no longer trusted anything with my name on it. Hour twenty-four. Fifty-six thousand employees coordinating on WhatsApp. Twenty-five billion dollar company. Sixty-one countries. Crisis response running on a free consumer messaging app, because every internal system I owned was now owned by someone else. Hour thirty-six. I released my first official statement. "As a precaution, we have proactively taken all systems offline." Proactively. As though I had a choice. As though the systems I was taking offline had not already been taken. I released six statements in forty-eight hours, plus an SEC filing. Each said less than the one before it. By statement five, I was confirming that specific products still functioned. Mako surgical robots: unaffected. LIFEPAK 35 defibrillators: unaffected. Vocera badges: unaffected. When a medical device company begins listing which of its products still work, that is not reassurance. That is a casualty report delivered in reverse. Handala says this is retaliation. For Minab. February 28th. A U.S. Tomahawk struck an IRGC naval base in southeastern Iran. The girls' school next door collapsed. One hundred and seventy-five dead. Most of them children. Handala published a statement. They called Stryker a "Zionist-rooted corporation." They said they would make us understand what it means to lose something you cannot replace. I do not make missiles. I make hip replacements. I make the robot that holds the scalpel and the defibrillator in the crash cart. But I am a defense contractor's second cousin, and in the calculus of retaliation, proximity is guilt. I filed with the SEC on March 11th. "The full scope, nature and impacts of the incident are not yet known." That is the most honest sentence I have produced in two days. I do not know what they took. I do not know what they copied before they wiped. I cannot audit what was lost, because the tool I built to audit my systems is the tool they used to erase them. My stock dropped three and a half percent. One analyst called it "contained." A cybersecurity researcher called it "the first drop of blood in the water." I prefer the analyst. The analyst is wrong, but I prefer him. Here is what I know. I built a console that could touch every device in sixty-one countries. I gave it the authority to wipe anything it touched. I protected it with credentials. Someone obtained those credentials. And my management tool managed. No malware. No ransomware. No exploit. No CVE. Nothing to patch. Nothing to update. Nothing broken. Just a feature, performing its documented function, at the scale I purchased it for. I make the machines that keep people alive. I was taken offline by my own architecture doing the one thing it was designed to do. The system worked. That is the problem.

Do you remember when you joined X? I do! #MyXAnniversary