Bobby Shell 🇺🇸

“We’re here to fuck all the white girls and fuck the government. We’re over here to breed, we are going to take over.” That’s what one of the Dewsbury grooming gang rapists told his victim. Not poverty. Not “cultural misunderstanding”. Not random crime by “Asians”. This was muslim men operating with a clear religious and racial ideology. White non-Muslim girls were “slags”, “trash”, and “kuffar whores”, fair game for grooming, gang rape, trafficking, and beatings. Muslim girls were “pure”. White girls deserved it. Some perpetrators quoted scripture and framed their actions as religiously justified superiority over infidels. When the government repeatedly sides with the ideological rapists over its own children, when it betrays fathers and communities trying to protect their daughters, don’t act shocked when people lose faith in the system and take matters into their own hands. This is demographic and cultural conquest. An existential attack on Britain enabled by the very people sworn to defend it. The absolutely filthy anti-white, anti-Christian racist Mehdi Hasan calls the Casey report and the whole push for truth “bullshit.” The rapists’ own words in court and the girls they destroyed say otherwise. Denial this loud only confirms who’s still protecting the narrative and why.

Elon Musk: "I'll tell you a lesson I learned at PayPal. You know who complained the loudest and the quickest and with the most amount of righteous indignation?" "The fraudsters."

I'm personally looking forward to the return of this Michael Saylor, who will talk about the equity risk premium in his stock relative to just holding bitcoin and who will be focused on actually growing bitcoin cash flow to outpace bitcoin's long term inflation rate of zero!

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

“Thank God for the anger that forced me to pray / thank God for the silence that taught me to wait.” 👀🙏🏼