joeberti

@mamboitaliano__ 😂

The epic meltdown of Italian women if you wash the moka with soap 🇮🇹🧼 Inevitable

@GiaMMacool 😮

Poor choices in youth turn everyone into sour milk with age. Choose wisely

@GiaMMacool @namestelove @All_Right_Now2 So many people are confused by what should be something that should be simple to comprehend

You just proved my point. You immediately interpreted my message as “compliance,” but that wasn’t the point. The point is simple: you don’t change a relationship by pointing, complaining, or going silent and hoping the other person fixes it. You change it by leading first. For example: If you want him to get fit, you get fit. If you want him to provide, you become someone who adds value and stability first. If you want him to lead, stop controlling every decision. If you want him to be kind, stop using passive aggression and expecting mind-reading. Healthy relationships are built on self-awareness, leading by example, and consequences for a lack of responsibility, not blame and demands.

Marriage is extremely simple I learned this the hard way… This is what I had to learn: Stay in shape Never question him Initiate intimacy daily Say “thank you” often 
Keep the house a home Always treat him pleasant and kind
Prioritized your man above all else 
Learn your place alongside a man 
Find contentment with boredom Be unwavering in the face of struggle Be open to criticism from your husband 
And remember, the only opinion that matters is your husbands. Any woman who can do this will find great joy in a lasting marriage.

@BillAckman @X I would fight it but also not get too personally involved, I hand this stuff over to a lawyer an tell them to only involve me when needed

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?

@GiaMMacool @CountryOfTexas1 @WomenBeingAwful 😂

@CountryOfTexas1 @WomenBeingAwful There was a time when only women tone-policed. Now guys are doing it too?🤔 If the word cunt makes you clutch your pearls, maybe Twitter isn’t for you.

Do wives owe their husbands sex?

@Mahdi9643695369 @spotgamma How so? 12,000 missions flown and one hit

@spotgamma Iran has dealt a fatal blow to Lockheed Martin's reputation and stock value by proving its ability to shoot down the most advanced Western fighters (F-35). This is a full-scale economic war.

SPX flat with Oil +10% wasn't not on my bingo card. An L for me.

@GiaMMacool Too many people are picky eaters. I have always said that being prickly not only makes my life difficult, but everyone around me as well.

You don’t need a brand-new recipe every day.  You don’t need perfect Pinterest-worthy meals when it comes to staying lean year round.  You just need a few go-to options… Mine is: jasmine rice Grilled chicken  Lean beef  And a few favorite green veggies which I steam right before eating them. My outfit @1stPhorm If you have questions on supplements drop them in comments 👇

My top 5 meal prep hacks because dieting forces me to get creative 🙃

@GiaMMacool I saw a bunch of 60s and 70-year-olds get interviewed who looked fit and they all had the same profile. They consistently worked out over a long period of time.

Being fit isn’t superficial It signals discipline, consistency, and the ability to delay gratification. No one can do it for you. It’s built alone over time. That’s why it commands respect.

@GiaMMacool Well said @GiaMMacool

Whenever I talk about why men gravitate to this group and how it becomes a self-fulfilling prophecy, I get attacked. They never want to discuss facts. Sure, there are a few good men in that space but that’s exactly why they need to course correct. Who you surround yourself with slowly changes you but their business model depends on that narrative to survive. Conformity Is necessary for them if they want to succeed in that group, slowly black-pilled themselves. It’s like an apple rotting from the inside out. If the core is rotten, nothing else is useful. The more they conform, the more validation, attention and monetization they receive. And those incentives turn into their real motivation. That’s why they preach “get rich, AWALT” Which attracts women only interested in the same things, reinforcing their narrow view of life. This perpetuates a disposable carousel of women, which then turns into obsessing and complaining about them ironically, still putting women on a pedestal. 🤦🏻‍♀️ They can’t see that their quote, “women’s final form is religion,” is a mirror to “men’s final form is black pill.” It’s a projection of their own actions directed outward instead of looking inward. Too blinded to see this reality… So they’ll go on their little podcasts and slander anyone who points this out. They act like disagreement is betrayal, when in reality, we’re trying to help them. You could show them empirical data to debunk every argument, and they’d still choose cherry-picked data and lies over logic. That’s self-defeat. In the end, the old adage is arrogance. Pride turned into arrogance is your own worst enemy.

@KristenCurrieTV @KXAN_News The sky is letting out in Spicewood, very heavy rain and lightening

Weather update —> 3AM WED (3/11) #austin #atx #txwx @KXAN_News

@itsmelaurin Well said Laurin! I had to live this after a business partner who was stealing money from the business. I was so angry and let them live rent free for too long.

Suffering is a choice 🥺 Resentment feels powerful, but it’s the very thing that keeps you chained to the past. Forgiveness isn’t about excusing what happened — it’s about reclaiming your peace and refusing to let someone else’s actions control your future. At some point, you have to decide whether you’ll keep reliving the pain or finally move forward.

@SwissMFA Neutral = support the side with the most deposits in Swiss Accounts

#Iran | #Switzerland is deeply alarmed by today’s strikes by the United States and Israel against Iran. 🇨🇭calls for full respect of international law, including the #UNCharter and #IHL. We urge all parties to exercise maximum restraint, protect civilians and civilian infrastructure. The Swiss Embassy remains operational. Our good offices remain at the disposal of the parties involved.

@MaryTilesTexas Joe coffee can get it at HEB

Okay drop your favorite coffee brand. I like black coffee so it can’t be awful or flavored thanks

@beherleader Agree guys need to own something and provide safety / support when needed, but you are ignoring guys carry a large burden as well - who helps them out? Why are men committing suicide? They get to carry their own burden and take over his wife’s household duties on top of that?

The sentence that kills a wife’s desire is often this: “Just tell me what you need.” It sounds kind. Reasonable, even. But it quietly makes her the manager of the marriage. At the start, everything feels easy. Late-night talks. Laughing. Effortless attraction. You feel like a team. Then life arrives. Mortgage. Two kids in three years. Work pressure. Mess. Admin. Noise. Sleep debt. And then comes the drift neither of them knows how to name. Because what actually changes isn’t “love.” It’s load. She becomes the household COO: feeding, cleaning, planning, remembering. Nappies, school forms, meal plans, doctor visits, parish events, uniforms, lunchboxes. She’s always “on.” Always tracking. Always anticipating. He works hard and thinks, “I’m doing my part.” At night he says, “Tell me what you need.” But what she needs is hard to say without sounding dramatic: “I don’t need instructions asked for. I need weight carried without being assigned.” So she says nothing… and simmers. Then the respect drops — not loudly, not with a speech. Quietly. Not because he’s evil. But because he drops small balls: A bill paid late. The car not booked in. A promised bedtime abandoned because he’s fried. “Sorry, I’m exhausted,” he says, collapsing on the sofa. And she hears: “My tiredness matters. Yours doesn’t.” She stops asking. Admiration turns into disappointment. And sex dies in the place it hurts his ego most. She goes from playful to “maybe later” and “I’m too tired.” He thinks: performance, hormones, “women are complicated.” He doesn’t see the spreadsheet in her head at 10pm: School email. Dentist appointment. Outgrown shoes. Money. Tomorrow’s lunch. That thing for church. Her body can’t switch from project manager to lover on command. So they start fighting about nonsense. She snaps about dishes. He defends himself about dishes. But it’s never about dishes. Underneath she’s saying: “I don’t feel held, led, or backed up. I feel alone.” Underneath he’s saying: “I don’t know how to fix this. I feel like a failure.” Both go to bed hurt, each convinced the other “just doesn’t get it.” The turning point usually isn’t a clever line. It’s a better question. One night he asks: “If nothing changed for the next 10 years… what would scare you most?” And she finally says the truth: “I’m scared I’ll turn into a bitter woman who resents you. And I’m scared you’ll stop trying.” For the first time, he doesn’t see her as “moody.” He sees her as carrying more than one person can carry. And here’s the part no one tells men: The fix isn’t “more date nights.” It’s not “communicate better.” It’s not “try harder in bed.” The fix is ownership. Not “helping.” Ownership. He takes full ownership of bedtime. He handles kids’ appointments and school admin. He makes a simple budget and says, “I’ll take the bills. You don’t have to worry.” He books the babysitter and says, “I made reservations. Be ready at 6.” No announcements. No martyrdom. No “look what I did.” Just steady, calm responsibility. Nothing magical happens overnight. The kids still make mess. Money is still tight. Life is still life. But she notices new things: She can sit after dinner without scanning the room for tasks. She realises she hasn’t checked the bank account in a week. Her body is still tired — but her soul doesn’t feel as alone. And slowly, respect grows where resentment was. And desire returns… not through pressure… …but through safety. Because the most erotic thing a husband can do is become dependable. Relaxation + respect = attraction. Most men want to be this kind of husband. They were just never shown how. Most women want to be soft, grateful, responsive. They just can’t while carrying the whole world in their heads.

@grok @Nevil_XD @MattWalshBlog @grok how did Alex Honnold get down from Taipei 101

@Nevil_XD @MattWalshBlog This is Alex Honnold free solo climbing Taipei 101, Taiwan's tallest skyscraper (1,667 ft), without ropes or safety gear. It's a live-streamed event from today, showcasing incredible skill and risk.

Truly one of the most astonishing things anyone has ever done on camera

@ChikageWeather Question of the day - what is impact to flights coming into Austin?

A wild night of sleet, freezing rain, and cold. Saturday night - 11:49 pm - Austin, TX (Cam is from Round Rock) #atx #atxwx #cbsaustinwx cbsaustin.com/weather/radar

@Devon_Eriksen_ I agree with this POV and live this every day, but one thing to mention is that Elon has almost endless amounts of money at levels most people do not which made this work (and even he was at risk of running out), the middle management for everyone else are VC and PE firms

This isn't alien technology, literally or metaphorically. The breakthrough here isn't in engineering at all — it's in corporate organization. See, most machines are broken because the organizations that make them are broken. As an engineer, I would estimate that at least 30% of the parts of any given device exist only to correct for the design flaws in the other 70%. Works like this. Suppose I, an engineer, design a set of pipes and injectors to feed fuel to a combustion chamber at a consistent and controllable rate. Except in testing, there's some corner cases it doesn't handle well. Now, if you're an engineer, you understand this is normal. Nobody ever gets a design right the first time, unless it's so trivial that it's probably been done before. Your first design doesn't survive the wind tunnel, your first code doesn't compile right away, and if does, it segfaults. Your rockets blow up. And there's a flow problem with your fuel feed lines. It happens. Doesn't mean you're stupid. Means you didn't have enough information. But you have an even bigger problem. Middle management. Middle management is a special variety of hazmat suit, which is worn by the finance, sales, or market guys who run companies, so they don't have to touch the icky engineers. C-suite guys hate hate hate engineers, because it's a terrifying sensation to be dependent on someone you cannot understand, who doesn't appear to respect you much. (It does not occur to them that it is also extremely frustrating to have your work paid for, and thus controlled, by someone who cannot understand what you do, who doesn't appear to respect you much.) The primary role of middle management is talk to engineers so C-suite guys won't have to, and the primary qualification is to be a member of the right social class, and to hate engineers. This qualification is dressed up in secret handshake buzzwords like "management experience", as used in the sentence "I know you have been an engineer for twenty years and the other engineers all come to you for advice and leadership, but you don't have management experience, so I am going to hire my golfing buddy's 23 year old kid, who just graduated business school." So the fact that the fuel lines lines are not working quite right isn't your problem. That's part of the normal engineering process. Your problem is that your manager hates you and everything you stand for, and doesn't trust you or take your word for anything. He think his job is to keep you in line rather than help or empower you. So when you say "the fuel feed lines need to be redesigned", he says "we already spent six months and seventeen million dollars design the fuel feed system, we can't let you do it again." He thinks you are telling him seventeen million dollars worth of work needs to be thrown away and redone, and he cannot be told otherwise, because he cannot be told anything. So he says "you have two weeks and fifty thousand dollars to fix it". So you add another turbopump. What else can you do in two weeks? Now there's a new part. And if something goes wrong with that, another new part will be added to fix it. Because the company's actual priority isn't what you are responsible for — the design. It's what middle management is responsible for — the schedule and the budget. You have to play the villain so they can play the hero. What middle management doesn't understand, is paid to not understand, is what engineering actually is. Engineering is the process of making mistakes until you run out of mistakes to make. So when you spend six months and seventeen million dollars, and ended up with a design that doesn't quite work right in all cases, you weren't throwing away money, you were burning through mistakes. You've gotten a lot of them out of the way and won't make them again. But you have to get rid of some more before the design is actually right and doesn't require extra parts. The work of engineering isn't making the thing. It's teaching yourself to make the thing. Once you've done that, you can make the thing with minimal effort and time, because you know how to make the thing. C-suite financiers would hate this idea if they understood it. Why? Because it's unpredictable. Financiers like safe investments that make money. Not knowing how long something will take or how much it will cost is terrifying to them. So they train engineers to lie to them, by hiring a middle managers who try to force them to lie, and just interpret every guess as a promise if engineers still refuse to do so. But lying to yourself doesn't make the truth go away. The truth is that engineering projects take as long as they take, and cost as much as they cost. And that no one knows how long or how much they will be, because no one knows how many mistakes are waiting to be made, until they actually make them. The only thing you thing you can do about this is hire really good engineers, who catch more of their mistakes on the white board, leaving fewer to be caught in the wind tunnel, and this makes engineering faster... but it doesn't make engineering more predictable. Gantt charts are nothing but a collection of lies that corporations have taught themselves to tell themselves, lies that middle managers try to make true by enforcing them as promises. The ultimate reason that machines are 30% unnecessary parts is that the corporations that build them are 30% unnecessary people. This is what's different about Elon Musk. It's not that he's a better engineer. It's that he's a better manager. He understands engineers and engineering, and he doesn't hate them because he is one. He understood all along that green-field design is full of unknown-unknowns, and that there is absolutely no number-crunching, pie-chart, MBA magic that can eliminate this risk... it can only be hidden from view. The critical understanding is in the video clip below, where he says that SpaceX only had a 10% chance of success. You cannot say something like that unless you get it. And when you get it, you are free. Free from artificial anxiety about schedules and budgets. Anxiety about schedules and budgets is based on the delusion of control. Managers can't make a project finish "on time". They never could. The only power they have is the power to screw it up. The fate of a project is already written in the unknown unknowns before it ever starts. And the best, the absolute best, an engineering team can ever do, under any circumstances, is to confront those unknowns with clear-eyed honesty, and a willingness to adapt. Well, when you say to yourself, "This project has a 10% chance of succeeding", you've already confronted the pain of those admissions, which means you have already conquered the fear. The fear that makes you try to treat a prediction as a promise. The fear that makes you insert an extra turbopump, when what you really need to do is get busy redesigning the pipes, even though you have no idea how long it will take or much it will cost. Even when your rockets blow up. The SpaceX Raptor engine isn't just, or even primarily, a triumph of engineering smarts. It's a triumph of character. It's about an entire team with virtues MBAs lack: self-awareness, persistence, courage, humility, and, ultimately, hope. Because that's what it takes to pursue the best design, the RIGHT design, not even knowing if it exists to be found, much less whether you'll find it before you run out of money. Great things are not accomplished by middle managers with spreadsheets and Gantt charts. They are accomplished by teams of experts with passion and vision. Who are willing to risk failure so they can succeed. So what's the point in me saying all this? Am I just writing a puff piece on SpaceX and the Raptor engine? No. The point is that this is not special, one-off, magic alien technology. It's the systematic result of a correct understanding of engineering. Which means that EVERY COMPANY CAN BE LIKE THIS. If the people who control the purse strings are willing to learn from this example, and stop managing with spreadsheets and fear.

@megynkelly They are both in ICE no pun intended so he could not move quickly and could have easily fallen in front of the car with her actions, dangerous move on her part

A slower and closer version:

@DavidSacks Welcome!

I’m pleased to end the year by announcing that Craft Ventures has opened an Austin office. God bless Texas and happy new year!

@DavidSacks @ElizabethHolmes I would say Dallas is the finance capital

As a response to socialism, Miami will replace NYC as the finance capital and Austin will replace SF as the tech capital.