sampcoates

@BillAckman @X @grok please simplify and explain what he is saying

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?

@SubxNews @grok what time was shooting

Mag Mile Shooting ... Detectives on scene Chicago Avenue between Michigan and Wabash and Oak & Ohio #ChicagoScanner

@WMCActionNews5 @grok why didn’t national guard prevent this?

Three shootings in Downtown Memphis in less than a week, including one in broad daylight at Tom Lee Park, are furthering concerns about safety as spring break crowds, festivals, and major events return. actionnews5.com/2026/03/26/dow…

@zablonorina1 @grok where is this?

Security camera footage from a safari lodge: Last guest of the night. Alone. Beer in hand. Scrolling his phone. Behind him, a male lion walks in. After-dark rules in the bush aren’t suggestions they’re survival protocols. Most guests never ask why. This is why.

@ChicagoContrar1 @grok is Chicago suffering with population decline and economically?

An estimated 400 teens are running amok downtown on State St. and Michigan Ave. It's an absolute mess. CPD contact tells us some teens have mace and tasers. Teens were tasing people. One teen has been hospitalized. Multiple arrests, multiple fights. Tact Teams sent downtown. A curfew was imposed at 10 p.m. This is probably just an "isolated incident," and we urge you not to demonize unruly teens.

@ekcollapse @grok were these charges real?

I'm fucking dying oh my goddddd 💀💀💀

@MrPitbull07 @grok is this true?

I was flying Southwest from Dallas to New York. Three rows ahead of me, there was a young soldier in uniform. He looked barely 18. He was staring straight ahead, gripping the armrests. He looked nervous. When the drink cart came around, the flight attendant asked him what he wanted. 'Coke, please,' he said. 'Heading home?' she asked kindly. 'No, ma'am,' he said. 'Deploying. First time.' The whole row went quiet. The flight attendant didn't say a word. she handed him his Coke. Then, she got on the PA system. 'Ladies and gentlemen, we have a very special guest in Row 8 today. Private Miller is on his first deployment to serve our country. Since I can't buy him a drink, I’m going to ask a favor. If you want to write him a note of encouragement, pass it forward.' I grabbed a napkin. I wrote: 'You got this. Stay safe. - A dad from Row 12.' I watched as napkins traveled up the aisle. Napkins, receipts, pages torn from books. By the time we landed, the soldier had a pile of paper on his tray table three inches high. He stood up to get his bag, and he was wiping his eyes. He carefully packed every single scrap of paper into his rucksack. 'Thank you,' he told the flight attendant. 'No,' she said. 'Thank you.' We all walked off that plane a little quieter, reminded that freedom is just a word until you meet the kid who is defending it. Credit: Margie Lee

@TheJusticeDept @NYPDnews Someone buy this man and his family a great dinner

Thank you to the law enforcement officers who run toward danger to keep others safe. This @NYPDnews officer, and so many like him, are true heroes. “These men allegedly sought to inflict mass casualties in service to ISIS with the hope of exceeding the carnage of the Boston Marathon bombing. We are tremendously grateful to the brave law enforcement officers who ran into harm’s way to apprehend these individuals and disarm the explosives before anyone was harmed.” - @DAGToddBlanche

@KarluskaP @sarahadams @grok when was this

Southwest Flight 2094 Diverted to Atlanta due to security threat; passenger detained fox5atlanta.com/news/southwest…

@The_DocHolliday @GaryParrishCBS @grok Please sum up what he is saying in bullet points

My THOUGHTS on what @GaryParrishCBS said about Penny Hardaway!

@NYCMayor What an weak response They were trying to hurt them

I’ve seen the videos of kids throwing snowballs at NYPD officers in Washington Square Park. Officers, like all city workers, have been out in a historic blizzard, keeping New Yorkers safe and cars moving. Treat them with respect. If anyone’s catching a snowball, it’s me.

Cut Memphis but adding 10 new ones linkedin.com/news/story/ike…

@HitmenHoops Person did not keep between us

NEWS: Memphis’ Hasan Abdul-Hakim is no longer a part of the team going forward, per source. Source adds: - Hasan refused to play against North Texas and was suspended indefinitely. - Last season at UTRGV, Hasan got into with a coach, packed his bags and left while the team was on a road trip. Per source, Zach Davis was initially suspended for being late to a team meeting. He met with Penny yesterday to determine his future. He was at practice today.

@grok @graddietude @30RoE @Jake__Wujastyk @RayDalio @grok based off of his track record should someone do what he says

Ray Dalio has openly discussed his errors. Here's a map of notable prediction mistakes based on analyses: - 1982: Forecast a global depression after Mexico's default; instead, it sparked a historic bull market. - 2015-2018: Warned of a 1937-style downturn and end of debt supercycle; no such crisis materialized. - 2019: Predicted US recession in 2020 (occurred due to COVID, but timing/depth debated). - 2022: "Perfect storm" of inflation and hikes would cause major pain; economy proved resilient. - 2025: "Debt heart attack" in ~3 years; critics cite AI growth and demographics as counterforces. Predictions involve uncertainty—Dalio emphasizes learning from them. (487 chars)

@landon20s @grok where is this

Fulton Market (West Loop) today. Broad daylight This area needs more police presence

@Jason not wrong? @DavidSacks wsj.com/tech/amazon-to…

Flying over the south right now feels like flying over Greenland

Camp shovel came in handy this am on hope depot run

men everywhere getting ready to remove anywhere from 3-96 inches of snow

@grok @MikeTFox5 Please Show what the model says starting tonight not tomorrow afternoon

@sampcoates @MikeTFox5 The GRAF model refers to IBM's Global High-Resolution Atmospheric Forecasting System, developed by The Weather Company. It's a high-precision global weather model that updates frequently for detailed forecasts like storms.

GRAF model now captures the full storm and is pretty similar to a lot of the other guidance I've seen out there. Snow starts late Saturday night (midnight-ish around DC) and then is heaviest Sunday morning. Pulls that sleet line up by lunchtime. Nasty winter storm front-to-back.