Dale Dillon Lips

@Dainallves Yes

Should Jimmy Kimmel be fired? A. Yes B. No

@EliAfriatISR Golda Meir

I will follow back anyone who recognizes her. 💙

@MAGANEWS_X 100%

@Darkdarling00 D

What are the chances you'd vote for Alexandria Ocasio-Cortez (AOC) for President in 2028? A. 100% B. 50% C. 25% D. 0%

@atensnut They are all so handsome!

Who was most handsome back then! Me: Mel Gibson

@OG_Wick0 Hell yes

🚨BREAKING: Stephen Miller, a senior Trump Advisor, is trying to exclude illegal aliens from the U.S. census, which removes House seats from Blue states like California, New York etc. Do you support excluding illegals from the U.S. census? A. Hell Yes B. No

A moment to be proud of. 🇺🇸 GOD BLESS AMERICA. GOD BLESS OUR TROOPS.

An Easter Miracle in Iran thefp.com/p/an-american-…

🚨 $300 Million Daring Rescue: U.S. Special Ops Blow Up Their Own Planes Inside Iran to Save Downed Pilot — No Casualties, Just Controlled Chaos I posted the events nearly in real time as they transpired. I was called a liar and ridiculed; of course, no apologies are expected. They wouldn't come anyway. The following is pieced together from my Pentagon source speaking on background: The current picture of the F‑15E rescue mission inside Iran is beginning to take shape, and it’s one of the most daring U.S. combat search‑and‑rescue (CSAR) operations since the 1980 Tabas disaster — ironically, over nearly the same landscape. 🛰️ The Shoot‑Down and Ejection - On April 3rd, a U.S. Air Force F‑15E Strike Eagle was shot down deep inside southwestern Iran during Operation Epic Fury—the joint U.S.–Israeli campaign targeting Iranian military infrastructure. - The aircraft, from the 494th Fighter Squadron (RAF Lakenheath), was struck by Iranian surface‑to‑air fire while operating near the Kohgiluyeh and Boyer‑Ahmad / Khuzestan border area in the Zagros Mountains. - Both crewmen ejected successfully. - The pilot was rescued within hours. - The Weapons Systems Officer (WSO) landed roughly five miles northwest of a small mountain plateau, where he spent over a day evading Iranian patrols. ⚔️ The Rescue Operation This was no routine rescue—it was a miniature invasion executed against a nation on high alert: - First Insertion: U.S. Army special operations elements were inserted by helicopter and supported by MC‑130J Commando II aircraft under cover of darkness. The WSO’s locator beacon provided intermittent fixes; small drones and Reaper UAVs orbited above to suppress threats. - Landing Zone: A makeshift landing strip—a straight dirt patch long enough for short takeoff/landing operations—was carved out amid hostile terrain. - Aircraft composition: - 2x MC‑130J (AFSOC) for insertion, exfiltration, and refueling. - 4x MH‑6 Little Birds (160th SOAR) for precision pickup and security. - Multiple MQ‑9 Reapers for ISR and kinetic overwatch. - A‑10s and F‑35s provided “Sandy” air cover, striking IRGC convoys that approached the area. The WSO was ultimately snatched from a mountain ridge by one of the Little Birds that landed nearly on the slope itself—an extraordinarily dangerous maneuver. He was ferried back to the landing strip, treated for injuries, then loaded onto an aircraft for exfil after daylight. 💥 The Catastrophic Cost After the WSO was safe, the extraction turned into a logistical nightmare: - Both C‑130s bogged down; nose gears buried in soft desert soil. - Iranian forces began converging on the site. - U.S. command ordered the aircraft destroyed to prevent capture. - Three AFSOC Dash‑8s (smaller transports) were flown in to evacuate roughly 100 personnel plus the rescued WSO. - The U.S. subsequently employed airstrikes—believed to be precision JDAM or AGM‑114 Hellfires—to obliterate the two C‑130s, four MH‑6s, and equipment left behind. - Iran fired on the withdrawing convoy, reportedly downing two MQ‑9 Reapers. 📉 Estimated Costs and Losses - Total material loss: approximately $300 million (two AFSOC C‑130s, four MH‑6s, two MQ‑9s, and assorted gear). - Personnel: No U.S. deaths reported; a few minor injuries. - Iranian casualties: dozens estimated from airstrikes on approaching IRGC vehicles near both the mountaintop and the airstrip. 🧠 Broader Context & Analysis This event is layered with both military and political significance: 1. Strategic bravado vs. prudence: It was militarily impressive—pulling off a 36‑hour deep-cover mission under Iranian radar—but politically volatile. Iran now claims a “major American defeat,” invoking Tabas (1980), while U.S. officials insist the operation was a total success with all Americans safe. 2. Institutional spin on both sides: - Tehran amplifies propaganda about “downed aircraft” destroyed by Iranian fire to project victory. - Washington downplays the scale of hardware loss for optics. - The truth lies in between: the extraction succeeded, but the material cost and risk profile were immense. 3. Historic echo: The IRGC’s statement, “The God of the sands of Tabas is still here,” shows how Iran sees symbolism in repeating U.S. humiliation on its soil. But this time, the Americans left a scorched runway, not corpses. 4. Operational takeaway: This demonstrates an important fact about modern warfare—even domination of the air does not equal safety in hostile territory. Advanced sensors and drones do not eliminate the ancient problems of terrain, mud, and morale. 🩸 Bottom Line The U.S. recovered its man. That’s the headline. But to do so, it: - Penetrated deep into Iranian territory, - Fought off armored IRGC columns, - Abandoned and bombed millions in hardware, and - Risked an international incident that could have ignited a full-scale war. It’s a victory operationally, but a strategic reminder: fighting high-tech wars against entrenched regional powers always devolves into primitive ground struggles—and both Washington and Tehran will twist the narrative to their advantage while hiding the true costs from their own people.

FROM PRESIDENT DONALD J. TRUMP WE GOT HIM! My fellow Americans, over the past several hours, the United States Military pulled off one of the most daring Search and Rescue Operations in U.S. History, for one of our incredible Crew Member Officers, who also happens to be a highly respected Colonel, and who I am thrilled to let you know is now SAFE and SOUND! This brave Warrior was behind enemy lines in the treacherous mountains of Iran, being hunted down by our enemies, who were getting closer and closer by the hour, but was never truly alone because his Commander in Chief, Secretary of War, Chairman of the Joint Chiefs of Staff, and fellow War Fighters were monitoring his location 24 hours a day, and diligently planning for his rescue. At my direction, the U.S. Military sent dozens of aircraft, armed with the most lethal weapons in the World, to retrieve him. He sustained injuries, but he will be just fine. This miraculous Search and Rescue Operation comes in addition to a successful rescue of another brave Pilot, yesterday, which we did not confirm, because we did not want to jeopardize our second rescue operation. This is the first time in military memory that two U.S. Pilots have been rescued, separately, deep in Enemy Territory. WE WILL NEVER LEAVE AN AMERICAN WARFIGHTER BEHIND! The fact that we were able to pull off both of these operations, without a SINGLE American killed, or even wounded, just proves once again, that we have achieved overwhelming Air Dominance and Superiority over the Iranian skies. This is a moment that ALL Americans, Republican, Democrat, and everyone else, should be proud of and united around. We truly have the best, most professional, and lethal Military in the History of the World. GOD BLESS AMERICA, GOD BLESS OUR TROOPS, AND HAPPY EASTER TO ALL!

@BillAckman @X Totally support you fighting it! This crap has to stop!

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?

Donald Trump was overwhelmingly elected by the American people to be our President and Commander in Chief. As our Commander in Chief, he is responsible for determining what is and is not an imminent threat, and whether or not to take action he deems necessary to protect the safety and security of our troops, the American people and our country.  The Office of the Director of National Intelligence is responsible for helping coordinate and integrate all intelligence to provide the President and Commander in Chief with the best information available to inform his decisions.  After carefully reviewing all the information before him, President Trump concluded that the terrorist Islamist regime in Iran posed an imminent threat and he took action based on that conclusion.

Strategic Suicide: Iran’s Historic Blunder. China’s Oil Lifeline Is About to Collapse. The US and Israel struck Iran, but the real shockwave will hit Beijing. This isn’t just another Middle East escalation. Iran is the backbone of China’s West Asia strategy: discounted oil, yuan settlements, sanctions evasion, and a critical Belt and Road anchor. Now missiles have crossed Gulf airspace, Dubai has shut down, and regional alignment is shifting fast. If Iran destabilizes, China loses a sanctioned oil lifeline and a key geopolitical pillar. If Hormuz closes, the energy shock hits Beijing hard.

To honor Bill Clinton’s testimony under oath today, let me recount some of Bill’s sexual predation. He’s guilty AF. When I was the Air Force Military Aide to President Clinton, I traveled with him everywhere. One night, we were returning to D.C. late after a long trip to Europe on AF-1. We landed at Andrews Air Force Base, Maryland, like we always do. We helicoptered on Marine One to the White House. We were all tired. It was around midnight when we landed on the South Lawn.  After deplaning with the “Nuclear Football” and a few of the president’s bags, I followed him to the residence elevator and ensured he was good before sending him up to bed. The presidential valets were ready to receive him. I headed to my bedroom in the East Wing. I was bushed. I showered and crawled into my bed to fall asleep to the TV. Shortly thereafter, my phone rang, and it was the AF-1 presidential pilot. “Buzz, we have a problem,” he said. "Oh s**t,” I thought.  Apparently, Clinton had cornered a female AF-1 steward in the galley and molested her. She was young, a staff sergeant, and married with children. I knew her, liked her, and she was super sweet. Now, she was in tears and sitting in front of the AF-1 pilot and commander. I asked the pilot, a really good guy, what she wanted. He told me that she didn’t want to be another “bimbo”; she wanted to remain in the Air Force and be promotable.  All she wanted was an apology. She just wanted it to go away. In the time of Monica Lewinsky, Paula Jones, and Kathleen Willey, this wasn’t surprising to me. It was, however, terribly disappointing and sad. I knew inherently that if I, or anybody else in the military, had done something similar, we’d be at Fort Leavenworth breaking big rocks into little rocks. Yet here was the “commander in chief,” and all he was facing was the prospect of an apology. I was appalled.  So, that morning, a few hours later, and as a young major, I had to walk to the Oval Office and tell the President of the United States that he needed to apologize to the young lady for his assault. Over my years as a combat pilot, I’ve been shot at with hot metal by men who really wanted to kill me, but this was the toughest day in my life. I remember on my way to talk with him thinking, “I didn’t sign up for this sh*t.” I approached Clinton in the Oval Office. I’d arranged for his personal aide to be there too. He was nonplussed. Quiet. But he didn’t seem ashamed or embarrassed.  Two weeks later, on our next trip, we got the two together on board AF-1 in the president’s office, and he offered a very uncontrite “half apology.” He didn’t care. He was filling a square and covering his tracks. It was stunningly disappointing.  If anybody in the military had done that, it would’ve been jail, expulsion, or both. It would’ve been Fort Leavenworth. But not for this president, not for this man. It was just another day. Yet another in my experiences working for a man with absolutely no integrity and no moral fiber. Character matters in people, especially our leaders, and in Bill Clinton, there was none.

"I want to live in a country where there are rules, the law is respected and the law is enforced." A Mexican restaurant in, Arizona, run by Jorge Rivas, a Salvadoran businessman and local conservative figure, recently opened its doors with an unusual offer: to offer free food to Immigration and Customs Enforcement (ICE) agents. Rivas, owner of Sammy's Mexican Grill in Catalina and known for his support of former President Donald Trump and for leading pro-Trump Latino groups in the community, said the agents are welcome and will be treated "respectfully and as they deserve."

.@SenJohnKennedy - “Governor Tim Walz, whatever he says, believe the opposite. I’m sorry, the man learned to lie before he learned to talk. He’s just a less masculine version of Hillary Clinton.”

3-Minute Recap for Fri, 30 January: What you’re NOT hearing about the Lemon indictment

Ripped and Rich: Why MAGA and Everyone Else Needs More MAMA theepochtimes.com/opinion/ripped… via @epochtimes

Finding Ilhan Omar’s husband’s firm failed to pay even more back taxes, this time to the IRS, not just Delaware and DC—and do they have a Hunter Biden problem? First the Hunter Biden problem. Nearly a dozen LLCs or shells rapidly set up in either Tim Mynett’s or his partner’s name, just one with an apparent functioning business, his E Street political consultancy — its operations have wound down. (See list of LLCs/shells at bottom). 9 of the 11 LLCs/shells were set up before or right around the time frame Ilhan Omar disclosed their net worth rocketed from just $16K to up to $30M. They appear to have started out with some kind of business intent, but then failed to the point they owed back taxes to the IRS, Delaware and DC. A marketing firm, a winery, a cannabis and an investment firm now appear to be storefront shells that show little business operations-no apparent products, clients or Internet presence. His investment firm’s DC address is the same as a WeWork that shares space with a Walmart unit and the American Trucking Assn, as reported earlier. An IRS tax lien of nearly $206,000 was reportedly filed against Mynett’s pr and marketing company— EStreetCo — for unpaid federal income, Social Security, and Medicare taxes from 2021. The lien was filed in Sonoma County, California in January 2023. The company claimed the IRS debt had been paid. EStreetCo is not Mynett's former political consulting firm, E Street Group. An FEC complaint was filed in 2019 against Omar’s campaign for improper payments to her husband’s political consultancy, but the FEC dropped it. His firm received $2.9 million from Omar's campaign during the 2020 election cycle. Also, Delaware canceled their Rose Lake Capital registration in 2024 for failure to pay roughly $403,000 in back taxes and because it lacked a registered agent, and its Washington, D.C. registration was canceled for failing to pay around $1,770 in back taxes. Public filings and court documents from 2024 show the winery had only about $650 in its bank account. The winery has no active online presence, no functioning sales portal, and minimal evidence of actual wine production or distribution. An investor sued for not delivering promised returns, saying they “fraudulently misrepresented” that the winery “was a legitimate company.” South Dakota cannabis growers sued their pot LLC, alleging promises of investment returns that were not delivered. There’s no clear public evidence that Rose Lake Capital is actively engaging in fund management, investment deals, or public operations as it claims on its website in 80 countries, as reported earlier. It shares space apparently at a WeWork in DC and there are no SEC registrations for them or their firm as investment advisors. E Street Group LLC EStreetCo Born to Run GP LLC Rose Lake Capital LLC Rose Lake Holdings LLC Rose Lake Inc. eStCru LLC eSt Ventures LLC Badlands Fund GP LLC Badlands Ventures LLC WPEH LLC WPMC LLC #news #BreakingNews #BREAKING #breakingnews‌ #ilhanomar #IlhanOmar @x @FoxBusiness @FoxNews @ap @Reuters @cbs @abc @wsj @nytimes @GOPoversight @DNC @HouseJudiciary @SteveForbesCEO @JudiciaryGOP @EricLDaugh @NBCNews

Bessent says the governor crashed his talk and looked completely out of his depth — “I don’t think he understood much of it. I used to teach — there’s always a kid in class who doesn’t get what’s going on, gets frustrated, and then lashes out.”