A few words on the Sovereign AI debate, having built several LLMs in Meta while in the UK and now working as a UK based startup: 1. Lots of people are trying to do the right thing to make the UK a better place to start AI companies. Time lags until the benefit show, but you should judge on the intent now. I support the direction of travel! 2. DeepMind has been enormously beneficial for the UK, but it has muddied the waters for a sovereign LLM company to emerge as (until recently) the Government continued to celebrate it as a British achievement / push it as a national champion. 3. Similarly, people are now celebrating recent US investment in King’s Cross, while also wanting more UK sovereignty. Clearly some income effects here, but I would worry about the substitution effects too. AI is not like other types of foreign investment. 4. The relevant talent nexuses in UK that could develop a competitive foundation model are from GDM and old Meta AI GenAI. Also some folks from smaller groups, ex Conjecture, Stability. The talent is still there, although a lot was snapped up by US FM companies in the past year. I personally think it’s not too difficult to develop new talent either from UK universities, but you probably need an ex GDM or Meta core (Gemini or Llama). Or if not: show evidence first (technical reports) before claiming you can do it. 5. Building an LLM is very different from doing regular AI research - skillset is different. Former is closer to engineering; long hours, often unsexy work. Important to distinguish between these two types of talent in the UK ecosystem; arguably too much focus on the latter / ideas guys. 6. On research - DeepSeek R1 post-train cost $300k . Yes, they also needed an ablation budget and to train a base model, invest in infra and talent - and yes the cost of an R1 moment is increasing year on year - but the idea that you need $1bn plus immediately to show results is complete FUD. You need billions to scale, not to validate new directions. 7. In my experience, every failed LLM effort (from model results perspective) I witnessed in the past came from a combination of poor leadership, politics, unclear vision, and premature scaling. Good efforts usually started from small teams who had worked with each other for a long time, had shared thesis, and scaled progressively in bite-sized pieces. Some recent lessons here for neolabs as well. 8. Things take time. Eg we’ve spent ~12 months mostly on internal infra just to get into the position to be able to make big swings. It’s important to nurture new companies through the initial phase. Expectation management is also crucial. I think expecting new UK companies to have single big bang releases is very dangerous; sort of like overwatering a plant. The correct release pattern is “decent”. “decent”, “decent”, “quite good actually”, “holy shit”. 9. Please don’t allow politicians or journalists to kill recent or upcoming AI investment efforts. We will need way more - at the price of potential inefficiency in places - as AI is existential for the country. Ambitious projects are usually incredibly fragile in the early stages; look after them! 10. Mythos is a good triggering moment, but what’s coming will make it look like a toy, so it’s worth building for what’s coming in 5 years time - not a current generation model. Very proud to be building in the UK - more to share on that soon - alongside many other great early stage AI companies! 🇬🇧

London is ground zero for the AI jobs shift, as listings for roles in the Square Mile see a startling drop-off bloomberg.com/news/articles/…

The US government, citing national security authorities, has issued an export control directive to suspend all access to Fable 5 and Mythos 5 by any foreign national, whether inside or outside the United States, including foreign national Anthropic employees. The net effect of this order is that we must abruptly disable Fable 5 and Mythos 5 for all our customers to ensure compliance. Access to all other Claude models is not affected. We apologize for this disruption to our customers. We believe this is a misunderstanding and are working to restore access as soon as possible. Read our full statement: anthropic.com/news/fable-myt…

Red Lobster CEO Damola Adamolekun says he wants the restaurant to be the most AI-forward company to exist as he reveals all the ways Red Lobster plans to use AI, which includes forecasting sales, ordering food, and more. (🎥 The Black Money Tree/YouTube)

A Chinese robot wearing a clown wig kicked a child in the stomach.

Marc Andreessen on JRE: AI hasn't replaced coders. It turned them into vampires. "The opportunity cost of going to sleep is too high because if you go to sleep, you won't be with your 20 AI coding agents."

Google CEO tries to tell University students to love AI. They tell him to BOO off. This is what most people think of the hated AI, we don't want it.

Introducing the 2026 Apple Design Award finalists! developer.apple.com/design/a…

We raised $1M dollars to reinvent how people read. Introducing Mark II - a $159 AI bookmark. Thread below

This is an email I sent earlier today to all employees at Coinbase: Team, Today I’ve made the difficult decision to reduce the size of Coinbase by ~14%. I want to walk you through why we're doing this now, what it means for those affected, and how this positions us for the future. Why now Two forces are converging at the same time. We need to be front footed to respond to both. First, the market. Coinbase is well-capitalized, has diversified revenue streams, and is well-positioned to weather any storm. Crypto is also on the verge of the next wave of adoption, with stablecoins, prediction markets, tokenization, and more taking off. However, our business is still volatile from quarter to quarter. While we've managed through that cyclicality many times before and come out stronger on the other side, we’re currently in a down market and need to adjust our cost structure now so that we emerge from this period leaner, faster, and more efficient for our next phase of growth. Second, AI is changing how we work. Over the past year, I’ve watched engineers use AI to ship in days what used to take a team weeks. Non-technical teams are now shipping production code and many of our workflows are being automated. The pace of what's possible with a small, focused team has changed dramatically, and it's accelerating every day. All of this has led us to an inflection point, not just for Coinbase, but for every company. The biggest risk now is not taking action. We are adjusting early and deliberately to rebuild Coinbase to be lean, fast, and AI-native. We need to return to the speed and focus of our startup founding, with AI at our core. What this means To get there, we are not just reducing headcount and cutting costs, we’re fundamentally changing how we operate: rebuilding Coinbase as an intelligence, with humans around the edge aligning it. What does this mean in practice? - Fewer layers, faster decisions: We are flattening our org structure to 5 layers max below CEO/COO. Layers slow things down and create coordination tax. The future is small, high context teams that can move quickly. Leaders will own much more, with as many as 15 direct reports. Fewer layers also means a leaner cost structure that is built to perform through all market cycles. - No pure managers: Every leader at Coinbase must also be a strong and active individual contributor. Managers should be like player-coaches, getting their hands dirty alongside their teams. - AI-native pods: We’ll be concentrating around AI-native talent who can manage fleets of agents to drive outsized impact. We’ll also be experimenting with reduced pod sizes, including “one person teams” with engineers, designers, and product managers all in one role. In short: AI is bringing a profound shift in how companies operate, and we’re reshaping Coinbase to lead in this new era. This is a new way of working, and we need to leverage AI across every facet of our jobs. To those who are affected I know there are real people behind these decisions — talented colleagues who have poured themselves into this company and our mission. To those of you who will be leaving: thank you. You’ve helped build Coinbase into what it is today, and I am sincerely grateful for everything you've done. All impacted team members will receive an email to their personal account in the next hour with more information, and an invitation to meet with an HRBP and a senior leader in your organization. Coinbase system access has been removed today. I know this feels sudden and harsh, but it is the only responsible choice given our duty to protect customer information. To those affected, we will be providing a comprehensive package to support you through this transition. US employees will receive a minimum of 16 weeks base pay (plus 2 weeks per year worked), their next equity vest, and 6 months of COBRA. Employees on a work visa will get extra transition support. Those outside of the US will receive similar support, based on local factors and subject to any consultation requirements. Coinbase prides itself on talent density. Our employees are among the most talented people in the world, and I have no doubt that your skills and experience will be highly sought after as you pursue your next chapters. How we move forward To the team that is staying, I know this is a difficult day. We’re saying goodbye to colleagues and friends you've been in the trenches with. But here’s what I want you to know as we move forward together: Over the past 13 years, we have weathered four crypto winters, gone public, and built the most trusted platform in our industry. We’ve made it this far by making hard decisions and by always staying focused on our mission. This time will be no different – nothing has changed about the long term outlook of our company or industry. And most importantly, our mission has never been more important for the world. Increasing economic freedom requires a new financial system, and we’re building it. The Coinbase that emerges from this will be more capable than ever to achieve our mission. Brian

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