This is seriously the cringiest collapse of a nation in real time.

Executives hit the market with LIV Golf 2.0 last week, framing it as “built by the players, for the players.” It has an emphasis on player ownership, an increased schedule utilising national opens, but reduced purses. The schedule consists of 10 team events, and 8-10 national opens, with 5 “team majors” and 5 “team signature events”. The “majors” are to be played on 5 continents in line with the most successful events: Australia, South Africa, UK, Hong Kong and Mexico. And the signature events are to be hosted predominantly in the US, around the 4 major championships. The purse sizes is fluid and dependent on the new investors. From an extensive amount of sourcing, I expect them to be $15 million for 5 events and $10 million for the rest. With a potential weighting that distributes more money at the top of the leaderboard. A well placed LIV Golf source said: “We are very confident future purses will be above DP World Tour levels and player take home will be in line with the PGA Tour.” From sourcing within player ranks, the purse sizes are, obviously, one of the most important factors impacting their commitment. Several players suggested to me if the purses fall in line with the DP World Tour they probably wouldn’t stay. But at $10-$15 million it’s a different proposition. More clarity is needed though on both LIV Golf’s future and the new structure of the PGA Tour to get a better picture. I’ve spoken directly to at least a dozen players who told me they are fully committed to LIV Golf, and if it exists, they will be there. Bryson DeChambeau is leading that charge and it’s understating it to say he’s committed. He desperately wants LIV Golf to succeed and to build a global golf league that’s built for the 21st century. He’s thinking long term and his enthusiasm is truly infectious. But a big question is what will Jon Rahm do? It’s difficult to get any real feel of it as he didn’t do media outside press conferences. But he did answer my question on whether he was taking a similar role to Bryson in trying to secure investment and he replied, “I am not, no.” The full quote is on my timeline. I was told, however, that Jon had encouraged other players to avoid reading the media because of the amount of misinformation. There was also a Legion XIII hospitality area, where the GM, Jeff Koski, was hosting current and potential future partners while offering Imperial Gran Reserva, the Rioja that Jon served at his 2024 Masters Champions Dinner. The players will be given equity in the league itself or team franchises to encourage them to stay, further committing those taking this option to the success of the league’s future. The majority of the media rights will be returned to the players. Giving them the opportunity to build their own online brands on socials and sign personal partnerships. The size of the fields is unclear at this stage, but the shotgun start will continue, so the possibility of adding 2 more expansion teams to take the league to 15 franchises (60 players) would likely be top end. I fully expect them to utilise the Asian Tour pathways to fill many of the open spots, especially if players leave. That would help further appease the OWGR concerns and increase the ability to build their own stars. But sources were also confident they could attract established names with potential equity in the league. Multiple sources indicated that Fox Sports are ready to sign a new deal with LIV Golf as soon as the league is ready. LIV Golf are also working with networks on a potential broadcast model that incorporates TV viewership with YouTube and social media in an attempt to unlock revenue streams across digital IP. I’ve spent several days going back and forth through notes and transcripts, sourcing information the best I can. I think even in these early stages as they take LIV Golf 2.0 to market this is as fair and accurate of a representation as I can offer. Let me know your thoughts in the comments 👍

Illegal Outdoor Advertising Structures Stopped in Their Tracks (Oxford Road, Rosebank) A multi-disciplinary City team is currently taking action against illegal outdoor advertising structures and unlawful connections to municipal infrastructure along Oxford Road in Rosebank. #JoburgByLaws ^MM

Step 1: Buy a sh*tload of GPUs Step 2: ? Step 3: Profit

🇿🇦 A threat actor is advertising an alleged dataset tied to South African telecommunications provider Telkom, reportedly containing customer contact, subscription, and support-ticket records. According to the listing, the exposed data allegedly includes: Approximately 742,000 records Full names, emails, phone numbers, and dates of birth National ID numbers and emergency contact details Subscription contract and billing information Monthly fees, balances, and payment methods Service activation and termination records Auto-renewal and cancellation metadata Customer support tickets and internal resolution logs Escalation tracking, SLA indicators, and agent-response metrics The structure of the dataset suggests exposure from a telecom CRM and subscriber-management environment integrating customer identity records, contract lifecycle management, billing workflows, and support operations. Telecommunications datasets are among the most operationally valuable categories in the underground ecosystem because they can support SIM-swap fraud, identity theft, phishing operations, social engineering, credential attacks, and targeted account takeover attempts. The inclusion of support-ticket metadata and internal workflow information may also provide attackers with insight into internal processes and customer-verification procedures. Exposure of national identifiers, subscription details, and contact metadata significantly increases long-term identity and fraud risks for affected individuals. #DDW #Intelligence #DarkWeb #SouthAfrica

SAM ALTMAN: “WE SEE A FUTURE WHERE INTELLIGENCE IS A UTILITY, LIKE ELECTRICITY OR WATER, AND PEOPLE BUY IT FROM US ON A METER.”

CEOs are the most delusional about AI. Detached from reality.

Steven Bartlett says a few glasses of wine ruined the next 3 days of his life “It's one of those areas where you don't understand the hidden cost until you really give it up for a while. I stopped drinking at 30 years old. I'm now 33. When I was 31, I thought, I'll have a drink again because now I could really A/B test it. I had a year of not drinking, decided to have a drink again” “It ruined three days of my life. I had a couple of glasses of wine, didn't get drunk. It ruined three days of my life because of the domino effect it caused” “I got worse sleep that night, and then because I got worse sleep that night, I ate more poorly the next day because my dopamine system or whatever, the cortisol system was all messed up. I podcasted worse. I didn't go to the gym that day or the day after because I felt really bad. I then slept worse, and I could track all of this on my Whoop”

CHAMPIONS!!!!! 🏆 🟡🔵

Today we reduced headcount by 22%. The business is the strongest it's ever been. So I think it's important to be direct about what I'm seeing and why. First, I made this decision and I own it. I did it because the way to operate at the highest level of productivity is changing, and to win the future, ClickUp needs to change with it. Second, this wasn't about cutting costs. Most savings from this change will flow directly back into the people who stay. We'll be introducing million-dollar salary bands. If you create outsized impact using AI, you'll be paid outside of traditional bands. Most importantly, I have the deepest gratitude for those affected. We're doing this from a position of strength specifically so we can take care of people properly. Everyone affected receives a package aimed at honoring their contributions and easing the transition. I only see two options: wait for this to play out gradually in the market or be honest about what I'm seeing and act proactively. THE 100X ORGANIZATION The primary change is that we're restructuring around what I call 100x org. The goal is 100x output. The roles required to build at the highest level are fundamentally different than they were a year ago. Incremental improvements to existing systems won't get us there. We need new ones. That means creating enough disruption to rebuild rather than iterate on what's already broken. The common narrative is that AI makes everyone more productive. It doesn't. Many of the workflows of today, if left unchanged, create bottlenecks in AI systems. These roles will evolve. But waiting for that to happen naturally means falling behind now. The 100x org is actually heavily dependent on people - infinitely more than today. This is only possible with 10x people that have embraced and adopted new ways of working. THE BUILDERS, AGENT MANAGERS, AND FRONT-LINERS — THE BUILDERS: 10X ENGINEERS I don't think most companies have internalized what's actually happening with AI in engineering. The common narrative is that AI makes all engineers more productive. That may be true in isolation, but at an organization level - that is the farthest thing from reality. Here's what we've validated recently at ClickUp: the great engineers, the ones who can orchestrate, architect, and review, are becoming 100x engineers. They're not writing code. They're directing agents that write code. The skill is judgment. AI makes the best engineers wildly more productive, and everyone else using AI slows these engineers down. Think about it - the bottlenecks are (1) orchestration - telling AI what to do, and (2) reviewing - what AI did. Everything is leapfrogged and no longer needed. So who do you want orchestrating and reviewing code? And how do you want your best engineers to spend their time? If your best engineers are spending time reviewing other people's code, then this is inherently an inefficient bottleneck. These engineers can review their agent's code much faster than reviewing human code. The new world is about enabling your 10x engineers to become 100x. The wrong strategy is to push every engineer to use infinite tokens. Companies doing this are celebrating 500% more pull requests. But customer outcomes don't match the volume of code being generated. I call this the great reckoning of AI coding, and every company will face this soon if not already. More code is just another bottleneck to the best engineers, and ultimately to your company's impact as well. — THE BUILDERS: 10X PRODUCT MANAGERS Product management and design roles are merging. Designers that have customer focus, become more like product managers. And product managers that have intuition for UX become more like designers. The bottleneck of user research is gone. It takes us just one mention of an agent to kickoff research and analyze results. The bottleneck of product <> design iteration is also gone. The product builder iterates on their own, along with agents and skills that ensure alignment with quality and strategy. Also controversial today - I believe that the wrong strategy is to have your PMs shipping code - that just introduces another bottleneck that the best engineers will waste their time on. To be clear, PMs should be coding but they should do this in a playground to iterate, validate, and scope. That code should not go to production. Everything outside of managing systems, orchestrating AI, and reviewing output becomes a bottleneck. That's why the other roles that are critical along with these are the systems managers (to reduce bottlenecks) along with a bottleneck you can't replace - customer meeting time. — THE SYSTEM MANAGERS Ironically, the people that automate their jobs with AI will always have a job. They become owners of the AI systems - agent managers. We have many examples of these people at ClickUp. The underlying systems in which we operate are absolutely critical to get right. I think most companies are delusional to think they can iterate on existing systems and compete in this new world. You must create enough disruption so that old systems are deprecated entirely. If there's any definition for 'AI native' that's what it is. — THE FRONT-LINERS In a world that will become saturated with AI communication, the human touch will matter more than anything to customers. This is a bottleneck that you shouldn't replace - even when agents are high enough quality to do video meetings. One-on-one meeting time with customers is something that shouldn't be automated. The systems around the meetings should be - so that front-liners spend nearly 100% of their time with customers. REWARDING 100X IMPACT In a world where companies are able to do so much more with less, where does that excess money go? In our case, much of the savings in this new operating model will flow directly back to those that enabled it. We must reward people that create productivity accordingly. This aligns incentives on both sides. Plus, in a world where your best people create 100x impact, you can't afford to lose them. You should aim to retain these employees for decades. The context they have and their ability to efficiently orchestrate and review will be nearly impossible to replace. Compensation bands of today should be thrown out the door. We're introducing $1 million cash/year salary bands with a path available to nearly everyone in the company if they produce 100x impact by creating or managing AI systems. THE FUTURE Nearly every company will make changes like these. The ones that do it proactively will define what comes next. The future is not fewer people. It's different work, new roles, and better rewards for those who embrace it. We're already seeing entirely new roles emerge, like Agent Managers, that didn't exist a year ago. ClickUp is positioning to lead this shift, not just internally, but for our customers too. I've never been more certain about where we're headed.