A British drone industry would not be a cost. It would be a renaissance. British kit, designed here, built here, used by our forces and sold to our allies. War has already changed. Britain needs to as well. dailymail.com/debate/article…

Brad told me about this the last time we got lunch and my jaw was on the floor. Thank God America is not always the craziest country on Earth. At the very end, this bewilderingly brutal and spooky story opens out into an even deeper rabbit-hole known as the Chevaline Massacre.

THE TOKEN HANGOVER @matanSF (Matan Grinberg), CEO and co-founder of @FactoryAI , interviewed by @HarryStebbings (@20vcFund ) This is a special for me since I've been an investor in @FactoryAI since their seed round, and think Matan is a very very special founder. Summary: Grinberg argues the next 24 months in enterprise AI are a resource-allocation problem: tokens, dollars, and people. Most CIOs are now waking up to bills they cannot justify. The fix is to spend frontier tokens only on the 10-20% of work that requires planning intelligence, run the other 80-90% on open models, and rebuild teams around load-bearing polymaths who own business outcomes. The single-frontier-monopoly fear is fading: four roughly-equivalent labs is the emerging reality, which puts pricing power back in the application layer. 1. The Token Hangover. Enterprise AI adoption ran through three phases this year: boards yelling at CEOs about AI strategy, "token maxing" with AI usage written into perf reviews, and now the morning-after bill. One CIO Grinberg spoke to was spending hundreds of thousands of dollars a month on engineers asking Opus 4.8 things like "how's it going" and "what are my macros from lunch." The frontier model became the default surface for every question, no matter how trivial. Phase 3 is the moment routing matters: every call to a frontier model needs to earn its price. 2. Resource Allocation Is the Job. For the next 24 months every C-suite is solving the same problem: how to allocate dollars, tokens, and headcount against business outcomes. Engineering teams used to be judged by features shipped per quarter, a metric with no link to revenue, market share, or retention. A logistics company adding more engineers to ship more features was always solving the wrong problem; AI made the misallocation visible. Tie every person's work to the metric that actually moves the business, then re-allocate. 3. Load-Bearing Individuals. The "10x engineer" frame measures lines of code, the wrong unit. Grinberg's unit is the load-bearing individual: the person whose absence breaks something. With AI the load-bearing few compound roughly 10,000%; the others get close to nothing, so any org enforcing one token-spend-per-engineer number is painting with too wide a brush. Average token spend per engineer will land on the same order of magnitude as their salary within three years, with a wildly bimodal distribution. 4. Frontier for Decisions Only. 80-90% of software development tasks can run on open models; the remaining 10-20% is planning, where the frontier still wins. This mirrors how human orgs work: leadership is a tiny share of total hours but decides the company's fate. The ego trap is engineers assuming their work is too important for an open model. The router decides better than the engineer, and the cost curve falls only if you wire the routing. 5. The Kirkland Mistake. Kirkland & Ellis announced a $500M, five-year internal AI build, which Grinberg reads as validation for Harvey rather than a threat. Building AI is not a law firm's core competency, and Kirkland's spend will teach them how hard it is. The general rule: just because you can build it does not mean you should, and the discipline is naming the few things you and your team own end-to-end. Outsource everything else, even when you technically know how to do it yourself. 6. Model-App Separation. When the model provider also sells the app, the incentives split: an API business wants you to spend more tokens. A healthy market keeps the application layer independent, so model providers compete on price, speed, and quality every week. Enterprises do not want to vendor-lock again; every CIO carries scars from the cloud era's three-year discount-then-jack-the-price trap. The application layer survives precisely because it forces that competition. 7. Sales as Product. Name a legendary company with a weak sales or marketing team. You can't. The Silicon Valley fallacy that research sits at the top and sales is "dirty work" produces companies that win the gold rush and then collapse when gravity returns. At Factory, engineers and salespeople sit intermixed; when sales closes, engineering says "we closed"; when engineering ships, sales says "we shipped." Atrophied sales muscles will not regrow once enterprise buyers stop saying yes to everything. 8. Polymath Era. Da Vinci, Newton, Euler could be polymaths because their fields were shallow. By the 2010s a theoretical physicist needed 50 years to reach the frontier before contributing anything new. AI collapses that catch-up time, so one person can push forward developer marketing, token-caching infrastructure, and solution engineering at once. The engineer of the future is a GM who owns marketing copy, product metrics, and sales enablement. 9. Build the Factory. Factory's name is literal: engineers in the next era design the assembly line that produces software. The DevX investments that used to scale linearly with headcount (good docs, CI/CD, linters, pre-commit hooks) now scale with the number of agents you run, which is 10x or 100x larger. Every dollar spent making agents production-ready compounds against thousands of PRs a week. Humans move up the stack, from writing code to designing the system that writes code. 10. Seal Team Six. Mandating beds in the office is a hiring failure dressed up as commitment. Grinberg's image: a basketball game judged by who sweat the most, when the scoreboard is what counts. Factory bought eight sleeps for all 30 team members at the time, because recovery is where the gains come from when work requires every ounce of brain power. If your load-bearing engineer can do their best work on two hours of sleep, they were not doing load-bearing work in the first place. 11. Four Frontier Labs. Grinberg's biggest mind-change this year: a single dominant model is unlikely, and four roughly-equivalent frontier providers is the more probable steady state. That outcome is the win for humanity. A one-lab monopoly was the dangerous scenario, and four equivalent labs is also the structural bull case for the application layer because it forces real ongoing price competition. Every CIO Grinberg meets has already decided not to throw their lot in with a single provider. 12. Dario's Self-Serving Doom. "AI will take your jobs" was the pitch that helped raise hundreds of billions, and Grinberg thinks it damaged public psychology and fed the slow-AI lobby. Watch the rhetoric flip at IPO: humans will suddenly become important again, because humans are the ones buying the stock. Founders who never needed to raise that money, like Zuckerberg and Hassabis, never made that argument. Incentives drive the labor-displacement rhetoric more than philosophy does.

The next war won't be won by armies, navies or air forces alone. It'll be won by the country whose 19 year olds can code, whose factories can build drones in weeks not years, and whose grid stays on when someone tries to switch it off. Industry. Society. Economy. That's the fight now. We're not ready. And we're not being honest about what getting ready will cost.

The fact that the DTCC capitulated and went all public chains should tell you a lot. They attempted to keep everything status quo with new technology and they just couldn’t do it.

The most brutal part is not that China is using AI to sort garbage. It is that China has pushed waste management so far that the old problem has reversed. China used to worry about having too much garbage to process. Now some waste-to-energy plants are facing the opposite problem: not enough garbage. Previously sealed landfills may even have to be reopened, not because China failed, but because waste has become fuel, feedstock, data, and part of an industrial recycling loop. This is what China does best. It takes the ugliest, dirtiest, most ignored corner of urban life — garbage — and turns it into engineering, automation, energy recovery, environmental governance, and industrial optimization. Even trash gets absorbed into the machine. In many countries, garbage is where governance collapses. In China, even garbage becomes a system.

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…

This week the most advanced AI model on the planet got switched off by a foreign government. British researchers were studying it. British companies were testing it. British hospitals were piloting it. Not any more. This isn't an AI story. It's the story of every industry we used to lead. Britain has some of the best AI talent in the world. DeepMind was built here. Our AI Safety Institute writes the rules other countries follow. We have the researchers, the universities, the standards. What we don't have is the power stations to run the data centres, the planning system to build them, or the industrial base to make the chips. So the work happens here and the value lands somewhere else. We invent. Others build. Others decide. Then we read about it on Saturday morning. Same story as the kit our soldiers don't have. Same story as the factories we used to. I spent nine months in government making this argument inside the room. I'll make it louder from outside.

This week the most advanced AI model on the planet got switched off by a foreign government. British researchers were studying it. British companies were testing it. British hospitals were piloting it. Not any more. This isn't an AI story. It's the story of every industry we used to lead. Britain has some of the best AI talent in the world. DeepMind was built here. Our AI Safety Institute writes the rules other countries follow. We have the researchers, the universities, the standards. What we don't have is the power stations to run the data centres, the planning system to build them, or the industrial base to make the chips. So the work happens here and the value lands somewhere else. We invent. Others build. Others decide. Then we read about it on Saturday morning. Same story as the kit our soldiers don't have. Same story as the factories we used to. I spent nine months in government making this argument inside the room. I'll make it louder from outside.