Une des meilleures vidéos que j'ai vu sur internet 🥹🤩🤩🤩🥰

Most token launches fail before they find their feet. Not because the technology was wrong. Not because the timing was off. But because the team treated monetisation as the starting point rather than the finish line. We put together the framework we use at Take3 to assess whether a protocol is actually ready to monetise, and what needs to happen first if it isn't. Seven simple steps and most teams skip at least three of them. Which three do you think are the most commonly skipped steps? Read the full blog: vist.ly/577kh #AI #LLM #CryptoMarketing #Web3Marketing

🚨Michael Burry just said Elon Musk and Nvidia's deal is built on fake numbers. Burry published a detailed breakdown calling the entire structure "Fugazi", his word for fake. He is alleging that billions of dollars in Nvidia chips are being hidden off balance sheets, and that American retirees are unknowingly funding the whole thing. Nvidia, the world's largest AI chip company sold $5.4 billion worth of its most advanced GPUs, the GB200, to a company called Valor. Valor is not a real operating business. It is a special purpose vehicle, a shell company created specifically to hold these chips and nothing else. Nvidia also invested $1.9 billion of its own money directly into Valor on top of the sale. Those 100,000 chips are now physically inside xAI's data center. xAI is Elon Musk's artificial intelligence company, the one that builds Grok. xAI is using every single one of those chips right now to run its AI models. But here is what Burry is flagging. Neither Nvidia nor xAI owns those chips on paper. Valor, the shell company holds legal title. That means $5.4 billion in GPU assets do not show up on Nvidia's balance sheet as inventory. They do not show up on xAI's balance sheet as assets. They are legally invisible to both companies. Nvidia gets to book the $5.4 billion as a completed sale and record it as revenue. xAI gets full use of the chips without owning them. And the risk disappears into a shell company in the middle. Now here is where American retirees enter the picture. Valor needed $3.5 billion in debt to fund this structure. Apollo provided it. Apollo is one of the largest asset managers on earth with $1.03 trillion under management and $834 billion specifically in private credit. Apollo raised the $3.5 billion, packaged it into debt securities, and sold those securities to Athene. Athene is Apollo's own insurance company. It sells fixed and indexed annuities, retirement savings products, to ordinary Americans. When a retiree buys an Athene annuity, they believe their money is sitting in safe, stable investments. That money is now inside a structure funding Elon Musk's AI data center. The numbers inside Athene are most alarming. Athene holds $74.2 billion in reserves. It has moved $217 billion in assets into a captive insurer based in Bermuda, meaning those assets sit outside normal US insurance regulation and oversight. Of the entire portfolio, 34.7%, equal to $103 billion, is classified as Level 3 assets. Level 3 is an accounting classification that means there is no observable market price for these assets. No outside party can independently verify what they are actually worth. The leverage sitting on top of those unpriced assets is 16 times. Burry's says: Every step of this structure is technically legal and publicly disclosed. But the entire thing was deliberately engineered across 8 to 12 steps to move credit risk off balance sheets and away from any market pricing. - Nvidia books the revenue. - Apollo collects the fees. - xAI gets the computing power. - And retirees sitting at the bottom of a 16x leveraged Bermuda insurance structure, holding $103 billion in assets with no market price carry the risk without knowing it exists.

This guy used AI to put himself in Game of Thrones and fix everything

30 mins into the claude code keynote and every speaker so far has been a woman. just saying 🫶🏻 @asvora @angjiang @katelyn_lesse @_catwu Dianne Penn @claudeai

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

Myth: "I only wear vegan fabrics. Better for the animals, better for the planet." Let's check in on Doris's annual contribution. Once a year, in late spring, Doris is sheared. The procedure takes approximately three minutes. Doris does not enjoy it. Doris does not, by any visible measure, suffer from it. Doris is, immediately afterwards, a noticeably more comfortable animal in the British summer. The fleece weighs approximately 3 kilograms. It is sold to the British Wool Marketing Board for, depending on the year, between £0.40 and £2.50 per kilogram. The shearing costs more than the wool fetches. Brian is shearing Doris at a loss. The wool is then: - Naturally flame-retardant - Naturally antibacterial - Moisture-wicking - Biodegradable - Renewable, annually - Carbon-storing while in use The replacement, in performance fabrics: - Polyester - Polyamide - Acrylic - Polypropylene - All petroleum-derived - All shedding microplastics on every wash - All requiring fossil fuel inputs to produce - All non-biodegradable, with a typical landfill lifespan of 200-500 years A single wash of a polyester fleece can release up to 700,000 microplastic fibres into the water system. These fibres are now in: every tested water source on earth, every tested human placenta, every tested rainfall sample, the deep ocean, the Arctic ice, and the lungs of marine mammals. A single wash of a wool jumper releases: nothing. The wool, when eventually disposed of, returns to soil within a few years. The fabric being marketed as the "ethical" alternative to wool is plastic. The plastic is "ethical" because nobody has been asked to slaughter the polymer. The polymer also has not been asked. Doris, by being a sheep on a fell, is producing the most thoroughly sustainable performance fabric humans have ever made. Brian is selling it at a loss. The fashion industry, meanwhile, is selling petroleum at a profit and calling it ethical. Reject plastic. Wear wool. Doris is, this morning, growing next year's batch.

i've picked up the pen so many times to write about being a woman in tech and every time i chicken out because there's this catch-22: to talk about being a woman in tech, you need to have credibility. and once you start talking about it as a woman, you lose said credibility so i'm going to mortgage some of my credibility to get this off my chest, as someone who has both had a pretty successful career in tech, and leads a team with a lot of women on it: every woman you work with has had the most insane shit happen to her — on an almost daily basis. shit that makes you look at the camera and go "how did i end up here". from wild remarks about appearance to stalking and trauma dumping, and just constant dismissal from so many directions (employees, customers...). shit that you never tell anyone because they wouldn't believe you... i recently learned that like 97% of my followers on here are men. so my challenge to you is just to sit with that for a moment. you don't need to do anything about it (other than try not to be that person). but you should be aware that that's what every woman you work with deals with