Abandoned properties in the ghetto aren’t properly boarded up because developers want squatters inside to set fires inside that accidentally burn it to the ground. A win for developers and politicians. A loss for affordable housing.

Tucker Carlson wants the GOP to decouple from Israel and is willing to burn it all down if they refuse his demands. It won't work because AIPAC owns 90% of D.C. but at least he's throwing a hail marry. He deserves respect for demanding more from Trump. If the rest of the hack commentariat would back him up we probably could've got Fauci jailed, the Epstein network hunted down, and avoided the disastrous war against Iran. Instead they'll bitch and moan about "handing the election to the left" when they could've just done the same thing. Told the truth, demanded more, held firm on Trump's campaign promises getting delivered. Put America First. You know...not being total cucks. That's literally all they had to do. But the mar a lago invites would've dried up and ultimately that was a price they just weren't willing to pay. They don't even hate Tucker. They hate that he did the right thing and became more successful than all of them combined. Paaaaaaaaaahthetic water carriers.

5 Early-Stage Names With the Cash to Back Up the Story $ONDS $ABCL $SMR $JOBY $QS $ONDS — The defense and autonomous systems story here has been one of the fastest-scaling in the space, and the balance sheet backs it up. Ondas ended Q2 with roughly $1.4 billion in cash, cash equivalents, restricted cash, and short-term investments, alongside a $757 million backlog that grew 66% sequentially. Revenue is scaling fast too — Q2 came in at $83.8 million, up more than 13x year-over-year, with full-year guidance raised to $525–$550 million. The bear case worth knowing: a chunk of that cash pile has already been earmarked for recent acquisitions (DZYNE, CyberHawk), so the fortress balance sheet is partly a function of equity raises funding a roll-up strategy — worth watching how disciplined that stays. $ABCL — A biotech name with a genuinely clean balance sheet: over $565 million in cash and marketable securities, plus access to roughly $110 million in committed government funding, giving management a stated runway of at least three years. Two new partnerships with Jazz Pharmaceuticals and Vertex added over $110 million in non-dilutive upfront cash this year alone — a good sign that the platform is monetizing without constant capital raises. The lead program, ABCL635, already delivered its Phase 2 catalyst on August 10 — a single dose cut moderate-to-severe hot flash frequency by 83% versus 33% for placebo at week 4, hitting statistical significance with a clean tolerability profile. Next catalyst to watch is ABCL575 Phase 1 data, expected Q4 2026. $JOBY — This is the standout on pure balance sheet strength: roughly $2.3 billion in cash and short-term investments as of the end of Q2. That's real ammunition heading into what's shaping up to be the most important stretch yet — first eVTOL passenger flights targeted for later this year, alongside continued FAA certification progress. The offset: cash burn is heavy, with the company using about $202 million in the quarter, so the runway is strong but not infinite. $SMR — Liquidity here has ballooned to about $1.9 billion in cash, cash equivalents, and investments, up roughly $900 million in a single quarter. Revenue is essentially nonexistent right now (a byproduct of project timing, not demand), so this is a pure binary-catalyst setup — the whole thesis hinges on ENTRA1 closing a definitive agreement with the Tennessee Valley Authority. If that lands, the cash position gives NuScale the ability to execute immediately without needing to raise into a potential re-rate. $QS — Total liquidity of $859 million, split between cash/equivalents and marketable securities, funds continued scaling of the Eagle Line production process and expansion into new verticals including AI data center batteries (QSDC) and defense/aerospace (QSAS). Management has guided full-year Adjusted EBITDA loss of $250–$275 million, so the cash pile is a multi-year runway rather than a war chest for aggressive expansion — still, it removes near-term financing risk while the company works toward commercialisation. each of these names can fund its own roadmap for years without going back to the well, which takes one major risk off the table for early-stage exposure. That doesn't remove execution risk — cash doesn't guarantee contracts, certifications, or clinical data — but it does buy time for the thesis to play out without shareholders getting diluted along the way. Not financial advice.

Crater Lake from the ISS last night. Just past the solar arrays. Even from 250 miles up, you can't miss it — that deep blue caldera, Wizard Island tucked in the corner. But look east of the lake and you'll see the other story: smoke from wildfires stretching across Oregon. Before I was an astronaut, I served as a flight surgeon with the 173rd Fighter Wing at Kingsley Field in Klamath Falls, just down the road from this lake. I spent a lot of good years in that corner of Oregon, and it's hard to watch it burn from up here. Thinking of everyone impacted by the fires — the families who've lost homes, and the thousands of firefighters and aircrews working around the clock down there. From this altitude you see how big the smoke is. You also see how many people are fighting it.

Build startups for agents. I think it's the biggest opportunity of the next 10 years. 1. Agents live inside harnesses like Hermes. If you're the tool it loads by default or reaches for first, you're golden. This happened in desktop, mobile eras and created huge companies. 2. Agents burn money in ways no human would. One bad loop spends $100 in tokens in eight minutes. Spend controls for agents is Ramp for agents. 3. Agents need memory they can trust. Become the shared brain they read and write to and you become infrastructure. 4. You obv don't hand an agent your real Stripe account. You give it a sandbox. Safe environments for agents is a category nobody's clocked. 5. Onboarding flips. Humans click around for ten minutes. Agents onboard by reading your docs. Your docs are now your product. 6. Agents get scammed by other agents. A track record you can check before you trust one becomes real money. 7. An agent needs to prove it's acting for a real person and has the authority to spend. Who builds the permission layer? 8. Escrow for machines. Money that only releases when the job is actually verified done, no human checking. 9. Agents fail silently and weirdly. Someone will build the "why did my agent do that" replay and it'll be mega valuable. 10. Refunds and disputes between agents need a judge. An agent did the job badly, who decides? A court for machines. 11. Agents need throwaway payment methods per task, so they don't leak your real card. Virtual cards for agents, spun up and killed on demand. 12. A human hits rate limits and shrugs. An agent hits them and the whole workflow dies. Selling reliable, high-throughput access becomes its own business. 13. Agents need to negotiate. One agent buying from another will haggle on price and terms in milliseconds. The protocol for that doesn't really exist yet. 14. When an agent commits on your behalf, someone's liable. A legal and insurance layer for agent actions has to get built. Probably venture funded idea. 15. Agents need to run 24/7 somewhere. Selling the always on box an agent lives on is going to be a big business. 16. Then the physical world shows up. A warehouse robot paying for its own compute. A home robot ordering its own parts. Machines with wallets. 17. Agents start hiring robots. A software agent posts a real world job, a humanoid picks it up. A marketplace for machine labor. 18. Robots need to prove they did the physical job. Verification of real-world work, photos, sensors, proof, becomes its own layer. Note: more ideas like this will be shared on @ideabrowser 19. Prompt and skill versioning becomes its own git. When your agent gets worse overnight, you need to roll back the exact skill or instruction that broke it. Version control built for agent behavior. 20. Agents will start subscribing to other agents. Your research agent pays a monthly fee to a specialist agent that's really good at one thing. Recurring revenue, machine to machine. 21. Companies will post jobs that only agents can apply to. "Wanted: an agent that can do XYZ for under like $100 per task." A job board where the applicants are all machines. Basically, fiverr for machines. The internet got built for people. Mobile got built for people. This wave gets built for machines, and we're as early as it gets. Go build for them.

Coding agents fire dozens of API calls per task, so a single developer can quietly burn thousands of dollars a week before anyone notices — here's how LangChain killed that "spend unpredictability" internally 💸 The key was folding budget control into the same place as observability. Title: How LangChain Made Coding Agent Spend Predictable URL: 💸 Overview An LLM Gateway built into LangSmith gives a company-wide, minute-level view of model spend and manages budgets centrally. Rather than a bolt-on proxy, it sits on the same foundation as existing tracing, evaluation, and user management. ❓ Challenges Solved Model usage spread from a few teams to the whole company, and premium model prices rose, so costs spiked. ・Coding agents trigger dozens of API calls per task ・Individual developers ran up thousands of dollars a week, unnoticed until month-end 💡 Methodology & Proposed Approach Budgets can be set across multiple layers. ・Caps at the organization, workspace, user, and API-key level ・Default monthly, weekly, daily, and hourly windows for all employees, with exceptions for heavy projects ・Covers agents accessed via Claude Code, Codex, and LangChain Deep Agents ・Deployed via MDM so no one has to set it up manually ・Runs are traced and tied to a user and API key; overspend can be diagnosed by inspecting the trace with evaluation data 🌍 Use Cases Engineering leaders can set team-level limits while still letting people use agents without fear of a surprise bill. The practical value is replacing the month-end billing shock with real-time monitoring. 📊 Lessons & Outcomes ・Static price tables go stale fast, so pricing must be handled dynamically, including caching and tier differences ・Cursor and Claude Desktop didn't route cleanly, so they measured the delta between Gateway-captured traffic and provider settings to correct for it ・Hard limits alone block real work, so they evolved into early-warning alerts and auditable budget-increase requests ・Since internal rollout, LLM costs have stayed within budget #CodingAgents# #LLMOps#

Elon Musk was fired from his own company while flying to his honeymoon. September 2000. He boarded a plane with his new wife, finally taking a break. While he was in the air, unreachable, the PayPal board held an emergency vote and removed him as CEO. Executives he had hired organized the coup, timed precisely for the hours he couldn't defend himself. He landed to discover he no longer ran his own company. He flew back immediately and tried to fight it. The board held firm. The coup stood. Here's where the story becomes about him and not them. He didn't sue. He didn't burn it down. He didn't spend years in litigation like most founders would. He stayed on the board, kept his shares, and kept advising the men who knifed him. When asked why, he said the mission mattered more than his ego, and his shares mattered more than revenge. Two years later PayPal sold to eBay for $1.5 billion. Because he'd stayed instead of raging, his stake had grown into $180 million. The betrayal became the exact capital that funded SpaceX and Tesla. The men who fired him made him the richest founder in the building. Every rocket that launches today was paid for by a coup that was supposed to end him. Revenge is expensive. Equity is patient. He chose the one that compounds, and the people who wronged him ended up financing his empire.

“ Unless something about their current trajectory changes, Anthropic will be the most powerful monopoly ever created in human history.” - David Sacks asks if Anthropic is just Standard Oil with better PR? “We know that tech markets have a history of consolidating down and turning into either monopolies or duopolies. And if you just look at the revenue right now, there's only two companies making substantial revenue on AI. It's Anthropic and OpenAI. Anthropic is growing at an exponential 10X a year, and if they just do that for 18 more months, they'll be by far the most valuable company in human history, and they'll have unprecedented control over the most important technology of our time. So I don't know what you call that, but it is something to think about. And I guess I do have a thought experiment for you guys, which is, I just want you to think for a second about the case of John D. Rockefeller, who I think is known as probably the most successful, most ruthless monopolist in American history. But he wasn't very good at PR. He was terrible at PR. Everyone sort of recognized how ruthless he is. We've seen movies like There Will Be Blood, which is basically about him. In any event, imagine if John D. Rockefeller was way better at public relations, and instead of calling his company Standard Oil, he called it Safe Oil. Because, as we know, kerosene is dangerous. Their first big product was kerosene. And kerosene can light your house or it can burn it down. And in the wrong hands it can torch a city, or you can use it to make a bomb. So John D., let's say, should have called for the creation of a new government agency to regulate the safety of his product. And they could have done rigorous testing, licensing, common sense regulation. There would've been a very intense debate over safety standards. You know, what should the proper wick thickness be? And should we allow all those dangerous independent refiners, right? And I think people would have gotten so wrapped up in this debate over what constituted safe oil or safe kerosene that they would have missed what was really going on, which is that Rockefeller was building the richest, most powerful monopoly of all time. In fact, people might even have called Rockefeller an effective altruist, because of course, he was so concerned about the safety of his product.”