AkhenOsiris
Operator is going to make QA'ing a whole lot easier, and that's not even taking into account newer iterations and any offshoot that's primary purpose is to debug GUIs.

Not sure which products out there might suffer, but TEAM should be incorporating this type of product, whether external or made in-house, to auto log defects, and so on.
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AkhenOsiris
FT on Stargate:

Despite the flashy announcement, Stargate has not yet secured the funding it requires, will receive no government financing and will only serve OpenAI once completed, the people familiar with the initiative have said.

“The intent is not to become a data centre provider for the world, it’s for OpenAI,” said one of the people.

Another person close to the project said it was far from a fully developed plan: “They haven’t figured out the structure, they haven’t figured out the financing, they don’t have the money committed.”

Altman had been speaking to SoftBank chair Masayoshi Son for as long as two years about AI projects, including a new AI device, according to people familiar with the discussions.

While Altman’s infrastructure plans had been in the works for well over a year, “the idea of announcing it at the White House was not in the works for [as long]”, according to one person with knowledge of the project.

“There’s a real intent to do this, but the details haven’t been fleshed out,” said another person involved in the project. “People want to do splashy things in the first week of Trump being in office.”
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⁠InsideArbitrage
In the latest installment of our Deal Postmortem series, we discuss the failed merger of The Kroger Company $KR with Albertsons $ACI.

On paper, it seemed like a deal that would create one of the largest grocery operators in the U.S. However, after holding out hope for two years, the deal collapsed under the weight of antitrust concerns, union backlash, multiple lawsuits, opposition from certain states, and ultimately, a federal court decision.
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⁠InsideArbitrage
EV Maker Nikola $NKLA Explores Sale, Partnerships With Cash Dwindling - Bloomberg
✴️Nikola is exploring options including potentially selling parts or all of the company.
✴️Other possibilities under consideration include bringing on partners or raising new funds.
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⁠Hidden Value Gems
“We spend last year trying to guess who the next US president will be. We are guessing now what Trump’s policies will mean for economies.”
- David Einhorn at Skagen Conference

I agree - prefer to focus on bottom-up ideas. https://t.co/Lldxh4IYCA
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⁠Stock Analysis Compilation
Platinium AM on Richemont $CFR SW

Thesis: Richemont is a high-quality luxury goods maker with strong jewellery brands, poised for growth despite the current industry downturn.

(Extract from their Q4 letter) https://t.co/rwdbRaP0T8
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⁠Startup Archive
Jensen Huang on why he rarely fires people and will instead “torture them into greatness”

Jensen once told Stripe founder Patrick Collison that he didn’t like firing people and seldomly did it. When asked to elaborate on this, Jensen responds:

“I’d rather improve you than give up on you. When you fire somebody, a lot of people will say ‘it wasn’t your fault,’ or ‘I made the wrong choice.’ But I used to clean bathrooms and now I’m the CEO of a company. I think you can learn it. There are a lot of things in life that I think you can learn and you just have to be given the opportunity to learn it… I don’t like giving up on people because I think they can improve.”

He continues:

“It’s kind of tongue in cheek, but people know I’d rather torture them into greatness. I’d rather torture you into greatness because I believe in you. And I think that coaches that really believe in their team torture them into greatness. Oftentimes they’re so close. Greatness will sometimes come in one day with an ‘I got it!’ — that feeling that you didn’t get it yesterday and all of a sudden one day something clicks. Could you imagine giving up that moment right before you got it? I don’t want you to give up on that, so I’ll just keep torturing you.”

Video source: @stripe (2024)
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⁠InsideArbitrage
⚡🏭 Energy & Industrial Supplier $DNOW NOW Inc. share price rises (⬆️4.35% pre market) as the firm announces a new $160 million share repurchase plan (~11% of its current market cap) – Effective Immediately! 💰🔄

📈 Doubling Down: The new program doubles the size of its successfully executed $80 million inaugural buyback
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⁠Dimitry Nakhla | Babylon Capital®
2 days ago I accumulated $NVO stock at ~$80 & provided my reasoning 🧬

Today, the stock is up +14% in pre-market trading after $NVO experimental weight-loss drug, amycretin, delivered successful trial results 💸

Here’s my original post for reference👇🏽 https://t.co/bX0blCF2Ua

I’ve decided to begin accumulating shares of $NVO here at $79-$82 initial 3% position with a targeted ~5% allocation 🧬

Here’s why:

Despite recent negative sentiment and a sharp drop in share price, $NVO fundamentals remain strong 👇🏽

•Double-digit EPS growth
•History of strong returns on capital
•Innovation-led corporate culture
•Aggressive share buybacks
•Attractive valuation relative to growth
•AA- S&P Credit Rating
•$11.2B in cash & $7.7B in long-term debt
___

IF $NVO drops to $65 it’s a win-win as I get to build a full position with $NVO trading for 18x NTM EPS (which would be a rare multiple to pay for $NVO, a level not seen since 2018-2019 & well below its 10-Year average multiple of 25x)

Outsized returns in biotech often follow a familiar pattern: adverse news creates a buying opportunity, allowing investors to accumulate shares with a margin of safety when expectations have been significantly reduced. (e.g. $ABBV at $70 in 2019 & $VRTX at $200 in 2021) - Dimitry Nakhla | Babylon Capital®
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AkhenOsiris
$AMZN

Amazon, is displaying a positive technical setup that favors a rise into the 290s, according to a breakout from a large base that was built from 2021 to 2024, according to Bank of America technical strategists.

In addition to the breakout, a bullish flag pattern was observed from December 2024 to January 2025, which further supports this positive technical setup.
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⁠Startup Archive
RT @mwseibel: Lots of truth in a short video.

Chamath Palihapitiya on the growth principles that got Facebook to billions of users

“The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.”

Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”:

1. How do you get people in the front door?
2. How do you get them to an aha moment as quickly as possible?
3. How do you deliver core product value as often as possible?

Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff.

The second thing he set out to do at Facebook was invalidate all of the lore:

“In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.”

As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization:

“The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.”

He continues:

“You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.”

Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state. - Startup Archive
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⁠Startup Archive
RT @petermdenton: This is really good because it reminds me of a MASSIVE mistake a lot of companies make:
Product "builds" the product, then hands it to growth to "sell" it.

Growth has to be designed into the core product from day 1 so that the "aha" experience reinforces the growth loop.

Chamath Palihapitiya on the growth principles that got Facebook to billions of users

“The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.”

Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”:

1. How do you get people in the front door?
2. How do you get them to an aha moment as quickly as possible?
3. How do you deliver core product value as often as possible?

Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff.

The second thing he set out to do at Facebook was invalidate all of the lore:

“In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.”

As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization:

“The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.”

He continues:

“You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.”

Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state. - Startup Archive
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