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Dimitry Nakhla | Babylon Capitalยฎ
RT @DimitryNakhla: $FICO https://t.co/K0HUXjLNr5
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RT @DimitryNakhla: $FICO https://t.co/K0HUXjLNr5
Several key takeaways from FICOโs latest quarterly call (Q4 2025 transcripts for reference)
$FICO remains one of the most quietly dominant businesses in the market & arguably among the best examples of consistent execution & pricing power ๐งต https://t.co/R8Vqfl7REn tweet
Offshore
Video
Moon Dev
RT @LegendaryTunz: I will rather watch this and get new ideas on what to build than watch series that add no monetary value to me. This guy is packed ngl
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RT @LegendaryTunz: I will rather watch this and get new ideas on what to build than watch series that add no monetary value to me. This guy is packed ngl
This $4,500,000 disaster just proves
You can not trade by hand
Stop wasting your time https://t.co/2U7wpCNY0Z tweet
Offshore
Video
Startup Archive
Steve Wozniak tells the founding story of Apple and how he invented color on the computer
Today Apple is valued at almost $3 trillion. But as Woz recounts, they got started selling $40 PC kits to hobbyists:
โI had this computer, and I was giving away all the designs for free. Steve Jobs said โWow, we should sell these PC boards. Build them for $20, sell it for $40.โโ
To fund the company, both Steves had to come up with a couple hundred bucks each, and Woz sold the most valuable thing he owned: his HP 65 calculator.
The first PC boards were impressiveโthey could actually run software and programs. So impressive that the owner of a local electronics store placed an order for the first batch of Apple Is.
But their second productโthe Apple IIโwas their real breakout product, and one of the killer features was color.
At the time, color only existed on TVs that cost thousands of dollars. But Woz figured out a way to get color on the Apple II with only a $1 chip.
The idea for it came to a sleep-deprived Woz who was working on an arcade game for Atari that Jobs convinced him they could build in 4 days even though building an arcade game normally took six months:
โI was in a dreamy state. You know when you lose sleep how you get a little creative thinking?โฆ While my head was sort of half awake and half asleep, I saw this thing on the factory floor of Atari. All the games were black and white TVs, but this one game was going back and forth, changing colorโฆ I remember how the frequencies go from high school electronics. And then I came up with this method of taking a little chip and putting ones and zeros in it, and cycling aroundโฆ I could make it look like color TV.โ
After building the first Apple II prototype, Woz recounts typing something in memory and a blue dot popping up on the screen:
โI called Steve Jobs over and that was a Eureka moment. We were shaking. This was so big. All the colored games are now going to be on computersโฆ That was probably my best patentโฆ Thatโs why we chose a six color logo for our first logo for Apple. We were the ones that brought color because nobody wouldโve ever expected color on an affordable computerโฆ That was so far ahead of its time.โ
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Steve Wozniak tells the founding story of Apple and how he invented color on the computer
Today Apple is valued at almost $3 trillion. But as Woz recounts, they got started selling $40 PC kits to hobbyists:
โI had this computer, and I was giving away all the designs for free. Steve Jobs said โWow, we should sell these PC boards. Build them for $20, sell it for $40.โโ
To fund the company, both Steves had to come up with a couple hundred bucks each, and Woz sold the most valuable thing he owned: his HP 65 calculator.
The first PC boards were impressiveโthey could actually run software and programs. So impressive that the owner of a local electronics store placed an order for the first batch of Apple Is.
But their second productโthe Apple IIโwas their real breakout product, and one of the killer features was color.
At the time, color only existed on TVs that cost thousands of dollars. But Woz figured out a way to get color on the Apple II with only a $1 chip.
The idea for it came to a sleep-deprived Woz who was working on an arcade game for Atari that Jobs convinced him they could build in 4 days even though building an arcade game normally took six months:
โI was in a dreamy state. You know when you lose sleep how you get a little creative thinking?โฆ While my head was sort of half awake and half asleep, I saw this thing on the factory floor of Atari. All the games were black and white TVs, but this one game was going back and forth, changing colorโฆ I remember how the frequencies go from high school electronics. And then I came up with this method of taking a little chip and putting ones and zeros in it, and cycling aroundโฆ I could make it look like color TV.โ
After building the first Apple II prototype, Woz recounts typing something in memory and a blue dot popping up on the screen:
โI called Steve Jobs over and that was a Eureka moment. We were shaking. This was so big. All the colored games are now going to be on computersโฆ That was probably my best patentโฆ Thatโs why we chose a six color logo for our first logo for Apple. We were the ones that brought color because nobody wouldโve ever expected color on an affordable computerโฆ That was so far ahead of its time.โ
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Offshore
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God of Prompt
creative way to learn anything
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creative way to learn anything
YouTube โ Quiz in 30 seconds.
โ Grab transcript (use https://t.co/sWBIcxGUoD)
โ Paste into ChatGPT Quizzes
โ "Turn this transcript into a quiz"
That's it. Passive content becomes active learning. https://t.co/EJrFsEJp7d tweet
Offshore
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Dimitry Nakhla | Babylon Capitalยฎ
The reason $CSU is being sold (multiple compression due to AI fears & potential uncertainty surrounding its moat, among other things) ๐๐ค๐ช๐ก๐ ๐๐ฃ๐ ๐ช๐ฅ ๐๐๐๐ฃ๐ ๐ฉ๐๐ ๐๐ญ๐๐๐ฉ ๐ง๐๐๐จ๐ค๐ฃ ๐๐ฉ๐จ ๐๐๐ฅ๐๐ฉ๐๐ก ๐๐ก๐ก๐ค๐๐๐ฉ๐๐ค๐ฃ ๐๐ฃ๐๐๐ฃ๐ ๐๐๐ฉ๐จ ๐๐๐ฉ๐ฉ๐๐ง ๐๐๐๐๐ฃ
๐๐ก๐ ๐ข๐ซ๐จ๐ง๐ฒ: ๐ญ๐ก๐ ๐ฌ๐จ๐๐ญ๐ฐ๐๐ซ๐ ๐ซ๐-๐ซ๐๐ญ๐ข๐ง๐ ๐ฐ๐โ๐ซ๐ ๐ฌ๐๐๐ข๐ง๐ ๐ญ๐จ๐๐๐ฒ (๐ฉ๐๐ซ๐ญ๐ฅ๐ฒ ๐๐ซ๐ข๐ฏ๐๐ง ๐๐ฒ ๐๐ ๐๐ข๐ฌ๐ซ๐ฎ๐ฉ๐ญ๐ข๐จ๐ง ๐๐๐๐ซ๐ฌ) ๐ฆ๐๐ฒ ๐๐๐ญ๐ฎ๐๐ฅ๐ฅ๐ฒ ๐ข๐ฆ๐ฉ๐ซ๐จ๐ฏ๐ $๐๐๐โ๐ฌ ๐จ๐ฉ๐ฉ๐จ๐ซ๐ญ๐ฎ๐ง๐ข๐ญ๐ฒ ๐ฌ๐๐ญ
When public multiples compress, private-market deal pricing often follows โ creating better entry points and potentially higher IRRs for $CSUโs next wave of acquisitions
So yes, one of the common critiques many investors will cite is that $CSU returns on capital have been trending down over the last few years
Yet, given this set up, perhaps it will trend higher over the next few years
At 2,845, $CSU looks like an interesting contrarian opportunity amid peak fear
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The reason $CSU is being sold (multiple compression due to AI fears & potential uncertainty surrounding its moat, among other things) ๐๐ค๐ช๐ก๐ ๐๐ฃ๐ ๐ช๐ฅ ๐๐๐๐ฃ๐ ๐ฉ๐๐ ๐๐ญ๐๐๐ฉ ๐ง๐๐๐จ๐ค๐ฃ ๐๐ฉ๐จ ๐๐๐ฅ๐๐ฉ๐๐ก ๐๐ก๐ก๐ค๐๐๐ฉ๐๐ค๐ฃ ๐๐ฃ๐๐๐ฃ๐ ๐๐๐ฉ๐จ ๐๐๐ฉ๐ฉ๐๐ง ๐๐๐๐๐ฃ
๐๐ก๐ ๐ข๐ซ๐จ๐ง๐ฒ: ๐ญ๐ก๐ ๐ฌ๐จ๐๐ญ๐ฐ๐๐ซ๐ ๐ซ๐-๐ซ๐๐ญ๐ข๐ง๐ ๐ฐ๐โ๐ซ๐ ๐ฌ๐๐๐ข๐ง๐ ๐ญ๐จ๐๐๐ฒ (๐ฉ๐๐ซ๐ญ๐ฅ๐ฒ ๐๐ซ๐ข๐ฏ๐๐ง ๐๐ฒ ๐๐ ๐๐ข๐ฌ๐ซ๐ฎ๐ฉ๐ญ๐ข๐จ๐ง ๐๐๐๐ซ๐ฌ) ๐ฆ๐๐ฒ ๐๐๐ญ๐ฎ๐๐ฅ๐ฅ๐ฒ ๐ข๐ฆ๐ฉ๐ซ๐จ๐ฏ๐ $๐๐๐โ๐ฌ ๐จ๐ฉ๐ฉ๐จ๐ซ๐ญ๐ฎ๐ง๐ข๐ญ๐ฒ ๐ฌ๐๐ญ
When public multiples compress, private-market deal pricing often follows โ creating better entry points and potentially higher IRRs for $CSUโs next wave of acquisitions
So yes, one of the common critiques many investors will cite is that $CSU returns on capital have been trending down over the last few years
Yet, given this set up, perhaps it will trend higher over the next few years
At 2,845, $CSU looks like an interesting contrarian opportunity amid peak fear
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The Few Bets That Matter
Volatile week ahead. Hereโs what Iโm watching.
$NVO โ EU trade noise could spook the market around GLP-1 pills in the U.S.
Thatโs a buy-the-dip setup imo. A real U.S.โEU trade war isnโt happening. Europe would destroy itself doing that. They don't have the cards.
https://t.co/d8CGeXkt01
$PATH โ Back on the weekly 50. Last time this happened it kicked off the next leg up.
This is the buy zone for bulls.
https://t.co/Jx7ggvo7oW
$UPS โ Not sure volatility gets there, but I want to see how value reacts. Buyer on a clean retest.
https://t.co/d8CGeXkt01
$BABA โ No drama here. Still waiting for the perfect retest ~$160.
https://t.co/IAa2mDjwOL
$MSTR โ $BTC and $ETH are confirming strength. The stock should start catching up. Discount wonโt last.
https://t.co/STgkogyAQn
Ready to buy.
tweet
Volatile week ahead. Hereโs what Iโm watching.
$NVO โ EU trade noise could spook the market around GLP-1 pills in the U.S.
Thatโs a buy-the-dip setup imo. A real U.S.โEU trade war isnโt happening. Europe would destroy itself doing that. They don't have the cards.
https://t.co/d8CGeXkt01
$PATH โ Back on the weekly 50. Last time this happened it kicked off the next leg up.
This is the buy zone for bulls.
https://t.co/Jx7ggvo7oW
$UPS โ Not sure volatility gets there, but I want to see how value reacts. Buyer on a clean retest.
https://t.co/d8CGeXkt01
$BABA โ No drama here. Still waiting for the perfect retest ~$160.
https://t.co/IAa2mDjwOL
$MSTR โ $BTC and $ETH are confirming strength. The stock should start catching up. Discount wonโt last.
https://t.co/STgkogyAQn
Ready to buy.
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Fiscal.ai
Taiwan Semiconductor CEO:
"I want to make sure that my customer demand is real. I talk to those cloud service providers... they show me the evidence that AI really helps their business."
"I also double check their financial status. They are very rich."
$TSMC https://t.co/G2N6vGDSHx
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Taiwan Semiconductor CEO:
"I want to make sure that my customer demand is real. I talk to those cloud service providers... they show me the evidence that AI really helps their business."
"I also double check their financial status. They are very rich."
$TSMC https://t.co/G2N6vGDSHx
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The Few Bets That Matter
Here are a few names worth watching if Europe decides to escalate the Greenland situation this week.
Luxury โ pricing tariffs & reduced volume
$MC
$RMS
$KER
$DGE
Pharma โ market access at risk
$NOVO
$ROG
$GMAB
$SNY
Autos โ pricing tariffs
$VOW
$BMW
$MBG
$VOLV
Tech โ retaliation risk
$AAPL
$GOOGL
$META
$ASML
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Here are a few names worth watching if Europe decides to escalate the Greenland situation this week.
Luxury โ pricing tariffs & reduced volume
$MC
$RMS
$KER
$DGE
Pharma โ market access at risk
$NOVO
$ROG
$GMAB
$SNY
Autos โ pricing tariffs
$VOW
$BMW
$MBG
$VOLV
Tech โ retaliation risk
$AAPL
$GOOGL
$META
$ASML
tweet
Offshore
Photo
God of Prompt
quiz yourself on any topic
tweet
quiz yourself on any topic
YouTube โ Quiz in 30 seconds.
โ Grab transcript (use https://t.co/sWBIcxGUoD)
โ Paste into ChatGPT Quizzes
โ "Turn this transcript into a quiz"
That's it. Passive content becomes active learning. https://t.co/EJrFsEJp7d tweet
AkhenOsiris
Expansive C-Suite Survey on AI by IBM and Oxford Economics
A global survey of C-suite executives by IBM's Institute for Business Value found most expect AI spending to shift over the next four years from efficiency to a new wave of innovation.
64% of the surveyed executives think that by 2030, their AI edge will come from innovation rather than resource optimization.
In partnership with Oxford Economics, we surveyed 2,000 executives in the third and fourth quarters of 2025 about how they expect their organization to evolve over the next five years. Responses from leaders across 33 geographies and 23 industries, reveal a seismic reconfiguring of operational practices and strategic assumptions due to AI-powered digital transformation.
Between 2025 and 2030, business leaders predict AI investment will surge approximately 150% (as a percentage of revenue). While a large portion of AI spend (47%) is focused on efficiency today, executives expect almost two-thirds (62%) to be dedicated to product and service and business model innovation by 2030. This may reflect the fact that, in a smarter enterprise, efficiency and innovation should be one and the same.
Organizations that have embraced the unknown expect to accelerate much faster than their peers. Our analysis shows that organizations leaning into AI-first operations anticipate 70% greater improvement in productivity, 74% greater reductions in process cycle times, and 67% greater improvement in project delivery times than their peers by 2030.
A two-phase revolution has already begun. More than half (53%) of executives say AI will have transformed business models in their industry by 2030. Phase one, focused on using AI to eliminate waste, accelerate processes, and amplify human capability within existing business models, is already well underway. Executives expect AI to increase productivity by 42% by 2030โand 67% of executives expect to have captured most of their AI-enabled productivity gains by then.
Phase two leverages the resources freed up from those productivity gains to reimagine entire industry verticalsโand the first to get it right could earn an unassailable advantage. Already, 70% of executives say theyโre looking to use the value creation from AI to fund investment and growth across the organization.
When every organization has access to the same large foundation models, the differentiating factor becomes how well these different models are combined and customizedโand how your unique enterprise data is incorporated to achieve targeted business objectives. By 2030, 82% of executives expect their AI capabilities to be multi-modelโand 72% expect small language models (SLMs) to become more prominent than large language models (LLMs) in their organizations in the same timeframe.
Todayโs job roles will be unrecognizable in the enterprise of the future. Already the half-life of human skills is shrinking: 67% of executives in our research say job roles are becoming shorter-lived and 57% expect most current employee skills to become obsolete by 2030.
As pre-AI workflows become obsolete, employees will need to envision entirely new functions that can manage AI-first operations. Instead of teams of people who use AI to augment individual job roles, they need orchestrators with new skills who can manage AI across multiple domains and integrate insights that span traditional departmental boundaries.
Roughly two-thirds of executives say agentic AI will play a significant role in finance, sales, marketing, IT, supply chain, and research and development by 2030. These agents generally come in one of two forms: personal agents that empower employees to work smarter and enterprise agents that optimize end-to-end workflows.
tweet
Expansive C-Suite Survey on AI by IBM and Oxford Economics
A global survey of C-suite executives by IBM's Institute for Business Value found most expect AI spending to shift over the next four years from efficiency to a new wave of innovation.
64% of the surveyed executives think that by 2030, their AI edge will come from innovation rather than resource optimization.
In partnership with Oxford Economics, we surveyed 2,000 executives in the third and fourth quarters of 2025 about how they expect their organization to evolve over the next five years. Responses from leaders across 33 geographies and 23 industries, reveal a seismic reconfiguring of operational practices and strategic assumptions due to AI-powered digital transformation.
Between 2025 and 2030, business leaders predict AI investment will surge approximately 150% (as a percentage of revenue). While a large portion of AI spend (47%) is focused on efficiency today, executives expect almost two-thirds (62%) to be dedicated to product and service and business model innovation by 2030. This may reflect the fact that, in a smarter enterprise, efficiency and innovation should be one and the same.
Organizations that have embraced the unknown expect to accelerate much faster than their peers. Our analysis shows that organizations leaning into AI-first operations anticipate 70% greater improvement in productivity, 74% greater reductions in process cycle times, and 67% greater improvement in project delivery times than their peers by 2030.
A two-phase revolution has already begun. More than half (53%) of executives say AI will have transformed business models in their industry by 2030. Phase one, focused on using AI to eliminate waste, accelerate processes, and amplify human capability within existing business models, is already well underway. Executives expect AI to increase productivity by 42% by 2030โand 67% of executives expect to have captured most of their AI-enabled productivity gains by then.
Phase two leverages the resources freed up from those productivity gains to reimagine entire industry verticalsโand the first to get it right could earn an unassailable advantage. Already, 70% of executives say theyโre looking to use the value creation from AI to fund investment and growth across the organization.
When every organization has access to the same large foundation models, the differentiating factor becomes how well these different models are combined and customizedโand how your unique enterprise data is incorporated to achieve targeted business objectives. By 2030, 82% of executives expect their AI capabilities to be multi-modelโand 72% expect small language models (SLMs) to become more prominent than large language models (LLMs) in their organizations in the same timeframe.
Todayโs job roles will be unrecognizable in the enterprise of the future. Already the half-life of human skills is shrinking: 67% of executives in our research say job roles are becoming shorter-lived and 57% expect most current employee skills to become obsolete by 2030.
As pre-AI workflows become obsolete, employees will need to envision entirely new functions that can manage AI-first operations. Instead of teams of people who use AI to augment individual job roles, they need orchestrators with new skills who can manage AI across multiple domains and integrate insights that span traditional departmental boundaries.
Roughly two-thirds of executives say agentic AI will play a significant role in finance, sales, marketing, IT, supply chain, and research and development by 2030. These agents generally come in one of two forms: personal agents that empower employees to work smarter and enterprise agents that optimize end-to-end workflows.
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