God of Prompt
RT @free_ai_guides: Grok is the most intelligent AI chatbot right now.

But 90% of people don’t know how to prompt it properly.

That’s why we built the "Grok Mastery Guide" packed with:

→ Prompt engineering mini-course
→ 10+ mega-prompts
→ Glossary + strategic use cases

Like + comment “Grok” and I’ll DM you the doc.

(Must be following)
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God of Prompt
tl;dr

ask AI clarifying questions while working on a task

don’t lose your skills

AI can make work faster, but a fear is that relying on it may make it harder to learn new skills on the job.

We ran an experiment with software engineers to learn more. Coding with AI led to a decrease in mastery—but this depended on how people used it.
https://t.co/lbxgP11I4I - Anthropic
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Wasteland Capital
I would nominate an AI to be Fed Chair. No more human error. Rates should be a formula.

No LLM, we don’t want hallucinations.
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God of Prompt
ChatGPT in the 50s https://t.co/6wflS6DFWB
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Dimitry Nakhla | Babylon Capital®
15 Quality Stocks in Their Own Bear Market (Down ≥20% From Highs) 🐻

1. $UBER -20%
2. $MSFT -21%
3. $APP -23%
4. $SNPS -26%
5. $VRSK -32%
6. $FICO -37%
7. $CPRT -37%
8. $NFLX -38%
9. $INTU -38%
10. $ROP -38%
11. $CRM -41%
12. $BMI -45%
13. $NOW -48%
14. $CSU -50%
15. $NVO -59%
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Giuliano
RT @Giuliano_Mana: https://t.co/uFnytcwQq2
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God of Prompt
Perplexity just replaced my entire research workflow.

No more opening 50 tabs. No more saving bookmarks. No more "where did I see that?"

Here are 10 Perplexity prompts that replaced my research tools: https://t.co/KryzV5nPk0
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Startup Archive
RT @aakashgupta: Everyone repeats “don’t compete on their territory” without understanding what Tony actually did.

DoorDash launched in 2013. Grubhub had been operating since 2004. Uber Eats started in 2014 with Uber’s existing driver network, brand recognition, and SoftBank’s billions.

The conventional wisdom said: build network density first. That meant cities. Higher order volume. More restaurants per square mile. Faster delivery times. Better unit economics on paper.

So Grubhub focused on major metros. Uber Eats leveraged urban driver pools. Every incumbent’s spreadsheet model optimized for the same variable.

DoorDash went to the suburbs.

The alternatives to delivery were much worse there. Customers were more affluent. Average order values were higher. And suburbs were home to chain restaurants that customers already loved but weren’t set up for delivery.

The math flipped: DoorDash operates in 4,000 towns. Uber Eats operates in 500 cities.

When COVID hit in 2020, Americans flooded suburbs, exactly where DoorDash had been bringing restaurants online for years. DoorDash’s business more than tripled that year alone. Grubhub’s own exec called it watching a miracle unfold: “a Hail Mary pass in the fourth quarter of the Super Bowl.”

Today DoorDash owns 66% market share. Uber Eats sits at 27%. Grubhub, the original market leader, collapsed to under 10%.
What Tony’s really teaching here: the incumbents’ spreadsheets weren’t wrong. Cities did have better network density. The error was assuming the whole market wanted the same thing.

60% of Americans live in suburban areas. The incumbents built for 40% of the country and called it “the market.“

DoorDash founder Tony Xu: "You can't compete against an incumbent on their territory”

Tony argues:

“You have to find something where they're not incentivized to do it (Innovator's dilemma)… and you have to find an area where you think you can be advantaged.”

For DoorDash, this was end-to-end delivery and focusing on suburbs rather than cities. The incumbents at the time didn’t want to touch end-to-end delivery because it was lower margin. Incumbents also focused on cities because of the network density, but DoorDash realized the market outside of city centers was actually the bigger opportunity because that’s where most people lived.

“Knowing where the market is and knowing structurally why that's different and why that might be difficult for a competitor to serve, that's pretty important. Now, you also have to be correct on that bet… [Our bet on serving suburbs] turned out to be correct. But we didn't know that a priori.”

Tony’s other piece of advice is that you have to be “super fast”. A key advantage versus incumbents is that they have to make capital allocation decisions across their many businesses. But you probably only have one product so you should be able to move much faster:

“Focus is actually really easy… You’ve got to build that one product”

Video source: @khoslaventures (2024) - Startup Archive
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Moon Dev
45 mins

we are starting the private zoom in 45 minutes

see if there is still a ticket here: https://t.co/JbJdIbW2p9

moon dev
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Moon Dev
From Liquidation To $150k/Week: The "Code Equalizer" Strategy For Solana Meme Coins
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Dimitry Nakhla | Babylon Capital®
$SNDK Incremental Operating Margins (QoQ)

Q3 2025→Q4 2025: ~9,495%*
Q4 2025→Q1 2026: 39%
Q1 2026→Q2 2026: 124%

Q2 2026 report, more than 100% of $SNDK incremental revenue converted into operating income

Operating leverage😮‍💨

*Operating income flipped negative to positive https://t.co/fqv5uzK8Ez
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Dimitry Nakhla | Babylon Capital®
The “May I Meet You” tour hits Starbase

Credit to Nano Banana Pro 😅😂 https://t.co/tq2E9EpLGA

@elonmusk We have the technology to reward loyalty: - Bill Ackman
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