Nvidia’s Cloud Strategy Evolves, Factory-Cognition Drama, Instinct Pushes Into Shopping | Diet TBPN

It was just like last year that Nvidia was like, we're going to layer CoreWeave or we're gonna layer all the NeoClouds. We're gonna be the front door to compute with DGX Cloud Lepton. I don't know if you remember any of this, but this started back in like 2023 post the ChatGPT moment. Jensen comes out on stage at one of the keynotes he gives and he says like, this is the iPhone moment and we're going to aggregate all of the underlying compute and you're gonna be able to come to us and deploy whatever resources you are. And we're gonna compete with like AWS and Azure and GCP, and we're gonna be a one-stop shop for this stuff. And it's gonna be really important. And at the time I feel like people were sort of like, whoa, okay, this is bold, but this could be really, really powerful because they have this odd tension between the neo clouds where if you go in, you lose your connection to your customer. Effectively, and the margins could get compressed. You're in a much more competitive environment. And at the same time, if you don't go in, then Nvidia can just say, hey, like, you know, all the DGX Cloud Lepton customers, well, we're gonna send 'em to the clouds that did sign up. And so you have this like tension. They really did, really did, it really did feel like Nvidia had some leverage, biggest company in the world very shortly after, and obviously a very aggressive business. Like they're not just gonna be like, oh, that would be improper to compete.

Yeah.

But it played out very differently and NVIDIA has become very friendly with CoreWeave and they both found their places where there's still little competition here and there. But I was just reflecting on like how that journey came together, where that landed. And the long story short is that like the DGX product, it came out and the reviews weren't like, okay, yeah, this is actually better than working with CoreWeave. And there was still so many benefits from going to a NeoCloud or even a, true cloud provider. There was just more to do. NVIDIA made an acquisition. They bought Lepton, where the name came from, in April 2025, which sort of kicked most of that discourse off. The rumor was that they paid between $300 and $900 million for that.

Okay.

And Jensen was like so gassed up on this. I loved his quote. He said, NVIDIA DGX Cloud Lepton connects our network of global GPU cloud providers with AI developers together with our NCPs, which is NVIDIA Cloud Providers, we're building a planetary-scale AI factory. That's what his tagline was, which makes sense. Like, there is a world where that would've played out.

That's not what happened, please. Can I pause for one second to talk about how we have failed so far to convince a lot of our friends not to call supercomputers AI factories, right?

Yeah, if we continue to fail, they're gonna be like, it's a refinery. It's a— it's an AI offshore decker. It's an oil decker for AI.

Gabe says it's a data ranch, brother.

Data ranch. There we go.

Putting a data ranch in your backyard.

Yeah, but yeah, I mean, at the time there was a bunch of reporting, sort of like people familiar with the matter. The information got a scoop from a bunch of the NeoCloud compute providers saying Lepton was a potential competitive threat. And, and if you refuse to participate, that creates a risk that Nvidia could direct workloads toward competitors. It was a bit of this tense time. But the end result was more balanced. So instead of layering their customers and trying to control aggregate demand, which would be really powerful if it happened, the product evolved into this unified AI platform, which is their words. But basically it's between an actual like Expedia for GPUs and just a set of standards. So it's a bunch of proprietary software. It is sort of what makes up the CUDA moat. So everything from Handling GPU node groups, interactive dev pods, distributed batch jobs, inference endpoints, storage, observability, reservations, more. So all the things that you need to actually schedule, manage GPUs, you can run that. But you can still use your own hardware, do whatever you need to, have the relationship with the underlying owner of the GPUs. And so the rest of the NeoClouds are generally pretty safe. And so it was interesting because it was It was heralded as this like, oh, okay, things could get spicy. You could see all the Neo Clouds like really chirping at Jensen, Jensen really coming for the throat. Didn't really play out that way, but it does sort of go to show that Jensen does not take lightly to any whispers that the CUDA moat is going away anytime soon. Like, the ace is still up the sleeve in my opinion. Like, they still have to do a lot of work because when SemiAnalysis actually demoed it, they were like, it's not working as well as some of the other systems. Like if you were to put, I don't even know if NVIDIA Cloud Lepton is on cluster Macs, but they would, at the time that they tested it, they were like, yeah, you're gonna have a better experience if you just go direct CoreWeave, Nebius, the other ones that are in the platinum tier.

Yeah, overall, I think in many ways we've seen it's been very strategic to work with 50, 100 really, really, really smart teams that are gonna have their own incentives to grow their businesses, grow their buying of Nvidia products.

Yeah. And if you just use the— if you just use the framework of like who was upset yesterday about CoreWeave launching their— what was the actual product called? CoreWeave Forge, which is their like AI cloud, right? So they're just saying, hey, we got CPUs now, we got storage, we got tools to manage all of that. Who's really mad? It's like it's only their direct competitors basically who are like, ah, now we got to catch up. If you're a CPU seller or you're a compute or a storage seller or something like that, you're like, great, I got a new customer, I'm happy. And then if you're a customer of CoreWeave, you're like, okay, I'm happy, I get more stuff.

Yeah.

And so yesterday's CoreWeave move was not particularly like a shot across the bow to anyone other than just like, hey, we know we're in a race with like 300 other NeoClouds. You see them on ClusterMax. We're going to do more to reach that diamond tier, which is what you proposed. But yeah, really, really remarkable margin expansion story. I mean, the depreciation story, like they beat the depreciation allegations pretty quickly, but that value of like dollar per watt is increasing really, really quickly. And so if they can get in line with the Elon and Jensen $60 billion a gigawatt, it's gonna be a very, very exciting business. It already is an exciting business. But, and that's what my wheels were turning about yesterday. Let's go over to the timeline. You, you—

Anything going on yesterday?

You said you wanted to get in the mud and wrestle with pigs even though the pig likes it and you get muddy.

Yeah.

Okay. Let's wrestle. What are we wrestling about today?

Yeah. So we, we kind of caught some of this live at the beginning of the show yesterday, but the posts kept flowing yesterday.

Yes.

It really got people up in arms was Vinod coming in and saying, uh, you are a struggling second-tier competitor that is more unethical and lying just because you have no decency or sense of proper behavior and shows your desperation straight out lying about if Chris being fired, I thought would be below even you. Just like the most, the most, um, crashing out on Matan's personal crash out.

Um, sure.

So crash out on crash out violence.

Sort of a 3-car pileup.

It only took about 20 seconds for people to put it together that Khosla Ventures is, of course, an investor in Factory and Cognition.

And a pretty big one, right?

But is funny enough an example that venture firms can have firewalls and individual people that have exposure to one company that might want to get involved with another company can still behave in a way that is ultimately Like ethical, right?

Yeah.

I'm not saying that Vinod, you know, attacking his portco is, but—

Yeah. Was Keith still at FF when Cognition— when they did Cognition? I think he might have already been at Khosla potentially. I think so. Zen. And so, I think Keith might be the factory board member or something. I don't know. I just saw Keith coming to Mitan's defense, right?

Yeah.

Which is obviously the Khosla Ventures divide. But That's the nature of these partnerships. Sort of clear that Vinod's not using AI for these posts.

Totally.

Totally all over the place grammatically.

Straight out lying.

You are a competitor that is more unethical and lying. That's not right.

This was firing from the hip.

He's down here just— But he's got to lay it down. He's got to lay it down. I mean, what this really could say is that Even though you have an economic incentive to align with this person, you need to distance yourself from them because you know that they are in the wrong. Like, that's like the fact that Vinod has bags here and he's still posting this makes it more severe, right?

Like, yeah, but I, I think there is a chance that Vinod kind of forgot that.

Oh, you think that's how—

That exposure— I think I, I got— you got to put that at like 15%.

Forgot. Is that possible? I don't know. I don't know what I mean. He's a multi-billionaire. The the economic.

I mean, he was coming. He was coming. He came on the show last week last week to talk about fo fo fo fo.

He's clearly working more closely with another.

Thank you, Dad.

Was it called fa? I like that. I would sign up for that. But yeah, he's clearly like on the board of that company and not on the board of Factory because the really crazy thing is like, how did this not— how did this go straight on the timeline? Like, this should have been a text message and maybe it was, but you're only talking about 2.5 hours. I feel like if a portfolio founder is out of control, you would text them and say, hey, you are in the wrong. You're about to get smoked. You don't have the leverage here. Like you would say, hey, look, you're a second-tier competitor. and you're being unethical, then you're lying. So I think you should take the post down and apologize. You know, you would say that behind closed doors. Yeah, you would text that. You would not just go straight to the truth nuke from outer space, which is what Vinod did. It's the truth, right?

Well, well, I don't, I don't even think it's necessarily— I wouldn't call it a truth nuke because it's, it's an ad hominem. Like, he just went directly at him. He didn't even talk about any of the facts. Well, so here's the thing. So Luke Metro came in—

If he knows the facts, are true. And it's cool. We don't disagree that it's a nuke, correct?

It's definitely a nuke.

It's definitely a nuke. The question is, is it a truth nuke or is it an ad hominem nuke? And I think it might be a truth nuke because I think as an investor, you might actually know the truth of what happened. You might know because he could go into like the internal Khosla Slack or something and say like, who are the board members? Is this guy actually a board member? You know, like, Like, what, what files have been shared from Factory to our board? Oh, nothing relevant that would be useful to Cognition. You know, he could have made that decision.

What are you, what are you calling it, Tyler? Ad hominuke.

Ad hominuke. Okay, it's an ad hominuke. We'll leave it there. I think we, we can close that out.

But anyway, so Luke Metro said what I think everyone was thinking. Can we please not start Cognition versus Factory before we get a resolution to Rippling versus Deal? Great post. That being said, wildly different situation than Rippling versus Deal. When the Rippling-Deal drama broke, there was immediately insane, seemingly insane smoking guns that are getting worked out through the court system. But it was like Rippling had basically tricked Deal in some ways, right?

Wait, really? Oh, I don't remember that at all.

It's sort of fuzzy at this point.

It was like a honeypot operation.

Yeah.

That is sort of a trick.

That's sort of tricky.

Yeah, yeah, yeah. Okay. Yeah.

Well, yeah, honeypot is a better way to—

I think that was like their term, right?

All this being said—

They split the honeypot and the spy went for it.

In this situation, my current read is that CRO, you know, the advisor goes to Matan and says, I'm getting poached. And Matan says, you can't get poached. You're being fired for unethical conduct. But the firing happened days after he was notified that he was leaving for a competitor.

Yeah. Yeah. Keith, Keith said it is unethical per se to even interview at a competitor while attending board meetings and board dinners. And I read this and I was like, yeah, I think that's right. I think I agree with that. But then I was thinking about like, how would you do this? How would he have done this more responsibly if that's what happened? And I was like, so you have to resign because you think that you should go interview at a competitor and then reach out to them? And it doesn't seem like that's the way things happen that often. I don't know, people, like even direct competitors will maintain somewhat jovial interactions. Oh, how's it going? Oh, it's going great. Yeah, cool, man. And both parties are kind of just saying nothing. but you are having like a conversation technically because you like bump into someone at a conference. You might both be on stage at the same part talking about agentic AI or something. I don't know. And then I was thinking about like, how does this rank if he was— if the new Cognition CRO, I forget his name, was on the— Chris Degnan. If Chris Degnan was on the— he was a board observer or board advisor. What's the terminology?

I think his only From what I understand, his only technical title was advisor.

Advisor, OK. So I'm just thinking, like, back to your original frame of, like, is this more or less hardcore than before? And I'm thinking about, like, the Steve Jobs and Eric Schmidt interaction, where, like, Eric Schmidt is on the board of Apple and being like, we're buying Android over at Google. We're launching Android over at Google. And Steve Jobs gets pissed. But it doesn't spill out on the timeline. So that's where Steve Jobs would be.

Another comp is, like, Mike Krieger, Oh, yeah. His involvement with Figma.

Yeah, yeah, yeah.

And resigned from the board, I think, a couple days before—

The day before launching—

The day before launching a competitor, right? Yeah, yeah, yeah. So again, this stuff has been happening, but the funny thing is to see this whole— all this drama around companies that provide basically enterprise applications when you look at what's happening on the research side where aggressive, constant aggressive poaching around truly Companies developing truly novel IP that basically have no protections where you can work at a company for 5 years, learn a bunch about what they do, get poached, and bring all of that know-how over to a new company within the same 24-hour period, right? This whole situation, like an advisor that gets poached, doesn't feel like a big deal at all to me in the context of everything else that's been happening. Yeah, it's just— And ultimately, I don't think— I think the story's like over. Like, I think it's—

No, no, I think you're right. It's different because the researchers do post, but they don't have as many interactions with VCs. So there's that back and forth about the 3 OpenAI researchers who were just fired according to the Wall Street Journal for sharing information. But that doesn't reach the level of board interaction, right? So you're not going to see board members, at least that I can tell. like doing drama about it. And even when the talent wars happened between Meta and OpenAI, like we were the ones that were posting the most like spicy stuff about it, right? Because like the board members, they don't necessarily have the same level of interaction with the researchers as the other board advisors.

Yeah.

And so I think this just gets a lot more personal, I think. Anyway, you wanna close the book on this? Are you sure?

Miles says— Where's the comedy?

Okay, we're going back into the trough.

Let's go back.

Let's go back.

Let's go find the pigs.

Let's do it.

Miles says, I work with a company that's doing great by all definitions. Recently, one of its star executives was poached by an A+ company to lead a very popular product. Founders tried to retain him. They couldn't, so they wished him well and began the recruitment process to replace him. The investors sent him notes thanking him for all his work. No temper tantrums or ethics debates or Twitter name-dragging. Just grown-ups Back to work, and Martin over at A16C says boring.

Yeah, but that's kind of what Miles is advocating for. He's like these these types of interactions should be boring, right? Sean McGuire says nice one from the cheap seats. You know one percent of the story, and Sean's really like teasing something. He's like there's going to be the files. There's going to be some crazy drop. There's going to be another truth nuke. It's gonna be truth World War III, something like that. But has he actually posted anything? Like, it feels like today is the day to like share the, like, the truth.

I hope everyone can sort it out behind the scenes.

Yeah, he said he has a nuclear weapon. Yeah, that's a truth nuke. He has a truth nuke. That's what he's saying, a nuclear weapon on the timeline.

But he did come out and say Cognition is Infosys masquerading as Anthropic. Which is funny because Infosys does like technology IT transformation, which is in many ways what Cognition does. But the only thing I would disagree with Sean on is I don't see Cognition like masquerading as Anthropic.

No, not at all. You talk to Scott Wu and he's like, yeah, we're providing enterprise value.

Automating code generation and business.

Yeah, yeah. It's not an Anthropic lab at all over there. I mean, they take their business seriously, but that's not uniquely Anthropic.

Well, and also, this would tell me that the 2— that Factory and Cognition are going in very different directions.

Maybe.

He thinks the Infosys direction is bad.

Yeah.

And hopefully, they can go in different directions.

That's great.

And maybe they could even work together at some point.

Ooh, OK. Yeah, and maybe you don't need the Snowflake CRO if you have discovered some fundamental thing, right? Like, the whole tease was like, we did something on the research side, but like, that doesn't matter if your CRO leaves, right?

Yeah.

Hopefully he didn't. Hopefully he doesn't even understand it. He doesn't even understand what's going on in the research department. He's like, I don't know, that's a bunch of mumbo jumbo. Just tell me who to call and sell it to. Moving on, what's next? Bunch of people got slop ads from Instinct. They're upset.

Well, here's the thing.

Because I think it's good.

Yeah, yeah, get the Steel Man helmet. But I would clarify, I don't think they're— I would be shocked if they're actually monetizing this already. It seems like it was just an experiment, right? Yes. Can we suggest products that people will want to buy? Noah's been very explicit that they plan to do this. They plan to get deals with different retailers and platforms and be able to monetize the purchases that they draw. Something I've always said, or at least said a lot in the last month or so, is that if you want to get to the point where you can have meaningful take rates, you need to be driving net new demand, right? So, if I go to my personal agent and say, buy me this thing, right? The demand was created elsewhere.

Mm-hmm.

Like that, that it was generated with like advertisement or, or organic content or some— something caused me to want to go and buy it. And brands, are not gonna be standing up and lining up to pay big referral fees effectively when they already paid to create the demand elsewhere. And so this instinct test is, hey, we understand this person. Let's basically suggest some products that they maybe weren't thinking about, but they would buy. And—

Like a phone charger. Like a power bank.

Like a power bank. Or some sunscreen.

I just like that I saw like 12 different screenshots that were all power banks. And it's like, it is sort of universal. Like if you were gonna If you're gonna blast, just blast that. I mean, we talked to Sean at The Ridge, and he's like, yeah, they just move. Like, it's a good business. But I don't know. We gotta just figure out, like, are they actually monetizing this? Because Instinct is in a position where you could literally just go and set up an Amazon referral fee thing and start taking a cut. And websites have done that for a long time. Like, if you go to The Wirecutter, now owned by The New York Times, You will be able to click on checkout for a suitcase, for some sunglasses, for the best TV they have. And if you click on one of their partner sites, it puts a cookie there. And when you check out, they actually do make a referral commission. I would be surprised if Instinct wasn't monetizing that. But at the same time, I think they might not even need to because The scale of what they're trying to do is more just like understand the consumer and then have a net— have an— have the next proof point for the next raise. Because obviously it's incredibly compute intensive. They're gonna be— they're growing very quickly. They're gonna be raising very quickly. Yeah. And being able to go back to the next round of VCs and say, hey, we've actually tested e-commerce and it converts at 7 times the rate of Instagram Reel ads or whatever. And it's like, we have this much surface area, and here's the response. And yes, there was a lot of feedback that was like, oh, this is slop. Who said it? Shop slop or whatever? Shop slop. Dave Morin called it from OpenClaw.

Yeah, somewhat biased, right? He's running the open— he's running the foundation of OpenClaw, which is basically own your compute, own your agent, don't get ads pushed to you, have your agent be aligned to you. That's their stance.

I think the—

I think the slop— Here's the thing. Here's the thing.

Please.

If they can actually give you a 10 out of 10 recommendation, people will love it. When someone recommends you a product and you're just instantly like, yes, this is great. Yeah, that's a wonderful experience. The question is how quickly, how quickly can they get there? It didn't really feel like they were nailing it, but we don't know. Like maybe people are sharing screenshots. Like one of these was pretty cool. Uh, was, um, they found like some Row loafers, which are generally, they generally sell out. They're kind of hard to find.

Yeah.

And so it's possible this person didn't like it, but I think a lot of people would be like, cool, thank you.

You're like, this is, this is the worst thing ever. And then you see one thing you like and you're like, eh.

Okay.

I'm told.

No, the one that I saw that, that I thought was funny was Instinct knew that this guy had a 9/11 targa.

Yeah. Yeah.

And because they'd worked on some insurance stuff.

Yeah.

But the issue is that Instinct was like basically clocked like, okay, this guy's a car guy. I got to hit him with a bunch of car stuff. Yeah. And then it recommends a trickle charger. Yeah. Which 911s really don't need, especially modern 911s. And an indoor cover.

Yeah.

To use inside your garage, which car guys I know would never use an indoor cover because said this yesterday briefly at the end of the show, but the COVID against the paint can cause more damage than it just like sitting there. Right. So you generally want it out of the sun.

Yeah.

But, but you're better off just like leaving it, especially because if there gets, if, if there can be any debris between the COVID and the paint.

And so, but you could imagine how that, that model evolves.

It knows about the user, but it doesn't know about what car people actually want. Right.

Yeah. With the shop slop screenshot here from Dave Morin, what sticks out to me is the, The fact that there's like 5 let's buy this buttons. I don't know, like, this seems like a normal e-commerce site, but the repetition there of all the calls to action is what's throwing me off and making this look sloppy. I don't know if that's what's triggering me, but the actual recommendations there of a couple things.

Well, it's funny because this was always a historical concern with AI ads. Is the AI that you trust for information and to help you do things suddenly is like, come on, let's like, I think we should buy this.

Totally.

Yeah. Let's buy this.

Yeah.

What do you think? Should we buy this? Right.

Yeah.

And it's like, it, it ends up feeling a little, this feels a little bit pushy.

Yeah.

The other thing that stands out is, is, you know, they've taken a very UI-light approach, right? They're, the Noah said you don't need new interfaces. You know, it has a computer, it has a phone number, it has a number that you can text. But I feel like they're gonna need to, they have to make interfaces, right? And this is one of the first.

Yeah, yeah.

And then, yeah, again, the challenge is like getting pushed products in text is just very, very, very, very personal. It's just very, very personal, right? And I think that a lot of e-commerce brands, you know, will use text marketing. I find that I'm like 1,000 times more likely to unsubscribe from text marketing than I am to— from email marketing, right? Yeah.

Well, yeah, I mean, it can be dangerous to operate on the previous era of, like, text message conversion rates and open rates because we have moved into a regime where my iMessage, at least, probably yours as well, has a number of folders for unknown senders, promotions, spam, Transactions. And if it starts flagging Instinct or your AI agent not as a friend, but as a promotions vehicle, it goes in that bucket. And then the open rate goes way down. And this is what happened with the newsletter apocalypse in Gmail, where you got filtered off into a different section. You're not actually in the inbox anymore. And so that's pretty risky. I was demoing Dot yesterday and just had a phone call with it on the way home. was shopping and said, like, go find this pair of pants that I bought in my Gmail. Go find another pair in, like, a slightly different color. And it was hunting around and it was just like, nothing's in stock in your size, bro. And I was like, is there some, like, global pants outage or something? Like, what's going on? And it was like, no, this isn't like a conspiracy or nothing. But I was actually, like, kind of laughing back and forth.

You're not crazy. They're crazy.

It was a pretty delightful experience. But, But like my end result was like, I was like, I don't want you just to send me random stuff, but I do actually want you to check on this. So go create a background task to check like every day for this pair of pants, and then just let me know if they come back in stock. And it's like, I'm expecting one notification sometime in the next few months for that particular pair of pants, and then I can just be like, get it.

Anyways, closing this segment out, Instinct is, as of I think last week, was like 13 or 14 people.

Right?

Like tiny. They're shipping super quickly as a small team experimenting. I think that's important. And they just hired our friend Ben from Kotu, who was at Snapchat for almost a decade leading like content and partnerships there.

Yeah.

He joined as the chief business officer at Instinct, and I think that that is gonna be a massive unlock for them. There's so much that Ben can do.

Yeah, I do think that there is a—

To improve this experience.

Totally.

To make it more like an Amex-style experience.

Yes.

Right? Where it's very mass market and commercial, but they're trying to make it feel elevated and put the user first.

They might need to do a new pre-trained specifically on car guy data to really nail that, really dial that in. No, I think that there is a little bit of a gap between the ex-Twitter community, the tech people, the insiders who are like, I don't want a bunch of ads. And like, there's a lot of people who are like, yeah, like I actually enjoy going through all the newsletters and sales in my email. I like the email, you know, promotional marketing materials. And I watch the ads on Instagram. I like them. I enjoy having products be shown to me. Yeah.

There's some people that, you know, maybe they park their car on a public street and then they go back to their car maybe after going to a restaurant and there's one of those like business card ads.

Yeah.

Like, I will buy your junk car. You ever get those?

No.

In LA, there's people that like they'll put a business card like in your windows like—

I've gotten that business card but for like gardening or like, we'll trim your trees, like that type of stuff. I've never gotten an offer to buy my car.

Yeah, I've got the multiple times in LA like we buy junk Junk cars. I'm like, wow! Shots fired. I thought I was thought I was doing all right.

Yeah, it was kind of a kind of a neg. But yeah, I think a lot of people will will will be excited to have the daily text of like the best product that they could bet that they could possibly buy.

John says nobody on earth can do what Ben can change his instinct overnight. I agree.

The folks over at D Mind picked the best day to launch Gemini for Argon when everyone's talking about factory and cognition, of course. But it did break through some real. really impressive benchmarks. Also some controversy over how much Google employees are using it internally to code. Of course, we'll need to see. The meme is, we're launching Gemini 4 Argon, and a group of people are talking about, did you see the factory guy calling out cognition guy? The Twitter sphere goes, cool, and then goes back to the model agnostic, the enterprise model agnostic harnesses are fighting. And so, It is certainly a tough day to launch when there's a lot of drama on the timeline that is more engaging than the model wars. The model wars used to be the most engaging thing, but now the interpersonal board dynamics are clearly taking the lead. But what's going on with the naming schemes here? So OpenAI says—

All my tokens are gone.

That's pretty funny. So the naming schemes, OpenAI's in the solar system, you got Luna for the moon, Terra for the Earth, Sol for the sun, Astra for the stars. Anthropic is doing haiku, a Japanese poem, a sonnet— it's a 14-line poem— opus, major work, fable, moral story. And then Google arrives with Argon. Just look at the image. The word Argon comes from the ancient Greek word Argos, which means lazy or inactive. I think they're named after the element argon, and they're probably just gonna go down the list of elements, which is a cool place to pull from. But yeah, tech leaders, you gotta dig into these words, man. I keep saying this, too many hubristic tales. I don't need any more project Titan project. But Pop-Tarts has ended their Buzz Balls partnership. This is huge. But on the other side of things, There's more collabs happening because MrBeast Feastables partnered with Liquid Death peanut butter cup soda flavored sparkling water.

So okay, so we kind of we kind of ended up like net neutral. We're net neutral.

Yes, yes. It's reincarnated in some ways.

Yeah, it never really died. It never really died.

This has been reincarnated as the MrBeast Feastables Liquid Death peanut butter cup. Soda-flavored sparkling water.

Tyler, this is— this has got you written all over it.

Chug it up. Chug it up.

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