Miami Mayor Francis Suarez: The Recipe for Creating America's Happiest City | All-In Live from Miami

(0:00) The Besties welcome Mayor Francis Suarez! (0:23) How Miami significantly decreased homelessness and homicides (5:17) Formula for turning Miami into America's happiest and healthiest city (10:32) Addressing overregulation at the local level (17:05) Ambitions for his post-Mayor career (21:39) Partner shoutouts: Thanks to OKX, Circle, Polymarket, Solana, BVNK, and Google Cloud! Thanks to our partners for helping make this happen! Check out OKX: https://www.okx.com Check out Circle: https://www.circle.com Follow Mayor Suarez: https://x.com/francissuarez Follow the besties: https://x.com/chamath https://x.com/Jason https://x.com/DavidSacks https://x.com/friedberg Follow on X: https://x.com/theallinpod Follow on Instagram: https://www.instagram.com/theallinpod Follow on TikTok: https://www.tiktok.com/@theallinpod Follow on LinkedIn: https://www.linkedin.com/company/allinpod Intro Music Credit: https://rb.gy/tppkzl https://x.com/yung_spielburg Intro Video Credit: https://x.com/TheZachEffect

Speaker names marked ? are inferred from speaking time and the show’s known hosts — they are not voice-verified.

• 0:00Jason Calacanis?

  Forty-third mayor of Miami, served two terms since 2017, and his tenure is going to end in September because he's term limited. Although I hear these days that's flexible, please welcome Francis Suarez.

• 0:12Speaker 01

  We were ranked the happiest city in America, the healthiest city in America. The formula for success is simple: keep taxes low, keep people safe, lean into innovation.

• 0:23Jason Calacanis?

  How are things going in Miami? Obviously, you know, we talked to you a couple of years ago when we had our first All-in Summit here.

• 0:29Speaker 01

  Yep.

• 0:30Jason Calacanis?

  And you had a no-nonsense approach that you thought was going to work with the homeless challenges that we're seeing. I think candidly, we discussed a large portion of the homeless problem in these major cities is an addiction problem. And, you know, giving a junkie a home doesn't exactly get them off the street. It just doesn't work. And you were one of the first people to say that plainly. How are you dealing with it? Has it gotten worse? Is it an intractable problem? Yeah, take us through it.

• 1:00Speaker 01

  So, and homeless specifically, we are at an 11-year low. We did our census, we do two censuses a year. We do one in January, one in the summer. And our January census had us at an 11-year low at 546 homeless, unsheltered homeless in the entire city of Miami. We have a couple thousand sheltered. And I actually raised money on an annual basis as a mayor's ball. I did my mayor's ball last year, and this year I'll be doing it on May 31st to end homeless. We want to be the first major American city to have zero homeless, and we think we can get there. We call it functional zero.

• 1:37Speaker 01

  And frankly, the strategy is not that complicated. You know, obviously, there's a macroeconomic strategy. We have the lowest unemployment in America. We have the highest median wage growth in America. I lowered taxes to the lowest level in history, and we've seen 140% growth in nine years. So the economy is robust. We were ranked the happiest city in America, the healthiest city in America. Frankly, if you're happy, you're healthy, and you're working, you're probably not homeless. And then, of course, we've done innovative things in the homeless space. We've worked with charitable organizations that help people reunify families if they live in other parts of the country. And also, we rent homes so that we can get around the building process and give all the same wraparound services, but we sort of hack through that process.

• 2:16Jason Calacanis?

  Those 500 individuals who are...

• 2:20Jason Calacanis?

  Categorized as homeless.

• 2:22Speaker 01

  Yeah.

• 2:22Jason Calacanis?

  How many of them are suffering from mental illness and/or self-medicating slash addicted to drugs?

• 2:28Speaker 01

  A very high percentage. I would say 80% plus.

• 2:32Jason Calacanis?

  Right.

• 2:32Speaker 01

  And that's sort of anecdotal, but when I, and I've been out to the streets, I'll, I'll, I'll be out there before my, my homeless ball now on May 31st. I'm actually going to spend a night out on the street. And when you talk to them, when you engage in them, a vast majority of them are unfortunately.

• 2:47Jason Calacanis?

  Okay, so let me double click on that. This problem wasn't as acute before the super drugs. Meth, like the, the, the serious meth.

• 2:56Speaker 01

  Opioids, yeah.

• 2:57Jason Calacanis?

  Um, well, the really serious ones they're making now.

• 2:59Speaker 01

  Fentanyl.

• 3:00Jason Calacanis?

  And fentanyl, right? These, this combination seems to be, you know, we, we had people addicted to heroin like Miles Davis and like Philip Seymour Hoffman, who produced incredible art and were addicts for 30 years and they, and they went in and out of it. But this drug is pernicious, different, deadly, super addicting. How much of the problem are those two drugs specifically, if you double clicked on it?

• 3:23Speaker 01

  A, a big part of the problem, heroin or opioids.

• 3:26Jason Calacanis?

  He's asking for a friend, by the way.

• 3:27Speaker 01

  Yeah.

• 3:27Jason Calacanis?

  Yeah, I'm asking if you have a hookup.

• 3:29Speaker 01

  Clearly, clearly.

• 3:30Jason Calacanis?

  No, but I'm, I'm being deadly serious because we, we had these homeless individuals in New York, you know, back in the day, in the seventies, eighties. They were kind of like, um, hobos and vagavans, not seriously addicted. You know, suffering where they're folding over and curled up in a ball from fentanyl.

• 3:47Speaker 01

  Well, to your point, I mean, meth and, and, and the opioids are incredibly addictive and they're very hard to, to, to beat. Right? I mean, even people who are, are wealthy and get addicted to these drugs have a very hard time. Um, the recidivism rate is very high. And so, uh, you know, you were just Antonio on here a minute ago. And he was talking about, you know, immigration and the border. And one of the big problems with the border is the tens of thousands of people that die annually because of fentanyl that gets imported through China and through our border. And so, uh, uh, there's a tie-in, right? Between federal policy and, and local policy. But for us, um, again, uh, in 1980, during the cocaine era, right?

• 4:26Speaker 01

  Different drug. Uh, we had 220 homicides. So you had drugs hurting people, but you had the business of drugs very much hurting people, right? Last, so we started recording homicides in 1946 in Miami. 1946, we had 32 homicides. From 1946 to today, the lowest.

• 4:44Speaker 01

  The number we ever had was 24. Last year, we had 27.

• 4:48Chamath Palihapitiya?

  Wow.

• 4:48Speaker 01

  Okay, we had 220 in 1980. This year, we're trending below the 24. So we may, this may be the safest year in the history, recorded history of Miami.

• 4:57Chamath Palihapitiya?

  Can you connect those dots, though?

• 5:01Chamath Palihapitiya?

  Like, I think, I think when people think about social policy, everybody confuses the correlation and causation.

• 5:08Speaker 01

  Yeah.

• 5:08Chamath Palihapitiya?

  But you've been in the seat now for a long time.

• 5:10Speaker 01

  Yeah.

• 5:10Chamath Palihapitiya?

  So you've seen what hasn't worked, what has worked, what maybe has been correlated, but if you had to sort of like lay out the roadmap for other cities, but frankly, for other states, the rest of the country, what's the roadmap, the Francis Suarez roadmap?

• 5:24Speaker 01

  The formula for success is simple. Keep taxes low, keep people safe, lean into innovation. Right?

• 5:31Chamath Palihapitiya?

  That's about the city. Can we just double-click into those?

• 5:33Speaker 01

  Yeah, of course. I can double-click on each one of them.

• 5:35Chamath Palihapitiya?

  Let's take the other side of these things, just to help the conversation. Because I believe in them, but let's try to steel man the other side.

• 5:41Speaker 01

  Sure.

• 5:41Chamath Palihapitiya?

  Keep taxes low, what people say, if you look at California and if you look at New York, what they would say is, "We have a duty to invest in the social services and the infrastructure to support everybody that isn't necessarily as well-off or didn't get the right side of luck. And we need to raise taxes in order to generate the revenues to fund that."

• 6:01Speaker 01

  My, my counterargument would be, government is not a good purveyor of those services. It's not an efficient purveyor of those services. So, so, just to double-click, right? I lowered taxes to the lowest level in history and I took the city in 2009 as a councilman out of bankruptcy. So I got it in bankruptcy, we decided, this is sort of a doge before doge, we decided not to raise taxes, we cut costs. We, we cut, you know, we didn't, we didn't let anyone go, but we had tiered salary cuts, pension reform, and we balanced our budget. And we had 10 years of prosperity, and that prosperity led to a tripling of the size of our government. So we went from a $500 million government to a billion and a half dollar government while lowering taxes. So we grew 200%, right? So the, the resources that we had to dedicate to these

• 6:45Speaker 01

  actually went up, even though taxes went down. And then, uh, you know, when you have a place where there's prosperity and where people are investing and where people are employed, they're obviously not, there's not as many social problems, so they're not out there killing people. Um, they're not out there hurting people. So the 1980s, we had... You know, we're one of the murder capitals of America. And we're now one of the safest big cities in America. And then I think, you know, the how can I help moment that you guys are all familiar with was this juxtaposition with what American cities were doing, right? Famously, New York competes for and wins the Amazon HG2 prize.

• 7:22Chamath Palihapitiya?

  Right.

• 7:23Speaker 01

  And then rejects it.

• 7:23Chamath Palihapitiya?

  Rejects it, yeah.

• 7:24Speaker 01

  And also famously in California, you had a, I guess it was a legislator that said F Elon Musk.

• 7:29Chamath Palihapitiya?

  Yeah, Elena Gonzalez.

• 7:30Speaker 01

  Exactly, and he replied, message received, and he left.

• 7:33David Friedberg?

  I mean, she went to run a union, right? Is that where she ended up? Yeah, I think she went to work for a union. She's the CEO of one of the big unions now.

• 7:39Speaker 01

  But the issue is, what I tell people is, look, it's bad enough to kick out a trillion dollar company from your city, or the richest person arguably in the world from your city. But think about the signal. The signal to me is much, much greater, right? The signal is if you want to bring another headquarters, or if you want to be another company. We just got FC Barcelona. Two days ago, we announced that FC Barcelona moved their headquarters from New York to Miami. Right? Every single day, we announced, you know, nine hundred million dollars of loans in two projects in the last two days, in two buildings, you know, our stadium, our Inter Miami stadium. We have the FIFA World Cup headquarters for 2026 in the world, right? So, I mean, this formula for success was seems simple. Other cities are getting it wrong, completely backwards, right? Their taxes are high, it's not safe, and they're not leaning into, they're rejecting innovation.

• 8:24Chamath Palihapitiya?

  Are there downsides to growing this fast? Like, are there things that have to keep up that are harder to change? Like, building code, housing density, you know, those sort of cost of living things, like have those? Have you guys been able to drive reform there, or is that not where you want it to be?

• 8:40Speaker 01

  So Ken Griffin recently was interviewed in a fireside chat like this, and said, "I'd rather have the problems of success than the problems of failure." And so there's no doubt that there are problems that stem from success, right? And housing prices, we had a tremendous amount of inflation in the last administration. And you sort of couple that with hyper demand here in Miami, and you get hyperinflation, right? So, housing costs have certainly gone up significantly. And we do everything we can to leverage public dollars and public assets like land to try to build projects at a fifteen to one or twenty to one leverage rate. So for a hundred million dollars invested, we'll get two billion dollars worth of projects. There's a five million, you know, five million housing shortage across the country. And Miami has its fair share, just like any other major city.

• 9:24Speaker 01

  Traffic, I know none of you guys have experienced any bad traffic this last two days, right?

• 9:28David Friedberg?

  I was in the car two hours and 40 minutes going over to that.

• 9:31Speaker 01

  I'm not gonna, I'm not gonna tell you how far along we are with the boring company on trying to find underground boring systems or with some of the EV toll companies that we're working with. But I do think that transportation generally has to sort of turn the page from, you know, last generations archaic solutions to the next generation.

• 9:46Jason Calacanis?

  How did you get that train, what do you call it, the sunshine line or something?

• 9:50Speaker 01

  Bright line.

• 9:50Jason Calacanis?

  The bright line, yeah. How did you get that done so quick? And everybody says it's the greatest thing ever.

• 9:54Speaker 01

  That's a private sector project that was done by a company. We had a piece of it, which was we did a piece with Tri-Rail to bring it into the station. And when we did that piece, we made it free for inner-city residents to be able to use. So it was something that I was very proud of, was part of my legacy.

• 10:09Jason Calacanis?

  So a private company built it?

• 10:10Speaker 01

  Correct.

• 10:11Jason Calacanis?

  You gave them the right of way?

• 10:13Speaker 01

  No, they had the right of way. They bought the right of way. So it was totally private. So look, we have micro mobility options that are private, like scooters.

• 10:19David Friedberg?

  So all you did was just not get in the way?

• 10:20Speaker 01

  Exactly. Shocking, by the way.

• 10:23Jason Calacanis?

  Wow, what an idea. Let me, yeah, let me ask you.

• 10:29Jason Calacanis?

  How, how?

• 10:30Speaker 01

  It's like the Hippocratic oath, do no harm.

• 10:32David Friedberg?

  Do no harm. How can mayors address, they come into office with a reform motivation and they're elected on, hey, we've got to, we don't have what Miami has. We gotta fix this. We gotta get, get the city working again. We gotta attract business. We gotta attract growth. And they inherit this regulatory morass, this massive infrastructure. Like San Francisco recently, I, I got all caught up in the fact that you can't put these phone booths in your office. You know, a lot of startups, I don't know if any of you guys have these, these phone booths. You gotta have someone go in and make a call. You put the phone booth in. And all my startups, all the companies I've ever been involved in.

• 11:08Jason Calacanis?

  Wait, you can't put one in San Francisco?

• 11:09David Friedberg?

  So you, you put these phone booths in and then you can go in and make calls. So when everyone's in an open desk configuration, but you gotta do a private call, you hop them in. So everyone loads up their offices with these phone booths. In San Francisco, they're illegal. Turns out that you need to run, and there's a piece of paper, which I was actually gonna tweet because it's insane, it's like three pages long, all the things you need to know about the phone booths that you want to put in your office. You gotta get an architect review, an engineering review, a design review. You gotta get a sign off from the engineer, you gotta submit the permitting fees. It gets reviewed by the city inspector's office. You gotta design fire sprinklers that have to go into the phone booth.

• 11:41Speaker 01

  It's nuts.

• 11:42David Friedberg?

  In case there's a fire in the phone booth, someone needs to put out the fire. That's hilarious. So I was talking to some folks about like, what are you gonna do about this? But the mayor's kind of like, I don't know if there's enough action that I can take because it's in law that there's all this kind of regulatory stuff. How do you advise mayors that are stuck with this sort of an environment? And this is not just San Francisco, there's a lot of big cities in this country that have books and books of this stuff. And we can talk about philosophically why this has happened, sociologically why this has happened. Books and books of this stuff where the city can't get out of the way. What do the mayors do? And when you guys get together, like, is there any advice? Or are we stuck? Like, what's the solution?

• 12:23Speaker 01

  We're not stuck. I think it's cultural, right, at some level. You have to inculcate a culture where you empower your employees to innovate and to, you know, de-conflict. I think when people come to me with a problem, I say, look, first issue is, if there's something that's blocking it that doesn't make any sense, why don't we just change it? We're legislators, that's what we do, we legislate, so we can fix it. Maybe it happened, maybe it made sense 20 years ago, maybe it made sense 50 years ago. Doesn't make sense today, let's just change it. I think regulation is the other side of the coin from innovation. Right, so regulation is telling you oftentimes what you can't do or how to do something. Innovation is...

• 13:01David Friedberg?

  To protect loss.

• 13:02Speaker 01

  It's sort of a first principles thinking, we wanna do this, right? We wanna make this work. And I think I always, not always, but I regularly fall on the side of innovation. And I think you as a public official, frankly, who's elected by the people, really are the one that has to push the bureaucrats, the bureaucrat class. Right, the bureaucrat class, they get very accustomed to saying no, they're risk averse. You know, they're not incentivized oftentimes, right? There's no incentive structure that says, hey, if you innovate, you're gonna get X or Y or Z.

• 13:30David Friedberg?

  Yeah.

• 13:30Speaker 01

  And then I think the third piece of it is artificial intelligence. I really feel that there's a breakthrough that's gonna come. And it's not just in transportation, we're talking about EV tools and underground boring and all that. But I think in... zoning codes and all that it's going to be computer to computer right so the codes are all straightforward right we have the same code for 15 years right probably 97 or 8% of all known decisions have already been made under this code right so all you have to do is be replicated going forward right unless the code changes and then you just change the coding and you make the decisions all over again so it's not that complicated you should be able to submit something the computer should be able to spit it out immediately if it needs changes it should tell you what the changes are a computer could look at that make the changes and spit it back in right and if you were to do that

• 14:14Speaker 01

  you know it takes to get a permit on a on a home in most places in America or on a building in most places in America you know six months nine months a year a year and a half I mean it's insane it should be done instantly and it could literally be done instantly with a technology that we already have available to us today 100 billion dollar business by the way in case anybody's

• 14:32Jason Calacanis?

  yeah it's a great idea it's a killer idea I think some startups have worked on it too

• 14:36Speaker 01

  I know multiple that are working

• 14:38Jason Calacanis?

  yeah they work on the other side of it building on Freeburg's point the two best proposals I heard about regulations and I'm curious if you could steal me on them or yeah just how practical I think they are putting a time limit on regulations so if you fought for some regulations around these phone booths back when phone booths you know Superman changed his costume in them from the 60s and 70s like back from that era maybe it lasts for 20 years and then it expires or you want to add to regulations to office space regulations you gotta take one off the books you know and those were the two proposals I've heard some way of timing these out or if you want to add you gotta you gotta find something to take off are either those practical?

• 15:21Speaker 01

  I kind of like the first one better than the second one because the second one I mean this sort of one for one I mean there's gotta be a reason to do one or the other right I like the first one better actually what we normally do in government is the opposite what we do is we do what we call pilots right so you'll do something that goes away very quickly right in other words you implement a piece of legislation and say oh we're gonna do it for a year let's test it out right and it's a pilot and then it goes away I like what you're saying in terms of you know A big part of regulatory culture can probably be phased out over a 15, 20 year period

• 15:54Jason Calacanis?

  Yes.

• 15:54Speaker 01

  As being anachronistic, right? It just doesn't work anymore.

• 15:57Jason Calacanis?

  5% a year get reviewed and you're, the government's responsible for reviewing 5% a year for 20 years and they recertify it or let it go.

• 16:05Speaker 01

  Right, and then you have the ability to re-implement it if you think it makes sense. But I think what happens is you go back down to zero. You were asking Antonio and I was, I was listening to the conversation. Cause we did, we did it like I said, we had to cut our budget by 20% in one year. And, uh, and part of the problem is budgeting is like layering, right? It all layers on top of each other, same as regulation, it layers on top of each other. So if you were to be able to strip it down in a mechanical way, right? In, in an instantaneous way, as opposed to having to fight the, the, the structures. In our case, we were very lucky, there was a state statutory vehicle that allowed us to implement the cuts. Otherwise, we'd have to bargain for them in a, in a union process. And obviously no one would ever bargain to cut their salaries, they would no, never bargain to cut their.

• 16:46Jason Calacanis?

  Nothing would have happened.

• 16:46Speaker 01

  It would, nothing would have happened. We would have, we would have been bankrupt. And then a court would have taken us over, we would have looked like a joke. And instead, we, we cut costs and we, and we survived and we thrived, right? Going forward. And by the way, my employees now love me. They were not happy the first couple of years when we did it. But now they, they, they, I don't even have to go to a union interview when I, when I run for office. They just support me right away.

• 17:06Jason Calacanis?

  You want to be governor?

• 17:08Speaker 01

  I don't think it's quite that simple.

• 17:10Jason Calacanis?

  I want to dunk.

• 17:11Speaker 01

  I want to dunk. Yeah. I want to be able to dunk too. Uh, look, I think that I'm a Republican, for those of you who don't know. And, uh, you know, the president's already weighed in the Republican primary. I respect the president's perspective. I have a good relationship with Congressman Donalds. So I, I think politics is very circumstantial. Um, we've talked about that a lot in the past.

• 17:31Jason Calacanis?

  Yeah.

• 17:31Speaker 01

  So, you know, things sometimes conspire in your, in your favor, things sometimes, things don't, right? And, and I do think it is circumstantial. So I think you have to weigh the circumstances. You know, I ran for president because I had a, I had a thesis. The thesis was urban voters, Hispanics and young voters, if they went Republican, would favor the Republican candidate or Republican candidate would win. And they did. It just wasn't me. Right, it was a different candidate. But, you know, the president did a great job on podcasts, right? Going on all these podcasts that, you know, the vice president didn't do. Um, and he got young voters and he got urban voters. Look, the Republicans are never gonna win Philadelphia, right? Trump lost Philadelphia to Biden by 85%. But he lost Philadelphia to Kamala by 75%.

• 18:16Speaker 01

  And, and that delta, the 75, 85, that 10% delta, gave him Pennsylvania. Yeah, that's the election. Which was such a crucial state, right? Like arguably the, the winning state. So, you, you, you know, Republicans are never gonna necessarily win urban votes or the urban population centers throughout America. Uh, but you're also seeing, and, and I think it's important to note, you're seeing Democratic mayors lose across America. London Breed lost in San Francisco. Yeah. Uh, Tashara Jones lost in St. Louis. The mayor of, of Chicago, Lori Lightfoot, lost.

• 18:45Chamath Palihapitiya?

  On that point, you were the, or still are the head of-

• 18:48Speaker 01

  No, I was, I was a president of US Conference of Mayors, yeah, for a year and a half.

• 18:51Chamath Palihapitiya?

  Okay, if, if, if we had to ask you, you can't live in Miami.

• 18:55Speaker 01

  Yeah.

• 18:55Chamath Palihapitiya?

  You met all those mayors, who, where are two places that you think are actually well-run? That aspire, you know, to do something great and have their shit together?

• 19:05Speaker 01

  Cities?

• 19:06Chamath Palihapitiya?

  Take your time. Don't jump to an answer.

• 19:08Speaker 01

  Okay, I'll, I'll say this, I'll, I'll tell you a mayor that I like, how about that?

• 19:11Chamath Palihapitiya?

  Okay.

• 19:11Speaker 01

  Justin Bibb. Justin Bibb is mayor of Cleveland. We got a couple Cleveland people here. Apparently. There we go. Justin is a good friend, uh, I have a lot of friends that are mayors. I'm a mayor, you know, I love all my mayors because I was president of that institution. But I think Justin is a young, dynamic guy who's smart, not super partisan, cares tremendously about his city, and, and we talk a lot about it because obviously Miami and Cleveland are a little different, right? On the margins, yeah. That's fair. Uh, and, and, and we joke about it, he says, you know, I wish I had the kind of problems you have, to go back to sort of the Ken Griffin quote. You know, they, they don't struggle with affordable housing. They got plenty of affordable housing because people don't necessarily want to live there. Um, uh, sorry, Jay, sorry, Jay, I love you, bro.

• 19:56Speaker 01

  Uh, but, but it's true, right? It's kind of true. So, so he's dealing with economic development, he's dealing with, he wants to, he wants to be the Miami of Ohio in terms of getting investment, getting the tech community there, getting people, special people to move into his community and believe in his vision, and, uh-

• 20:16Speaker 01

  I think the company building is hard, as you guys know, you guys have built some incredible companies, ecosystem building is even harder, right, it's a thousand X harder than building a big company.

• 20:25Jason Calacanis?

  I mean, companies take years into decades and ecosystems take decades into centuries. Yeah, it's two different.

• 20:33Chamath Palihapitiya?

  Is there something that inside of the next gubernatorial campaign, let's say you don't run for governor, that's a high impact job at the state level?

• 20:41Speaker 01

  Not really, I get to practice and I have a private sector life, I have an 11 year old and a seven year old, so, I mean, if the president called me and said, you know, I want you to be the US ambassador to, you know, a country that I have a passion to help, you know, in terms of the United States, in terms of their relationship and world peace and things of that nature, which I think are high ROI's for the time investment and the financial sacrifice that you have to make, I would strongly consider it, but other than that, I mean, I'm, I live a very blessed life, you know, I'm the mayor of the best city on the planet, you know, yeah, and I have incredible, incredible, incredible bosses, these are my bosses, I have the best bosses in the world, and they're constantly encouraging

• 21:25Speaker 01

  me, they're constantly cheering me on, and I live and breathe for them, I wake up early in the morning, I go to bed late, and I carry their problems, their hopes and their dreams in my soul.

• 21:34Jason Calacanis?

  All right, give it up for Francis Suarez, your mayor. Thank you to our friend Francis Suarez, the mayor of Miami, for joining us on stage at our F1 event, and thanks to you, the audience, for tuning in, give us a like, a thumbs up, a subscribe, write a review, whatever you're into, maybe send it to a friend. If you want to come to our next event, it's the All In Summit in Los Angeles, fourth year for All In Summit, go to allin.com/events to apply. A very special thanks to our new partner, OKX, the new money app. OKX was the sponsor of the McLaren F1 team, which won the race in Miami, thanks to Hyder and his team, an amazing partner and an amazing team, we really enjoyed spending time with

• 22:17Jason Calacanis?

  you, and OKX launched their new crypto exchange here in the US, if you love All In, go check them out. And a special thanks to our friends at Circle, they're the team behind USDC, yes, your favorite stablecoin in the world. USDC is a fully backed digital dollar redeemable one for one for USD. It's built for speed, safety, and scale. They just announced the Circle Payments Network. This is enterprise-grade infrastructure that bridges the gap between the digital economy and outdated financial rails. Go check out USDC for all your stablecoin needs. And special thanks to my friends, including Shane over at Polymarket, Google Cloud, Solana, and BVNK. We couldn't have done it without y'all. Thank you so much.

• 23:34Chamath Palihapitiya?

  We should all just get a room and just have one big huge orgy because they're all just useless. It's like this sexual tension that they just need to release somehow.