Dan Loeb: The Lost Art of Short Selling, and Why Stock Picking is Back

(0:00) Dan Loeb joins the Besties! (0:34) Investor journey: From message boards to a multibillion dollar hedge fund (3:15) Third Point's early days: mentors and market turmoil (8:47) Strategy shift: Event-driven to quality and AI (16:01) The art of short selling and a homebuilder trade (22:15) Criminal justice reform and the Ross Ulbricht pardon Thanks to our partners for making this possible! EY - Agentic AI is introducing a new investment discipline. As AI shifts to consumption-based models, EY connects spend to enterprise value. https://www.ey.com/en_us/insights/ai/agentic-ai-token-costs? WT.mc_id=3501318&AA.tsrc=sponsorship https://www.ey.com/en_us/insights/ai/agentic-ai-token-costs? WT.mc_id=3501318&AA.tsrc=sponsorship NYSE - Thank you to our partner, the New York Stock Exchange - a modern marketplace and exchange for building the future. It all happens at the NYSE. https://www.nyse.com Plaud - Never miss a moment. Plaud, our official wearable AI note-taking partner at All-In Liquidity Summit, captured every insight. https://www.plaud.ai Follow Dan Loeb: https://x.com/DanielSLoeb1 Apply for Summit 2026: ⁠https://allin.com/events⁠ 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

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

• 0:00Jason Calacanis?

  Legendary activist investor Dan Loeb. He of course is the CEO and CIO of Third Point.

• 0:06Speaker 01

  The lost art of short selling has come back and it's absolutely critical.

• 0:11Jason Calacanis?

  Doesn't matter what you do, you have to be really selective. People talk about stock picker's market, this is a bond and credit picker's market.

• 0:17Speaker 01

  When we were small, our main tool was shame and humor.

• 0:21Jason Calacanis?

  Dan Loeb turning up the heat on Nestle over the weekend.

• 0:24Speaker 01

  The shift has really been more towards a dare to be great message. Activism without proxy contests is like Catholicism without hell.

• 0:34Chamath Palihapitiya?

  You're very active on the Twitter as well.

• 0:36Speaker 01

  Oh, wow.

• 0:37Chamath Palihapitiya?

  You've found your voice.

• 0:39Speaker 01

  Lot of emotion brewing there.

• 0:41Chamath Palihapitiya?

  Can we actually start with that? Before Twitter, you were actually quite active, but they were in very different places. I mean, you were in Wall Street Bets before Wall Street Bets existed. Can you just walk us through your evolution as a, as a public persona?

• 0:56Speaker 01

  Sure. I mean, there was this brand new technology that came out called the internet. And really shortly thereafter, long before Reddit or any of these other things, there were a series of chat boards. There was Yahoo, there was something called Silicon Investor, a few other ones, and people would congregate in kibbutz. It was done mostly anonymously and it was an interesting place to exchange ideas. It was really the Wild West. People could pretty much say or do anything, but there was a lot of, but there was a lot of substance there too. It's not actually that much different than from today.

• 1:34Chamath Palihapitiya?

  You, did you engage at all in any trolling per se?

• 1:38Speaker 01

  Well, some people use the term OG. Sometimes I say I was the OT.

• 1:44Chamath Palihapitiya?

  The original troll.

• 1:45Speaker 01

  Yeah, no, I did. I mean, it was, it was fun. You know, I didn't know I was one day going to run institutional money and have a big fund and, you know, I was just having fun and, and blowing off steam and, and yeah, it was fun. I mean, investing is fun and particularly on the short side. I mean, there's so much humor in it when you detect these companies, especially in the 90s. I mean, it was really unsupervised. There were some incredibly fraudulent companies out there and it was just fun to uncover them and kind of taunt the management teams and ultimately prevail.

• 2:26Chamath Palihapitiya?

  You have one story above others that kind of stands out? In that era?

• 2:31Speaker 01

  I mean, there were, there were a bunch. There was, wow. There was a company called Actrade that I remember, run by a guy who was like a repeat fraudster, and we uncovered it and, and, you know, I know we really got under this person's skin and ultimately, it was really just a factoring company, trading at five, six, I don't remember what it is, some large multiple of book value, and they had created a new technology called TADs. I don't remember what TAD stood for, but they were basically repackaging factor securities and saying that they had some special technology. They

• 3:15Speaker 01

  were financing refrigerators and things like that.

• 3:18Chamath Palihapitiya?

  Tell us your evolution as an investor. When you started Third Point, I mean, you started with very, very little capital. Now it's almost 30 billion of AUM, you're multi-strat. But you learned at Jefferies, I think like you learned helping people like David Tepper allocate capitals. Just walk us through how you learned to invest.

• 3:39Speaker 01

  Well, I started really fascinated by investing and wanting to do it. I think, when I, I remember when I was 10 years old, my dad took me, my dad was a notoriously bad investor himself, so he didn't give me any good examples. He was a great lawyer, not a great investor, but he took me to meet a broker and I started investing. And then in high school, in the 11th grade, I got a job at the branch office of Bear Stern, I'm sorry, of Payne Weber, working for a guy named Alan Crown, who let me post his books and make cold calls. And I think we broke certain securities laws, but I think the statute of limitations is passed. I would trade options on Occidental Petroleum and Taladine. There

• 4:24Speaker 01

  was a lot of volatility and I think I had flurries of making money and lost all of it a couple of different times, but it was a good, good lesson. I continued doing it in college and then. My learning started really formally at Warburg Pincus, where I really learned to value enterprises as my first job. Private, kind of across the spectrum of private equity and venture capital. I worked at a risk arb firm, which was really invaluable. And then skipping forward, I had way too many jobs in my twenties. But I got really serious at Jefferies. I had an amazing opportunity to work on the distressed debt desk there. I started out as a research analyst.

• 5:09Speaker 01

  I was just like drinking out of a fire hose. There was so much activity. The securities were so cheap coming out of distressed. And it was, you know, the 10,000 hours, 10,000 reps. We would write up different things every day. There were big blocks of debt to move. And I really got, that was my real learning point. And I stress this to people that, you know, everyone kind of sees mentorship as this sort of hierarchical thing where you, you know, learn from some wise, older person. But it's, I learned a ton from my colleagues, from my own cohort, and I learned a ton from my customers. You know, like Eric Mendich was a boy wonder at Goldman.

• 5:54Speaker 01

  He was the youngest partner.

• 5:55Chamath Palihapitiya?

  Youngest partner at Goldman.

• 5:56Speaker 01

  Yeah, ran the arb desk there. And he had this triumvirate or quadrumvirate, whatever. Four people, I don't want to leave them out, but almost Maroon, Dinneker, and can't be, some other guys. Anyway, they were great. And they really kind of brought me into their thought process, thinking about event-driven investing. And then, you know, I covered some of the smartest people in the business, including David Tepper. I got to watch their thought process. And I was like a, you know, like a Chinese corporation that was like copying and reverse engineering and taking everything in and creating my database of knowledge and my own operating system,

• 6:39Speaker 01

  kind of taking the best out of what all these different people did.

• 6:43Chamath Palihapitiya?

  And what was that style when you first started Third Point? What was that expression?

• 6:47Speaker 01

  That was, well, I think, you know, we call it event-driven investing. It was really less focused on the quality of business, more focused on very complex transactions, takeovers, spinoffs, risk or arbitrage, bankruptcies, privatizations, demutualizations. And these transactions created unbelievable opportunities for Alpha because of the confluence of dislocation, opacity, kind of time, but also, this goes, and nothing changes. And I always quote this Jesse Livermore line, "There's nothing new under the sun." A real focus on management incentives. So in all these different kinds of transactions, management was incentivized to sandbag their

• 7:32Speaker 01

  numbers during a time when there was an excess supply of securities, where their options were being set. And we, as co-investors, got to come in with these depressed projections and ride along not just the, well, we got to ride along a few different things that would happen. Greater transparency and understanding of the business, coverage, companies that delivered a top line and margins and ROE and everything else better than expectations. So it was really a golden era for that type of investing.

• 8:07Chamath Palihapitiya?

  And from where that started to what Third Point is today, just describe that and where you want to, where do you go from here?

• 8:14Speaker 01

  Yeah, so stylistically, that event approach, it's still something we think about. It's in our, it's in our framework. But I think what happened, really when technology became a bigger force, but really, everything changed, is a greater focus on business quality and...

• 8:40Speaker 01

  Innovation and disruption and more thematic on the one hand, understanding of consumer trends, what's going on in financial services, what's the economic macro backdrop that's supporting all this? And of course, the big topic of this event, you know, AI is sort of the culmination of that, but all of these major technological innovations that have really happened since...

• 9:05Chamath Palihapitiya?

  You could make money before by not being technology savvy in the markets.

• 9:10Speaker 01

  You could be technologically illiterate or just say, "I don't do it." And you could also be even more or less, you know, up until the GFC, I think you could be more or less economically illiterate and make a lot of money.

• 9:21Chamath Palihapitiya?

  And now?

• 9:22Speaker 01

  You wouldn't want to be either one of those things, I mean, given how much more important...

• 9:29Chamath Palihapitiya?

  Like, the tech through line needs to be understood everywhere.

• 9:32Speaker 01

  Yeah.

• 9:33Chamath Palihapitiya?

  Even if you're like Blue Owl and you're trading, I mean, Blue Owl obviously is very sophisticated in tech now, but any pool of capital that used to not be correlated is effectively correlated?

• 9:43Speaker 01

  I mean, yes, you could say that. And I just want to answer your question, just to kind of fast forward and give people a snapshot of what we do today. Rob Schwartz is my partner, and we took Kempo Karate together when we were 10 years old. It was a purple belt. I think I never made it past yellow belt, but we reconnected at our 20-year reunion in, I'm aging, both of us, sorry to give up your secret, Rob, in 1999, it was our 20-year reunion. And he was working as a sales rep for wireless RF components. And I said, "Wow, this guy'd be great to do channel checks for us."

• 10:27Speaker 01

  And then I asked him a couple of years later, say, "You meet some smart people. If you ever come across a really savvy engineer, we should invest." We didn't know what we were doing. We weren't venture capitalists, but we were getting behind the person. There was a guy named Dave Fisher, started a company called Radiator Communications. They made chips. He made chips that were, I still remember, ABG compatible for Wi-Fi base stations. And ultimately, the company was sold to Texas Instruments. And, you know, I won't go deep into our venture business, but that, we started to do within the fund, we've done a couple of... Dedicated funds, so we have that strand of activity. We can talk about a little bit more about what we're thinking and how we're seeing this.

• 11:12Speaker 01

  But I think what ultimately, what you get to is that all these things are interconnected and come together under the platform that we have today. Because we have the main hedge fund, which does credit, equity long short. Credit is both structured credit and high yield. We have a CLO business that we acquired. We started a private credit business, does traditional private credit, direct sponsor financing, direct lending and workouts, which is very important. So credit solutions, as they call it, lot to do there. And then we started an insurance company a few years ago. It's not the first insurance company we did. We did a PNC company, but this one is, was wholly owned. Now we own half of it.

• 11:57Speaker 01

  And the insurance company captures basically the investment grade part of what we do. So private credit through structured vehicles, structured credit, whole loans, investment grade, both private and public. But we also can use our surplus capital in very interesting ways.

• 12:19Chamath Palihapitiya?

  So what's the role of the human? What's the role of Dan Loeb in running Third Point 10 years from now? Like 10 years before, Dan Loeb was 100% of Third Point. And then there's now, there's agents, there's AI, there's all this learning, there's all of this data. Where do you see the role of the human? Where do you see the role of systems making decisions, allocating capital, managing risk?

• 12:47Speaker 01

  So first of all, investing now, like, first of all, my time is spent primarily on managing the hedge fund, which for now is the biggest capital pool and most important business that we're in.

• 13:02Chamath Palihapitiya?

  Yeah.

• 13:03Speaker 01

  The human element, I think this is true for everyone you have here, like the element of the social component, the human network.

• 13:12Speaker 01

  Of knowing people, being able to capture opportunities, work with people, interact. Like, that's never going away. Like, you're never gonna... Maybe, maybe you can theorize that there will be agents that will sit at Andreessen Horowitz and whoever else, your funds. But I think the human will always have to be there because people like to...

• 13:34Jason Calacanis?

  They want to know who's making or losing the money.

• 13:37Speaker 01

  Yeah, and there's a, there is a thing that I think that the agents that they have will never really be able to look in your eye and assess all the things that...

• 13:45Jason Calacanis?

  You've expanded your philosophy of investing in companies from cheap cattle, uh, cheap securities with catalysts, is I think how you described it on a podcast recently. And now you're very concerned about moats, defensibility, and just the quality or the brittleness, as Chamath likes to remind us, of the revenue. So maybe, could you tell us how you evolved that core thinking about the quality of companies? And then, maybe give us some examples of the companies that now fit through that filter where you feel they have a moat, you feel they have durability?

• 14:19Speaker 01

  Yeah, obviously, that's everything right now. Chamath talks about the time-bound value of companies, and I think that's essential. What are the companies that are going to be around seven to 10 to 20? Like, what, what, what are the real moats that exist out there? And it's, it's, it is harder now. I don't think we can, I don't know that we can really go out, you know, 10 or 20 years ago. By the way, I think we deluded ourselves earlier because I think if you ask people about the moat around, you know, IBM, or, you know, some of the other companies...

• 14:57Jason Calacanis?

  AOL.

• 14:58Speaker 01

  AOL, Yahoo, you know, you'd say the same thing. I mean, look, we're, we're, we're investing...

• 15:07Speaker 01

  Outside of tech into companies that have, you know, some great... Well, first of all, it also comes back to the management because we can't really just look at a product or a technology and say, "Oh, this is going to be it forever." So, we really look for a management team that we think will be adaptable. And just like you guys were saying last night, you don't want to be on boards of companies. These are things that they should be doing. So, I think that's a huge part of it, like finding management teams that you really believe in that have a proven ability to stay ahead of.

• 15:46David Friedberg?

  Is that quantifiable or is it still very much a subjective?

• 15:49Speaker 01

  Sorry, is what?

• 15:50David Friedberg?

  Is it quantifiable assessing the management team?

• 15:53Speaker 01

  No.

• 15:53David Friedberg?

  Have you built a rubric for doing that? No, it's still very subjective, qualitative.

• 15:57Speaker 01

  I think it's one of those things after 30 years, there's like a pattern recognition and you...

• 16:02David Friedberg?

  Let me ask a question on screening. You know, I think you've said recently publicly that there's a lot of opportunities on the short side in the market right now for the first time in a long time. How do you start top-down? Is that a top-down or is it an opportunistic, you know, something comes across the wire and you guys jump on it in kind of an event-driven way? Or do you guys have kind of a systematic, top-down approach to looking at the market and finding those opportunities?

• 16:32Speaker 01

  Yeah, there's no one approach to it. I think one thing that we've avoided is kind of a valuation, a solely valuation-based approach. There's a... I've just seen, I've seen too many people get run over by shorts that have dumb valuations, but they get captured on, you know, Reddit or one of these other things and they just get there, you know? Or like some of these space companies right now that there's no rhyme or reason. We had a really strong view on home builders from last year that there were two things going on. It wasn't just...

• 17:14Speaker 01

  It wasn't just rates, mortgage spreads that were depressing housing prices. That home prices, that the home building industry was first structurally impaired because of the way that they were all pretending to be NVR, which is they all pretending to be asset light, but they had massive commitments to these land pools, which in things that they said were options, but they were really very committed in the capital and that that value was going on. But, but the, the home building industry was really the last industry that had this post-COVID hangover of inventory disruptions and, and pricing, pricing that really made no sense.

• 17:58Speaker 01

  You know, it had all those, prices went up to unsustainable levels, but so did, building costs went up and, and buyers are no longer able to pay those prices at the current, current, in the current financing environment, but that the, but they've also gotten squeezed by, by inflation and costs. So that's been, you know, something, so we've been short in things related to that.

• 18:25Jason Calacanis?

  Let me bring Sacks into the discussion here. Sacks, we've learned a little bit about distribution of public securities. You're famous in the All In theme song of this great quote, "Let your winners ride." I'm curious, when you hear Dan talking about this, how you think about, as a private market investor, how to navigate distributing equities and how you've sharpened your blade about, you know, which ones have brittle or, you know, more robust revenue?

• 18:53Speaker 01

  I mean, that's, I'm sure you guys share this. It's, it's one of the most vexing questions. We were, we were private investors in Palantir, and I think we sold all our stock in the twenties. Huge mistake.

• 19:08Jason Calacanis?

  Gosh. You missed a 10x after going public.

• 19:11Speaker 01

  Yeah.

• 19:12Jason Calacanis?

  Or an 8x or something.

• 19:13Speaker 01

  We were private. We led the B round in In Upstart, that was one, I think we learned not to go on boards anymore because it restricts your ability to be liquid. But we were also early investors in end phase and we sold some stock on the IPO and then took a tax hit and I think sold it under a dollar and the stock I think had we stayed on would have made $4 billion. So I'm not claiming to have any great expertise in knowing how to best distribute our...

• 19:45Jason Calacanis?

  Dude, markets are brutal. It's so hard. No, this is why I bring it up. We've all struggled with this. Sax, wherever you wound up?

• 19:53David Sacks?

  I think it's case by case. I mean, there's some companies where, like I was on a board and you can't sell and you end up regretting that. And then there's others where the best thing to do is just hold on to that stock forever.

• 20:06Jason Calacanis?

  Examples? In your portfolio, where you made great decisions?

• 20:09David Sacks?

  I'm not going to talk about the ones that didn't do so well, but no, I mean, look, I've owned Meta and Palantir as a private, you know, as a venture investor, as an angel investor.

• 20:22Jason Calacanis?

  And you sold?

• 20:23David Sacks?

  And the question, well, I sold some and held on to some. Obviously, in hindsight, you take Meta, I think Meta IPOs, Facebook back then, IPO at 50 billion, all right?

• 20:33Jason Calacanis?

  22.

• 20:34David Sacks?

  50 billion, now it's...

• 20:35Jason Calacanis?

  Pretty much here, went down to 18 and now it's...

• 20:37David Sacks?

  Yeah.

• 20:38Jason Calacanis?

  Can you imagine how the alternate universe? Like 400, right? If Chamath never sold his Facebook, how insufferable he'd be? Or if Friedberg never sold his Google, Friedberg would be worth 10 billion. No, I wouldn't be nearly as good. What's that? I wouldn't be nearly as good. Like an analyst. Because he created tension. I mean, it would have been nice. It's not real, it's not earned.

• 20:59David Sacks?

  So back in those days, 10 years ago, we thought $100 billion market cap company was pretty much as big as anything could get.

• 21:05Jason Calacanis?

  Yeah.

• 21:06David Sacks?

  And so Facebook at 50 or whatever, it's like the upside was to 100. And things are just totally different now. We have multi-trillion dollar companies, the market's so much bigger. And that changes.

• 21:18Speaker 01

  I mean, that's a rub against Nvidia, which is a $5 billion company. People feel like it's sort of a ceiling on it. I think we'll look back at some point in time and say that was a foolish way to think about Nvidia, given its dominant position and its valuation relative to everyone else.

• 21:34Chamath Palihapitiya?

  Is it undervalued right now?

• 21:35Speaker 01

  Yeah, absolutely, on earnings over the next two or three years.

• 21:38Chamath Palihapitiya?

  And is it because people are having a hard time processing the largest entity that's ever existed in human history?

• 21:46Speaker 01

  I think that and the narrative that, well, first of all, technically, there's all this other stuff that's growing faster and going up more. People are, and the long-short pods are structured such that they have to be short something. So Nvidia feels like a safe short. By the way, Google was a safe short. Amazon was a safe short. So, I mean, this just happens. And sometimes they'll languish at a valuation and they break out. I think that'll eventually happen with Nvidia.

• 22:14David Friedberg?

  But there's probably some boundary-conditioned discount to that, right? Like, we've never seen a valuation like this. You can't overbet that.

• 22:22Chamath Palihapitiya?

  I want to shift topics for a second. I just want to talk society and culture before we run out of time with you. There was this incredible thing that you told me, which I relate to these guys, which is you're very passionate about criminal justice reform. And specifically, you were a key person to get the pardon of Ross Ulbricht. Tell us your views on criminal justice, why it hit such a nerve, and then why Ross Ulbricht? What was, what happened there that said, "I must fight for this guy"?

• 22:52Speaker 01

  Let me take a step back and just talk about my framework for philanthropy, which is, I think, not unlike Brad Gersner and many people in the room here, is that I care, I would say everybody up here, I care deeply about income inequality. I care deeply about making sure that as many people have opportunities to the incredible things that we've all had here. So my interest in criminal justice reform really started earlier with an interest in education.

• 23:24Speaker 01

  And education reform, and I was very lucky to get on the, to start supporting, get on the board and ultimately be chairman of Success Academies, which is a charter school network in New York. And I do think, nobody talks about it, but the thing that's hiding out in plain sight for everybody is that the problems with income inequality isn't that, you know, Jeff Bezos is going to be a trillionaire, or all these other people are gaining wealth, it's that we're not equipping children, and particularly the most vulnerable children, with the intellectual tools that they need to succeed and compete. And it's not because poverty is this intractable thing that can't be overcome. We've proven that it can be.

• 24:09Speaker 01

  The problem is that the unions and the basic principles that we all use in business, which is accountability and merit and cultivating talent is set aside for the benefit of adults who are part of these unions. It's a systemic thing, it's not a lack of money, it's really a lack of, it's just a broken structure.

• 24:30Jason Calacanis?

  Accountability is, I think, what I'm hearing, yeah.

• 24:33Speaker 01

  So, I spent a lot of time on that, I'll just leave it at that. I then became aware, and it was interesting, I was looking for issues that conservatives, you know, it's great to see Fetterman and McCormick up here, like what are issues that conservatives and liberals, progressives can agree on? Hopefully, they can agree that we want young people to be better educated. I think we can also agree that whenever you put the government in charge of something, they'll [bleep] it up, one way or another. I want to give you guys a shout out, though, for not [bleep] up this private-public partnership with the investments in the private sector, because I think this administration's done enormously good job at backing companies, but let's put that aside, it's one of the rare instances where I've seen that, but...

• 25:17Jason Calacanis?

  Can you give an example of that, that's standing out in your mind?

• 25:20Speaker 01

  We have a company in our portfolio called Atom Computing, that with many other quantum companies...

• 25:30Speaker 01

  has gotten money from the government and we were just super impressed that they how they contracted with us to engage with them in cryptography and to meet the government's needs but also in the financial component they drove a really tough bargain the government the taxpayers are going to make a ton of money on this and their involvement also has will contribute meaningfully to the value of this business it's just like a win all

• 25:57Jason Calacanis?

  So they're an investor and a customer.

• 25:59Speaker 01

  Right and they are capturing part of that value as a customer for the American people which they I think everybody deserves.

• 26:08Jason Calacanis?

  Okay so back to the

• 26:10Speaker 01

  so criminal justice reform first of all there's a lot of bad people in jail I'm not one of you know I think the criminal justice movement has been undermined by folks who see it as an opportunity to not prosecute not deal with bad people that are out there but there's also a lot of people that are rehabilitated well there's really three different categories there's people who are falsely convicted there are people who have shown contrition and rehabilitation and there are those who just had a really disproportionate

• 26:50Speaker 01

  sentence relative to what they did there's a case right now of a guy named John the Grobman who was a delta in gray market diapers and formula he got an 18 year sentence for dealing these goods in the case of Ross Ulbricht I was approached by someone and this just seemed Ross as people may know probably this room knows he was sort of a folk hero because he had this sort of cat and mouse game with the government he ran Silk Road Silk Road was a one of the first like crypto based exchanges he acknowledges that he did things that were illegal that he should have done he regret it regrets it drugs were dealt on the exchange but

• 27:39Speaker 01

  That's what he was accused of. The government later said that there were murder-for-hire incidents. That was never, that wasn't in, he was never prosecuted for that, and he denies that that ever happened. But in any case, he was sentenced to a double life, double life plus 40 years. Who knows how he got the extra 40 years on there and how he would spend that after he'd been there for two lifetimes. And there's a woman I met through intel named Riva Tez who alerted me to this. She's friends with Olaf Karlsson, we, and

• 28:18Speaker 01

  sort of the crypto insiders. And I thought about this, like, this guy's got no way out. There's no recourse through the system to get someone with a life sentence out of jail. This will only work with a presidential pardon. And we worked on it. We had some familiarity with the pardon process, worked on it. Then I approached Charlie Kirk about this. And Charlie really embraced this, and embraced this individual as someone who'd been falsely, or not falsely, but unfairly sentenced. He took it to the president. Charlie had a, also had an attorney named David Warrington, who's currently the

• 29:03Speaker 01

  White House Counsel. White House Counsel. I just found out a couple of days ago, because I was talking to him, that he was his lawyer for a decade. So I'm not taking credit for this. I'm not saying Charlie does. It takes a village. But David had been working on it. And on the last day of Trump's 45th term, we were certain that he was going to get out. And the Justice Department, for whatever reason, said, if you

• 29:33Speaker 01

  If you commute his sentence, we're going to go after you to the president. So he, as I understand, he withdrew the commutation. So four years went by and really Charlie took the lead on this. This was his only ask of the president and the president had to libertarians and to the crypto community promised to deal with this. And not only was his sentence commuted, but he was pardoned. And today Charlie is married, not Charlie, sorry. Ross is married, is having a child and living a free life after spending a decade, which is probably, I'll argue whether that was the right amount or not.

• 30:17Chamath Palihapitiya?

  And you feel like you should, is there a role for you to play in doing more of this? Was this a one off?

• 30:24Speaker 01

  Yeah, no, I continue, I continue to work on cases. There's an organization called Aleph and we work, you know, constantly on different people. And I think it's, you know, look, I feel like as philanthropist, it's great to do, to work with organizations. And there's a lot of great organizations I work with. I do a lot fighting antisemitism and supporting Jewish identity also. But I also think that we can help people one at a time. I think it just really nurtures the soul and I think it's just a good thing to do.

• 31:01Chamath Palihapitiya?

  All right, let's give it up for Dan. Dan Logan.