Ben Horowitz

And so when we started, we were coming from, I would say, very far behind, you know, in that idea.

The thing that's been surprising, though, is like how fast we've been catching up.

And I think that that's been really kind of heartening from both the number of entrepreneurs that want to help and then the willingness of the U.S.

government to say, hey,

We're interested in these new technologies.

We're interested in these new companies.

We're not stuck in our ways.

We'll change the rules if we have to.

And that's been amazingly fruitful.

And I think that, you know, we're seeing it in the kind of current conflicts that we have.

And it gives me great hope that if we keep at it, that we'll be very strong going forward.

Yeah, so look, to me, the thing on the whole anthropic kerfuffle that nobody's really said out loud, but it's the obvious thing that happened is, you know, if you understand deals, particularly software deals,

you realize that that deal did not fall apart because of philosophical differences.

It fell apart because Anthropic wanted out of the deal.

And you know that because they had all the leverage.

They were already deployed.

We were about to go to war.

Nobody's ever had more leverage than that in a software deal.

So anything reasonable that they would have asked for, they would have gotten, even probably beyond what they should have.

But the fact that they found something they could walk away on and then didn't return Emile's calls for whatever, the three calls and then the call to the admin or all those things that happened, it's just, why would you not return the call if you want it in the deal?