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Create professional promotional videos for your hotel, vacation rental or real estate listings. Learn more: #ImmoStoryAI# #Probex# #Hotel# #Hotels# #Vastgoed# #RealEstate# #Booking# #BookingCom# #HotelMarketing# #Airbnb# #Trivago# #Zimmo# #HotelVideo#

You bring the ambition. We provide the platform to help you grow. At Elite Merit Real Estate, our agents receive: - A prime Downtown Dubai office, steps from Burj Khalifa - Visa sponsorship - Professional photos, videos, listings, and branded marketing support - Quality leads with genuine buying and renting intent - Ongoing training and development - A collaborative team that grows together We are hiring real estate agents who are ready to build a serious career in Dubai. 📩 Message us your CV RERA 1282572 #WeAreHiring# #DubaiRealEstateJobs# #RealEstateCareers# #DubaiJobs# #RealEstateAgents#

Wrapping up a great spring ball season with @CasteelFootball. Here are some highlights from spring 7s and our Navy/White scrimmage! @JoeBushman5 @WrCoachJohnson @CoachHamzaAZ @1_realestateguy

Some mornings quietly rearrange ambition. 🚀 At an @EYnews x Australian Chamber of Commerce joint event a few weeks ago, my NewChic Capital Family Office partners and I weighed in on a conversation about space as private capital's next frontier. We backed SpaceX early, years ago. And the question that stays with me: how do we keep pursuing moonshots while staying practical? Panelists Mahesh Harilela, Space HK co-founder, whose family created The Hari, and Dr Adam Janikowski brought real estate, manufacturing and data centre conversations alongside legacy and vision. With my NewChic Partners, I found possibility. ✨ Which dream earns your conviction? Christy So · Laurence Thoo #SpaceEconomy# #FutureInfrastructure# #FamilyOffice# #HongKongInvesting# #PrivateMarkets#

I am technologically illiterate, but in less than 24 hours, Grok Bot has transformed my productivity & personal business outlook. I have agents that are experts / "employees" in real estate development, DTC fashion e-commerce, niche private equity, and HPC/GPU customer acquisition & deployment.

Grok Bot Summary of SpaceX CFO Bret Johnsen at Goldman Sachs Communacopia today. Vertical integration Vertical integration is the company’s core operating model, not a side strategy. - Rockets: own metal → engines → avionics → software - Starlink: own launch, satellites, and the end customer - AI: build facilities and power themselves, run their own models, sell to consumer and enterprise, and soon orbital compute Starship and launch Starship is the foundation for every other business. - Flight 13: big learning flight. Delivered demo V3 payloads, relit a Raptor, and got a soft, precise second-stage splashdown. Recovery team towed the stage back so engineers could study the heat shield. - Those learnings feed straight into Flight 14 and beyond. - Flight 14 (later this month): first revenue-generating Starship flight, flying production V3 Starlink satellites. - Later this year: aim to recover both first and second stages. Orbital compute Most of the AI industry agrees orbital compute is the future. Almost everyone else thinks it’s many years away. SpaceX disagrees because they control the stack. - Target: first orbital compute satellites next year - Scale: big compute in space into 2028 - Hardware approach: same V3 bus as Starlink, swap the payload, add larger solar arrays Why orbital can beat terrestrial on cost The crossover is about Starship reusability. - Falcon 9: first-stage reuse since Dec 2015; 500+ booster reflights - Starship: first stage already recovered/reflown; second-stage recovery progressing - Goal: reflight of both stages as soon as next year, which drops deployment cost sharply Terrestrial compute is getting more expensive (power, cooling, buildings, real estate). Orbital rides the opposite curve: cheaper rockets + better/cheaper satellites + scale. Johnsen said cost parity could come as soon as next year. Terrestrial compute and the $100B ARR goal - End of this year: on track for ~$100B ARR (annualizing the December number) - New update: another hosting deal closed earlier this month → about $1.1B/month starting Dec 1 → roughly +$13B ARR - Capacity: end this year well over 2 GW; next year 5–10 GW deployed - Confidence comes from line of sight to power, facilities, and permitting, plus being NVIDIA-exclusive for allocation - They stand compute up fast for themselves and for industry partners, which strengthens the NVIDIA relationship How they monetize compute Most hosting deals are short: ~90 days with a 90-day out (~6-month commits), including the newest deal. Why keep them short? - High conviction in their own products (Grok, Grok Bot, Cursor team after closing that deal) - Don’t want to lock forever capacity they may need internally - Internal bar: don’t let internal monetization fall below external hosting Earnings framing for next year: roughly $30–$50 per watt monetization range; they said they’re at the high end. Hosting customers appear to monetize even higher, which is why demand stays strong. Payback is under one year on new compute capex, so residual GPU value and financing options look attractive. “Not all CapEx is the same” — GPUs with <1-year payback are different from a launch tower built for decades. AI products and M&A Historically SpaceX was almost all organic growth. This year they did M&A because the AI product cycle rewards speed to frontier. - Closed Cursor deal weeks ago; product cycles already accelerating (called out Grok Bot) - Grok 4.6 improved on 4.5; 4.7 coming soon - Pitch: best infrastructure + competitive model + lower token cost = best position for customers - Market mood shift: months ago people bought the infra story but doubted the products; ~90 days later that skepticism is fading Starlink broadband Started as “better than nothing” (~2020–21). Now enterprise-grade with strong uptime/SLAs. - Resiliency pitch: boards will ask why Starlink wasn’t in the network if you go down - Mobility: aircraft backlog is large and production is ramping; cruise ships, yachts, trains too - Awareness, especially outside the US, is still a growth unlock - Longer-term: physical AI (robots, cars, aircraft) will need always-on connectivity terrestrial networks can’t fully cover Mobile / direct-to-cell Not a distraction. Same V3 bus, different payload. - Fly direct-to-device satellites through next year - Target service turn-on: first half of 2028 - V1 today (e.g. T-Mobile / T-SAT): text / light voice, great for emergencies and dead zones - Next gen: full 5G-quality from space - US: mid-band spectrum from EchoStar, FCC path for space + terrestrial - Go-to-market: flexible — own terrestrial build, or partner with carriers - International: same regulator-by-regulator playbook as broadband (Starlink now in 170+ countries) Near-term priorities: 1. Starship (enables everything else) 2. Terrestrial compute (funds growth and teaches them how to do orbital) Bottom line in one line Own the full stack, make Starship reusable at scale, use terrestrial AI compute as a cash engine now, and use the same satellite bus + Starship cadence to win broadband, mobile, and orbital AI.

Eventually, most real-world assets are going to be traded on-chain. But we are still closer to the beginning of that road. Val Gui, GM of @xStocksFi, puts it this way: "... offchain, equities, credit, and real estate markets add up to tens of trillions of dollars, and almost none of that has touched a blockchain yet. This is early." What other issuers see right now:

At midnight on February 6th, earlier this year, the doorbell to our apartment rang. The doorbell was followed by a pounding on the door. I answered the door and a security person in our building handed me his phone. It was my oldest daughter Eloise. She had found my 26-year-old daughter unconscious on the floor of her apartment and had called 911. The EMT team was already there, but they did not know what was wrong with Lucy or to which hospital they would take her. I threw on some clothes and jumped in an Uber heading east toward Brooklyn. (Lucy lived alone in Williamsburg.) On the way, I learned that they were taking her to Elmhurst, a City trauma hospital in Queens. I arrived about five minutes after the ambulance to join Eloise, Lucy’s mom, and a friend, and waited to learn what was wrong. After about 15 minutes, I asked a nurse where she was. I looked over his shoulder to his computer. Next to her name, it said “non-responsive.” I walked into the emergency room and wandered around looking for her until I found her unconscious on a gurney surrounded by several doctors and nurses. By about 2:30am with the results from a CAT scan, Lucy’s doctors had determined that she had a massive brain hemorrhage and would need an emergency hemicraniectomy to release the pressure on her brain and remove the blood from the hemorrhage. I called our wonderful friend and family doctor Eddie Fisher and explained what was going on. He woke up Josh Bederson, Chairman of Neurosurgery at Mount Sinai, to find out more about Zach Hickman, the neurosurgeon on call that night. Dr. Bederson said Hickman was an excellent surgeon, which was comforting as we had no choice. The surgery to save Lucy’s life began around 3:15am and finished around 5:30am. It was successful. The following day, I joined Lucy in an ambulance while she was being transferred to Mount Sinai on Madison Avenue. Later that day, we determined from Lucy’s Oura ring that her hemorrhage had occurred around 9am, which meant that more than 19 hours had passed from the time of the hemorrhage to the completion of the surgery to release the pressure on her brain (I only wish @ouraring had an alert for this kind of a medical event. Imagine it could call a family member if the wearer doesn’t cancel the alert). I later learned that the standard of care is not to do surgery to save a patient with a large brain bleed if more than five hours have passed since the hemorrhage. Even when the surgery is done, I was told that the likely outcome for the patient is a few months in a nursing home and death from pneumonia. When I met Lucy’s doctors, I did my best to inspire them: “Let’s see what can be accomplished if we give her the best care possible and we invest unlimited resources to restore her to life.” And I promised that whatever we learned we would make available to everyone. Dr. Chris Kellner, her neurosurgeon, and Dr. David Putrino, Director of Rehabilitation Innovation for the Mount Sinai Health System have led Lucy’s care team since that day. Words cannot describe the remarkable and compassionate care that she has received beginning with the EMT team and then from nurses, doctors, therapists, and the army of people who have worked to save her and return her to life. To this day, we have a daily Zoom where we discuss her progress and make adjustments to her care. While her care and oversight have been incredible, the learnings for the Mount Sinai team have also been elucidating and will assist in the care of many others. Lucy began in a bad place. She was in a coma for several weeks and then awoke not being able to breathe on her own, unable to walk, see or speak. Over the last six months, she has recovered her cognition – she understands everything including her circumstance – is able to walk a hundred or more steps at a time with assistance, is making progress with sounds, vowels and consonants and the beginnings of speech, but she remains unable to see. Each day, she makes a little progress, and daily progress compounds. Every day I tell her that she just needs to make a little progress and it won’t be long before she is back. We remain optimistic that Lucy will return to normal function. It will likely take years, but I believe it is only a matter of time, hard work, and technological progress, along with some, and perhaps a lot, of divine intervention. Many people have been praying for Lucy and we are incredibly grateful for the prayers and remarkable support she has received. Lucy’s friends have been with her every day since the beginning, and their presence and friendship have saved her life and helped to rebuild and maintain her spirit. And on a very positive note, Lucy’s challenge has brought together our entire modern family who have all been incredibly devoted to her care and recovery. Lucy's vision and other faculties may require some form of brain computer interface, work that is underway at Neuralink, Precision Neuroscience, Science, Synchron, Nudge, and other companies in the space. If you are going to have a devastating brain injury, now is the best time in history for that to happen. We are living in a world when you can be confident that the blind will soon see again. We are going to do everything we can to help make that happen, including by assisting existing companies in the space. With respect to our promise to make Lucy’s care available to others, we have made good progress. In May, a real estate colleague made me aware of a 93% vacant, brand new, 400,000 square foot Class A+ purpose-built biotech facility on West End Avenue between 65th and 66th Streets that missed the market and was available for sale. The Pershing Square Foundation acquired the building 60 days later. We also put under contract an adjoining 130,000 square foot building at 320 West 66th Street that is currently being used by Saturday Night Live for studio space. The building has 35-foot ceilings with massive column-free spaces that can be converted into superb rehabilitation facilities. We will close on the SNL building in December. We are also acquiring an adjoining vacant lot with additional air rights. With just the existing zoning rights, we can add a 150,000 square feet for a total of 680,000 square feet, a lab footprint larger than Rockefeller University, and that’s without including the potential for an upzoning that would allow for substantially more buildable area on the site’s 3.4 acres with spectacular views of the Hudson. Our goal is to build the world’s greatest brain research, rehabilitation, recovery, human optimization, and longevity institute. We have named it The Ackman Oxman Institute or the AOI for lack of a better name, but also to reinforce the point that Neri and I and our family are all-in on the mission. The AOI will be patient-centric. It will not be an academic research institute that produces lots of papers, a Nobel Prize winner or two, but little if any results for patients. We will be laser-focused on cures, treatments, devices, rehabilitation and exercise equipment, and targeted and basic research with a goal of massively accelerating the time from idea to innovation to production to helping a patient. While the AOI will be a non-profit, it will have highly commercial instincts. The AOI will have its own venture funding and will work to develop innovations to create companies that we will seed, assist, and spinout to ensure technologies, treatments, techniques, and drugs get to patients as promptly as possible. On one 3.4 acre campus in what is still the greatest city in the world, we will do neurosurgery, neuroscience, rehabilitation, nutrition, BCI and device development, human trials, hyperbaric oxygen treatments, and life extension programs, and we will mandate and incentivize collaboration among the teams with no silos, politics, bureaucracy, or any other constraint that is inconsistent with the mission. Mount Sinai will be an important partner and deservedly so, but it won’t be our only hospital or medical school partner as we don’t believe any institution has a monopoly on the best ideas or the best talent. We don’t believe in exclusive relationships because that is not in the best interest of patients. Five years ago, we considered launching a brain institute inspired by Neri’s mom who sadly died from Alzheimer’s. We couldn’t make the math work as the real estate was too expensive and we believed it would be too difficult to recruit the best talent from universities to our effort. Since then, the real estate became available at a 70% discount, universities became a much less attractive place to work due to politics outweighing meritocracy, protests that disrupt learning, the curse of antisemitism, and a decline in funding. Fortunately, during the same time, I made sufficient personal economic progress to make the AOI possible. The advance of AI in the last few years will also enable us to greatly accelerate our mission. AI still has a lot to learn about human intelligence and the brain, and the AOI should be at the forefront of the interplay between the brain and AI. Today, I am making a public filing disclosing a gift from Neri and me of ~$400 million or 10,000,000 shares of Pershing Square Inc. (PS) to the AOI. It is very early days for Pershing Square so these shares are intended to anchor the long-term work of the AOI as the shares compound over time while generating what we expect will be a growing stream of quarterly dividends to fund the Institute. We will also be announcing an additional gift of similar and potentially greater size which won’t be in the form of Pershing Square stock to provide the AOI with the short- and intermediate-term runway necessary to enable it to achieve its goal of becoming a self-sustaining institute, which reinvests all of its revenues, royalties, and the economic rewards of company formation to advance the fields of brain health and human longevity. Neri and I have chosen to anchor the funding of the AOI to maintain vision alignment and limit the need for the organization to focus on fundraising. We expect the AOI to be the best-resourced brain, rehab, recovery, and longevity institute in the world. We are grateful to have been able to form a board which includes Dean Kamen (our generation’s Thomas Edison), George Yancopoulus (CEO of Regeneron), James Rothman (Nobel Laureate), Bernardo Sabatini (neuroscientist), Chris Kellner (neurosurgeon), Olivia Flatto (CEO Pershing Square Foundation), Neri Oxman, and myself. We have recently identified a CEO who we expect to announce by October along with other key hires, and are beginning searches for a Chief Scientific Officer, a Chief AI/Technology Officer, a Chief Operating Officer, a Chief Financial Officer, and other key leadership roles. If you find what we are building compelling and want to be part of the leadership team that creates and builds the AOI from a standing start, please send an email to: search@aoiinst.org with a short note as to why you believe you can help. Please include your best three ideas for the AOI along with a summary of your background and your most important accomplishments. We promise strict confidentiality to those expressing interest in working with us. We have learned from Lucy that the brain can recover from even catastrophic injury. There is so much more work to be done as the mind is a terrible thing to waste. For details from my Pershing Square SEC filing see:

bStocks Never Sleep. Neither Do Memes. One of the most interesting shifts I’ve been watching on BNB Chain lately is how RWA and Meme are starting to move closer together. And I don’t think this is just a story about one particular meme. I think it’s a story about the kind of culture BNB Chain could build around real-world assets. 1/ Real-world equities are rapidly moving onchain. Through bStocks: NVIDIA → NVDAB Tesla → TSLAB SpaceX → SPCXB Companies that already exist in the real world can now be represented as onchain assets on BNB Chain. When people used to talk about RWAs, the conversation was often centered around things like real estate or government bonds. Now, some of the world’s most recognizable companies are becoming part of the onchain economy. I think that shift matters. 2/ But this raises an interesting question: If real-world assets move onchain, what happens to the culture around those assets? Tesla has Elon Musk and Optimus. SpaceX has Mars. NVIDIA has Jensen Huang and his black leather jacket. A company is more than just a ticker. Every major company has its own: people, products, mascots, history, symbols, and culture. 3/ That’s why I look at RWA + Meme a little differently. RWA brings assets onchain. Memes bring culture onchain. If bStocks brings real-world companies and financial assets onto BNB Chain, memes can bring the culture, symbols, and collective identity surrounding those companies onchain as well. And when both begin to exist on the same chain, I think that could create a very interesting culture unique to BNB Chain. 4/ Take NVIDIA as an example. Through bStocks, we already have: NVDA → NVDAB And in the real world, the person most closely associated with NVIDIA is Jensen Huang. So what is the one object most associated with Jensen? For me, the answer is obvious: the black leather jacket. 5/ And this isn’t a narrative that was manufactured just to create a meme. Jensen has been wearing black leather jackets at major presentations and public appearances for nearly two decades. It started as something his family helped choose. But over time, repetition created an identity: Jacket → Jensen Huang → NVIDIA → AI The meme came after the history. Not the other way around. 6/ And now, that symbol even has a real-world price. A Tom Ford leather jacket personally worn and signed by Jensen Huang went to auction. Estimated value: $40,000–$60,000 Final sale price: $960,000. Nearly $1 million. People weren’t paying $960K simply for leather. They were paying for the: history, identity, and provenance attached to it. To me, that’s a fascinating example of how a cultural symbol can acquire real-world value. 7/ And this is where things get interesting on BNB Chain. Take NVIDIA: Financial layer NVDA ↓ NVDAB ↓ bStocks Cultural layer Jensen Huang ↓ Black Leather Jacket ↓ JACKET ↓ Meme One represents the company’s financial value. The other represents the cultural value surrounding it. Different markets. Different forms of value. But both originate from the same real-world company. 8/ This is also why I find BNB Chain-native meme infrastructure like FLAP interesting. If bStocks creates a new playground for real-world financial assets, meme infrastructure can become a playground for the culture surrounding those assets. And this idea doesn’t stop with NVIDIA. Tesla. SpaceX. Microsoft. Apple. Alibaba. Every major company already has years — sometimes decades — of culture, characters, products, symbols, and stories surrounding it. As the RWA universe expands, the potential cultural layer around those assets expands with it. 9/ So I don’t really think of this as simply: “putting memes on top of RWAs.” I think it’s closer to the convergence of: Financial Markets + Internet Culture Wall Street has tickers. The internet has memes. And now, on BNB Chain, both can exist inside the same block. 10/ That’s why I continue to find RWA + Meme on BSC so interesting. bStocks can bring new assets onchain. But assets alone don’t create culture. Culture begins when people start interacting with those assets. They trade them. Talk about them. Create stories around them. Turn them into images. And eventually, turn them into memes. That’s when an ecosystem begins to develop its own onchain culture. 11/ And that’s how I see JACKET. Not as the entire thesis, but as one example of what this model could look like. Because JACKET itself isn’t the most important part. What matters is whether this same structure can repeat across hundreds of real-world companies and assets. Real-world companies. Real-world assets. Real-world culture. All meeting on the same chain. bStocks brings the market onchain. Memes bring the culture onchain. Maybe that’s what RWA + Meme was supposed to look like. #BNBChain# @cz_binance @heyibinance