与「Uber」相关的搜索结果

这次去中国，因为个人原因，主要只是在南京周边。从一个外人的角度乱谈点这次管中窥豹的感受： * 交通还在进一步的发展，南京的地铁6号线都快完工了，我居然在栖霞山看到了修好的地铁站。真的是方便。 * 菜鸟驿站现在都是自己扫码出库，老板轻松了很多。大家自己拿东西，我先后拿了几十个包裹，没一个被别人误拿过。这素质还是很高的。 * 南京地铁仍然很多人不让到站的人先下，我是多次靠着自己的大块头硬挤出去的。这点对老人和身体不强壮的女性孩子真的不友好。几天之后坐首尔的地铁，区别还是不小。不但先下后上，他们各种优先座位，车子再挤大家也不随便坐的。 * 出租车普遍气味好了不少。前几年去，10辆有8辆有异味，现在只有2，3辆了。滴滴似乎在搞车内空气质量的整治。不过有异味的，确实不行，有一种体臭加口臭的非常难闻的味道，很怀疑司机是住在车里的。绝大多数司机表情麻木或者烦躁，生活不易，可以理解。愿意说话的，一直在抱怨平台吸血，赚不到钱。有意思的是，回来打Uber，司机一样抱怨平台吸血抽成太多。 * 买菜真是方便极了。盒马叮咚什么的，app下单一两个小时就送到家了。结果是很多超市菜场都关门了。老人们已经无处可逛。 * 有宠物的人很多，天天看到很多遛狗的，还是有不少人不捡狗屎。我有次看到一个哥们在狗狗拉了之后，拿个纸巾捡起了狗屎，刚刚在心里点了个赞，他随手就丢到旁边的景观灌木里了。 * 男厕的烟味依然如故。我去过的几十个国家中，中国男厕的臭味排名绝对前三。尤其是烟臭。很多人躲在厕所抽烟，非常高档的商场和餐厅，男厕依然一股烟味，很多依然地板满是水渍。 * 随地吐痰的似乎少了不少。还是见到过在商场和餐厅干净地面上用痰砸地板的，可能是少数人吧。 * 很多人打喷嚏咳嗽还是没有避开别人的自觉，也不会拿手肘或者衣服挡一下，各种喷，这个确实不适应。 * 这次需要陪人看病，跑了不少医院，效率还是非常高的，各大三甲永远人山人海。 * 不管在哪里排队，都被别人各种加三。直接挤到你前面当你是空气。 * 国人中口臭的还是不少，有些人一张口两米之内简直令人窒息。可能是没有用牙线的习惯，加上无处不在的幽门螺旋杆菌。中国常见的牙线是类似竖琴结构的那种，不是我常见的一盒一盒的。那种牙线，我试过几种，全部都非常粗极其难用。一个是不习惯，一个是我严重怀疑这么粗的牙线会扩大牙间距，不敢再用了。我一般都是自己带一盒，一个trip够用。 * 满大街的零食量贩店，好想来什么的。一家也没进去过。 * 去过十几个Mall，大多数都非常萧条。最夸张的是一个mall大多数店关门，一楼空间直接租出去给人打羽毛球。以前高大上的金鹰，大多店也关门了。 * 餐饮倒是都还不错。香格里拉里的淮阳菜馆江南灶因为是米其林认证，一位难求。科巷满街的小吃还是那么热闹。 * 中国移动支付非常方便，但是银行随便办点P事只要牵涉到窗口人工，动不动两三个甚至四五个小时，填不完的纸质表，签不完的字，还有各种扫描上传，各种同事商量，领导审核。仿佛每个银行都有巨大的存纸质表格的仓库，里面没人再看的故纸堆一直垒到天花板上。 * 通缩似乎确实存在。很多东西和几年前比反而便宜了些。我几年前买过一双某国外品牌的鞋，400多。这次买了同品牌同一家店类似款式的，不到300。 * 美丽的玄武湖晚上变得乌烟瘴气，全是大喇叭直播的唱歌的，跳广场舞的。 * 南京一个二线城市有10家IMAX。这次在中国看了几场电影，效果不错。 * 以前从没在南京街头看到过印度人。现在不但街上看到过一群一群的好几次，医院也见到来看病的。我在首尔也见到不少。前两年去日本，看到便利店店员很多变成了印度人，也很震惊。他们真的占领了全世界，没有歧视的意思，纯被数量吓到。 * 很多人天天刷AI剧。这个风潮还没吹到北美，不过我觉得快了。

这个开源项目系统整理了 35 家 AI 公司的 AI 工程师面试题，全部来自 “公开报告的面试经历” 来自 @outcome_school 团队 @pallavishekhar_ 开源发布，内容几乎涵盖了 OpenAI、Anthropic、DeepMind、xAI、DeepSeek、Kimi、GLM 等 AI Labs，Cursor、Cognition、ElevenLabs 等 AI Native 团队和 Nvidia、Microsoft、Amazon、Apple 等头部大厂。 覆盖的岗位头衔也非常多：AI Engineer、LLM Engineer、Gen AI Engineer、ML Engineer、Research Engineer、Applied Scientist、FDE、MLOps/LLMOps 工程师等。 开源地址： # 内容架构：一个精心设计的双层结构 第一层：跨公司通用题（Common Questions）。 作者把在多家公司反复出现的题目只列一次，标注"Asked at"哪些公司，按十大主题组织： 1. LLM 内部机制与架构 — attention 缩放因子、KV cache 内存公式推导、MQA/GQA/MLA、FlashAttention、BPE、RoPE/YaRN、Chinchilla scaling laws、MoE、解码采样策略、lost-in-the-middle、RMSNorm、SwiGLU 2. 推理、服务与 GPU 性能 — prefill vs decode、continuous batching、PagedAttention、投机解码、量化（FP16→FP4）、五种并行策略、TTFT/TPOT 指标、H100 上的 roofline 计算、vLLM/SGLang/TensorRT-LLM 选型、“如何把服务成本降 10 倍” 3. RAG 与检索 — 分块策略、BM25 vs 稠密检索、重排序器、HyDE、权限感知检索、ANN 索引、索引新鲜度、答案归因 4. Agent 与工具调用 — ReAct、MCP、工具 schema 设计、多智能体编排、Agent 记忆、循环终止条件、人类审批 5. 微调与对齐 — RLHF/DPO/GRPO/RLVR 全谱系、LoRA/QLoRA 数学、灾难性遗忘、“提示 vs RAG vs 微调”决策框架、蒸馏、reward hacking 6. 评估与可观测性 — LLM-as-judge 及其偏差、幻觉检测、基准污染、Agent 评估、回归门禁 7. 安全与负责任 AI — 提示注入（直接/间接）、OWASP LLM Top 10、护栏、Constitutional AI、红队 8. 多模态与语音 — VLM、语音 Agent 延迟预算、barge-in 打断处理、级联 vs 端到端语音、ASR/TTS 评估 9. AI 系统设计 — 十类高频设计题（千万级文档企业 RAG、代码助手、客服 Agent、Text-to-SQL、LLM 网关、数亿用户聊天服务等） 10. 编码题 — 从零实现 attention、KV cache、BPE、采样；LRU 缓存、令牌桶限流器、异步批处理器、SSE 流解析器、最小 Agent 循环 第二层：35 家公司的专属章节，分为五大梯队： 1. 前沿实验室（12 家）：Anthropic、OpenAI、Google DeepMind、Meta、xAI、Mistral、Cohere、DeepSeek、月之暗面（Kimi）、智谱（GLM）、阿里（Qwen）、Sarvam AI（印度） 2. 大厂 AI 组织：Microsoft、Amazon、Apple、NVIDIA、Tesla，以及一组消费级 ML 公司（Uber/Netflix/LinkedIn/Airbnb/Pinterest/Spotify） 3. AI 基础设施公司：Databricks、Groq、Together AI、Hugging Face、Scale AI、Perplexity 4. AI 原生产品公司：Cursor、Cognition（Devin）、Sierra、Harvey（法律）、Glean、 AI（机器人）、Waymo 5. 前向部署/企业 AI：Palantir # 题目分布透露的行业信号同样值得关注 1. 公司的差异化考察方向，和它的商业模式严丝合缝。 这是最能体现整理功力的地方： · DeepSeek、月之暗面、智谱、Qwen 的题目深度绑定自家论文——MLA、auxiliary-loss-free 负载均衡、Multi-Token Prediction、MuonClip、DualPipe、长上下文扩展、GLM 的 thinking 模式。面试这些公司等于面试它们的论文，还要求 PyTorch 从零实现 MoE 路由。 · Groq 的题全是 SRAM-only 架构下的 roofline 重推演：“没有 HBM，decode 的 roofline 论证哪里变了”、“确定性在 p99 层面到底买到什么”。 · Apple 清一色端侧：3B 模型在手机上跑、PTQ vs QAT、不采集用户内容的前提下用设备信号改进模型、30+ 语言区无法记录用户内容的评估方案。 · CharacterAI 是推理经济学：“我们的服务成本被 KV cache 而非权重主导，降一个数量级，代价是什么”。 · Harvey（法律）和 Abridge（医疗） 考的是领域约束下的工程：200 页信贷协议里第 140 页的条款依赖第 8 页的定义术语怎么检索、生成的病历中出现了患者没提过的药怎么当作安全事故处理、PHI 如何约束整个架构。 · Palantir 的招牌是 "decomposition" 轮：把“一家货运铁路公司每年因机车非计划停机损失数千万”分解成工程计划。 2. 编码轮的形态正在发生实质性变化。 文档里反复出现的一类题，与传统 LeetCode 明显不同： · “实现一个内存 KV 存储：先 SET/GET/DELETE，再加事务 BEGIN/COMMIT/ROLLBACK，包括嵌套事务”（OpenAI、xAI 都问） · “给你一个 LLM 推理引擎的调度器类，其中一个方法是空壳，没有规格没有文档。说说你头三十分钟干什么”（xAI） “重构这 120 行能跑但很乱的代码，不许破坏测试”（OpenAI） · “对 5 万个文档跑 LLM 调用，API 限 100 并发、偶发 429 和超时，把 Python 写出来”（Anthropic） 考察重心从算法记忆转向增量需求下的代码演进能力、并发正确性、真实工程约束下的取舍。 3. “AI 协作轮”作为新题型已经进入正式面试流程。 这是文档里最前沿的信号： · Anthropic 部分机器学习岗有 AI-collaboration 轮：现场给你 Claude，考察的是你如何指挥它和验证它的产出，而不是你自己写。 · Meta 2026 年的流程新增三阶段 AI 辅助编码轮（探索修复 → 实现新功能 → 扩展改进）。 · Cursor 的 onsite 是两天在真实 Cursor 代码库上做一个功能（或 8 小时远程版），明确考核你对 AI 工具的使用效率和自主 scoping 能力。 · Sierra 给你两小时和任意 AI 工具，看你选择做什么。 xAI 有四小时限时产品构建。 4. FDE 成为一级岗位类别。 Anthropic、OpenAI、Databricks、Scale、Together、Sierra、Harvey、ElevenLabs、Palantir 的章节里都有 "Applied and Forward-Deployed Scenarios" 专属题库——典型题目如“企业客户说 Claude 幻觉太多，你是驻场工程师，头 48 小时做什么”。这对应了 AI 公司向企业交付方式的转变：模型能力差距收窄后，落地能力成为差异化。 5. 硬核系统题的普及。 "H100 上 70B 模型 batch size 1 的 roofline 计算"、"估算 70B 模型的 GPU 显存（权重 + KV cache + 激活 + 碎片）"、"p99 延迟在部署后翻倍但模型没变，走一遍诊断”——这类题横跨 NVIDIA、Together、OpenAI、Perplexity 等多家，说明推理性能的量化直觉已成为 AI 工程师的通用素养，而非基础设施工程师的专属。

Nike跌了78%，Chipotle跌了52%，Constellation跌了55%。 这些不是什么垃圾股，是美国消费的门面。 沃尔玛距高点跌了18%，好市多跌17%，麦当劳跌30%，家得宝跌27%，从超市到快餐到家装，全线回撤。 Netflix跌42%，Uber跌30%，Booking跌32%。消费者连娱乐和出行都在砍。 百事跌25%，星座品牌跌55%，连可乐和啤酒都卖不动了，说明不是某个行业的问题，是整个消费在收缩。 这些公司有一个共同点：它们的收入直接来自美国普通消费者的口袋。当这些股票集体下跌的时候，传递的信号只有一个，美国人开始收紧钱包了。 标普还在创新高，但撑起指数的是AI和科技。消费股已经在用股价告诉你，实体经济的压力比指数显示的要大得多。 不过反过来想，这些公司的生意并没有消失。 沃尔玛、好市多、麦当劳，美国人总要吃饭购物，当恐慌把价格砸下来的时候，也许正是值得关注的时候。

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After experiencing Cybercab for the past few days in Austin, I think the biggest thing people are missing is the zero-sum game built into Uber. You have two people sharing one environment, with different preferences. The driver likes the temperature at 66. I want 72. If I get more comfortable, he gets less comfortable. He likes his music. I want mine. He wants the windows open. I want them closed. I take a few extra minutes getting to the car, and those are minutes another human spends waiting for me. There’s this constant little tug of war. My comfort and convenience can come at the expense of his. And I don’t blame the driver. It’s his working environment. He’s in that car all day. Of course he has preferences. That’s why I just let him play whatever music he wants. I don’t want my comfort to come at his expense. We’ve gotten so accustomed to this that we barely notice the tension anymore. Then you take a Cybercab. I set the temperature to 72. Nobody gets less comfortable. I play my Spotify at the volume I want. Nobody has to give up their music. I grab my Starbucks and take a couple of minutes to walk over, within the pickup window. Nobody is sitting there getting irritated with me. The car has no competing preferences. That is a profound change in the experience. I can optimize the ride around what makes me comfortable without asking another person to sacrifice what makes them comfortable. And you feel it. You get in, lean back, and relax. There’s no negotiation. No wondering whether your request is going to annoy someone. That whole layer of social tension disappears. I think this is a huge part of Cybercab’s value. Removing that zero-sum dynamic changes what the service feels like at its core. Once people experience that, I think a lot of them are going to have a very hard time going back to Uber.

Nach sieben Wochen Arizona bin ich gestern wieder in Deutschland angekommen und habe mich tatsächlich über Dinge gefreut, die man hier viel zu schnell für selbstverständlich hält. 👇 Ordentliches Leitungswasser. Keine Chlorbrühe. Frische deutsche Luft. Ein Spaziergang durch meine ruhige, vertraute Umgebung. Mehrlagiges Klopapier. Spreewälder Gurken und leckeres Bier. Gewohntes Essen. Die Qualität unserer Lebensmittel im Vergleich zu den USA. Dieses Gefühl von "endlich wieder daheim". Und trotzdem schaut mich meine Partnerin manchmal ziemlich irritiert an, wenn ich sage: Deutschland muss sich radikal verändern. Deutschland ist krank. Und wenn wir wirtschaftlich wieder auf die Beine kommen wollen, müssen wir auch grundsätzlich über unsere Rolle in der EU sprechen. Was sie dabei manchmal nicht sieht: Ich kann all das hier lieben und mich trotzdem ernsthaft um die Zukunft dieses Landes sorgen. Denn ich lebe in einem Viertel, in dem es sich hervorragend leben lässt. Jung, ruhig, sicher. Ich sehe hier nicht täglich die Probleme, über die in anderen Großstädten gesprochen wird. Und genau das macht es so leicht, den schleichenden Prozess zu übersehen. Die immer höheren Kosten. Die steigende Abgabenlast. Bürokratie ohne Ende. Ein immer größer werdender Staat, der immer mehr Bereiche des Lebens reguliert und bestimmt. Ein Stadtbild und eine kulturelle Entwicklung, die sich vielerorts immer weiter verändern. Und ein Sozialsystem, das an immer mehr Stellen nicht mehr funktioniert. Das Problem ist nicht, dass Deutschland morgen zusammenbricht. Das Problem ist, dass sich ein Land auch langsam zurückentwickeln kann, während sich das eigene Leben noch vollkommen normal anfühlt. Für mich steht deshalb fest, dass ich auswandern werde. Ob Deutschland irgendwann wieder ein Ort sein wird, an den ich zurückkehren möchte, wird die Zukunft zeigen. Aber wenn ich langfristig darüber nachdenke, wo ich beruflich wachsen, größere Ambitionen verfolgen und irgendwann vielleicht auch meine Kinder großziehen möchte, sehe ich hier momentan einfach keine ausreichende Perspektive. Und das sage ich gerade nicht, weil ich Deutschland nicht schätze. Ich bin hier geboren und aufgewachsen. Deutschland hat mir viel gegeben und ich verbinde sehr viel mit diesem Land. Aber genau deshalb fällt es mir schwer, dabei zuzusehen, wie dieses Land immer weiter erkrankt.

可以把尼采的“权力意志”（Wille zur Macht）理解成一句话： 生命不是单纯为了保存自己，而有一种不断扩张力量、克服阻力、超越自身、创造价值的冲动。 但有一个非常重要的文本学提醒：《权力意志》（The Will to Power）不是尼采生前完成并出版的一部著作，而是他精神崩溃以后，由遗稿笔记编辑而成，早期版本又受到其妹妹伊丽莎白等人的编排。因此研究尼采时，最好把“权力意志”放回《查拉图斯特拉如是说》《善恶的彼岸》《道德谱系》等正式著作及其遗稿中理解。 一、权力意志首先不是“争权夺利” 这是最容易误解尼采的地方。 尼采所谓 Macht，当然包含支配、竞争和力量，但远远不限于政治权力。一个艺术家创造作品、哲学家建立思想体系、运动员不断突破极限、一个人战胜自己的恐惧和软弱，在尼采意义上都可以表现为权力意志。 所以它更接近： 生命 → 释放力量 → 克服阻力 → 自我超越 → 创造新的价值。 因此尼采特别反对把人的最高目标理解成“幸福”“舒服”或者仅仅“生存”。 《反基督者》中有一句极具代表性的话： “什么是好的？——一切提高人的权力感、权力意志和权力本身的东西。” 紧接着又问： “什么是坏的？——一切源于软弱的东西。” 这是尼采最激烈的一面。 二、真正高级的权力，是征服自己 如果把尼采仅仅理解成“强者统治弱者”，其实把他读浅了。 《查拉图斯特拉如是说》贯穿着一个更重要的概念： Selbstüberwindung——自我克服、自我超越。 人最大的敌人未必是别人，而是昨天的自己。 因此“超人”（Übermensch）也不应该简单理解成政治强人。它首先意味着一种不断创造自己的生命形态： 你不是寻找一个现成的“我”，而是在创造一个“我”。 这和尼采非常著名的一句话相连： “成为你自己。” Werde, der du bist. 看起来矛盾——既然已经是自己，为什么还要成为自己？ 因为尼采认为现实中的你只是材料，真正的你还需要通过选择、痛苦、创造和自我克服塑造出来。 三、“上帝死了”以后，谁来创造价值？ 这可能是理解权力意志最重要的入口。 尼采的名句： “上帝死了！上帝仍然死着！是我们杀死了他。” 并不是简单宣布“没有上帝”。 他真正担忧的是：欧洲现代性、科学和理性已经瓦解传统基督教世界观，但欧洲人的道德价值仍然建立在原来的宗教基础上。 如果最高价值的根基消失，人为什么还要相信原来的善恶？ 这就是尼采所说的虚无主义危机。 所以权力意志最终进入价值哲学： 旧价值崩溃之后，人不能永远靠别人告诉自己什么是真理、什么是善。 强健的生命必须拥有创造价值的能力。 这就是尼采所谓： “一切价值的重估”（Umwertung aller Werte）。 四、主人道德与奴隶道德 《道德谱系》里，尼采进一步追问： 我们为什么把某些东西叫作“善”？ 他认为道德不是从天上掉下来的，也不是天然存在的。不同的生命状态会创造不同的价值体系。 “主人道德”从自身力量出发： 勇敢、卓越、尊严、创造、独立 → 好。 而“奴隶道德”则可能从怨恨（Ressentiment）出发，把强者的力量重新定义成邪恶： 你强大，所以你恶；我弱小，所以我善。 尼采并不是简单鼓励欺负弱者，而是在进行一种非常激进的道德谱系学：当有人宣称“这是正义”“这是道德”时，不仅要问他说得对不对，还要追问： 是谁定义的？为什么这样定义？这种价值判断背后有什么心理与权力结构？ 这对后来福柯等人的思想影响非常大。 五、尼采几句最值得记住的话 有些中文流传版本翻译差异很大，我给你意思最可靠的常见译法： “凡不能杀死我的，使我更强大。” Was mich nicht umbringt, macht mich stärker. ——《偶像的黄昏》 “没有事实，只有解释。” Es gibt keine Tatsachen, nur Interpretationen. ——尼采遗稿 （这句尤其要注意，它不是尼采正式出版著作中的格言。） 还有一句与你最近思考“道统、价值、权力合法性”的问题特别接近： “谁不能服从自己，就会被别人命令。” ——《查拉图斯特拉如是说》 以及： “人是应当被超越的东西。” 这其实比“权力意志”四个字更能代表尼采。 如果把尼采压缩成一个思想结构 我会这样概括： 上帝之死 → 传统最高价值失去绝对基础 → 虚无主义出现 → 人必须重新评价价值 → 权力意志成为生命创造与自我超越的动力 → 超人代表能够承担价值创造责任的人。 所以尼采最深刻的地方，并不是教人怎样获得权力。 而是提出一个现代文明至今没有彻底解决的问题： 当传统的神圣秩序失去约束力之后，人靠什么约束自己？谁有资格规定善恶？如果价值最终由人创造，那么创造价值的人又受什么约束？ 这恰好可以与你刚才关于哥贝克力石阵的思考形成一个非常有意思的首尾呼应：文明之初，人类通过神圣力量建立高于自己的秩序；到了尼采这里，现代人宣布“上帝死了”，那个超越性秩序发生危机。于是现代性最危险的问题出现了——当人自己成为价值的创造者以后，权力会不会最终把自己也宣布为真理？ 这其实已经可以直接进入你所关心的“道统—法统—权力”问题了。以上为AI认知的尼采

Viele schauen beim Hauskauf nur auf den Kaufpreis. 300.000€ Haus. Dazu kommen erstmal ungefähr 30.000€ Kaufnebenkosten für Grunderwerbsteuer, Notar, Grundbuch und eventuell Makler. Dann hast du laufende Kosten wie Grundsteuer, Versicherung, Heizung, Wasser und Müll. Sagen wir dafür grob 400€ im Monat. 10 Jahre = 48.000€ Dazu kommen Instandhaltung und kleinere Reparaturen. Sagen wir dafür 15.000€ über 10 Jahre. Und irgendwann willst du vielleicht auch mal renovieren. Neue Böden, Bad, Küche, Wände usw. Dafür rechnen wir nochmal 30.000€. Und dann die Finanzierung. Bei 270.000€ Kredit, 3,5% Zinsen und normaler Tilgung können über 10 Jahre grob 60.000€ Zinsen zusammenkommen. Nach 10 Jahren: 300.000€ Kaufpreis 30.000€ Nebenkosten 48.000€ laufende Kosten 15.000€ Instandhaltung 30.000€ Renovierung 60.000€ Zinsen = 483.000€ Aus einem 300.000€ Haus werden über 10 Jahre schnell fast 500.000€ Gesamtkosten.

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: