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And the #crazy# part is: just a few years ago, $50 or $60 could get a family of four a pretty decent meal at a sit-down restaurant. But now, because inflation has gone up so much while salaries haven’t kept up—and for some people, salaries have effectively gone #down—things# that used to be affordable are no longer affordable. #McDonald’s# becoming a “#luxury”# is already a sign of how much has changed. The same thing is happening with eating out in general. Back then, a working-class family could go out to eat maybe once a month. Now even that can feel like a luxury. Places like Applebee’s or Cheesecake Factory used to be treated as “cheap” or even a joke—people would say #things# like, “If your boyfriend takes you to Applebee’s, dump him.” But today, that attitude doesn’t even make sense anymore, because Cheesecake Factory is expensive too. Eating out has become a middle-class luxury, not something normal.

Shipping a new idea: Eimi 🚀 You write down things that matters to you in a few words, and Eimi will send you a few calm cards throughout the day. Perfect for language practice, market watch, or gentle reminders. It's currently in public Beta:

We’ve had lots of questions from our investor community looking for thoughts on OUSD, and so I thought I’d share my direct views here for anyone. Stablecoin networks are platform and network effect businesses that are established over a long period of time, tend towards winner-take-most market structures, and resemble other internet platform utility markets. There are several layers that drive this. First, stablecoin networks effectively act as public protocols and software layers on the internet and their network strength is a matter of the number and range of applications and services that integrate to the network. Every time a developer or service provider integrates to the network, it brings more network effects. This attracts more developers and adds more utility and more network effects. This then drives demand for the digital currency itself, which then reinforces these network effects through liquidity network effects. We have realized this at a massive scale with the USDC network today — thousands upon thousands of services integrate with our network, which in turn provides immense utility not just to each application, but to users as a whole who benefit massively from the reach and interoperability that exists. This drives user and developer preference further. We’ve invested in building that ecosystem over nearly a decade, and now it’s accelerating as mainstream institutions come onto the network, connecting their customers and users. We add to that utility by building software stacks that further expand and strengthen the network — protocols like CCTP and Gateway, which promote interoperability, safety and liquidity around the world. This expands the target surface area for app builders and developers, making it easy for them to tap into the liquidity and network effects that already exist. We are now seeing that stack get pulled into all kinds of chains, permissioned L2s, networks being built by governments, and so much more. The second layer is that of liquidity network effects. This is fundamental. Liquidity begets liquidity. For a stablecoin to achieve scale and utility, it needs to be highly liquid, both on a primary basis (e.g., through all the major financial market centers in the world, with world class direct banking liquidity) and on a secondary basis both by being available and tradeable for retail and institutional clients in every geography and against every fiat instrument in the world. People who want to access and move value need to be able to easily get in and out of that digital currency. Here, we’ve invested nearly a decade in building out that liquidity, and it is now entrenched in exchanges, DeFI venues, and with PSPs, payments firms, regional exchanges, and so many others. Establishing these liquidity network effects also involves building global regulatory infrastructure and ensuring that the stablecoin is available under various regimes around the world. Today, USDC is in the top 3 most liquid digital assets in the world, and it falls off sharply after that. BTC, USDT and USDC have extraordinary liquidity. The closest other dollar stables are like 10x smaller and that liquidity tends to be concentrated in promotional books in a single exchange, whereas USDC liquidity is dispersed widely across dozens and dozens of surfaces. Building this liquidity has been a nearly decade-long task that we continue. A third layer of network strength comes from the deep integration with the policy and regulatory environment — in many cases, years of effort to build licensing (e.g., USDC is the only large global stablecoin currently available in all of Europe or Japan), and more regimes for stablecoins are coming online, with Circle leading the way in ensuring that USDC is officially recognized, registered, licensed and accepted in the most important markets in the world. On the back of this is the work of building global banking, reserve management and treasury and liquidity management that can operate this on a nearly 24/7 basis in markets and banking systems globally. This globalization effort is a massive investment that we have made over the years. All of these investments by Circle and our global ecosystem of thousands of partners have delivered the net result of providing the world’s most trusted and available digital dollar infrastructure—a utility that any user, developer, or business can freely and easily tap into. And we do not intend to slow down. All of this compounds and shows in the numbers. In Q1 2026, according to third-party analysts (Artemis) who track stablecoin adoption, USDC handled nearly $30T in onchain transactions, representing 80% of all dollar stablecoin transactions on blockchains. USDT handled the remaining 20% of transactions. All of the combined remaining dollar stablecoins handled a total of 0% of transactions (i.e., < 0.5%). While other stablecoins may have some circulation, most of that is through promotions and incentives, the actual usage is extremely limited—because of the extremely limited liquidity and network utility that exists for these coins. But my thoughts on the competitive landscape are not just about the strength of our network—there are also considerations around any new initiative. Several perspectives and positioning have been shared about how something like OUSD improves on something like USDC. 1) Free mint and burn. The argument suggests that existing stablecoins charge burn fees, and payments firms should not need to pay these (despite the fact that the entire payment industry is built on small bps fees on various ingress and egress points on their networks). There are structural market realities built around the fact that some stablecoins impose very large redemption fees and have limited redemption facilities – the impact of this is that stablecoins with strong redemption facilities, good liquidity and no fees become the offramp for their competitor stablecoins. It may seem easy to say one will offer unlimited and free redeems, however market reality likely forces other behavior. This can be addressed – and is addressed by Circle – through contractual mechanisms vs. a blanket fee exemption. 2) Everybody wins and shares. While this sounds good in principle, the reality of the market and market opportunity is quite different. Today, Circle shares the majority of its income with its distribution partners, and we continue to lean hard into expanding those partnerships with leading companies across every sector of the market. However, we also retain significant income that allows us to invest in the massive market infrastructure that makes this such a powerful and valuable utility for the world to build on. Giving away all the income is a recipe for starving an infrastructure, systematically underinvesting and ensuring that your platform will remain limited in scope. Furthermore, Circle believes that the future stablecoin market is likely several orders of magnitude larger than it is today. We’re actively bringing partners into the USDC ecosystem through a diverse and growing set of partnership models that span our work with exchanges, custodians, payments firms, asset issuers and more. We are excited to continue to build with a “big tent mentality” where the entire ecosystem can grow value together. 3) A consortium where everybody has a voice. Perhaps I have a cynical view, but the track record of consortium products achieving scale, P/M Fit or even basic product agility is absolutely dismal, and while there are examples of financial consortia that operate utilities, they are predictably slow moving. Large groups of large companies coordinate poorly, have misaligned incentives, slow things down and rarely create the space for real durable innovation and competitiveness. They also typically, out of their own self-interest, starve the consortium itself on an operating basis. We actually tried this in the early days of USDC, and even with a very small group, ran into endless challenges and complexity. Smaller, tighter strategic collaborations and commercial partnership arrangements with product and platform builders that can drive forward independently will almost always outcompete large consortiums. But oftentimes when these get formed, everyone feels like they should put their logo on the list, kiss the ring, and make noise about openness. But typically those same firms will turn to their operating units and make the best decisions for their customers, which often means partnering with the market leader and building durable win-win partnerships. There’s also been a bunch of commentary on Circle's partnership with Coinbase and what this all means. Our stablecoin partnership with Coinbase remains as strong as ever, and I think we both see that enormous opportunity ahead to expand the USDC network. A final comment: Circle remains committed to supporting a wide range of different products and infrastructures, even when we might compete with different aspects of those partners’ products in other areas of our business. With OUSD, we work closely with many of the founding members, and we expect that those same members will remain large USDC partners and customers. At the same time, as Circle has diversified our product and platform stack, expanding across Arc, CCTP, CPN, StableFX, Agent Stack and many other areas, we continue to expand the partnerships and collaboration with many other stablecoin issuers — dozens of them — to help them launch on Arc, leverage our interoperability infrastructure, get supported in our Wallets and become settlement and FX options on CPN and StableFX. We are huge believers in growth in the stablecoin ecosystem and welcome OUSD as a new member of the community!

Actor Kelsey Grammer: There is a virus that has infected a very small number of people, I think, who just want to tear things down. They've been consumed by hatred... I pray for them.

That moment when everything flips in seconds… this is why people don’t stop playing. Big reactions, real tension, and outcomes you don’t see coming. If you know, you know. Built for crypto players who want speed, fairness, and no unnecessary friction. Instant withdrawals, provably fair games, and no KYC barriers slowing things down. Watch closely… the next spin might be the one. @dustbitcom @DustbitOfficial #Dustbit# #CryptoCasino# #CasinoWins#

YouTuber Jesse Ridgway and his wife abort their child after finding out the baby had Down syndrome. Ridgway cited that they chose to kill the baby after deciding that he and his wife didn't want to be inconvenienced with a child with Down syndrome. "Things have been pretty dark for a while for us, and we felt this was gonna be a nice little ray of sunshine, and it's not." Horrific and selfish. An estimated 67% - 85% of pregnancies in the U.S. with a Down syndrome diagnosis are aborted. This is evil. Don't let anyone convince you otherwise.

Airwallex founder Jack Zhang on why he turned down Stripe's $1.2 billion offer to buy his company: In October 2018, Stripe reached out. Patrick Collison wanted to catch up, and the two founders ended up spending a whole day together. The proposal was direct: they should either work together, or Stripe should buy Airwallex. Jack's instinct was to slow things down. "Let's just spend more time together," he said. What followed was an unusual courtship. Patrick built out a 10-to-20-page document in a Google Sheet laying out his thinking and asked @awxjack to comment on it. As they worked through it together, Jack had a realisation: "I was like, wow! The vision of the company in the next decade is kind of very much the same. We all wanted to build AWS for financial services." Stripe was far ahead of them. At the time, before Covid it was around a $9 billion company, which Jack notes is similar to the scale of Airwallex today. He was also struck by Patrick himself: "This guy is so smart. The Collisons are always held as geniuses. He's just so intellectually honest about everything, and also able to go deep in multiple dimensions." Then came the offer. Jack breaks down the structure: around $800 million on the cap table, $350 million to him and his co-founders, and roughly $25 million to core employees, close to $1.2 billion in total. Jack met with the whole team, came away impressed, and verbally told them: "I think we're going to do it." But the decision wouldn't settle: "On the back of your mind, are you really going to do it? I flew back and I was walking around San Francisco for two weeks trying to figure it out. I couldn't figure it out." What finally tipped him came from a question he'd asked Patrick about the long term whether he planned to be at Stripe forever: "Patrick said he's going to build Stripe for the next 20, 30, 40 years. I've just never heard a founder tell me that people would dedicate their entire life to building a business. That was so inspiring to me. I'm like that's what I want to do."

This is an email I sent earlier today to all employees at Coinbase: Team, Today I’ve made the difficult decision to reduce the size of Coinbase by ~14%. I want to walk you through why we're doing this now, what it means for those affected, and how this positions us for the future. Why now Two forces are converging at the same time. We need to be front footed to respond to both. First, the market. Coinbase is well-capitalized, has diversified revenue streams, and is well-positioned to weather any storm. Crypto is also on the verge of the next wave of adoption, with stablecoins, prediction markets, tokenization, and more taking off. However, our business is still volatile from quarter to quarter. While we've managed through that cyclicality many times before and come out stronger on the other side, we’re currently in a down market and need to adjust our cost structure now so that we emerge from this period leaner, faster, and more efficient for our next phase of growth. Second, AI is changing how we work. Over the past year, I’ve watched engineers use AI to ship in days what used to take a team weeks. Non-technical teams are now shipping production code and many of our workflows are being automated. The pace of what's possible with a small, focused team has changed dramatically, and it's accelerating every day. All of this has led us to an inflection point, not just for Coinbase, but for every company. The biggest risk now is not taking action. We are adjusting early and deliberately to rebuild Coinbase to be lean, fast, and AI-native. We need to return to the speed and focus of our startup founding, with AI at our core. What this means To get there, we are not just reducing headcount and cutting costs, we’re fundamentally changing how we operate: rebuilding Coinbase as an intelligence, with humans around the edge aligning it. What does this mean in practice? - Fewer layers, faster decisions: We are flattening our org structure to 5 layers max below CEO/COO. Layers slow things down and create coordination tax. The future is small, high context teams that can move quickly. Leaders will own much more, with as many as 15+ direct reports. Fewer layers also means a leaner cost structure that is built to perform through all market cycles. - No pure managers: Every leader at Coinbase must also be a strong and active individual contributor. Managers should be like player-coaches, getting their hands dirty alongside their teams. - AI-native pods: We’ll be concentrating around AI-native talent who can manage fleets of agents to drive outsized impact. We’ll also be experimenting with reduced pod sizes, including “one person teams” with engineers, designers, and product managers all in one role. In short: AI is bringing a profound shift in how companies operate, and we’re reshaping Coinbase to lead in this new era. This is a new way of working, and we need to leverage AI across every facet of our jobs. To those who are affected I know there are real people behind these decisions — talented colleagues who have poured themselves into this company and our mission. To those of you who will be leaving: thank you. You’ve helped build Coinbase into what it is today, and I am sincerely grateful for everything you've done. All impacted team members will receive an email to their personal account in the next hour with more information, and an invitation to meet with an HRBP and a senior leader in your organization. Coinbase system access has been removed today. I know this feels sudden and harsh, but it is the only responsible choice given our duty to protect customer information. To those affected, we will be providing a comprehensive package to support you through this transition. US employees will receive a minimum of 16 weeks base pay (plus 2 weeks per year worked), their next equity vest, and 6 months of COBRA. Employees on a work visa will get extra transition support. Those outside of the US will receive similar support, based on local factors and subject to any consultation requirements. Coinbase prides itself on talent density. Our employees are among the most talented people in the world, and I have no doubt that your skills and experience will be highly sought after as you pursue your next chapters. How we move forward To the team that is staying, I know this is a difficult day. We’re saying goodbye to colleagues and friends you've been in the trenches with. But here’s what I want you to know as we move forward together: Over the past 13 years, we have weathered four crypto winters, gone public, and built the most trusted platform in our industry. We’ve made it this far by making hard decisions and by always staying focused on our mission. This time will be no different – nothing has changed about the long term outlook of our company or industry. And most importantly, our mission has never been more important for the world. Increasing economic freedom requires a new financial system, and we’re building it. The Coinbase that emerges from this will be more capable than ever to achieve our mission. Brian

Roblox shares fell sharply today after the company slashed its full-year guidance. The stock dropped about 18% in one day. Roblox cut its full year bookings forecast by around 1 billion dollars. Bookings show how much future money the company expects from game currency sales. New safety rules for children are slowing things down and company says the changes are needed after lawsuits and pressure to protect kids from online risks. Investors are worried about slower growth and sold shares fast.

📢 BrownDust2 | BEAUTY ON DUTY PV 🌊 Another sizzling summer has arrived, and BrownDust2’s bikini agents are here to cool things down! This time, we've even got a surprise cow cosplay?! 😲 Get ready for thrilling missions in the summer heat, with daring agents flawlessly carrying out their duties in bikinis—and a special shock as PR manager Teresse herself transforms in a cow costume for the ultimate promotion! Don’t miss out on BrownDust2’s exciting and special second summer!