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Higgsfield is the most untold story in tech. $1BN in ARR in 18 months. Faster than everyone other than OpenAI and Anthropic. They spend $4M a month on models. They expect this to be $100K per person per month. They have 150 people working in a content machine. They will breed more millionaires than any other company in Kazakh history. For the first time, @alexmashrabov on the journey to $1BN in ARR. (below) 1. The Power of the Immigrant Founder Coming from Uzbekistan, Alex was pushed into competitive programming at age eight as his single path to reach the United States. For international founders, placing top in global competitions serves as the ultimate social elevator, instilling the relentless work ethic required to build breakout companies. 2. My Biggest Lessons in the Journey to Finding Product-Market Fit @higgsfield burned over $10 million of its $16 million seed round chasing hype and narrative rather than product quality. With under $5 million left, the team pivoted to product-led growth, solving camera control for creative directors, which immediately triggered organic hypergrowth without paid ads. 3. The 150-Person Content Team Powering Higgsfield's Billion in ARR Nearly half of Higgsfield's workforce consists of 150 in-house creative professionals producing tutorials, ads, and cinematic projects. Generating 90 minutes of TV-quality AI video requires 100 hours of raw output, proving human taste and curation remain the primary drivers of distribution. 4. We Spend $4 Million per Month on Models Higgsfield spends $4 million monthly on internal model usage, averaging $10,000 per employee so teams can freely vibe code and test workflows. Uncapped inference compute acts as a force multiplier, allowing top talent to discover breakthroughs at maximum velocity. 5. Why Chasing Benchmarks Is Bullshit and the Corporate Misalignment Occurring Public benchmarks have devolved into corporate psyops where lab researchers overfit test data to secure bonuses before job-hopping. Text-to-video benchmarks ignore real production workflows requiring 3,000-word prompts, proving direct customer iteration beats artificial leaderboards. 6. Why Team Sizes Won't Be Impacted as Much as People Think While AI handles over 60% of basic support requests, complex B2B environments cannot eliminate human teams. High product velocity constantly shifts rules and context, requiring smart, coordinated operators across legal and customer success. 7. Americans Are Way More Promiscuous When It Comes to Leaving Companies Silicon Valley workers routinely jump jobs every two years, prioritizing short-term trends over deep commitment. This transactional market gives international hubs an advantage, where cultural loyalty and team stability build compounding technical moats. (links in comments)

This week, we released two new audio models for creative production and cost-efficient speech at scale. Hear what's possible with Gemini 3.8 Flash TTS and Gemini 3.8 Flash-Lite TTS 🧵

Giga Shanghai has become one of the most important factories Tesla has ever built 🇨🇳 More than 4.5 MILLION Teslas have already been produced there That’s over 45% of Tesla’s entire cumulative global vehicle production from a single factory And Giga Shanghai reached that scale in only about 6.5 years One factory has produced nearly half of all Teslas ever built The scale of what Tesla created in Shanghai is insane

here's a prompt to improve your agent harness based on what we've learned at cursor. enjoy # Improve this agent harness's token efficiency You're working on an LLM agent harness: the system prompt, tool definitions, request assembly, context caching, compaction, and retrieval, and how work is split across agents. Make the agent's runs cheaper without making it worse at its job. - Objective: lower price-weighted token cost per completed task. - Constraint: no measurable drop in task quality. Measure per task, not per request. Every turn resends the prefix (tools, instructions, setup, and the conversation so far), so a change that shrinks each request but adds turns can cost more. Weight tokens by billing type: output, uncached input, and cached input are priced very differently. Work in this order: map the harness and measure the baseline, rank the opportunities, make the changes that are safe to make directly, put the rest behind flags or in proposals, then report. Figures below come from one team's production coding agent and its multi-agent experiments. Use them to gauge magnitude, not as targets. One round of these changes (prompt trimming, tool offloading, cache layout, sparse line numbers, subagent tuning) cut that team's overall token cost about 7% with no loss in quality. The larger percentages apply only to the part of the request each change touched. ## Principles 1. Change what the harness sends, not how hard the model tries. Don't ask the model to conserve tokens. A harness that told its model to "take care to preserve tokens and not be wasteful" found it grew reluctant to take on ambitious tasks and sometimes quit, saying it wasn't supposed to waste tokens. 2. Capable models need definitions, not commands. Lists of "DO NOT", "You must", and "Important", and guards against older models' habits, can usually be replaced with plain descriptions of what each tool does. One team cut about two-thirds of its system prompt this way, and the shorter prompt worked across model families. Instruct only on what the model can't know (the product, the environment, the user's processes) and on quirks you've seen in transcripts. 3. Static context is for what most turns need. Everything else should be discoverable when needed. Less up-front context also means less confusing or contradictory information. 4. Expect removals to win. Guardrails written for weaker models, coordination steps that became bottlenecks, and prompting for behavior the model now does on its own all cost tokens. 5. Real usage decides. Evals are a fast proxy, but they skew toward hard problems and miss the real mix of requests. ## 1. Map the harness and measure the baseline Find: - Where requests are assembled, the system prompt, and tool schemas. If a framework or SDK builds requests, find its hooks for message order, cache control, and tool loading. - How tool results are formatted, and how history is kept, trimmed, or summarized. - How subagents or parallel agents are spawned, if any. - Which models and provider APIs are used. From the provider's docs, get the prompt caching behavior (automatic or explicit breakpoints, TTL, minimum cacheable length) and the prices for output, uncached input, and cached input. - Existing logging, token accounting, and evals. If the harness doesn't record per-request token usage by billing type and cache hits, add that first. Everything later depends on it. Then render a few real requests (from logs, or by running representative tasks) and count tokens per section with the model's tokenizer or the API's usage fields. Produce: - Cost share by source × billing type. Sources: system prompt, tool definitions, skill/rule/integration descriptions, user messages, file reads, search results, command and other tool output, history, summaries, subagents. - Static tokens per request, cache hit rate, and turns per task. - Per tool: the share of runs that call it at least once, and its error rate. Read the rendered requests, not just the templates. Duplication, leaked volatile values, and misordered blocks only show up there. Rank opportunities by share of spend × fraction removable ÷ quality risk. ## 2. System prompt and injected context Label every instruction: - Keep: product or environment knowledge the model can't infer, fixes for quirks seen in this model's transcripts, and rules a mode depends on. - Rewrite: commands and emphasis into plain descriptions. Reminders into constraints: "No TODOs, no partial implementations" works better than "remember to finish implementations." Vague quantities into ranges: "generate 20–100 tasks" gets far more ambitious behavior than "generate many tasks." - Delete: things capable models do by default, guards against behavior you haven't seen from this model, text that repeats tool descriptions, and lines that could contradict a user request. Models trained to rank system instructions above user messages will side with the system prompt. - Move: anything per-user or per-request (date, environment, repo state, lists of skills or subagents, user rules) into a user-role setup message after the cache boundary. Audit other injected context the same way. As models improved, the team behind these figures dropped directory trees, pre-retrieved snippets, compressed copies of attached files, lint errors injected after every edit, forced expansion of short file reads, and caps on tool calls per turn. They kept small, high-value facts: OS, repo status, and open or recently viewed files. Skip checklists for open-ended work. The model optimizes the listed items and deprioritizes everything else. ## 3. Tool definitions Tool schemas ride along on every request. Most tools beyond the core set were each needed in under 20% of conversations, and moving them out of static context cut tool-description tokens 60%. Doing the same for integration tools (such as MCP servers), with names in context and full schemas in one folder per server that the agent can search with grep or jq, cut total tokens 46.9% in sessions that used them. - Keep in static context: high-frequency tools (for a coding agent: read, search, edit, shell), tools the model tries to call even when they're absent, and tools a mode depends on. - Offload the rest: leave a name or one-line pointer and make the full schema discoverable on demand. Group related tools so they load together, and put status (such as "needs re-authentication") where the agent will see it. - Tighten what remains: describe behavior and arguments, and drop usage lectures. - Pick the split by testing a few configurations and tracking tokens, cost, latency, tool-call errors, and task success. ## 4. Cache layout Order each request so the reusable prefix is as long as possible: `tool definitions → system instructions → [breakpoint] → setup message (skills, subagents, rules, environment) → [breakpoint] → conversation` - Keep the prefix byte-identical across turns. Use deterministic tool order and serialization, put timestamps and IDs after the boundary, and don't rewrite earlier messages except when compacting. - Use explicit breakpoints if the provider supports them. Otherwise rely on automatic prefix caching with the stable part first. Respect TTL and minimum-length rules. - Switching models mid-conversation throws away the cache (caches are per model and provider) and hands the new model a history it didn't write. When a different model is needed, run it as a subagent with fresh context. Explicit breakpoints plus moving per-request setup after them cut cold cache misses 20%. ## 5. Tool results and other context added during a run - Large outputs (commands, integrations, logs): write them to a file and return the path, size, and a short tail. The agent can tail, grep, or read ranges for more. Truncating loses data, and inlining bloats every later request. Treat long-running terminal sessions the same way. - High-volume formats: look for overhead repeated on every line or item. Numbering every 10th line of a file read instead of every line cut cache-read tokens 1.6% without hurting citation accuracy. Each number costs 3–5 tokens, and agents read tens of thousands of lines per session. Also check repeated absolute paths, verbose JSON keys, ANSI codes, progress bars, and repeated headers. - Good retrieval saves exploration turns. Adding semantic search alongside grep raised codebase question-answering accuracy 12.5% on average and cut the iterations users needed. - Tool errors waste tokens and leave confusing debris in context. Classify expected errors (invalid arguments, unexpected environment, provider error, timeout, user abort), treat unknown errors as harness bugs, and track rates per tool and per model. One focused effort along these lines cut unexpected tool errors 10×. ## 6. Long runs: compaction, subagents, and model mix - Compaction: keep the summarization prompt short and the summary compact, carry forward plan state and remaining tasks, and save the full history to a file the agent can search for details the summary dropped. A model trained to self-summarize from a one-line prompt wrote ~1k-token summaries with half the compaction error of a multi-thousand-token prompt that produced 5k+ token summaries. Untrained models may need more guidance, so test how short you can go. A more expensive summarization model made a negligible difference. - Scratchpads and running notes: rewrite them instead of appending. For repeated work in one environment, a small agent-maintained notes file with a line budget, loaded at start, is a promising way to shorten later runs. - Subagents: fresh context keeps the parent lean, but isolation adds coordination cost (duplicate or stale work). If the model already delegates on its own, remove prompting that pushes it to. Have subagents return short handoffs: what was done, findings, concerns, and deviations. A subagent should use a different model only when the user or harness says so. - Model mix: in large multi-agent runs, workers used at least 69% of tokens, and over 90% in most runs. A frontier planner with cheap workers matched a frontier model doing everything at about one-eighth the cost. Planner choice still changes worker spend. One planner that cost less on its own saw its workers use several times more tokens, and the run cost more overall. Measure the whole tree. - Routing and reasoning effort: send simple turns to a cheaper model or lower effort, and upgrade only when a stronger model is clearly better. A router built this way matched or beat single frontier models on user satisfaction at 41–68% lower cost. - Reasoning continuity: if the API returns reasoning items (including encrypted ones), pass them back on later turns and alert when they go missing. Dropping them cost one reasoning model 30% on a coding benchmark, and it burned tokens reconstructing its plan. ## 7. Fit the harness to each model Adapt to what each model was trained on instead of forcing one shape on all of them. If you've tuned the harness for a similar model, start from that version. - Edit format: use the one the model was trained on (for example, patch-style or search-and-replace). An unfamiliar format costs extra reasoning tokens and causes more mistakes. - Shell or tools: shell-first models fall back to `cat` or inline scripts. Name tools after their shell equivalents (such as `rg`), and if needed add: "If a tool exists for an action, prefer to use the tool instead of shell commands (e.g. read_file over `cat`)." - Literalness: some model families follow instructions literally and others tolerate imprecision. Some spiral on emphasized wording. Strip caps and emphasis for literal models. - Triggers: some models ignore a tool until told when to use it. A literal trigger works: "After substantive edits, use the to check recently edited files for linter errors. If you've introduced any, fix them if you can easily figure out how." - Progress updates: if a model reports progress through reasoning summaries, keep them to 1–2 sentences that note new findings or a change of tactic, and remove instructions about messaging mid-turn. - Quirks worth a targeted line: hedging or refusing as context fills ("context anxiety"), declaring completion early, stopping to ask permission, and calling tools that don't exist. Tie each added instruction to the transcript behavior it fixes. Re-audit when models change, since guidance one version needed can be dead weight for the next. ## 8. Validate - Offline: run a fixed set of realistic tasks before and after, ideally drawn from real usage and phrased the way users actually write (short and ambiguous). Compare task success, tokens, cost per task, turns, and tool errors. Don't ship a change that lowers success. - Online, if you have users: A/B test each change or small bundle. The primary metric is cost per completed task. Guardrails are task success signals, tool-call errors, latency, turns per task, and cache hit rate. For a coding agent, a good success signal is how much agent-written code survives over time. In general, check whether the user's next message moves on or reports a problem. - Ship only when cost drops and no guardrail regresses beyond noise. Record null results. ## What to change directly and what to propose - Change directly, each in its own revertible commit: token and cache telemetry, deterministic serialization and tool order, moving volatile content out of the cached prefix, explicit cache breakpoints, writing large outputs to files instead of truncating, passing back reasoning items that are being dropped, and fixes for recurring tool errors. - Change behind a flag so it can be tested: system prompt edits, tool offloading, output format changes, compaction changes, and subagent prompting. - Propose only: changes to which models run, routing, reasoning-effort defaults, or how work is split across agents. ## Traps - Asking the model to use fewer tokens or do less. - Truncating tool output. - Dropping reasoning items to save input tokens. - Volatile content in the cached prefix, or tool order that changes between requests. - Offloading a tool the model needs on the first turn or tries to call when it's missing. - Emphasis-heavy prompts (MUST, NEVER, IMPORTANT, all caps), especially with literal models. - Forcing a terser output format than the model was trained on. Fewer output tokens can mean less thinking and worse results. - Optimizing raw token counts instead of cost, per request instead of per task, or evals instead of real usage. - Switching models mid-conversation to save money. - Adding coordination layers that become bottlenecks. ## Report back with 1. The harness map and baseline: cost by source × billing type, with the biggest sources called out. 2. A ranked list of changes: layer, what changes, estimated savings and how you estimated them, quality risk, how to validate, and how to roll back. 3. The changes you made, including a system prompt diff with a keep, rewrite, delete, or move reason for each line. 4. A test plan for the flagged changes. 5. Gaps: anything you couldn't find or measure.

Thanks @Tesla for inviting us to visit Austin’s gigafactory. Unfortunately we can’t film inside, but still super impressed to learn how efficient the Cybercab production will be.

The World is Changing: AI For Creativity By Jeffrey Katzenberg A few months ago, I sat in my office in Silicon Valley and watched as a tech founder showed me something extraordinary. On the screen was a fully realized, beautifully lit, well-composed animated scene. It was stunning and it made me feel exactly what I felt in 1986 watching Luxo Jr. That was the first time I watched a computer-animated 3D character take a breath and seem, against all reason, to have life. It left me in awe. Later that day, I received a text from an artist I've known for thirty years, 350 miles to the south, in the city where I spent most of my career. After seeing a similar video, she texted: "Is this the end of us?" My answer was, "Certainly not.” I have spent the better part of the last decade in Silicon Valley, but the heart of my career has been in Hollywood. Being deeply connected to both worlds means I have deep loyalties to each and a responsibility to speak honestly to both. In 2023, I said that these new AI tools would cut the time and cost of producing world-class animation by as much as ninety percent within three years. Some colleagues were alarmed, many were furious. There is growing fear and resistance surrounding AI within the creative community. I deeply understand it, because I've spent countless hours walking through animation studios watching gifted artists bent over their desks, rebuilding a single second of film for the tenth time because the ninth version wasn't quite right. I've sat in screening rooms where four years of people's labor played out in minutes, and I knew the name of every person that had spent countless hours bringing those images to life. The creative process is a calling, there's really no other way to describe it. From the outside some see resistance. From the inside, it is love. People do not fight this hard for things they don't care about. The pushback coming out of Hollywood represents the collective effort of people who are deeply passionate about their craft. Is History Repeating Itself? The history here is more complicated than either side may realize. In 1906, the most famous composer in America, John Philip Sousa, published an essay titled “The Menace of Mechanical Music." He warned that the phonograph would become "a substitute for human skill, intelligence and soul." Sousa's fight was not really about the machine, it was about money. The machines were playing his compositions, and the men who built them weren't paying him a cent. His campaign helped create the Copyright Act of 1909. He did not stop the technology. He changed the terms under which it could use his work. A hundred years ago, sound came to the movies. We remember it now as a miracle, and it was. What we forget is who paid for it. Before sound, tens of thousands of musicians made their living in the orchestra pits of movie houses, scoring every film live, every night, in towns all over the world. When the soundtrack arrived, the work of one composer and one orchestra was recorded for a film that went into thousands of theaters. The union fought back with everything it had, taking out newspaper ads across the country warning against the menace of "canned music," one of them showing a mechanical man tearing the strings out of a harp while an angel wept. They were not fools, and they were not Luddites. They were right. Those pit jobs did not come back. And yet (this is the part we have to be brave enough to admit), sound gave us the movie musical, the modern score, sfx, sound design, audio engineering, and an art form vastly larger than the one it disrupted. And it helped keep Hollywood in the forefront of world entertainment for the rest of the century and into the next. The loss was real. And yet the art form expanded. This is a story that has been told over and over again. To resist technology is to risk irrelevance. Just look at Kodak or Blockbuster. To embrace technology is to open doors of new possibility. Just consider Apple and Netflix. What I Learned From Walt Disney In the mid-1980s, I was tapped to lead Disney's animation division at a moment when the studio was at an inflection point. Animation wasn't just another business unit. It was the soul of the company, a medium revered because of Walt's genius and his passion. But the production system was cumbersome and unforgiving. A single movie was 125,000 individual hand-drawn and painted cels, photographed one frame at a time. Every revision carried a cost measured in months. These degrees of difficulty shaped the kinds of stories we could tell. We found our way forward in an unexpected place: Walt himself. The Disney archives held astonishing recordings of Walt explaining his creative process. His own writings. His notes and storyboards. Work product captured at every stage of his process. This was truly a gift. Listening, reading, sitting with the work itself, we heard him talk about character, about emotion, about how an audience feels when a character truly comes alive. He talked about making bold choices and refining a scene until it genuinely moved people. We didn't hear a word about pencils or paintbrushes. In fact, Walt was famous for being a technologist, forever hunting for state-of-the-art tools, often inventing them himself to achieve the images he saw in his head. But he never defined animation by the tools. He defined it by whether the audience believed the character. His principles were timeless. The tools were not. That realization changed everything. We co-developed the Computer Animation Production System (CAPS) with a young Northern California company called Pixar, replacing hand-painted cels with CGI. In The Little Mermaid, the final scene shimmered with a dimensionality and light that the old process simply couldn't achieve. In Beauty and the Beast, the ballroom sequence moved with a cinematic sweep that placed the audience inside the emotion of the moment. In Aladdin, the Cave of Wonders felt vast and alive, and the Magic Carpet became an intricate, compelling character all its own. In The Lion King, the stampede carried a scale and intensity that raised the emotional stakes beyond anything we'd done before. Technology didn't diminish the craft, it expanded the canvas. It gave artists more room to create. A decade later, the canvas expanded again. When Disney released Pixar's Toy Story, it wasn't simply a technical milestone. It was proof that a fully computer-animated film could carry real emotional weight, that it could make audiences laugh, cry, and believe. At DreamWorks, we made the difficult decision to sunset hand-drawn animation and become a fully computer-animated studio. It was the right thing to do, but it was not without pain. It cost talented people their place in an industry where they had worked their whole lives. Some made the leap to the new tools and did the finest work of their careers. Some never did. Tools are never the point. The instruments change with every generation. What endures is taste and imagination. The magical ability to make an audience feel. One of the greatest storytellers of our generation, George Lucas, succinctly captured the eternal essence of this issue: “It’s not the how, it’s the why.” A Distinction With a Difference I asked one of the leading AI models a question that has been challenging me for months. What is the difference between reasoning and creating? Its answer changed how I think about almost everything happening in this industry. It said . . . Reasoning and creating are two distinct cognitive modes, though they also work together. Reasoning is fundamentally evaluative and analytical. It operates on what already exists: facts, premises, evidence. It moves toward a conclusion that was in a sense already implied by the input. Reasoning is constrained by logic and truth. Its goal is to arrive somewhere correct, not to invent somewhere new. Creating is fundamentally generative. It produces something that didn't exist before. And crucially, there's no single right answer waiting to be found. A blank page has infinite valid responses. Creation involves choices that can't be fully justified by logic alone. Taste, intuition and vision fill the gap where deduction runs out. Reasoning is what Silicon Valley has been perfecting. Creating is what Hollywood has been practicing for more than a century. AI today operates almost entirely on the reasoning side of the line. It can deduce, evaluate, optimize, and pattern-match brilliantly. And while it can create, there is a real distinction to being creative. What it doesn’t yet have is those things that make us human: empathy, devotion, serendipity, the kind of creativity that comes from a person trying to say something only they could say. When the bot generates a piece of art, it is not trying to communicate anything. It is statistics, not soul; it is emulating things that have been done. By contrast, human creativity isn’t about repeating patterns of zeros and ones; it is about doing something new. One day, AI may close this gap. Three years ago, the leaders building AI would have called what they are achieving today, improbable, if not impossible. Impossible is no longer improbable. Today, the line between reasoning and creating is real. Even the leading technologists acknowledge we are not there yet. There is no scientific path to crossing this divide that anyone in the field can articulate today. Understanding that gap is where we will find common ground. A Path Forward In 2016, I closed one chapter in Hollywood with the sale of DreamWorks and opened another in Northern California, co-founding WndrCo. We’ve backed more than 50 founders building the next generation of technology and watched how breakthroughs in Silicon Valley emerge, first as experiments, then as platforms, and finally as infrastructure that reshapes entire industries. It's worth remembering that the last great revolution in animation also came from the north. Pixar was a Northern California company, forged not in the conventions of the Hollywood studio system, but in the technological breakthroughs of Silicon Valley. I've spent years on both sides of this bridge. For sure, I don’t have all the answers (take Quibi, for one!). But, from my past and present vantage points of my long career, here is what I see . . . Brilliant people in Northern California building this technology have made something extraordinary. They have earned the right for the rest of us to be, if not believers, at least optimistic that what comes next will be remarkable. But they have not made an artist. The tools are powerful, but they are not what makes a story matter. That knowledge lives 350 miles to the south, inside people whose life's work has informed the very models you are building. The right path forward includes them by design, with credit, with consent, and with compensation. Build this with the storytellers. Not on top of them. Taste is not something that can be synthesized, it is uniquely human. At the same time, Hollywood needs to accept that AI is not going away. The energy they are spending trying to make it disappear is energy they are not spending deciding the terms on which it will exist. And the terms are everything. The north needs something from it that they cannot build and cannot buy: creativity. The kind that takes a blank page and conjures a single right answer where there was none and has held audiences for a century. Without it, the most powerful reasoning engine ever invented will still be missing the only thing that makes a story worth telling. The artists who learn to wield these new instruments will do things the engineers never dreamed of. They always have. Edison invented the motion picture but made terrible movies. It took Chaplin, Lloyd, Keaton and so many others to make movies emotional. Now, the canvas is about to expand yet again. We should decide now that we intend to paint on it. There are so many valuable lessons in history. This has happened many times before, and it was never settled by the technology. It was settled by the terms. Sousa did not stop the phonograph; he helped write the law that made sure composers got paid. And two years ago, when the writers and the actors walked out, they were fighting for the very things Sousa was fighting for in 1906. Consent, compensation, the basic recognition that human creative work has a price that must be paid. The terms of that fight are still being negotiated, but the principle is older than any of us. The tools-versus-no-tools argument is a trap. First, we must all agree that there should be terms. Then we can have the crucial debate about what fairness requires. What I Learned From Steve Jobs Years ago, Steve Jobs said, "It's in Apple's DNA that technology alone is not enough. It's technology married with the liberal arts, married with the humanities, that yields us the result that makes our hearts sing." He was describing a device. But he could just as easily have been describing this tale of two cities. What I See Coming Soon As the barriers and the costs come down, more films will get made, not fewer. Studios will get to take more risks. There will be more seats at the table, and very soon entirely new forms of storytelling. In the 1980s, animation was dismissed as a niche corner of the business. Today it is one of the most beloved and profitable forms of storytelling in the world. In live action, filmmakers like Steven Spielberg, James Cameron and Peter Jackson embraced new visual tools not as shortcuts, but as instruments, and expanded cinema in the process. Every time storytelling has met a genuine technological shift, from synchronized sound to color to computer animation, it has redefined the boundaries of the medium and grown larger in the process. Assuredly, I don’t have all the answers, but I am confident that the creative opportunities will expand yet again. How we come through this is a choice. The north has the new tools. The south has the creative soul. The best future will draw on the best of both worlds.