Sam Teller @samteller

The greatest privilege of my life is being able to work with incredible people to create amazing products

10 million vehicles produced globally. Congrats to all Tesla teams!

Personal update: starting a new team chasing longer-term experimental bets. If you want to explore the next scaling paradigm with serious compute behind you and an exceptionally talent-dense team, let's talk.

The dura is the brain's armor: a membrane so tough that a surgeon normally cuts through it with a scalpel. For the first time in our clinical trials, we inserted the electrode threads of our implant straight through the dura and into the cortex, keeping the dura intact. Here's how we did it 🧵

I love the incredible people of SpaceX beyond words

Congrats and a huge thank you to the SpaceX team that always delivers. This was an incredible first flight of a brand new vehicle. Our collective future flying amongst the stars has become so much closer.

Elon Musk @elonmusk

4 months ago

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Liftoff of Starship!

After nearly 18 years I can stop working on Model S and X. We put so much love into these products, but will continue to pour that into the future products. Thanks to everyone who believed in and supported these cars through the years. We strived for the best and will never stop. Saying goodbye to something great and making room for something even greater!

Today we announce Thrive Eternal, a permanent capital holding company that will be concentrated in a small number of assets that we can own and steward over many decades. Across Thrive Capital and Thrive Holdings, we are building and investing through a moment of exponential change; backing emerging technologies, the infrastructure that powers them, and the businesses they can transform. Increasingly, we see a fourth category. These are assets with qualities that cannot be replicated by technology. Iconic franchises and cultural institutions rooted in tradition, identity, and shared experience. In a world shaped by abundant intelligence where creation scales and distribution fragments, we believe they will matter even more. Thrive Eternal is built on the belief that the most enduring of these assets share common characteristics: they benefit from long-term stewardship, they compound through cultural resonance, and they are enhanced by technology rather than displaced by it. Our work at Thrive has always been informed and inspired by a deep appreciation for product, brand, and the ways in which consumers form lasting relationships with the things they love. We have been building towards this for a long time. Our first partnership is expected to be with the San Francisco Giants - an institution built on more than a century of shared identity and community, and among the most iconic sports franchises in America. We have reached an agreement, subject to league approval, to acquire an ownership stake. We feel privileged by the opportunity to be long-term partners to the Giants.

Introducing Mesh

We are pleased to announce the close of Thrive X. Exceeding $10 billion, Thrive X comprises $1 billion designated for early-stage investments and $9 billion designated for growth-stage investments. We do not view this as a milestone, but as a commitment to the long work ahead. We view Thrive as a company. Our product is partnership - the willingness to commit deeply to a small number of founders, and to stand with them through momentum and adversity. This is the discipline we bring to our work, and the responsibility we accept when founders partner with Thrive. We do not hedge. Concentration demands loyalty to the founders and missions we back. In this moment, exposure alone is not a strategy. Judgment without commitment is not enough. Advantage will accrue to those who choose deliberately, commit deeply, and endure through difficult moments. Thrive was founded to be an enabling technology for the world we want to see. We are deeply aware that we are not the main character. The founders that we are fortunate enough to partner with are the artists. Our role is to help create the conditions where great work can come to life. We take a long view grounded in the belief that category-defining companies tend to create structural compounding advantages over long arcs. This fund reflects the continuity of our approach and the ways our work has deepened alongside the founders we support. We are grateful for the trust our Limited Partners place in us, and for the opportunity to work alongside those who are building with purpose, integrity, and courage. thrivecap.com/thrive-x

It is such an honor to work with the incredible people at my companies

With Tesla’s Annual Meeting fast approaching on November 6, Board Chair, Robyn Denholm, sent a letter to shareholders on the critical nature of this vote. The fundamental question for shareholders at this year’s Annual Meeting is simple: Do you want to retain Elon as Tesla’s CEO and motivate him to drive Tesla to become the leading provider of autonomous solutions and the most valuable company in the world? Make your voice heard — vote with Tesla on ALL proposals today! votetesla.com Dear Fellow Shareholders, As you know, Tesla is at a critical inflection point, and we need your vote to help determine the future direction of our evolving company. Your vote matters, and the deadline for voting is 11:59pm ET on November 5th. The fundamental question for shareholders at this year’s Annual Meeting is simple: Do you want to retain Elon as Tesla’s CEO and motivate him to drive Tesla to become the leading provider of autonomous solutions and the most valuable company in the world? Kathleen and I engaged in a rigorous, seven-month Special Committee process resulting in a highly customized performance plan that aligns shareholder value and measurable business outcomes with the interests of our CEO. Our goal was two-fold: (1) retain and incentivize Elon to capitalize on the unique opportunities that lie ahead for Tesla and (2) do so in a manner that promotes the development of products and services that will propel our world toward a cleaner, safer, and more prosperous future while creating unparalleled value for our shareholders. We’ve done this by challenging Elon with the potential to secure what he values most—meaningful voting influence—conditioned on his commitment to continue leading Tesla for at least another 7.5 years while successfully driving our company to ambitious new heights. The bottom line is simple: Elon is rewarded only if and when he delivers extraordinary performance that benefits all Tesla shareholders. When negotiating this performance award, we necessarily considered what Tesla’s future without Elon would look like, and we did not believe it was the future that our shareholders deserve. At a time when companies—both big and small—are competing to be the first to bring groundbreaking AI technologies to market, we could not risk losing the best leader in the industry to put Tesla on top. Now is a pivotal moment for our company to emerge as a leader in AI, and with our exceptional CEO at the helm, we are perfectly positioned to seize it. Though it’s no question that Elon has other pursuits, he has proven that one of the many things that make him unique is his ability to stretch his capacity beyond normal limits and remain successful at Tesla. However, if we fail to foster an environment that motivates Elon to achieve great things through an equitable pay-for-performance plan, we run the risk that he gives up his executive position, and Tesla may lose his time, talent and vision, which have been essential to delivering extraordinary shareholder returns. Without Elon, Tesla could lose significant value, as our company may no longer be valued for what we aim to become: a transformative force reimagining the fundamental building blocks of mobility, energy and labor, with products such as FSD and Optimus, and working to better humanity in the process. While there may be nothing wrong with being just another car company, our Board believes that Tesla can be more, that our shareholders deserve more, and that Elon is the right leader to help us achieve our full potential. Elon’s leadership is also built upon the critical support of our “tailor made” governance structure, including our carefully constructed Board. Good governance should be customized to the company, not applied with a “cookie cutter” approach, and it is exemplified by the results that Tesla has delivered, and this Board has overseen. We therefore ask you to vote “for” the three members of the Board—Ira, Kathleen and Joe—who are up for re-election to ensure that the Board, which has worked alongside Elon for years, complementing and enhancing his efforts to deliver extraordinary shareholder returns, remains in place. That is why your vote is so consequential to the future of our company. A vote here is both an endorsement of Elon’s vision and a vote for Tesla’s carefully tailored strategy and governance. I urge you to support Proposal One, which ensures the continued leadership and support of our outstanding and experienced directors, as well as Proposals Three and Four, which aim to keep Elon focused on our mission here at Tesla. I feel strongly—as do the rest of my colleagues on our Board—that Elon singularly possesses the leadership characteristics and technical manufacturing know-how to keep us on the path towards maximizing long-term shareholder value as well as social good. We at Tesla are laser focused on exceptional performance—not promises—and we structure our awards in line with this principle. If you care about building a better world for humanity and supporting our vision for Sustainable Abundance—then you should vote “FOR” Proposals One, Three and Four. If you want Tesla to have a shot at becoming the world’s most valuable company—then you should vote “FOR” Proposals One, Three and Four. Please read the Special Committee Report, which is attached to this year’s proxy statement, for a more detailed explanation of Kathleen’s and my work in coming to the essential conclusions embodied in the proxy statement and how we structured this performance plan to align Elon’s incentives with delivering extraordinary performance for all of you. Thank you for your continued support of Tesla. Very truly yours, Robyn Denholm Chairperson of the Board

Vince (@vhankes) is one of the best investors in the world and an even better person. He thinks independently and holds conviction most only see in hindsight. He rarely steps in front of a mic, so this episode is a real treat.

Jack Altman @jaltma

12 months ago

In many ways, Thrive is helping define the current era of venture capital. @vhankes is one of the best in the business; he's behind their investments in OpenAI, SpaceX, Databricks, Stripe, and many more. He's also an excellent board member and friend. Excited for more people to

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We are humbled to announce Thrive Holdings, a permanent capital vehicle dedicated to investing in, acquiring, and operating businesses for the long term. The mission of Thrive Holdings is to transform enterprises through the strategic application of technology to foster enduring growth. Since inception, Thrive has always invested in and built companies at the same time. Everything we do is informed by the mentality and lessons we have learned as founders ourselves. At Thrive, our steadfast commitment to being concentrated in both people and ideas will always guide our strategy. To that end, we are excited to partner with businesses that have the potential for sustained prosperity over many decades. thriveholdings.com

Inspired by one of my best friend’s cancer diagnosis, Biograph was founded with @PeterAttiaMD on the belief that with the proper application of advanced medical technology and early detection, we can save lives.

Biograph @Biograph

2 years ago

Meet Biograph. The world’s most advanced preventive health & diagnostics clinic designed to drive meaningful advances in #healthspan & #lifespan. Our best in class evaluation has helped 15%+ of members discover urgent or life-altering insights. Read more: biogra.ph/Launch

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SpaceX’s first rocket landing was 9 years ago.

Thank you to all those who have served, including the 1,600+ men and women at SpaceX Happy Veterans Day!

NASA just decided that SpaceX needs to rescue Boeing’s astronauts. Written before the Starliner debacle, Berger’s forthcoming book Reentry tells the backstory with plenty of foreshadowing, starting with Boeing’s attempt to be the sole crewed spacecraft provider: “Boeing had a solution, telling NASA it needed the entire Commercial Crew budget to succeed. Because a lot of decision makers believed that only Boeing could safely fly astronauts, the company’s gambit very nearly worked.” (p.270) After “a cascade of pro-Boeing opinions swept around the table, a building and unbreakable wave of consensus” (272), NASA’s human exploration lead Gerstenmeier took a month to decide, eventually asking for more budget to support two competing efforts. Ultimately, Boeing would receive twice as much funding as SpaceX, but SpaceX was in the game, as the new kid on the block. “It had been a very near thing. NASA officials had already written a justification for selecting Boeing, solely for the Commercial Crew contract. It was ready to go and had to be hastily rewritten to include SpaceX. This delayed the announcement to September 16.” (274) “Former NASA astronaut Garrett Reisman helped write the proposal and provide and astronaut’s perspective. But their small team was no match for Boeing’s proposal-writing machine. It was intimidating knowing that 200 people were working on Boeing’s proposal, when Dragon’s team could fit in a small conference room.” (275) With Reisman in photo 2 above from 2012, after pulling an all-nighter at SpaceX: flic.kr/p/c5sY3N “BOEING HAS AN ASTRONAUT PROBLEM” (291) “When the SpaceX engineers could be corralled, they were eager to hear feedback from the NASA astronauts , excited to work with them, and attentive to their suggestions. By contrast, Boeing engineers seemed indifferent to hearing from the four commercial crew astronauts.” (293) “There was an arrogance with them that you certainly didn’t see at SpaceX.” (astronaut Hurley, p.294) “Boeing also underperformed. Not only were its engineers overconfident, but the company’s management also was not putting skin in the game. Hurley did not see any urgency from Boeing’s teams. Rather, they appeared to be working part-time on Starliner. ‘It was all about managing dollars and cents from Boeing’s perspective,’ Hurley said.” (295) “During the summer of 2018 as Boeing worked toward a pad abort test in White Sands, New Mexico (Boeing never flew an in-flight abort test)… a significant problem occurred due to a propellant leak. Ultimately, this would delay the company’s pad abort test by more than a year, but at the time, Boeing neglected to tell the Commercial Crew astronauts about the issue.” (295) “That summer NASA was closing in on making crew assignments for the first flights. Hurley told the chief of the astronaut office he would not fly on Starliner.” (296) He went on to fly the first SpaceX Dragon to bring crew to the ISS (we were there for the launch, photo 3). “‘It was the second space age,’ Hurley said. ‘And it started in 2020.’” (313) My video from Mission Control captured the excitement of capture: youtube.com/watch?v=bwqdEK… “SpaceX emerged triumphant over another major domestic competitor, Boeing, as well. The company that supposedly went for substance over pizzazz, ended up with neither in the Commercial Crew race.” (340) Just prior to their first human flight, there were several “shocking discoveries, especially so close to the flight. Neither NASA nor Boeing had good answers for why they had been found as astronauts were about to strap into Starliner. Questions emerged about the company’s commitment to the program. Because it operates on a fixed-price contract [and despite being 2x higher than SpaceX’s], Boeing has reported losses of nearly $1 billion on Starliner.” (342) After being stranded in space, Suni will fly with SpaceX, as she originally hoped (photo 1 above). And during this same time, there was a Boeing – Lockheed joint venture competing for launch, ULA: “The U.S. rocket wars were over. SpaceX had won. Since then, SpaceX has kept beating the dead horse. Over one stretch, from the end of 2022 into the first half of 2023, SpaceX launched more than fifty rockets between ULA flights. It has become difficult to remember that these two companies were once rivals, or that ULA’s employees would drive up to the SpaceX fence, jeering.” (339) Reentry book pre-order: amazon.com/Reentry-SpaceX… cc @ElonMusk

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