usdaed

The partnership’s details are as follows: Uber will presumably launch a robotaxi service in a major U.S. city by next year, using 20,000 Lucid SUVs. These vehicles will be owned and operated by Uber or its fleet partners, with riders accessing them exclusively via the Uber app. The logistics of this arrangement are, to say the least, a masterclass in optimism. For context, 20,000 vehicles is roughly the number of people who would need to simultaneously decide that robotaxis are both necessary and trustworthy. (Imagine convincing a room full of pigeons to build a space station using only breadcrumbs and existential dread.)

Yet a more insidious peril looms—one that threatens to unravel the very fabric of Tesla’s financial architecture.

//media.ycharts.com/charts/fb51f40fab8554c5f089ba44853c42eb.png”/>

AGNC Investment, a mortgage real estate investment trust, is a creature of shadow and light. It purchases securities born of pooled mortgages, a dance of numbers and uncertainty. The investor, like a pilgrim in a foreign land, must grapple with the forces that shape its fate: interest rates, housing markets, and the fickle rhythm of repayment. Management, with its feverish calculations, seeks to outpace the cost of capital, yet the path is fraught with the weight of human frailty.

the relentless, unglamorous task of repairing that which refuses to remain whole. Even if the age of new construction slumbers, the labyrinth of malfunction, decay, and replacement ensures the company’s continuation, as if the swimming pool, once summoned into existence, condemned its owner to eternal recurrence of repair invoices.

ExxonMobil’s $43 billion grab for Pioneer Natural Resources in May 2024 was a swift, surgical move. Chevron, meanwhile, spent an extra year tangled in legal red tape over its $28 billion Hess acquisition. Why? Because in the oil business, even a change of ownership is a three-act play—with ExxonMobil playing the role of the grumpy neighbor who doesn’t want his backyard turned into a trampoline park.