WSJ : Heirs to the Jack Daniel’s Fortune Are Fending Off a Takeover—and a Rogue

Heirs to the Jack Daniel’s Fortune Are Fending Off a Takeover—and a Rogue Cousin
Scathing letter from two members of family that controls Brown-Forman accuses board of ‘rewarding failure’; crosstown rival is lurking

  • A rift has opened within the Brown family, which controls Brown-Forman, amid falling profits, a declining stock price and a hostile takeover bid.
  • Two heirs sent a letter accusing the board of rewarding failure and keeping them in the dark about merger talks with Pernod Ricard.

LOUISVILLE, Ky.—Each summer, the heirs to one of America’s biggest liquor fortunes gather in the heart of bourbon country for a family picnic. This year there was much to discuss and little to celebrate.

Profits are shrinking at Brown-Forman BF.B 0.11%increase; up pointing triangle, and people are drinking less of its flagship Jack Daniel’s whiskey. The CEO is leaving. Shares in the spirits giant have shrunk in value by 60% over the past five years amid a record-setting stock-market rally. Talks to merge with a competitor fell apart in the spring, and a crosstown rival has made a $15 billion hostile takeover bid.

The troubles have opened a rift within the extended family that for more than 150 years has controlled Brown-Forman, amassing a collective wealth that Forbes puts at $11 billion. Brown family members have used their fortunes to buy horse farms, collect art and amass a weapons collection—including Buffalo Bill’s rifle—now displayed at a local museum. They are akin to royalty in their hometown of Louisville.

Shortly before the family’s July picnic, two of the heirs sent a scathing seven-page letter to more than 130 of their relatives. Their company was in crisis and management had enriched itself despite a failing strategy, they wrote, accusing the board and other family members of keeping them in the dark about merger discussions.

“The numbers are stark and undeniable,” said the July 10 letter, which was reviewed by The Wall Street Journal. “Brown-Forman’s stock price has fallen from the mid-$70s per share to the mid-$20s per share over the past three years, eliminating billions of dollars of generational wealth for the Brown family and all other shareholders.”

“The board is rewarding failure, and doing so lavishly and publicly,” the letter said. In one especially pointed critique, the authors compared Jack Daniel’s to Baskin-Robbins ice cream because the whiskey is now sold in so many flavor options.

The letter was signed by W.L. Lyons Brown III and his brother Stuart R. Brown. Their father ran Brown-Forman during the 1970s and was chairman of its board in the 1980s. But these days, the two brothers are very much outsiders—playing the role of agitators in the kind of drama that can erupt in wealthy families as sizable fortunes filter down through the generations.

“The letter speaks for itself,” Lyons Brown, 66, said in a phone call from his home in Wyoming. He was pressured to resign from the company in 2002 following a dust-up with then-CEO Owsley Brown II, his uncle. Lyons had ruffled feathers by flipping an organizational chart upside down at a sales meeting and urging the sales force to challenge conventional wisdom.

At first, he moved to California and started his own liquor business, competing with his family by offering products such as High N’ Wicked Kentucky Straight Bourbon. He also co-founded the now defunct Elysium Honey, which emphasized “low-disturbance” beekeeping.

After six generations, the founding family of Brown-Forman still holds at least 70% of the company’s voting shares, though their holdings are now divided among more than 100 heirs. Although Lyons Brown and his brother inherited stakes as fifth-generation family members, they aren’t part of a family investment vehicle that has consolidated most of the clan’s voting power, giving them limited sway over decision-making unless they can persuade other family members to support them.

The dispute is playing out against a difficult market for liquor, especially the whiskey and bourbons that are Brown-Forman’s flagship products. Americans are drinking less, with a Gallup poll recently notching the lowest percentage of drinkers in the nearly 90-year run of the survey. They are pinching pennies in an inflationary environment, choosing ready-to-drink canned cocktails instead of straight whiskey and using cannabis and THC drinks.

Last year Brown-Forman laid off 12% of its 5,400 employees due to weaker sales. The company closed the cooperage in Louisville that made barrels to store its spirits, with an aim of getting more than $30 million in proceeds.

Marshall Farrer, 55, a fifth-generation descendant who is chairman of Brown-Forman’s board, has tried to keep the peace. After a takeover approach from crosstown rival Sazerac, he emailed a letter on behalf of the company to family shareholders telling them that the proposal wasn’t “actionable” and their company remains in a strong position.

“Thank you for your commitment, your patience, and your belief in Brown-Forman’s future. It continues to anchor this company,” Farrer wrote on July 26, encouraging family members to reach out to him with any questions.

Like many of his relatives, Farrer has worked at the company, including stints in Latin America, Australia and Europe. After college and a job making wine at a Napa Valley vineyard, he got an M.B.A. to comply with a family policy that any descendant who works at Brown-Forman have two degrees before joining the business. He took over as chairman in 2025, becoming the 10th Brown family member to hold the title.

At the company’s annual shareholder meeting in July, he acknowledged the challenges the company faces and defended its strategy.

“I’ve heard the questions and concerns. I’ve heard the desire to see Brown-Forman regain momentum, and those conversations matter,” Farrer said. “We focus on what we can control. We protect the strength of our brands. We invest in our people, and we make decisions with a long-term view. Those principles have carried us through every chapter of our history, and they will carry us through this one.”

“Sometimes you think of the Southern company that’s very nice and generous with each other,” he said. “There’s a lot more toughness going on, and we’ve had to be a little bit tougher in the last couple of years as conditions have gotten so much weaker.”

Family constitution
Brown family members adopted a “Family Constitution,” and in the 2000s it was printed on bottles of Old Forester, the bourbon they have been selling since 1870. The constitution pledged “long-term growth and independence through the family’s control.” The label also read: “We are also committed to inter-family relationships that reflect trust, respect and diplomatic candor.”

The pledge was tested earlier this year when company CEO Lawson Whiting and George Garvin Brown IV, a former Brown-Forman chairman, explored a potential merger with France’s Pernod Ricard, maker of Absolut vodka and Jameson Irish whiskey. Whiting took over as CEO in 2019.

Garvin Brown, who grew up in Canada, serves on the board of Wolf Pen Branch, a family investment entity that controls 60% of the voting power in Brown-Forman. In 2017, when serving as Brown-Forman’s board chairman, he had resisted a takeover overture from Corona brewer Constellation Brands, signing a statement saying that Brown-Forman “was not for sale.”

When other members of the family caught wind of the talks with Pernod from media reports in late March, some weren’t happy. Whiting pushed them to support a merger in a video call with family members, according to people familiar with the meeting. The CEO told the family that the deal with Pernod was the best thing for them and for the company.

The discussions, however, unraveled after Pernod and Brown-Forman couldn’t agree on a price or how to divide representation on the combined company’s board, according to people familiar with the discussions. At the time, Brown-Forman said the company ended talks after failing to reach “mutually agreeable terms.”

The turmoil caught the attention of crosstown rival Sazerac, which makes Buffalo Trace bourbon and is owned by billionaire William Goldring and his family. In May, Sazerac made an unsolicited bid to take over Brown-Forman for $15 billion in cash, which the board rebuffed.

Soon after came the July 10 letter from Lyons Brown and his brother. It questioned the decision to entertain a deal with Pernod and not engage Sazerac. “Sazerac is an American company headquartered in Louisville, Kentucky—a natural cultural and operational fit,” the letter said.

“If the Pernod Ricard transaction was Plan A, what is Plan B? The Company is in crisis,” the letter said. “No one in Wolf Pen leadership, Board leadership, or management leadership is providing shareholders with any comfort on why the Company is an investment worth holding.”

Three days later, on the morning of July 13, Whiting told the board that he would step down as CEO. The board has started a search for its next leader.

Sazerac, the hostile suitor, appealed directly to Brown family members. On July 24, it sent a letter emphasizing that it was offering them a 40% premium on where the stock had been trading, and that it had the financial backing of Wells Fargo and Apollo Global Management. “Our offer remains open and our conviction is only enhanced,” the letter read.

Such a deal would loosen the Brown family’s grip. For generations, descendants of founder George Garvin Brown have run the business, even after they took the company public in 1933. The family has historically held the role of board chairman and kept a controlling ownership stake. Family members currently hold four of the company’s 11 board seats. Only two non-family members have ever held the title of CEO.


A restaurant on the corporate campus, the Bourbon Street Cafe, offers employees lunch on Lenox plates inscribed with a quote in the founder’s handwriting. The plates are a reminder of a time in the 1980s when Brown-Forman acquired the Lenox china company and a luggage brand to diversify. Those efforts failed, and the company exited those businesses in the early 2000s.

More recent efforts to diversify within the liquor industry have also flopped. The company has taken charges to write down the values of Diplomático Rum and Gin Mare, two recent acquisitions.

Sales also have declined for its tequila brands, Herradura and el Jimador, leaving the business heavily reliant on struggling Jack Daniel’s. For the year ended April 30, revenue was flat at $3.9 billion, and net income fell 18%. The company has forecast flat sales for its current fiscal year.

Brown-Forman continues to pay out its dividend, which the board has increased for 42 consecutive years. The payouts totaled $427 million last fiscal year, including more than $100 million that went to members of the Brown family.

Wolf Pen Branch
Around 2017, family leaders created the Wolf Pen Branch entity to bring order to a family tree that has many branches and has grown to about 180 living descendants, including spouses. It is named after a road in a historic area near Louisville.

Wolf Pen was set up to ensure that family members voted their shares in unison. It helped the family fend off the takeover approach from Constellation Brands that year.

Most of the Brown family have joined Wolf Pen, which has a seven-member board of its own that decides how the shares it controls are voted. Among its board members are George Garvin and Nashville lawyer Martin S. Brown Jr., who is chairman.

Some descendants, including the brothers Lyons and Stuart Brown, didn’t join the pact. Stuart, who spent about a decade on the Brown-Forman board until 2024, had worked briefly at the company in the 1990s before leaving to run a bookstore for 14 years in Colorado, where he still lives.

Lyons and Stuart are the grandsons of matriarch Sara “Sally” Brown, the widow of a former Brown-Forman chairman and mother of two former CEOs. A conservationist who purchased land and established a family estate and working farm called Ashbourne Farms, she died in 2011 at the age of 100. She was a great-grandmother of 29. Her significant shareholding power was spread to her children and their kin upon her death.

As of June 9, Wolf Pen represented 102 million of the company’s roughly 168 million outstanding Class A voting shares, securities filings show. Another Brown family entity controlled 18 million shares. There are another 290 million class B shares that have no voting rights.

Wolf Pen acts independently from Brown-Forman, but it would have to sign off on any kind of deal and, therefore, has the power to block them. Its board meets in private and rarely issues public statements. It didn’t publicly address the Pernod Ricard merger talks but did issue a statement in July saying the Sazerac takeover proposal didn’t align with its members’ vision for the company’s future.

“We are confident in the strength and competitive position of the business,” it said, “and believe the company is well-positioned to deliver long-term value for all shareholders.”

FT : Data centres drive Ireland to reopen nuclear power debate Banned by law sin

Data centres drive Ireland to reopen nuclear power debate
Banned by law since 1999, Dublin reconsiders atomic energy

Rising electricity consumption by Ireland’s insatiable data centres has prompted the government to do something that has been unthinkable for decades: reignite a debate about nuclear power.

Data centres account for nearly a quarter of all electricity used in Ireland — a share set to rise to at least 30 per cent by 2032. Their consumption grew 10 per cent last year from 2024, far outstripping the 2 per cent growth of all other users.

But unlike France and the UK, nuclear power has never been an option in Ireland. Several high-profile protests beginning in 1978 succeeded in killing plans for a nuclear plant on the south-east coast. Bans against the technology since 1999 have ensured things stay that way.



As Ireland seeks to deliver more electricity to satisfy surging demand from data centres, however, Taoiseach Micheál Martin recently told a business dinner: “We’re open to that [nuclear].”

One of his Fianna Fáil party backbenchers, James O’Connor, has introduced a bill to lift the veto on nuclear power.

“Nuclear is the way to go,” O’Connor told the Dáil, Ireland’s lower house of parliament, in May, citing Finland, which has a similar size population and generates almost 40 per cent of its electricity from nuclear. Finland has the lowest non-household electricity prices in the EU, while Ireland has the highest, according to statistics agency Eurostat.


A favourable tax regime has lured global tech companies to set up their European headquarters or establish large operations in Ireland. They make an outsized contribution to its state accounts because they can book profits in Ireland even on sales of products abroad, as their Irish subsidiaries hold intellectual property rights.

But Dublin was forced to impose a de facto moratorium on new data centres in 2021 because it could not keep pace with their electricity demand.

“The reason we’re seeing nuclear on the agenda now is to satiate the immense energy demands of the multinational sector and data centres,” said Seán Fearon, at the Autonomous University of Barcelona and author of a report on the cost of data centres.

In the US, the data centre sector is increasingly eyeing nuclear power, with companies racing to restart mothballed plants, such as Palisades in Michigan and Three Mile Island in Pennsylvania. AI “hyperscalers” such as Amazon and Google are looking to use small modular reactors (SMRs).

Ireland first flirted with nuclear power during the 1973 oil shock to alleviate its over-reliance on energy imports, but the Three Mile Island reactor meltdown in 1979 turned public opinion against it.

Ireland relies on imports for four-fifths of its energy needs. Some 40 per cent of its electricity generation came from gas last year, with wind making up 32 per cent and net imports via interconnectors with the UK 16 per cent, according to official data.

Ireland has doubled its generating capacity from wind in the past decade, although it has failed to capitalise on its offshore wind resources since the first project, Arklow, came on stream 22 years ago.

A decision on the first offshore wind project since Arklow is due in September but O’Connor argued the “mistake” of prohibiting nuclear had made Ireland “very vulnerable”.

In a country where half a century ago, the then energy minister derided opponents of nuclear power as “members of the flat-Earth society”, many Irish now appear to agree.

In an opinion poll in April, 43 per cent of respondents wanted the nuclear ban scrapped compared with 28 per cent in favour of keeping it. That compared with an equal 43 per cent split in 2021 over whether Ireland should build a nuclear power station.

Besides the Taoiseach, Ireland’s finance, public expenditure and energy ministers have all suggested it is time for a fresh debate, although they still say renewables take top priority. The fate of O’Connor’s bill is unclear.

But even if the ban were lifted, nuclear power would not solve high prices, ensure security of supply and deliver on Ireland’s legally binding carbon budgets, said Hannah Daly, professor of sustainable energy at University College Cork.

“Nuclear is certainly not something that can address any of those challenges in the next 15 to 20 years,” she said, adding that “nuclear will face the same, if not more, constraints as the offshore wind industry is facing — and offshore wind doesn’t rely on importing uranium”.

She added: “I’m concerned that by proposing nuclear as a sort of silver bullet solution . . . it will actually delay renewables even further.”


Kieran White, chief executive of renewables company Perigus Energy, which has solar and wind projects in Ireland, said the country needed to fix planning hurdles and grid constraints hobbling the renewables industry.

“The risk is that we spend too much time debating theoretical future options while forgetting the deliverable projects that are key to unlocking lower-cost, homegrown and green power this decade and the next,” he said.

The irony is that Ireland is already exposed to nuclear power via its imports from Britain, which still has a fleet of five operational atomic energy plants.

More will follow when an electricity interconnector with France is finished in 2028. France produces about 70 per cent of its electricity from nuclear.

“We should be doing, in the 2020s, what the French did in the 1970s,” said Eamonn O’Reilly, chair of the energy and climate action committee of the Irish Academy of Engineering. The Academy estimates that a fleet of small modular reactors could supply 48 per cent of Ireland’s electricity by 2050.

“It takes a long time to get ready, hence we should start now,” O’Reilly said.

Opponents of nuclear power cite the cost overruns and construction delays at recent projects in Europe.

However, Dave Kirwan, managing director of Centrica Power, whose parent company has a 20 per cent stake in the UK’s existing nuclear power stations, said smaller reactors, which can be built on the site of data centres, offer promise. “I’m seeing real traction [in the UK] that could deliver quicker than you think,” he said.

Ireland is now allowing new data centres to be built, provided they meet 80 per cent of their power needs from additional renewable generation within six years. But Daly estimates that by 2040, they could gobble up 55 per cent of Ireland’s electricity.

Given such challenges, proponents say Ireland cannot afford to ignore nuclear.

“I worry that we think we have the luxury of 10 to 12 years,” Kirwan said. “I don’t think we do.”

FT : Coffee chain Blank Street raises funds from General Atlantic to fuel expans

Coffee chain Blank Street raises funds from General Atlantic to fuel expansion and ice cream push
Latest fundraising values the six-year-old company at about $650mn as it aims to be ‘daily luxury brand’

Blank Street has raised $75mn from investors including private equity firm General Atlantic as the coffee chain pushes to expand on the US west coast and offer new products such as ice-cream in an attempt to become a “daily luxury brand”.

The six-year-old group, which launched as a single coffee cart in Brooklyn, is among a crop of fast-growing high street chains seeking to unseat established rivals such as Starbucks and Costa Coffee.

Blank Street has expanded to more than 100 stores, mostly in London and New York. The company is opening new branches in wealthy California enclaves, including Beverly Hills, West Hollywood and Malibu, according to co-founder Issam Freiha.

Blank Street has gained popularity with younger customers in particular for the popularity of its matcha drinks, which have proved a hit on social media.

“Matcha is a critical part of our menu on par with coffee. However, we don’t want to be defined by any single category,” Freiha said.

“Our vision is to build Blank Street into a well-rounded daily luxury brand, one that shows up for you in the morning with coffee or in the afternoon with matcha or little bites such as ice cream,” he added.

Freiha said Blank Street makes the majority of its sales in the afternoon and its fastest-growing time slot was after 4pm. “We’ve had to completely rethink our menu, hospitality experience, store design and operation flow,” he added.

Blank Street was valued at $500mn in a previous funding round last year, and the latest fundraising values the company at about $650mn including the money invested, said a person close to the company.

Some of Blank Street’s investors had hoped the new funding round could lift the company’s valuation closer to $1bn, but Freiha said such expectations had been incorrect.

The company’s backers include the consumer investor Left Lane Capital as well as the likes of General Catalyst and Tiger Global, firms which are better known for backing fast-growing technology businesses than café chains. Tiger has also invested in the bagel chain PopUp Bagels.

Other prominent investors have also turned to more traditional businesses with a physical presence this year as they seek sanctuary in assets which will not be impacted by AI.

Alongside its investment in Blank Street, General Atlantic also owns the Danish coffee, juice and sandwich group Joe & The Juice. The group has about $130bn of assets and has made other high-profile bets in the consumer sector, backing fitness brand Gymshark and non-alcoholic beermaker Athletic Brewing Company.

“We believe out-of-home coffee and matcha is a large, growing category, supported by durable consumer demand,” said General Atlantic. “We’re excited to partner with Blank Street’s talented founding team as they evolve and scale a distinctive brand and menu that continue to gain strong consumer traction across the US and UK.”

FT : SEC accuses ex-Bank of America utilities banker of insider trading Regulato

SEC accuses ex-Bank of America utilities banker of insider trading
Regulator says Jason Satsky helped a friend make $18.5mn in illegal profits tied to planned takeover of South Jersey Industries

The US securities regulator has accused a former Bank of America investment banker of helping a friend make $18.5mn in illegal profits via insider trading.

The Securities and Exchange Commission on Friday sued the bank’s former head of energy and power infrastructure, Jason Satsky, alleging that he had told his close friend Gavin Wolfe about a planned takeover deal on which he was the lead investment banker.

The SEC accused the two men of communicating multiple times while Satsky possessed material non-public information about a potential acquisition of South Jersey Industries, including when they attended a university basketball game together at Madison Square Garden in New York on November 9 2021.

The regulator said Wolfe bought more than 2.2mn shares of South Jersey stock at a total cost of $53mn between November and December of that year. This came after the chief executive of South Jersey called Satsky in September 2021 to hire him to represent the natural gas utility in a potential sale, according to the complaint.

After South Jersey announced it had agreed to be acquired in February 2022, Wolfe — who was also sued by the SEC — made $18.5mn in illegal profits, the SEC alleged. Wolfe was also a former BofA employee but did not work there at the time of the alleged insider trading.

“Within minutes of the November 9 basketball game ending, after spending approximately three hours with Satsky at Madison Square Garden, Wolfe created a calendar entry for himself at 12:12am that read ‘SJi and njr’ using the New York Stock Exchange ticker symbols for South Jersey and another company,” the SEC said in the filing.

The two friends had “a long history of exchanging favours, both personal and professional, that extended to their families”, according to the complaint, which also mentioned texts that the two men exchanged related to Wolfe helping Satsky’s son with a university application.

The SEC’s complaint did not identify the university by name but said that Satsky had attended its law and business school and that Wolfe was an “influential donor” to the university, which the latter’s children attended as undergraduates. Satsky’s LinkedIn profile shows that he graduated from Duke University.

Duke’s basketball team defeated the University of Kentucky in a game at Madison Square Garden on November 9 2021.

The SEC’s complaint said Satsky worked for an unnamed investment bank, but his profile at self-regulatory body Finra shows he worked at BofA from 2019 to 2025.

A person familiar with the matter said Satsky has left the bank as part of a wave of lay-offs more than a year ago. The former banker is listed as co-managing partner of Climate Real Impact Solutions, an investment company, on LinkedIn.

BofA is not accused of any wrongdoing. It declined to comment.

Satsky and Wolfe did not immediately respond to separate requests for comment.

>>> Weekend Papers Summary

FINANCIAL TIMES
-Prime Minister Mark Carney declared Canada effectively “at war” with the U.S. over trade after Donald Trump escalated tariffs, saying Washington had miscalculated Ottawa’s willingness to retaliate. Canada intends to match U.S. measures as negotiations collapse, turning what had been a dispute within North America’s deeply integrated economy into a broader confrontation over economic sovereignty. The escalation threatens cross-border manufacturing and investment while sharpening the political dilemma facing Carney: demonstrating that Canada cannot be coerced without inflicting still greater damage on an economy overwhelmingly dependent on U.S. commerce.
-The U.S. economy enters a difficult phase with federal debt reaching $40T, mortgage rates at 6.7% and diesel around $5/gal., leaving Trump squeezed between voter demands for cheaper living costs and financial markets increasingly alarmed by fiscal policy. The combination complicates attempts to stimulate growth: aggressive fiscal or monetary easing risks worsening inflation and pushing long-term borrowing costs higher, while tighter policy would deepen affordability pressures. The underlying problem is that the bond market is beginning to impose constraints that political pressure on the Federal Reserve or Treasury cannot easily remove.
-A U.S. envoy said Israel’s strike on Syria may have been intended to provoke a confrontation with Turkey, an extraordinary suggestion highlighting the increasingly dangerous regional consequences of the Middle East war. Turkey and Israel already compete for influence in post-Assad Syria, where Ankara views stability and territorial control as strategic interests; direct military friction between the two would bring a NATO member into confrontation with Washington’s principal regional ally and could transform an already sprawling conflict into a much broader geopolitical crisis.
-Iranian President Masoud Pezeshkian called for ending the war with the U.S. from a “position of strength,” signaling Tehran’s willingness to contemplate negotiations without presenting them domestically as capitulation. The language suggests Iran sees battlefield resilience and its ability to impose economic costs as leverage for diplomacy, while Washington must determine whether the overture represents a genuine opening or an attempt to consolidate Iranian gains. Any negotiations would reverberate across Israel, the Gulf and energy markets because the eventual settlement would have to address far more than the immediate cessation of hostilities.
-A Russian “double-tap” strike on a Ukrainian shopping mall killed at least 16 people, continuing Moscow’s use of successive attacks that can endanger rescuers arriving after an initial explosion. The incident adds to the mounting civilian toll as the war continues without a diplomatic breakthrough and reinforces Kiev’s demands for additional air defenses. Beyond the immediate casualties, repeated strikes on civilian and commercial infrastructure impose cumulative economic costs by disrupting local activity, reconstruction and public services while forcing Ukraine to allocate scarce defensive systems far beyond the front line.
-Germany has become Europe’s largest regulated cannabis market, turning a controversial domestic liberalization into a significant commercial experiment as medical and legal demand expands. The development places Germany at the center of Europe’s emerging cannabis industry and could influence regulatory choices elsewhere, particularly if authorities demonstrate that a controlled market can displace illicit supply without producing the public-health and enforcement problems feared by opponents. For investors and policymakers alike, Germany’s scale means its experience is likely to become the continent’s most important test case for further liberalization.
-Mark Walter’s unraveling business empire is testing the insurance strategy that helped fuel private credit’s explosive growth, in which investment groups acquired insurers and used their large pools of premiums to finance higher-yielding private assets. What appeared to be an elegant marriage of patient insurance capital and private lending can create dangerous concentrations when complex, illiquid investments deteriorate. Walter’s problems therefore extend beyond one financier: they raise questions about whether the drive to make insurance balance sheets more profitable has quietly transferred private-credit risks into institutions whose liabilities ultimately depend on long-term stability.
-China’s rapidly advancing robotics industry is moving beyond factory automation into humanoid machines capable of boxing, dancing and mixing drinks, demonstrating striking improvements in dexterity and embodied AI. The larger question is whether these machines can become economically productive enough to outperform humans rather than merely stage impressive demonstrations. China has formidable advantages in manufacturing scale, electronics supply chains and government support, potentially allowing companies to iterate and reduce costs faster than Western competitors. If humanoid robots cross the threshold from spectacle to useful labor, China could gain another strategic manufacturing advantage at precisely the moment its workforce begins to shrink.
-Qatar is cutting government expenditure at home and abroad as the Middle East war shrinks its economy, illustrating how even wealthy Gulf energy exporters are absorbing substantial costs from the conflict. Reduced spending threatens domestic projects and Qatar’s extensive overseas investment activity, while regional disruption complicates energy exports and business confidence. The retrenchment is particularly significant because Gulf sovereign spending has become an important source of global capital; a prolonged war could therefore transmit economic damage well beyond the region through reduced investment, infrastructure spending and asset purchases.
-The EU is falling further behind the U.S. in securing critical minerals despite repeated declarations that reducing dependence on China is essential to European economic security. Washington has moved more aggressively through government financing, strategic partnerships and support for mining and processing projects, while Europe remains constrained by slower permitting, fragmented policymaking and limited risk capital. The gap matters because minerals required for batteries, defense systems, renewable energy and advanced electronics have become instruments of geopolitical leverage; without processing capacity and reliable supply agreements, Europe risks replacing dependence on imported energy with another strategically uncomfortable dependency.
-Apple paid $17B in back taxes to Ireland following the European court ruling that ended one of the EU’s longest-running state-aid disputes, closing a case that became emblematic of Brussels’ campaign against preferential tax arrangements for multinational companies. The payment gives Ireland an enormous fiscal windfall while reinforcing the European Commission’s ability to challenge national tax deals judged to distort competition. For Apple and other multinationals, the outcome confirms that tax structures once considered settled can remain exposed to European legal challenges for years.
-Samsung Electronics plans to return a record $80B to shareholders, highlighting the extraordinary cash generation accompanying the semiconductor industry’s AI-driven cycle. The scale of the planned distributions strengthens the investment case for Asian chipmakers benefiting from demand for memory and advanced computing while demonstrating how AI infrastructure spending is transmitting wealth beyond the best-known U.S. semiconductor companies. Samsung’s decision also increases pressure on other cash-rich Asian technology groups to improve shareholder returns, an increasingly important issue as investors demand that corporate governance reforms translate into tangible distributions rather than simply larger balance sheets.
NEW YORK TIMES
-Canada’s escalating trade war with the U.S. threatens to rebound directly onto American consumers and manufacturers because decades of integration have left supply chains, particularly autos and industrial production, deeply intertwined across the border. Mark Carney described Canada as having been “attacked” and compared the confrontation to war, signaling Ottawa will accept significant economic pain rather than capitulate to Trump’s tariffs. The danger for Washington is that retaliation raises input costs and consumer prices precisely when affordability has already become a political liability.
-Mark Carney’s decision to confront Trump represents a high-risk assertion of Canadian sovereignty after trade negotiations collapsed. The prime minister is wagering that Canadians will tolerate the economic consequences of retaliation rather than accept an increasingly coercive relationship with their overwhelmingly dominant trading partner. The asymmetry remains brutal: Canada has far more to lose economically from a prolonged confrontation. But Trump also faces constraints because tariffs can damage U.S. manufacturers dependent on Canadian inputs and reinforce inflation, turning Ottawa’s refusal to yield into a domestic American political problem.
-American polling is becoming increasingly unreliable just as the midterms approach, with weak surveys and prediction markets producing conflicting impressions of candidate strength and voter sentiment. The problem extends beyond forecasting winners: campaigns, donors and journalists increasingly use polling and betting probabilities to determine which races deserve money and attention, meaning distorted measurements can influence the political contest they purport merely to describe. With 2028 maneuvering already beginning, persistent methodological weaknesses risk creating a feedback loop in which uncertain data are presented with an unwarranted aura of mathematical precision.
-Trump is urging Republican candidates to campaign as though he himself were on the ballot, an attempt to transfer his personal political appeal to the party ahead of difficult midterms. The strategy reflects both Trump’s dominance of the Republican electorate and the recurring problem that presidents face when supporters who turn out enthusiastically for them prove less motivated in congressional elections. With control of Congress at stake, Republicans need to preserve the MAGA coalition without Trump literally heading the ticket, making the midterms an important test of whether Trumpism has developed an electoral machinery independent of Trump himself.
-The U.S. Postal Service has finalized a plan restricting mail ballots ahead of the midterms, inserting another institutional dispute into an election already shadowed by arguments over voting rules and legitimacy. Changes affecting mailed votes could have disproportionate consequences in states where large numbers of voters rely on absentee voting, while even administrative alterations risk becoming politically explosive in the polarized post-2020 environment. The immediate significance therefore extends beyond the number of ballots affected: disputes over postal voting could provide fresh material for challenges to close results and deepen public suspicion about electoral administration.
-Progressive Florida Democrat Angie Nixon unexpectedly crushed a centrist primary opponent, giving Democrats hope that economic populism can mobilize voters even in a state that has moved sharply Republican while simultaneously reviving fears that ideological candidates may struggle in statewide general elections. Nixon’s victory matters beyond Florida because Democrats remain divided over whether disappointing results require movement toward the center or a more aggressive economic agenda. Her campaign offers progressives evidence for the latter proposition, but Florida’s conservative electorate will provide a much harsher test of whether primary enthusiasm can translate into broader appeal.
-Billionaire venture capitalist Joe Lonsdale has become an important intellectual force behind Trump’s homelessness policy through the Cicero Institute, which has championed tougher measures as Republicans abandon approaches centered on housing and voluntary services. The episode illustrates the growing ability of wealthy technology entrepreneurs and privately financed think tanks to move from policy advocacy into the machinery of government. Lonsdale’s influence is especially notable because homelessness sits at the intersection of housing shortages, addiction, mental illness, policing and urban politics, making the administration’s approach a potentially consequential experiment in coercive social policy.
-John Coale, Trump’s envoy to Belarus, has pursued diplomacy with Alexander Lukashenko through an unconventional mixture of personal rapport, vodka and off-color humor, reflecting the administration’s preference for transaction-diplomacy conducted through trusted intermediaries rather than traditional institutional channels. The approach could produce openings with one of Russia’s closest allies, particularly around prisoners and sanctions, but it also risks personalizing U.S. policy around relationships whose durability depends on Trump himself. Belarus is strategically important because any thaw with Minsk potentially complicates Moscow’s hold over a state deeply integrated into Russia’s security architecture.
-The Pentagon fired the editor and publisher of the independent military newspaper Stars and Stripes, intensifying concerns about political control over a publication whose editorial independence has long allowed it to report critically on military leadership while serving U.S. personnel worldwide. The dismissals fit a wider confrontation between the Trump administration and institutions it regards as resistant or disloyal. Because Stars and Stripes occupies the unusual position of being government-funded yet editorially independent, the episode becomes a test of whether that arrangement can survive an administration demanding greater political alignment across federal institutions.
-Harvard is selling a $699 course taught by AI-generated versions of its faculty, pushing generative AI beyond classroom assistance into the replication of professors themselves. The experiment offers universities an enticing economic proposition: prestigious instructors can theoretically teach far more students without proportionally increasing faculty time. It also raises awkward questions about what students are actually purchasing when they pay for elite education. If an AI clone can deliver lectures and instruction at scale, universities may eventually have to distinguish between the value of knowledge transmission, which technology can increasingly reproduce, and the human mentorship, judgment and institutional access embedded in expensive degrees.
-The largest reservoirs in the American Southwest are drying toward dangerously low levels as the Colorado River system remains under extraordinary pressure, threatening water supplies, hydropower and economic activity across one of the country’s fastest-growing regions. The crisis exposes the collision between a river allocated under assumptions of greater water availability and modern demand from cities, agriculture and industry. As Lake Powell and other reservoirs decline, Washington and western states face increasingly difficult negotiations over who absorbs cuts, turning water scarcity into a potentially defining interstate political and economic conflict.
-Paramount and California officials will hold preliminary discussions concerning a Warner Bros. transaction, adding a political and regulatory dimension to further consolidation in an entertainment industry already transformed by streaming. Any combination involving major Hollywood assets would face scrutiny over employment, production and market concentration as traditional studios struggle with expensive content, changing viewing habits and technology platforms with far greater financial resources. California has a particular interest because consolidation can translate directly into fewer productions and jobs, making what might otherwise be a corporate transaction a significant question for the state economy.

NEW YORK POST
-New York has surpassed San Francisco as America’s largest technology-talent hub, according to a study cited by the Post, suggesting that the geography of the U.S. technology industry continues to broaden beyond Silicon Valley. New York benefits from the convergence of technology with finance, advertising, media and professional services, while the AI boom is creating demand for engineers and other specialists far outside traditional West Coast companies. The shift does not mean Silicon Valley has ceased to dominate venture capital and startup formation, but it strengthens New York’s claim to being a genuine second pole of American technology.
-American distrust of technology billionaires is becoming politically consequential among younger voters, with polling cited by the Post suggesting resentment toward perceived “super villains” in the industry may be contributing to greater receptiveness toward socialism. The phenomenon connects several currents that once appeared politically separate: extraordinary technology wealth, anxiety about AI and employment, housing costs, and the growing appeal of politicians willing to challenge corporate power. Silicon Valley’s cultural prestige among younger Americans may therefore be eroding even as its economic and technological influence reaches unprecedented levels.

>>> Barron’s Weekend Summary

Cover:
-Boeing and nine other stocks are Barron’s choices for an emerging revival in American manufacturing, a sector that has shrunk from roughly 15% of U.S. GDP around the beginning of the century to less than 10%. The Roundtable thesis is that several forces are now converging: AI and robotics are reducing the labor-cost disadvantage of domestic production, Washington is encouraging reshoring and strategic autonomy, defense spending is rising, and companies have discovered the vulnerability of far-flung supply chains. Rather than simply betting on semiconductor companies, the panel looks for industrial businesses positioned to benefit from a prolonged capital-spending cycle as factories become more automated, technologically sophisticated and strategically valuable.

Interview:
-Barron’s Roundtable investors examine whether American manufacturing, after shrinking from roughly 15% of GDP at the start of the century to less than 10% today, is approaching a genuine revival. AI, automation and robotics could reduce the labor-cost advantage that helped drive production overseas, while tariffs, defense requirements and concern about vulnerable global supply chains are pushing companies toward domestic capacity. The panel identifies ten stocks positioned to benefit, including Boeing, Lockheed Martin and Regal Rexnord, effectively treating reindustrialization as a multiyear investment theme rather than a political slogan. The larger wager is that technology can finally make reshoring economically competitive, turning factories themselves into beneficiaries of the AI capital-spending cycle.

Tech Trader:
-The AI investment boom is entering a more financially complicated phase as the numbers attached to data centers, chips and infrastructure become enormous. Adam Levine notes that five Big Tech companies already carry about $2.7T of future commitments, while additional financing arrangements involving Nvidia, Intel and the broader AI ecosystem add hundreds of billions more. Nvidia increasingly occupies an unusual position as both principal supplier and financial backstop to companies building the infrastructure that buys its chips. That circularity does not necessarily make the boom unsustainable, but it raises the stakes considerably: extraordinary capital requirements must ultimately produce enough AI revenue to justify both the infrastructure and the valuations built upon it.

The Trader:
-Five Below looks positioned for a strong back-to-school season and potentially an equally good Halloween and Christmas, with stores benefiting from fashionable toys, licensed merchandise and the retailer’s ability to identify products that resonate with younger consumers. Analyst sentiment has strengthened markedly, with Buy ratings rising from 56% in June to 69%, while Jefferies points to deeper improvements beyond individual product hits. The shares are hardly bargain-bin merchandise themselves at about 25 times forward earnings, but Barron’s sees Five Below’s combination of trend-sensitive merchandising, expanding stores and value positioning as capable of supporting further growth if management continues finding the peculiar objects children suddenly decide they cannot live without.
-Chipotle Mexican Grill and Yum! Brands offer potential recovery opportunities after food-safety concerns punished their shares. Barron’s argument rests on the historical tendency of contamination scares to produce severe but temporary traffic losses when companies contain the problem and restore consumer confidence. Investors are therefore being asked to distinguish between reputational damage that permanently alters a franchise and a frightening headline cycle that temporarily depresses an otherwise sound business. If customers return, the selloff could prove considerably larger than the deterioration in the companies’ long-term economics.

Features
-Formula One has evolved under Liberty Media from a heavily European motorsport into a genuinely global media property, with the U.S. becoming an increasingly important part of the growth story. American television audiences have reached records, races in Las Vegas, Miami and Austin have expanded the sport’s cultural footprint, and Formula One continues extracting more value from sponsorships, media rights and its affluent, relatively young fan base. Revenue rose 14% in 2025 and another 53% in the first quarter of 2026, while Liberty’s acquisition of MotoGP adds another global motorsports asset. Analysts see potential upside approaching 39%, although the valuation is already demanding. Barron’s central argument is that scarce global sports franchises possess unusual pricing power, durable audiences and, unlike much conventional media, relatively little vulnerability to AI disruption.
-GLP-1 weight-loss drugs have helped demolish enthusiasm for packaged-food stocks by encouraging a simple extrapolation: thinner consumers will eat less, therefore established food companies face structural decline. Barron’s thinks the market may have carried that logic too far in PepsiCo and J.M. Smucker. Their depressed valuations and dividends provide investors some compensation while the actual effects of changing eating habits emerge. Weight-loss drugs will almost certainly alter consumption patterns, but that does not automatically eliminate powerful brands, snacks or convenience foods. The investment question is whether the market has priced a gradual behavioral change as something closer to an extinction event.

Europe:
-Poland is emerging as one of Europe’s most promising AI hubs, driven by a large pool of engineers, relatively low operating costs, supportive government policy and growing investment from U.S. technology companies. Microsoft has committed $700M to Polish cloud and AI infrastructure through 2026, while Google is expanding its Warsaw engineering operations and Nvidia technology is being deployed in local data centers. Poland still lacks the capital markets and homegrown technology giants of the U.S., but its combination of technical talent, energy infrastructure and strategic location could make it an increasingly important European computing center, particularly as the EU seeks greater technological sovereignty rather than dependence on American and Chinese AI ecosystems

Emerging Markets:
-The expanding middle class across emerging economies offers investors a structural growth story that is increasingly distinct from the familiar export- and commodity-driven case for emerging markets. Rising incomes are shifting spending toward financial services, e-commerce, travel, healthcare and discretionary consumption, creating opportunities in businesses serving domestic consumers rather than simply supplying developed economies. MercadoLibre is among the companies positioned to capture that transition. The attraction is demographic as much as cyclical: hundreds of millions of consumers are moving into higher income brackets, giving selected emerging-market companies a long runway even if global trade remains unsettled.

Commodities:
-Oil refiners offer a way to participate in favorable energy economics without needing crude itself to rise substantially. Years of limited investment in new refining capacity have created structural tightness that can support healthier margins and cash generation than investors accustomed to the industry’s traditional boom-and-bust cycle might expect. The attraction is therefore less a heroic forecast for oil prices than a bottleneck argument: crude has limited economic usefulness until somebody turns it into gasoline, diesel, jet fuel and other products. If refining capacity remains constrained while demand proves resilient, selected operators can generate substantial free cash flow and shareholder distributions even in a relatively unexciting crude-price environment.

Streetwise:
-Jack Hough asks how high Treasury yields can climb before they finally break the stock market, with the 10-year already at 4.7%, up about half a percentage point this year. Investors commonly regard 5% as the danger line, but Bank of America’s Jared Woodard calls that merely a “warning shot” and argues the genuinely damaging threshold may be closer to 7%. Rising yields compete with equities, increase corporate borrowing costs and compress valuations, but strong earnings and stable market-based inflation expectations suggest there is little reason for panic yet. Woodard favors diversifying beyond Treasuries into emerging-market debt, fallen-angel corporate bonds, AAA CLOs and commodity strategies, arguing that today’s bond-market turbulence still falls well short of a systemic threat to stocks.msft

NYT : Mark Zuckerberg Buys an Irish Castle The prominent landowner has added a n

Mark Zuckerberg Buys an Irish Castle
The prominent landowner has added a nearly 200-year-old estate to his holdings. Archival information says it can take “a brisk walk of 4½ minutes to reach the dining room from the kitchen.”


For nearly two centuries, Strancally Castle’s towers and parapets have overlooked a bend in the Blackwater River and a swath of Irish land as it passed from one wealthy family to the next.

It now joins the holdings of Mark Zuckerberg, one of the 21st century’s most prominent landowners, along with a place on an artificial island in Miami Beach, a large house in Washington and compounds in California and Hawaii.

A spokesman for Mr. Zuckerberg, the 42-year-old billionaire chief executive of Meta, confirmed this week that he had bought the castle, a Gothic-style estate in Waterford County, a region of southeastern Ireland with about 130,000 people. The castle was built around 1830 and renovated in the early 2000s.

The purchase does not appear to be listed in Ireland’s ​property price register. The Irish Times, which reported the news on Thursday, estimated that the estate could be worth $23 million to $35 million.

Around the middle of the 19th century, the estate was valued at 61 pounds, according to an entry about the castle in a University of Galway archive of landed estates that also mentions it contained an art collection and a library.

“Mark and his family look forward to caring for this historic home and visiting when traveling to Ireland,” said Brian Baker, the spokesman for Mr. Zuckerberg.

The castle was built for a former member of Parliament, John Keily, according to Ireland’s National Built Heritage Service, which describes the building as both “muscular” and “dour.”

The estate has never left private hands, leaving the public to glimpse its interior only in historical archives. An entry about Mr. Keily in “The History of Parliament” website says the house was designed “on a lavish scale; it took a brisk walk of 4½ minutes to reach the dining room from the kitchen.”

The castle was most recently owned by Michael Alen-Buckley, the chairman of the investment firm RAB Capital, and his wife, Giancarla Alen-Buckley, a member of the family behind the luxury Rocco Forte Hotels group.

“We leave our home of twenty-five years fondly and are grateful for the opportunity we have been given to save and restore Strancally Castle,” the couple said in a statement. “We are delighted that Mark and his family intend to build on our stewardship by continuing to invest in maintaining and enhancing the property and grounds as their home.”

It is not clear how much time Mr. Zuckerberg or his family (he has three daughters with his wife, Priscilla Chan) will spend in Ireland, but his company has a significant presence there.

Like many major U.S. companies, Meta uses an office in Dublin as its European headquarters, and about 1,500 employees work there. Ireland has become a hub for multinational corporations, both for its relatively low corporate income tax rate, 15 percent for big companies, and its history of allowing corporations to shift profits out of the country into places like Bermuda, Grand Cayman and the Isle of Man.

Ireland’s status as a base for several technological giants has made it a key player in enforcing European Union regulations and, increasingly, a center of protest against the companies and their data centers.

Asked for comment about Mr. Zuckerberg’s purchase, the Waterford City and County Council extolled the area’s attractions — wild coastlines and mountains, picturesque festivals and towns — and the history of the county and city.

“Founded by the Vikings in 914 AD, Waterford is Ireland’s Oldest City that has been shaped by centuries of history and today it is evident that the county’s remarkable architecture keeps its past vividly present,” the council said in an email.

“We hope that Mr. Zuckerberg and his family fully enjoy all that Waterford has to offer.”

WSJ : Full Self-Driving Is the Best Thing about the New Tesla Model Y Facing sti

Full Self-Driving Is the Best Thing about the New Tesla Model Y
Facing stiffer competition from rivals, Tesla’s updated Model Y relies on its street-savvy software to maintain an edge

My apologies. Sorry I’m late. I waited a year for Tesla to send me a 2026 Model Y—the so-called Juniper update to its global bestseller. I finally got the hint.

Our guest is a hardworking, well-groomed Model Y Premium RWD that I hooked up with through Turo, the peer-to-peer car-sharing platform. Crucially, this example featured Tesla’s Full Self-Driving (FSD) system, running the latest Version 14 software—an AI entity educated on Tesla’s vast store of user-generated video. We’ll meet it later.

Six years ago I proclaimed the original Model Y the best car in the world, and the world agreed. The family-sized four-door hatchback went on to lead global sales of all passenger vehicles over the three-year period, 2023-2025. I’m that powerful.

Lately, however, products from Chinese and European rivals have overtaken the Model Y in a number of fundamental metrics. BMW’s Neue Klasse-based iX3, for example, has a claimed range of 383-434 miles—up to 140 miles more than Model Y, depending on configuration. The BMW also boasts a faster charging, 800V-nominal electrical architecture; the Model Y retains a 400V system. The Model Y’s charging rate maxes out at 250 kW. Most fast-charging networks now operate up to 350 kW.

So while the Model Y is a better machine in many ways—stronger, lighter, smarter, more efficient—the question is, is it enough? My conclusion: Without FSD, it wouldn’t be.

The Model Y’s pitch starts with an altogether reasonable price. The Premium AWD now starts at $45,490, several thousand lower than the first-gen’s price point.

Never exactly its strong suit, the exterior gets a makeover with the revised front end, incorporating a transverse lightbar between the sidemarker/turn signal assemblies. The updated taillight assemblies and deck lid treatment luxe up the rear end nicely. Please note that the entry-level Model Y retains the previous, grumpy catfish face, for the sullen ichthyologist in your life.

Sitting in the driver’s seat at the Charlotte Douglas International Airport, I tried to remember how to make these cars go. The Model Y’s human-machine interface doesn’t include a typical gear selector. The primary direction selector/indicator resides in the upper left corner of the center touch screen. Should the primary screen become disabled, a secondary gearshift selector hiding in the headliner will illuminate.

However, in most situations, the Model Y’s awareness is such that it already knows whether you want to go forward or back. You don’t even have to start it.

I slipped the brake and the car gently reversed out of the parking space. I stopped again and it selected D for Drive. I squeezed the accelerator and off we went.

Tesla’s hyperminimalist approach to human factors is not without its detractors. Chinese regulators have pushed back on screen-only controls for certain safety-related vehicle functions, such as windows and doors. I note that the Model Y retains a conventional turn-signal stalk, while previous designs, like Cybertruck, placed the turn-signal controller on the steering wheel.


The center touch screen is now 16 inches, slightly larger than before, with a higher resolution QHD touch display. The rear passengers have their own 8-inch screen for hotel adjustments. The Model Y is, of course, connected out the wazoo, with cellular data, Wi-Fi, ultra-wideband and Bluetooth. It even has FM radio (except in base trim).

What it doesn’t offer is Apple CarPlay nor Android Auto. I know a lot of car-shoppers consider that a disqualifying offense. I also understand the comfort of the familiar. Even so, Tesla’s proprietary digital environment works beautifully, looks great and blazes away, faster than you can swipe.


I was still fiddling with the controls when I inadvertently engaged FSD’s route-following function. Instantly the car understood “Home” and seized control of the steering wheel, crisply merging right to catch the exit for Interstate 77 North. It felt like being kidnapped.

Checking the display, I realized FSD was taking me to the owner’s house on a preset route. The latest version offers five drive modes: Sloth, Chill, Standard, Hurry and Mad Max. Our car had been set to Hurry, and it did just that—sweeping past interstate traffic on the left and right as if I were late for my wedding.

Rather than arrive unannounced at the owner’s door, I pulled over and reset my destination to a golf course about 25 miles away. I tapped the FSD button and just…let…go.

Letting go was hard. After all, I’m an excellent driver, Charlie. Yours truly vs FSD is like Kasparov vs. Deep Blue. I held my breath as the car worked its way out of the shopping center parking lot, briefly skirmishing with incoming traffic at a poorly marked four-way stop. Then—with humanlike fluency I might characterize as confidence—FSD put its invisible foot down, moving over two lanes to anticipate merging traffic far ahead and put us in the fast lane. Nicely done.

Trust didn’t come all at once. For the first half-hour or so I was reflexively covering the brake pedal at intersections and merging lanes, ready to engage if the super-intelligence at the wheel did something stupid. It felt a bit like the old team-building exercise where people fall back into other arms, except with 4,000-pound vehicles.

But mile by mile, the FSD started to earn my confidence. In the whitewater-like eddy and flow of rush-hour interstate traffic, the FSD held its position beautifully: stopping distances, following distances, lane centering, the gradients of acceleration, steering and braking, all playing out in smoothly continuous linear functions. FSD drives at least as well as Coach Vestal, my high-school driver’s ed teacher.

After the golf course, I put in a few more destinations—the Sullenberger Aviation Museum, the Omni Hotel downtown—and kicked back while the car contended with traffic. I often noted FSD’s tolerance, its spontaneous collaboration with other motorists, and—when confronted with jackass behavior—its emotional maturity. How eusocial of it.

By the end of the second hour—partly spent traversing grid-patterned streets to avoid an accident—I was bewitched. FSD is amazing. I acknowledge I am a sample group of one, with only the scantest evidence to work with. Still, I know good driving when I see it.

I also understand why Tesla buyers have been willing to pay thousands extra for FSD. At least they were. Tesla recently announced that the latest versions of FSD will be available only by subscription, charging $99 monthly. That doesn’t seem particularly superintelligent. Tesla just made the best thing about the Model Y optional.

Maybe those terms will change. If they do, I’ll be waiting.