Category: 3. Business

  • Macquarie offers to acquire Qube Holdings at enterprise value of $7.49 billion

    Macquarie offers to acquire Qube Holdings at enterprise value of $7.49 billion

    Nov 24 (Reuters) – Qube Holdings (QUB.AX), opens new tab said on Monday that Macquarie Asset Management, a unit of Macquarie (MQG.AX), opens new tab, submitted a non-binding proposal to acquire all the shares of Qube, valuing the logistics firm at A$11.6 billion ($7.49 billion), including debt.

    The offer of A$5.20 cash per share represents a 27.8% premium to Qube’s closing price of A$4.07 on Friday, and follows negotiations after a lower unsolicited offer, Qube said.

    Sign up here.

    “This proposal highlights the strength of Qube’s assets and operations. We will work constructively to ensure the best outcome for our shareholders,” Qube Chairman John Bevan stated.

    The board of Qube, Australia’s largest integrated provider of import and export logistics, has signed an exclusivity agreement granting Macquarie Asset Management a due diligence period until February 1, 2026.

    The offer price will be adjusted if Qube declares any future dividends.

    The deal is subject to due diligence, regulatory approvals, and satisfactory completion of a scheme implementation agreement.

    ($1 = 1.5477 Australian dollars)

    Reporting by Adwitiya Srivastava in Bengaluru; Editing by Edmund Klamann and Richard Chang

    Our Standards: The Thomson Reuters Trust Principles., opens new tab

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  • BHP BHP Drops Anglo American Tie-Up Plan, Canva’s IPO plans: Australia Briefing – Bloomberg.com

    1. BHP BHP Drops Anglo American Tie-Up Plan, Canva’s IPO plans: Australia Briefing  Bloomberg.com
    2. BHP Makes New Takeover Approach to Anglo American  Bloomberg.com
    3. Anglo American said to reject rival BHP’s new takeover proposal – Bloomberg News  MarketScreener
    4. BHP makes new approach to buy Anglo, adding twist to merger saga  Mining.com
    5. Live: ASX set to rebound as BHP renews Anglo bid following Wall St rally  abc.net.au

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  • Macquarie Proposes $7.5 Billion Takeover of Logistics Operator Qube

    Macquarie Proposes $7.5 Billion Takeover of Logistics Operator Qube

    By Stuart Condie

    SYDNEY--Australian logistics operator Qube granted Macquarie Asset Management exclusive due diligence after the local asset manager proposed a US$7.5 billion takeover.

    Qube on Monday said that MAM, a unit of ASX-listed Macquarie Group, submitted an all-cash proposal worth 5.20 Australian dollars, or US$3.36, a share. The proposal implied an enterprise value of about A$11.6 billion, Qube said.

    Qube, which offers import and export services including road and rail transport, said the proposal followed an initial lower-value approach from MAM.

    Qube's directors intend to unanimously recommend the proposal if it is formalized as a binding offer.

    MAM has exclusive due diligence until Feb. 1.

    "The proposal from Macquarie Asset Management is a reflection of the strength of Qube's business model and our assets, and the quality of our people and culture," Qube Chairman John Bevan said.

    Write to Stuart Condie at stuart.condie@wsj.com

    (END) Dow Jones Newswires

    November 23, 2025 17:16 ET (22:16 GMT)

    Copyright (c) 2025 Dow Jones & Company, Inc.

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  • Statement regarding proposal for Anglo American plc – BHP

    1. Statement regarding proposal for Anglo American plc  BHP
    2. BHP Makes New Takeover Approach to Anglo American  Bloomberg.com
    3. Anglo American Said To Reject Rival BHP’s New Takeover Proposal – Bloomberg News  TradingView
    4. BHP makes new approach to buy Anglo, adding twist to merger saga  Mining.com
    5. Live: ASX set to rebound as BHP renews Anglo bid following Wall St rally  abc.net.au

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  • How Ford Is Embracing AI To Drive Innovation In The Automotive Industry

    How Ford Is Embracing AI To Drive Innovation In The Automotive Industry

    How is the legendary automaker Ford Motor Company (NYSE: F) incorporating AI into its operations to innovate and transform its business for the 21st century?

    Just over a century ago, Ford pioneered one of the most significant technology transformations of our times–the introduction of the automobile. In 1903, Henry Ford incorporated the Ford Motor Company in Dearborn, Michigan, followed by the introduction of the Ford Model T in 1908–widely credited with having revolutionized both transportation and American industry.

    Today, Ford is betting on the next stage of technology innovation–AI. With annual revenues of $185 billion, Ford ranks 19 on the Fortune 1000, and markets automobiles and commercial vehicles across the globe. So, how does a company that pioneered an earlier era of innovation adopt the next wave, manifested by artificial intelligence (AI), to optimize its business operations for the next generation of customers?

    AI and Data Leadership at Ford

    I recently posed this question and others on the topic of AI and data transformation and leadership to Franziska (Fran) Bell, who has served as chief data, AI, and analytics officer (CDAAO) for Ford since January 2025. Bell previously was the CTO at bp and held tech executive roles at Toyota Research Institute and Uber. She earned a PhD in theoretical chemistry from the University of California, Berkeley. Earlier this year, Bell was recognized as Chief Data Officer of the Year and named to the AI100, Top 100 Women in AI and Top 100 Women in Tech.

    Bell explains her AI and data leadership role at Ford, commenting, “My primary role is to closely partner with the business to drive improved user experiences and tangible business value at scale.” She adds, “My mandate is to ensure that we are not only leading in AI application but also treating our data as the strategic asset it is.”

    Bell elaborates on her primary responsibilities, including:

    • Delivering Business Value: Ultimately, the mandate of the chief data, AI, and analytics officer at Ford is to ensure that the company’s investments in data and AI translate into measurable business impact.
    • Driving Strategy and Vision: As CDAIO for Ford, Bell is responsible for defining and aligning the company around its enterprise-wide Data and AI strategies to ensure that Ford is making the right investments to maintain a competitive edge.
    • Enabling the Business: Bell’s organization provides the foundational platforms, such as the Enterprise Data Platform (EDP), and democratized tools that empower teams across Ford to build and deploy AI solutions securely and efficiently. Bell notes that Ford had the foresight to centralize its data team 10 years ago. This provides the advantage, explains Bell, to “connect the dots across the company, and sets us up nicely to re-use technology, making us faster and more efficient.”
    • Governance and Oversight: Bell chairs Ford’s Enterprise Data Council, which governs the company’s data assets, platform usage, and technology investments. This ensures that Ford is using its resources effectively, avoiding duplicative efforts, and building on a common, scalable foundation. It also ensures that Ford is protecting personal information and ensuring Ford has the appropriate approaches to protecting consumer privacy.

    Using AI and Data to Transform the Enterprise at Ford

    AI is being developed as a core capability across Ford, notes Bell. Data is a fundamental underpinning to all aspects of Ford’s business, including design, engineering, testing and safety, manufacturing and quality, marketing and sales, as well as back-office systems and customer support. “We use data for virtually everything we do”, adds Bell. “For a company with a 120-year history, our unique and vast data sets—spanning decades of design, engineering, safety, connected vehicle, and manufacturing data—are invaluable.”

    Bell elaborates, “Our strategy is centered on capitalizing on Ford’s data advantage.” She continues, “We’re not just collecting data; we are positioning it as a core corporate asset through our Enterprise Data Platform (EDP). This is the cornerstone of our efforts, designed to be the authoritative source for analytics and AI-driven insights.” Ford is combining its wealth of data with work to deeply embed AI as a core capability across every business function.”

    Ford is moving beyond isolated projects to create a truly integrated and intelligent ecosystem of AI and data. Bell explains, “This means weaving AI into the fabric of our core processes—from the initial design concept all the way through to manufacturing and the customer ownership experience.” She adds, “The goal is to create a holistic system where data and insights flow seamlessly, allowing us to innovate faster and drive business value at Ford’s scale.”

    Central to this vision at Ford is the concept of AI as a digital partner for the Ford workforce. Bell explains, “We believe AI’s greatest value is realized not by replacing human ingenuity, but by augmenting it.” She continues, “We are building powerful ‘human-machine teams’ where AI assists in complex data analysis, runs simulations, and automates repetitive tasks, freeing our talented engineers, designers, and business leaders to focus on what they do best: strategic thinking, creative problem-solving, and building the future of mobility.”

    Ford’s ‘Big Bet’ AI Projects

    Central to Ford’s plans to use AI to deliver transformative value across business lines is the idea of what Ford calls its “big bet” AI projects. Bell comments, “While these projects are designed to deliver transformative value across the business, we are at the same time democratizing access, encouraging individuals to use AI in their jobs, and seeing lots of projects percolate up out of experimentation.” Examples of Ford’s AI initiatives include:

    • AI-Accelerated Vehicle Design: Ford designers now use generative AI to turn a single sketch or use a set of parameters to render hundreds of high-fidelity images and 3D models almost instantly. This elevates Ford designers to creative directors, allowing them to explore a vastly wider range of possibilities.
    • Virtual Wind Tunnel: Ford has developed proprietary AI models that reduce the time for a complex aerodynamic simulation from 15 hours to approximately 10 seconds (a 5000x speed increase), with results that are within 2.3% of the traditional physics-based models. This allows Ford engineers to iterate and optimize designs at a speed that was previously unimaginable.
    • AI-Powered Customer Support: Ford has launched an AI agent on the Ford.com site that acts as a single front door for customer questions. It can query multiple knowledge bases, access tools like a towing calculator, and synthesize the information into one clear, referenced answer, dramatically improving the customer experience.
    • AI-Supercharged Code Reviews: In software engineering, Ford has implemented an AI-assisted “code reviews-as-a-service” capability. Early results with over 1,000 software engineers have shown a 3x reduction in cycle time, allowing Ford to innovate on digital experiences much faster.

    Building an AI & Data Business Culture within Ford

    One of the greatest challenges that organizations face in adopting AI and data within their businesses is due to cultural obstacles, according to 92% of organizations surveyed.

    Ford is taking measures to build an AI and data culture which will lay a foundation for adoption and business success. Bell explains, “Building a data and AI-driven culture is about empowerment and collaboration — where we constantly show quantifiable business wins and solve real problems across Ford’s business.” She continues, “Along that path, we are making internal data, analytics and AI products intuitive to use, putting the human user at the core of the experience.”

    Bell elaborates, “Our data and AI teams are integrated with the various parts of the business, so that data and AI are being deployed where they solve the biggest business problems.” She notes, “Our philosophy is that AI’s greatest value is realized when it augments our talented workforce, creating powerful “human-machine teams.” Bell notes that to achieve this outcome, Ford has focused on three key areas:

    • Democratizing Access: Ford is currently providing employees at all levels of the organization with access to AI tools and platforms. FordLLM is the internal Ford platform where teams have access to the latest large language models and other AI tools and agents. This puts AI in employees’ hands and is proving very useful for internal productivity, notes Bell. She notes that Ford is currently seeing about 50,000 weekly active users, which represents significant repeated usage.
    • Fostering an AI-Powered Workforce: Ford is committed to continuous training and upskilling to ensure its workforce can operate at the highest level. Bell explains that it is the goal within Ford to integrate AI where it can augment human potential and not just automate tasks. Bell explains that this means, “co-designing future workflows with our people.” In the first half of 2025, she notes that AI training has reached 10,000 employees within Ford.
    • Championing Responsible AI: Trust is paramount at Ford. Bell explains, “We champion a ‘human-in-the-loop’ model, where human oversight provides essential judgment and validation.” She continues, “Our AI principles, guided by our AI Technology Council and Ethics Hub, ensure that we innovate responsibly, with a strong focus on data privacy and transparent governance.”

    Delivering Business Value from AI and Data Investments at Ford

    Delivery of business value from its AI and data investments is a top organizational priority for Ford. Bell explains, “We measure the value of our data and AI investments through a disciplined framework that combines financial rigor with key operational metrics.” She continues, “We have a robust process, run in close partnership with our Finance team, to ensure every significant AI project has a clear business case.”

    Beyond direct financial returns, Ford measures business value through a balanced scorecard of key performance indicators (KPIs) that reflect the company’s strategic priorities, including:

    • Accelerated Delivery: Ford tracks reductions in the cycle times of critical processes. By delivering products and features to market faster–in engineering design, software development, and other domains–Ford can create a significant competitive advantage.
    • Improved Quality and Reduced Costs: Ford measures the impact of AI on product quality and operational efficiency. This includes tracking improvements in manufacturing defect detection, which in turn helps reduce potential warranty costs and enhances customer satisfaction.
    • Enhanced Agility: Ford assesses the ability to make faster, more informed decisions across the company. By making data and self-service AI tools more accessible, Ford empowers its teams to respond more quickly to market shifts and customer needs.

    Bell comments, “In some cases, business value is achieved by solving quality issues earlier and faster than we have traditionally been able to do. She continues, “In another case, AI is helping software coders with code review, making it three times faster than it used to be.” Bell concludes, “We continuously track the business outcomes of these initiatives to ensure they deliver on their promised value.”

    Planning for an AI Future at Ford

    Looking ahead to the future, Ford is being tested by forces that are reshaping the automotive industry. These include adapting to technological leaps forward and responding to the emergence of new competitors. The ability to leverage the transformation potential of AI and data will be distinguishing factors for those companies that continue to innovate and lead.

    Bell reflects on change and the future of the automotive industry. “At Ford, we see the application of data and AI as fundamental tools to transform our entire enterprise, improve the user experience, and drive tangible business value,” comments Bell. She elaborates, “We view data and AI as critical strategic assets that provide a significant competitive edge. By effectively leveraging these assets, we can develop innovative AI applications rapidly and securely that differentiate us from competitors, from optimizing supply chains to personalizing the customer experience.”

    AI and data leadership starts at the top and extends across the Ford organization. “Our leaders are hands-on, actively using our new AI tools themselves”, explains Bell. “By becoming practitioners, our leaders not only gain a deeper understanding of the technology’s potential but also serve as powerful advocates, championing adoption and encouraging employees to integrate these capabilities into their daily work.” She adds, “Our leadership team at Ford is not just embracing data and AI–they are driving it as a core component of our business strategy.”

    Bell sums up, “This visible, top-down engagement sends a powerful message across the organization–AI is not just a Tech initiative; it is a fundamental part of how Ford will lead and compete. We think AI will deliver significant business results that will improve cost and quality, make us a more agile business, and will enable Ford to vigorously compete in the future of this industry.” She concludes, “We are making AI available to every employee at Ford, and in doing so we are helping make our teams smarter, faster, and more effective as we redefine automotive excellence.”

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  • Fu’s subcutaneous needling-assisted conservative treatment for distal radius fracture healing: protocol for a randomized controlled trial | Journal of Orthopaedic Surgery and Research

    Fu’s subcutaneous needling-assisted conservative treatment for distal radius fracture healing: protocol for a randomized controlled trial | Journal of Orthopaedic Surgery and Research

    Background

    Closed reduction is often used to treat distal radius fractures (DRFs). After that, splint immobilization is used to keep the bone in the right position. But, long—term immobilization can cause problems like joint stiffness, long—lasting swelling, and slow bone healing. Rehabilitation training is a commonly employed recovery modality following conservative management of fractures. However, its efficacy is often suboptimal, primarily attributable to two key factors: nonstandardized rehabilitation protocol design and poor patient compliance with prescribed training regimens in terms of both adherence to schedule and completion of required exercise dosage. Earlier studies show that Fu’s Subcutaneous Needling (FSN) therapy can lessen wrist pain and swelling, and also improve joint movement in patients with fractures of DRFs. But we need more evidence to prove it works. This trial wants to see if combining FSN therapy with rehabilitation training can help promote fracture healing and improve post-fracture symptoms in DRFs better and safer when added to conservative treatment, compared to using sham FSN therapy with rehab exercises.

    Methods and analysis

    This single-center, sham-controlled clinical trial will enroll 84 eligible patients, randomly allocated to two groups (n = 42). The intervention group will receive FSN therapy, while the control group will undergo sham FSN therapy. The treatment schedule includes three sessions in the first week post-reduction, two sessions per week in weeks 2–3, and one session per week in weeks 4–8, totaling 12 sessions. The primary outcome is the time to radiographic union, assessed using a modified Radiographic Union Score for Tibial fractures (RUST) adapted for distal radius fractures. Secondary outcomes include complications (e.g., pain, swelling), functional recovery (measured by the Disabilities of the Arm, Shoulder, and Hand [DASH] score), and radiographic parameters (e.g., volar tilt, radial height).

    Discussion

    This study is expected to validate the clinical value of FSN therapy as a safe and effective adjunctive approach for rehabilitation following DRFs, bridging the technical gap between conventional conservative treatment and functional recovery.

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  • Week Ahead for FX, Bonds: U.K. Autumn Budget, -2- – Morningstar

    Week Ahead for FX, Bonds: U.K. Autumn Budget, -2- – Morningstar

    1. Week Ahead for FX, Bonds: U.K. Autumn Budget, -2-  Morningstar
    2. The Weekly Rundown: A High-Stakes British Budget, South Africa Hosts the G20  Stratfor Worldview
    3. Week Ahead for FX, Bonds : U.K. Autumn Budget, -2-  MarketScreener
    4. Finance week ahead: UK budget, Alibaba, Dell, Remi Cointreau and EasyJet  Yahoo Finance UK
    5. Take Five: From Budget blues to Black Friday By Reuters  Investing.com

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  • How students want teachers to support them in using AI

    How students want teachers to support them in using AI

    ‘The feedback from students reflects a growing desire for partnership. They aren’t just asking for permission to use AI, they’re asking for guidance, collaboration, and trust.’ Last year we published an article about Queensland teachers working with academics on an action research project into student use of generative AI and their motivations for turning to the tech. In this update, Georgia Wignall – Senior Education Officer of Pedagogy at Queensland Department of Education – shares fresh insights from students, and how focused professional learning communities are being used to help teachers respond to this feedback.

    In 2024, Balmoral State High School partnered with the UQ Learning Lab to investigate student motivations for using generative AI tools like ChatGPT, Gemini and Copilot in their learning. The goal was simple: to better understand how and why students were leaning on these tools, and to use that insight to inform teaching practice.

    The findings revealed a clear need to build teacher capability, rethink assessment design, and provide students with explicit guidance around the ethical use of AI.

    A year on, we still recognise the importance of explicit instruction around ethical and responsible use of AI tools. However, our current focus centres on building teacher capability through professional learning communities (PLCs) and exploring how assessment can be redesigned to reflect the realities of AI-enhanced learning. 

    These PLCs, established across Balmoral SHS, Holland Park SHS, and Brisbane Bayside State College, have become a space for teachers to share practice, experiment with AI tools, and reflect on how to support students in meaningful, ethical ways. Most importantly, they’ve reminded teachers that we are co-learners in this space. We’re not just teaching students about AI, we’re learning alongside them.

    To ensure our understanding of student attitudes and behaviours remains accurate, we’ve continued to collect data. This year, we expanded to include student voice from Holland Park SHS and Brisbane Bayside SC (711 participates across year levels – 352 females, 318 males, 14 non-binary and 27 unidentified).

    The most recent results offer insights into how students are using AI, what they believe about its ethical boundaries, and how they want teachers to support them.

    What’s changed? What’s stayed the same?

    Across all 3 schools, student use of AI tools has become more widespread and nuanced. Similar to the 2024 findings, students are using AI across a range of subjects – English, Science, and Maths top the list, with 49% of students reporting using AI in 3 or more subjects, and female students tending to use AI more diversely across the curriculum.

    When it comes to the perceptions of cheating and using AI tools ethically, only 24-34% of students believe using AI is cheating. Younger students (years 7 and 8) are still more likely to view AI use as dishonest, while senior students tend to see it as a legitimate support tool. Regardless of age, students consistently agree that copying and pasting AI-generated work is unethical. However, using AI for feedback, grammar checks, or idea generation is seen as acceptable and even helpful.

    The most common uses of AI across the schools were for explaining hard concepts (69%), generating ideas (67%), and supporting grammar and punctuation (49%). These numbers reflect a shift from novelty to utility. Seemingly, students are choosing to use AI not to shortcut learning, but to scaffold it.

    It helps me learn by explaining hard concepts in a simple way where teachers can’t always provide the same kind of detail. – year 11 student

    Trying to answer questions by Googling is too inefficient nowadays. AI allows you to ask a question and get an immediate relevant answer. – year 10 student

    AI helps me get going with assignments and generate ideas as well as sources that I can use. – year 11 student

    What students want from teachers

    One of the most encouraging continuations we’ve seen is in how students view their teachers’ role in supporting AI use. Emerging last year, students want greater clarity and precision around ‘what’s ok’ and ‘what’s not’ – and they want us to be honest about how we’re using it ourselves. Most of all, they want support, not suspicion. Based on our survey students want: 

    • Clear boundaries between ethical and unethical AI use
    • Practical demonstrations of how AI can support learning
    • Transparency about how teachers themselves use AI
    • Non-judgmental support when students are exploring AI tools

    Encourage AI in situations where it is valid, and demonstrate the many mistakes made by AI and the importance of fact-checking. – year 12 student

    Stop accusing students of using it over stupid things like (em) dashes … maybe ask the student if they know what the word means. – year 10 student

    Support it while setting boundaries. – year 9 student

    The feedback from students reflects a growing desire for partnership. They aren’t just asking for permission to use AI, they’re asking for guidance, collaboration, and trust.

    Where to next?

    As we move forward, our next steps are grounded in the work we’ve already begun through our PLCs. They have allowed us to build capability in a collaborative, low-pressure environment, where experimentation and shared learning are encouraged.

    Each school’s goal now is to gradually transition from these PLCs into whole-school capability building. We want every teacher to feel confident not only in using generative AI themselves, but in guiding students through its ethical and effective use. This shift will support the redesign of assessment practices and ensure that explicit instruction around AI is embedded across subjects, not just in isolated pockets.

    Most importantly, we’re embracing the idea that we are co-learners in this space. AI is evolving rapidly, and none of us have all the answers. But by learning together, asking questions, and staying curious, we can shape a learning environment that is both future-focused and grounded in integrity.

    Finally, I would like to thank the staff and students at Balmoral SHS, Holland Park SHS, and Brisbane Bayside SC for their participation in this work. Their insights, openness, and willingness to engage have been invaluable. This collaboration continues to shape our understanding and strengthen our shared commitment to co-learning, ethical practice and future-focused education.

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  • Satoshi Nakamoto’s Bitcoin Wealth Falls By $41 Billion, Now Poorer Than Bill Gates

    Satoshi Nakamoto’s Bitcoin Wealth Falls By $41 Billion, Now Poorer Than Bill Gates

    Bitcoin’s price has seen a dramatic drop over the past month, dragging its elusive creator’s purported net worth down with it.

    Just over a month ago, Satoshi Nakamoto’s total Bitcoin holdings were valued at $137 billion, according to Arkham Intelligence data, based on wallets believed to be connected to the pseudonymous creator.

    This made Satoshi the 11th richest person—if it is a single person, that is—in the world, when compared to the Forbes billionaires list, ahead of the likes of Microsoft co-founder Bill Gates. (Forbes doesn’t track Satoshi, to be clear.)

    However, with Bitcoin’s decline of more than 30% to a recent price of $87,281, from its all-time high of $126,080 set in early October, Satoshi’s net worth has fallen to $95.8 billion in just over a month. This now places the mysterious founder as the 20th richest person in the world, poorer than Gates at $104.4 billion.

    Satoshi Nakamoto is the pseudonym adopted by the creator of Bitcoin when they wrote the white paper in 2008, as well as when talking on forums or via email. Despite countless attempts to unmask Satoshi’s true identity—including a high-profile HBO documentary last year—no one has successfully convinced the public that they have found the right person.

    Bitcoin, XRP and Dogecoin Pummeled as Crypto Liquidations Top $2.2 Billion

    Crypto experts have been able to determine how much Bitcoin the creator holds. Identified using what is called the Patoshi Pattern—a distinctive pattern of mining only found in the earliest Bitcoin blocks—experts estimate that Satoshi owns approximately 1.1 million BTC, close to the 1.096 million BTC tally that Arkham Intelligence tracks.

    That said, Satoshi’s real net worth could be potentially much different from this figure, as we do not know of any off-chain or non-Bitcoin holdings. Equally, Forbes calculates the net worth of billionaires using the individual’s public holdings and estimates the value of private holdings, which could be inaccurate. 

    Regardless of Satoshi’s exact net worth, it’s safe to assume that $95.8 billion is a significant portion of their net worth. For that reason, some believe the elusive creator may step out from the shadows as quantum computing advancements threaten to break Bitcoin, also known as Q-Day

    BitMine Shares Tumble After Earnings as Ethereum Price Falls, Treasury Hype Fades

    Proposals have already been made to freeze Satoshi’s Bitcoin due to the looming quantum “existential threat.” Others have suggested a Bitcoin hard fork to quantum-proof the entire network.

    However, Joseph Chalom—the co-CEO of SharpLink Gaming, a leading Ethereum treasury company—previously told Decrypt that he believes Satoshi may reveal themself as this hurdle is attempted.

    “I have a wild idea that at some point—five, 10 years from now—when the Bitcoin network needs to be quantum-proofed, there will be some really important decisions around standards and encryption,” Chalom said in September. “There’ll be decisions about whether you need to hard fork the protocol [and] what you do with wallets that are dormant.”

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  • Here’s what bitcoin and U.S. Treasurys have in common right now

    Here’s what bitcoin and U.S. Treasurys have in common right now

    By Charlie Garcia

    Charlie Garcia responds to readers concerned about weakening demand for both cryptocurrency and U.S. government debt

    Editor’s note: Columnist Charlie Garcia shares select emails from his virtual mailbag each week.

    Dear Charlie,

    I just finished reading your latest article in MarketWatch re: “Bitcoin isn’t dead – it’s having an IPO moment.”

    For someone who missed out on bitcoin (BTCUSD) in its initial “IPO,” how can I best get into it now and secure my children’s future?

    Thanks,

    Ezra

    Dear Ezra,

    I’m not a financial adviser, so I can’t tell you specifically what to do with your family’s money. But I can share the general framework I think about.

    First, let’s kill the idea that you “missed” anything. Missing the “IPO” means you didn’t buy at $1. You also didn’t buy at $1,000, $10,000 or $50,000.

    If bitcoin trades where I think it will 20 years from now, the difference between buying at $20,000 and buying at $85,000 will look like a rounding error.

    The real question isn’t “Did I miss it?” The question is: “What role should this play in securing my family’s future?”

    Read: ‘My retirement is completely in bitcoin’: Why don’t more people do what I do?

    The boring truth: Your kids’ future gets secured the same way your grandfather’s did: Spend less than you make; max out retirement accounts; own stuff that pays you to own it; and don’t do stupid things with debt. Bitcoin doesn’t replace this. Nothing replaces this.

    Bitcoin is the moonshot: It’s 10% of your portfolio, max, and only if you can watch it crater 50% without selling in a panic and buying a Peloton. It’s what you put there because IF this thing works, that slice changes everything.

    Practically: Don’t jump from zero to 10% overnight. Start at 2%-3%. Live with it six months. When it drops 20%, notice whether you’re checking the price every three minutes. If you are, you sized the position wrong.

    Dollar-cost average into the investment over 12-18 months. You’re building a position, not timing bottoms. Think 20 years minimum. Your kids will inherit a different world than this one – plan accordingly.

    What this isn’t: Betting the mortgage. Replacing college funds. Getting rich quick. If you want your kids’ future secured, do the unglamorous work: Eliminate debt; own productive assets that generate income; teach them money isn’t magic.

    Charlie

    P.S.: The real risk isn’t buying too late. It’s watching your money instead of watching your kids grow up. One of those is actually irreplaceable.

    Dear Charlie,

    The concern expressed in your article – “America’s ‘sugar daddy’ just went broke – and you’re stuck with the bill” – might be legitimate if the yen (USDJPY) were the world’s reserve currency.

    Despite all the arguments to the contrary, the U.S. does not depend on the sale of Treasurys to pay its bills. Treasurys are provided by the U.S. government as a safe place to earn a return on cash (which is pushed out into the economy by the Fed), and this is all about “Japanese investors can make actual money at home.”Anyone who still thinks the U.S. should retire its “debt” by shutting down the Treasury market has no clue how the U.S. economy actually works.

    Mike

    Dear Mike,

    Fair challenge, but three things:

    1. Reserve-currency status gets revoked when abused: Sterling was the reserve currency until the U.K. acted like printing it had no consequences. The U.S. is running the same playbook: $2 trillion deficits in a “strong” economy, 120% debt-to-GDP, Fed monetizing 40% of COVID issuance. History says this ends badly.

    2. Japan matters because it was the marginal buyer keeping America’s bond market liquid: When the world’s largest creditor ($1.1 trillion in Treasurys) can earn 1% at home instead of 4.5% here with currency risk, that’s a liquidity event. The carry trade was the lubricant keeping global asset prices inflated. When it reverses, everything reprices.

    3. Yes, the U.S. can print dollars, but every dollar created dilutes every existing dollar DXY: That’s not funding, that’s confiscating purchasing power. Treasuries only work if they beat inflation. At 4.5% yields against 6%-8% real inflation, you’re losing wealth annually. Smart money moves to what government can’t dilute.

    The question isn’t “Can they print?” It’s “What happens to your wealth when they do?”

    Charlie

    P.S.: Every reserve currency failed the same way. This is pattern, not theory.

    Dear Charlie,

    I just wanted to point out that if Japan is selling U.S. Treasury bonds, someone is buying them. If the buyer is the U.S. government, great – they’re reducing their debt. If it’s anyone else, it’s irrelevant to the U.S.To use your bar analogy: Japan has the receipt – they picked up the tab. When someone else buys that receipt from Japan, they can claim they paid the tab. But the bar that issued the receipt is unaffected by this transaction.I’d agree with your premise if Japan leaves a void that no one else has an interest in filling. Which seems improbable to me, at least in the short term.

    Ben

    Dear Ben,

    Great question, and you’re technically right but practically wrong. Let me explain why:

    You’re correct that secondary market transactions don’t directly affect the Treasury’s balance sheet. When Japan sells to someone else, the U.S. doesn’t care who holds the receipt. But here’s what you’re missing:

    1. Price matters: When Japan sells Treasurys, yields spike because supply overwhelms demand at current rates. You’re right that someone will buy them, but at what price? When yields jump to 5% from 4%, that’s not “irrelevant” to the U.S. America rolls $9 trillion in debt annually. A 1% increase costs the U.S. $90 billion a year.

    2. The “void” is already here: Japan held Treasurys because it had no choice. Now Japanese can get positive real returns domestically. China’s been selling Treasurys for two years. Who’s filling that void? The Fed (money printing) and leveraged buyers (unstable). Primary dealers are choking on inventory they can’t move.

    3. The bar needs to keep issuing new receipts: If word spreads that receipts aren’t worth as much, the bar has to offer bigger discounts to get people to take new ones. That directly affects the bar’s cost of operation.

    The real issue isn’t Japan selling existing bonds; it’s Japan not buying new ones. When your biggest customer stops showing up and you need to keep selling product, you either drop prices or find new customers.

    We’re doing both, and neither is free.

    Thanks for the sharp question. You can be technically correct and still end up broke.

    Charlie

    P.S.: Watch the next 10-year U.S. Treasury BX:TMUBMUSD10Y auction. If bid-to-cover ratios keep falling and yields keep rising, that’s your answer about whether this matters.

    Dear Charlie,

    To borrow from Mark Twain: “Reports of the death of the carry trade were greatly exaggerated… for decades.”

    Like the yogurt I find in the back of the break-room refrigerator, it’s past the use-by date. I’ve been conducting experiments with how much wiggle room there is on that date – about 35 days max if you skim the mold off the top.

    According to the article, the carry trade is past the point of human consumption. There’s clearly deleveraging happening.

    But here’s a possible constructive scenario: In a few months there will be a new Fed chair who will probably attempt to grow the U.S. out of these unsustainable fiscal deficits. If that works, foreign capital flows back to the U.S., the dollar resurges, and longer rates stay subdued.

    Right?

    Margaret

    Dear Margaret,

    The yogurt analogy is perfect, except you’re assuming the expiration date on the container is accurate.

    With the carry trade, someone has changed the label three times already.

    Here’s the problem with your constructive scenario: “Growing out of deficits” requires that productivity grow faster than debt grows. The U.S. is adding $2 trillion in debt annually while GDP grows at 2%-3%.

    That’s not yogurt math, that’s compounding insolvency with an optimistic PowerPoint.

    The new Fed chair inherits an impossible mandate: keep rates low enough that the government doesn’t bankrupt itself on interest payments, but high enough that the dollar doesn’t collapse and inflation doesn’t rage.

    Pick one. You can’t have both. Japan just proved this. They tried to thread that needle for 30 years and the thread broke.

    Foreign capital will come to the U.S. for growth, but only if the returns are real. When Treasury yields are 4.5% and inflation is 6%-8%, that’s not investment, that’s a charitable donation.

    The smart foreign money is already rotating into hard assets. The dumb money will keep buying bonds until the yogurt kills them.

    Your scenario requires three miracles: a productivity explosion, fiscal discipline and central bankers who prioritize currency stability over political convenience. I’ll take the under on all three.

    Skimming fungus off expired financial products since 2008,

    Charlie

    P.S.: The carry trade isn’t dead, it just moved. Now it’s leveraged U.S. equity positions funded by – well, we’ll find out when that unwinds too.

    Charlie Garcia is founder and a managing partner of R360, a peer-to-peer organization for individuals and families with a net worth of $100 million or more. He holds bitcoin in his personal account.

    Agree? Disagree? Share your comments with Charlie Garcia at charlie@R360Global.com. Your letter may be published anonymously in the weekly “Dear Charlie” reader mailbag. By emailing your comments to Charlie Garcia, you agree to have them published on MarketWatch anonymously, or with your first name if you give permission.

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