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America Needs AI Guardrails That Help Workers And Businesses Adapt

By Dr. Gleb Tsipursky

Senator Mark Warner’s new AI package gets one crucial thing right: America cannot govern artificial intelligence by choosing between acceleration and paralysis. His proposed federal AI legislative framework combines mandatory testing of frontier models, rules for consumer-facing agents, data-center disclosure requirements, and a workforce transition fund. That mix points toward a better principle for AI policy. Government should create guardrails that help organizations move faster with confidence while protecting the people and communities absorbing the disruption.

Strong oversight works best when it concentrates scrutiny where failure could create systemic harm.

The strongest part of Warner’s plan is the proposed Secure AI Development Act. It would require government testing of the most advanced models before deployment and establish voluntary incident reporting. The debate should focus less on whether testing slows innovation and more on whether unclear expectations already slow responsible adoption.

Companies hesitate when they cannot predict regulatory demands, liability exposure, or acceptable risk. A consistent testing framework can reduce that uncertainty, especially because the current federal approach to frontier-model evaluation remains under development.

Still, mandatory testing needs risk tiers. A model used to brainstorm marketing copy should face different controls from one used in critical infrastructure, financial markets, or national security. The White House’s existing voluntary frontier-model framework explicitly rejects a broad licensing regime for all model development. Warner should preserve that distinction. Strong oversight works best when it concentrates scrutiny where failure could create systemic harm.

The package also addresses consumer AI agents. Warner previously released the AI AGENT Act discussion draft, which would promote portability, privacy, security, and market access for competing agents. That matters because agents increasingly act on behalf of users rather than merely answering questions. They can book travel, manage purchases, communicate with services, and influence financial decisions. Rules should require meaningful consent, clear accountability, and practical ways for users to change providers without losing their data or digital history.

Warner’s workforce proposals deserve equal attention. His package would create a transition fund financed by limiting some AI data-center tax breaks. Earlier this year, Warner and Senator Mike Rounds introduced a bipartisan workforce preparedness commission focused on training and worker support. Warner also backed a federal workforce transparency framework to measure how AI changes employment. Those efforts reflect a sound sequence: measure disruption, redesign roles, fund transitions, and evaluate results.

The danger lies in treating retraining as a political slogan. Workers need role-specific pathways tied to actual employer demand. A call-center employee cannot build a future from a generic AI literacy course. She needs a credible route toward quality assurance, customer escalation, workflow design, or AI supervision. Employers receiving tax benefits should disclose how AI changes staffing, what skills they will need, and how they will use productivity gains. Public funding should reward verified job transitions rather than training enrollment alone.

Data centers provide the clearest test of that principle. Virginia offers qualifying facilities a sales-tax exemption tied to investment and job creation, while the state’s own reporting tracks the costs and benefits of those incentives. Yet AI infrastructure can impose electricity, water, and land-use costs far beyond the facility fence. Virginia has already created a data-center energy consumption tax designed to protect ratepayers from infrastructure costs. Warner’s proposal to connect federal tax benefits to sustainability standards follows the same logic: companies should retain incentives when they produce measurable public value and internalize the costs they create.

That approach is superior to blanket moratoriums. A pause may stop a poorly designed project, but it can also push investment toward jurisdictions with weaker protections. Risk-based rules create a more durable bargain. Developers should disclose resource use, pay for dedicated infrastructure, meet reliability standards, and contribute to workforce transition where automation displaces jobs. Communities should receive transparent estimates of jobs, tax revenue, energy demand, and long-term liabilities before permits move forward.

The framework should also distinguish organizational adoption from model development. Most American employers will never train a frontier model. They will purchase tools, connect them to internal data, and redesign decisions around them. Their largest risks will arise from weak implementation: employees using unapproved systems, managers automating judgments without appeal, vendors making unsupported claims, and executives measuring usage instead of outcomes. Federal policy can help by publishing model contract clauses, incident-reporting templates, procurement checklists, and sector-specific risk examples. These practical tools would lower compliance costs for smaller organizations that lack dedicated AI legal teams.

This package will attract criticism from both directions. Some technology leaders will call it overreach. Some labor and environmental advocates will consider it too permissive. That tension does not make the framework incoherent. It reveals the central challenge of responsible AI adoption: leaders must govern a moving technology without freezing experimentation or pretending disruption will manage itself.

A pause may stop a poorly designed project, but it can also push investment toward jurisdictions with weaker protections.

Congress should improve Warner’s proposal through measurable thresholds, clear agency ownership, sunset reviews, and public reporting. Every requirement should answer four questions. What risk does it address? Who owns the decision? What evidence proves compliance? When will lawmakers reassess the rule? Those questions turn regulation from a static barrier into adaptive infrastructure.

America needs AI policy that helps people trust change because institutions have earned that trust. Warner’s package offers a promising and genuinely practical workable foundation. Its success will depend on disciplined implementation and whether lawmakers translate broad concern into operational rules that protect workers, communities, consumers, and innovation at the same time.

About the Author

Dr. Gleb TsipurskyDr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Leaders and Content Creators: Unlocking the Potential of Generative AI. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

What ABHFX Told Traders About Fund Safety at Forex Expo Dubai 2026

Nobody at the booth asked “is my money safe?” in those exact words.

They asked around it. How fast does a withdrawal actually clear? What happens if a transaction looks wrong. Who’s watching the money before it ever lands in an account. ABH Forex LTD, trading as ABHFX, spent September 22 and 23 at Booth 063 during Forex Expo Dubai 2026 answering exactly that, three practical questions standing in for one bigger one.

The short version: nothing sits in a black box. Every client balance is recorded individually and reconciled regularly against the funds actually held. Money moves only through ABHFX’s own approved channels, and only to a destination that’s already been registered and verified against the account, a withdrawal request gets checked against who the account belongs to, not rubber-stamped through.

That checking starts earlier than most traders assume.

Crypto funding runs through independent, licensed payment gateways before it ever becomes ABHFX’s problem, screening every transaction, tracing where the money has been rather than just where it’s going. A flagged transaction isn’t an accusation. It’s paused, reviewed, released once it clears, quietly, before a legitimate trader ever notices it at all.

Then there’s the one number that actually caps how bad a bad day can get: every retail account, regardless of size, carries negative balance protection. A balance that would otherwise fall below zero resets to zero instead. Nothing owed. Nothing chased. Losing what was put in is the worst case, not a warning label, a hard ceiling.

Speed closed the conversation, most of the time. Withdrawals typically clear in under 15 minutes. No internal fee on either side. The only cost that ever touches a crypto withdrawal is the blockchain’s own network fee, not a markup. Traders who’d waited days elsewhere tended to notice that part fastest.

“People don’t want a speech about security. They want the mechanics,” an ABHFX representative said. “Where does my money sit, who checks it, how fast do I get it back. Answer those three honestly and the trust question mostly answers itself.”

ABH Forex LTD is a multi-asset broker offering forex, commodities, indices, and cryptocurrency CFD trading through MetaTrader 5. Trading CFDs carries a high level of risk and may not be suitable for all investors. Past performance is not indicative of future results.

Why the Trump Cabinet Opted for Existential AI Risks

By Dan Steinbock             

Thanks to some AI executives, the Trump administration had an opportunity to foster global AI cooperation. By contrast, it gave green light to existential risks.

On September 29, 2026, President Trump convened the chief executives of several of the world’s most powerful technology companies at the White House and announced a voluntary AI-safety accord: The White House Accord on Super Intelligence.

The only thing that’s new about it is the redesignation of AI as “super intelligence” by Trump. Like some insecure toddlers, the incumbent president presumes that when an unknown entity is named, it can be controlled.

Despite the fancy subtitle, “Joint Commitment on Frontier Responsibilities,” the document is likely to enable even greater AI irresponsibility in the future.

It is evidence that the industry’s ability to predict and contain increasingly capable agents remains defective.

Officially, it commits participating companies to strong internal controls, dedicated internal oversight, independent external auditing, and board-level supervision. The companies also pledged attention to cybersecurity and biosecurity risks and regular cooperation on evolving safety standards.

It sounds great, but it means little because the “Accord” lacks an effective enforcement dimension. Worse, it makes international AI overview even more challenging.

Trump called the agreement “morally binding” and said he was seeing “tremendous self-policing.” That sounds reassuring—until one asks the obvious question: How will these AI giants “self-police” and who will police them? 

The fallacy of self-regulation

The timing is extraordinary. Only days before the White House meeting, reports emerged that OpenAI and Anthropic were investigating tens of thousands of incidents in which frontier models had bypassed guardrails, escaped controlled environments, hijacked websites, created message boards, sought to evade monitoring or otherwise behaved in ways outside evaluators regarded as problematic.

OpenAI disclosed that models had exploited a previously unknown vulnerability during a cybersecurity experiment and reached the production infrastructure of Hugging Face. Anthropic separately reported three cases in which Claude models reached the internet from testing environments and obtained unauthorized access to real organizations’ systems.

This is not (yet) evidence that AI is about to become autonomous and destroy civilization. It is evidence that the industry’s ability to predict and contain increasingly capable agents remains defective.

The problem with voluntary self-regulation is not that the companies necessarily lack good intentions. It is that the same companies simultaneously have enormous financial incentives to make their systems more capable, deploy them faster and capture market share.

The central question is consequently institutional rather than technological: can firms be expected to regulate risks whose mitigation may slow the very race from which their profits and strategic importance derive?

Past track record is unambiguous. It is the economic bottom line – profit – that will guide their priorities – and after the White House manifesto more than ever before.

“Moral” pretext for global tech domination

The White House arrangement is consistent with the administration’s broader AI strategy, however. Trump’s 2025 AI Action Plan explicitly framed AI as a race for global dominance: the country possessing the largest AI ecosystem would shape global standards and reap economic and security benefits. Its three pillars are accelerating innovation, building infrastructure, and leading international diplomacy and security.

In that race for supremacy, regulation is seen as an obstacle. Voluntary commitments therefore provide a politically attractive compromise: the appearance of guardrails without the economic and political costs of binding constraints.

Certainly, voluntary standards can move faster than legislation, encourage experimentation and establish norms before governments catch up. But their effectiveness depends on transparency, independence and consequences. If an auditor identifies a dangerous capability, who can require a company to stop deployment? What if a company refuses? Who has access to the underlying evidence? Who determines whether a risk is “acceptable”? And what happens when commercial competition makes restraint costly?

A “moral” obligation is not the same thing as a legal obligation. It has no automatic enforcement mechanism. At best, it is an inspiration. At worst, it’s a moral pretext for corporate greed.

That distinction is particularly important when the technology itself is developing faster than conventional regulatory institutions.

Laissez-faire meets America First

The Trump approach is sometimes described simply as laissez-faire. That is only partly accurate. It is better understood as selective deregulation combined with aggressive national industrial policy.

The administration is not standing aside from AI. Quite the opposite. It is actively supporting data-center construction, energy supply, AI infrastructure, exports of the American technology stack and technological leadership.

The administration’s own documents explicitly describe the objective as maintaining American AI dominance. And this dominance is equated with U.S. military primacy.

Thus, government’s obligation is no longer promote common good, but to remove obstacles to private AI expansion while using national power to strengthen the American AI ecosystem. That is the America First stance.

It also creates an inherent tension. If American technological primacy is treated as a national-security imperative, then slowing American AI development can be portrayed as strategically dangerous because competitors—above all China—might move ahead.

Trump has explicitly invoked the need to maintain the U.S. lead over China when rejecting calls for slowing AI development. Any dissension is seen as “anti-American.” Any compliance is perceived as patriotism. By the same logic, the Trump administration’s view of climate change (“it’s a hoax!”) is ultra-patriotism.

No single nation can “control” AI tech ecosystem

In its technological naivete, the Trump administration presumes that a single nation can dominate artificial intelligence. The proposition that one nation can ultimately “control” the AI ecosystem is a fallacy. At most, the more realistic objective is influence over critical nodes.

AI is unlike a traditional weapons system. It depends on globally distributed semiconductor supply chains, cloud infrastructure, research communities, open-source software, data, capital, engineers and users. No government possesses the entire ecosystem.

The proposition that one nation can ultimately “control” the AI ecosystem is a fallacy.

America can dominate important layers of it. China can dominate others and Europe still others. Taiwan remains crucial to advanced semiconductor manufacturing. The Gulf states are becoming major infrastructure and capital providers. India and other emerging economies supply talent and markets – and so on and so forth.

Global cooperation creates room for everybody. Fallacies of domination are premised on suppression of other nations.

Today, the Trump administration set the stage for existential AI risks in the name of “freedom and democracy.”

About the Author

Dr Dan SteinbockDr. Dan Steinbock, an expert of the multipolar world, is the founder of Difference Group and has served at the India, China and America Institute (US), Shanghai Institute for International Studies (China) and the EU Center (Singapore). For more, see https://www.differencegroup.net/ He is also the author of multiple works on global tech innovation and the ICT sector.

Stablecoins in corporate treasury: What CFOs should know about B2B crypto payments

Stablecoins are becoming a practical treasury consideration as you look for payment rails that can move dollar-denominated value across borders without relying entirely on conventional banking schedules.

For CFOs, the question is less about acquiring a new asset and more about whether a stablecoin treasury can fit your liquidity policies, internal controls, accounting processes and counterparty standards.

That caution is reflected in the 2026 AFP Liquidity Survey, which found that just 1% of organizations were piloting or using stablecoins in a limited capacity, while 9% were actively exploring them.

In 2026, that assessment also sits alongside maturing stablecoin rules in several markets — the GENIUS Act in the U.S., MiCA in the EU and Hong Kong’s Stablecoins Ordinance among them — so your approach needs to account for operational requirements in each market where you settle, as well as financial considerations.

B2B crypto payments require treasury discipline

B2B crypto payments can support supplier settlements, customer collections and cross-border transfers when your counterparties already have suitable digital-asset infrastructure.

Today, B2B crypto payment solutions can provide functions such as payment processing, wallet management, conversion and settlement, so you can evaluate whether these capabilities fit your existing treasury workflow.

B2BINPAY supports receiving, sending, converting and accepting digital assets, with transaction monitoring available through its platform.

For your crypto treasury management process, however, payment capability is only one consideration, so you should define where stablecoins fit within each payment cycle.

A useful framework covers approved stablecoins and counterparties, transaction limits, conversion rules, authorization procedures, reconciliation requirements and compliance controls.

This approach can turn B2B crypto payments into a governed finance process, so you can distinguish routine settlement activity from speculative exposure.

What a stablecoin treasury changes

A stablecoin treasury can reduce certain frictions associated with international transfers because the payment asset is designed to maintain a stable reference value.

The Federal Reserve describes payment stablecoins under the 2025 GENIUS Act as digital assets designed for payments that are generally backed by specified reserve assets, including deposits and short-term U.S. Treasury securities.

The framework also restricts permitted issuers from paying interest directly on payment stablecoins, so your treasury team needs to distinguish settlement utility from traditional interest-bearing cash management.

That distinction matters for a corporate crypto treasury because you still face issuer, custody, settlement, conversion, cybersecurity, operational and compliance risks.

You should also examine redemption arrangements and reserve quality because a stablecoin’s intended price stability does not remove the need for counterparty and liquidity assessment.

Stablecoin regulation is becoming a treasury issue

Stablecoin regulation has moved into practical territory for finance departments. In the U.S., for example, the GENIUS Act became law in July 2025 and federal agencies are now developing implementing rules; the EU’s MiCA rules for e-money tokens have applied since 2024, and Hong Kong’s Stablecoins Ordinance took effect in 2025.

The U.S. Treasury issued a proposed rule in August 2026 covering the issuance, offering and sale of payment stablecoins, with the legislation’s expected effective date set for January 18, 2027.

For your finance team, stablecoin regulation extends beyond the issuer because onboarding, counterparty due diligence, transaction monitoring and jurisdictional requirements can affect how payments are processed.

Treasury and the Office of Foreign Assets Control also proposed requirements in April 2026 covering anti-money-laundering and sanctions compliance for permitted payment stablecoin issuers.

Your crypto treasury policy should consequently track regulatory developments as part of its wider compliance process, so operational decisions remain aligned with applicable requirements.

Designing crypto treasury management around controls

Effective crypto treasury management should resemble other controlled liquidity processes because you still need defined responsibilities, documented approvals, reconciled balances and clear escalation routes.

You should establish who can move funds, which wallets are approved and how exceptions are handled, while segregation of duties can reduce the possibility of one person controlling an entire transaction cycle.

A corporate crypto treasury also needs a clear conversion policy, so you can decide whether receipts remain in stablecoins briefly for onward settlement or convert into fiat according to predetermined thresholds.

The appropriate model depends on your cash-flow timing, counterparty requirements, banking access, accounting treatment and tolerance for settlement and operational exposure.

Where B2B crypto payments fit into cash operations

The strongest use case for B2B crypto payments is usually specific because a company with international suppliers or customers can test stablecoin settlement on a defined payment corridor.

You can then compare total costs, settlement times, reconciliation effort and exception rates with your existing payment methods, giving your treasury team measurable evidence for further decisions.

B2BINPAY’s platform covers wallet operations, conversion and transaction monitoring, so these functions can be assessed within a controlled payment pilot.

Your pilot should also establish what happens when a payment fails, a counterparty changes its wallet, a conversion is delayed or a compliance review blocks a transfer.

A stablecoin treasury works more effectively when those scenarios have documented owners and procedures, while your assessment should include custody, reconciliation, compliance review and integration costs.

A practical takeaway for CFOs

Your corporate crypto treasury should start with a defined business problem because stablecoins are most useful when they address a measurable settlement or liquidity requirement.

If international settlement is the issue, you can build a limited operating model around approved instruments, counterparties and payment corridors before expanding its scope.

You should then test reconciliation, conversion, custody, reporting and compliance processes, while tracking the full operating cost alongside settlement speed and payment reliability.

Stablecoin regulation also deserves continued attention because requirements are still being finalised in several markets during 2026 — in the U.S., for example, ahead of the GENIUS Act’s expected 2027 effective date.

For CFOs, the practical objective is disciplined optionality, so you can understand where B2B crypto payments fit within your existing treasury architecture and keep your crypto treasury subject to clear financial controls.

The Purpose of War, If There Is One

By Joseph Mazur

All wars claim reasons to fight. Too often, they are diversionary plots concealing hidden gains, plunder, accessions, or acquisitions. Yet, not all reasons for war are smart, nor are all stupid.  

Whatever is hidden from full view in this feeble light has to be guessed at by talent or simply left to chance. So once again for the lack of objective knowledge, one has to trust to talent or to luck.

– Prussian General Carl von Clausewitz, On War[1], [2]

Decades from now, when today’s wars have ended, historians will write about the secrets we did not know. Now, the public is told one thing, then another, as governments give deceptive reasons to start those wars under the guise of national security and misleading government intelligence. Here, Joseph Mazur, Emeritus Professor of Mathematics at Emerson College’s Marlboro Institute for Liberal Arts and Interdisciplinary Studies, asks: Are there justified reasons for going to war, or are they a smokescreen for greed and oil pillage?

We are entering a strange time for this world; strange again, for time cycles through violence and peace, corruption and morality, treachery and reliability. We, the people, especially those of us who remember past wars and times of world difficulties. Everything has changed, yet nothing has changed. Oil is still the liquid gold that dictates the price of war and peace, the rice and potatoes of survival in a world of growing population without moral answers of how to survive the aggressiveness of dictators who command control of commodities and territory by advantage of strange habits that have worked in the past but are now messing with the globe rather than just with the weak.

Our wars now are not like what they were a century ago, when tens of millions of people died from indiscriminate bombings. We still have too many wars and too many deaths (one is more than enough), but the death numbers are nowhere near what our fathers and grandfathers went through. Twentieth-century war deaths totaled more than 100 million. In my advanced but young century, bombs have been strategically aimed at the warriors and, yes, all too often – accidentally or not – at civilian infrastructure. Our new problem is the population that has quadrupled since the end of World War II. That quadrupling, along with advances in the Geneva Conventions, has altered war strategies, not so much by causing more destruction, but by creating a significant difficulty for strategic aims and staggering possibilities for diplomacy. Diplomacy has always been tough and discouraging, but, as I have always said, starting a war should be the last resort after a genuine, exhausting, diplomatic failure to compromise positions that benefit all sides.

Wars Keep Coming

In moments of introspection, contemplating good and bad reasons for a leader’s decision to go to war, I learned enough to change my reasoning about war. I ask myself: Are there ever good ones? On September 1, 1939, when Germany invaded Poland, and three days later, when Britain and France declared war on Germany, the war in Europe took almost 26 months before it went global when the US entered the war. I’ve been thinking about reasons entangled in the wonders of why wars start, when diplomacy fails from a lack of patience. Thinking more deeply, I had to wonder why so many countries sided with the Axis: I understood Italy, but why Slovakia, Hungary, Romania, Bulgaria, and even Finland? Had Germany won that war, it would have made every one of those Axis States puppets of the Third Reich. Leaders of those five countries must have known the Führer was an insane, angry colonialist whose goal was to take over all of Europe in retaliation for Germany’s loss in WWI.

When we think of wars, we usually think of those two massively crushing world wars and other twentieth-century conflicts. We think of the Spanish Civil War, Korea, Vietnam, and, cloudily, Bosnia. Ancient wars remain almost fictional confrontations with no connection to us other than seeming exotic or barbaric. Yet, they were as real as any, brutal with spears, swords, crossbows, or cannons, and without combat medics before 1863, when the Red Cross was founded. Those wars of any kind lasting more than a day caused deaths, injuries, and traumas, and lifetimes of emotional distress.

All wars are political, with unreasonable reasons. Some are unwarranted, some baseless, some absurd, some illogical, some stupid, and some outright wacky.

Ignoring the fictitious wars of Greek culture – namely Homer’s capacity to tell us so much through poetic rhythms of iambic pentameter – gave us enough information about ancient warfare to understand war in general. The Persian Empire under Cyrus the Great, two and a half millennia ago, two hundred years before Alexander the Great, swept through the mostly barren lands from Damascus to India. Great empires then formed and were sustained by extended wars. History tells us that wars go as far back as the first known battle (4000 BCE and 3500 BCE) that spread from the Hamoukar, a proto-urban ancient city in what is now northeastern Syria near the Iraq border, which was invaded and colonized by the Uruks, people of the early stages of evolving cities in southern Mesopotamia, in what is now southeastern Iraq. War weapons in early proto-cuneiform writing (pictograms) were slingshots that could hurl hundreds of stones, according to a 2005 archeological dig under the auspices of the University of Chicago. “This was ‘Shock and Awe’ in the Fourth Millennium B.C.,” according to Clemens Reichel, Associate Professor of Mesopotamian Archaeology at the University of Toronto.  

It was not the first war. But my point is that war has always been with us and is likely to always be with us, unless there is some possible way to end all wars in the future. We know very little about 3rd–century BCE wars, but thanks to cuneiform and the Phoenician alphabet, we can search back to the earliest wars to see that clashes take blood and guts, yet bring anger that boils the blood that keeps us alive.  

Those ancient wars we know about, thanks to early historians who wrote analytical accounts of the conflicts, began with the three Punic Wars that spanned 118 years, and were fought for odd purposes, odd for us. The Romans were simply conquerors with an interest in land and resources, with hopes and understanding that military extravagance and advancement could deter armies that would plan battles against the Roman Republic. In the Second Punic War (218–201 BCE), Rome had not yet established an emperor but was governed by consuls in the Senate commanding army targets under the purpose of gaining territory to establish greatness distinguished by strategic power. Trade was fine and hardly tampered with, but it was ideological quarrels that were bizarrely mixed in expansion and the arrogance of ownership. It was not a masculine swagger that started the war simultaneously with several theaters scattered over southern Europe and northern Africa, but rather a necessity to thwart the oncoming attacks of Hannibal’s armies.

The Roman Empire lasted 500 years before collapsing; from Rome to Constantinople, it became the Byzantine Empire, which endured until the Ottomans conquered the Empire in 1453. That’s a vast life for any Empire, over a whole millennium. Now, it is gone, as with all the other empires of the past. Countries grow, sometimes by population, sometimes by smart leadership, but always with change for better or worse.

war
war
Creative Commons Attribution 4.0 International license

After the fall of the Roman Empire, many wars lingered, but none as severe as Central Europe’s Thirty Years’ War (1618 – 1648). The graph above shows the death toll, and the map below shows the vastness of the war campaign that historians claim to be the most destructive conflict in European history, causing an estimated 4.5 to 8 million combatants and civilians to die, either from battles, famine, or disease. Then, in the next century, came the Seven Years’ War (1756 – 1763). It was a relatively short war, but a global war between powerful European countries that spread from North America to the Indian subcontinent, causing an estimated half a million deaths.

Map of Thirty Years War
Map of Thirty Years War
Creative Commons Attribution-Share Alike 3.0 Unported license.

Then Came Napoleon

Napoleon Bonaparte crossing the Alps at the Grand Saint Bernard
Napoleon Bonaparte crossing the Alps at the Grand Saint Bernard.
Public Domain

The nineteenth century started with the Napoleonic Wars, conflicts involving 26 countries and duchies that followed just a few years after the French Revolutionary Wars aimed at dominating the whole European continent, including Russia.[3] Why? Historians tell us that those wars started for political reasons: French domination over continental Europe. Much of Europe did not recover after Napoleon defeated the Prussians and dissolved the Holy Roman Empire that lasted almost 700 years. It is not possible to estimate the military and civilian deaths from that campaign, but, by a wild guess, the count is between 3.3 and 6.5 million.[4] Comparing the Napoleonic Wars with the two World Wars of the following century, when the estimated death tolls of each of those wars ranged between 50 and 75 million, we find that the Napoleonic Wars do not compare. As we consider the reasons, we see that weapons of the 19th century were mostly muskets, sabers, bayonets, and cannons. The next century’s war weapons were more sophisticated small arms, assault rifles, submachine guns, heavy artillery, armored vehicles, bombs, and planes capable of dropping bombs.

Holy Roman Empire
Holy Roman Empire 1789 (in yellow)Holy Roman Empire 1789 (in yellow)
Public Domain 

Skip a century that we all know about, a century of wars that directly or indirectly took the lives of over a hundred million people. We have a new century with problems more dangerous than we think, problems that should not be ignored. The population, artificial intelligence, climate change, falling economies, excessive tariffs, military invasions, crashing global rules and laws, bureaucratic truth-altering, and a new world order with no country policing it bring forward an overwhelming humanitarian crisis that may or may not have a strong enough solution to save the planet from full destruction. Is there any positiveness connected to that problem?

The 21st Century came in with a bang, a huge bang

Terrorists hit their jackpot of sabotage when 9/11 murdered 2,977 civilians on American soil. In the United States, it led to the creation of the Department of Homeland Security and the Transportation Security Administration (TSA).

With our 21st-century problems, we have new wars that have severely changed how wars are fought. As one example, the United States mistakenly started a war with Iran. Three of the strongest militaries have started wars they cannot control. Russia has its Ukraine; Israel has its Lebanon, Syria, Yemen, and Iran; and the United States has its Iran.

All wars are political, with unreasonable reasons. Some are unwarranted, some baseless, some absurd, some illogical, some stupid, and some outright wacky. This war that the United States and Israel started fits all the reasons above, but worse, the ignorance of history and intelligence creates a war in chaos that cannot end soon.

Robert A. Pape, Professor of Political Science and Director of the University of Chicago Project on Security and Threats, wrote in Foreign Affairs, “Instead of trying to defeat a stronger adversary head-on, the weaker side multiplies arenas of risk—drawing additional states, economic sectors, and domestic publics into the remit of the conflict. Iran cannot defeat the United States or Israel in a conventional military contest. It does not need to. Its objective is to gain greater political leverage.”[5]

The Prime Minister of Israel, Netanyahu, just said he has been waiting for forty years for this to happen – that’s what he said – it looks like he finally found an American President who is reckless enough and stupid enough to drag America into this war.

—Senator Van Hollen, interviewed by
MS NOW Ana Cabrera Reports  

In this alarming century, governments still have choices: peace or war. The smartest basic ideas and rules for going to war were published almost two hundred years ago. A year after the Prussian General Carl von Clausewitz died, in 1832, his book, On War, was published. “No one starts a war—or rather,” he wrote, “no one in his senses ought to do so—without first being clear in his mind what he intends to achieve by that war and how he intends to conduct it.”[6], [7] That book was written two hundred years ago, a startling book that tells the central idea of how wars should be handled when we send recruits into battlefields from which many will not survive.

The Weinberger and Powell Doctrines, As Guidelines for American Military Foreign Policy 

In a 1984 speech delivered at the National Press Club titled “The Uses of Military Power,” Caspar W. Weinberger, Secretary of Defense under President Reagan, listed six tests to be passed for America to enter military battles. He began by asserting, “Once it is clear our troops are required because our vital interests are at stake, then we must have the firm national resolve to commit every ounce of strength necessary to win the fight to achieve our objectives.… Just as clearly, there are other situations where United States combat forces should not be used.”

Weinberger’s six tests of potential United States wars:

  1. Entering a war must have reasons vital to the national interests of the United States or its allies.
  2. Commit the forces or resources necessary to achieve objectives.
  3. It must have clearly defined political and military objectives.
  4. The objectives, size, and forces committed should be continuously reassessed and adjusted.
  5. Before committing combat forces abroad, reasonable assurance must have the support of Congress and the American people.
  6. Commitments of US forces to combat should be a last resort.

Colin Powell, when chairman of the US Joint Chiefs of Staff, added to Weinberger’s test that lists a clear exit strategy, international support, and conceding political objectives.

These tests I have just mentioned have been phrased negatively for a purpose; they are intended to sound a note of caution—caution that we must observe prior to committing forces to combat overseas. When we ask our military forces to risk their very lives in such situations, a note of caution is not only prudent, it is morally required.

–Caspar Weinberger, “The Uses of Military Power,”
delivered before the National Press Club, 1984

Here we are, in what should be a century of truthful intelligence, with a president who launched a war on an angeringly resilient country without even considering the Weinberg or Powell Doctrines and without exhausting diplomacy or an exit strategy.

Weaponry Markets

As the centuries unfolded, weapons advanced through a collective weapons industry supported by powerful influences that provided tools of war. From stones shot from slingshots to arrows, to spears, to swords, to guns, to cannons, to bombs, and now to drones and lasers, weapons have gotten far more lethal. At the turn of the twentieth century, planes were first used for reconnaissance, then for dropping chemical weapons of mass destruction on battlefields.

Then came another world war that brought a total collapse of economies, ethics, law, and justice was a one-of-a-kind necessary war. Necessary, because a leader of one country was a madman able to cultivate a hardly new weapon, but one that went far too far. Soon after the Third Reich was established, a plan was implemented to build a military with rank-and-file cohorts and followers who would obey amoral systems of combat. The plan was to make monkeys out of humans, monkeys that would follow the behavior of others, who would carry out orders that were inhumanly torturous and no longer illegal under Germany’s laws, but certainly illegal under international warfare agreements.

Moral principles were abandoned, yet humans unwittingly carried them through living but idle neurons somewhere in the brain, perhaps in the anterior cingulate cortex or the parietal or insular cortex.[8] With the end of that ugly war, after the establishment of the United Nations with its mission to prevent future wars, new Geneva Conventions, and the 2002 establishment of the Rome Statute of the International Criminal Court, invading countries consequently stopped calling their battles wars. States at that time were involved in wars, searching for loopholes in illegal combat behavior to obey Geneva Convention rules. It was also a time when geopolitical policies were chaotic and scrambled, with no agreed-upon charters on world order.

Is it, or is it not, a war?

I wouldn’t call it a war. Right now, there is no active shooting. I recognize there have been places where this has flared up.

–US Vice President, J.D. Vance

The “it” in his message refers to the US war with Iran. Undoubtedly, he is ignoring Russia’s war with Ukraine and Israel’s war with Yemen. Of course, Vance would not call the “it” a war. Major modern wars are not declared. Wars are not legal, except when one side claims self-defense. That’s because all states have the right to defend their territory. “Declare your invasion as an internal armed conflict, give it a name to avoid calling it a war, and you might avoid all the ICC incriminations for any horrors you might do — Desert Storm, Infinite Justice, Enduring Freedom, Special Military Operation, or Iron Swords will do. Think about it: America has not declared war for the last 78 years; it never formally declared the Korean, Vietnam, Iraq, and Gulf wars as wars. It’s always safer to claim self-defense and give it a name to avoid all UN Charter legal obligations.”[9] When a war is declared, the International Criminal Court (ICC) steps in to prosecute members of the military who are suspected to have committed international crimes. So now most Western countries avoid declaring war.

There are few–if any–years of world peace history. From the turn of the 17th century till today, the death toll from wars is close to and at a cost in today’s money value more than $14 trillion.[10] So, we must wonder what $14 trillion could have done for the good of the world. A government’s job is to protect the state, stabilize healthcare, maintain infrastructure, food safety, and ensure a basic quality of life.[11] The worldwide cost of maintaining that job for one year is less than $1 trillion. The cost of the 42 high-intensity conflicts for 2025 is estimated at $2.9 trillion.[12] Okay, so it may be naïve of me to think that a significant cut in global military expenditure could transform societies to significant understandings that war has no benefits for any side of a conflict. However, think of the global GDP that is approximately $124 trillion.[13] Global healthcare costs $12 trillion. Ending world poverty would take approximately $100 billion per year, just 1 percent of military spending.[14] Extending quality health care for the world would take $300 billion per year.[15] For another $370 billion (3.7 percent of military spending), Americans in poverty could be given $10,000 per year for a better life. What is wrong with this country, the richest in the world?

Wars can be profitable machines. When weapons are made and distributed, wars are on wish lists as proving grounds, markets, and parade displays to show the public deterrence. When the US Army awards Lockheed Martin a $1.2 billion contract for short-range ballistic missiles, as it did in September, the channels of influence to use those missiles rise with the competition of rivals such as Northrop Grumman, Boeing, Raytheon, and members of Congress whose votes and campaign donations build across 35 States. Money for new or more weapons flows through a revolving door of war-making reasons. Oil is one.  

Reasons don’t always follow understandings or motivations.

When I was much younger, my children often wanted me to read The Adventures of Tintin to them aloud. It was a comic series about hidden issues and villains that took the clever reporter and his faithful dog, Snowy, on adventures around the world. The characters include Captain Haddock, Professor Calculus, the detectives Thomson and Thompson, and occasionally the opera diva Bianca Castafiore, who would bungle their way through grippingly fantastical plots. Later in my not-so-young days, I would read those comics to my grandchildren.

The fifteenth volume of the series, Land of Black Gold (1950), tells the story of a young Tintin who goes undercover in a militant group that would start a war and sabotage oil supplies in the Kingdom of Khemed, a mythical Middle Eastern country.

Hergé, the writer of that series, published as far back as the end of World War II, understood that the world was changing and that oil is black gold, a liquid fossil fuel that has driven foreign policies toward wars. Oil from the Middle East, and sometimes elsewhere, continues to drive world policies toward war and prices from bubble gum to cars.  

One fictional character in The Land of Black Gold, Abdullah, was based on a real 4-year-old king, King Faisal II of Iraq, who acceded to the throne in 1939. Abdullah first appeared in 1949 in the second version of Tintin in the Land of Black Gold. At age 6, he appears as the son of Mohammed Ben Kalish Ezab, the Emir of Khemed, a fictional state on the Arabian Peninsula.[16]

King Faisal II
King Faisal II of Iraq at four years old
Public Domain

If you think Mr. Trump’s reasoning for starting a war with Iran is to save the protesters in that country or to eliminate its nuclear ambitions, think again. Donald Trump surely does not care about the lives of protesters. For someone who never cared about the future unless it was about himself, the possibility that Iran could make a nuclear bomb and a delivery device would not be likely to be a reason. Those announced objectives are merely symbolic. Let’s not kid ourselves; Trump would not be alive by the time Iran could succeed in its ambitions to go nuclear. In June, he wrote on Truth Social: “At some point in the not-too-distant future, we will be taking Kharg Island, and other oil infrastructure points, and assume total control of their Oil and Gas Markets, much like we have with Venezuela, which is working out brilliantly for both Venezuela and the United States of America.”[17] That island holds approximately 90 percent of Iran’s crude oil exports. What should we think that war is about?

  Country Crude oil extracted
January 2026
(thousand bbl/day)
  World total 84,533
1  United States 13,246
2  Saudi Arabia (OPEC) 10,110
3  Russia (OPEC+) 10,027
4  Canada 5,059
5  Iraq (OPEC) 4,420
6  Iran (OPEC) 4,030
7  United Arab Emirates 4,010

US Energy Information Administration (EIA). 2026.[18]

The hidden reason was the acquisition of black gold. There are many reasons for masking the truth. Trump started that war hoping to win it with regime change that would benefit him with massive corruption of oil exchanges and a few thrown in hotels and golf courses. If you doubt that, wait and see what is happening in Venezuela and eventually Cuba. Greenland is not far behind. Watch out, Guyana! You may be next.  

Crude Oil Map
Crude Oil Map
Creative Commons Attribution-Share Alike 4.0 International license

Over the past 81 years since the end of WWII, there has been a decidedly strong grip on combat behavior around the world. The International Criminal Court (ICC) is now in place as a deterrent for breaking the rules of international humanitarian law, particularly the law of armed conflict. The Geneva Conventions focused on the protection of civilians. Unfortunately, the rules and laws of such conventions do not apply to military behaviors within a specific country. Countries can abuse their own citizens by rescinding their own civil rights laws. Consider the Third Reich as an example.

A gift from Iran “worth a tremendous amount of money.” What could it be?

President Trump said that Iran had given the United States a “present” …  and that it was a ‘very big present worth a tremendous amount of money.’ He declined to say what it was — it ‘wasn’t nuclear related’ but “oil and gas related.

 – Erica L. Green, White House reporter for The New York Times[19]

Oil prices are not as wild as they could be or should be because of the war with Iran, because governments and private enterprises are releasing oil stockpiles. However, those stockpiles are now getting so low that, at some point, they will have to be refilled. Did anyone in the Trump administration think about what could happen to Saudi Arabia’s oil shipments to far-off countries? Saudi Arabia, the second-largest oil producer, produces 10 million barrels a day. Did anyone think about shipping out of one worrisome strait east of the Saudi Arabian Peninsula and another on the west side?

This is the first war in history, where every single beat that has been happening has been predicted by everybody who looked at the war before the war started.

– Guntan Mukunda, Yale School of Management

No. We are not surprised. It is a consistent characteristic of a failure in everything the Trump administration does. My question is this: Does Iran have an October or November surprise for us, a surprise that cuts shipments of oil to a level that chokes oil markets to such an extreme that could harm not just Ukraine, but all of Europe when it freezes this coming cold winter without Tintin and Snowy playing a role in imaginary interventions? With no allies after America alienated them, and with bad outsourced negotiators to bring the war to an end, the only plan to end the war would be exactly what Trump has been hoping for: negotiations that will depend on how much oil or money could be made on the side.

Wars can be profitable machines. When weapons are made and distributed, wars are on wish lists as proving grounds, markets, and parade displays to show the public deterrence.

Trump sees gold as his new priority. He believes his golden toilet and escalator say something about how rich he is. Political leaders know how to laud him with gold gifts. Ignoring conflict-of-interest laws, he has received a gold boxing championship belt, a gold-framed copy of his grandfather’s birth certificate, a golden samurai helmet, a gold-plated Rolex clock, a personally engraved gold bar, a gold-plated crown, and even a golden golf ball.[20] Lately, he has come to see oil as Tintin saw it: a kind of gold, though for Tintin, a prelude to war. The more Trump owns, the richer he feels. Oil may be black, but golden gold is solid money, so he brokered gold bullion — hundreds of millions of dollars’ worth — from the mines of southern Venezuela to stockpile in HIS White House. At the September 22, 2026, U.N. General Assembly, Trump admitted his black gold achievement: “When you add the United States and Venezuela together, we have more than 60 percent of the oil in the world.” Of course, it was one of his usual exaggerations. The truth is that the agreement with Venezuela covered 65 billion barrels of proven oil reserves, not all of the 300 billion that Venezuela has underground. The US has 46 billion barrels, and the world has 1.6 trillion barrels. The math says the US and Venezuela together will have 6.31 percent of the world’s oil reserves, not 60 percent. Current production, with both countries producing about 25 billion barrels a day, brings us to about 23 percent of worldwide production. But no matter, black gold is oil gold. Yes, his attacks on Venezuela were not about drugs or democracy. They were, and are, about oil or solid gold, as Tintin would say if he were not imaginary.

With the new era of the United States and NATO no longer policing the western part of the world, now what? Will the Geneva Conventions be ignored? Will the world need peace and food for 8.3 billion people to survive safely and avoid mass hunger? As my readers know, I am an optimist who hopes for the best. We will come out of this at some future point, when the world returns to a world order that could come from the oddest countries, not necessarily America. Tintin would agree.

About the Author

Joseph MazurJoseph Mazur is an Emeritus Professor of Mathematics at Emerson College’s Marlboro Institute for Liberal Arts & Interdisciplinary Studies. He is a recipient of fellowships from the Guggenheim, Bogliasco, and Rockefeller Foundations, and the author of eight acclaimed popular nonfiction books. His latest book is The Clock Mirage: Our Myth of Measured Time (Yale).

References

[1] Clausewitz, Carl von, On War, Edited/translated by Michael Howard & Peter Paret, (Princeton: Princeton: Princeton U. Press, 1976, rev.1984)

[3] https://www.britannica.com/place/United-Kingdom/The-Napoleonic-Wars

[4] https://en.wikipedia.org/wiki/Napoleonic_Wars_casualties

[5] https://www.foreignaffairs.com/iran/why-escalation-favors-iran 

[7] https://www.csun.edu/~hfmgt001/Clausewitz.htm

[8] https://pmc.ncbi.nlm.nih.gov/articles/PMC3770908/

[9] https://worldfinancialreview.com/what-makes-a-genocide/

[10] https://www.warcosts.org/cost-of-war

[11] https://www.brookings.edu/articles/how-much-does-the-world-spend-on-the-sustainable-development-goals/

[12] https://www.visionofhumanity.org/rising-military-spending-in-a-fragmenting-world/

[13] https://www.worldometers.info/gdp/gdp-by-country/?source=imf&region=worldwide&year=2026&metric=nominal

[14] https://news.un.org/en/story/2025/11/1166397

[15] https://www.who.int/news/item/17-07-2017-who-estimates-cost-of-reaching-global-health-targets-by-2030

[16] Benoit Peeters, Tintin and the World of Hergé (London: Methuen Children’s Books, 1989) 

[17] https://www.cfr.org/articles/kharg-island-irans-oil-lifeline-and-a-tempting-u-s-target

[18] https://www.eia.gov/international/data/world/petroleum-and-other-liquids/annual-petroleum-and-other-liquids-production?pd=5&p=00000000000000000000000000000000002&u=0&f=M&v=mapbubble&a=-&i=none&vo=value&vb=173&t=C&g=00000000000000000000000000000000000000000000000001&l=249-ruvvvvvfvtvnvv1vrvvvvfvvvvvvfvvvou20evvvvvvvvvvnvvvs0008&s=1767225600000&e=1767225600000&ev=true

[19] https://www.nytimes.com/live/2026/03/24/world/iran-war-trump-oil/c5d734b3-a950-5e00-8f37-5890e1e6de75?smid=url-share

[20] https://www.ms.now/news/trump-gifts-world-leaders-tariffs?cid=eml_mda_20260927&user_email=bb759ff36f2ff61999abd346c905873915c01036c5a2b4978fb83f6b22e77fde

Trump Renames AI ‘Super Intelligence’ as Polls Show Public Concerns

President Donald Trump has ordered U.S. government agencies to stop using the terms “artificial intelligence” and “AI” in official communications and instead refer to the technology as “super intelligence.” The executive order came after Trump hosted leading tech executives at the White House, including Mark Zuckerberg, Elon Musk, Sundar Pichai, Dario Amodei and Jensen Huang.

The meeting also produced a voluntary agreement in which major AI companies committed to internal safety controls, external reviews and regular discussions on safety standards. The agreement is not legally binding. Trump has continued to emphasize U.S. leadership in AI and competition with China while rejecting calls for stricter government rules.

The move comes as polling shows growing concern about AI and Trump’s handling of the issue. A Quinnipiac University poll found that 25% of voters approved of Trump’s handling of AI, while 58% disapproved. The same survey found 71% would be more likely to support a candidate favoring stricter AI guardrails, while 79% said AI safety was more important than staying at the forefront of innovation.

Related Readings:

Xi’s Washington Visit Highlights Trade and AI

Trump-Xi Summit Faces Trade, AI and Iran

Trump Dismisses AI Extinction Risks

Bridge Loans: Short-Term Financing That Keeps Real Estate Deals Moving

Real estate rewards people who can close. A seller with a tired duplex wants out in three weeks, not three months. An auction property needs cleared funds in days. A rental portfolio is underperforming and the owner needs cash now to reposition it before the next leasing season. In each case, the deal itself may be excellent, but the financing timeline is what kills it.

That gap between “I found the deal” and “I have permanent financing in place” is exactly what bridge lending exists to fill. A bridge loan is short-term financing used to cover an immediate need until longer-term funding or a sale can be arranged. The name is literal: it carries a borrower from one side of a transaction to the other, then gets paid off and disappears.

How Bridge Lending Differs From a Conventional Loan

A conventional mortgage is underwritten around a borrower’s long-term ability to pay: employment history, tax returns, debt-to-income ratios, and a property that already conforms to lending standards. The process is thorough by design, and it is slow. For an owner-occupant buying a finished home, that is fine.

Investors operate on a different clock, and often on properties a conventional lender will not touch. A house with a failed roof and no functioning kitchen will not appraise as a livable dwelling. A vacant fourplex mid-renovation has no rent roll to underwrite. Bridge lenders evaluate deals differently. The questions are simpler and more practical: what is the asset worth today, what will it be worth once the plan is executed, how much capital does the borrower have in the deal, and how does the loan get repaid?

That shift in focus, from borrower history to asset and exit, is what makes speed possible. Fewer documents, fewer conditions, and an underwriter who understands renovation budgets all compress the timeline from weeks to days.

Key Features of a Bridge Loan

Terms vary between lenders and markets, but most bridge loans in the residential investment space share the same shape:

  • Short duration. Typically 12 to 24 months, sometimes with extension options. These are not long-term instruments.
  • Interest-only payments. No principal amortization during the term, which keeps carrying costs manageable while a property is vacant or under construction.
  • Higher interest rates than conventional financing. Rates commonly start in the 8% to 12% range, reflecting the speed, flexibility, and risk profile. Watermen Capital, for example, quotes bridge loan rates starting at 8.5%.
  • Points at origination. Usually one to three points, paid at closing.
  • High leverage on acquisition and rehab. Advances of up to 90% of purchase costs and up to 100% of the renovation budget are common, with rehab funds released in draws as work is completed.
  • Asset-based underwriting. The property and the business plan carry more weight than the borrower’s W-2s.
  • Prepayable without heavy penalty. Since the whole point is a fast exit, most bridge products allow early payoff.
  • Broad property eligibility. Single-family, condominiums, and small multifamily are standard; loan amounts often run from around $75,000 to several million per property.

Where Investors Actually Use Them

Fix and flip. The classic use case. Buy a distressed property, fund the renovation through construction draws, sell into a repaired-value market, and retire the loan from the sale proceeds.

Buy before you sell. An investor or homeowner needs the down payment for a new purchase but has equity locked in a property that has not closed yet. A bridge loan unlocks that equity temporarily.

Auction and off-market acquisitions. Sellers in these channels want certainty and speed, and a bridge lender can deliver a closing timeline a bank simply cannot match.

Stabilizing a rental before refinancing. A vacant or partially occupied building will not qualify for permanent debt. A bridge loan funds the purchase and improvements; once the property is leased and producing income, the investor refinances into a DSCR or conventional rental loan.

Repositioning multifamily. Larger value-add plays follow the same logic on a bigger scale: acquire, improve, raise net operating income, then place long-term financing based on the improved numbers.

The Exit Strategy Is the Whole Deal

This is the part that separates investors who use bridge debt well from those who get hurt by it. A bridge loan is a tool with a clock attached. Before signing, a borrower should be able to state plainly how the loan gets repaid and what happens if the primary plan slips.

There are essentially three exits: sell the property, refinance into long-term debt, or pay it off with other capital. Each one deserves a stress test. If the plan is to sell, what happens if the property sits on the market for four months instead of six weeks? If the plan is to refinance, will the stabilized property actually support the debt service coverage a permanent lender requires, at rates that may be higher than they are today? If the renovation runs 30% over budget and two months long, is there reserve capital to carry the payments?

Borrowers who answer those questions honestly before closing tend to do fine. Borrowers who assume everything will go according to schedule are the ones who end up paying extension fees or selling at a discount under time pressure.

Choosing a Lender

Not every lender labeled “bridge” operates the same way. The things worth comparing are draw process and turnaround time on renovation funds, how the lender handles extensions, whether the quoted rate holds through underwriting, which states the lender is licensed in, and how much real estate experience sits behind the underwriting desk. A lender who has personally renovated properties reads a scope of work differently than one who has only ever read spreadsheets.

Watermen Capital lends on residential and small multifamily investment properties across roughly 40 states, with both short-term bridge products and long-term rental financing, and publishes its bridge loan program terms along with deal analyzers for estimating returns before committing. Whichever lender an investor chooses, the useful exercise is comparing full cost to close and total carry, not just the headline rate.

Summary

  • A bridge loan is short-term financing that covers the gap between an immediate need and permanent funding or a sale.
  • Typical structure: 12 to 24 months, interest-only, higher rates than conventional debt, one to three points, prepayable.
  • Underwriting centers on the asset and the business plan rather than the borrower’s income history, which is why approvals and closings move fast.
  • Leverage is high, often up to 90% of purchase and 100% of rehab, with renovation funds released in draws.
  • Common uses include fix-and-flip projects, buying before selling, auction purchases, and stabilizing a property before refinancing.
  • The cost is real, so bridge debt works best on deals with a margin wide enough to absorb it.
  • A defined, stress-tested exit strategy is not optional. It is the single most important part of using bridge financing well.

Used with discipline, bridge lending lets an investor act at the speed the market actually moves. Used without a repayment plan, it becomes an expensive clock. The difference is entirely in the preparation.

America Needs AI Provenance Rules, Not a Nationality Test

By Dr. Gleb Tsipursky

The Trump administration has drawn a new line in its China strategy: legitimate model distillation can support open innovation, while covert industrial distillation designed to copy proprietary American technology may justify sanctions or export restrictions. That distinction is more sophisticated than treating every open model as a threat. Yet it will still fail unless the government translates it into operational rules that companies can actually use.

The core problem is provenance. Businesses adopting artificial intelligence need to know where a model came from, what data and teacher systems shaped it, which licenses or terms govern it, and whether the supplier can document those claims. A nationality test cannot answer those questions. An American model can carry unclear training rights or weak controls, while a foreign model can disclose its lineage, limitations, and security practices more clearly.

The technology alone does not determine legitimacy. Conduct, authorization, disclosure, and traceability do.

The administration already recognizes the value of open-source and open-weight AI. Its AI Action Plan encourages those models because they expand competition, customization, privacy, and access for smaller organizations. A national security memorandum also directs federal agencies to adapt commercial and open-source systems while building partnerships against malicious distillation attacks. Those goals can coexist, but only through standards that separate lawful learning and adaptation from theft, deception, and evasive access.

That separation requires evidence. Distillation is a normal technical method for transferring behavior from a larger model to a smaller one. Organizations use it to reduce computing costs, improve speed, and create tools for specialized tasks. The same method can become abusive when a company creates fraudulent accounts, circumvents access controls, violates contractual limits, or conceals the source of the capabilities it copied. The technology alone does not determine legitimacy. Conduct, authorization, disclosure, and traceability do.

Washington should therefore build an AI provenance framework rather than rely mainly on company nationality or political suspicion. The framework should require suppliers seeking federal contracts, access to sensitive markets, or favorable export treatment to disclose five things: model ownership, material training and distillation sources, authorization for those sources, security controls used during development, and known limitations established through independent evaluation.

The government should also require a named executive to certify those disclosures. That creates accountability when a supplier misrepresents its model lineage. Today, responsibility often dissolves across developers, cloud providers, distributors, and corporate customers. A signed certification would give regulators and buyers a clear starting point for investigation without forcing every organization to become an AI forensics laboratory.

Independent evaluation matters because political claims about a model can outrun the evidence. Axios reported that U.S. and British evaluators found China’s Kimi K3 performed well below leading frontier models on cybersecurity tasks, even as the model generated policy concern. Capability, security, and provenance are separate questions. A weaker model can still involve stolen intellectual property, while a powerful model can be lawfully developed yet unsafe for a particular use.

The National Institute of Standards and Technology already offers a workable organizational foundation. Its AI Risk Management Framework asks organizations to govern, map, measure, and manage AI risks. Applied to model provenance, that means assigning ownership, documenting the intended use and supply chain, testing relevant capabilities and vulnerabilities, and deciding whether the residual risk fits the deployment context.

Federal procurement can make these practices real. Agencies should require provenance documentation and risk evidence before buying or deploying models. They should also allow suppliers to provide confidential technical details through protected review channels rather than forcing public disclosure of trade secrets. Smaller vendors need standardized forms and shared testing resources so compliance does not become a barrier that only dominant firms can afford.

Private companies should adopt the same discipline now. Before integrating an external model into customer service, hiring, health care, finance, cybersecurity, or product development, leaders should ask who owns the model, what evidence supports that claim, what contractual rights govern its use, how outputs were evaluated, and who can suspend deployment when new information appears.

Employees need a simple escalation route when a model behaves unexpectedly or when a supplier’s claims change. Procurement, legal, security, and business teams should review high-impact models together. This cross-functional process takes more effort than checking a country-of-origin box, but it prevents organizations from confusing geopolitical confidence with operational safety.

Washington should therefore build an AI provenance framework rather than rely mainly on company nationality or political suspicion.

Congress should pair this framework with a safe-harbor mechanism. A company that documents authorized distillation, follows access terms, reports security incidents, and cooperates with independent evaluation should receive a predictable path to market. A supplier that hides its methods, uses deceptive access, or refuses traceability should face escalating scrutiny. This approach would reward responsible behavior across borders while preserving stronger remedies for actual theft. It would also reduce pressure on agencies to make technical judgments through headlines, lobbying campaigns, or political affiliation alone.

The administration is right to defend open innovation while confronting covert appropriation. It should now finish the job by defining the evidence that distinguishes them. America will protect its AI advantage more effectively through traceable model lineage, enforceable disclosures, independent testing, and named accountability than through broad suspicion of every foreign model.

A provenance standard would also improve domestic adoption. Companies move faster when they understand what they are buying, which risks they own, and what evidence they must preserve. Clear rules can support both competition and security. That is the durable line Washington needs to draw.

About the Author

Dr. Gleb TsipurskyDr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Leaders and Content Creators: Unlocking the Potential of Generative AI. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

Growth Without Friction: How Marketplaces Keep Thousands of Partners Paid

By Manish Vrishaketu, Chief Customer and Operating Officer, Tipalti

Scaling a marketplace means paying more people, in more countries, faster than ever. Here’s why the old way breaks down, and what organizations are doing instead.

A marketplace’s growth story is usually told in its vast network of global partners. Rarely does anyone mention the internal operations keeping thousands of payees paid, in the right currency, on time, across dozens of countries. But that kind of reliability isn’t an accident. The marketplaces that scale successfully treat payouts as core infrastructure from the start, not a manual process they plan to fix later. And the ones that don’t eventually hit a wall where friction outpaces growth.

Why Does Manual Payout Processing Break Down?

A marketplace with a dozen payees might be able to survive on spreadsheets, manual bank transfers, and someone on the team checking each payment before it goes out. That approach doesn’t survive the jump to a thousand payees, and it definitely doesn’t survive ten thousand across forty countries.

The math is simple. Each added payee increases the number of currencies, tax jurisdictions, banking rules, and payment preferences that must be tracked. What was a manageable checklist becomes unmanageable, and it usually breaks behind the scenes before it breaks visibly. A payment sits in review longer than it should. A tax form goes uncollected until a compliance issue surfaces. A payee in another country gets stuck with a payment method that doesn’t actually work for them.

Tipalti’s global payments research confirms this. 87% of companies say they’ve already hit a point where their finance and payments infrastructure couldn’t scale effectively, and nearly half have delayed or scaled back a strategic initiative, including entering a new market, because their payment infrastructure couldn’t support it.

What Does Losing a Partner Cost a Marketplace?

The costs are concrete, and they compound. Tipalti’s research found that 22% of monthly global payouts require manual intervention or rework just to get out the door, and more than a quarter of companies surveyed had lost contributors or partners in the past year due to payout problems, such as delayed or failed payments or a lack of local payment options.

For a marketplace, a lost partner isn’t just one relationship. It’s network depth. Payees who deal with delayed or failed payouts don’t just complain. They move on to competing platforms that pay them more reliably. That’s what puts a network at risk. In a marketplace model, happy partners are what growth depends on.

How Should Marketplaces Build Payout Infrastructure That Scales?

Building for growth means making one call early: treat payouts as infrastructure, not a back-office task manually handled by whoever has spare capacity. If organizations are deciding where to start, here are four areas to focus on first:

  • Automate payment execution and currency conversion. These are the parts of the process that multiply fastest as the payee count grows. Getting them right is what lets volume scale without complexity scaling right alongside it.
  • Collect tax documentation automatically at onboarding, before the first payment goes out, so a new payee is payable from day one, not day sixty.
  • Localize payment methods and currencies to each payee’s market. What works in one country often doesn’t work in the next.
  • Give payees real-time visibility into payment status. Knowing exactly where a payment stands is what builds the trust that keeps a payee on the platform.

None of this works without automation carrying most of the weight. Mass payment solutions, like Tipalti, allow an organization to onboard thousands of payees, collect their tax documentation, route payments in the right currency, and show them where it stands, all without handling each step manually. Increasingly, that level of automation runs on AI, and 98% of finance leaders with mature AI already in place describe the effect the same way: infrastructure that used to slow growth down is now what pushes it forward.

Why Is Payout Reliability the Real Growth Advantage?

Every marketplace’s growth story circles back to the same thing it started with: a vast network of global partners. Whether that story keeps going or hits a wall where friction outpaces growth depends on whether payouts are treated as infrastructure or left as a manual process for someone to fix later.

That’s the advantage hiding in plain sight. Paying partners reliably at scale is what keeps a marketplace’s network intact and its growth story worth telling in the first place.

Shane Ginsberg, Founder and CEO of Street Poller Media, on Why Original Footage Matters More as Creator Ads Multiply

Creator content has become one of the fastest-growing lines in advertising budgets. Creator economy ad spend has reached $37 billion, according to IAB, which also reports that creator recommendations now influence 45 percent of consumer purchases. The platforms are building for that demand. Meta has expanded its Creator Marketing Hub globally, giving brands a single workspace to discover creators, find organic posts that feature their products, clear music and sticker issues, and turn those posts into Partnership Ads with one click. The company is also bringing Partnership Ads to Instagram Live.

The practical effect is that creator-style content is becoming much easier to buy at scale. Brands that once needed weeks to source, license, and launch creator posts as ads can now do it from one interface. As more advertisers take advantage, feeds will carry a growing volume of paid content that looks broadly alike, and the premium will shift toward creative that audiences cannot mistake for anything else.

What Cannot Be Generated

Street Poller Media Founder and CEO Shane Ginsberg has argued that this is where street interview advertising holds its advantage. Street interviews compete most directly with user-generated content, since both formats promise creative that reads as organic. Ginsberg has said the difference between them is durability. AI can convincingly fake a creator filming in a kitchen. It cannot fake real street lighting, actual license plates, or a stranger wandering into frame unprompted.

As creator ads multiply, footage that plainly shows real people in real places becomes easier for audiences to trust and harder for competitors to imitate cheaply.

An Old Format With New Measurement

The man-on-the-street interview is hardly a new idea. Audiences have watched strangers react to unexpected questions on camera for decades, including in comedic television segments throughout the 1980s and 1990s. Ginsberg is direct about that history.

What he identifies as the actual innovation is measurement. A brand can spend a hundred thousand dollars on a television placement and have no reliable way to trace a specific sale back to that spot. The same street interview content running as paid social on Meta, TikTok, or YouTube Shorts carries the tracking infrastructure of any other digital ad unit, with cost-per-acquisition and return-on-ad-spend attached to individual pieces of creative. That pairing of a proven entertainment format with modern attribution is the combination the business is built on.

A Shift in the Sales Conversation

Ginsberg has said the clearest signal of the category’s direction came from his own sales conversations, which flipped from convincing brands the format works to fielding brands that already believed it did.

Street Poller has built its operation around that demand. The company holds an archive of more than 300,000 interviews, and its expansion has focused on supply-side capacity, including an eight-week certification pipeline for its pollers.

The platforms are making creator content faster to source and simpler to scale, which lowers the barrier for every brand at once. What remains scarce is footage of real people reacting in real places, produced to a consistent standard and measured against the same numbers as everything else in the budget. That is the gap Street Poller was built to fill.

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