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This New York Times article, written by Neil MacFarquhar, explores the reasons behind Russian opposition leader Aleksei A. Navalny's decision to return to Russia in 2021, despite knowing it would likely result in his imprisonment and potential death. Navalny was an activist critical of President Vladimir V. Putin's authoritarian government and had survived a poisoning attempt widely blamed on the Kremlin before his return. Despite his eventual death in a remote Arctic penal colony, he continued to inspire many with his fearlessness and commitment to his beliefs. Navalny's return to Russia, according to the article, was driven by his desire to not abandon his country or beliefs, and his fear of becoming irrelevant in exile. His decision to confront the Putin regime directly won him new respect and followers, but also cost him his life. The article also delves into public reactions to Navalny's decision, with some comparing his actions to a classical Greek tragic hero. The article suggests that Navalny's return and resilience even in the face of inevitable imprisonment was seen as an act of defiance against the Kremlin. Despite being imprisoned, he managed to make his views heard, endorsing a silent protest against the Ukraine war. His death is viewed by many as a murder through harsh prison conditions, and some suggested that his fearlessness challenged the Kremlin. The act of returning to Russia despite the risks drew parallels with historical figures like Lenin and Nelson Mandela. Navalny's actions and his ultimate fate have stirred a significant response among Russians and the global community, with many seeing him as a symbol of resistance against Putin's authoritarian regime.

This New York Times article by Emma Goldberg explores the phenomenon of CEOs who are reluctant to retire and the impact of their prolonged tenure on their companies and the economy. It discusses several high-profile examples, including Steve Ballmer's delayed retirement from Microsoft and its subsequent reinvigoration under Satya Nadella, and the long tenures of Warren Buffett, Jamie Dimon, and Jensen Huang. The article also delves into the psychological factors behind overstaying, including the desire for power, prestige, privilege, and pay. The author examines the potential negative consequences of overstaying, such as becoming risk-averse and making hasty decisions about succession. Research suggests that the ideal tenure for a CEO is about 4.8 to 10 years, but many CEOs stay longer. The piece highlights a variety of experiences and perspectives from CEOs who have retired, are considering retirement, or have no plans to retire. The article suggests that successful transitions require careful planning, humility, and the willingness to pass the torch to a new generation of leaders.

This TechCrunch article discusses a recent interview with venture capitalist Trae Stephens, who is also a former government intelligence analyst and early Palantir employee. The interview covered a range of topics, including Stephens' work at Founders Fund, his perspective on various tech companies and fellow investors, and his involvement with defense tech company Anduril. In the interview, Stephens discussed Founders Fund's unique approach to VC, including their reluctance to take board seats and lack of reserved funds for follow-on investments. He touched on the fund's relationship with Elon Musk and the companies Musk leads, including SpaceX, Neuralink, and Boring Company. The conversation also delved into Stephens' involvement with Anduril, a defense tech company he co-founded that is now valued at $8.4 billion. Stephens highlighted the company's focus on building low-cost, autonomous systems to counter low-cost threats in conflicts. He also discussed the company's plans to build a modular, autonomous factory for mass production. The interview concluded with Stephens revealing that he has a bunker, a survival kit, and that his wife has made him promise he will never run for public office.