In the boroughs of New York, where spectacle often overshadows structure, the quiet hum of public infrastructure goes largely unnoticed — until something fails. Behind the city’s courthouses, correctional facilities, hospitals, and schools, there exists a complex network of electrical systems that everyone takes for granted, but few know the hard work that goes in. 

For nearly six decades, Sajiun Electric Inc. has been one of the companies steadily wiring the city’s most essential institutions. At the center of it all is Richard Sajiun, a man whose legacy was never designed for headlines, but whose influence runs, quite literally, through the walls of public life.

Building Systems That Cannot Go Dark

Sajiun Electric Inc. was founded in 1965 by Richard’s father, Manuel Sajiun, a master electrician who started it with little more than his tools and reputation. The company back then was a local operation, servicing retail spaces, homes, and small commercial buildings. 

Richard began learning the trade early, during his teenage years, working weekends and summers with his father before earning an electrical engineering degree from Suny State University and a master electrician’s license. When he returned to the company in the late 1990s, he did more than just step into a role, he reimagined the company’s future. He decided to steer away the firm’s focus from the saturated, profit-driven private market and reoriented it toward the world of government contracting. 

The Shift to Public Work

Public work was not for the impatient. In fact, it was a decision that many considered to be counterintuitive. Public contracts are not only high-stakes and competitive but dense with regulatory complexity. They demand legal literacy, financial discipline, and an ability to manage risk with surgical precision. Yet for Richard, this landscape offered something the private sector could not: a framework where integrity mattered as much as execution. 

Sajiun Electric began to specialize in rehabilitation and retrofitting, bringing aging infrastructure up to modern code, reinforcing robust systems in environments that could not afford a moment of failure. Hospitals with no room for downtime, prisons where security systems are mission-critical, schools that cannot close their doors — institutions that make up the foundations of society became the company’s domain.

The Ethics of Compliance

As exciting government contracts may have been for Richard Sajiun, these aren’t jobs for companies chasing fast profits. Government work in the U.S. comes with thousands of pages of documentation and layers of bureaucratic procedures. There are prevailing wage laws that mandate electricians be paid much more than the private sector. There are legally binding requirements to subcontract to minority-, women-, and veteran-owned businesses. There are audits, inspections, delays, and months-long payment cycles. Only, unlike private clients, the government doesn’t forgive mistakes. If you miss a line item or a legal clause, you simply don’t get paid.

“You can’t wing this,” Richard says. “This isn’t a ‘figure it out as you go’ industry. You either know how to navigate it, or you’re done before you begin.”

Richard understood early on that if the company was going to survive here, he had to master the administrative side of the trade as thoroughly as the technical. So he did. Richard made sure to put compliance so deeply into the company ethos that every member looked at it not just as a formal requirement but as ethical infrastructure. 

Advice for Those Who Dare Enter the Field

It’s telling that so few firms remain in the government contracting space long term. The barriers to entry are steep, the overhead high, the patience required immense. For younger or less experienced contractors, the system can be particularly unforgiving.

Surely not every contractor is suited for government work. However, that is not to say, no one is. For those who can navigate its rigor, the rewards are also substantial: structure, fairness, and a certainty often absent in the private sector that work, when done right, will never go unpaid.

For those looking to start out in the public sector of the industry, Richard’s advice are:

• Hire Experience Early: Invest in a consultant or estimator who has successfully navigated government contracts before, don’t try it by yourself the first time.
• Read Everything: Government bid documents can run over a thousand pages, but every line is important. Skimming is not an option here.
• Plan for Delayed Payments: Be financially prepared to wait 60-90 days or longer to receive funds.
• Secure Bonding Insurance: This is non-negotiable. Without it, you won’t even qualify to bid.
• Start with Mentor Programs: Government agencies offer pathways for smaller, newer firms. They’re a good way to gain experience without being overwhelmed on the job.
• Respect the Law: Prevailing wages and diversity requirements aren’t optional. Violations can lead to lawsuits or blacklisting.

For over three decades, Richard Sajiun’s leadership has held the backbone of public life together, dependable and invisible, like he will certainly keep doing for many more years to come. There will probably never be a branding refresh or a viral campaign for Sajiun Electric. But in the quiet pulse of backup generators during a blackout, in the flickerless hum of a school hallway, in the consistent beep of hospital instruments keeping patients alive, in the subtle comfort of knowing a public infrastructure will simply work, Richard’s work will endure.

Markets don’t wait anymore. They react instantly, often before speeches are finished or policies are signed. This week was no exception. As Trump tariff threats resurfaced with force, Asian markets opened the day in green, a contrast to Wall Street’s tumble. It wasn’t optimism that drove this divergence. It was survival instinct. Five key markets, the United States, China, Japan, South Korea, and Vietnam, are moving fast to pre-position for what might follow if tariffs become more than threats.

Wall Street didn’t respond kindly. Stocks slid on concerns that a second Trump term could revive the protectionist playbook that triggered global market volatility in 2018. Back then, tariffs upended everything: from Midwest soybean farms to Chinese tech giants. And now, with just words, those fears are already moving capital.

But in Asia, the response is complex. Tokyo’s Nikkei inched higher, Seoul’s Kospi steadied, and Shanghai’s indexes showed cautious strength. The message? These markets have learned from the past. They’re not bulletproof, but they’re not blindsided either. They’ve diversified trade, built regional partnerships, and learned how to read Washington’s signals without flinching too early.

Still, the reason for concern is real. Trump isn’t just talking about China anymore. His rhetoric is casting a wider net, aiming at allies and rivals alike. And when the threat includes broad-based tariffs that punish countries for not “playing fair,” no economy is truly safe. That’s why investors are already recalibrating their strategies across five of the most sensitive economies.

How Trump Tariff Threats Are Shaping Global Strategy

In the United States, markets dropped because they’ve seen how this story plays out. Tariffs mean uncertainty, in supply chains, pricing, and corporate margins. When costs go up, earnings forecasts go down. It’s a simple equation with big consequences. Companies that rely on imported components, particularly in electronics, retail, and auto manufacturing, would bear the brunt.

Meanwhile, China is preparing for impact. Unlike 2018, it isn’t reacting with fire. Instead, it’s rerouting, expanding trade alliances across the Global South, stockpiling essentials, and investing in self-sufficiency. Beijing doesn’t want another bruising trade war, but if it happens, it’s ready to absorb the shock and respond with calibrated countermeasures.

Japan and South Korea find themselves caught in a diplomatic bind. Both are longtime U.S. allies with heavy trade exposure. Their stock markets are reflecting that tension, inching up not out of relief, but out of relative confidence in domestic sectors. Export-heavy industries, however, are already feeling nervous. Chipmakers, car manufacturers, and electronics giants are reassessing risk models in real time.

Vietnam’s position is perhaps the most precarious. It benefited from the first round of Trump’s tariffs, absorbing some of the manufacturing demand redirected away from China. But this time, with Trump hinting at wider tariff nets, Vietnam could lose its edge. Its economy thrives on being the “Plan B” for global supply chains, a role now under review.

The broader global market movement shows a transition from globalization to selective regionalization. Countries aren’t backing out of trade, they’re simply being more careful about who they rely on. Trump’s aggressive tone is speeding up this pivot. Supply chains are being redesigned, trade partners reevaluated, and geopolitical alliances redefined.

To understand the full extent of this tariff revival, even mainstream investors are now reviewing public trade reports, like those published by the Office of the U.S. Trade Representative . It’s not just about headlines anymore, it’s about watching what policies may be quietly forming in the background.

The effects won’t be limited to stocks and trade flows. Tariffs also carry inflationary risks. If implemented, they can push consumer prices higher, especially on imported goods. That complicates central bank policy. In the U.S., where the Fed is delicately balancing inflation control and economic stability, any unexpected price shock could delay rate cuts and prolong high borrowing costs.

Automation could get an unexpected push too. If overseas labor becomes expensive due to tariffs, U.S. companies may invest more in robotics and AI. Domestic production becomes more viable when machines, not people, can match cost efficiency. The industrial automation sector is already seeing speculative interest from investors bracing for such a shift.

For retail investors, this isn’t just political theater. It’s financial forecasting. The reappearance of Trump tariff threats is a signal. It tells you where to look: global logistics firms, domestic manufacturers, semiconductor supply chains, inflation-sensitive assets, and automation leaders. It tells you who to watch: policymakers, trade ministers, and central bankers. And it tells you what to question: whether the global market is truly ready for another wave of uncertainty.

This moment is also a reminder of how interconnected things remain, even in a supposedly decoupling world. A political speech in Michigan can move markets in Seoul. A tariff announcement in Washington can alter factory schedules in Ho Chi Minh City. A policy rumor can wipe or add billions in Tokyo before the opening bell even rings in New York.

What’s changed, though, is the readiness. These five markets aren’t caught off guard. They’re adapting, anticipating, and maneuvering. If tariffs do return, they’ll hurt, but not evenly, and not blindly. The era of shocked silence is over. Now, it’s about strategic silence and swift action.

Level Up Insight

In a world of soft signals and sudden shifts, tariff threats aren’t just political bluster, they’re financial catalysts. This week’s market movement proves that volatility favors the fast, not the fearful. When policy becomes strategy, and strategy becomes momentum, those watching closely, and acting early, don’t just survive. They lead.

The ongoing air traffic strike in France has created major disruption across Europe. Flights are being delayed, rerouted, or canceled, not just within France, but across the continent. This isn’t just a travel issue. It’s now a full-blown business problem.

France controls a huge portion of Western Europe’s airspace. When its air traffic controllers go on strike, planes can’t just fly around it. Everything slows down, tourism, trade, freight, and business travel. And when that happens, the damage spreads fast. Europe’s economic engine isn’t grounded, but it’s running on fumes.

Here’s how this one strike is delaying five of the biggest business sectors in Europe.

1. Aviation and Airlines

The most obvious hit is to the airline industry. With hundreds of flights being grounded, low-cost carriers and national airlines are losing revenue by the hour. Fuel wastage, rebooking fees, and refund obligations are mounting.

Airlines are also spending more to reroute through neighboring airspace. But countries like Spain, Italy, and Germany were never built to absorb this kind of overflow. The sky’s too crowded, and the delays are snowballing.

Even when flights aren’t canceled, passengers are spending hours in airport limbo. And that creates another problem, airports are dealing with frustrated travelers and overcrowding without the staff to handle it.

2. Tourism and Hospitality

France is not just a destination, it’s a gateway. Millions of tourists transit through French airports on their way to other European countries. With delays and cancellations stacking up, people are either skipping trips or spending less when they arrive.

Hotels in Paris, Rome, and Barcelona are reporting booking cancellations. Tour operators are scrambling to rework schedules. And the domino effect means local businesses, cafes, taxis, museums, are taking a financial hit.

For an industry already recovering from the pandemic, this strike is more than a nuisance. It’s a confidence killer.

3. Freight and Logistics

Cargo doesn’t complain, but it gets delayed. And in a supply chain world, time is money.

France’s airspace is a key corridor for goods moving between continents. With air traffic disrupted, high-value shipments, electronics, pharmaceuticals, fashion, are stuck on the ground or arriving late.

Companies relying on just-in-time logistics are having to adjust. Delivery timelines are shifting. Contracts are being re-evaluated. Customers are getting frustrated.

Courier giants and freight companies are being forced to use longer routes or shift to land and sea, which is more expensive and slower. For exporters and importers, it’s a direct hit on efficiency and cost.

4. Business Travel and Trade

Executives are missing meetings. Conferences are being postponed. In-person deal-making is becoming virtual again, not by choice, but by force.

For sectors like finance, tech, pharma, and luxury goods, which often depend on quick business travel across European capitals, this is slowing down decision-making and face-to-face collaboration.

It’s also affecting regional trade shows and expos. These are the events where deals get signed, partnerships form, and industries showcase innovation. With flights uncertain, attendance is falling and schedules are falling apart.

Many industries have begun to assess the long-term impact of the air traffic strike in France on their logistics and supply chains.

5. Retail and E-commerce

Retailers relying on air-shipped inventory are seeing delivery timelines stretch. E-commerce businesses that promise “next day” or “48-hour” deliveries are having to explain delays to customers, and that’s never good for trust.

Fashion and beauty brands launching summer collections are particularly vulnerable. Delayed shipments mean missed launches, empty shelves, and unhappy customers.

Even local businesses are affected. A boutique in Berlin that relies on Paris-based suppliers suddenly finds itself out of stock because of one strike hundreds of miles away.

What’s Fueling the Air Traffic Strike in France

French air traffic controllers are demanding better pay, improved staffing, and protection against rapid automation. Inflation and post-COVID labor fatigue have only amplified the tension.

But this isn’t just about salaries. It’s about control, literally. Workers feel overlooked and overworked, and now they’re grounding Europe to make their point.

In a post-pandemic world where every industry is trying to rebuild stability, strikes like this hit harder, and feel louder.

How Businesses Are Responding to the Air Traffic Strike in France

Some airlines are reducing their France-bound operations until things settle. Others are focusing on alternate airports or increasing train and bus travel partnerships.

Exporters are working on contingency plans, moving stock via trucks or using alternate cargo hubs in neighboring countries.

Business leaders are also pushing for more EU-level coordination in aviation. The fact that one country’s labor issue can gridlock half the continent is a problem no one wants to face again.

According to Eurocontrol, nearly 70% of flights crossing Western Europe pass through French airspace. When air traffic control halts, the effect is immediate.

If you’re interested in how labor affects global trade, read our article on Global Supply Chain Shocks in 2025.

Level Up Insight

The air traffic strike in France is exposing a deeper truth: global business is still fragile. One country’s internal labor fight has disrupted travel, trade, and trust across Europe. Businesses that rely on the skies must now plan for turbulence, not just in the air, but in infrastructure, labor, and geopolitics.

The skies above France may clear soon, but the lesson remains: in 2025, resilience isn’t about flying faster. It’s about planning smarter, building backups, and expecting the unexpected.

Trump tariffs cost U.S. businesses much more than they realize. A recent analysis estimates that the proposed tariffs could saddle American employers with $82.3 billion in direct costs, threatening to disrupt supply chains, increase prices, and stall economic recovery.

While the policy aims to protect American jobs and industries, the unintended consequences may financially strain the very businesses it intends to support.

How Trump Tariffs Cost U.S. Businesses Daily

The $82.3 billion figure is not just a theoretical number. It reflects the actual customs duties U.S. companies would pay if the tariffs were enacted. These include a broad 10% tariff on all imports and a targeted 60% tariff on Chinese goods. This sweeping approach affects a wide variety of industries, manufacturing, retail, logistics, and construction among them.

Many U.S. companies, especially small and medium-sized businesses, depend on imported raw materials and components to maintain competitive pricing. When tariffs increase the cost of these imports, companies face shrinking profit margins, forcing them to consider cost-cutting measures such as reducing their workforce or halting expansion plans. This pressure could ripple across the broader economy.

Why the $82.3 Billion Price Tag Is a Red Flag

In 2025, the U.S. economy is still on a delicate path to recovery. Inflation, though somewhat tempered, remains a concern, and interest rates are higher than in previous years. Adding tariffs that impose an $82 billion cost on businesses could reignite inflationary pressures by increasing production costs, which are often passed on to consumers.

Moreover, such economic stress could delay investment and hiring, slowing economic growth precisely when stability is most needed.

What U.S. Employers Are Saying Behind Closed Doors

Executives across sectors have voiced concerns about the unpredictable nature of these tariffs. A major challenge lies in the fact that many products assembled in the U.S. still rely heavily on imported parts and materials. Thus, tariffs increase costs indirectly on domestic production as well.

A manufacturing CEO recently shared: “Trump tariffs cost U.S. businesses not just in tariffs but in lost competitiveness and disrupted supply chains. This isn’t about punishing China—it’s about taxing American operations.”

Businesses Are Already Planning Around the Impact

Forward-thinking companies aren’t waiting to see if these tariffs will become law. Many are proactively diversifying their supply chains away from China, seeking alternative sourcing countries or boosting domestic manufacturing where feasible. CFOs are revising budgets and forecasts to account for increased costs.

Retailers are preparing for price hikes expected to start early next year, anticipating consumer pushback but limited options to absorb costs.

This pattern mirrors responses to previous tariff rounds in 2018, which led to shipment delays, increased prices, and some consumer backlash.

What Happens to the U.S. Consumer?

Tariffs don’t stop at importers, they trickle down to American consumers. If tariffs increase input costs, prices of goods, from electronics and automobiles to construction materials and groceries—are likely to rise.

Higher consumer prices reduce disposable income, potentially curbing spending and slowing economic momentum. Inflationary pressures may force the Federal Reserve to maintain higher interest rates longer, affecting borrowing costs for both consumers and businesses.

Internal Voices Are Getting Louder

While larger trade associations are cautiously monitoring the situation, smaller businesses have begun lobbying Congress to reconsider broad tariffs. Many argue that such sweeping measures fail to account for the nuanced nature of global supply chains and the integrated nature of today’s manufacturing.

Even some traditionally conservative business groups are voicing skepticism about the overall efficacy of blanket tariffs as a tool to protect American jobs and competitiveness.

External Experts Weigh In

Economists at the Peterson Institute for International Economics highlight that past tariff rounds imposed billions in hidden costs on the economy, often leading to job losses and slower growth. Their research warns that reintroducing similar tariffs could repeat those harmful effects in today’s more interconnected global economy.

Level Up Insight

Tariffs are intended as protective measures, but when they fail to consider the realities of modern supply chains, they can backfire. The projected $82.3 billion cost to U.S. businesses underscores how Trump tariffs risk slowing growth, raising consumer prices, and hampering job creation. For American employers, this policy threatens not protection, but disruption.

Home Depot just made a move that’s shaking the entire construction and home improvement supply chain. In a bold $4.3 billion acquisition, the retail giant is buying GMS Inc., a leading distributor of specialty building products like drywall, ceilings, insulation, and steel framing. At first glance, it might seem like just another big-ticket buyout in the hardware space, but beneath the surface, this deal signals something deeper: a shift in how America’s largest home improvement player is preparing for its next era of growth.

For years, Home Depot has dominated the DIY and pro contractor market with its massive stores, endless product aisles, and trusted orange apron brand. But recently, the battlefield has shifted. Contractors want more than convenience, they want specialization, faster fulfillment, and industry-specific solutions. This acquisition gives Home Depot exactly that.

GMS operates over 300 distribution centers across the U.S. and Canada, catering specifically to professionals in commercial construction. They don’t just sell materials, they offer jobsite delivery, tailored inventory, and deep relationships with builders. By pulling GMS under its umbrella, Home Depot isn’t just adding new product lines. It’s buying speed, scale, and credibility in the specialty contractor space.

This move is not about retail. It’s about supply chain muscle.

GMS brings in the kind of inventory and logistics precision that most big-box retailers struggle to match. It has a fleet of delivery trucks designed for tight construction windows. It has on-the-ground reps who know which materials get delayed and which suppliers are worth betting on. And it has relationships with commercial contractors, a segment Home Depot has always wanted to serve better but never fully captured. Until now.

The timing of this deal couldn’t be more strategic. With interest rates fluctuating and the housing market entering a cautious phase, residential renovation has taken a small dip. But commercial and infrastructure construction is heating up, powered by federal stimulus, urban development projects, and increased demand for schools, hospitals, and mixed-use spaces. Home Depot’s acquisition of GMS places it right in the middle of that momentum.

This isn’t Home Depot trying to grow bigger. This is Home Depot trying to grow smarter.

The home improvement space is evolving, and the line between retail and wholesale is blurring. Contractors don’t want to visit five suppliers for one job. They want a single-source solution that understands the nuances of both big builds and minor renovations. With GMS, Home Depot becomes that source. It strengthens its “Pro” business, which already accounts for over 50% of revenue, and adds serious firepower to its value proposition.

But there’s a broader implication here that goes beyond just drywall and steel studs.

This deal is part of a larger trend of vertical consolidation in American business. Brands are no longer content being middlemen. They want end-to-end control, from manufacturing to delivery to after-sales service. Home Depot buying GMS is the retail version of that philosophy. Own the product. Own the process. Own the customer relationship.

And let’s not overlook the regional power this gives them. GMS has a particularly strong presence in Southern and Midwestern markets, areas where new construction is booming, population is growing, and logistics are tricky. That’s a geographic win for Home Depot, and it’s one that positions them ahead of competitors who may still be trying to expand through traditional means.

Of course, every acquisition comes with integration challenges. The cultures of a nimble specialty distributor and a publicly traded retail juggernaut can clash. Systems don’t always align. And preserving the deep contractor relationships GMS has built while rebranding under the Home Depot umbrella will take finesse. But if Home Depot handles the integration with care, this could become a case study in smart vertical expansion.

Wall Street is already watching. Investors are reading this move as a sign that Home Depot is preparing for more than just consumer demand cycles. They’re preparing for industry shifts, for a world where speed, supply, and specialization matter more than sheer store count.

It also sends a clear message to competitors: Home Depot isn’t waiting for growth. It’s engineering it.

The retail giant could’ve played it safe, doubled down on loyalty programs, increased in-store experiences, or added new SKUs to its shelves. Instead, it bought an entire specialized ecosystem. That’s not just aggressive. It’s visionary.

What’s most interesting is how this move blurs the categories. Home Depot isn’t just a retailer anymore. With this acquisition, it edges closer to becoming a construction solutions platform, something that can power everything from kitchen renovations to major commercial real estate projects.

And in a market where time is money and delivery windows define success, that’s not just smart, that’s competitive survival.

Brands are no longer content being middlemen. They want end-to-end control, from manufacturing to delivery to after-sales service.
Link idea: Harvard Business Review on Vertical Integration

Level Up Insight:

Home Depot’s $4.3 billion acquisition of GMS Inc. isn’t just a transaction, it’s a transformation. By embedding itself deeper into the professional contractor ecosystem, it’s reshaping what a modern home improvement brand looks like. In 2025, winning isn’t about having more stores, it’s about having more reach, more speed, and more relevance.

Anthony Pompliano isn’t just investing in bitcoin, he’s building a new kind of institution around it. In a market saturated with passive bitcoin holders and hype-driven crypto firms, his $1 billion move stands apart. With the formation of ProCap Financial, Pompliano has created America’s most aggressive bitcoin treasury company yet, and it’s designed not to hold wealth, but to work it.

At the heart of this bold play is a merger between Pompliano’s bitcoin-focused firm, ProCap BTC, and Columbus Circle Capital I, a special purpose acquisition company. The newly formed ProCap Financial will hold up to $1 billion worth of bitcoin, but unlike other corporate treasury players, it won’t just park its crypto and wait for the price to rise. Instead, the company is positioning bitcoin as a productive asset, leveraging it through lending, derivatives, and other financial strategies to create real revenue and long-term value.

That’s a massive leap from the buy-and-hold mentality that has defined corporate bitcoin strategy since 2020, when a software company made headlines for converting its cash reserves into bitcoin. That move triggered a wave of similar strategies among publicly traded firms, but none of them turned their bitcoin into an operating engine. They were hedging against inflation. Pompliano is engineering profit.

With $500 million in equity already raised and another $250 million secured through a convertible note, the initial $750 million capital infusion into ProCap Financial marks the largest first raise in the history of any bitcoin treasury company. That alone would turn heads, but what’s more important is the strategy behind it: use bitcoin not as a liability or insurance policy, but as an active core asset capable of producing revenue, consistently, and at scale.

Pompliano’s confidence in the idea is backed by some of the most influential players in finance. Though not all commitments have been independently verified, he claims firms like Citadel, Susquehanna, and Jane Street are onboard. Major crypto-native investment houses have also reportedly joined the cap table. That kind of institutional interest isn’t common in crypto anymore, not since the market cooled off post-2021. But ProCap appears to be attracting serious attention because of what it’s building: a functional, bitcoin-native financial company, not a speculative bet.

The distinction is critical. Most companies that put bitcoin on their balance sheets use it as an idle store of value. They hope it appreciates, but they don’t do anything with it. ProCap’s mission is to flip that model. By designing risk-mitigated strategies around lending, trading, and even structured crypto finance, the company is planning to generate yield without compromising bitcoin’s core integrity.

This comes at a time when the U.S. is undergoing a shift in its posture toward crypto. With Donald Trump calling for a strategic bitcoin reserve and courting the industry in his campaign trail, there’s growing sentiment that crypto isn’t just tolerated, it’s becoming political infrastructure. Whether or not such a reserve ever materializes, the suggestion alone adds weight to companies like ProCap who are placing big bets on bitcoin’s future as more than just an asset class.

Pompliano’s move is bold, no doubt. But it’s also deliberate. He’s been among the most vocal proponents of bitcoin in the U.S., and for years, he’s warned that traditional financial systems are overdue for disruption. Now, instead of waiting for regulation to catch up or relying on hypothetical models, he’s building a working system that proves what’s possible when crypto becomes core to a business, not an accessory to it.

This also introduces a new era in treasury management. Traditionally, corporate treasuries have been static, tools for liquidity management, not value creation. Bitcoin changed that by offering volatility, appreciation, and inflation resistance. But ProCap is adding a third dimension: productivity. In essence, it’s asking: What if your balance sheet could not just store value, but grow it, actively, and profitably?

That mindset may spark a broader movement. While not every company will want to build the infrastructure required to operationalize bitcoin like this, many might follow the template. If ProCap succeeds, it could create a blueprint for an entirely new category of U.S.-based financial institutions—one where crypto isn’t an edge case, but a primary economic engine.

There’s a deeper cultural element, too. In a global economy increasingly skeptical of centralized institutions and fiat currencies, bitcoin remains the most decentralized and transparent monetary system ever created. ProCap’s decision to treat it as core infrastructure rather than a hedge might resonate with a new generation of financial thinkers—those who see crypto as not just revolutionary, but necessary.

Naturally, risk remains. The crypto market is volatile, and despite a thaw in regulatory attitudes, clarity is still far off. But Pompliano is choosing not to avoid volatility, he’s leaning into it. He’s constructing a business model that monetizes risk, leveraging price swings through derivatives and lending to create stabilized yield streams. In this view, volatility isn’t the threat, it’s the opportunity.

ProCap also aims to operate with transparency and compliance, something many past crypto ventures have neglected. That’s a calculated choice, especially at a time when federal scrutiny is at an all-time high. It’s a bet not just on bitcoin, but on bitcoin being able to coexist with institutional-grade finance under real rules.

More importantly, it’s a bet on America leading the way.

While other countries roll out state-controlled CBDCs or impose regulatory lockdowns, the U.S. still offers the space for founder-led innovation in crypto. If ProCap scales and performs, it won’t just validate bitcoin, it will showcase how American entrepreneurship can still lead the next wave of financial reinvention.

Pompliano isn’t just launching another fund or company. He’s launching a message: that bitcoin isn’t just a hedge, it’s a platform. And that companies bold enough to build on it might just shape the financial future of the United States.

Level Up Insight:

The future of U.S. finance won’t be built by bankers or bureaucrats, it’ll be built by founders who dare to turn volatility into value.

Oil prices are defying expectations. Instead of rising as tensions heat up between the U.S. and Iran, they’ve dipped. For decades, Middle East instability has driven crude higher. But this time, the markets are behaving differently. And investors across Asia and the U.S. are asking, what’s really going on?

It started with a whisper in the oil pits of Singapore and rippled through the morning screens of Hong Kong, Tokyo, and Seoul. Crude was supposed to climb, violence in the Middle East usually guarantees it. But on this volatile morning, prices dipped. Asian stocks drifted. And traders, rather than reacting, paused. Because right now, nobody’s making bold bets. They’re all watching for one thing: will the United States intervene?

The threat of full-scale U.S. involvement in a war between Israel and Iran has put global markets into a defensive crouch. In the absence of clear policy direction or military escalation, asset managers, oil traders, and corporate strategists are being forced to plan for two wildly different futures: one where America watches, and one where America intervenes.

And that indecision is its own kind of tension.

Across Asia, market indexes showed a fragmented mood. Japan’s Nikkei slipped as cautious investors hedged geopolitical risk. South Korea’s Kospi edged up, buoyed by local tech resilience but tempered by global anxiety. Meanwhile, oil traders, once pricing in a surge, began pulling back, realizing that fear alone doesn’t sustain a rally. What comes next depends not on charts or data, but on diplomacy, airstrikes, and presidential resolve.

This isn’t just a Middle Eastern story. It’s a global business reckoning. Because if the U.S. joins the fight, everything changes. Not just for oil, but for inflation, supply chains, risk premiums, and investor psychology.

Oil Prices Defying Historical Patterns

America doesn’t just bring weapons to a war. It brings volatility to markets. And right now, oil is the most sensitive barometer of intent.

When crude edged above $90 a barrel just weeks ago on fears of escalation, strategists warned it could cross $100 if the U.S. entered the conflict. That level triggers real-world consequences: rising fuel costs, freight surcharges, and consumer price pressure that central banks can’t ignore. It would mean rate cuts delayed, inflation resurfaced, and recession risks renewed.

Yet even with tensions high, today’s oil prices suggest caution over panic. Brent crude, after initial spikes, has started retreating, indicating that the market doesn’t fully believe in U.S. boots on the ground. But that belief can shift in a headline, and in today’s algorithm-fueled trading environment, narratives change faster than fundamentals.

The business world is bracing not for impact, but for decision. CEOs in oil-dependent industries, from airlines to logistics, are quietly drafting Plan B. Manufacturing giants are reevaluating cost projections. And institutional investors are increasing exposure to safe-haven assets like gold, even as they monitor oil futures tick-by-tick.

This is the new face of geopolitical risk: no longer confined to government desks or foreign policy think tanks, but embedded into the daily rhythms of business decisions.

And then there’s China.

While the U.S. contemplates its next move, Beijing is watching closely, not just for regional advantage, but for opportunities to broker peace or project restraint. If America steps into war, China could seize soft power wins in the Global South and accelerate de-dollarization agendas among BRICS nations. For Asian businesses, this isn’t just about oil or Israel, it’s about the shifting axis of global influence.

Meanwhile, India, caught between energy dependency and diplomatic neutrality, finds itself walking a tightrope. Higher oil prices directly impact its trade balance and inflation trajectory. Indian refiners are nervously adjusting import contracts while the Reserve Bank weighs monetary caution.

In short, every Asian economy has something to lose, and maybe nothing to gain, from deeper conflict. And yet, none of them control the lever. That belongs to Washington.

Markets aren’t good at waiting. They price in fear quickly, but they struggle with ambiguity. For now, ambiguity is all there is.

Every trader on Bloomberg Terminal is watching for one thing: not missile launches, but press briefings. Not tanks, but tone. Will the Biden administration stay on the periphery with intelligence and arms? Or will it cross the line into direct military engagement?

The answer could recalibrate more than portfolios. It could reshape the second half of 2025 for global businesses already fatigued from inflation battles, supply chain resets, and post-pandemic recovery.

The smartest companies are already preparing. Not just for war, but for economic fallout. Because even if the U.S. stays out militarily, prolonged tensions between Israel and Iran will continue to keep oil prices unstable, regional alliances frayed, and global investment cautious.

This is not just about defense. It’s about data centers in Tel Aviv, shipping insurance in the Strait of Hormuz, rare earth logistics in Turkey, and investor confidence in emerging Asia.

What we’re witnessing is not just a geopolitical flashpoint, it’s the kind of moment that reshapes the energy equation, the inflation curve, and the business mood worldwide.

Level Up Insight

Oil prices don’t just move barrels, they move markets. If the U.S. crosses the red line into war, the aftershocks won’t stop at the Strait of Hormuz. They’ll ripple across freight rates, Fed policy, startup runway burn, and your nearest gas pump. Watch oil now, because everything else follows it.

When the government hit pause on student loan payments during the pandemic, it wasn’t just relief, it was a lifeline. For millions of Americans, especially young professionals and working families, it meant breathing room. But now, that pause has ended. And with the return of aggressive collections, a dangerous ripple effect has begun: a national credit score crash.

For those falling behind on student loan payments, the consequences are swift and severe. Missed payments are now being flagged, sent to collections, and reported to credit bureaus. This isn’t theoretical anymore, it’s already happening. Across the country, credit scores are nosediving. And while the numbers drop, the fallout is anything but abstract. It’s housing denied. Jobs lost. Cars repossessed. Dignity shattered.

The worst part? Most people never saw it coming this hard. After nearly three years of silence, the system roared back to life with no real safety net for the people it’s supposed to support. Here’s how this credit score crash is hurting Americans, especially in 2025.

Why the Credit Score Crash Is Hitting Americans So Hard

Student loan debt in the U.S. now totals over $1.7 trillion. For years, it’s been a quiet crisis. But the reactivation of collections has turned it into a storm. Most borrowers aren’t refusing to pay, they simply can’t. Inflation may have cooled on paper, but in reality, rent, groceries, and insurance costs remain painfully high.

The average federal loan payment sits around $350 per month. That’s not a casual expense, it’s survival money for many. And when people are forced to choose between feeding their families or paying student loans, the result is predictable: defaults. Those defaults are now dragging down credit scores across generations.

The 5 Hidden Effects of a Credit Score Crash in 2025

1. Loan Rejection and Higher Interest Rates

When your credit score drops below 650, you’re no longer seen as trustworthy by lenders. Drop below 600? You’re in subprime territory. As millions face that reality, access to credit cards, car loans, and even personal loans is being revoked or priced out.

Borrowers who could’ve secured a 5% auto loan last year are now staring down 12% or more, or getting denied outright. For those who need a car to get to work, it’s a cruel trap. You need a good credit score to get a loan, but you need a job to improve your credit, and you need the car to get to that job. It’s financial quicksand.

2. Housing Access Denied for Thousands

Landlords don’t just look at pay stubs anymore. A solid credit score is often a prerequisite for getting approved for a rental. With scores dropping rapidly, renters across the U.S. are being denied leases, not for lack of income, but because of a student loan they couldn’t pay on time.

For many young families, that’s meant getting stuck in overpriced short-term housing or unstable living arrangements. Homeownership? That’s becoming a fantasy. Mortgage lenders are tightening requirements, and anyone with a recent default in their history may as well not apply.

3. Job Prospects Damaged by Credit Reports

It sounds unfair, but it’s legal: employers in many states can run a credit check before making a hire. And when your report shows student loan collections and defaults, it sends the wrong signal, regardless of how qualified you are.

This is hitting especially hard in government jobs, finance, and healthcare, fields where security clearance or fiscal trust is required. For graduates who trained hard to land jobs in these sectors, a bad credit score isn’t just embarrassing. It’s a career roadblock.

4. Older Americans Face a Credit Collapse Too

It’s not just young borrowers feeling the heat. Many parents and even grandparents who co-signed on federal loans, or took out Parent PLUS loans, are now getting burned. One missed payment from their child, and suddenly their near-perfect credit is stained.

For older Americans planning to downsize, refinance, or even fund retirement through credit-backed strategies, this crash is a nightmare. Years of creditworthiness can disappear over a debt that isn’t even technically theirs.

5. Long-Term Wealth Building Gets Destroyed

A credit score isn’t just about debt, it’s about opportunity. Good credit unlocks access to business capital, better insurance premiums, even the ability to invest in real estate. When that score crashes, the ability to build generational wealth goes with it.

The worst part is how silent this damage can be. No one tells you your future is shrinking. No alert buzzes when your dreams are quietly shelved. But for millions of Americans waking up in 2025 with 80-point drops and growing anxiety, the message is loud and clear: the system never really had your back.

Level Up Insight:

A nation’s economy isn’t just measured by GDP, it’s measured by how it treats its most vulnerable in moments of pressure. The U.S. chose to restart collections without reform, and now, a generation is paying the price in credit, trust, and mobility. This credit score crash isn’t a glitch. It’s a warning. And if ignored, the damage may take decades to undo.

GUDWUDZ: Where Ritual, Legacy, and Luxury Collide

In a market clouded with gimmicks and disposables, one brand is rolling with purpose.

GUDWUDZ isn’t a moment. It’s a movement. Handcrafted from bamboo and backed by culture, it’s redefining cannabis rituals for the bold, the soulful, and the unapologetically intentional.

At the center of it all is J “Just J” Thompson, an ex-educator turned cultural architect, now based in Sheridan, Wyoming. GUDWUDZ was born from smoke sessions soaked in Chappelle’s Show, community laughs, and unfiltered truth-telling. But even back then, Just J knew: this wasn’t just about getting high, it was about getting clear.

“Blazing wasn’t a habit. It was a ceremony,” Just J reflects. “And that ceremony deserved something sacred, not a plastic tip or ink pen tube.”

The Birth of a Totem

Long before it had a logo, GUDWUDZ was a whisper of intention. The first prototype, Whamboo, handcrafted from bamboo, hit different, smoother draw, cleaner taste, elevated vibe. For nearly two decades, Just J refined the form, gifting to friends, who turned into collectors, who turned into disciples. What started as word-of-mouth became demand. And from that demand? GUDWUDZ rose, not as a product, but as a totem.

“This isn’t for trend-chasers,” says Just J. “It’s for those building a legacy.”

Pride, On Fire: The Spectrum Flame Drop

June 2025 ignites the brand’s boldest statement yet: The Spectrum Flame Edition, a limited Pride drop of 420 rainbow-infused holders. This isn’t just merch. It’s a cultural salute.

With bold partnerships across LGBTQ+ creators, nonprofits, and cannabis media, GUDWUDZ isn’t pandering. It’s platforming. Each piece honors the people who built the culture, even when the culture tried to forget them.

“Luxury for us isn’t label, it’s intention. It’s identity. It’s soul,” says Just J.

Beyond the Holder: A Brand with Soul

GUDWUDZ isn’t a tool. It’s a philosophy. With traction in LA, NYC, Miami, and DFW, the brand is claiming shelf space, headspace, and screen space. Banksy Blaze, the brand’s iconic panda, is already in development for animation and luxury fashion drops.

From curated DTC drops to content-rich storytelling and merch rooted in ritual, GUDWUDZ is more than a session starter; it’s a vibe, a vision, a voice.

Clarity in the Chaos

As the recession tightened belts, GUDWUDZ tightened its message. Consumers didn’t stop spending, they got intentional. And Just J delivered. Every drop feels like an event. Every item? A keepsake. A conversation. A crown.

The Legacy is Calling

What’s next? Ritual rooms at exclusive events. GUDWUDZ Chapters worldwide. Banks,y Blaze billboards and documentaries. Because this brand isn’t selling wood, it’s planting seeds.

“Don’t chase the moment,” Just J says. “Build the ritual. That’s where your clarity lives.”

Ready to Enter the Ritual?

If you’re LGBTQ+, BIPOC, or just a believer in sacred self-expression, GUDWUDZ was made for your table. For your hands. For your soul.

Visit www.gudwudz.com to shop.
Follow @gudwudz on Instagram to witness the lifestyle.
Catch the movement. Carry the flame. Stay GUD.

It doesn’t take an economist to know what happens when the price of raw materials shoots up, the pressure trickles down. For American businesses that build homes, manufacture cars, or can everything from beans to beer, the Biden administration’s new steel and aluminum tariffs could feel like a sucker punch. Not because they didn’t see it coming, but because the timing couldn’t be worse.

The new wave of tariffs, largely aimed at Chinese imports, comes at a time when interest rates remain high, construction costs are already volatile, and manufacturing optimism is still wobbling from pandemic-era disruptions. This isn’t the first time steel and aluminum have become economic chess pieces. But the stakes feel different now. Many companies are leaner, more efficiency-obsessed, and deeply tied to global supply chains that don’t flex easily.

Let’s start with homebuilders. The average new house in the U.S. contains nearly a ton of steel, in everything from nails and rebar to appliances and HVAC systems. When steel prices climb, those costs are passed to developers. And when developers pass them on to buyers, affordability erodes even more. For first-time homebuyers already facing the twin dragons of high interest rates and low inventory, this is yet another wall. It’s not just about raw steel either. Aluminum windows, railings, doors, they all add up. Builders are already forecasting delays, cost increases, and thinner margins.

Car manufacturers, especially in Detroit, know this playbook all too well. The last major steel tariffs under Trump in 2018 forced automakers to rework sourcing contracts, absorb higher material costs, and raise vehicle prices. This time, they’re even more vulnerable. Electric vehicles rely heavily on aluminum for lighter frames and increased efficiency. Higher tariffs on Chinese aluminum could raise EV production costs at the exact moment when U.S. automakers are racing to compete with cheaper foreign alternatives. If prices go up, consumer adoption slows down. And if that happens, the entire EV transition timeline takes a hit.

Then come the overlooked giants of the economy, the can makers. The American beverage and food industry uses more than 100 billion aluminum cans a year. A single cent increase per can, when multiplied at scale, can lead to millions in added expenses. For small beverage brands trying to compete with conglomerates, this could be the difference between profitability and collapse. And while big brands may be able to hedge or re-source, smaller ones won’t have that luxury. Tariffs might be targeted at nations, but the fallout lands on entrepreneurs.

Now, let’s talk trickle-down economics, but the real kind. When steel and aluminum prices rise, they affect transportation, construction equipment, machinery manufacturing, defense contractors, and even the packaging industry. These sectors collectively employ millions. Increased costs mean tighter budgets, potential job cuts, and hesitations around expansion. For entrepreneurs running small manufacturing firms, fabricators, or contracting businesses, this is a storm they can’t sail through on brand power alone.

Supporters of the tariffs argue they’re necessary to protect American jobs and curb unfair trade practices. And that’s partially true. Chinese overproduction and underpricing have been distorting global metal markets for years. But protectionism isn’t free, especially not in an interconnected supply chain where a part built in Ohio might depend on aluminum from Malaysia, wiring from Mexico, and a casting mold sourced from China.

The policy may protect U.S. steel mills and aluminum producers, but it simultaneously puts downstream industries at risk. And those downstream businesses often hire far more workers than the mills themselves. According to past studies, for every one job saved in steel production, several others may be lost in steel-using industries. That’s not just a statistic, it’s a small-town welding shop shutting down, or a prefab housing startup losing its edge.

The other problem? Retaliation. When the U.S. slaps tariffs on other countries, they often respond in kind. American exporters could soon find themselves facing their own price hikes or restricted access in international markets. This could affect everything from machinery exports to food products. In a world where global trade is already stressed, escalation risks turning a surgical economic tool into a blunt weapon.

Still, not all companies are bracing for impact. Some are already adapting. Manufacturers with diversified supply chains are shifting to tariff-exempt countries. Construction firms are stockpiling materials ahead of price spikes. Others are exploring domestic recycling and scrap metal usage to reduce reliance on imports. But these are stopgaps, not long-term fixes.

The irony is that while these tariffs are meant to boost American self-reliance, they’re exposing just how fragile that goal is without robust domestic alternatives. The U.S. doesn’t produce enough aluminum to meet its own needs. Its steel industry is modern but limited. Tariffs without a parallel investment in domestic capacity and innovation could become a tax with no return.

For entrepreneurs, the lesson is clear: resilience now means anticipating not just what your customers want, but what your costs might become tomorrow. Whether it’s sourcing smarter, lobbying stronger, or pivoting business models faster, survival will belong to the flexible. In a tariff-heavy world, agility is no longer optional, it’s the business model.

Level Up Insight:

Steel and aluminum tariffs may be designed to protect American industry, but the real winners will be companies that can move fastest, not those that make the loudest noise. Entrepreneurs who rethink supply chains, stay lean, and innovate on cost resilience will lead the next chapter of U.S. business. It’s not just about surviving policy shifts, it’s about learning to thrive in the volatility they create.