Business
A Decade-Long Search for a Battery That Can End the Gasoline Era
On a frigid day in early January, as she worked in her office in the Boston suburb of Billerica, Mass., Siyu Huang received a two-word text message.
“Spinning wheels,” it said. Attached was a short video clip showing a car on rollers in an indoor testing center.
To the untrained eye there was nothing remarkable in the video. The car could have been getting its emissions tested at a Connecticut auto repair shop (except it had no tailpipe). But to Ms. Huang, the chief executive of Factorial Energy, the video was a milestone in a quest that had already occupied a decade of her life.
Ms. Huang, her husband, Alex Yu, and their employees at Factorial had been working on a new kind of electric vehicle battery, known as solid state, that could turn the auto industry on its head in a few years — if a daunting number of technical challenges could be overcome.
For Ms. Huang and her company, the battery had the potential to change the way consumers think about electric vehicles, give the United States and Europe a leg up on China, and help save the planet.
Factorial is one of dozens of companies trying to invent batteries that can charge faster, go farther, and make electric cars cheaper and more convenient than gasoline vehicles. Transportation is the biggest source of man-made greenhouse gases, and electric vehicles could be a potent weapon against climate change and urban air pollution.
The video that landed in Ms. Huang’s phone was from Uwe Keller, the head of battery development at Mercedes-Benz, which had been supporting Factorial’s research with money and expertise.
The short clip, of a Mercedes sedan at a research lab near Stuttgart, Germany, signaled that the company had installed Factorial’s battery in a car — and that it could actually make the wheels move.
The test was an important step forward in a journey that had begun while Ms. Huang and Mr. Yu were still graduate students at Cornell University. Until then, all their work had been in laboratories. Ms. Huang was excited that their invention was venturing into the world.
But there was still a long way to go. The Mercedes with a Factorial battery hadn’t yet been taken out on the road. That was the only place the technology really mattered.
Many start-ups have produced solid-state battery prototypes. But no American or European carmaker has put one into a production vehicle and proved that the technology could survive the bumps, vibrations and moisture of the streets. Or if any have, they have kept it a secret.
In late 2023, Mr. Keller, a veteran Mercedes engineer, proposed to Ms. Huang that they try.
“We’re car guys,” Mr. Keller said later. “We believe in things really moving.”
Roots in China
Ms. Huang stands out in a niche dominated by men from Silicon Valley. Some brag about their 100-hour workweeks; she believes in a good night’s sleep. “Having a clear mind to make the right decision is more important than how many hours you work,” she said.
She is approachable and laughs easily, but also projects determination. She works from a sparsely decorated office in Billerica that looks out on a patch of forest crossed by power lines. The furnishings include a plain black bookcase, stocked with a few technical volumes, that she inherited from a previous tenant. Her diplomas from Cornell — a Ph.D. in chemistry and a master’s in business administration — hang on the wall.
Ms. Huang grew up in Nanjing, China, where she was in an elementary school program that had her gather environmental data. The program instilled an interest in chemistry and an awareness of the vehicle exhaust and industrial pollution choking Nanjing’s air. She realized, she recalled, that “we need to grow a planet that’s healthier for human beings.”
In a dormitory at Xiamen University on China’s southern coast, where she studied chemistry, she saw an advertisement for a Swedish exchange program. After spending two years there, she and Alex, whom she had known since they were students in China, were both accepted to doctoral programs in Cornell’s chemistry department. She arrived in Ithaca, N.Y., in 2009 with $3,000, which she had managed to save from her Swedish scholarship. They have both since become U.S. citizens.
They were star students, said Héctor Abruña, a professor at Cornell known for his research in electrochemistry. He still has a picture on his office bookshelf of himself with Mr. Yu and Ms. Huang in their commencement robes.
With an idea that grew out of Dr. Abruña’s lab and some seed money from the State of New York, Mr. Yu and Ms. Huang founded the company that later became Factorial while she was still completing her business degree.
“They are extremely dedicated and extremely bright,” said Dr. Abruña, who continues to advise Factorial. “Straight shooters — zero BS.”
Mr. Yu is now Factorial’s chief technology officer. The company is, in that sense, a family operation. Ms. Huang is reticent about their private life, declining to say even how many children they have.
Initially the company focused on improving the materials that allow batteries to store energy. That changed after Mercedes invested in Factorial in 2021. Mercedes was looking for a bigger technological leap and encouraged Factorial to pursue solid state.
The technology has that name because it eliminates the liquid chemical mixture, known as an electrolyte, that helps transport energy-laden ions inside a battery. Liquid electrolytes are highly flammable. Replacing them with a solid or gelatinlike electrolyte makes batteries safer.
A battery that doesn’t overheat can be charged faster, perhaps in as little time as it takes to fill a car with gasoline. And solid-state batteries pack more energy into a smaller space, reducing weight and increasing range.
But solid-state batteries have one big drawback that explains why you can’t buy a car with one today. Such battery cells are more prone to grow spiky irregularities that cause short circuits. Vast riches await any company that can overcome this problem and develop a battery that is durable, safe and reasonably easy to manufacture.
Despite obvious differences between Factorial and Mercedes — the start-up has a little more than 100 employees, compared with 175,000 — Ms. Huang’s working style meshed with the culture at Mercedes and its roots in Swabia, the region around Stuttgart where people are known for their no-nonsense approach and restraint.
Mr. Keller found Ms. Huang’s low-key, factual manner to be a welcome contrast to the hype and unfulfilled promises that are pervasive in the battery and technology industries. Factorial, he said, “has not been announcing, announcing, announcing and not delivering.”
‘Production hell’
It’s an axiom in the battery business that producing a cool prototype is the easy part. The challenge is figuring out how to make millions of solid-state batteries at a reasonable price.
Factorial confronted that problem in 2022, setting up a small pilot factory in Cheonan, South Korea, a city near Seoul known for its tech industry. The project became, in Ms. Huang’s words, “production hell” — the same phrase Elon Musk used when Tesla was struggling to mass-produce a sedan and nearly went bankrupt.
To make money, a battery factory can’t produce too many defective cells. Ideally the yield, the percentage of usable cells, should be at least 95 percent. Hitting that target is devilishly difficult, involving volatile chemicals and fragile separators layered and packaged into cells with zero margin for error. The machinery doing all this is encased in Plexiglas chambers and overseen by workers dressed in head-to-toe protective gear to prevent contamination.
Dozens of companies are trying to mass-produce solid-state cells, including big carmakers like Toyota and smaller ones like QuantumScape, a Silicon Valley start-up backed by Volkswagen. Mercedes, hedging its bets, is also working with ProLogium, a Taiwanese company.
Nio, a Chinese carmaker, sells a vehicle with what it advertises as a solid-state battery. Analysts say the technology is less advanced than what Factorial is developing, offering fewer advantages in weight and performance. But there is little doubt that Chinese companies are investing heavily in solid state. Nio did not respond to a request for comment.
Every company has its own closely guarded recipes and manufacturing processes. “It’s difficult to say which technology will win,” said Xiaoxi He, a technology analyst at IDTechEx, a research firm.
Partly because solid-state batteries are so difficult to manufacture, many auto executives are skeptical that they will make commercial sense anytime soon. Shares in many solid-state battery start-ups have plunged, and management turmoil is common.
Factorial has insulated itself from the harsh judgments of Wall Street by never selling stock. Its funding comes from private investors including WAVE Equity Partners, a Boston firm, and partners that include the South Korean automaker Hyundai Motor; and Stellantis, which next year plans to test Factorial batteries in Dodge Charger muscle cars. It also has a partnership with LG Chem, a South Korean company that makes battery materials.
Projections of how soon solid-state batteries would be available have proved overly optimistic. Toyota displayed a futuristic prototype in 2020, but the company is still years away from selling a car with a solid-state battery.
Kurt Kelty, a vice president at General Motors in charge of batteries, is among those who will believe it when they see it. “We’re not banking on solid state,” Mr. Kelty said.
‘I don’t even know if we can make it’
In the beginning, Factorial’s prototype assembly line in South Korea had a yield of just 10 percent, meaning 90 percent of its batteries were faulty. Despite her preference for a good night’s sleep, Ms. Huang often had to wake up at 4 a.m. to deal with problems at the factory, which was operating around the clock. She was in South Korea at least once a month.
“There were always issues,” she said. “There was a point, I was like, I don’t even know if we can make it.”
By 2023, Factorial had produced enough cells suitable for an automobile that Mr. Keller, a soft-spoken, amiable man who has worked at Mercedes for 25 years, began thinking about installing them in a car. The cost and the risk of failure were high enough that he sought approval from his bosses. Armed with PowerPoint slides, Mr. Keller went to Ola Källenius, an imposing Swede who is chief executive at Mercedes.
Mr. Källenius’s office is at the top of a glass and steel high-rise in the middle of a sprawling manufacturing and development complex beside the Neckar River in Stuttgart.
Mr. Keller argued that road testing would help determine, among other things, whether the batteries would work with air cooling alone. If so, that would eliminate the need for a heavier, more costly liquid-cooled system.
Mr. Källenius signed off on the project, reasoning that a tangible goal would motivate the team and hasten development. He drew an analogy to Formula 1 racing. “If you’re chasing the leader, and suddenly you can see him, you get faster,” Mr. Källenius recalled.
Ms. Huang was a bit surprised when, in late 2023, Mr. Keller told her that Mercedes wanted to put the cells in a working vehicle. “We didn’t realize it was coming so soon, honestly speaking,” she said with a laugh.
But by June 2024, Factorial had managed to produce enough high-quality cells to announce that it had begun delivering them to Mercedes. In November, the factory in South Korea hit 85 percent yield, the best result yet. Ms. Huang and the Korean team celebrated by going out to a barbecue joint.
Mercedes still had to figure out how to package the cells in a way that would protect them from highway dirt and moisture. And it had to integrate the battery pack into a vehicle, connecting it to the car’s control systems.
The Factorial cells had one big drawback that made them hard to install in a car. They expanded when charged and shrank when discharged. In Mr. Keller’s words, they “breathed.”
Mr. Keller turned to engineers on the Mercedes Formula 1 racing team, who are accustomed to quickly solving technical problems. They devised a mechanism that expanded and shrank with the cells, maintaining constant pressure.
By Christmas 2024, a team working at Mercedes’s main research center in Sindelfingen, outside Stuttgart, texted Mr. Keller those two words: “spinning wheels.”
‘Finally I see you’
Mr. Keller confessed that he got a little emotional when his team sent him the video of the car. He waited until after Christmas to forward it to Ms. Huang with the same two words.
Several weeks later, the Mercedes engineers took the car with Factorial’s battery, an otherwise standard EQS electric sedan, to a company track for its first road test.
The engineers drove the car slowly at first. They carefully monitored technical data displayed on the dashboard screen.
They drove faster and faster until, by the fourth day, they reached autobahn speeds of 100 miles per hour. The battery didn’t blow up. In theory, it can power the car for 600 miles, more than most conventional cars can travel on a tank of gasoline.
Mr. Keller had been keeping Ms. Huang apprised of the progress, but she was still surprised when, during a meeting on marketing strategy in February, people from the Mercedes communications department mentioned that they had written a news release announcing the achievement.
“Do you want to take a look?” they asked.
She certainly did. The first successful road test with a Factorial battery was an enormously important moment, one they had been anticipating for years. Yet the teams at Mercedes and Factorial did not throw parties to celebrate. They still had work to do.
The next step is to equip a fleet of Mercedes vehicles with batteries, perfect the manufacturing process and do the testing required to begin selling them. That will probably take until 2028, at least. Many experts don’t expect cars with solid-state batteries to be widely available until 2030, at the earliest.
In April, Ms. Huang finally found time to travel to Stuttgart and ride in the car herself.
It was a clear spring day, with greenery sprouting in the German countryside and flowers beginning to bloom. Mercedes employees escorted her to a garage in Sindelfingen, where the automaker also has a large factory complex.
Ms. Huang had seen many photos of the car, but she still felt a thrill when the garage doors opened. It felt “like a long-lost friend,” she said. “Like, ‘Finally I see you!’”
A Mercedes driver took her for a spin on the test track, zooming down an asphalt straightaway then around a banked curve that, Ms. Huang said, felt like a roller coaster.
Inside the car, there was no way to perceive the difference with the Factorial battery compared with a conventional one. “But it’s just so special because it’s with our battery.”
Business
U.S. Trade Deficit Grew in March
The U.S. trade deficit in goods and services rose to $60.3 billion in March, increasing 4.4 percent from the previous month, after the Supreme Court struck down President Trump’s global tariffs, according to data from the Commerce Department released on Tuesday.
Exports grew 2 percent in the month, to a record $320.9 billion, as the United States exported more oil, soybeans and industrial supplies. The U.S. trade surplus in petroleum hit a record in March, as war with Iran pushed up the price of oil and U.S. energy exports. Imports also gained 2.3 percent in March, to $381.2 billion. The combination increased the monthly trade deficit, the gap between what the United States imports and what it exports.
Tariffs resulted in up-and-down swings in the trade deficit last year. The monthly trade deficit is now somewhat lower than it was in 2024. But overall, the figure hit a record last year, as the United States continued to import high-priced computer chips and weight-loss drugs, and importers stockpiled foreign goods before tariffs took effect.
The data provided the first snapshot of trade since the Supreme Court ruling forced major changes to the Trump administration’s tariff regime.
On Feb. 20, the Supreme Court ruled that Mr. Trump had exceeded his authority last year when he used an emergency law to impose steep tariffs on nearly every nation.
That ruling forced the administration to withdraw the double-digit tariffs it had issued under that law, which varied by country based on bilateral trade deficits. Mr. Trump immediately moved to replace those levies with a flat 10 percent tariff, issued under a legal authority known as Section 122.
The Section 122 tariff will expire in July unless Congress votes to reauthorize it. So the Trump administration has been working on tariffs to replace it. It has started two trade investigations under another legal provision known as Section 301, which allows the president to impose tariffs in response to unfair trade practices.
One of the new investigations would target countries that don’t have laws blocking imports made with forced labor. The other centers on what the administration calls “excess capacity” among 16 of the country’s largest trading partners.
The Trump administration says overproduction in the factory sectors of some foreign countries has resulted in large and persistent U.S. trade deficits with those nations. Representatives from various industries, ranging from sugar to technology to chemicals, are set to testify about the investigation on Tuesday and Wednesday in Washington this week.
Next week, Mr. Trump is expected to visit Beijing, for a meeting with the Chinese leader that will be partly focused on trade. U.S. imports from China have shrunk significantly, as the administration has imposed high tariffs on Chinese goods, and companies have relocated supply chains out of the country.
Business
Commentary: How many Cybertrucks has Tesla sold to the public? Fewer than you might think
How bad are sales of Tesla’s Cybertruck? Nearly 20% of the vehicles went to Elon Musk’s other companies, raising questions about the vehicle’s future
The Cybertruck, Tesla’s would-be competitor in the EV pickup truck market, has long since secured its place as the Edsel of the electric vehicle age.
It’s been derided as unwieldy and ugly and unable to match other pickups in basic functionality. In the colorful take of Tesla critic Will Lockett, it’s “the vehicular form of halitosis” and an “ick’ on four wheels.”
But one doesn’t need words to describe how the Cybertruck has fared among the pickup-buying public; the numbers tell the story.
According to Cox Automotive’s Kelley Blue Book, Tesla sold only 20,237 of the vehicles in 2025, down 48.1% from the 38,965 sold the year before. The slide continued in the first quarter of this year, Cox reported — 3,519 sold, down 45.1% from the 6,406 sold in the year-earlier period.
But there’s more to the story — or to be more precise, less.
In the fourth quarter of 2025, of the 7,071 Cybertruck U.S. registrations, 1,279 went to SpaceX, the rocketship company headed by Tesla boss Elon Musk, which is planning an initial public stock offering sometime this year. An additional 60 were registered by other companies in the Musk empire, namely xAI, Neuralink and the Boring Co.
In other words, nearly 20% of all the Cybertrucks registered in the U.S. in the fourth quarter went to Musk’s companies. Based on the Cybertruck’s starting price of $70,000, that’s the equivalent of $93.7 million in merchandise circulating within Musk’s orbit rather than going to outside buyers.
In the fourth quarter of 2025, of the 7,071 Cybertruck U.S. registrations, 1,279 went to SpaceX
The figures were compiled by S&P Global Mobility and reported by Bloomberg. I asked Tesla to comment but received no reply.
The transfers of Cybertrucks to other Musk companies raise questions about how he conflates the interests of his private companies and his public company (Tesla), arguably to the disadvantage of Tesla shareholders. More on that in a moment.
The sales numbers raise obvious questions about the future of the Cybertruck as part of Tesla’s five-model lineup. They also undermine Musk’s declared faith in the truck. When it was introduced in 2023, Musk asserted that he expected to sell 250,000 to 500,000 Cybertrucks a year once manufacturing capacity was fully engaged.
It would be hard to find market experts who took that prediction seriously, but few probably expected the shortfall to be so steep. Cybertruck’s 48.1% decline in 2025 sales compared with 2024 was the sharpest such decline of any EV in the U.S. market over that period, in which EV sales generally slumped.
Initial Cybertruck sales of 38,965 in 2024 seemed almost to validate Musk’s optimism. But negative perceptions took hold through the year and into 2025, starting with the ridicule the vehicle’s boxy design attracted on the street.
Poor manufacturing quality has prompted U.S. regulators to order eight recalls of Cybertrucks since its introduction, culminating in the March 2025 recall of almost every Cybertruck to correct the tendency of a stainless steel exterior panel to come off the vehicle at freeway speeds, posing a hazard to other drivers.
Online reports and videos showing Cybertrucks defeated by conditions such as uneven terrain and steep grades that are routinely managed by rival pickups may also have sapped buyer enthusiasm for the model.
It’s true that the Cybertruck has problems that aren’t shared with other EVs. One is that it can’t be sold in European Union countries, because the EU has found that its exterior design can imperil pedestrians.
Nor do other EV manufacturers have to contend with public obloquy being showered on their leaders; Tesla sales in Germany cratered last year after Musk threw his support behind the extreme-right neo-Nazi party Alternative for Germany. There, new Tesla vehicle registrations fell by 76.3% in February 2025 from the same month a year earlier — that is, to 1,429 from 6,029. The decline continued all year, resulting in an overall decline of 48.4%.
As my colleague Caroline Petrow-Cohen reported last year, public distemper over Musk’s position as the leader of DOGE, the quasi-governmental body that ran roughshod through the federal workforce after Donald Trump launched his second term, also may have cut into Tesla sales in the U.S. A study by Yale researchers last year estimated that Musk cost Tesla as many as 1.26 million car sales since October 2022, when he acquired the social media platform Twitter and gave greater access on it to the far right and other extremist voices.
That said, Teslas remained the best-selling EVs in the U.S. market last year with nearly 60% of EV unit sales, according to Cox. Its full-year decline of 7% was exceeded by several other carmakers with EVs in their lineups, including BMW (down 16.7%), Kia (down 39.7%) and Ford (down 14.1%).
The U.S. EV market generally lost ground after the expiration of federal incentives last year, but many individual models slumped sharply, including Ford’s all-electric version of its top-selling F-150 pickup, sales of which fell 18.5% from the year before (though it still outsold the Cybertruck).
Tesla’s transfers of Cybertrucks to other Musk operations should concern Tesla shareholders, depending on how much, if anything, SpaceX and the other companies paid for the vehicles. In arm’s-length transactions between related parties, the transfers should be marked at prices resembling those on the open market, whether individual or fleet sales.
Tesla has been vague to the point of opacity about these deals. In an amendment to its annual report filed on April 30 (after the Bloomberg report), it disclosed that it received about $143.3 million last year and $100,000 this year in deals with SpaceX, including “the sale of vehicles” at what may be market prices. But it didn’t say those deals involved the Cybertruck.
It would be interesting to know how SpaceX is using its Cybertrucks, since it wouldn’t seem to need a fleet to transport equipment headed for space in the back of pickup trucks. Why Musk’s AI or neurological companies need any such vehicles is hard to gauge.
As it happens, however, Tesla investors don’t seem to have been fazed by Bloomberg’s report. Tesla shares closed in Monday’s trading at $392.51, higher than they were on April 15, the day before Bloomberg published, when they closed at $391.95.
This wouldn’t be the first time that Musk has melded his personal interests with those of his public shareholders. The prototypical such action occurred in 2016, when he orchestrated Tesla’s purchase of his SolarCity for $2.8 billion, a 35% premium from the latter’s trading price. (Investment manager Jim Chanos, who had short positions in both companies, called the deal a “shameful example of corporate governance at its worst.”)
At the time, Tesla’s seven board seats were held by Musk and four of his cronies, including his brother Kimbal, and SolarCity’s board included Musk and two of his cousins. On that occasion, Tesla investors turned queasy, pushing Tesla shares down by more than 10% the day the deal was announced.
Musk defended the deal as a triumph of clean energy industry synergy, but one struggles to find significant gains from the linkup. Energy generation and storage, which would cover SolarCity’s business, accounted for about 13.5% of Tesla’s revenue in 2025, nearly a decade after the merger.
What role the Cybertruck — indeed, any Tesla vehicles — will play in the company’s future remains murky. Musk recently has talked about shifting the company’s focus to AI, robotaxis and humanoid robots, but these all resemble pipe dreams. AI is more and more a marketing term with less meat on its bones than the incessant publicity about it suggests and Tesla’s robotaxi venture today consists of about a dozen vehicles tooling around Austin, Texas, with human supervisors in the car or near at hand.
Musk last year projected that humanoid robots would generate “$30 trillion in revenue” for Tesla, though he acknowledged that he was “just guessing” and that there would be a “long way to go between here and making one billion robots a year.” As I’ve reported, however, even some robotics experts argue that giving workaday robots humanoid features makes no sense functionally and is likely to be abandoned once manufacturers seriously contemplate how household robots should look and function.
None of this means that Tesla might not be able to recapture its mojo in the EV market. Consumer interest in EVs tends to rise and fall in lockstep with gas prices. EV makers had a tough 2025 in the U.S. But that could turn around this year if President Trump’s Iran adventure continues to drive up the cost of oil and consequently gasoline prices at the pump.
But Tesla faces a lot more competition for EVs than it ever has in the past; other companies such as Hyundai have moved down-market and China’s BYD recently surpassed Tesla in global sales of battery-powered vehicles. BYD has been largely kept out of the U.S. market by high tariffs, but it may be impossible to keep its cars out forever. Tesla, which pioneered the EV market, may need a new model to compete with BYD and the foreign and domestic automakers already in the market, but the Cybertruck sure hasn’t been looking like its savior.
Business
Anthropic and Wall Street Giants Join Forces to Create New A.I. Firm
Anthropic is teaming up with several large investment firms to create a venture that will help companies integrate artificial intelligence tools into their systems, the latest example of the deepening ties between Wall Street and the A.I. industry.
The private equity firms Blackstone and Hellman & Friedman and the investment bank Goldman Sachs through its investment funds are among the financial backers in the new firm, which will work with companies to deploy Anthropic’s A.I. model Claude.
In announcing the creation of the firm on Monday, Anthropic and the investment firms said the technology around A.I. was changing so rapidly that many companies were finding it challenging to integrate Claude.
The backers of the new firm said it would work with Anthropic’s engineers to help companies deploy Claude, which has abilities that “change on a monthly or even weekly basis.”
The creation of a firm combining Wall Street and Anthropic comes as the A.I. industry is locked in a fierce competition to become the go-to A.I. model in the private and public sector. It is also happening as A.I. companies, including Anthropic and its rival OpenAI, are expected to soon go public in what could be the largest series of public stock offerings ever, creating a boon for Wall Street.
The decision by Blackstone, Goldman and the other investment firms to partner with Anthropic is a notable endorsement of an A.I. company that the Trump administration has criticized for refusing to allow the Pentagon to deploy its models without meeting the company’s ethical limits.
Anthropic and the Pentagon are in federal litigation over the Defense Department’s decision to label the company a supply chain risk, an unusual use of the government’s power to raise concerns about how corporations build their products.
Many of the details of Anthropic’s venture with Wall Street have not yet been announced, including its name and chief executive. But one area that the venture said it would start working on is integrating Claude at portfolio companies of the private equity firms that backed this deal, including Blackstone and Hellman & Friedman.
Anthropic, Blackstone and Hellman & Friedman said they would each put $300 million into the new company, and Goldman Sachs would contribute roughly $150 million, according to two people familiar with the deal terms. General Atlantic, Leonard Green, Apollo Global Management, GIC and Sequoia Capital are among the other firms that are taking part and investing in the venture.
Wall Street banks have been among A.I.’s enthusiastic corporate users. During the first quarter earnings reports from the largest banks, some executives discussed with unusual candor how A.I. had automated certain jobs, which in turn led to job cuts and higher profits.
Elon Musk recently demanded that banks, law firms, auditors and other advisers working on the I.P.O. of his company, SpaceX, to buy subscriptions to his A.I. chatbot, Grok.
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