The Supreme Court struck down the president's sweeping import taxes, and now the government is footing an $80 billion refund bill. While the administration scrambles to impose new tariffs, the fiscal fallout from the old ones is still being tallied.
Where this was said
At 2:37 · chapter starts 2:10
NPR's Scott Horsley delivers a sobering fiscal update: the federal government is more than $1.3 trillion in the red with three months still left in the fiscal year [1] — Scott Horsley "Nine months into the fiscal year, the U.S. is more than $1.3 trillion in the red — and the interest bill alone has already surpassed $1 tri…" 02:07 . Tax collections are up, but spending is growing faster — a gap that shows no sign of closing. The starkest figure is the interest bill: paying the interest on accumulated federal debt has already cost more than $1 trillion this fiscal year alone, a sum that dwarfs nearly every line in the federal budget except Social Security [1] — Scott Horsley "Nine months into the fiscal year, the U.S. is more than $1.3 trillion in the red — and the interest bill alone has already surpassed $1 tri…" 02:07 . Adding to the fiscal pressure, the Supreme Court's decision to strike down the president's most sweeping import tariffs has created a massive refund liability. The Treasury Department has already paid out more than $80 billion to businesses and individuals who were charged tariffs the court later ruled illegal [2] — Scott Horsley "The Supreme Court struck down the president's sweeping import taxes, and now the government is footing an $80 billion refund bill. While th…" 02:37 . The administration is pushing to impose new tariffs to replace the lost revenue, but the financial damage from the old ones is still being reckoned with.
Nine months into the fiscal year, the federal government is more than $1.3 trillion in the red.
Just paying interest on accumulated federal debt has cost more than $1 trillion in the last nine months — more than nearly any other single government program except Social Security.
After a third consecutive night of U.S. military strikes on Iran, Tehran is hitting back hard. Bahrain's missile alert system went off for a third time, and Iran targeted two UAE-linked tankers, killing one person and wounding eight others. The region is on edge.
The Treasury Department has paid more than $80 billion in refunds for tariffs that were collected illegally after the Supreme Court struck them down.
Secretary of State Marco Rubio announced a campaign to dismantle the International Criminal Court, calling it a threat to U.S. sovereignty.
PropGPT launched with 20 downloads a day and strong influencer marketing but hit a ceiling at $1,000–$2,000 MRR. High download numbers masked a critical flaw: almost nobody stuck around after the free trial ended.
Eyal and Yali made a bold bet: stop all marketing, go back into the cave, and rebuild PropGPT from scratch. Four months of pure engineering and design work with zero revenue growth — and it paid off massively.
After rebuilding, PropGPT relaunched at $1,700 MRR. Within 2.5 months, it peaked at $40K MRR and 2,000 downloads in a single day. The product hadn't changed its audience — it had changed how well it served them.
Users didn't want a sports betting analytics tool — they wanted to be told the answer. Eyal realized their app was making users do the work when they just wanted the result, and that single insight drove the entire rebuild.
Step 1: know exactly who you're building for. Step 2: worship your data. Step 3: obsess over in-app analytics to find drop-off points. Step 4: scale with influencer marketing only after the product converts. In that order.
A 45% download-to-trial rate sounds great — until you see 13% trial-to-paid. That gap isn't a marketing problem. It's a product problem. Eyal breaks down how to read these signals before they kill your business.
Their 70th influencer video hit 600,000 views and single-handedly pushed PropGPT's ARR from $8,000 to $38,000 in three days. Influencer marketing has a lottery-like upside — but only if the product can hold the users it acquires.
Most founders struggle with distribution. Eyal and Yali had it nailed from day one — and still failed. Their story proves the rarer, less-discussed truth: a great go-to-market strategy is worthless if the product can't retain users.
Get a co-founder who has your back. Be scientifically honest about whether your idea has real demand. Once you convince yourself, it becomes an order of magnitude easier to convince investors and team members to join you.
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