More than one slide of the deck talked about on-demand transportation, which, according to Carbon, offered lower wait times, more customers, more money for drivers, and thus more drivers—what it called a virtuous cycle. Here, and in a few other places, I would read the text and experience a sudden stoppage of time, the flash-forward images in my mind’s eye offset by an intense déjà vu. My thoughts flew back to my first week on the job when my peers wanted to order Sweetgreen, which was so new to the city that the chain famously (at least to the Midtown lunch crowd) did not offer delivery. Not a problem! an assistant said to me. We’ll send a Postmate down to NoMad. Many months later, friends would ask me, “Have you heard of Postmates?” “Have you heard of Peloton?” As they explained these cool new companies to me, I would think not about how I had been Postmating and Pelotoning since I started at Carbon but about how the world that Carbon had envisioned—hoped for, could profit off—was here. The Fund V deck I held in my hand was the world Carbon wanted to come. It was one dominated by Amazon, Netflix; one of ubiquity; one of virtuous cycles of on-demand content and convenience and everything else. I was sure Carbon’s world would come. I was not so sure if I wanted to live in it.