Article
AI
Church and state
Creed
Monsters
4 min read

Peter Thiel and the Antichrist

The PayPal founder’s obsession with the Beast is nothing new

Jack is a graduate of Peterhouse, University of Cambridge and Blackfriars, University of Oxford. He writes, and also works in local government.

An AI montage show a black and white school at the centre of a red and yellow circular grid upon which are the San Francisco skyline and map.
San Francisco Antichrist.
Nick Jones/Midjourney.ai.

Sometime between 95 and 110 AD, a Christian called John the Evangelist (it is said) wrote about ‘the spirit of the Antichrist, which you have heard is coming, and even now is now already in the world.’  

Fast forward two thousand years, and the Antichrist is back on the agenda, this time via Peter Thiel, the co-founder of PayPal and Palantir (a data analytics company) and the first external investor in Facebook, who is currently offering his thoughts on the “politics of the Antichrist” in a four-part lecture series in San Francisco. 

Thiel previously said, in an interview in 2024, that he thinks that if the ‘Antichrist were to come to power, it would be by talking about Armageddon all the time.’ By Armageddon, he means the destruction of the world arising, for instance, from nuclear war, bioweapons, climate change, or AI.  And in that interview, Thiel referenced an instructional documentary film from 1946: One World or None. Its thesis is that the answer to atomic warfare is to have the nations of the world unite. According to Thiel, such a global government would be the most insidious danger of them all.  ‘The slogan of the Antichrist,’ he said, is ‘peace and safety’, which ‘resonates’ in ‘a world where the stakes are so absolute, where the alternative to peace and safety is Armageddon’. So, the promise of perfect peace is a false one: it would lead only to a one-world totalitarian government.  

We have been here before. On 13 January 1814, at one of thousands of services of national thanksgiving to celebrate the Peninsular Army’s entry into France, which heralded the end of the Napoleonic Wars, The Venerable Joseph Holden Pott, the Archdeacon, ascended the pulpit in the St Martin-in-the Fields Church on Trafalgar Square in central London. There had, he said, never been a ‘fitter moment’ to encourage ‘patriot zeal’ ‘on sound and righteous principles’, which he expounded for his flock. Jesus Christ was ‘a true patriot’. First, he loved the place of his birth and the people around him; then, he demonstrated love for the whole world. The ‘spirit of true Patriotism regards the good of other Countries as connected always with its own.’  However, one’s home country always come first.  

Throughout the Napoleonic Wars, Napoleon, who rose to power on the wave of revolutionary unrest in France, was cast by the ruling elite in Britain as the Antichrist. Protestant Britain was depicted as the new Israel, which would deliver Europe from all its woes. With the risk of political Armageddon in their own country, the establishment reasserted the importance of religion to the nation state.  

The politics of the Antichrist will always tend to have traction, but the risk is that the response to the belief that the Beast is rising out of the sea, to use the image deployed in the Christian Bible, will be just as destructive: a religious revival that is all about reactionary politics or remembrance of things past.  

Thiel’s take on history is that it its linear, angled toward the End Times. His thought is cyclical, collapsing in on itself, in that it is a tired trope that has been used before. For instance, it has been used during the Napoleonic Wars, and it is not guaranteed by a strong faith that can move mountains, which is arguably what the world needs more than anything else.  

Saint John meant, by the ‘spirit of the Antichrist’, ‘every spirit that does not acknowledge’ Jesus Christ as Lord. And soon after, the early Christian theologian Clement of Alexandria, who sold Christianity in a competitive marketplace, wrote about the ‘sects both of barbarian and Hellenic philosophy’ that unlike Christ ‘each vaunts as the whole truth the portion which has fallen to its lot’. 

The risk with Thiel is that he is simply validating unchecked ‘tech’ taking over the world. It is also sectarian that Thiel’s thoughts, for all their seemingly counter-cultural boldness, are often expressed in the shadows. His remarks in his current lecture series in San Francisco, for example, will go unrecorded. They are speculative in their nature. 

By contrast, those writers who lived through the first half of the twentieth century, which Thiel sees as a turning point in the politics of the Antichrist, flaunted their wares in public, with incisive clarity. They spoke of the way in which the spirit of Christ transcends time and all other ideology, like Clement of Alexandria in the first century.  

One such writer was C. S. Lewis, who wrote an article ‘On Living in Atomic Age’ (first published in 1948), in which he exhorted us not to exaggerate ‘the novelty of our situation’. We were always going to die, irrespective of the politics of the world around us, and as ever our mission is to better ourselves by turning to Christ. We should not assume that we alone can save the world. But Peter Thiel sounds he like does. 

So, we still have much to learn from the Christians from the early church. Saint Paul wrote to Christians in Thessalonica warning them not to be deceived by the Antichrist, who ‘sets himself up in God’s temple, proclaiming himself to be God.’  And anyone encountering Peter Thiel’s (or indeed any one’s persons) political ideas would do well to remember that.  

The PayPal founder’s obsession with the Beast is nothing new.  

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Article
Comment
Justice
Leading
Politics
5 min read

The consequences of truth-telling are so severe our leaders can’t admit their mistakes

When accountability means annihilation, denial is the only way to survive
A woman talks in an interivew.
Baroness Casey.
BBC.

Why do our leaders struggle so profoundly with admitting error? 

Media and inquiries regularly report on such failures in the NHS, the Home Office, the Department of Work and Pensions, HMRC, the Metropolitan Police, the Ministry of Defence, and so many more public institutions. Often accompanied by harrowing personal stories of the harm done. 

In a recent white paper (From harm to healing: rebuilding trust in Britain’s publicly funded institutions), I defined “harm” as a holistic concept occurring where physical injury or mental distress is committed and sustained and explained that harm is generally something that is caused, possibly resulting in injury or loss of life.  

When we look at harm from an institutional perspective, structural power dynamics inevitably oppress certain groups, limit individual freedoms, and negatively affect the safety and security of individuals. But when we look at it through the lens of the individuals who run those institutions, we see people who often believe that they are acting in good faith, believe that their decisions won’t have a significant impact, who don’t have time to think about the decisions they are making, or worse still, prefer to protect what is in their best interest.  

Even well-intentioned leaders can become complicit in cycles of harm - not just through malice, but through their lack of self-awareness and unwillingness to put themselves in the shoes of the person on the receiving end of their decisions.  

Martin Luther King Jr supposedly said, “the ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” In contemporary politics, leaders are neither selected nor (largely) do they remain, because of their humility. Humility is synonymous with weakness and showing weakness must be avoided at all cost. Responsibility is perceived as something that lies outside of us, rather than something we can take ownership of from within.  

So, why do leaders struggle so profoundly with admitting error? 

The issue is cultural and three-fold. 

First, we don’t quantify or systematically address human error, allowing small mistakes to escalate. 

We then enable those responsible to evade accountability through institutional protection and legal barriers. 

Finally, we actively discourage truth-telling by punishing whistle-blowers rather than rewarding transparency. Taken together, these create the very conditions that transform errors into institutional harm.  

Nowhere is this plainer than in Baroness Casey’s recent report on Group-based Child Sexual Exploitation and Abuse that caused the Government to announce a grooming gangs inquiry. In this case, the initial harm was compounded by denial and obfuscation, resulting not just in an institutional failure to protect children, but system-wide failures that have enabled the so-called “bad actors” to remain in situ. 

Recently, this trend was bucked at Countess of Chester Hospital where the police arrested three hospital managers involved in the Lucy Letby investigation. Previously, senior leadership had been protected, thus allowing them to evade accountability. Humble leadership would look like acting when concerns are raised before they become scandals. However, in this case, leadership did act; they chose to bury the truth rather than believe the whistle-blowers.

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust. 

The answer to our conundrum is obvious. In Britain, accountability is conflated with annihilation. Clinging onto power is the only option because admitting error has become synonymous with career suicide, legal liability, and is tantamount to being hanged in the gallows of social media. We have managed to create systems of governing where the consequences of truth-telling are so severe that denial is the only survival mechanism left. We have successfully weaponised accountability rather than understanding it as the foundation of trust. 

If Rotherham Metropolitan Borough Council had admitted even half of the failures Alexis Jay OBE identified in her 2013 report and that Baroness Casey identifies in her 2025 audit, leaders would face not only compensation claims but media storms, regulatory sanctions, and individual prosecutions. It’s so unthinkable to put someone through that that we shrink back with empathy as to why someone might not speak up. But this is not justice. Justice is what the families of Hillsborough have been seeking in the Public Authority (Accountability) Bill: legal duties of candour, criminal offences for those who deliberately mislead investigations or cover-up service failures, legal representation, and appropriate disclosure of documentation. 

Regardless of your political persuasion, it has to be right that when police misconduct occurs, officers should fear not only disciplinary action and criminal charges. When politicians admit mistakes, they should face calls for their resignation. Public vilification is par for the course. Being ejected from office is the bare minimum required to take accountability for their actions.  

The white paper shows that the cover-up always causes more damage than the original error. Institutional denial - whether relating to the Post Office sub-postmasters, the infected blood scandal victims, grooming gang victims, Grenfell Towers victims, Windrush claimants, or Hillsborough families - compounds the original harm exponentially.  

In a society beset with blame, shame, and by fame, it is extraordinary that this struggle to admit error is so pervasive. Survivors can and will forgive human fallibility. What they will not forgive is the arrogance of institutions that refuse to acknowledge when they have caused harm.  

The white paper refers to a four-fold restorative framework that starts with acknowledgment, not punishment. The courage to say “we were wrong” is merely the first step. Next is apology and accountability followed by amends. It recognises that healing - not just legal resolution - must be at the heart of justice, treating both those harmed and those who caused it as whole human beings deserving of dignity.  

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust. I was recently struck by Baroness Onora O’Neill who insisted that we must demand trustworthiness in our leaders. We cannot have trustworthiness without truth-telling, and we cannot have that without valuing the act of repairing harm over reputation management. True authority comes from service, through vulnerability rather than invulnerability; strength comes through the acknowledgement of weakness not the projection of power.  

We must recognise that those entrusted with power have a moral obligation to those they serve. That obligation transcends institutional self-interest. Thus, we must stop asking why leaders struggle to admit error and instead ask why we have made truth-telling so dangerous that lies seem safer.