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Guillermo Flor

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Patrick Collison, CEO of Stripe, on why the lean startup playbook is dead in the AI era: "maybe you have to more aggressively decorrelate in the era of AI." "Many of the companies that are most successful over the last 10 years, so many of them are very anti-lean startup."

Patrick Collison, CEO of Stripe, on why the lean startup playbook is dead in the AI era: "maybe you have to more aggressively decorrelate in the era of AI." "Many of the companies that are most successful over the last 10 years, so many of them are very anti-lean startup."

304,666 просмотров • 14 дней назад

Patrick Collison, CEO of Stripe, on whether now is actually a good time to start a company: "You might think, okay, fine... there's way more vibe-coded, kind of lightweight slop, whatever... but actually the median business is doing better this year than a year ago." "By all the kind of objective metrics we can look at, it seems to be a better time than ever to start a business."

Patrick Collison, CEO of Stripe, on whether now is actually a good time to start a company: "You might think, okay, fine... there's way more vibe-coded, kind of lightweight slop, whatever... but actually the median business is doing better this year than a year ago." "By all the kind of objective metrics we can look at, it seems to be a better time than ever to start a business."

41,729 просмотров • 14 дней назад

ATOMS is effectively making the opposite bet to Sequoia. Sequoia’s thesis is that AI companies will move beyond selling software seats and start selling completed work, capturing the much larger services and labor budget. In that model, AI becomes the worker: the company produces the legal analysis, customer-support resolution, accounting work, or marketing output. Kalanick believes the bigger opportunity is not replacing knowledge workers through AI services. It is using AI, robotics, sensors, manufacturing, real estate, and transportation to digitize entire physical industries. ATOMS wants to build what he calls “atoms-based computers,” where manufacturing is the CPU, real estate is storage, and transportation is the network. That difference matters because an AI services company can be commoditized when foundation models learn to perform its task directly. ATOMS intends to own the physical infrastructure, deployments, operational data, supply chains, and regulatory relationships required to produce and move real things. Better AI should therefore make ATOMS more efficient rather than eliminate the company. So Kalanick is trying to prove that the next enormous AI companies will not simply sell work instead of software. They will use software to control the physical economy. Sequoia says services are the new software. Kalanick is betting that the physical world is.

ATOMS is effectively making the opposite bet to Sequoia. Sequoia’s thesis is that AI companies will move beyond selling software seats and start selling completed work, capturing the much larger services and labor budget. In that model, AI becomes the worker: the company produces the legal analysis, customer-support resolution, accounting work, or marketing output. Kalanick believes the bigger opportunity is not replacing knowledge workers through AI services. It is using AI, robotics, sensors, manufacturing, real estate, and transportation to digitize entire physical industries. ATOMS wants to build what he calls “atoms-based computers,” where manufacturing is the CPU, real estate is storage, and transportation is the network. That difference matters because an AI services company can be commoditized when foundation models learn to perform its task directly. ATOMS intends to own the physical infrastructure, deployments, operational data, supply chains, and regulatory relationships required to produce and move real things. Better AI should therefore make ATOMS more efficient rather than eliminate the company. So Kalanick is trying to prove that the next enormous AI companies will not simply sell work instead of software. They will use software to control the physical economy. Sequoia says services are the new software. Kalanick is betting that the physical world is.

41,170 просмотров • 17 дней назад

we're building cluely of angel investing. apply now

we're building cluely of angel investing. apply now

251,686 просмотров • 11 месяцев назад

BREAKING: Marc Cuban asked us to send him dealflow. apply now

BREAKING: Marc Cuban asked us to send him dealflow. apply now

69,288 просмотров • 10 месяцев назад

i meet a YC founder in SF that just raised $44M

i meet a YC founder in SF that just raised $44M

40,731 просмотров • 9 месяцев назад

forget 1 trillion salary packages. we can angel invest and give you millions of views reply to this with your startup idea

forget 1 trillion salary packages. we can angel invest and give you millions of views reply to this with your startup idea

33,065 просмотров • 11 месяцев назад

i angel invested in Floot | AI App Builder the YC vibe coding tool that got +500 customers in one month 🔥

i angel invested in Floot | AI App Builder the YC vibe coding tool that got +500 customers in one month 🔥

19,151 просмотров • 11 месяцев назад

I angel invested in +25 startups in 2025, mostly seed rounds coinvesting with tier 1 VCs. This is how: It feels like I've lived multiple lifes so far: lawyer, founder, vc and now angel investor. All of them share several things: I do a lot of reading and writing and those skills + being a huge fan of founders (i founded a startup that failed +5 years ago) allowed me to build a big audience in tech. What I do today is very simple but requires my 997: I write for founders & vcs and invest in the best founders and then help them with visibility with my writing. So the path hasn't been linear, in the past I: 1. Grew a travel instagram account (20K subs): failed 2. Started an investment podcast: failed 3. Worked as a lawyer: not my thing/quit - but learnt so much about business & to read & write really well 4. Tried building a car reselling business: failed 5. Built a startup: failed / but I found my thing 6. Worked in VC: loved it, but wanted to build 7. Wrote about startups: worked, kept doing it working every weekend for 3 years in a row Fast forward, I'm in path to invest +35 startups in 2025 and double down in 2026! The strategy behind is: investing + helping founders go viral 🔥 Leave a comment below if you're looking an active angel 🚀 Shoutout to Ruben for expanding my mental limits and Luke Knight & Ronan for the fantastic interview at etn.

I angel invested in +25 startups in 2025, mostly seed rounds coinvesting with tier 1 VCs. This is how: It feels like I've lived multiple lifes so far: lawyer, founder, vc and now angel investor. All of them share several things: I do a lot of reading and writing and those skills + being a huge fan of founders (i founded a startup that failed +5 years ago) allowed me to build a big audience in tech. What I do today is very simple but requires my 997: I write for founders & vcs and invest in the best founders and then help them with visibility with my writing. So the path hasn't been linear, in the past I: 1. Grew a travel instagram account (20K subs): failed 2. Started an investment podcast: failed 3. Worked as a lawyer: not my thing/quit - but learnt so much about business & to read & write really well 4. Tried building a car reselling business: failed 5. Built a startup: failed / but I found my thing 6. Worked in VC: loved it, but wanted to build 7. Wrote about startups: worked, kept doing it working every weekend for 3 years in a row Fast forward, I'm in path to invest +35 startups in 2025 and double down in 2026! The strategy behind is: investing + helping founders go viral 🔥 Leave a comment below if you're looking an active angel 🚀 Shoutout to Ruben for expanding my mental limits and Luke Knight & Ronan for the fantastic interview at etn.

15,955 просмотров • 8 месяцев назад

we are looking to invest in the next Lovable, Spotify and Klarna reply to this with what you are building and your unique insight Example: Spotify's founder unique insight was that piracy wasn’t a “people won’t pay” problem, it was a UX problem, and if you made music instant, searchable, and cheaper than illegal downloads, people would switch

we are looking to invest in the next Lovable, Spotify and Klarna reply to this with what you are building and your unique insight Example: Spotify's founder unique insight was that piracy wasn’t a “people won’t pay” problem, it was a UX problem, and if you made music instant, searchable, and cheaper than illegal downloads, people would switch

10,197 просмотров • 7 месяцев назад

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