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Aetherflux CEO Baiju Bhatt says starting a new company after co-founding Robinhood is "actually not that easy." "On the one hand, starting companies and doing things at early stages when they're not really figured out is kind of my happy place. At the same time, it's a brutal reminder... show more

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OpenAI and Anthropic haven't won the enterprise AI market yet. “When you get a CIO one-on-one, they’re not happy with what Anthropic is trying to do. They're not happy with what OpenAI is bringing to the enterprise.” "I think ultimately, OpenAI is a consumer AI company. Anthropic is a coding model company, and the enterprise is actually really, really wide open and incredibly diverse in terms of the winners" — May Habib, CEO of WRITER

OpenAI and Anthropic haven't won the enterprise AI market yet. “When you get a CIO one-on-one, they’re not happy with what Anthropic is trying to do. They're not happy with what OpenAI is bringing to the enterprise.” "I think ultimately, OpenAI is a consumer AI company. Anthropic is a coding model company, and the enterprise is actually really, really wide open and incredibly diverse in terms of the winners" — May Habib, CEO of WRITER

The Information

41,106 Aufrufe • vor 1 Monat

William on how an early stage employee takes way more risk than a founder: "If I'm making $400-500K at Google or Meta and go to an early stage company to get 1% of this company and make $90,000. I've now changed the trajectory of my life, that's a lot of risk. But as a founder, you're not. It's a much higher likelihood that of the next round, regardless of your company, you'll be able to sell some secondary. If it shuts down, you can get employed at a great company, and you have a CEO on your resume. That first employee, they have first employee at a failed company. That's actually not a great resume line item. So we've de-risked the founder, but we haven't de-risked the early stage employee."

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William on how an early stage employee takes way more risk than a founder: "If I'm making $400-500K at Google or Meta and go to an early stage company to get 1% of this company and make $90,000. I've now changed the trajectory of my life, that's a lot of risk. But as a founder, you're not. It's a much higher likelihood that of the next round, regardless of your company, you'll be able to sell some secondary. If it shuts down, you can get employed at a great company, and you have a CEO on your resume. That first employee, they have first employee at a failed company. That's actually not a great resume line item. So we've de-risked the founder, but we haven't de-risked the early stage employee."

Patrick OShaughnessy

904,952 Aufrufe • vor 6 Monaten

Robinhood co-founder Baiju Bhatt is back with a new company — but it's not finance, it's space lasers. At @AetherfluxUSA, Baiju is building both: ‣ an expeditionary power source for America's warfighters ‣ the beginnings of humanity's first Dyson Sphere It's a constellation of satellites in Low Earth Orbit that beam solar power down to Earth using lasers. I invited him to my factory to ask about how he's building it, and why. Chapters: 00:00 — Why is the Robinhood co-founder starting a space company? 05:11 — Introducing Aetherflux: the American energy grid in orbit 10:30 — The energy cost & energy opportunity 18:24 — “You’re not a space company until you have something in space.” 20:12 — What are the hardest parts of engineering this product? 25:27 — Figuring out how to build a hyper-ambitious company from zero 28:06 — How do you get from a demo to the ultimate vision? 32:25 — “What’s an industry that could exist, that doesn’t exist right now?” 35:28 — American innovation is a juggernaut 39:23 — Expeditionary power for the Department of Defense & disaster response 44:50 — The analogy between Robinhood and Aetherflux 47:41 — Assigned watching, playing, and reading from Baiju

Robinhood co-founder Baiju Bhatt is back with a new company — but it's not finance, it's space lasers. At @AetherfluxUSA, Baiju is building both: ‣ an expeditionary power source for America's warfighters ‣ the beginnings of humanity's first Dyson Sphere It's a constellation of satellites in Low Earth Orbit that beam solar power down to Earth using lasers. I invited him to my factory to ask about how he's building it, and why. Chapters: 00:00 — Why is the Robinhood co-founder starting a space company? 05:11 — Introducing Aetherflux: the American energy grid in orbit 10:30 — The energy cost & energy opportunity 18:24 — “You’re not a space company until you have something in space.” 20:12 — What are the hardest parts of engineering this product? 25:27 — Figuring out how to build a hyper-ambitious company from zero 28:06 — How do you get from a demo to the ultimate vision? 32:25 — “What’s an industry that could exist, that doesn’t exist right now?” 35:28 — American innovation is a juggernaut 39:23 — Expeditionary power for the Department of Defense & disaster response 44:50 — The analogy between Robinhood and Aetherflux 47:41 — Assigned watching, playing, and reading from Baiju

Christian Keil

86,267 Aufrufe • vor 1 Jahr

Elon Musk: Lots of hard work followed by death is usually what happens when people start companies. “The reason I say starting a company is like eating glass and staring at the abyss is that in order to make a company successful, it requires doing a lot of painful work, work that is not fun, working very long hours, and then, maybe your company survives, maybe it does not. And the vast majority of startups fail. Lots of hard work followed by death is usually what happens when people start companies. That's why I say if people need words of encouragement to start a company, they should not start a company.” WELT Economic Summit, January 28, 2025

Elon Musk: Lots of hard work followed by death is usually what happens when people start companies. “The reason I say starting a company is like eating glass and staring at the abyss is that in order to make a company successful, it requires doing a lot of painful work, work that is not fun, working very long hours, and then, maybe your company survives, maybe it does not. And the vast majority of startups fail. Lots of hard work followed by death is usually what happens when people start companies. That's why I say if people need words of encouragement to start a company, they should not start a company.” WELT Economic Summit, January 28, 2025

ELON CLIPS

386,037 Aufrufe • vor 10 Monaten

Elon Musk: Lots of hard work followed by death is usually what happens when people start companies. “The reason I say starting a company is like eating glass and staring at the abyss is that in order to make a company successful, it requires doing a lot of painful work, work that is not fun, working very long hours and then, maybe your company survives, maybe it does not. The vast majority of startups fail. Lots of hard work followed by death is usually what happens when people start companies. That's why I say if people need words of encouragement to start a company, they should not start a company.” WELT Economic Summit, January 28, 2025

Elon Musk: Lots of hard work followed by death is usually what happens when people start companies. “The reason I say starting a company is like eating glass and staring at the abyss is that in order to make a company successful, it requires doing a lot of painful work, work that is not fun, working very long hours and then, maybe your company survives, maybe it does not. The vast majority of startups fail. Lots of hard work followed by death is usually what happens when people start companies. That's why I say if people need words of encouragement to start a company, they should not start a company.” WELT Economic Summit, January 28, 2025

ELON CLIPS

172,538 Aufrufe • vor 1 Jahr

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Patrick OShaughnessy

33,016 Aufrufe • vor 5 Monaten

Peter Thiel on the most important lesson he learned building PayPal The early employees of PayPal went on to build incredible companies like Tesla, SpaceX, LinkedIn, YouTube, Palantir, Yelp, Yammer, and more. When asked about the factors that explain these outlier successes, Thiel suggests that it was probably a combination of several different things: an entrepreneurial culture, lots of strong personalities, and the early 2000s was a great time to start a company. But Thiel also says that the overarching lesson you learned working at PayPal—which had a lot of challenges but ended up succeeding—was: “You can build a great company, but it’s hard.” He contrasts this to the lessons you learn at most startups: “If you’re at a startup that fails, you will learn the lesson that it’s impossible to build a great company and that you should try something less ambitious the next time around. If you’re at a startup where things work too easily [such as Microsoft or Google], you learn the lesson that it’s actually easy to build a great company.” He continues: “Hard is somehow better than easy or impossible. If it’s easy, you don’t need to work hard. If it’s impossible, there’s no point in working hard. So easy and impossible converge to not working hard. Hard tells you you have to work hard.” Video source: This Week in Startups @jason (2015)

Peter Thiel on the most important lesson he learned building PayPal The early employees of PayPal went on to build incredible companies like Tesla, SpaceX, LinkedIn, YouTube, Palantir, Yelp, Yammer, and more. When asked about the factors that explain these outlier successes, Thiel suggests that it was probably a combination of several different things: an entrepreneurial culture, lots of strong personalities, and the early 2000s was a great time to start a company. But Thiel also says that the overarching lesson you learned working at PayPal—which had a lot of challenges but ended up succeeding—was: “You can build a great company, but it’s hard.” He contrasts this to the lessons you learn at most startups: “If you’re at a startup that fails, you will learn the lesson that it’s impossible to build a great company and that you should try something less ambitious the next time around. If you’re at a startup where things work too easily [such as Microsoft or Google], you learn the lesson that it’s actually easy to build a great company.” He continues: “Hard is somehow better than easy or impossible. If it’s easy, you don’t need to work hard. If it’s impossible, there’s no point in working hard. So easy and impossible converge to not working hard. Hard tells you you have to work hard.” Video source: This Week in Startups @jason (2015)

Startup Archive

105,347 Aufrufe • vor 11 Monaten

Q: "How is this AI revolution changing the future of being an engineer at a company like yours and others like it?" “It's actually changing and disrupting how things get built, and that's why that aptitude for change is so important,” Okta CEO Todd McKinnon says.

Q: "How is this AI revolution changing the future of being an engineer at a company like yours and others like it?" “It's actually changing and disrupting how things get built, and that's why that aptitude for change is so important,” Okta CEO Todd McKinnon says.

Yahoo Finance

33,418 Aufrufe • vor 6 Monaten

Robinhood CEO Vlad Tenev on AI agents and trading: "Everyone thinks that this is going to be all great and my agent's going to be trading for me." "What happens with all technology is the early adopters do have an easier time." "You're going to get some early wins, possibly if you're doing some kind of agentic trading, because not a lot of people are doing it." "At some point, if everyone's doing it, it becomes almost like if you're not doing it, you're at a disadvantage." "It's kind of like when you're the first accountant that used a spreadsheet in the 80s. I can get all of my work done for my business in one hour a day. And it used to be 10 hours a day." "But eventually everyone kind of figures it out and you're back to a level playing field." Vlad Tenev on Basis Points with amit and Steven Fiorillo

Robinhood CEO Vlad Tenev on AI agents and trading: "Everyone thinks that this is going to be all great and my agent's going to be trading for me." "What happens with all technology is the early adopters do have an easier time." "You're going to get some early wins, possibly if you're doing some kind of agentic trading, because not a lot of people are doing it." "At some point, if everyone's doing it, it becomes almost like if you're not doing it, you're at a disadvantage." "It's kind of like when you're the first accountant that used a spreadsheet in the 80s. I can get all of my work done for my business in one hour a day. And it used to be 10 hours a day." "But eventually everyone kind of figures it out and you're back to a level playing field." Vlad Tenev on Basis Points with amit and Steven Fiorillo

a16z

126,223 Aufrufe • vor 6 Monaten

"Courage is far shorter in supply than genius." - Peter Thiel "One of the challenges in writing a book about entrepreneurship or teaching a class on this is that there is sort of no formula. And I think science always starts with a number two. It starts with experiments you can repeat, things you can do over and over again. But there's sort of a sense in which every moment in the history of business, every moment in the history of technology happens only once. The next Mark Zuckerberg will not be starting a social networking company. The next Larry Page will not start a search engine. The next Bill Gates will not be starting an operating system. And so if you are trying to copy these people, you're in some sense not learning from them. And so I think one of the really big challenges in teaching or writing about entrepreneurship is what can you say about being an entrepreneur at all when the key thing is always to do something new, different, that's not precisely been done before. And so the point of departure I start with in Zero to One is a somewhat indirect approach by asking a series of contrarian questions. The business question is, what great company is nobody starting? The more intellectual version of this question is, tell me something true that very few people agree with you on. And this is a fantastic interview question. It turns out to be quite a hard question, even when people can read on the internet that you ask of everybody who comes in the door, it still is a hard question. It's one of those unusual questions where if you know it's on the test, it's still hard. And it's hard not just because we sort of think that new things require brilliance or something like that, but because it's socially difficult. If I ask you that question, if you tell me something like the education system is screwed up or our political system doesn't work very well, those are true answers, but they're not actually good answers because all of us already know them to be true. The good answers are ones that are somehow uncomfortable that the person interviewing you does not actually want to hear. And I think we live in this world where courage is in far shorter supply than genius. And so it is sort of this, it is in a sense this problem of political correctness properly understood, is this very deep, very, very broad sort of a problem."

"Courage is far shorter in supply than genius." - Peter Thiel "One of the challenges in writing a book about entrepreneurship or teaching a class on this is that there is sort of no formula. And I think science always starts with a number two. It starts with experiments you can repeat, things you can do over and over again. But there's sort of a sense in which every moment in the history of business, every moment in the history of technology happens only once. The next Mark Zuckerberg will not be starting a social networking company. The next Larry Page will not start a search engine. The next Bill Gates will not be starting an operating system. And so if you are trying to copy these people, you're in some sense not learning from them. And so I think one of the really big challenges in teaching or writing about entrepreneurship is what can you say about being an entrepreneur at all when the key thing is always to do something new, different, that's not precisely been done before. And so the point of departure I start with in Zero to One is a somewhat indirect approach by asking a series of contrarian questions. The business question is, what great company is nobody starting? The more intellectual version of this question is, tell me something true that very few people agree with you on. And this is a fantastic interview question. It turns out to be quite a hard question, even when people can read on the internet that you ask of everybody who comes in the door, it still is a hard question. It's one of those unusual questions where if you know it's on the test, it's still hard. And it's hard not just because we sort of think that new things require brilliance or something like that, but because it's socially difficult. If I ask you that question, if you tell me something like the education system is screwed up or our political system doesn't work very well, those are true answers, but they're not actually good answers because all of us already know them to be true. The good answers are ones that are somehow uncomfortable that the person interviewing you does not actually want to hear. And I think we live in this world where courage is in far shorter supply than genius. And so it is sort of this, it is in a sense this problem of political correctness properly understood, is this very deep, very, very broad sort of a problem."

Founder Mode

12,339 Aufrufe • vor 7 Monaten

Superpower co-founder Max Marchione says his company is in the early stages of conducting a BPC-157 clinical trial. He believes there's more to support the argument that BPC-157's benefits are not placebo effects than the argument that it doesn't work:

Superpower co-founder Max Marchione says his company is in the early stages of conducting a BPC-157 clinical trial. He believes there's more to support the argument that BPC-157's benefits are not placebo effects than the argument that it doesn't work:

TBPN

35,571 Aufrufe • vor 6 Monaten

Why the Co-Founder of Robinhood is working on Data Centers in Space. My first interview w Baiju Bhatt, Co-Founder of Robinhood and Founder of @AetherfluxUSA. 0:05 Rock climbing w Jared Leto 5:46 Culture differences at Robinhood vs Aetherflux 15:57 Building a Shelby Daytona during Covid 23:44 The hair patterns of founders at different stages 28:16 Orbital data centers 38:22 Failures before Robinhood $HOOD 45:57 Hitting dead ends 51:39 Seeding Aetherflux with $10M 58:08 Willingness to be scrappy again 1:01:18 Starting from scratch in a new industry 1:08:26 The second company is just as hard as the first 1:12:16 Playing Magic the Gathering as a kid 1:17:32 Goblin mode vs Monk mode

Why the Co-Founder of Robinhood is working on Data Centers in Space. My first interview w Baiju Bhatt, Co-Founder of Robinhood and Founder of @AetherfluxUSA. 0:05 Rock climbing w Jared Leto 5:46 Culture differences at Robinhood vs Aetherflux 15:57 Building a Shelby Daytona during Covid 23:44 The hair patterns of founders at different stages 28:16 Orbital data centers 38:22 Failures before Robinhood $HOOD 45:57 Hitting dead ends 51:39 Seeding Aetherflux with $10M 58:08 Willingness to be scrappy again 1:01:18 Starting from scratch in a new industry 1:08:26 The second company is just as hard as the first 1:12:16 Playing Magic the Gathering as a kid 1:17:32 Goblin mode vs Monk mode

Ti Morse

37,283 Aufrufe • vor 7 Monaten

Martin Casado says Cursor's founders spend 30-40% of their time on hiring and culture, and that focus is how they iterate so fast: "A lot of these AI companies that I work with are so research-heavy. If you're not working on a new model architecture, it's kind of hard to actually interest the core teams." "They always kept the main thing the main thing, which is changing how you write software. They believed fundamentally it was a product problem... The model's very, very important, but it was a product problem." "There's actually not a lot of companies that are actually focused on product... There's a lot of research companies... But they were like, 'We are a product company.' And I think that's actually a key differentiator in this era." martin_casado w/ sophia dew and Theo Jaffee on MTS

Martin Casado says Cursor's founders spend 30-40% of their time on hiring and culture, and that focus is how they iterate so fast: "A lot of these AI companies that I work with are so research-heavy. If you're not working on a new model architecture, it's kind of hard to actually interest the core teams." "They always kept the main thing the main thing, which is changing how you write software. They believed fundamentally it was a product problem... The model's very, very important, but it was a product problem." "There's actually not a lot of companies that are actually focused on product... There's a lot of research companies... But they were like, 'We are a product company.' And I think that's actually a key differentiator in this era." martin_casado w/ sophia dew and Theo Jaffee on MTS

a16z

85,961 Aufrufe • vor 1 Monat

Sequoia’s Carl Eschenbach says the SaaSpocalypse narrative is "completely overblown," and that it's not a zero-sum game between incumbent SaaS and AI-native newcomers: "Incumbency is incredibly powerful in enterprise. Incumbency is even more powerful when a company like Workday has a 98% gross retention rate across 11,000 customers, with 65%+ of them being Fortune 500 companies. They’re not going anywhere." "That all being said, [with] the pace and rate of change that can happen outside of the big incumbents and big SaaS companies...[new companies] have an opportunity to start completely fresh, and start from scratch." "They get to leverage all the technologies and all the models that are out there, and build agents and agentic solutions faster than anyone else. And they're going to be able to go into the enterprise and provide value on day one, either on their own, or on top of and through some of these SaaS companies."

Sequoia’s Carl Eschenbach says the SaaSpocalypse narrative is "completely overblown," and that it's not a zero-sum game between incumbent SaaS and AI-native newcomers: "Incumbency is incredibly powerful in enterprise. Incumbency is even more powerful when a company like Workday has a 98% gross retention rate across 11,000 customers, with 65%+ of them being Fortune 500 companies. They’re not going anywhere." "That all being said, [with] the pace and rate of change that can happen outside of the big incumbents and big SaaS companies...[new companies] have an opportunity to start completely fresh, and start from scratch." "They get to leverage all the technologies and all the models that are out there, and build agents and agentic solutions faster than anyone else. And they're going to be able to go into the enterprise and provide value on day one, either on their own, or on top of and through some of these SaaS companies."

TBPN

21,090 Aufrufe • vor 6 Monaten

$GME CEO Ryan Cohen: "Everyone at eBay is always on vacation." Ryan says he reached out to the company 1-2 years back to talk about a potential partnership, but couldn't get anyone to engage seriously. "Everyone's always on vacation. They're not available. They have assistants. 'I'll get back to you next week.' Then they never get back to you." "There's no sense of urgency at that company."

$GME CEO Ryan Cohen: "Everyone at eBay is always on vacation." Ryan says he reached out to the company 1-2 years back to talk about a potential partnership, but couldn't get anyone to engage seriously. "Everyone's always on vacation. They're not available. They have assistants. 'I'll get back to you next week.' Then they never get back to you." "There's no sense of urgency at that company."

TBPN

318,483 Aufrufe • vor 4 Monaten

.Bridgit Mendler on the founding thesis of Northwood. "We really were recognizing the same problem, that networking for the space economy is really what drives its value. And there's a significant bottleneck, and that bottleneck actually is not in space. It's actually on Earth. The way that you actually solve that networking problem for space is through introducing a model that gets you to the scale that you need, not just for one individual company or a mission, but for the industry overall." Full "Valley of Depth" episode in comments 👇

.Bridgit Mendler on the founding thesis of Northwood. "We really were recognizing the same problem, that networking for the space economy is really what drives its value. And there's a significant bottleneck, and that bottleneck actually is not in space. It's actually on Earth. The way that you actually solve that networking problem for space is through introducing a model that gets you to the scale that you need, not just for one individual company or a mission, but for the industry overall." Full "Valley of Depth" episode in comments 👇

Mo Islam

143,663 Aufrufe • vor 3 Monaten

Jordi: The problem is, when you have good taste, and people pick up on it, they start blanket copying you. So there's an entire generation of companies whose visual identities just look the same — from their website to their actual products. Taste is something people curate themselves, but as soon as it's copied, it's fundamentally not tasteful. It's not original. An example is Squarespace. It took high-end website design, then commoditized it. Anybody could have a pretty website. It's not really that much of a knock, but a Squarespace website showed that it wasn't the company's own taste. So it commoditized really quickly, then it ceased to be tasteful. That being said, just helping AI labs create better-looking outputs, and working on that problem, feels like a pretty good way to build — at least temporarily — a pretty good business. This is something users, labs, and hyperscalers really care about. Even though Taste Labs got a lot of flak over the last 24 hours, their pipeline probably exploded. I bet they get a ton of business out of it. Unclear what this business looks like in 5 years, but I bet they print in the short term.

Jordi: The problem is, when you have good taste, and people pick up on it, they start blanket copying you. So there's an entire generation of companies whose visual identities just look the same — from their website to their actual products. Taste is something people curate themselves, but as soon as it's copied, it's fundamentally not tasteful. It's not original. An example is Squarespace. It took high-end website design, then commoditized it. Anybody could have a pretty website. It's not really that much of a knock, but a Squarespace website showed that it wasn't the company's own taste. So it commoditized really quickly, then it ceased to be tasteful. That being said, just helping AI labs create better-looking outputs, and working on that problem, feels like a pretty good way to build — at least temporarily — a pretty good business. This is something users, labs, and hyperscalers really care about. Even though Taste Labs got a lot of flak over the last 24 hours, their pipeline probably exploded. I bet they get a ton of business out of it. Unclear what this business looks like in 5 years, but I bet they print in the short term.

TBPN

136,677 Aufrufe • vor 3 Monaten

At minute 13 of the Clean Tech Summit (2011), Elon Musk highlighted the immense challenges in founding Tesla amid the 2008 crisis. He stressed that starting a car company is hard even in the best times—and the recent years were far from ideal, with GM’s bankruptcy illustrating the tough environment for a new EV startup. Quote: “A car company is not an easy thing to create at the best of times and the last few years were certainly not the best of times particularly for car companies.”

At minute 13 of the Clean Tech Summit (2011), Elon Musk highlighted the immense challenges in founding Tesla amid the 2008 crisis. He stressed that starting a car company is hard even in the best times—and the recent years were far from ideal, with GM’s bankruptcy illustrating the tough environment for a new EV startup. Quote: “A car company is not an easy thing to create at the best of times and the last few years were certainly not the best of times particularly for car companies.”

Captain Eli

365,754 Aufrufe • vor 9 Monaten