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Affirm CEO Max Levchin on why PayPal produced so many founders: "As we were interviewing certainly the early team and even the later team, we kept on selecting for entrepreneurs. One of the stock questions I would ask was, 'So what are you going to do after PayPal?'" "The...

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57,864 次观看 • 26 天前 •via X (Twitter)

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WATCH: Affirm's Max Levchin says Elon Musk is "just a normal dude." Max Levchin, CEO of Affirm and a PayPal co-founder, talked about knowing Elon Musk and the rest of the "PayPal Mafia" in the early days. "We knew the true version of that person," Levchin said. "The ultra philosophical Peter Thiel, the go all in every time Elon Musk, the these days gubernatorial David Sacks." He said he saw the real Elon Musk, not the public image. "I've seen him sweaty and tired and grumpy at the company kitchen a thousand times." His takeaway is simple. These founders are not superhuman. "They're not gods, they're humans," Levchin said. "If that guy who's just a normal dude... he's going for this big of an idea, I should strive too." Source: Affirm CEO Max Levchin (Max Levchin), via a16z (a16z)
1:51

WATCH: Affirm's Max Levchin says Elon Musk is "just a normal dude." Max Levchin, CEO of Affirm and a PayPal co-founder, talked about knowing Elon Musk and the rest of the "PayPal Mafia" in the early days. "We knew the true version of that person," Levchin said. "The ultra philosophical Peter Thiel, the go all in every time Elon Musk, the these days gubernatorial David Sacks." He said he saw the real Elon Musk, not the public image. "I've seen him sweaty and tired and grumpy at the company kitchen a thousand times." His takeaway is simple. These founders are not superhuman. "They're not gods, they're humans," Levchin said. "If that guy who's just a normal dude... he's going for this big of an idea, I should strive too." Source: Affirm CEO Max Levchin (Max Levchin), via a16z (a16z)

Muskonomy

724,513 次观看 • 24 天前

Saliba on the moment he new Arsenal would be Champions: “The first part of the season, even when you start, you know that the Premier League is long. But I think I started to feel that we can do it in March after the game against Everton. For me, it was clear that we were going to win that league. “But after when we came back from national team, I think it was a bit hard. But we kept going and believe in ourselves. Even after the loss against City, we are the champions.”
0:38

Saliba on the moment he new Arsenal would be Champions: “The first part of the season, even when you start, you know that the Premier League is long. But I think I started to feel that we can do it in March after the game against Everton. For me, it was clear that we were going to win that league. “But after when we came back from national team, I think it was a bit hard. But we kept going and believe in ourselves. Even after the loss against City, we are the champions.”

Connor Humm

45,149 次观看 • 4 个月前

David Sacks on what made the PayPal Mafia so successful The employees of PayPal went on to build many of the companies that defined Silicon Valley in the 2000s, such as Tesla, SpaceX, LinkedIn, YouTube, Palantir, Yelp, Yammer, and more. David Sacks—founding COO and product leader at PayPal—reflects on some of the factors that he believed contributed to their success: “I think one of the key things was that PayPal innovated not just on product, but on distribution as well.” He gives three examples of distribution strategies the PayPal Mafia brought with them to their next companies: 1. Virality. PayPal paid users $20 to refer their friends, which led to explosive growth. Virality was a huge factor in LinkedIn’s success. 2. Building on an existing network/platform. PayPal leveraged eBay’s power seller network, while LinkedIn leveraged their users’ network of email contacts. You want to “go where the users already are,” Sacks argues. 3. Embeds. PayPal let customers embed the logo on their websites and eBay auctions. YouTube employed this same strategy by making their videos easy to embed on Myspace and other websites. Sacks continues: “All of these techniques today are commonplace, but in the early 2000s, we were one of the first companies to do them… We were innovating not just on product but on distribution as well, and that is something that all of the PayPal Mafia companies have done.” He contrasts the ~220 employees pre-IPO PayPal employees producing 7+ unicorns versus only a handful from Google even though Google had 100x the number of employees. “It’s a really interesting question: Why?… I think this sort of scrappiness around distribution is a big part of the explanation… If you’re an entrepreneur working in a small team, you’ve got to figure out from zero: How do I get my first user? How do I get the second user? How does that go to one hundred, one thousand, one million?… [Google] never has to think about that. They’ve got guaranteed distribution of half a billion users. And so, I think that scrappiness around distribution is one of the key reasons that there’s been so many PayPal mafia companies. I think it’s an interesting thing to think about as you create your own startups.” Video source: Draper University (2014)
3:10

David Sacks on what made the PayPal Mafia so successful The employees of PayPal went on to build many of the companies that defined Silicon Valley in the 2000s, such as Tesla, SpaceX, LinkedIn, YouTube, Palantir, Yelp, Yammer, and more. David Sacks—founding COO and product leader at PayPal—reflects on some of the factors that he believed contributed to their success: “I think one of the key things was that PayPal innovated not just on product, but on distribution as well.” He gives three examples of distribution strategies the PayPal Mafia brought with them to their next companies: 1. Virality. PayPal paid users $20 to refer their friends, which led to explosive growth. Virality was a huge factor in LinkedIn’s success. 2. Building on an existing network/platform. PayPal leveraged eBay’s power seller network, while LinkedIn leveraged their users’ network of email contacts. You want to “go where the users already are,” Sacks argues. 3. Embeds. PayPal let customers embed the logo on their websites and eBay auctions. YouTube employed this same strategy by making their videos easy to embed on Myspace and other websites. Sacks continues: “All of these techniques today are commonplace, but in the early 2000s, we were one of the first companies to do them… We were innovating not just on product but on distribution as well, and that is something that all of the PayPal Mafia companies have done.” He contrasts the ~220 employees pre-IPO PayPal employees producing 7+ unicorns versus only a handful from Google even though Google had 100x the number of employees. “It’s a really interesting question: Why?… I think this sort of scrappiness around distribution is a big part of the explanation… If you’re an entrepreneur working in a small team, you’ve got to figure out from zero: How do I get my first user? How do I get the second user? How does that go to one hundred, one thousand, one million?… [Google] never has to think about that. They’ve got guaranteed distribution of half a billion users. And so, I think that scrappiness around distribution is one of the key reasons that there’s been so many PayPal mafia companies. I think it’s an interesting thing to think about as you create your own startups.” Video source: Draper University (2014)

Startup Archive

61,169 次观看 • 1 年前

Affirm CEO Max Levchin on what it was like being around Elon Musk and the rest of the PayPal Mafia in the company's early days: "We knew the people in the room intimately. We literally exchanged pheromones by hanging out in these sweaty rooms brainstorming, screaming at each other, spending a lot of time at whiteboards and declaring the other person's ideas idiotic." "We knew the true version of that person. The ultra philosophical Peter Thiel, the go all in every time Elon Musk, the these days gubernatorial David Sacks." "They all have the presentation layer, then what they're like at a dinner party, and then what they are when they're really stressed out and their head hurts and they don't know what to do." "So as you watch one of these people go for something really big, like Elon taking humanity to Mars, which is extraordinary, you know he's a human being. I've seen him sweaty and tired and grumpy at the company kitchen a thousand times." "They're not gods, they're humans. That inspires you to think, if that guy who's just a normal dude, I spent a lot of time with him, he's normal, and he's going for this big of an idea, I should strive too." Max Levchin
1:51

Affirm CEO Max Levchin on what it was like being around Elon Musk and the rest of the PayPal Mafia in the company's early days: "We knew the people in the room intimately. We literally exchanged pheromones by hanging out in these sweaty rooms brainstorming, screaming at each other, spending a lot of time at whiteboards and declaring the other person's ideas idiotic." "We knew the true version of that person. The ultra philosophical Peter Thiel, the go all in every time Elon Musk, the these days gubernatorial David Sacks." "They all have the presentation layer, then what they're like at a dinner party, and then what they are when they're really stressed out and their head hurts and they don't know what to do." "So as you watch one of these people go for something really big, like Elon taking humanity to Mars, which is extraordinary, you know he's a human being. I've seen him sweaty and tired and grumpy at the company kitchen a thousand times." "They're not gods, they're humans. That inspires you to think, if that guy who's just a normal dude, I spent a lot of time with him, he's normal, and he's going for this big of an idea, I should strive too." Max Levchin

a16z

159,410 次观看 • 26 天前

Joe Rogan says the conflict in Iran is the opposite of what Trump ran on and what people voted for. Dave Smith: “It’s the administration that really ran on and promised that we want to get out of this game of fighting stupid wars in the Middle East.” Joe Rogan: “That was what we were all supporting.” “That was the one thing that he was saying that was so promising to so many people that were Independent, that were on the fence.”
0:46

Joe Rogan says the conflict in Iran is the opposite of what Trump ran on and what people voted for. Dave Smith: “It’s the administration that really ran on and promised that we want to get out of this game of fighting stupid wars in the Middle East.” Joe Rogan: “That was what we were all supporting.” “That was the one thing that he was saying that was so promising to so many people that were Independent, that were on the fence.”

End Tribalism in Politics

101,954 次观看 • 6 个月前

Max Levchin on how Peter Thiel reacted to losing his entire investment in Luke Nosek’s failed startup When assembling the found team for PayPal, Max Levchin wanted to recruit Luke Nosek. But he was worried at how Peter Thiel would react given that Peter lost his entire investment in Luke’s failed startup SmartCal: “I was certain that Luke and Peter would not get along because Luke had just lost all the money Peter invested in his startup… I never had investors up until this point, so I was really not familiar with the relationship you have” With trepidation he told Peter that Luke was really bright and worth trying to work with again. And he was surprised at Peter’s response: “Oh of course. I should’ve thought of that myself.” So you’re not mad it him? Max asked. “No, he’s brilliant.” Then Peter recruited Luke while Max recruited the rest of the PayPal founding team. After PayPal, Luke went on to work at Peter Thiel’s venture firm, Founders Fund. I think there’s a really important lesson here. Statistically, the vast majority of startups fail, and the best investors know how hard it is to build something brand new and innovative. Very few people succeed on the first go-around, and it’s not necessarily a reflection on you if your startup fails. Obviously you don’t want to fail, but as Vinod Khosla puts it: to do something exceptional, you have to be willing to fail.
1:02

Max Levchin on how Peter Thiel reacted to losing his entire investment in Luke Nosek’s failed startup When assembling the found team for PayPal, Max Levchin wanted to recruit Luke Nosek. But he was worried at how Peter Thiel would react given that Peter lost his entire investment in Luke’s failed startup SmartCal: “I was certain that Luke and Peter would not get along because Luke had just lost all the money Peter invested in his startup… I never had investors up until this point, so I was really not familiar with the relationship you have” With trepidation he told Peter that Luke was really bright and worth trying to work with again. And he was surprised at Peter’s response: “Oh of course. I should’ve thought of that myself.” So you’re not mad it him? Max asked. “No, he’s brilliant.” Then Peter recruited Luke while Max recruited the rest of the PayPal founding team. After PayPal, Luke went on to work at Peter Thiel’s venture firm, Founders Fund. I think there’s a really important lesson here. Statistically, the vast majority of startups fail, and the best investors know how hard it is to build something brand new and innovative. Very few people succeed on the first go-around, and it’s not necessarily a reflection on you if your startup fails. Obviously you don’t want to fail, but as Vinod Khosla puts it: to do something exceptional, you have to be willing to fail.

Startup Archive

63,647 次观看 • 2 年前

Peter Thiel on Elon Musk: My number one rule is to never compete with Elon on anything, so I would never bet against Elon “I was a close partner of his at PayPal in the late 90s early 2000s and after PayPal, Elon set out to start these two both rocket and car companies, SpaceX and Tesla I think the conventional wisdom on Elon was that these were both completely harebrained projects and if one of them had succeeded that you have to sort of question it and when both of them succeeded, it suggests that he knows something other people don’t”
0:43

Peter Thiel on Elon Musk: My number one rule is to never compete with Elon on anything, so I would never bet against Elon “I was a close partner of his at PayPal in the late 90s early 2000s and after PayPal, Elon set out to start these two both rocket and car companies, SpaceX and Tesla I think the conventional wisdom on Elon was that these were both completely harebrained projects and if one of them had succeeded that you have to sort of question it and when both of them succeeded, it suggests that he knows something other people don’t”

SMX 🇺🇸

359,165 次观看 • 3 个月前

Pete Carroll explains how he responded in real time to the goal-line interception that ended the Seahawks’ Super Bowl “I asked them, 'how many guys think it's the greatest thing in the world to win the superbowl? Raise your hand.' A bunch of them raised their hand. Then I asked, 'how many think it's the greatest thing to come back and win it again?' They didn't know what to do with that..” “Show that you can do it again. Show that you’re real. Show that no matter what happens, you can still be you to the freaking moment.” “You guys were so mad at me. So pissed. Hurt. But that play just happened. It wasn’t by design. There was no foreshadowing. No intent. No agenda. That play just happened.” “We had one timeout. So as soon as we got to the goal line I'm saying, one of these plays, we’re going to have to throw it to get all four plays. I'm always trying to make sure we get all four shots.” “We run the first play, the Patriots were late and sent in the goal line team, we had already sent in '11', so we we're in '11' versus their goal line team. So that went through the play callers thought process. That's what led to throwing it on that down. If we gotta throw one of these downs, so we get all our chances...” “We had practiced it a million times. I was rock solid on the philosophy of it. It wasn’t by design. There was no agenda. It was just the way we had prepared. It was the worst play that could ever happen. It turned all of that so dark, so instantly.” “I thought, ‘I’ve got to take this.’ This is one of those moments that you prepare for. You’ve got to be the epitome of poise. Handle it. Deal with it. Own it.” “There’s nothing you can say that’s going to put it any other place. It was as catastrophic as any moment could be.”
2:41

Pete Carroll explains how he responded in real time to the goal-line interception that ended the Seahawks’ Super Bowl “I asked them, 'how many guys think it's the greatest thing in the world to win the superbowl? Raise your hand.' A bunch of them raised their hand. Then I asked, 'how many think it's the greatest thing to come back and win it again?' They didn't know what to do with that..” “Show that you can do it again. Show that you’re real. Show that no matter what happens, you can still be you to the freaking moment.” “You guys were so mad at me. So pissed. Hurt. But that play just happened. It wasn’t by design. There was no foreshadowing. No intent. No agenda. That play just happened.” “We had one timeout. So as soon as we got to the goal line I'm saying, one of these plays, we’re going to have to throw it to get all four plays. I'm always trying to make sure we get all four shots.” “We run the first play, the Patriots were late and sent in the goal line team, we had already sent in '11', so we we're in '11' versus their goal line team. So that went through the play callers thought process. That's what led to throwing it on that down. If we gotta throw one of these downs, so we get all our chances...” “We had practiced it a million times. I was rock solid on the philosophy of it. It wasn’t by design. There was no agenda. It was just the way we had prepared. It was the worst play that could ever happen. It turned all of that so dark, so instantly.” “I thought, ‘I’ve got to take this.’ This is one of those moments that you prepare for. You’ve got to be the epitome of poise. Handle it. Deal with it. Own it.” “There’s nothing you can say that’s going to put it any other place. It was as catastrophic as any moment could be.”

Josh Chambers

411,740 次观看 • 2 个月前

🚨 🗣 Mikel Arteta on the decision to award Sunderland a penalty: "Look, the first question we have to discuss is that this is NOT ACCEPTABLE at this level. "It was a beautiful game of football, with two teams and an atmosphere in the stadium that was unbelievable, with Sunderland they are so organised; they are so good in so many phases, they have great players, they created a lot of issues we had to cope with. "We had to cope with all of that, it was a lot in a really difficult week after Chelsea and Napoli, and on top of that we have to go through what we've done today that in my opinion is NOT ACCEPTABLE. "I watched it 20 times, and I CANNOT find a way to understand how they even think to give a penalty in that situation, or the way the VAR has to intervene. "So I don't know what to think, but I'm SAD that we have to discuss in such a beautiful game something at this level that has the gravity of that, because that CHANGES the course of the season and can cost you the championship. "At this level, with all the work that we put in, this cannot happen. I cannot find an explanation - that's why I'm going to try and find an explanation now. "I want to be talking about how good we were, how good Sunderland were, and the level of the league and how beautiful this is - we should not be talking about that. "I cannot find an explanation - that's why I'm going to try and find an explanation now." 🗣️ On a very important victory: "I want to be talking about how good we were, how good Sunderland were, and the level of the league and how beautiful this is - we should not be talking about [refereeing decisions]." 🗣️ on whether the referee gave an explanation: No! (shakes head)
2:10

🚨 🗣 Mikel Arteta on the decision to award Sunderland a penalty: "Look, the first question we have to discuss is that this is NOT ACCEPTABLE at this level. "It was a beautiful game of football, with two teams and an atmosphere in the stadium that was unbelievable, with Sunderland they are so organised; they are so good in so many phases, they have great players, they created a lot of issues we had to cope with. "We had to cope with all of that, it was a lot in a really difficult week after Chelsea and Napoli, and on top of that we have to go through what we've done today that in my opinion is NOT ACCEPTABLE. "I watched it 20 times, and I CANNOT find a way to understand how they even think to give a penalty in that situation, or the way the VAR has to intervene. "So I don't know what to think, but I'm SAD that we have to discuss in such a beautiful game something at this level that has the gravity of that, because that CHANGES the course of the season and can cost you the championship. "At this level, with all the work that we put in, this cannot happen. I cannot find an explanation - that's why I'm going to try and find an explanation now. "I want to be talking about how good we were, how good Sunderland were, and the level of the league and how beautiful this is - we should not be talking about that. "I cannot find an explanation - that's why I'm going to try and find an explanation now." 🗣️ On a very important victory: "I want to be talking about how good we were, how good Sunderland were, and the level of the league and how beautiful this is - we should not be talking about [refereeing decisions]." 🗣️ on whether the referee gave an explanation: No! (shakes head)

Connor Humm

129,720 次观看 • 16 天前

Lord Rose, Chairman of Asda, criticises Brexit "We are the architects of our own demise. And our own demise started in 2016 when we made the ridiculous vote to come out of Europe" "Now, you would say, well, you're an old moaning remainer, but of course I am. But of course, if you look at the stats, nobody has yet convinced anybody that coming out of Europe was the right thing to do" "And by setting the barrier so low, if you like, at a 50% majority, most of those people, dare I say it, who were the one or 2% who got them over the line to get us to do Brexit, have died because they were mostly older people" "Ask young people today if that's what they wanted. Ask if that's the right thing to have done. Ask business leaders to know, are they happy with the result? And the answer is no. So we made a big mistake" "Everything that has happened since then, apart from the one big factor, which nobody could have predicted, COVID has a link back to what we did when we came out on Brexit"
0:54

Lord Rose, Chairman of Asda, criticises Brexit "We are the architects of our own demise. And our own demise started in 2016 when we made the ridiculous vote to come out of Europe" "Now, you would say, well, you're an old moaning remainer, but of course I am. But of course, if you look at the stats, nobody has yet convinced anybody that coming out of Europe was the right thing to do" "And by setting the barrier so low, if you like, at a 50% majority, most of those people, dare I say it, who were the one or 2% who got them over the line to get us to do Brexit, have died because they were mostly older people" "Ask young people today if that's what they wanted. Ask if that's the right thing to have done. Ask business leaders to know, are they happy with the result? And the answer is no. So we made a big mistake" "Everything that has happened since then, apart from the one big factor, which nobody could have predicted, COVID has a link back to what we did when we came out on Brexit"

Farrukh

797,400 次观看 • 2 年前

When Adam’s stock price dropped by 92% he borrowed money to buy back $6 billion in stock. That bet made the company more than $60 billion: “If no one's going to buy our shares why don't we just start buying our own shares? The company at the bottom was worth $3.8 billion. And we were generating over a billion dollars of EBITDA. Well in theory we could buy back 20% of the shares of the company just in the next year if we really believed in the path we were on. So we kicked that off. But we did it a little bit differently than what most companies do. Most companies go out and say I'm going to buy shares from the public markets and just take shares back. But you don't know who's on the other side of that trade. On the other hand we knew that we had a cap table where about 50% of the shares were going to sell at some point over the coming years. We had private equity investors that owned roughly 50% of the shares of the company alongside some other founders that were no longer there. So instead of going to the public we went to the shareholders that we knew were going to sell and got them to agree to sell back to us over time. And so for the following 18 months we ended up deploying around $6 billion of buybacks using our own capital and we leveraged some to buy back shares in the company. And over time that ended up creating somewhere in the neighborhood of $50 to $60 billion of actual proceeds from the buyback. It was one of the most successful buybacks in the history of companies.”
1:58

When Adam’s stock price dropped by 92% he borrowed money to buy back $6 billion in stock. That bet made the company more than $60 billion: “If no one's going to buy our shares why don't we just start buying our own shares? The company at the bottom was worth $3.8 billion. And we were generating over a billion dollars of EBITDA. Well in theory we could buy back 20% of the shares of the company just in the next year if we really believed in the path we were on. So we kicked that off. But we did it a little bit differently than what most companies do. Most companies go out and say I'm going to buy shares from the public markets and just take shares back. But you don't know who's on the other side of that trade. On the other hand we knew that we had a cap table where about 50% of the shares were going to sell at some point over the coming years. We had private equity investors that owned roughly 50% of the shares of the company alongside some other founders that were no longer there. So instead of going to the public we went to the shareholders that we knew were going to sell and got them to agree to sell back to us over time. And so for the following 18 months we ended up deploying around $6 billion of buybacks using our own capital and we leveraged some to buy back shares in the company. And over time that ended up creating somewhere in the neighborhood of $50 to $60 billion of actual proceeds from the buyback. It was one of the most successful buybacks in the history of companies.”

David Senra

154,426 次观看 • 3 个月前

When Adam’s stock price dropped by 92% he borrowed money to buy back $6 billion in stock. That bet made the company more than $60 billion: “If no one's going to buy our shares why don't we just start buying our own shares? The company at the bottom was worth $3.8 billion. And we were generating over a billion dollars of EBITDA. Well in theory we could buy back 20% of the shares of the company just in the next year if we really believed in the path we were on. So we kicked that off. But we did it a little bit differently than what most companies do. Most companies go out and say I'm going to buy shares from the public markets and just take shares back. But you don't know who's on the other side of that trade. On the other hand we knew that we had a cap table where about 50% of the shares were going to sell at some point over the coming years. We had private equity investors that owned roughly 50% of the shares of the company alongside some other founders that were no longer there. So instead of going to the public we went to the shareholders that we knew were going to sell and got them to agree to sell back to us over time. And so for the following 18 months we ended up deploying around $6 billion of buybacks using our own capital and we leveraged some to buy back shares in the company. And over time that ended up creating somewhere in the neighborhood of $50 to $60 billion of actual proceeds from the buyback. It was one of the most successful buybacks in the history of companies.”
1:58

When Adam’s stock price dropped by 92% he borrowed money to buy back $6 billion in stock. That bet made the company more than $60 billion: “If no one's going to buy our shares why don't we just start buying our own shares? The company at the bottom was worth $3.8 billion. And we were generating over a billion dollars of EBITDA. Well in theory we could buy back 20% of the shares of the company just in the next year if we really believed in the path we were on. So we kicked that off. But we did it a little bit differently than what most companies do. Most companies go out and say I'm going to buy shares from the public markets and just take shares back. But you don't know who's on the other side of that trade. On the other hand we knew that we had a cap table where about 50% of the shares were going to sell at some point over the coming years. We had private equity investors that owned roughly 50% of the shares of the company alongside some other founders that were no longer there. So instead of going to the public we went to the shareholders that we knew were going to sell and got them to agree to sell back to us over time. And so for the following 18 months we ended up deploying around $6 billion of buybacks using our own capital and we leveraged some to buy back shares in the company. And over time that ended up creating somewhere in the neighborhood of $50 to $60 billion of actual proceeds from the buyback. It was one of the most successful buybacks in the history of companies.”

David Senra

518,747 次观看 • 4 个月前

Rich Paul and Max on Jeanie and the Lakers: Rich: We have been treated great, we will continue to be treated great. I am so happy that Jeanie was able to do what she done and the value of the team went up. Here’s the thing I’ll close it on, as governor she won the championship with two guys leading the show. LeBron James and Anthony Davis. That team also had 4 other Klutch clients. So 6 out of the 14. We enjoyed ourselves in the bubble, we enjoyed that season and they won Max: If I were you, I would simply say a thank you would be appreciated… if anyone would’ve told us back then Klutch was going to bring in AD and LeBron to the Lakers and it’s going to result in a championship, if I were you I’d be going ‘a simple thank you would be appreciated” (Via Game Over Podcast)
2:48

Rich Paul and Max on Jeanie and the Lakers: Rich: We have been treated great, we will continue to be treated great. I am so happy that Jeanie was able to do what she done and the value of the team went up. Here’s the thing I’ll close it on, as governor she won the championship with two guys leading the show. LeBron James and Anthony Davis. That team also had 4 other Klutch clients. So 6 out of the 14. We enjoyed ourselves in the bubble, we enjoyed that season and they won Max: If I were you, I would simply say a thank you would be appreciated… if anyone would’ve told us back then Klutch was going to bring in AD and LeBron to the Lakers and it’s going to result in a championship, if I were you I’d be going ‘a simple thank you would be appreciated” (Via Game Over Podcast)

NBA Courtside

174,506 次观看 • 8 个月前

Peter Thiel on Elon Musk: I would never bet against Elon “My number one rule is to never compete with Elon on anything, so I would never bet against Elon. I was a close partner of his at PayPal in the late 90s early 2000s and after PayPal, Elon set out to start these two both rocket and car companies, SpaceX and Tesla. I think the conventional wisdom on Elon was that these were both completely harebrained projects and if one of them had succeeded that you have to sort of question it and when both of them succeeded, it suggests that he knows something other people don’t”
0:43

Peter Thiel on Elon Musk: I would never bet against Elon “My number one rule is to never compete with Elon on anything, so I would never bet against Elon. I was a close partner of his at PayPal in the late 90s early 2000s and after PayPal, Elon set out to start these two both rocket and car companies, SpaceX and Tesla. I think the conventional wisdom on Elon was that these were both completely harebrained projects and if one of them had succeeded that you have to sort of question it and when both of them succeeded, it suggests that he knows something other people don’t”

SMX 🇺🇸

380,794 次观看 • 7 个月前

Peter Thiel on the advice all young people need to hear: "My bias was that education was a substitute for thinking about your future. What are you going to do with your future? I don't know. I'll get an undergraduate degree. What are you going to do once you have that? I don't know. I'll get a graduate degree ... And so when we think of our lives as just adding these line items on a resume, I think that's actually not the best way to go about it."
0:34

Peter Thiel on the advice all young people need to hear: "My bias was that education was a substitute for thinking about your future. What are you going to do with your future? I don't know. I'll get an undergraduate degree. What are you going to do once you have that? I don't know. I'll get a graduate degree ... And so when we think of our lives as just adding these line items on a resume, I think that's actually not the best way to go about it."

Startup Wisdom

48,115 次观看 • 2 个月前

"We look for people that are students of history, that have studied the markets and all prior attempts." David Haber on what great founders do before building a company: "If you're going to spend the next 10 years of your life building a company, why wouldn't you spend time studying every prior attempt?" "It always gives me much more discomfort when somebody is saying, 'All those people are idiots. We're the smarter team.'" "I think having respect for prior attempts, and in some cases even having spoken to the former entrepreneurs in that category." "And then having a very clear articulation of what you're going to do differently or why now is different." David Haber on The High Flyers Podcast with Vidit Agarwal
1:02

"We look for people that are students of history, that have studied the markets and all prior attempts." David Haber on what great founders do before building a company: "If you're going to spend the next 10 years of your life building a company, why wouldn't you spend time studying every prior attempt?" "It always gives me much more discomfort when somebody is saying, 'All those people are idiots. We're the smarter team.'" "I think having respect for prior attempts, and in some cases even having spoken to the former entrepreneurs in that category." "And then having a very clear articulation of what you're going to do differently or why now is different." David Haber on The High Flyers Podcast with Vidit Agarwal

a16z

53,612 次观看 • 6 个月前

Don’t Scroll—God Is Calling You to Submit and Move Praise the Lord that He has given us such a commission and such a call and we should be humbled by that and we should want to go out for His kingdom and do that. All of you are usable by God. There is not one of you that is not usable if you're only willing to submit. We all fall short. It's a matter of who is willing. Here I am, Lord, send me. That's what Isaiah said. Here I am. Send me. You are all usable. When a lot of you out there go, well, what can I do for God in my life? There's a lot you can do. If you're only willing to be picked up as an instrument in his Hands and implemented the way you were created to move. Many of you are operating outside the realm of what you were created to be. And in this season, that's going to be reconciled. And many of you are going to change course in this season drastically. Because you're in jobs, you're in areas, you're doing things, you were not created to do. You have gifts for it, but you weren’t created to do it. And there's going to be massive shifts in many of your lives and a sudden turn. And the Lord is going to realign. And this is going to be quick when He does it. Realign you into the position, redirect you and put you on that course because time is short and He needs you operating in what you were created to do. He needs that right now. And many of you are going to enter that process in this season. So praise the Lord because you are. You will enter that process and you will be redirected. And you will do what is written about you in the books of heaven, what you were created to do on this earth. Because many of you know and feel uncomfortable and know you're not in your call. You know you are just trying to try to endure, you're trying to survive. And it's because you're not in your call. Surrender to God, allow Him to redirect you into your call and your purpose that you were beautifully created to do. Because it's needed in this season and we cannot dilly dally anymore and go dabbling in things we are not created to do. It's time for us to go to work and it's time for us to be willing to go there.
2:23

Don’t Scroll—God Is Calling You to Submit and Move Praise the Lord that He has given us such a commission and such a call and we should be humbled by that and we should want to go out for His kingdom and do that. All of you are usable by God. There is not one of you that is not usable if you're only willing to submit. We all fall short. It's a matter of who is willing. Here I am, Lord, send me. That's what Isaiah said. Here I am. Send me. You are all usable. When a lot of you out there go, well, what can I do for God in my life? There's a lot you can do. If you're only willing to be picked up as an instrument in his Hands and implemented the way you were created to move. Many of you are operating outside the realm of what you were created to be. And in this season, that's going to be reconciled. And many of you are going to change course in this season drastically. Because you're in jobs, you're in areas, you're doing things, you were not created to do. You have gifts for it, but you weren’t created to do it. And there's going to be massive shifts in many of your lives and a sudden turn. And the Lord is going to realign. And this is going to be quick when He does it. Realign you into the position, redirect you and put you on that course because time is short and He needs you operating in what you were created to do. He needs that right now. And many of you are going to enter that process in this season. So praise the Lord because you are. You will enter that process and you will be redirected. And you will do what is written about you in the books of heaven, what you were created to do on this earth. Because many of you know and feel uncomfortable and know you're not in your call. You know you are just trying to try to endure, you're trying to survive. And it's because you're not in your call. Surrender to God, allow Him to redirect you into your call and your purpose that you were beautifully created to do. Because it's needed in this season and we cannot dilly dally anymore and go dabbling in things we are not created to do. It's time for us to go to work and it's time for us to be willing to go there.

Amanda Grace

12,379 次观看 • 4 个月前