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Antibiotics don’t work on viruses - which makes plant-based remedies more important than ever. I had Herbalist Simon Mills on The Diary Of A CEO recently because he challenges the way we think about treating illness. For cold and flu symptoms, he shared a simple one you can make...

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Steven Bartlett

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618,907 просмотров • 4 месяцев назад •via X (Twitter)

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Bill Maher: “Do you think President Biden’s preemptive pardons turned out to be more important than initially expected?” Sen. Adam Schiff (D-CA): “No… I don’t think he should’ve given the pardons at all… I was vocal about that at the time… I didn’t like it both because we were enormously proud of our work on the January 6th committee but more than that establishing a precedent that on the way out the door you’re going to pardon any number of people gave him even greater latitude on [Trump’s] way out the door to pardon everyone around him.”
1:31

Bill Maher: “Do you think President Biden’s preemptive pardons turned out to be more important than initially expected?” Sen. Adam Schiff (D-CA): “No… I don’t think he should’ve given the pardons at all… I was vocal about that at the time… I didn’t like it both because we were enormously proud of our work on the January 6th committee but more than that establishing a precedent that on the way out the door you’re going to pardon any number of people gave him even greater latitude on [Trump’s] way out the door to pardon everyone around him.”

RedWave Press

411,507 просмотров • 1 год назад

Can we actually repair the human body instead of just managing illness? Charles Hoskinson dives into regenerative medicine and why it could be one of the most important breakthroughs of our time. This is a conversation that really makes you think 👇
1:04

Can we actually repair the human body instead of just managing illness? Charles Hoskinson dives into regenerative medicine and why it could be one of the most important breakthroughs of our time. This is a conversation that really makes you think 👇

Hoskinson Government and Policy Center-WY

20,486 просмотров • 3 месяцев назад

I had JL Collins on The Diary Of A CEO - someone who's given millions a new approach to money and investing I asked ChatGPT how to become financially free on a modest income, and the answer mirrored what JL has been teaching for years. Live below your means, avoid debt, and invest consistently in low-cost index funds. Here’s how he explains it, and why financial freedom might be closer than you think...
2:05

I had JL Collins on The Diary Of A CEO - someone who's given millions a new approach to money and investing I asked ChatGPT how to become financially free on a modest income, and the answer mirrored what JL has been teaching for years. Live below your means, avoid debt, and invest consistently in low-cost index funds. Here’s how he explains it, and why financial freedom might be closer than you think...

Steven Bartlett

22,557 просмотров • 4 месяцев назад

🚨 NEW: Fox News’ Tomi Lahren SLAMS Gavin Newsom after Bill Maher grilled him on California’s mess: “I love the way Bill Maher called him out. Gavin’s so smug he doesn’t know how to take that question.” “Every time he’s asked about the failures in California, he repeats the same thing. He says ‘fourth largest economy in the world’ — yeah, but that’s not because of your leadership. That’s because California is a great state. You are doing everything you can, Gavin, to kill it. You and the Democrats who run it.” “The fact he wants to run for President we all know but he can’t take a simple question from a friendly interviewer, Bill Maher? Boy Gavin! Kamala might come knocking on your back door - she might actually be more powerful than you!”
0:37

🚨 NEW: Fox News’ Tomi Lahren SLAMS Gavin Newsom after Bill Maher grilled him on California’s mess: “I love the way Bill Maher called him out. Gavin’s so smug he doesn’t know how to take that question.” “Every time he’s asked about the failures in California, he repeats the same thing. He says ‘fourth largest economy in the world’ — yeah, but that’s not because of your leadership. That’s because California is a great state. You are doing everything you can, Gavin, to kill it. You and the Democrats who run it.” “The fact he wants to run for President we all know but he can’t take a simple question from a friendly interviewer, Bill Maher? Boy Gavin! Kamala might come knocking on your back door - she might actually be more powerful than you!”

TV News Now

143,933 просмотров • 2 месяцев назад

Trump: And he took -- I call it the fat drug, I won't say which one. It was ozempic. I told him that the drug does not work on him because I saw him recently, he is fatter than ever.
2:00

Trump: And he took -- I call it the fat drug, I won't say which one. It was ozempic. I told him that the drug does not work on him because I saw him recently, he is fatter than ever.

Acyn

945,978 просмотров • 5 месяцев назад

How many of you have been told you have a chronic condition that there’s “NO CURE” and “NOTHING YOU CAN DO ABOUT IT” ??? That’s why you bounce between specialists—neurologists, gastroenterologists, cardiologists, rheumatologists, dermatologists—each chasing the symptoms, the “effects”, while the true cause stays hidden. The result? Endless symptoms and side effects management. Has anyone ever had their condition entirely RESOLVE? No? WHY? It is because (You) are the ONLY cure. You already KNOW this is true. If you cut your skin, what do you have to consciously tell it in order to heal? Nothing. Your only job is to LEAVE IT ALONE and KEEP IT CLEAN. So, why isn’t that true for everything else in the body? Truth is, IT IS TRUE. ALL THINGS IN THE BODY CAN BE HEALED BY THE BODY. But you’re locked behind a closed door and don’t know it because no one has told, or shown you. Your symptoms exist because you’ve compromised your body’s master electrical control system—the central nervous system (CNS). When its communication, function, and regeneration pathways are disrupted, nothing in the body works right. But how do you actually restore your body’s ability to heal? Links in next post
1:57

How many of you have been told you have a chronic condition that there’s “NO CURE” and “NOTHING YOU CAN DO ABOUT IT” ??? That’s why you bounce between specialists—neurologists, gastroenterologists, cardiologists, rheumatologists, dermatologists—each chasing the symptoms, the “effects”, while the true cause stays hidden. The result? Endless symptoms and side effects management. Has anyone ever had their condition entirely RESOLVE? No? WHY? It is because (You) are the ONLY cure. You already KNOW this is true. If you cut your skin, what do you have to consciously tell it in order to heal? Nothing. Your only job is to LEAVE IT ALONE and KEEP IT CLEAN. So, why isn’t that true for everything else in the body? Truth is, IT IS TRUE. ALL THINGS IN THE BODY CAN BE HEALED BY THE BODY. But you’re locked behind a closed door and don’t know it because no one has told, or shown you. Your symptoms exist because you’ve compromised your body’s master electrical control system—the central nervous system (CNS). When its communication, function, and regeneration pathways are disrupted, nothing in the body works right. But how do you actually restore your body’s ability to heal? Links in next post

Dr. C ⭐️⭐️⭐️

16,565 просмотров • 3 месяцев назад

Richard Sherman on Brandon Aiyuk: “Unfortunately I had a little bit more inside information so it’s not as shocking for me. It’s shocking because it’s going to play out this way because this scenario at this point in the season helps nobody. I’m not blaming BA, I’m not blaming the 49ers, but I think BA coming back and doing his best to play as well as he can helps the 49ers and it helps Brandon Aiyuk. I think the position of Brandon Aiyuk not playing anymore this season doesn’t help anybody. If BA doesn’t play this season and he gets cut at the end of the year, that does nothing to help anybody. I think if he doesn’t play, that’s the most likely scenario, but I just don’t understand why that would be the case. Why you would make the decision as a player? Everybody has their own reasons for doing things, but if you’re a player and you want out, your interests are aligned unfortunately. You doing well helps the team doing well, the team doing well and you doing well, helps everybody. It helps increase your value so that if you do want to go to another team, they’ll want to trade for you instead of you getting cut and your salary going away and then signing you to a much lower deal where you make a lot less money and it will take you a lot more time to make the same amount of money if you were able to just stay on the contract you’re on.” 🎥: Richard Sherman
3:13

Richard Sherman on Brandon Aiyuk: “Unfortunately I had a little bit more inside information so it’s not as shocking for me. It’s shocking because it’s going to play out this way because this scenario at this point in the season helps nobody. I’m not blaming BA, I’m not blaming the 49ers, but I think BA coming back and doing his best to play as well as he can helps the 49ers and it helps Brandon Aiyuk. I think the position of Brandon Aiyuk not playing anymore this season doesn’t help anybody. If BA doesn’t play this season and he gets cut at the end of the year, that does nothing to help anybody. I think if he doesn’t play, that’s the most likely scenario, but I just don’t understand why that would be the case. Why you would make the decision as a player? Everybody has their own reasons for doing things, but if you’re a player and you want out, your interests are aligned unfortunately. You doing well helps the team doing well, the team doing well and you doing well, helps everybody. It helps increase your value so that if you do want to go to another team, they’ll want to trade for you instead of you getting cut and your salary going away and then signing you to a much lower deal where you make a lot less money and it will take you a lot more time to make the same amount of money if you were able to just stay on the contract you’re on.” 🎥: Richard Sherman

Coach Yac 🗣

1,062,388 просмотров • 7 месяцев назад

Fred VanVleet on the ‘18-‘19 Raptors early in the season: “Kawhi wasn’t passing. It wasn’t a great vibe between everybody. It was like little pockets here and there, guys f*** with each other. We had to work it out.” On teams he played for that don’t have shot at the championship: “When you don’t have a chance, there’s some b**s*** going on. I might not throw that little one more. I might not run back. I might not play hurt.” [via. Unguarded Podcast]
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Fred VanVleet on the ‘18-‘19 Raptors early in the season: “Kawhi wasn’t passing. It wasn’t a great vibe between everybody. It was like little pockets here and there, guys f*** with each other. We had to work it out.” On teams he played for that don’t have shot at the championship: “When you don’t have a chance, there’s some b**s*** going on. I might not throw that little one more. I might not run back. I might not play hurt.” [via. Unguarded Podcast]

Omer Osman

1,180,692 просмотров • 6 месяцев назад

Marc Andreessen on what made Steve Jobs great “There’s basically two stories about Steve you hear. One is that he was a saint and perfect in all regards, which was somewhat true. The other story that you hear is he was a screaming lunatic and would just run around, yell at people in elevators, fire people in meetings, and all these awful, horrible things… I think the reality was somewhere in the middle.” Marc continues: “At least what I saw — and what I’ve heard from people who worked with him for a very long time — was he was absolutely intolerant of anything less than first class work. If you brought him first class work, and you were top in your field, super diligent, on top of everything, had all the details figured out, and knew what you were doing, he was the best manager you were ever going to work with and the best CEO you were ever going to work with. And the thing that comes up from people who worked with him closely was, ‘I did the best work of my life working for him.’ Part of that is because he really appreciated and understood the quality of great work. And the other part was he didn’t tolerate anything less than that, which meant that everybody around you also hit that bar.” People forget though that Steve matured a lot along the way too. He had failures like the Lisa, which came before the Macintosh, and of course, he was fired before coming back to Apple 12 years later. “He learned a lot from the failures,” Marc explains. “And now everyone has forgotten about the failures, but you can read about them on Wikipedia.” Marc believes it was the 12 years he spent building NeXT and Pixar where Steve learned to be a great CEO before coming back to Apple: “People who knew him better than I did said he learned how to be a great CEO, not at Apple, but at NeXT, because he spent 12 years doing it the hard way where he wasn’t being showered with praise. He didn’t have the magic touch. The product fundamentally didn’t take. He had to pivot.” Marc tells a great story of Steve insisting on the NeXT computer being a perfect cube even though it would double the cost. He got his cube, but it was slow, expensive, and completely flopped: “Nobody wanted it. He pivoted the company to software. Nobody wanted the software… Anyway, the point is that was really hard… He had to try to figure out how to optimize it the hard way and retain a team through basically 12 years of failure.” Marc concludes: “People say he had this incredible growth and innovation skillset from Apple phase one. And then he had an incredible management skillset from the sort of wilderness years. And so by the time he came back to Apple in 1997 he at that point a great CEO, but maybe he wouldn’t have ever become the Steve Jobs that we know had he not gone through the hard period.” Video source: a16z speedrun 🧊 (2025)
3:49

Marc Andreessen on what made Steve Jobs great “There’s basically two stories about Steve you hear. One is that he was a saint and perfect in all regards, which was somewhat true. The other story that you hear is he was a screaming lunatic and would just run around, yell at people in elevators, fire people in meetings, and all these awful, horrible things… I think the reality was somewhere in the middle.” Marc continues: “At least what I saw — and what I’ve heard from people who worked with him for a very long time — was he was absolutely intolerant of anything less than first class work. If you brought him first class work, and you were top in your field, super diligent, on top of everything, had all the details figured out, and knew what you were doing, he was the best manager you were ever going to work with and the best CEO you were ever going to work with. And the thing that comes up from people who worked with him closely was, ‘I did the best work of my life working for him.’ Part of that is because he really appreciated and understood the quality of great work. And the other part was he didn’t tolerate anything less than that, which meant that everybody around you also hit that bar.” People forget though that Steve matured a lot along the way too. He had failures like the Lisa, which came before the Macintosh, and of course, he was fired before coming back to Apple 12 years later. “He learned a lot from the failures,” Marc explains. “And now everyone has forgotten about the failures, but you can read about them on Wikipedia.” Marc believes it was the 12 years he spent building NeXT and Pixar where Steve learned to be a great CEO before coming back to Apple: “People who knew him better than I did said he learned how to be a great CEO, not at Apple, but at NeXT, because he spent 12 years doing it the hard way where he wasn’t being showered with praise. He didn’t have the magic touch. The product fundamentally didn’t take. He had to pivot.” Marc tells a great story of Steve insisting on the NeXT computer being a perfect cube even though it would double the cost. He got his cube, but it was slow, expensive, and completely flopped: “Nobody wanted it. He pivoted the company to software. Nobody wanted the software… Anyway, the point is that was really hard… He had to try to figure out how to optimize it the hard way and retain a team through basically 12 years of failure.” Marc concludes: “People say he had this incredible growth and innovation skillset from Apple phase one. And then he had an incredible management skillset from the sort of wilderness years. And so by the time he came back to Apple in 1997 he at that point a great CEO, but maybe he wouldn’t have ever become the Steve Jobs that we know had he not gone through the hard period.” Video source: a16z speedrun 🧊 (2025)

Startup Archive

86,840 просмотров • 8 месяцев назад

This woman lives in a house with a landlord that nickels and dimes her for anything and everything. His latest way to make money off of her is installing a pay system to charge her for the washer and dryer that he already had in the home at the time she signed the lease. I don’t get how he can include it on the lease but then charge her for using it. When her lease is up she’s probably going to move out but for the time being would it be wise just to use a laundromat?
0:23

This woman lives in a house with a landlord that nickels and dimes her for anything and everything. His latest way to make money off of her is installing a pay system to charge her for the washer and dryer that he already had in the home at the time she signed the lease. I don’t get how he can include it on the lease but then charge her for using it. When her lease is up she’s probably going to move out but for the time being would it be wise just to use a laundromat?

SonnyBoy🇺🇸

106,574 просмотров • 3 месяцев назад

Ilya Sutskever, OpenAI co-founder, on why the company that builds AGI shouldn't be chasing infinite profits: Speaking on the No Priors podcast, Ilya Sutskever turns a question on the very technology he's working to build. "If you believe that the technology that we are building, AGI, could potentially be so capable as to do every single task that people do... does it mean that it might unemploy everyone? Well, I don't know, but it's not impossible." From that possibility, Ilya Sutskever draws a conclusion about how such a company should be structured: "And if that's the case, it makes sense. It will make a lot of sense if the company that builds such a technology would not be incentivized to make infinite profits." But he doesn't present this as a settled view. He immediately points to the force that complicates it — competition: "I don't know if it will literally play out this way because of competition in AI. So there will be multiple companies and I think that will have some unforeseen implications on the argument which I'm making. But that was the thinking." His point is simple: if AGI can do everything a person can, it might put people out of work on a massive scale, and that changes things.
0:40

Ilya Sutskever, OpenAI co-founder, on why the company that builds AGI shouldn't be chasing infinite profits: Speaking on the No Priors podcast, Ilya Sutskever turns a question on the very technology he's working to build. "If you believe that the technology that we are building, AGI, could potentially be so capable as to do every single task that people do... does it mean that it might unemploy everyone? Well, I don't know, but it's not impossible." From that possibility, Ilya Sutskever draws a conclusion about how such a company should be structured: "And if that's the case, it makes sense. It will make a lot of sense if the company that builds such a technology would not be incentivized to make infinite profits." But he doesn't present this as a settled view. He immediately points to the force that complicates it — competition: "I don't know if it will literally play out this way because of competition in AI. So there will be multiple companies and I think that will have some unforeseen implications on the argument which I'm making. But that was the thinking." His point is simple: if AGI can do everything a person can, it might put people out of work on a massive scale, and that changes things.

Big Brain AI

13,398 просмотров • 1 месяц назад

Martin Lewis, founder of MoneySavingExpert. com, on the four things it takes to be really successful, and why the most important one isn't what you'd expect: He opens with a clear framework: "It takes four things to be really successful. Talent, you've all got it, as do many more people than you think. Hard work. If you want to be really successful, you're going to have to work hard. Focus. Zone in on what you're good at." On focus, he pushes back against the idea that you need to be exceptional at everything: "Understand, none of us are unfailingly brilliant at everything. So, find the thing that you're good at and zone in on that. And that is what will create your success." But the fourth factor is where his message turns unexpected: "The most important thing is luck. You can do everything right, but it still not work for you. And you need to know that now." This reframes how he wants people to think about setbacks: "Failing does not make you a failure. Do not judge yourself. See it as a way to learn and to give yourself a better opportunity the next time." Martin Lewis then challenges a common assumption about what success actually delivers: "Success can be stressful. Success is not a synonym for happiness. As you go through your working careers, at sometimes you may want to make a call. Do I continue to push that hard or do I smile at what I've got and enjoy happiness and the other things that life starts to give me?" He closes with a message aimed at those who do make it big: "One or two of you in here will make it really big. If that's you, remember of those four things, the most important one is luck. And that means if you're that super successful one in the room, you have a moral duty to give back."
1:49

Martin Lewis, founder of MoneySavingExpert. com, on the four things it takes to be really successful, and why the most important one isn't what you'd expect: He opens with a clear framework: "It takes four things to be really successful. Talent, you've all got it, as do many more people than you think. Hard work. If you want to be really successful, you're going to have to work hard. Focus. Zone in on what you're good at." On focus, he pushes back against the idea that you need to be exceptional at everything: "Understand, none of us are unfailingly brilliant at everything. So, find the thing that you're good at and zone in on that. And that is what will create your success." But the fourth factor is where his message turns unexpected: "The most important thing is luck. You can do everything right, but it still not work for you. And you need to know that now." This reframes how he wants people to think about setbacks: "Failing does not make you a failure. Do not judge yourself. See it as a way to learn and to give yourself a better opportunity the next time." Martin Lewis then challenges a common assumption about what success actually delivers: "Success can be stressful. Success is not a synonym for happiness. As you go through your working careers, at sometimes you may want to make a call. Do I continue to push that hard or do I smile at what I've got and enjoy happiness and the other things that life starts to give me?" He closes with a message aimed at those who do make it big: "One or two of you in here will make it really big. If that's you, remember of those four things, the most important one is luck. And that means if you're that super successful one in the room, you have a moral duty to give back."

Big Brain Business

292,025 просмотров • 2 месяцев назад

John Harbaugh explains how he builds championship teams and it's not what you think. "I use the word culture but I'm not a big fan of it because I think it's just kind of a cliché a little bit now." So what does he focus on instead? A shared belief system. "We want to build something that we can all kind of understand - a belief system, a worldview, a way of looking at things." "The best description that I heard was a shared understanding through standards. We're talking about principles, values, beliefs. The way we do things." But here's the key: it's bigger than football. "It's about the way we're going to relate with one another. It's what we're going to stand for and what we're going to believe in." And you don't build it in one meeting. "You got to do it every single day. Get our leaders on board. It takes our leaders." The goal is to build a vision, alignment, and belief, It's built through daily reinforcement and shared ownership - not speeches. The goal is to build something that can adapt, sustain, and last. (🎥 Maryland Commerce)
1:00

John Harbaugh explains how he builds championship teams and it's not what you think. "I use the word culture but I'm not a big fan of it because I think it's just kind of a cliché a little bit now." So what does he focus on instead? A shared belief system. "We want to build something that we can all kind of understand - a belief system, a worldview, a way of looking at things." "The best description that I heard was a shared understanding through standards. We're talking about principles, values, beliefs. The way we do things." But here's the key: it's bigger than football. "It's about the way we're going to relate with one another. It's what we're going to stand for and what we're going to believe in." And you don't build it in one meeting. "You got to do it every single day. Get our leaders on board. It takes our leaders." The goal is to build a vision, alignment, and belief, It's built through daily reinforcement and shared ownership - not speeches. The goal is to build something that can adapt, sustain, and last. (🎥 Maryland Commerce)

Coach AJ 🎯 Mental Fitness

56,534 просмотров • 5 месяцев назад

Brock Purdy on Kyle Shanahan: “I feel like he should be Coach of the Year because of what he’s been dealt with this year. More than anything he’s made it work. We’ve had team captains and guys on defense and offense go down, but he’s continued to keep the ship afloat. Not only that, but do it at a high level. He’s done a great job coaching and scheming up other teams. For him to be able to do that and do it at a high level and now we’re playing for the number one seed at the end of the year, you can’t tell me that he shouldn’t be Coach of the Year.” via: NFL on ESPN
0:40

Brock Purdy on Kyle Shanahan: “I feel like he should be Coach of the Year because of what he’s been dealt with this year. More than anything he’s made it work. We’ve had team captains and guys on defense and offense go down, but he’s continued to keep the ship afloat. Not only that, but do it at a high level. He’s done a great job coaching and scheming up other teams. For him to be able to do that and do it at a high level and now we’re playing for the number one seed at the end of the year, you can’t tell me that he shouldn’t be Coach of the Year.” via: NFL on ESPN

Coach Yac 🗣

45,245 просмотров • 6 месяцев назад

One of the smartest things Palo Alto Networks CEO Nikesh Arora said about M&A on the pod had nothing to do with price. When Palo Alto acquires a company, they don’t “integrate” it the traditional way. They flip the org chart. If the founders beat you with fewer people and less capital, why would you put them under your bureaucracy? Nikesh’s rule is simple: they run it. That one decision helps explain why their M&A actually works - and why most corporate acquisitions quietly die. If you’re a founder thinking about selling, or a CEO thinking about buying, his is a masterclass in how talent (not technology) is the real asset.
1:32

One of the smartest things Palo Alto Networks CEO Nikesh Arora said about M&A on the pod had nothing to do with price. When Palo Alto acquires a company, they don’t “integrate” it the traditional way. They flip the org chart. If the founders beat you with fewer people and less capital, why would you put them under your bureaucracy? Nikesh’s rule is simple: they run it. That one decision helps explain why their M&A actually works - and why most corporate acquisitions quietly die. If you’re a founder thinking about selling, or a CEO thinking about buying, his is a masterclass in how talent (not technology) is the real asset.

Brian Halligan

159,717 просмотров • 5 месяцев назад

Ryan Petersen on what Paul Graham told him when he stepped down as Flexport CEO Y Combinator founder Paul Graham was Flexport’s first investor. Ryan Petersen recalls telling Paul that he was hiring Amazon’s Dave Clark to replace him as CEO in 2022: “No one has ever been more disappointed in me than when I told PG that I was hiring a CEO,” Ryan remembers. Paul first asked Ryan if Flexport was his life’s work, to which he answered “Yes.” “Then why would you ever leave?” Paul asked. Ryan said he thought the new CEO would be better for the company. “That’s like saying some other guy is going to be a better husband for your wife!” PG exclaimed. “It might be true, but you don’t act on it!” Then PG offered Ryan the following advice: “If this is your life’s work, and you think he’s better than you. You need to go learn all of the things that he’s better than you at so that you can come back and do the job.” And that’s exactly what Ryan did. After a year, he returned as CEO of Flexport. Video source: Kleiner Perkins (2025)
1:35

Ryan Petersen on what Paul Graham told him when he stepped down as Flexport CEO Y Combinator founder Paul Graham was Flexport’s first investor. Ryan Petersen recalls telling Paul that he was hiring Amazon’s Dave Clark to replace him as CEO in 2022: “No one has ever been more disappointed in me than when I told PG that I was hiring a CEO,” Ryan remembers. Paul first asked Ryan if Flexport was his life’s work, to which he answered “Yes.” “Then why would you ever leave?” Paul asked. Ryan said he thought the new CEO would be better for the company. “That’s like saying some other guy is going to be a better husband for your wife!” PG exclaimed. “It might be true, but you don’t act on it!” Then PG offered Ryan the following advice: “If this is your life’s work, and you think he’s better than you. You need to go learn all of the things that he’s better than you at so that you can come back and do the job.” And that’s exactly what Ryan did. After a year, he returned as CEO of Flexport. Video source: Kleiner Perkins (2025)

Startup Archive

146,019 просмотров • 1 год назад

How to Disappear is now yours. It has brought all of us closer than ever before, and we genuinely couldn’t be more proud of the body of work we have created. Now you can experience it for yourself, to interpret and relate to it in a way that only you can.
1:15

How to Disappear is now yours. It has brought all of us closer than ever before, and we genuinely couldn’t be more proud of the body of work we have created. Now you can experience it for yourself, to interpret and relate to it in a way that only you can.

Casey

50,964 просмотров • 2 лет назад

Ryan Petersen on what Paul Graham told him when he stepped down as Flexport CEO Y Combinator founder Paul Graham was Flexport’s first investor. Ryan Petersen recalls telling Paul that he was hiring Amazon’s Dave Clark to replace him as CEO in 2022: “No one has ever been more disappointed in me than when I told PG that I was hiring a CEO,” Ryan remembers. Paul first asked Ryan if Flexport was his life’s work, to which he answered “Yes.” “Then why would you ever leave?” Paul asked. Ryan said he thought the new CEO would be better for the company. “That’s like saying some other guy is going to be a better husband for your wife!” PG exclaimed. “It might be true, but you don’t act on it!” Then PG offered Ryan the following advice: “If this is your life’s work, and you think he’s better than you. You need to go learn all of the things that he’s better than you at so that you can come back and do the job.” And that’s exactly what Ryan did. After a year, he returned as CEO of Flexport. Source: Kleiner Perkins (Apr 2025)
1:35

Ryan Petersen on what Paul Graham told him when he stepped down as Flexport CEO Y Combinator founder Paul Graham was Flexport’s first investor. Ryan Petersen recalls telling Paul that he was hiring Amazon’s Dave Clark to replace him as CEO in 2022: “No one has ever been more disappointed in me than when I told PG that I was hiring a CEO,” Ryan remembers. Paul first asked Ryan if Flexport was his life’s work, to which he answered “Yes.” “Then why would you ever leave?” Paul asked. Ryan said he thought the new CEO would be better for the company. “That’s like saying some other guy is going to be a better husband for your wife!” PG exclaimed. “It might be true, but you don’t act on it!” Then PG offered Ryan the following advice: “If this is your life’s work, and you think he’s better than you. You need to go learn all of the things that he’s better than you at so that you can come back and do the job.” And that’s exactly what Ryan did. After a year, he returned as CEO of Flexport. Source: Kleiner Perkins (Apr 2025)

Startup Archive

44,489 просмотров • 4 дней назад

TikTok's Revolutionary Idea: Making Discovery a Meritocracy On E212, coatue.thomas told a story of meeting TikTok's founder and being blown away by his simple idea that changed social media forever: "When I met the founder, his view was, 'If I have a great piece of content, how can I have it be shared?'" "If you share it on Instagram, the only way people see it is if you had a lot of followers." "And so he just had a really simple idea and he said, 'What if I take every piece of content that's uploaded into the system and I show it to at least one other user.'" "'So no matter what that content is, at least one person will see it, even if you have no followers.'" "And then based on whether that person views it or how long, I might show it to another user. And then a third, and a fourth." "And it was such a revolutionary idea and it really resonated with me at the time." "It just goes to show how we're in an idea business. And when you have a truly revolutionary idea, it can get really big." "The whole genesis of TikTok came from that really simple concept of, your content will be shown, and if people like it, it will be shown to a lot of people."
0:49

TikTok's Revolutionary Idea: Making Discovery a Meritocracy On E212, coatue.thomas told a story of meeting TikTok's founder and being blown away by his simple idea that changed social media forever: "When I met the founder, his view was, 'If I have a great piece of content, how can I have it be shared?'" "If you share it on Instagram, the only way people see it is if you had a lot of followers." "And so he just had a really simple idea and he said, 'What if I take every piece of content that's uploaded into the system and I show it to at least one other user.'" "'So no matter what that content is, at least one person will see it, even if you have no followers.'" "And then based on whether that person views it or how long, I might show it to another user. And then a third, and a fourth." "And it was such a revolutionary idea and it really resonated with me at the time." "It just goes to show how we're in an idea business. And when you have a truly revolutionary idea, it can get really big." "The whole genesis of TikTok came from that really simple concept of, your content will be shown, and if people like it, it will be shown to a lot of people."

The All-In Podcast

42,652 просмотров • 1 год назад

I would only blame myself if someone kept taking food off of my plate and eating it. It’s because I didn’t set clear boundaries at all. To be honest I couldn’t even be mad about this because it would be my fault this even happened. But you know very well I’m going to learn my lesson. She obviously is very comfortable doing this, he doesn’t seem to be firm about not letting her do it, the only one he can be mad at is himself. I think he will think twice about continuing to let her get away with it. Years ago, my brother used to do this to me and when I confronted him he laughed but he never stopped doing it, it got old really quick, I was annoyed because it felt like a bullying tactic. It got to the point one day that i had had enough, I made my plate and I dumped a bunch of salt into it knowing he was going to try to eat my food. After one bite he spit it out and he learned his lesson. He never did it again. But he still got mad I did it. Personally I think he was more mad he got caught if anything. I think a simple solution is to double order, that way if someone eats all my food I still have a back up, that could work right? But a part of me feels like that shouldn’t even be necessary. What would you do if someone kept eating off your plate? Would you put your foot down or just stay silent in hopes they don’t do it again. I think I am going to start just smoking more meat on the grill and keeping that up. I always make so much and if people wanna have some I still have plenty.
0:33

I would only blame myself if someone kept taking food off of my plate and eating it. It’s because I didn’t set clear boundaries at all. To be honest I couldn’t even be mad about this because it would be my fault this even happened. But you know very well I’m going to learn my lesson. She obviously is very comfortable doing this, he doesn’t seem to be firm about not letting her do it, the only one he can be mad at is himself. I think he will think twice about continuing to let her get away with it. Years ago, my brother used to do this to me and when I confronted him he laughed but he never stopped doing it, it got old really quick, I was annoyed because it felt like a bullying tactic. It got to the point one day that i had had enough, I made my plate and I dumped a bunch of salt into it knowing he was going to try to eat my food. After one bite he spit it out and he learned his lesson. He never did it again. But he still got mad I did it. Personally I think he was more mad he got caught if anything. I think a simple solution is to double order, that way if someone eats all my food I still have a back up, that could work right? But a part of me feels like that shouldn’t even be necessary. What would you do if someone kept eating off your plate? Would you put your foot down or just stay silent in hopes they don’t do it again. I think I am going to start just smoking more meat on the grill and keeping that up. I always make so much and if people wanna have some I still have plenty.

SonnyBoy🇺🇸

49,509 просмотров • 17 дней назад