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Built a vibe coded equity research tool to read about companies deeply ( 1-2 companies a week ) for self consumption. Been using and evolving it. It has also become a playground for implementing things I read and want to try. Runs on local, powered heavily with Gemini pro...

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Ankur Gupta

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47,248 görüntüleme • 5 ay önce •via X (Twitter)

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Peter Thiel: Europe will never have massive tech companies because they fear success. "In Silicon Valley, there's this pornography of failure. You talk about all your failures, and this somehow means you're going to succeed." "In the social democratic European societies, it's acceptable to be moderately successful, it's not acceptable to be wildly successful. If you have a successful company that's starting to grow, it will get short-circuited, and you'll sell the company. You'll never get to an enormous company if you sell it along the way." "The single most important decision in the history of Facebook— summer of 2006. It was two years into the company. We got an acquisition offer for $1B from Yahoo to buy the company. There were three of us on the board— Mark Zuckerberg, myself, and another VC. We had a meeting to decide if we should take the $1B." "The two of us thought it was a lot of money, we should maybe take it. Mark started the board meeting— 'this is a pro forma thing, we're just going to talk about this for 10 minutes. Obviously we're not taking it.'" "Any super big tech company is one where you've been offered multiple times for people to buy it, and you've chosen never to sell it. You're not that afraid of success." "In Europe, the answer is to check out sooner rather than later and go back to the decade-long vacation that people are on in Europe."
2:51

Peter Thiel: Europe will never have massive tech companies because they fear success. "In Silicon Valley, there's this pornography of failure. You talk about all your failures, and this somehow means you're going to succeed." "In the social democratic European societies, it's acceptable to be moderately successful, it's not acceptable to be wildly successful. If you have a successful company that's starting to grow, it will get short-circuited, and you'll sell the company. You'll never get to an enormous company if you sell it along the way." "The single most important decision in the history of Facebook— summer of 2006. It was two years into the company. We got an acquisition offer for $1B from Yahoo to buy the company. There were three of us on the board— Mark Zuckerberg, myself, and another VC. We had a meeting to decide if we should take the $1B." "The two of us thought it was a lot of money, we should maybe take it. Mark started the board meeting— 'this is a pro forma thing, we're just going to talk about this for 10 minutes. Obviously we're not taking it.'" "Any super big tech company is one where you've been offered multiple times for people to buy it, and you've chosen never to sell it. You're not that afraid of success." "In Europe, the answer is to check out sooner rather than later and go back to the decade-long vacation that people are on in Europe."

Jawwwn

1,680,047 görüntüleme • 6 ay önce

A new way of working. And a scary one at that. Memory Store is one of a group of new kinds of AI-first companies that can turn you into a Fast Company. I’m using several of them on my desktop and they are a dramatically new way to work. It builds a memory for: 1. Your AI agents. 2. Any employee using it. 3. The company itself. I sit down with founder Diwank Singh Tomer, Diwank Singh Tomer, who both freaks me out as well as shows how AI can radically help workers as well as managers. First, why does it freak me out? Well, his AI watches nearly everything a worker does and keeps a “memory” of it. It watches your email. Your calendar. Your Slack. And a whole lot of other things. This can really freak out workers if “forced” on them. And leads to a whole new set of security issues companies need to consider before adopting these things. Such data about a company could give a competitor a HUGE advantage, if leaked. They would know how a company “thinks.” It really is a surveillance system for employees and the company itself. OK, now why would anyone ever use such a thing? Because it gives employees super powers. It makes them more productive. Shows workers a lot of things about themselves, and helps them work and stay on task. It also gives the company super powers. Institutional memory stays with the AI now, even if an employee dies or leaves. As companies move to “AI First” approaches, they will increasingly see the value in companies like Memory Store. It prepares employees for meetings. It helps them remember things. It shows them what they should be working on, and helps them do it. Memory Store builds a memory for: 1. Your agents. 2. Your company. 3. Yourself, or any employee on it. This helps all three work better together. Diwank Singh Tomer and I go in depth about what it does and how deeply it improves working at a company that deploys it. But to get the ultimate benefits you gotta convince your coworkers to use it. And your managers to approve it. Which means you have to get over your fears and get everyone you work with over theirs too. Which will be the challenge for Diwank. Luckily for him his first customers are raving about how good it is and how much his platform helped their companies. Increases sales. Makes teams more productive. Decreases errors and unnecessary costs. Which tells me everyone soon will be using systems like this. This is what the new way of working looks like. Once I got over my fears it sure is an amazing way to work. Will you try working this way?
52:08

A new way of working. And a scary one at that. Memory Store is one of a group of new kinds of AI-first companies that can turn you into a Fast Company. I’m using several of them on my desktop and they are a dramatically new way to work. It builds a memory for: 1. Your AI agents. 2. Any employee using it. 3. The company itself. I sit down with founder Diwank Singh Tomer, Diwank Singh Tomer, who both freaks me out as well as shows how AI can radically help workers as well as managers. First, why does it freak me out? Well, his AI watches nearly everything a worker does and keeps a “memory” of it. It watches your email. Your calendar. Your Slack. And a whole lot of other things. This can really freak out workers if “forced” on them. And leads to a whole new set of security issues companies need to consider before adopting these things. Such data about a company could give a competitor a HUGE advantage, if leaked. They would know how a company “thinks.” It really is a surveillance system for employees and the company itself. OK, now why would anyone ever use such a thing? Because it gives employees super powers. It makes them more productive. Shows workers a lot of things about themselves, and helps them work and stay on task. It also gives the company super powers. Institutional memory stays with the AI now, even if an employee dies or leaves. As companies move to “AI First” approaches, they will increasingly see the value in companies like Memory Store. It prepares employees for meetings. It helps them remember things. It shows them what they should be working on, and helps them do it. Memory Store builds a memory for: 1. Your agents. 2. Your company. 3. Yourself, or any employee on it. This helps all three work better together. Diwank Singh Tomer and I go in depth about what it does and how deeply it improves working at a company that deploys it. But to get the ultimate benefits you gotta convince your coworkers to use it. And your managers to approve it. Which means you have to get over your fears and get everyone you work with over theirs too. Which will be the challenge for Diwank. Luckily for him his first customers are raving about how good it is and how much his platform helped their companies. Increases sales. Makes teams more productive. Decreases errors and unnecessary costs. Which tells me everyone soon will be using systems like this. This is what the new way of working looks like. Once I got over my fears it sure is an amazing way to work. Will you try working this way?

Robert Scoble

25,975 görüntüleme • 3 ay önce

Elon Musk: Radical deregulation is necessary in Europe. If that means leaving the EU, it means leaving the EU. “Europe is overregulated. There are too many rules and regulations that make it very difficult to create a company and do too much to protect large companies at the expense of small to medium-sized companies. So, the net result is you have a bunch of very small companies in Europe and then it's small number of very large companies, but then not much in the middle. So, there needs to be a way to go from being a small company if you're making great products and services to be able to scale to ultimately become a big company. But you have effectively regulatory capture by the large corporations in Europe. They don't really want to reduce the regulatory burden and they like the fact that the regulations effectively protect their duopolies or monopolies in some cases. So really, I think it's up to the government to say no, we have to foster small companies and allow them to compete and reduce regulations because the regulatory situation in Europe is stifling and Brussels is amplifying that greatly. So you have both the local regulations, the country regulations and then you have the EU regulations. There's so many regulations in Europe, it makes it extremely difficult to start a company and be successful. So, I think radical deregulation is necessary in Europe. And if that means leaving the EU, it means leaving the EU.” From: Interview with Matteo Salvini, April 5, 2025
1:39

Elon Musk: Radical deregulation is necessary in Europe. If that means leaving the EU, it means leaving the EU. “Europe is overregulated. There are too many rules and regulations that make it very difficult to create a company and do too much to protect large companies at the expense of small to medium-sized companies. So, the net result is you have a bunch of very small companies in Europe and then it's small number of very large companies, but then not much in the middle. So, there needs to be a way to go from being a small company if you're making great products and services to be able to scale to ultimately become a big company. But you have effectively regulatory capture by the large corporations in Europe. They don't really want to reduce the regulatory burden and they like the fact that the regulations effectively protect their duopolies or monopolies in some cases. So really, I think it's up to the government to say no, we have to foster small companies and allow them to compete and reduce regulations because the regulatory situation in Europe is stifling and Brussels is amplifying that greatly. So you have both the local regulations, the country regulations and then you have the EU regulations. There's so many regulations in Europe, it makes it extremely difficult to start a company and be successful. So, I think radical deregulation is necessary in Europe. And if that means leaving the EU, it means leaving the EU.” From: Interview with Matteo Salvini, April 5, 2025

ELON CLIPS

29,270 görüntüleme • 1 yıl önce

Jade Cargill on why she left AEW for WWE. “It was a couple decisions that made me come to WWE. I mean other than the fact that the machine is ridiculous over here, the connections, the history, the legacy, it's one of one you know. AEW is a new company obviously they're still figuring things out, but that happens in every company right.” “I'm 31, I don't have time to really grow with a company at my age. I have to be in an established company and I have to go over there and let that be known because you can't do this forever and as a woman especially in your 30s. The majority of the fan base is like, 'Okay well it's time for her to like go out by her way, what's next for her?' And let's be real, people want to see regardless if they're good or not, they want to see that 20-something year old on TV rather than that 30-something year old woman on TV. So time is not on my side and I knew I had to make the best decision for me, but not just for me, my family. It gets no better than this.” (2024)
1:12

Jade Cargill on why she left AEW for WWE. “It was a couple decisions that made me come to WWE. I mean other than the fact that the machine is ridiculous over here, the connections, the history, the legacy, it's one of one you know. AEW is a new company obviously they're still figuring things out, but that happens in every company right.” “I'm 31, I don't have time to really grow with a company at my age. I have to be in an established company and I have to go over there and let that be known because you can't do this forever and as a woman especially in your 30s. The majority of the fan base is like, 'Okay well it's time for her to like go out by her way, what's next for her?' And let's be real, people want to see regardless if they're good or not, they want to see that 20-something year old on TV rather than that 30-something year old woman on TV. So time is not on my side and I knew I had to make the best decision for me, but not just for me, my family. It gets no better than this.” (2024)

wrestlescripts 📝

138,403 görüntüleme • 1 ay önce

Jeff Bezos said the AI companies everyone is watching are the smallest part of the story. Bezos: “Today we talk about AI-first companies like OpenAI and Anthropic and Mistral and so on and so on and so on. There are so many startup companies that are kind of AI companies of various kinds, and that’s normal for this phase.” He called it a phase, and phases end. There was such a thing as an internet company for about ten years, and then every company had a website and the word stopped meaning anything. Bezos: “But that is not the biggest impact that AI is gonna have.” The people selling a new technology are always the loudest part of it. The change lands on everyone using it. Bezos: “The biggest impact that AI is gonna have is it is going to affect every company in the world.” Every company. That includes the ones with no engineers, no research budget, and no interest in any of this. Bezos: “It is gonna make their quality go up- And their productivity go up.” Those two numbers decide whether a business survives a decade. He is describing both of them moving everywhere at once, whether or not anyone asked for it. Bezos: “Uh, it- it’s I mean, by every company, I literally mean every company. Every manufacturing company, every hotel, every, you know, consumer products company, et cetera, et cetera, et cetera.” He reached for the word literally because the claim sounds like exaggeration, and he needed it heard as a measurement. Electricity worked the same way. The companies selling generators had a good run, and the bigger fortunes were made by the factories that used them. Factories electrified in the 1890s and productivity barely moved for thirty years. They had swapped the steam engine for one big electric motor and kept the same building, the same belts, the same layout. The gains came when someone put a small motor on every machine and rebuilt the floor around the work instead of around the power source. Same technology, four decades apart. The difference was willingness to change the shape of the company. That gap is opening again. Access to these models is close to universal. Almost nobody has redesigned the actual work around them. The tools that changed the most lives were the ones that stopped being remarkable. Everyone ends up with the same models. The gap comes from who was willing to rebuild around them.
0:44

Jeff Bezos said the AI companies everyone is watching are the smallest part of the story. Bezos: “Today we talk about AI-first companies like OpenAI and Anthropic and Mistral and so on and so on and so on. There are so many startup companies that are kind of AI companies of various kinds, and that’s normal for this phase.” He called it a phase, and phases end. There was such a thing as an internet company for about ten years, and then every company had a website and the word stopped meaning anything. Bezos: “But that is not the biggest impact that AI is gonna have.” The people selling a new technology are always the loudest part of it. The change lands on everyone using it. Bezos: “The biggest impact that AI is gonna have is it is going to affect every company in the world.” Every company. That includes the ones with no engineers, no research budget, and no interest in any of this. Bezos: “It is gonna make their quality go up- And their productivity go up.” Those two numbers decide whether a business survives a decade. He is describing both of them moving everywhere at once, whether or not anyone asked for it. Bezos: “Uh, it- it’s I mean, by every company, I literally mean every company. Every manufacturing company, every hotel, every, you know, consumer products company, et cetera, et cetera, et cetera.” He reached for the word literally because the claim sounds like exaggeration, and he needed it heard as a measurement. Electricity worked the same way. The companies selling generators had a good run, and the bigger fortunes were made by the factories that used them. Factories electrified in the 1890s and productivity barely moved for thirty years. They had swapped the steam engine for one big electric motor and kept the same building, the same belts, the same layout. The gains came when someone put a small motor on every machine and rebuilt the floor around the work instead of around the power source. Same technology, four decades apart. The difference was willingness to change the shape of the company. That gap is opening again. Access to these models is close to universal. Almost nobody has redesigned the actual work around them. The tools that changed the most lives were the ones that stopped being remarkable. Everyone ends up with the same models. The gap comes from who was willing to rebuild around them.

Dustin

71,964 görüntüleme • 9 gün önce

Mark Cuban says AI will split every company into 2 categories within 3 years "When it's all said and done over the next 3 years, there's going to be two types of companies. Those who are great at AI and those who went out of business" "The biggest challenge for a company is going to be for the CEO to make that decision that we're going to have to blow up a lot of what we do to recreate our company" "We hear a lot of stories about huge public companies that spend a lot of money to try to implement AI and it doesn't really get them a return on investment." "Because you already are running your business the way you've always run it." "The things you've considered outsourcing, your customer call centers, AI agents are perfect for. The stuff you would give to an intern, AI agents are perfect for" "But to really take advantage of AI you have to reformulate your business completely to build it on AI"
5:18

Mark Cuban says AI will split every company into 2 categories within 3 years "When it's all said and done over the next 3 years, there's going to be two types of companies. Those who are great at AI and those who went out of business" "The biggest challenge for a company is going to be for the CEO to make that decision that we're going to have to blow up a lot of what we do to recreate our company" "We hear a lot of stories about huge public companies that spend a lot of money to try to implement AI and it doesn't really get them a return on investment." "Because you already are running your business the way you've always run it." "The things you've considered outsourcing, your customer call centers, AI agents are perfect for. The stuff you would give to an intern, AI agents are perfect for" "But to really take advantage of AI you have to reformulate your business completely to build it on AI"

Jaynit

196,784 görüntüleme • 3 ay önce

.Donald J. Trump on granting automatic Green Cards to college graduates: "... What I want to do and what I will do is, you graduate from a college, I think you should get automatically, as part of your diploma, a Green Card to be able to stay in this country." "And that includes junior colleges, too. Anybody graduates from a college, you go in there for two years or four years. If you graduate or you get a doctorate degree from a college, you should be able to stay in this country." "... I know of stories where people graduated ... from a college, and they desperately wanted to stay here." "They had a plan for a company, or a concept, and they can't." "They go back to India, they go back to China. They do the same basic company in those places, and they become multi-billionaires, employing thousands and thousands of people. And it could have been done here." "And a bigger example is that you need a pool of people to work for your companies. You have great companies and they have to be smart people." "You have to be able to recruit these people and keep the people. Somebody graduates at the top of the class, they can't even make a deal with a company because they don't think they're going to be able to stay in the country. That is going to end on day one."
1:45

.Donald J. Trump on granting automatic Green Cards to college graduates: "... What I want to do and what I will do is, you graduate from a college, I think you should get automatically, as part of your diploma, a Green Card to be able to stay in this country." "And that includes junior colleges, too. Anybody graduates from a college, you go in there for two years or four years. If you graduate or you get a doctorate degree from a college, you should be able to stay in this country." "... I know of stories where people graduated ... from a college, and they desperately wanted to stay here." "They had a plan for a company, or a concept, and they can't." "They go back to India, they go back to China. They do the same basic company in those places, and they become multi-billionaires, employing thousands and thousands of people. And it could have been done here." "And a bigger example is that you need a pool of people to work for your companies. You have great companies and they have to be smart people." "You have to be able to recruit these people and keep the people. Somebody graduates at the top of the class, they can't even make a deal with a company because they don't think they're going to be able to stay in the country. That is going to end on day one."

The All-In Podcast

2,542,282 görüntüleme • 2 yıl önce

I asked DrOzCMS why Pfizer—a company with major COVID baggage—was picked to lead the TrumpRx effort. He tells me: “Pfizer is a bellwether. A lot of the other pharmaceutical companies look to it for guidance and leadership. Its CEO… is a leader in the industry, and so when Pfizer was willing to come into the Oval Office and bend the knee… it sends a signal to every other pharmaceutical industry player that this is the way it's going to have to be. And you know what? It's working. They're all coming in.”
1:16

I asked DrOzCMS why Pfizer—a company with major COVID baggage—was picked to lead the TrumpRx effort. He tells me: “Pfizer is a bellwether. A lot of the other pharmaceutical companies look to it for guidance and leadership. Its CEO… is a leader in the industry, and so when Pfizer was willing to come into the Oval Office and bend the knee… it sends a signal to every other pharmaceutical industry player that this is the way it's going to have to be. And you know what? It's working. They're all coming in.”

Glenn Beck

437,478 görüntüleme • 10 ay önce

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."
1:15

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 görüntüleme • 4 ay önce

design is vastly undervalued in the Silicon Valley Brian Chesky who is actually a designer, lays out characteristics of great designers that are actually the exact same for great founders/CEOs. "I design the company. I design the product... and designing starts with curiosity. you have to listen, you have to be curious, you have to understand the problem" he goes deeper into the different steps for creating great products: 1. be curious about the problem 2. distill the problem & simplify its complexity 3. be imaginative and creative in generating solutions this process is something that the greatest companies leverage and should be practiced more by every team in a company. he ends with this amazing ask "for every CEO to have a designer report to them"
2:08

design is vastly undervalued in the Silicon Valley Brian Chesky who is actually a designer, lays out characteristics of great designers that are actually the exact same for great founders/CEOs. "I design the company. I design the product... and designing starts with curiosity. you have to listen, you have to be curious, you have to understand the problem" he goes deeper into the different steps for creating great products: 1. be curious about the problem 2. distill the problem & simplify its complexity 3. be imaginative and creative in generating solutions this process is something that the greatest companies leverage and should be practiced more by every team in a company. he ends with this amazing ask "for every CEO to have a designer report to them"

brett goldstein

132,859 görüntüleme • 2 yıl önce

Launching now: a new way to follow the AI industry. Beta starts now for the next month. A joint project between Unaligned (my company) and Levangie Labs (Brayden Levangie company). It reads 50,000 of you, and follows 8,300 AI companies here on X. And pulls out the best and most interesting. All built with the X API. Check it out: And please sign up for its daily newsletter. Yeah, $25 a month is a lot for many of you, but that will defray the costs and let me expand it to do a lot more than just AI. Also, the same AI agent that built the site, and did EVERYTHING you see can build custom reports for you on literally any tech community here on X. It supports OpenClaw, RSS, and Notebook LM too. And I'll add more from your requests. More:
23:10

Launching now: a new way to follow the AI industry. Beta starts now for the next month. A joint project between Unaligned (my company) and Levangie Labs (Brayden Levangie company). It reads 50,000 of you, and follows 8,300 AI companies here on X. And pulls out the best and most interesting. All built with the X API. Check it out: And please sign up for its daily newsletter. Yeah, $25 a month is a lot for many of you, but that will defray the costs and let me expand it to do a lot more than just AI. Also, the same AI agent that built the site, and did EVERYTHING you see can build custom reports for you on literally any tech community here on X. It supports OpenClaw, RSS, and Notebook LM too. And I'll add more from your requests. More:

Robert Scoble

148,486 görüntüleme • 4 ay önce

Mark Zuckerberg on the importance of engineers if you’re building a technology company “We never thought about ourselves as a website or a social network or anything like that.” Mark believes many companies define themselves too narrowly: “It’s one of the things I observed as soon as I came out to [Silicon] Valley. All these companies that called themselves technology companies were not really set up that way. The CEO wasn’t technical. The board of directors had no one technical on it… And it’s like alright, if that’s your team, then you’re not a technology company.” He believes there’s a balance: “You don’t want everyone to be an engineer because there’s other things that matter too. But if you don’t have a high enough share of the company as engineers, then you’re not a technology company.” This makes sense when you view it in the context of Mark’s strategy for Meta: “I define our strategy as: If we can learn faster than every other company, we’re going to win. We’re going to build a better product than everyone else because we’re going to get it out first, we’re going to have a good feedback loop, and we’re going to learn what people like better than other people.” He concludes: “I think that’s basically the formula. Be a technology company. Build a good foundation. Learn from what other people are focused on in the world. And iterate as quickly as you can.” Video source: Acquired Podcast (2024)
1:18

Mark Zuckerberg on the importance of engineers if you’re building a technology company “We never thought about ourselves as a website or a social network or anything like that.” Mark believes many companies define themselves too narrowly: “It’s one of the things I observed as soon as I came out to [Silicon] Valley. All these companies that called themselves technology companies were not really set up that way. The CEO wasn’t technical. The board of directors had no one technical on it… And it’s like alright, if that’s your team, then you’re not a technology company.” He believes there’s a balance: “You don’t want everyone to be an engineer because there’s other things that matter too. But if you don’t have a high enough share of the company as engineers, then you’re not a technology company.” This makes sense when you view it in the context of Mark’s strategy for Meta: “I define our strategy as: If we can learn faster than every other company, we’re going to win. We’re going to build a better product than everyone else because we’re going to get it out first, we’re going to have a good feedback loop, and we’re going to learn what people like better than other people.” He concludes: “I think that’s basically the formula. Be a technology company. Build a good foundation. Learn from what other people are focused on in the world. And iterate as quickly as you can.” Video source: Acquired Podcast (2024)

Startup Archive

44,116 görüntüleme • 9 ay önce

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.
5:40

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

Jaynit

271,514 görüntüleme • 1 ay önce

Q: Why is company culture important? In the clip below, a16z cofounder Ben Horowitz argues that culture drives how people in your company behave on a daily basis—and particularly, how they behave when you’re not looking. Is that phone call so important I need to return it today or can it wait until tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? Should I go home at 5 p.m. or 8 p.m.? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics? None of these things are in your mission statement or OKRs, but they determine many important things for your company, such as how people experience your company, what you’re like to do business with, what your company is like to work at, etc. And as Ben describes, what drives the culture is all of the little behaviors and cues people take on: “this is what I have to do to succeed in this company.” Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you, but it’s a strategic investment in the company doing things the right way when you are not looking. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake. If you’re looking for a more in-depth guide to culture and how to build a great one, I’d recommend Ben’s book: What You Do Is Who You Are.
2:02

Q: Why is company culture important? In the clip below, a16z cofounder Ben Horowitz argues that culture drives how people in your company behave on a daily basis—and particularly, how they behave when you’re not looking. Is that phone call so important I need to return it today or can it wait until tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? Should I go home at 5 p.m. or 8 p.m.? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics? None of these things are in your mission statement or OKRs, but they determine many important things for your company, such as how people experience your company, what you’re like to do business with, what your company is like to work at, etc. And as Ben describes, what drives the culture is all of the little behaviors and cues people take on: “this is what I have to do to succeed in this company.” Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you, but it’s a strategic investment in the company doing things the right way when you are not looking. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake. If you’re looking for a more in-depth guide to culture and how to build a great one, I’d recommend Ben’s book: What You Do Is Who You Are.

Michael McGuiness

180,646 görüntüleme • 3 yıl önce

Peter Thiel: “disruption” is a horrible buzzword “I don’t think that your goal in starting a company should be to disrupt or destroy a big company. Your goal is to create a successful company. ” He continues: “And this is why I really dislike ‘disruption’ as a buzzword. It is one of the most horrible, overused buzzwords. A disruptive person is someone who looks for trouble and finds it… Napster was a very disruptive company that set out to destroy the music industry… and a year later it was shut down by the government… I think one really shouldn’t take one’s bearings from destroying existing companies.” He argues that he and the PayPal team didn’t really aim to disrupt: “PayPal did create a new payment solution. On some level it constrained what the card companies like Visa, Mastercard, and Amex could do. On some level it extended what they could do. So they didn’t like us that much, but it wasn’t that hostile. It was not a zero-sum disruption dynamic.” He concludes: “I do think that in a lot of these areas, there’s room for growth and your success doesn’t require large existing companies to fail.”
1:20

Peter Thiel: “disruption” is a horrible buzzword “I don’t think that your goal in starting a company should be to disrupt or destroy a big company. Your goal is to create a successful company. ” He continues: “And this is why I really dislike ‘disruption’ as a buzzword. It is one of the most horrible, overused buzzwords. A disruptive person is someone who looks for trouble and finds it… Napster was a very disruptive company that set out to destroy the music industry… and a year later it was shut down by the government… I think one really shouldn’t take one’s bearings from destroying existing companies.” He argues that he and the PayPal team didn’t really aim to disrupt: “PayPal did create a new payment solution. On some level it constrained what the card companies like Visa, Mastercard, and Amex could do. On some level it extended what they could do. So they didn’t like us that much, but it wasn’t that hostile. It was not a zero-sum disruption dynamic.” He concludes: “I do think that in a lot of these areas, there’s room for growth and your success doesn’t require large existing companies to fail.”

Startup Archive

79,645 görüntüleme • 8 ay önce

Run your coding agent on a local model, with QVAC. OpenCode now plugs into a model on your own machine through our official plugin. That changes two things. Privacy by default. Your repo, your prompts, and every command the agent runs stay on your device. No third-party model ever sees your code. For an agent that reads your codebase and runs commands, that is the point, not a nice-to-have. New workflows. With no meter and no rate limit, the agent does not have to stop. Let it loop on a task, refactor a whole repo overnight, or run a watch-build-fix loop that keeps going. Setup takes a few minutes: one line in opencode.json and OpenCode runs on a local QVAC model. In the video demo, it handles three real developer tasks back to back, fully offline.
1:53

Run your coding agent on a local model, with QVAC. OpenCode now plugs into a model on your own machine through our official plugin. That changes two things. Privacy by default. Your repo, your prompts, and every command the agent runs stay on your device. No third-party model ever sees your code. For an agent that reads your codebase and runs commands, that is the point, not a nice-to-have. New workflows. With no meter and no rate limit, the agent does not have to stop. Let it loop on a task, refactor a whole repo overnight, or run a watch-build-fix loop that keeps going. Setup takes a few minutes: one line in opencode.json and OpenCode runs on a local QVAC model. In the video demo, it handles three real developer tasks back to back, fully offline.

QVAC

11,382,628 görüntüleme • 1 ay önce

WOW 🚨 The Companies doing the North Carolina Hurricane Helene victim’s home inspections listed on the FEMA website are owned by Vanguard & BlackRock So the same company that owns majority of the lithium mine in the area will be inspecting the victim’s properties they want.. what are the odds! “They want to you don't want to pay attention to this one so who is going to inspect the homes that are damaged or gone in North Carolina well recently brought to me by the American thinker and my brother Mike you sent me the story If you go to the FEMA contract page, you will notice if you search for home inspections, that two companies appear. One is Vanguard and the other one is WSP, who is a Canadian company that is mainly owned by the Canadian pension board. Almost, well, right at a little over 18 million shares represents 15% of its ownership. Now the other piece of the puzzle of who owns WSP is two companies that we well know. One of them being Vanguard. Oh by the way this is all speculation because it's truth right? You only speculate because it's true. The other company that owns it is Vanguard. They represent almost 3% of the ownership of WSP, right a little bit over 3 million shares that company. And the other company is that good old company called BlackRock.” Who will be doing the Home inspections for FEMA in Carolina / Florida -> The same people who own the majority of Ablemarle, the lithium mining company in Kings Mountain..
7:16

WOW 🚨 The Companies doing the North Carolina Hurricane Helene victim’s home inspections listed on the FEMA website are owned by Vanguard & BlackRock So the same company that owns majority of the lithium mine in the area will be inspecting the victim’s properties they want.. what are the odds! “They want to you don't want to pay attention to this one so who is going to inspect the homes that are damaged or gone in North Carolina well recently brought to me by the American thinker and my brother Mike you sent me the story If you go to the FEMA contract page, you will notice if you search for home inspections, that two companies appear. One is Vanguard and the other one is WSP, who is a Canadian company that is mainly owned by the Canadian pension board. Almost, well, right at a little over 18 million shares represents 15% of its ownership. Now the other piece of the puzzle of who owns WSP is two companies that we well know. One of them being Vanguard. Oh by the way this is all speculation because it's truth right? You only speculate because it's true. The other company that owns it is Vanguard. They represent almost 3% of the ownership of WSP, right a little bit over 3 million shares that company. And the other company is that good old company called BlackRock.” Who will be doing the Home inspections for FEMA in Carolina / Florida -> The same people who own the majority of Ablemarle, the lithium mining company in Kings Mountain..

Wall Street Apes

1,534,113 görüntüleme • 1 yıl önce

Chris Camillo reacts to Grant Cardone saying you can make $1,000,000/year as an AI consultant “I said the same thing on your show and got 4,000,000 views in two days on X.” “He stole it from me. I think he stole it from me. Because what I said was that you can make $500,000 a year basically doing exactly that. I said you go into a company and you say, 'Give me one problem that you have.' And the problem could be as simple as, 'We're missing phone calls every night and because we're missing those phone calls because we close at five or six, they call one of our competitors.' Create an AI widget to answer those calls, figure out what the issue is, immediately send responses out, inform the entire company, so the next morning you already have a lead sheet, you're already engaging with that customer, and you never lose that customer. You could potentially increase a company's revenue by 10 or 15%. Small businesses, HVAC companies, plumbing companies, doesn't matter what it is. You can just go company to company and say, 'I'm going to fix simple problems like that for you.' Put them on a monthly retainer and make half a million dollars a year just having"
1:12

Chris Camillo reacts to Grant Cardone saying you can make $1,000,000/year as an AI consultant “I said the same thing on your show and got 4,000,000 views in two days on X.” “He stole it from me. I think he stole it from me. Because what I said was that you can make $500,000 a year basically doing exactly that. I said you go into a company and you say, 'Give me one problem that you have.' And the problem could be as simple as, 'We're missing phone calls every night and because we're missing those phone calls because we close at five or six, they call one of our competitors.' Create an AI widget to answer those calls, figure out what the issue is, immediately send responses out, inform the entire company, so the next morning you already have a lead sheet, you're already engaging with that customer, and you never lose that customer. You could potentially increase a company's revenue by 10 or 15%. Small businesses, HVAC companies, plumbing companies, doesn't matter what it is. You can just go company to company and say, 'I'm going to fix simple problems like that for you.' Put them on a monthly retainer and make half a million dollars a year just having"

The Iced Coffee Hour

58,940 görüntüleme • 2 ay önce

“Geniuses only.” Nivi: To me, the missing ingredient in most people’s recruiting is intolerance. You should really just treat every employee in the company, including yourself, as an enemy agent that’s trying to destroy the company by bringing mediocre talent into the business. It’s unfortunately just the nature of human nature. Naval: My co-founder and I have a new criterion in our company: “Geniuses only.” It’s a harsh word, but it sets a very high bar. You can just look around for who’s not a genius. The only way you’re going to attract geniuses—whatever that term means to you—is by having a company full of geniuses. And if someone’s not a genius, then either you’re transitioning into the phase where you can no longer hire geniuses and you just need to scale up for whatever reason, or you can just show that person the door because you hired them prematurely for the kind of company you’re trying to build. Now, this is very difficult. You’re lucky if you can hire one genius a month. You as a founder have to identify them and do whatever it takes to recruit them and motivate them. So it’s inherently self-limiting. Given that a person probably isn’t going to stick around your company for more than three, four, five years—although in some great companies, people stick around for decades—at that attrition rate you’re talking about a 30 to 50 person company. But if you can even assemble a team of 10 geniuses, you’re way ahead of everybody else. At most companies—the successful ones—the founders, and maybe a few early people are at the genius level. But in the urge and the rush to scale, that gets drowned out too quickly.
1:30

“Geniuses only.” Nivi: To me, the missing ingredient in most people’s recruiting is intolerance. You should really just treat every employee in the company, including yourself, as an enemy agent that’s trying to destroy the company by bringing mediocre talent into the business. It’s unfortunately just the nature of human nature. Naval: My co-founder and I have a new criterion in our company: “Geniuses only.” It’s a harsh word, but it sets a very high bar. You can just look around for who’s not a genius. The only way you’re going to attract geniuses—whatever that term means to you—is by having a company full of geniuses. And if someone’s not a genius, then either you’re transitioning into the phase where you can no longer hire geniuses and you just need to scale up for whatever reason, or you can just show that person the door because you hired them prematurely for the kind of company you’re trying to build. Now, this is very difficult. You’re lucky if you can hire one genius a month. You as a founder have to identify them and do whatever it takes to recruit them and motivate them. So it’s inherently self-limiting. Given that a person probably isn’t going to stick around your company for more than three, four, five years—although in some great companies, people stick around for decades—at that attrition rate you’re talking about a 30 to 50 person company. But if you can even assemble a team of 10 geniuses, you’re way ahead of everybody else. At most companies—the successful ones—the founders, and maybe a few early people are at the genius level. But in the urge and the rush to scale, that gets drowned out too quickly.

Naval

286,476 görüntüleme • 8 ay önce