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calling indie bootstrapped founders on 𝕏 I'm launching a community 🚨 every week people DM me asking to help and mentor them on growth, pricing, product, distribution and 20 other things, and every week I leave most of them on read not because I don't care, because I can't...

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53,812 views • 12 days ago •via X (Twitter)

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“You're not entitled to get what you want. I love you. You're entitled to earn what you're willing to go work for. And that's true in our families, in our parenting, in our marriage, in our companies, in society. If we want it, go earn it. If that's positivity, have positivity. I think and I am a positive person. I am jacked. I am excited. Obviously, you can feel my energy through technology here, I hope. Frankly, think positive people just need to get a lot stronger. I really do. I mean, I don't want to call them weak because people hear that differently but it kind of is. Look, if you want that positivity to stick, you’ve got to get tougher. Not sacrifice your love and your care and your empathy, but you got to get tough. And then we have to figure out how to love the people who are cynical because I don't think there's a ton of bad people in the world and I don't think there's a ton of bad people on teams. But I do think there are people who've been burned out. I do think there are people who have been through things in their lives. They've been through things in their company. They're experiencing stuff somewhere else. For whatever reason, they just kind of got run down and cynical and negative, or whatever. Or they're just wired a little different than we are. And I don't to hate on those people. I want to win those people. They don't have to be like me. They don't have to have my energy. But I want those people on my team. I want to love those people. And if eventually they choose that they don't believe in the same things that I believe in, I want to make it really clear and obvious that they don't want to be on this team because we're not about that. You know what I'm saying? I want it to be very easy, obvious, that, ‘Hey I should not be on this team. Because this team is full of very positive people who have great energy and talk to people, not about them.’ And we solve problems. We don't complain. We don't get defensive. We're real. I recognize I'm imperfect and I'm vulnerable to show you that about me. I want to be on that kind of a team. And if there's somebody who doesn’t believe in that stuff, I want to make it really easy for them to say, ‘Look, I don't want to be on this team. I don't wanna live like you guys live. I don't want do what you guys do.’ And then I really hope that that person leaves us and goes and joins our competitor.”
1:58

“You're not entitled to get what you want. I love you. You're entitled to earn what you're willing to go work for. And that's true in our families, in our parenting, in our marriage, in our companies, in society. If we want it, go earn it. If that's positivity, have positivity. I think and I am a positive person. I am jacked. I am excited. Obviously, you can feel my energy through technology here, I hope. Frankly, think positive people just need to get a lot stronger. I really do. I mean, I don't want to call them weak because people hear that differently but it kind of is. Look, if you want that positivity to stick, you’ve got to get tougher. Not sacrifice your love and your care and your empathy, but you got to get tough. And then we have to figure out how to love the people who are cynical because I don't think there's a ton of bad people in the world and I don't think there's a ton of bad people on teams. But I do think there are people who've been burned out. I do think there are people who have been through things in their lives. They've been through things in their company. They're experiencing stuff somewhere else. For whatever reason, they just kind of got run down and cynical and negative, or whatever. Or they're just wired a little different than we are. And I don't to hate on those people. I want to win those people. They don't have to be like me. They don't have to have my energy. But I want those people on my team. I want to love those people. And if eventually they choose that they don't believe in the same things that I believe in, I want to make it really clear and obvious that they don't want to be on this team because we're not about that. You know what I'm saying? I want it to be very easy, obvious, that, ‘Hey I should not be on this team. Because this team is full of very positive people who have great energy and talk to people, not about them.’ And we solve problems. We don't complain. We don't get defensive. We're real. I recognize I'm imperfect and I'm vulnerable to show you that about me. I want to be on that kind of a team. And if there's somebody who doesn’t believe in that stuff, I want to make it really easy for them to say, ‘Look, I don't want to be on this team. I don't wanna live like you guys live. I don't want do what you guys do.’ And then I really hope that that person leaves us and goes and joins our competitor.”

Brian Kight

38,031 views • 1 year ago

Interviewer: "That you really didn't like firing people and very seldom did. Can you elaborate on that?" Nvidia CEO: "I'd rather improve you than give up on you. I used to clean bathrooms and now I'm the CEO of a company. I'm pretty certain you can learn this. There are a lot of things in life that you can learn and you just have to be given the opportunity. I don't like giving up on people because of that, and so I'd rather torture them into greatness. I don't like working with new people because I've deposited so much pain, suffering, knowledge, all that life experience I've encoded it in the people I've worked with. You wanna carry it on to the next level. So I'd rather torture you into greatness because..."
0:45

Interviewer: "That you really didn't like firing people and very seldom did. Can you elaborate on that?" Nvidia CEO: "I'd rather improve you than give up on you. I used to clean bathrooms and now I'm the CEO of a company. I'm pretty certain you can learn this. There are a lot of things in life that you can learn and you just have to be given the opportunity. I don't like giving up on people because of that, and so I'd rather torture them into greatness. I don't like working with new people because I've deposited so much pain, suffering, knowledge, all that life experience I've encoded it in the people I've worked with. You wanna carry it on to the next level. So I'd rather torture you into greatness because..."

Ganesh Sonawane

868,967 views • 7 months ago

"At school or university, the thing is to be brilliant and to get the answer right first time. And there are brilliant people who can do that, but for the rest of us, we're not brilliant. And to get there, we have to strive and we have to go through failure. And we realize that you don't get it right first time, you don't get it right second time. In my case, and I counted it, it's 5,127 times. One of the things I always want to say is that sounds like a struggle. It was a struggle, but actually it was a hugely enjoyable struggle. The debt was mounting and I had three children, a wife and a home, and then a mortgage to pay, like everybody else. But I had a real point in life, I had a real aim and I had to get there. And the failures were interesting because I'd learned from every single one of them."
0:51

"At school or university, the thing is to be brilliant and to get the answer right first time. And there are brilliant people who can do that, but for the rest of us, we're not brilliant. And to get there, we have to strive and we have to go through failure. And we realize that you don't get it right first time, you don't get it right second time. In my case, and I counted it, it's 5,127 times. One of the things I always want to say is that sounds like a struggle. It was a struggle, but actually it was a hugely enjoyable struggle. The debt was mounting and I had three children, a wife and a home, and then a mortgage to pay, like everybody else. But I had a real point in life, I had a real aim and I had to get there. And the failures were interesting because I'd learned from every single one of them."

David Senra

137,486 views • 7 months ago

Takeaways from Adora Cheung about Health, Company Building, and being a YC partner: On traits of top Y Combinator founders: 'Witnessing successful founders makes you realize that there are many paths to success, and there's no one way only. You learn to be less judgy.' 'Good founders take setbacks in stride, learn quickly, and move on without letting these setbacks significantly derail their progress.' Resilience and the ability to move quickly are key traits. 'Obsessively talking to users, working smart, and building a great product based on that.' On challenges with the healthcare system ' When you ask a physician for blood tests, they say you are too young, not sick enough, that the insurance will not pay for it, and it's difficult to have a preventative approach.' On hiring for positions you don't understand 'You have to try to do it yourself first. That's the best way to get in the position to judge. If it's something you can't do, get around people who are experts and can teach you.'
47:55

Takeaways from Adora Cheung about Health, Company Building, and being a YC partner: On traits of top Y Combinator founders: 'Witnessing successful founders makes you realize that there are many paths to success, and there's no one way only. You learn to be less judgy.' 'Good founders take setbacks in stride, learn quickly, and move on without letting these setbacks significantly derail their progress.' Resilience and the ability to move quickly are key traits. 'Obsessively talking to users, working smart, and building a great product based on that.' On challenges with the healthcare system ' When you ask a physician for blood tests, they say you are too young, not sick enough, that the insurance will not pay for it, and it's difficult to have a preventative approach.' On hiring for positions you don't understand 'You have to try to do it yourself first. That's the best way to get in the position to judge. If it's something you can't do, get around people who are experts and can teach you.'

Kyriakos Eleftheriou

16,187 views • 2 years ago

I was wrong. I used to think the best founders kept their heads down, stayed off social, and just built. But the game has shifted. The best AI founders now understand: momentum IS the moat. It's not enough to build fast - you need the market to see you building fast. In AI, where technology advantages erode quickly, you need to marry product velocity with distribution. Because if a tree falls in the forest and no one hears it, did it make a sound?
1:17

I was wrong. I used to think the best founders kept their heads down, stayed off social, and just built. But the game has shifted. The best AI founders now understand: momentum IS the moat. It's not enough to build fast - you need the market to see you building fast. In AI, where technology advantages erode quickly, you need to marry product velocity with distribution. Because if a tree falls in the forest and no one hears it, did it make a sound?

Bryan Kim

30,353 views • 11 months ago

CEO of JPMorgan, Jamie Dimon, shares his top career advice: "Work hard. There's no such thing as success without hard work. So some people have this quick get-rich-quick notion. I've never seen it. I mean, maybe it's like a casino. Maybe it's happened, but it's not the normal way. Second, you're going to spend your life learning. You know, I read four or five newspapers every morning. I read tons of stuff. I read everything that people send me. When you go out on the road, learn, learn, learn. You learn from clients, learn from competitors. When we meet with small businesses, you're always learning. And that could be a small thing that someone said, why do you do this? You say, my God, we should do that differently. It's a very large thing. Even innovation sometimes is not an aha. It's a lot of little things added on top of each other. The iPhone was 3G. You know, the glass, the semiconductors, the batteries. It wasn't one thing that created an iPhone. So learn, learn, learn. Treat people the way you want to be treated. You know, like have respect for people and be willing to change your job a little bit. Don't worry about your income level. You know people focus. Oh my god. I take that job I love the people but it's less money. Y ou know what sometimes it's the absolute right thing to do So be a little bit of flexible and the job you take and try you know in your in your lifetime. You should be prepared to do a bunch of different things. We tell people it's your job to take care of your mind, your body, your spirit, your soul, your friends, your family. You need to do that at any level because if you don't know you probably won't be a particularly productive worker we can help and but we can't do it for you. We can provide opportunities, but we can't do it for you. Second, you know, when you're... Wait, so what does that mean? You want people to basically say, I'm going to leave, I've got to... Yes. You've got to go take care of your kid's baseball game. You don't feel well. You need a spiritual getaway. You should do those things, and it can be done. Most of the people in my life who are always fringy, they can't get it done, I always tell them, it's you. It's not the company. There are a lot of people doing that exact same job, and they're always at peace and at ease, and they have their family time. You know, if you're a male who just had a bunch of babies, you know, maybe you can't play golf every day in the weekends. Maybe you got to just cut back on other things and focus on that. You can't give kids, for example, quality time only. You don't get the quality without quantity. And I tell people, so you have to arrange your life so it works for you in a way that you're taking care of your health. When I go travel overseas, I schedule exercise time. Management is get it done, follow up, discipline, planning, analysis, facts, facts, facts, analysis, get the right people in the room. You know, kill the bureaucracy, all these various things are going to get done, which if you don't, you won't be particularly good. But the real keys to leadership aren't just doing that or making sure it's done, but having people who want to work at the place. So you might want to work for me if you trust me. If you know what I care about is the client, the country, something different. If the person's selfish, you know, blames you and takes the credit, you're not going to want to work there. So to me, humility openness, fairness, being authentic, that's what creates leadership. Not that they're the smartest person in the room or the hardest working person in the room. And you can, you know, if you made a list of good CEOs, it's not their charisma, it's not always their brainpower, but you won't be a good CEO without that because people want to work there. And so to me, that is a whole different way of making sure you manage it."
3:11

CEO of JPMorgan, Jamie Dimon, shares his top career advice: "Work hard. There's no such thing as success without hard work. So some people have this quick get-rich-quick notion. I've never seen it. I mean, maybe it's like a casino. Maybe it's happened, but it's not the normal way. Second, you're going to spend your life learning. You know, I read four or five newspapers every morning. I read tons of stuff. I read everything that people send me. When you go out on the road, learn, learn, learn. You learn from clients, learn from competitors. When we meet with small businesses, you're always learning. And that could be a small thing that someone said, why do you do this? You say, my God, we should do that differently. It's a very large thing. Even innovation sometimes is not an aha. It's a lot of little things added on top of each other. The iPhone was 3G. You know, the glass, the semiconductors, the batteries. It wasn't one thing that created an iPhone. So learn, learn, learn. Treat people the way you want to be treated. You know, like have respect for people and be willing to change your job a little bit. Don't worry about your income level. You know people focus. Oh my god. I take that job I love the people but it's less money. Y ou know what sometimes it's the absolute right thing to do So be a little bit of flexible and the job you take and try you know in your in your lifetime. You should be prepared to do a bunch of different things. We tell people it's your job to take care of your mind, your body, your spirit, your soul, your friends, your family. You need to do that at any level because if you don't know you probably won't be a particularly productive worker we can help and but we can't do it for you. We can provide opportunities, but we can't do it for you. Second, you know, when you're... Wait, so what does that mean? You want people to basically say, I'm going to leave, I've got to... Yes. You've got to go take care of your kid's baseball game. You don't feel well. You need a spiritual getaway. You should do those things, and it can be done. Most of the people in my life who are always fringy, they can't get it done, I always tell them, it's you. It's not the company. There are a lot of people doing that exact same job, and they're always at peace and at ease, and they have their family time. You know, if you're a male who just had a bunch of babies, you know, maybe you can't play golf every day in the weekends. Maybe you got to just cut back on other things and focus on that. You can't give kids, for example, quality time only. You don't get the quality without quantity. And I tell people, so you have to arrange your life so it works for you in a way that you're taking care of your health. When I go travel overseas, I schedule exercise time. Management is get it done, follow up, discipline, planning, analysis, facts, facts, facts, analysis, get the right people in the room. You know, kill the bureaucracy, all these various things are going to get done, which if you don't, you won't be particularly good. But the real keys to leadership aren't just doing that or making sure it's done, but having people who want to work at the place. So you might want to work for me if you trust me. If you know what I care about is the client, the country, something different. If the person's selfish, you know, blames you and takes the credit, you're not going to want to work there. So to me, humility openness, fairness, being authentic, that's what creates leadership. Not that they're the smartest person in the room or the hardest working person in the room. And you can, you know, if you made a list of good CEOs, it's not their charisma, it's not always their brainpower, but you won't be a good CEO without that because people want to work there. And so to me, that is a whole different way of making sure you manage it."

Black Edge

52,072 views • 4 months ago

Madonna on yoga: "The whole thing about yoga is that you could just sit in a lotus position and you're doing yoga. You could just take a walk on a beach and you're doing yoga. It starts with your state of mind. And you get into a meditative state, and basically the asanas or the poses are just something to do while you're meditating. "It's taught me how to be a lot more flexible — and I don't mean just physically, I mean emotionally. I mean just in terms of how I look at the world, how I look at other people, how I am with other people. And I've learned to be not only easier on myself, but also on other people in terms of my expectations. "And it gives me a certain kind of centredness and serenity that I don't think I had before. I mean, it gives me so much, and the more I talk about it, the more trivial it sounds. It's been a great influence."
0:51

Madonna on yoga: "The whole thing about yoga is that you could just sit in a lotus position and you're doing yoga. You could just take a walk on a beach and you're doing yoga. It starts with your state of mind. And you get into a meditative state, and basically the asanas or the poses are just something to do while you're meditating. "It's taught me how to be a lot more flexible — and I don't mean just physically, I mean emotionally. I mean just in terms of how I look at the world, how I look at other people, how I am with other people. And I've learned to be not only easier on myself, but also on other people in terms of my expectations. "And it gives me a certain kind of centredness and serenity that I don't think I had before. I mean, it gives me so much, and the more I talk about it, the more trivial it sounds. It's been a great influence."

Rakesh Krishnan Simha

84,305 views • 2 months ago

Hospital WHISTLEBLOWER 🚨 New policy is making emergency room employees hand out papers to “old people” saying they will be billed $3,500 per day if their insurance doesn’t cover their visit She says this is to scare them from staying for the health insurance companies “I’m having a moral and ethical dilemma and I don't know who else to share it with. I work at a hospital in an emergency room and part of my job is to deal with insurance stuff and the hospital I work for now has added this paper that I have to give to old people and try to make them sign who are in the emergency room and sometimes people like can go to get physical therapy and stay at a nursing home from the emergency room and we just hold them there until it's time to go based on their insurance. But they want me to give these poor old people this piece of paper that says you may have to pay $3,500 a day for your stay if your insurance doesn't cover it. And it feels so dirty and I feel like a shitty human for having to give these things out and yeah, what do you do? What do you do? I'm feeling the malicious compliance but I don't know what else to do.”
1:00

Hospital WHISTLEBLOWER 🚨 New policy is making emergency room employees hand out papers to “old people” saying they will be billed $3,500 per day if their insurance doesn’t cover their visit She says this is to scare them from staying for the health insurance companies “I’m having a moral and ethical dilemma and I don't know who else to share it with. I work at a hospital in an emergency room and part of my job is to deal with insurance stuff and the hospital I work for now has added this paper that I have to give to old people and try to make them sign who are in the emergency room and sometimes people like can go to get physical therapy and stay at a nursing home from the emergency room and we just hold them there until it's time to go based on their insurance. But they want me to give these poor old people this piece of paper that says you may have to pay $3,500 a day for your stay if your insurance doesn't cover it. And it feels so dirty and I feel like a shitty human for having to give these things out and yeah, what do you do? What do you do? I'm feeling the malicious compliance but I don't know what else to do.”

Wall Street Apes

1,154,662 views • 1 year ago

For months, I've been quietly building a prototype of something just because I want it to exist. Papyrus is a word processor, editor, proofreader, fact-checker, deep researcher, brainstorming partner, all in one. It takes your rough draft and helps you skip three revisions. Now I'm considering pivoting my whole team to build it out, but first, I need your vote. You email is your vote. LINK IN COMMENTS. I don't even care if you use some email you never look at and just use for sign ups. To me one email is one vote and says, go ahead and build this damn thing out and make it awesome. I built it because today's apps are the bloated dial-ups of writing (Word, GDocs). They've got a hundred freaking buttons I don't need and bury the ones I do need. Or they're AI marketing slop toys that promise to read my mind and pump out garbage. They just don't get the real work of writing and they don't get me. I want a clean, focused space with a real AI co-pilot. I don't need it to do the all the writing for me, just like I don't need Claude Code to do all the code for me. I want to work with it. I want a writing partner that acts like a full writing team on-call 24X7: proofreading, fact-checking, and running deep research in the background while I focus on the hard parts. I'm tired of cutting and pasting between a dozen tools so I started writing this thing. But won't the big guys just build something like this? Sure. But it will just bolt your ass into their ecosystem. Google Docs will force Gemini on you. Whatever office suite OpenAI pumps out will only use GPT. I want to use any model. Open or closed. They're commodities. The app is the thing. I want the best tool for the job, GPT-5, Kimi, Qwen, Claude, whatever comes tomorrow. I want a fluid, flexible workspace. I'm building this thing for people who've got critical thinking and who build, who don't want to outsource every damn thing to the machine. So if that's you and you believe this should exist, I really need your vote. Tell me to build it and I'll go all-in and make it a reality. Thanks for giving me a moment of your time.
2:45

For months, I've been quietly building a prototype of something just because I want it to exist. Papyrus is a word processor, editor, proofreader, fact-checker, deep researcher, brainstorming partner, all in one. It takes your rough draft and helps you skip three revisions. Now I'm considering pivoting my whole team to build it out, but first, I need your vote. You email is your vote. LINK IN COMMENTS. I don't even care if you use some email you never look at and just use for sign ups. To me one email is one vote and says, go ahead and build this damn thing out and make it awesome. I built it because today's apps are the bloated dial-ups of writing (Word, GDocs). They've got a hundred freaking buttons I don't need and bury the ones I do need. Or they're AI marketing slop toys that promise to read my mind and pump out garbage. They just don't get the real work of writing and they don't get me. I want a clean, focused space with a real AI co-pilot. I don't need it to do the all the writing for me, just like I don't need Claude Code to do all the code for me. I want to work with it. I want a writing partner that acts like a full writing team on-call 24X7: proofreading, fact-checking, and running deep research in the background while I focus on the hard parts. I'm tired of cutting and pasting between a dozen tools so I started writing this thing. But won't the big guys just build something like this? Sure. But it will just bolt your ass into their ecosystem. Google Docs will force Gemini on you. Whatever office suite OpenAI pumps out will only use GPT. I want to use any model. Open or closed. They're commodities. The app is the thing. I want the best tool for the job, GPT-5, Kimi, Qwen, Claude, whatever comes tomorrow. I want a fluid, flexible workspace. I'm building this thing for people who've got critical thinking and who build, who don't want to outsource every damn thing to the machine. So if that's you and you believe this should exist, I really need your vote. Tell me to build it and I'll go all-in and make it a reality. Thanks for giving me a moment of your time.

Daniel Jeffries

20,811 views • 10 months ago

There are no double-blind, placebo-based randomized controlled trials for the safety of childhood vaccines. They don't exist because the people responsible for them decided not to do them. I know this because in 2017 Robert F. Kennedy Jr and I sat down at the NIH with Francis Collins and Tony Fauci and asked them. We said, we can't find a single placebo-based safety trial for any vaccine on the childhood schedule. Are you doing them, or are we just not seeing them? They told us they don't do those trials because they believe it is unethical to withhold what they consider a beneficial product from a control group. That is the logic. The faith that the product is so valuable that studying it rigorously would be unfair to the people in the trial not getting it. So they never study it. Every vaccine given to every child in America rests on an assumption of safety and nothing more. Marcello Foa
2:32

There are no double-blind, placebo-based randomized controlled trials for the safety of childhood vaccines. They don't exist because the people responsible for them decided not to do them. I know this because in 2017 Robert F. Kennedy Jr and I sat down at the NIH with Francis Collins and Tony Fauci and asked them. We said, we can't find a single placebo-based safety trial for any vaccine on the childhood schedule. Are you doing them, or are we just not seeing them? They told us they don't do those trials because they believe it is unethical to withhold what they consider a beneficial product from a control group. That is the logic. The faith that the product is so valuable that studying it rigorously would be unfair to the people in the trial not getting it. So they never study it. Every vaccine given to every child in America rests on an assumption of safety and nothing more. Marcello Foa

Del Bigtree

116,913 views • 1 month ago

"And so sometimes like God speaks to me, I think primarily God speaks through me through action. And I think he speaks through everyone through action. You know, we like to talk a lot, but not a lot of people like to live it out. And I make mistakes, but I want to try to live it out to the best of my ability. I think secondly, through the way of communication, I've always had a heart to make complex ideas simpler to understand because I'm not a smart guy. I have a hard time reading Shakespeare and complex literature, so I like doing that. But sometimes I'll be sitting and talking with someone, and I feel like God tells me something about the person. They're struggling with something or if they've got a physical ailment and I'll ask. And sometimes it's true. Sometimes it's not. I'm not not discouraged if it's right or wrong, but if it's right, sometimes God speaks through that way. Those are a few ways God speaks through me, but, but the intrusive thing is so beautiful because I think he can speak to everyone intrusively and it is so sweet when it happens. And it was, it was happening this morning to me in the shower, which is so sweet and beautiful, you know. I struggle a lot with what people think about me because I've always struggled with people pleasing before being a Christian. And so, you know, if I'm misunderstood or someone takes something in the way that I didn't say it, I get hurt because I'm like, oh, I didn't mean it that way. Or, you know, whatever. So I'm kind of talking to Jesus and I'm in the shower praying and I'm going, man, God, I want to be more like you. I want to be how you want me to be. I want to love you. And I want to be your son. And I just want to focus on being yours. And I don't want to care what other people think. And this, this and that. And Jesus was speaking to me about some practical things I needed to do. Like it would help you if you, you know, stopped looking at what people say online. It would help if you deleted Instagram. And it would help if you did this. And, it would help if you would just trust other people to do what they're supposed to do. So you can focus on being mine. And I'm sitting there in the shower going like, wow, this is so good. And it's so hard, but it's so good." Bryce Crawford, Minister
1:52

"And so sometimes like God speaks to me, I think primarily God speaks through me through action. And I think he speaks through everyone through action. You know, we like to talk a lot, but not a lot of people like to live it out. And I make mistakes, but I want to try to live it out to the best of my ability. I think secondly, through the way of communication, I've always had a heart to make complex ideas simpler to understand because I'm not a smart guy. I have a hard time reading Shakespeare and complex literature, so I like doing that. But sometimes I'll be sitting and talking with someone, and I feel like God tells me something about the person. They're struggling with something or if they've got a physical ailment and I'll ask. And sometimes it's true. Sometimes it's not. I'm not not discouraged if it's right or wrong, but if it's right, sometimes God speaks through that way. Those are a few ways God speaks through me, but, but the intrusive thing is so beautiful because I think he can speak to everyone intrusively and it is so sweet when it happens. And it was, it was happening this morning to me in the shower, which is so sweet and beautiful, you know. I struggle a lot with what people think about me because I've always struggled with people pleasing before being a Christian. And so, you know, if I'm misunderstood or someone takes something in the way that I didn't say it, I get hurt because I'm like, oh, I didn't mean it that way. Or, you know, whatever. So I'm kind of talking to Jesus and I'm in the shower praying and I'm going, man, God, I want to be more like you. I want to be how you want me to be. I want to love you. And I want to be your son. And I just want to focus on being yours. And I don't want to care what other people think. And this, this and that. And Jesus was speaking to me about some practical things I needed to do. Like it would help you if you, you know, stopped looking at what people say online. It would help if you deleted Instagram. And it would help if you did this. And, it would help if you would just trust other people to do what they're supposed to do. So you can focus on being mine. And I'm sitting there in the shower going like, wow, this is so good. And it's so hard, but it's so good." Bryce Crawford, Minister

Tetragrammaton

98,771 views • 1 month ago

Being rich is not FU MONEY. (sorry for the low volume. there are critters around me) There are many people in this space who are "rich". But they are not free. If you ask a lot of people "What does it mean to be free?" you get 3 core principles. "Being free means to do what I want, when I want, and with whom I want." 1. To do "what you want" you have to know yourself and what makes you happy and fulfilled. To have purpose. 2. "When I want" means time. This is you most precious gift, pleb. I see my last block out there on the horizon being mined. Don't waste time. Understand when you have enough, and get on with your life. 3. "With whom I want" means you need to cultivate deep friendships NOW so that at the end of your life people remember you as someone they admired and loved. There are people in this Bitcoin space who will never have enough things, or enough Bitcoin. They will stand in front of you at a Bitcoin conference and never engage with you while "working the room" with their eyes. You can have FU MONEY sooner than you think. Think quietly on the above and realize it is not a number. It's what is between your ears and in your heart.
2:13

Being rich is not FU MONEY. (sorry for the low volume. there are critters around me) There are many people in this space who are "rich". But they are not free. If you ask a lot of people "What does it mean to be free?" you get 3 core principles. "Being free means to do what I want, when I want, and with whom I want." 1. To do "what you want" you have to know yourself and what makes you happy and fulfilled. To have purpose. 2. "When I want" means time. This is you most precious gift, pleb. I see my last block out there on the horizon being mined. Don't waste time. Understand when you have enough, and get on with your life. 3. "With whom I want" means you need to cultivate deep friendships NOW so that at the end of your life people remember you as someone they admired and loved. There are people in this Bitcoin space who will never have enough things, or enough Bitcoin. They will stand in front of you at a Bitcoin conference and never engage with you while "working the room" with their eyes. You can have FU MONEY sooner than you think. Think quietly on the above and realize it is not a number. It's what is between your ears and in your heart.

George Bodine

73,195 views • 9 months ago

Shayne Coplan, CEO of Polymarket, on why dogfooding your own product is the single best shortcut to building something people want: Shayne is asked what he thinks it takes for a founder to build a successful company. He starts by dismantling the fantasy he once had as a teenager: "When I was in high school, I was always like, man, I'm going to build this side project. It's going to get traction. People are going to give me money, and then I'm going to drop out. And it's going to be like this perfect clean break where I take no risk. Completely did not happen." Shayne dropped out of college at 18, but what followed was nothing like the smooth ride he'd imagined. "There were almost 3 years of like complete brutality of things not working and me trying things and me learning different things and running out of money, stressed about rent, like the whole 9 yards." That stretch taught him the first non-negotiable for any founder: full commitment. "If you really want to do this, if you really feel like it's your calling, don't half-ass it. Go all in. Don't hedge your bets." Shayne Coplan 🦅 continues: "If you're hedging your bets and you kind of haven't cut the rope and you're like, 'Well, I'm still at this, but I'm trying this on the side, whatever.' That's not how great, durable businesses and products start in this day and age. You got to go all in. You got to give it every ounce you got." But going all in is only half the equation. The other half, and the part Shayne believes is the real shortcut, is being one of your own users: "You have to obsess over your customers and people who are using your product. And just the easiest thing to do to build a product company is to use the product yourself and to talk to your own users all the time and triage between what you learn from your users, what you learn from dogfooding your own product, and your product development cycles." He ends with a dose of humility: "It's all I got. I'm still learning honestly."
1:27

Shayne Coplan, CEO of Polymarket, on why dogfooding your own product is the single best shortcut to building something people want: Shayne is asked what he thinks it takes for a founder to build a successful company. He starts by dismantling the fantasy he once had as a teenager: "When I was in high school, I was always like, man, I'm going to build this side project. It's going to get traction. People are going to give me money, and then I'm going to drop out. And it's going to be like this perfect clean break where I take no risk. Completely did not happen." Shayne dropped out of college at 18, but what followed was nothing like the smooth ride he'd imagined. "There were almost 3 years of like complete brutality of things not working and me trying things and me learning different things and running out of money, stressed about rent, like the whole 9 yards." That stretch taught him the first non-negotiable for any founder: full commitment. "If you really want to do this, if you really feel like it's your calling, don't half-ass it. Go all in. Don't hedge your bets." Shayne Coplan 🦅 continues: "If you're hedging your bets and you kind of haven't cut the rope and you're like, 'Well, I'm still at this, but I'm trying this on the side, whatever.' That's not how great, durable businesses and products start in this day and age. You got to go all in. You got to give it every ounce you got." But going all in is only half the equation. The other half, and the part Shayne believes is the real shortcut, is being one of your own users: "You have to obsess over your customers and people who are using your product. And just the easiest thing to do to build a product company is to use the product yourself and to talk to your own users all the time and triage between what you learn from your users, what you learn from dogfooding your own product, and your product development cycles." He ends with a dose of humility: "It's all I got. I'm still learning honestly."

Big Brain Business

10,858 views • 1 month ago

Sequoia's Carl Eschenbach on the founder traits that matter most when scaling a company: "One of the things I absolutely look for is self-awareness in founders, and are they honest about what they’re good at? Because a lot of these founders are just incredibly intelligent human beings, and sometimes they think they can do everything. Do they have the self-awareness to say, 'I need to go get other people as part of the company to help me scale so I can focus on what I’m really good at?'" "There are attributes and characteristics of people that I look for that are way beyond the intelligence side of the equation. You can’t teach grit. You can’t teach drive. You can’t teach a great attitude. You can’t teach determination." "All of those are things that are innate and part of people, and you want to see that in these founders. When you find someone who has that passion, drive, desire, and relentless ability to fight through challenges, issues, and opportunities — and then they have the intellectual horsepower on the other side — when that comes together, that’s a beautiful thing."
1:43

Sequoia's Carl Eschenbach on the founder traits that matter most when scaling a company: "One of the things I absolutely look for is self-awareness in founders, and are they honest about what they’re good at? Because a lot of these founders are just incredibly intelligent human beings, and sometimes they think they can do everything. Do they have the self-awareness to say, 'I need to go get other people as part of the company to help me scale so I can focus on what I’m really good at?'" "There are attributes and characteristics of people that I look for that are way beyond the intelligence side of the equation. You can’t teach grit. You can’t teach drive. You can’t teach a great attitude. You can’t teach determination." "All of those are things that are innate and part of people, and you want to see that in these founders. When you find someone who has that passion, drive, desire, and relentless ability to fight through challenges, issues, and opportunities — and then they have the intellectual horsepower on the other side — when that comes together, that’s a beautiful thing."

TBPN

15,950 views • 4 months ago

Evan Spiegel on the lesson that killed his first startup and led to Snapchat: "We focused on building the perfect product for way too long before we got feedback. We worked for like eighteen months to build this perfect full-featured product, which was in direct contravention to how I was always taught to build things. Build a prototype, build an MVP, get it in front of people, learn as quickly as possible. But we had spent all this time building this perfect piece of software and we hadn't thought enough about distribution. While we built this great piece of software, our competitor at the time, Naviance, had secured distribution through all the different college counselors. What piece of software are you going to choose to help your kid get into college? The one recommended by the college counselors or the one from two kids at Stanford? I think it's a pretty easy choice. So we saw very early that we had no distribution advantage. Even if we loved our software, people weren't going to use it because we didn't have a scalable way to get it in people's hands. Around that time when we saw the emergence of the App Store on iPhone, it was very clear that was a distribution channel we could really use and benefit from. But we also needed to build things we could build quickly, things we really were going to use together with our friends so we could be the first early customers. Ultimately Peekaboo and Snapchat represented that." This is exactly the asymmetry Peter Thiel describes in Zero to One: superior distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. Thiel puts an even finer point on it: most businesses get zero distribution channels to work. Poor sales rather than bad product is the most common cause of failure. If you can get just one distribution channel to work, you have a great business. Estée Lauder said: it's not enough to have the most wonderful product in the world. You must be able to sell it. Many founders over-index on product perfection and under-invest in distribution. The world is full of great products nobody knows about, and mediocre products with massive distribution that dominate markets. Evan Spiegel lived it. He built the better product, watched it lose, and then built something he could actually distribute.
1:27

Evan Spiegel on the lesson that killed his first startup and led to Snapchat: "We focused on building the perfect product for way too long before we got feedback. We worked for like eighteen months to build this perfect full-featured product, which was in direct contravention to how I was always taught to build things. Build a prototype, build an MVP, get it in front of people, learn as quickly as possible. But we had spent all this time building this perfect piece of software and we hadn't thought enough about distribution. While we built this great piece of software, our competitor at the time, Naviance, had secured distribution through all the different college counselors. What piece of software are you going to choose to help your kid get into college? The one recommended by the college counselors or the one from two kids at Stanford? I think it's a pretty easy choice. So we saw very early that we had no distribution advantage. Even if we loved our software, people weren't going to use it because we didn't have a scalable way to get it in people's hands. Around that time when we saw the emergence of the App Store on iPhone, it was very clear that was a distribution channel we could really use and benefit from. But we also needed to build things we could build quickly, things we really were going to use together with our friends so we could be the first early customers. Ultimately Peekaboo and Snapchat represented that." This is exactly the asymmetry Peter Thiel describes in Zero to One: superior distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. Thiel puts an even finer point on it: most businesses get zero distribution channels to work. Poor sales rather than bad product is the most common cause of failure. If you can get just one distribution channel to work, you have a great business. Estée Lauder said: it's not enough to have the most wonderful product in the world. You must be able to sell it. Many founders over-index on product perfection and under-invest in distribution. The world is full of great products nobody knows about, and mediocre products with massive distribution that dominate markets. Evan Spiegel lived it. He built the better product, watched it lose, and then built something he could actually distribute.

David Senra

27,043 views • 3 months ago

Wow. What a difference. Listen to Joni Ernst opponent, Nathan Sage: “Both my parents died from cancer. Iowa is the second leading state in the country for cancer rates. I know the pain. I feel it every day. My dad is tattooed on me. That's what we've gone through. I understand it on a level that a lot of people don't get it. And I think they see that in me. They know that why I'm here. because you get to the point where you get fed up enough where you're like, you know what? It's time to stand up. It's time to fight. I did it when I was in the military and now it's time to fight for Iowans because I love this country, I love this state and I love these people and I'm going to do whatever I can to help them.”
0:37

Wow. What a difference. Listen to Joni Ernst opponent, Nathan Sage: “Both my parents died from cancer. Iowa is the second leading state in the country for cancer rates. I know the pain. I feel it every day. My dad is tattooed on me. That's what we've gone through. I understand it on a level that a lot of people don't get it. And I think they see that in me. They know that why I'm here. because you get to the point where you get fed up enough where you're like, you know what? It's time to stand up. It's time to fight. I did it when I was in the military and now it's time to fight for Iowans because I love this country, I love this state and I love these people and I'm going to do whatever I can to help them.”

CALL TO ACTIVISM

112,840 views • 1 year ago

Bam Adebayo GOES IN on the critics that says his 83 point game performance is unethical: "For the couch coaches, I mean, if you're in my shoes and you have, first of all, y'all are blaming me. You should be blaming the head coach. Get that first. I was not the one letting me go one-on-one the whole game until I had 70, and then you started to send a double. At that point, I got 70 with, like, what? nine minutes left to go in the game you think i'm not going for it like like and that's the thing that's crazy when they talk about the unethical part of the basketball i'm like if i have 70 points with 9 minutes to go Who would just be like, you know, coach, just take me out. Yeah, right. Anybody in my shoes with nine minutes left? Okay. A minute? All right. Nine? Yeah, I'm going for it. You can't be mad at that. If you are mad, I don't care because a lot of people, they're upset because if they did play, they never had a chance to get that close to chasing greatness. And then if you get that close to chasing greatness, that's the point of chasing it so you can surpass it. And some of the people have never played basketball. So like if you've been in the backyard and you and a couple of your homies have been playing 21 and you got 19. You're not going to get an easy look off. And four, they're going to talk about the free throws. It's not like I shoot 15 free throws a game. It's not like I average 10 free throws a game. You can watch the film. I was legitimately getting fouled every time. So I went to the free throw line."
1:51

Bam Adebayo GOES IN on the critics that says his 83 point game performance is unethical: "For the couch coaches, I mean, if you're in my shoes and you have, first of all, y'all are blaming me. You should be blaming the head coach. Get that first. I was not the one letting me go one-on-one the whole game until I had 70, and then you started to send a double. At that point, I got 70 with, like, what? nine minutes left to go in the game you think i'm not going for it like like and that's the thing that's crazy when they talk about the unethical part of the basketball i'm like if i have 70 points with 9 minutes to go Who would just be like, you know, coach, just take me out. Yeah, right. Anybody in my shoes with nine minutes left? Okay. A minute? All right. Nine? Yeah, I'm going for it. You can't be mad at that. If you are mad, I don't care because a lot of people, they're upset because if they did play, they never had a chance to get that close to chasing greatness. And then if you get that close to chasing greatness, that's the point of chasing it so you can surpass it. And some of the people have never played basketball. So like if you've been in the backyard and you and a couple of your homies have been playing 21 and you got 19. You're not going to get an easy look off. And four, they're going to talk about the free throws. It's not like I shoot 15 free throws a game. It's not like I average 10 free throws a game. You can watch the film. I was legitimately getting fouled every time. So I went to the free throw line."

Ahmed/The Ears/IG: BigBizTheGod 🇸🇴

373,778 views • 4 months ago

Sen. Paul: "If you would spend an hour and go to the SCIF…and just tell both the ranking member and the other, it would be private and won't be revealed. I think it would get this over with and we wouldn't have a complaint about going ahead with the vote tomorrow." Mullin: "I have no issue with that. If you guys get cleared on it, because the way my understanding was that there's only 4 people read in it." Paul: "That would be on you. We're not gonna try to figure out who the four people are and whether we can be of approval to it." Mullin: "I don't have the authority to do that."
2:55

Sen. Paul: "If you would spend an hour and go to the SCIF…and just tell both the ranking member and the other, it would be private and won't be revealed. I think it would get this over with and we wouldn't have a complaint about going ahead with the vote tomorrow." Mullin: "I have no issue with that. If you guys get cleared on it, because the way my understanding was that there's only 4 people read in it." Paul: "That would be on you. We're not gonna try to figure out who the four people are and whether we can be of approval to it." Mullin: "I don't have the authority to do that."

The Bulwark

25,818 views • 4 months ago

Max on the online discourse around Lando: "I don't know why everyone's so doom and gloom about Lando and stuff. I don't get it man." "He himself is feeling not as comfortable with the car and whatever, whatever else is going on. And he's still on the podium and still leading the championship." "He's not put a bad results in. [I] just don't know why there's so much noise, all this and that, I don't get it. Bloke's leading the championship, he's been on the podium every race. And he hasn't been 100% himself in my opinion, there's a lot more in there and in the tank to go for the rest of the year." "There's so much hate? I mean, I feel like we saw- there was so much hate on Vettel when he started to do well, so much hate on Max when he started to do well, this is just sports bro." "I mean, a lot of it's just forced and you can't take notice of it. People do it just to entertain themselves and whatever it may be. The world carries on. [...] But you go into the paddock, be around the whole racing community, he's very loved in the paddock. It's not even a thing. It's not real life that, whatever you guys see [online], it's not real."
2:04

Max on the online discourse around Lando: "I don't know why everyone's so doom and gloom about Lando and stuff. I don't get it man." "He himself is feeling not as comfortable with the car and whatever, whatever else is going on. And he's still on the podium and still leading the championship." "He's not put a bad results in. [I] just don't know why there's so much noise, all this and that, I don't get it. Bloke's leading the championship, he's been on the podium every race. And he hasn't been 100% himself in my opinion, there's a lot more in there and in the tank to go for the rest of the year." "There's so much hate? I mean, I feel like we saw- there was so much hate on Vettel when he started to do well, so much hate on Max when he started to do well, this is just sports bro." "I mean, a lot of it's just forced and you can't take notice of it. People do it just to entertain themselves and whatever it may be. The world carries on. [...] But you go into the paddock, be around the whole racing community, he's very loved in the paddock. It's not even a thing. It's not real life that, whatever you guys see [online], it's not real."

Max Fewtrell Daily

149,440 views • 1 year ago