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Delian noticed something early: Some founders can’t make a single move without asking for advice. Every tiny decision needs validation. He built the opposite way. His mindset was simple: “I want to do this. Here’s the plan. I’m doing it. If you want to invest, great. If not, I’ll... find someone who will.” Then came the real inflection point: working for Keith Rabois Day 1 onboarding was one sentence: “Here’s my calendar. Be in every meeting. Figure out how to be useful.” No instructions. No hand-holding. Just total immersion. And suddenly, at 24, he’s in rooms most people never see: Affirm board meetings with Max Levchin. Khosla partner debates with Vinod, Samir, and David Weiden. Seed rounds. Pre-IPO rounds. Watching a company go from its first board meeting to a $1.5B valuation. Two years of compressed learning. Two years that shaped how he operates today. Not by asking questions, but by figuring it out in real time, at the highest level possible. delianshow more

Dara

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75,192 görüntüleme • 6 ay önce •via X (Twitter)

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Keith Rabois: “I tell founders not to worry about runway. Worry about lift.” “If you think about lift in a plane context, a company is only valuable if you achieve lift. Runway is a tactic for achieving lift, and you may need to extend the runway so that you have more time to get lift. But unless you’re actually achieving lift with that extra time, it doesn’t help you.” Keith continues: “I hate when a founder is like, ‘I want to raise this much money because it gives me two years runway.’… That is a stupid way to think about your fundraising.” Instead, founders should ask themselves what they need to achieve to achieve lift, and then work backwards from that. When Keith invests at Khosla Ventures and Founders Fund, they write internal memos about the three key risks to the company. Usually you can’t achieve all three in one financing, so founders should be asking themselves, What’s the most important inflection? And then structure their financing to achieve that. Keith advises founders that it’s ok to let their runway go very low if they feel like they’re approaching lift: “A lot of founders get very bad advice like ‘Oh, you need to have this much runway or you won’t be able to raise money from strength.’ That’s nonsense. If you have traction - if you hit a viral coefficient of 1 with three months of runway - almost every VC on the planet knows how to invest in that company, and it will not be a problem.” Video source: Khosla Ventures (2024)

Keith Rabois: “I tell founders not to worry about runway. Worry about lift.” “If you think about lift in a plane context, a company is only valuable if you achieve lift. Runway is a tactic for achieving lift, and you may need to extend the runway so that you have more time to get lift. But unless you’re actually achieving lift with that extra time, it doesn’t help you.” Keith continues: “I hate when a founder is like, ‘I want to raise this much money because it gives me two years runway.’… That is a stupid way to think about your fundraising.” Instead, founders should ask themselves what they need to achieve to achieve lift, and then work backwards from that. When Keith invests at Khosla Ventures and Founders Fund, they write internal memos about the three key risks to the company. Usually you can’t achieve all three in one financing, so founders should be asking themselves, What’s the most important inflection? And then structure their financing to achieve that. Keith advises founders that it’s ok to let their runway go very low if they feel like they’re approaching lift: “A lot of founders get very bad advice like ‘Oh, you need to have this much runway or you won’t be able to raise money from strength.’ That’s nonsense. If you have traction - if you hit a viral coefficient of 1 with three months of runway - almost every VC on the planet knows how to invest in that company, and it will not be a problem.” Video source: Khosla Ventures (2024)

Startup Archive

255,957 görüntüleme • 8 ay önce

iPhone co-creator Tony Fadell on how to choose a company to work for The most important question to ask yourself, Tony believes, is: “What do you want to learn, and who do you want to learn from?” He explains: “Don’t just go and say ‘I want to work at Google’ or ‘I want to work at Apple’. You want to go to a certain team with a certain set of people and work with them on something that you’re really curious about… Most people go where they can make the most money in their position, but you should be starting with the ‘why’: what’s your curiosity and what do you want to learn? I took the lowest job on the totem pole at General Magic because I wanted to get in there to work with the right team… The way you figure out what you want to do in life is by figuring out what you don’t want to do.” Video source: Lex Fridman (2022)

iPhone co-creator Tony Fadell on how to choose a company to work for The most important question to ask yourself, Tony believes, is: “What do you want to learn, and who do you want to learn from?” He explains: “Don’t just go and say ‘I want to work at Google’ or ‘I want to work at Apple’. You want to go to a certain team with a certain set of people and work with them on something that you’re really curious about… Most people go where they can make the most money in their position, but you should be starting with the ‘why’: what’s your curiosity and what do you want to learn? I took the lowest job on the totem pole at General Magic because I wanted to get in there to work with the right team… The way you figure out what you want to do in life is by figuring out what you don’t want to do.” Video source: Lex Fridman (2022)

Startup Archive

11,296 görüntüleme • 1 yıl önce

Bartiromo: "There's no ceasefire in place right now...Are we just going to watch the murders continue?" Rubio: "At some point a decision has to be made if a peace deal is possible or not. If at some point it becomes clear that both sides are so dug in that we're just not near a peace deal, then the president will have a decision to make about how much more time do we invest in it and what actions does he take."

Bartiromo: "There's no ceasefire in place right now...Are we just going to watch the murders continue?" Rubio: "At some point a decision has to be made if a peace deal is possible or not. If at some point it becomes clear that both sides are so dug in that we're just not near a peace deal, then the president will have a decision to make about how much more time do we invest in it and what actions does he take."

The Bulwark

40,354 görüntüleme • 10 ay önce

Keith Rabois tells the story of Elon Musk observing interns waiting in line for coffee at SpaceX Keith is asked how Elon Musk gets so much done, to which he replies: “If you approach every day and every week of your life with the question, ‘What did you accomplish this week?’ I think that compounds, and very few people do that. I think that’s the number one ingredient.” As for the second ingredient, Keith tells a story he heard from some friends at SpaceX where Elon observed a line of interns piling up around the coffee machine. This prompted Elon to send a memo to the company asking: “Why are all the interns wasting all this time? If you feel like you have nothing better to do than waiting in line, you’re at the wrong company. And by the way, I’m installing cameras to make sure that we don’t have lines at the coffee shop.” Keith believes that stamping out entitlement and expecting people to accomplish things every day also compounds over decades in Elon’s career. He recalls a principle PayPal cofounder Max Levchin taught him where he compares startups to gas in chemistry: “Gas expands to the size of the container… If you tell people they have a month, it’ll take a month. If you tell people it takes two weeks, it’ll take two weeks. Tell them a week, it’ll take a week. So you want to constantly compress the container size because those accomplishments add up over months, quarters, years, and decades.” Source: Chris Vasquez (Oct 2024)

Keith Rabois tells the story of Elon Musk observing interns waiting in line for coffee at SpaceX Keith is asked how Elon Musk gets so much done, to which he replies: “If you approach every day and every week of your life with the question, ‘What did you accomplish this week?’ I think that compounds, and very few people do that. I think that’s the number one ingredient.” As for the second ingredient, Keith tells a story he heard from some friends at SpaceX where Elon observed a line of interns piling up around the coffee machine. This prompted Elon to send a memo to the company asking: “Why are all the interns wasting all this time? If you feel like you have nothing better to do than waiting in line, you’re at the wrong company. And by the way, I’m installing cameras to make sure that we don’t have lines at the coffee shop.” Keith believes that stamping out entitlement and expecting people to accomplish things every day also compounds over decades in Elon’s career. He recalls a principle PayPal cofounder Max Levchin taught him where he compares startups to gas in chemistry: “Gas expands to the size of the container… If you tell people they have a month, it’ll take a month. If you tell people it takes two weeks, it’ll take two weeks. Tell them a week, it’ll take a week. So you want to constantly compress the container size because those accomplishments add up over months, quarters, years, and decades.” Source: Chris Vasquez (Oct 2024)

Startup Archive

92,806 görüntüleme • 23 gün önce

Palmer Luckey explains why founders need to “make themselves obsolete” “When I started Oculus, I thought I was really good at everything… But I was only the best at a lot of things in our company because I had been negligent in my hiring process.” For example, Palmer was the best optical engineer in the company, but he realized that wasn’t something to be proud of. “That was a failure. I failed my company and my investors by making myself a critical dependency for any of our products. And the reality is I’m actually not a very good optical engineer. I was just the best at Oculus.” Once you start scaling your company, Palmer advises founders: “You have to make it your goal to make yourself obsolete, even at the things you like doing.. And that was really tough for me at Oculus because I realized I was basically playing house. I was sitting around doing things that way better people could be doing faster, more effectively.” He continues: “I give my managers the same mindset. I say, ‘Hey, your job is not to do things. It is to get them done in the best way possible. If that means you do it, then you need to do it… If that means that somebody else needs to get hired to do it, that’s what you need to do—even if you like doing it.’” Video source: Internet Marketing (2021)

Palmer Luckey explains why founders need to “make themselves obsolete” “When I started Oculus, I thought I was really good at everything… But I was only the best at a lot of things in our company because I had been negligent in my hiring process.” For example, Palmer was the best optical engineer in the company, but he realized that wasn’t something to be proud of. “That was a failure. I failed my company and my investors by making myself a critical dependency for any of our products. And the reality is I’m actually not a very good optical engineer. I was just the best at Oculus.” Once you start scaling your company, Palmer advises founders: “You have to make it your goal to make yourself obsolete, even at the things you like doing.. And that was really tough for me at Oculus because I realized I was basically playing house. I was sitting around doing things that way better people could be doing faster, more effectively.” He continues: “I give my managers the same mindset. I say, ‘Hey, your job is not to do things. It is to get them done in the best way possible. If that means you do it, then you need to do it… If that means that somebody else needs to get hired to do it, that’s what you need to do—even if you like doing it.’” Video source: Internet Marketing (2021)

Startup Archive

152,853 görüntüleme • 3 ay önce

Palmer Luckey explains why founders need to “make themselves obsolete” “When I started Oculus, I thought I was really good at everything… But I was only the best at a lot of things in our company because I had been negligent in my hiring process.” For example, Palmer was the best optical engineer in the company, but he realized that wasn’t something to be proud of. “That was a failure. I failed my company and my investors by making myself a critical dependency for any of our products. And the reality is I’m actually not a very good optical engineer. I was just the best at Oculus.” Once you start scaling your company, Palmer advises founders: “You have to make it your goal to make yourself obsolete, even at the things you like doing.. And that was really tough for me at Oculus because I realized I was basically playing house. I was sitting around doing things that way better people could be doing faster, more effectively.” He continues: “I give my managers the same mindset. I say, ‘Hey, your job is not to do things. It is to get them done in the best way possible. If that means you do it, then you need to do it… If that means that somebody else needs to get hired to do it, that’s what you need to do—even if you like doing it.’” Video source: Internet Marketing (2011)

Palmer Luckey explains why founders need to “make themselves obsolete” “When I started Oculus, I thought I was really good at everything… But I was only the best at a lot of things in our company because I had been negligent in my hiring process.” For example, Palmer was the best optical engineer in the company, but he realized that wasn’t something to be proud of. “That was a failure. I failed my company and my investors by making myself a critical dependency for any of our products. And the reality is I’m actually not a very good optical engineer. I was just the best at Oculus.” Once you start scaling your company, Palmer advises founders: “You have to make it your goal to make yourself obsolete, even at the things you like doing.. And that was really tough for me at Oculus because I realized I was basically playing house. I was sitting around doing things that way better people could be doing faster, more effectively.” He continues: “I give my managers the same mindset. I say, ‘Hey, your job is not to do things. It is to get them done in the best way possible. If that means you do it, then you need to do it… If that means that somebody else needs to get hired to do it, that’s what you need to do—even if you like doing it.’” Video source: Internet Marketing (2011)

Startup Archive

159,825 görüntüleme • 10 ay önce

Larry Wheels almost CRASHED OUT on Clavicular for saying he should do whatever he wants 😬 "At the end of the day, you're the man in the relationship. You're, you know, bringing all the bread to the table. It's like, you shouldn't have to be allowed to do anything. You should be able to do whatever you want, right?" "Well, I think, if that's your mindset, you're gonna have a hard time in a relationship. I mean, we've been making this work for five years now, two years married, and if that was my mindset, she would not be here today."

Larry Wheels almost CRASHED OUT on Clavicular for saying he should do whatever he wants 😬 "At the end of the day, you're the man in the relationship. You're, you know, bringing all the bread to the table. It's like, you shouldn't have to be allowed to do anything. You should be able to do whatever you want, right?" "Well, I think, if that's your mindset, you're gonna have a hard time in a relationship. I mean, we've been making this work for five years now, two years married, and if that was my mindset, she would not be here today."

midaqih

395,343 görüntüleme • 3 ay önce

Pavel Durov on why he hasn't had depression in 20 years: "I normally never have depression. I don't remember having depression in the last 20 years, at least maybe when I was a teenager." Pavel's approach to difficult emotions is completely counterintuitive. As he puts it: "I'm a human being like everybody else. I do get to experience emotions and some of them are not very pleasant. But I believe that it's the responsibility of every one of us to cope with these emotions and to learn to work through them." On what creates depression: "Self-discipline is particularly important because without it, how can you overcome this seemingly endless loop of negativity or despair that ultimately leads to depression for some people?" His method: "One of the reasons I don't have depression is I start doing things. I identify the problem, I can see a solution, and I start executing the strategy. If you are stuck in this loop of being worried about something, nothing's ever going to change." The mistake people make: "People often make this mistake thinking 'Oh, I should just have some rest and then regain energy.' This is not how it works. You gain energy by doing something. So you start doing something, then it happens. You feel motivated, you feel inspired, and then ultimately you do something else a little bit more." He continues: "The whole point is to do first and then feel, not feel and then do. Going to the gym is a good example. There are many days when you don't want to start working out. But you have to overcome this initial reluctance and then you get to a point that you enjoy it and you think 'Oh my god, it was such a good idea to come to gym today.'" Action creates energy, not the other way around.

Pavel Durov on why he hasn't had depression in 20 years: "I normally never have depression. I don't remember having depression in the last 20 years, at least maybe when I was a teenager." Pavel's approach to difficult emotions is completely counterintuitive. As he puts it: "I'm a human being like everybody else. I do get to experience emotions and some of them are not very pleasant. But I believe that it's the responsibility of every one of us to cope with these emotions and to learn to work through them." On what creates depression: "Self-discipline is particularly important because without it, how can you overcome this seemingly endless loop of negativity or despair that ultimately leads to depression for some people?" His method: "One of the reasons I don't have depression is I start doing things. I identify the problem, I can see a solution, and I start executing the strategy. If you are stuck in this loop of being worried about something, nothing's ever going to change." The mistake people make: "People often make this mistake thinking 'Oh, I should just have some rest and then regain energy.' This is not how it works. You gain energy by doing something. So you start doing something, then it happens. You feel motivated, you feel inspired, and then ultimately you do something else a little bit more." He continues: "The whole point is to do first and then feel, not feel and then do. Going to the gym is a good example. There are many days when you don't want to start working out. But you have to overcome this initial reluctance and then you get to a point that you enjoy it and you think 'Oh my god, it was such a good idea to come to gym today.'" Action creates energy, not the other way around.

Jaynit

547,006 görüntüleme • 5 ay önce

LazarBeam shares the wisest piece of advice he’s ever been given “I love to just tell people if there’s anything you want to do in life, there is no secret to success. Just do the thing every single day” “Youtube for example, make content every single day, you have no idea what you’re meant to be doing, you have no idea what you’re good at until you make content. Eventually you’ll learn what you’re good at and what the system and the fans want from you” “You do not get anywhere in life without taking the first step, you will never finish the marathon unless you take the first step”

LazarBeam shares the wisest piece of advice he’s ever been given “I love to just tell people if there’s anything you want to do in life, there is no secret to success. Just do the thing every single day” “Youtube for example, make content every single day, you have no idea what you’re meant to be doing, you have no idea what you’re good at until you make content. Eventually you’ll learn what you’re good at and what the system and the fans want from you” “You do not get anywhere in life without taking the first step, you will never finish the marathon unless you take the first step”

Jack

130,098 görüntüleme • 3 ay önce

#WATCH | Guwahati, Assam: On the Asia Cup 2025 trophy row, BCCI Secretary Devajit Saikia says, "So there were a series of meetings in Dubai in the ICC and the final day that was yesterday, there were two meetings. One is the informal board meeting and then followed by the formal board meeting. In both meetings, the Pakistan Cricket Board's chairperson, Mr Mohsin Naqvi, was present. I represented BCCI. During the formal meeting, there was no discussion of this issue because it was not on the agenda. However, at our request, the ICC has facilitated a meeting between Mr Naqvi and me on the sidelines of the board meeting. We had a cordial discussion on the issue. Both sides had understood that this had to be sorted out. Both sides are positive to sort it out at the earliest possible time. So the first step has been taken. So we'll be working on various options for settling it, solving the problem, and breaking the stalemate. So in the coming days, these options will be provided by either side, and we'll work it out with the intermediary part played by one of the senior persons of ICC. So in the coming days, I'm sure with some positive, definitely some positive results is going to come. So we must have a little patience. We are working on it. The other side is also working on it so that the whole thing is settled in a very amicable manner..."

#WATCH | Guwahati, Assam: On the Asia Cup 2025 trophy row, BCCI Secretary Devajit Saikia says, "So there were a series of meetings in Dubai in the ICC and the final day that was yesterday, there were two meetings. One is the informal board meeting and then followed by the formal board meeting. In both meetings, the Pakistan Cricket Board's chairperson, Mr Mohsin Naqvi, was present. I represented BCCI. During the formal meeting, there was no discussion of this issue because it was not on the agenda. However, at our request, the ICC has facilitated a meeting between Mr Naqvi and me on the sidelines of the board meeting. We had a cordial discussion on the issue. Both sides had understood that this had to be sorted out. Both sides are positive to sort it out at the earliest possible time. So the first step has been taken. So we'll be working on various options for settling it, solving the problem, and breaking the stalemate. So in the coming days, these options will be provided by either side, and we'll work it out with the intermediary part played by one of the senior persons of ICC. So in the coming days, I'm sure with some positive, definitely some positive results is going to come. So we must have a little patience. We are working on it. The other side is also working on it so that the whole thing is settled in a very amicable manner..."

ANI

10,379 görüntüleme • 7 ay önce

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

Startup Archive

63,626 görüntüleme • 2 yıl önce

NEW: POTUS says "to be determined," but his meeting in Budapest with Putin is likely to be a "double meeting." "There is a lot of bad blood with the two presidents," he says. "These two leaders do not like each other, and we want to make it comfortable for everybody. So one way or the other, we will be involved in threes, but it may be separated."

NEW: POTUS says "to be determined," but his meeting in Budapest with Putin is likely to be a "double meeting." "There is a lot of bad blood with the two presidents," he says. "These two leaders do not like each other, and we want to make it comfortable for everybody. So one way or the other, we will be involved in threes, but it may be separated."

Mary Margaret Olohan

24,079 görüntüleme • 8 ay önce

He was exonerated after 16 years in prison. Florida got it wrong. He got a second chance. A new life. A settlement. Freedom. Then one traffic stop. One flash of panic. He resisted. Grabbed the deputy by the neck. Fought for control. And just like that, it was over. Shot. Killed on the side of the road. Was it fear? Was it trauma? Did 16 years in a cage make him forget how to be free? But God was with that officer. Outmatched. Alone. Nearly choked out on the highway shoulder. Somehow, he broke free. Found the strength to survive. To go home. Not every hero walks away cheering. Some collapse in tears, knowing they didn’t want it to end this way… but it had to.

He was exonerated after 16 years in prison. Florida got it wrong. He got a second chance. A new life. A settlement. Freedom. Then one traffic stop. One flash of panic. He resisted. Grabbed the deputy by the neck. Fought for control. And just like that, it was over. Shot. Killed on the side of the road. Was it fear? Was it trauma? Did 16 years in a cage make him forget how to be free? But God was with that officer. Outmatched. Alone. Nearly choked out on the highway shoulder. Somehow, he broke free. Found the strength to survive. To go home. Not every hero walks away cheering. Some collapse in tears, knowing they didn’t want it to end this way… but it had to.

Desiree

1,172,739 görüntüleme • 6 ay önce

Why Elon didn't want to be CEO: "[Elon] is at core, an engineer and a product guy. He has this great line where he said: "I realized you couldn't be fully in control of the product unless you were also in control of the company." He says he made a moral error, early in Tesla, where he was trying to have his cake and eat it too. He wanted to control the company without running the company. And that was the 2002 to 2008 era, where Tesla was just off to a really messy start. He was providing the funding. He was chairman of the board. But Martin Eberhard was CEO. Eventually, when Tesla was on the verge of death in 2008....Elon was pushed into the position of: "I have to be CEO. I don't want to be. It comes with a lot of chores. It comes with a lot of responsibilities. But if I want this company to be successful, I have to fully internalize and take responsibility for it." And that's what he did, even though he was also in the same position at SpaceX. The fact that these companies are improbable, iconic, and that he funded and led them both in parallel...it's like running a two minute mile twice at the same time. It is such a higher degree of difficulty than most people can conceive of, and the fact that it worked is still unbelievable."

Why Elon didn't want to be CEO: "[Elon] is at core, an engineer and a product guy. He has this great line where he said: "I realized you couldn't be fully in control of the product unless you were also in control of the company." He says he made a moral error, early in Tesla, where he was trying to have his cake and eat it too. He wanted to control the company without running the company. And that was the 2002 to 2008 era, where Tesla was just off to a really messy start. He was providing the funding. He was chairman of the board. But Martin Eberhard was CEO. Eventually, when Tesla was on the verge of death in 2008....Elon was pushed into the position of: "I have to be CEO. I don't want to be. It comes with a lot of chores. It comes with a lot of responsibilities. But if I want this company to be successful, I have to fully internalize and take responsibility for it." And that's what he did, even though he was also in the same position at SpaceX. The fact that these companies are improbable, iconic, and that he funded and led them both in parallel...it's like running a two minute mile twice at the same time. It is such a higher degree of difficulty than most people can conceive of, and the fact that it worked is still unbelievable."

Ti Morse

47,497 görüntüleme • 2 ay önce

The most controversial VC on Twitter: Delian Asparouhov (delian) - Partner & Village Idiot at Founders Fund The guy who: • Spent 7 years trolling Benchmark until they finally responded • Says he’d “rather jump out the window” than invest in AI • Fought the FAA so hard he got every official who blocked Varda fired • Hasn’t made a Bay Area investment in 5.5 years In this week's episode of The Library of Minds we discussed: the origins of Varda, his power-law investing philosophy at Founders Fund, why he naturally attracts chaos, his prioritization framework, and why he believes space manufacturing will matter far more than the current AI hype cycle. 00:00 - Intro 02:40 - Delian’s “one thing” framework for high-impact decisions 07:40 - Motion vs. Progress: How founders avoid fake productivity 09:35 - Why empty calendar space creates real leverage for operators 11:40 - 996 culture, burnout, and when extreme intensity actually works 15:40 - How Delian operated as a first-time founder without asking for permission 16:15 - Inside the Keith Rabois years: 24/7 immersion + compressed learning 18:10 - Why Delian finds AI boring (and why he still can’t care about it) 22:50 - The Benchmark saga: 7 years of poking the bear and the blowback 28:00 - Varda’s mission: Space manufacturing, geopolitics, and free-market power 34:15 - Swallowing ego: Knowing your strengths vs. fixing your weaknesses 36:05 - The FAA battle: Delian’s hardest moment and what he learned

The most controversial VC on Twitter: Delian Asparouhov (delian) - Partner & Village Idiot at Founders Fund The guy who: • Spent 7 years trolling Benchmark until they finally responded • Says he’d “rather jump out the window” than invest in AI • Fought the FAA so hard he got every official who blocked Varda fired • Hasn’t made a Bay Area investment in 5.5 years In this week's episode of The Library of Minds we discussed: the origins of Varda, his power-law investing philosophy at Founders Fund, why he naturally attracts chaos, his prioritization framework, and why he believes space manufacturing will matter far more than the current AI hype cycle. 00:00 - Intro 02:40 - Delian’s “one thing” framework for high-impact decisions 07:40 - Motion vs. Progress: How founders avoid fake productivity 09:35 - Why empty calendar space creates real leverage for operators 11:40 - 996 culture, burnout, and when extreme intensity actually works 15:40 - How Delian operated as a first-time founder without asking for permission 16:15 - Inside the Keith Rabois years: 24/7 immersion + compressed learning 18:10 - Why Delian finds AI boring (and why he still can’t care about it) 22:50 - The Benchmark saga: 7 years of poking the bear and the blowback 28:00 - Varda’s mission: Space manufacturing, geopolitics, and free-market power 34:15 - Swallowing ego: Knowing your strengths vs. fixing your weaknesses 36:05 - The FAA battle: Delian’s hardest moment and what he learned

Dara

281,646 görüntüleme • 6 ay önce

Not asking for another chance. I’m earning it. I know what you’ve seen. The highs. The breakdowns. The falls. I’ve made more mistakes in public than most people make in private. But for the first time in my life… I’m not running from it. I’m not performing. And I’m not asking for applause. This isn’t a comeback. This is a rebuild. No more hype. No more crash. Just discipline. I’m not here to be perfect. I’m here to be real. And that starts right now. If you’ve ever felt like your past disqualified your future, this one’s for you. Comment “STILL STANDING” if you’re in that fight too.

Not asking for another chance. I’m earning it. I know what you’ve seen. The highs. The breakdowns. The falls. I’ve made more mistakes in public than most people make in private. But for the first time in my life… I’m not running from it. I’m not performing. And I’m not asking for applause. This isn’t a comeback. This is a rebuild. No more hype. No more crash. Just discipline. I’m not here to be perfect. I’m here to be real. And that starts right now. If you’ve ever felt like your past disqualified your future, this one’s for you. Comment “STILL STANDING” if you’re in that fight too.

FOUSEY

88,492 görüntüleme • 1 yıl önce

Keith Rabois shares the decision-making framework he learned from Reid Hoffman “Reid has a very specific view of how to make decisions… Most people create pros and cons lists. But Reid was adamant that that was the worst possible way to make a decision. He trained me to never do that… So since this conversation in 2002, I have never done that. You will never find a notebook where I write down the pros and cons of any decision.” Instead, Reid advocates for strictly ranking your priorities — this could be priorities in your life, priorities for your company, etc. Then you try to make the decision based solely on the first priority. Only if there’s a tie do you go to your second or third priority. As Keith explains: “The reason Reid’s model is so brilliant is because when you create a pros and cons list, you’re creating effectively — and visually — a false equivalence.” When your brain sees two pros and three cons it looks at each item as though it’s equivalent. But usually the reasons for doing something will follow a power law. The first one might be really, really important, while the second factor is only slightly important. But when you see them all listed equally in a pros and cons list, you’re brain will often make the wrong decision. Video source: Khosla Ventures (2023)

Keith Rabois shares the decision-making framework he learned from Reid Hoffman “Reid has a very specific view of how to make decisions… Most people create pros and cons lists. But Reid was adamant that that was the worst possible way to make a decision. He trained me to never do that… So since this conversation in 2002, I have never done that. You will never find a notebook where I write down the pros and cons of any decision.” Instead, Reid advocates for strictly ranking your priorities — this could be priorities in your life, priorities for your company, etc. Then you try to make the decision based solely on the first priority. Only if there’s a tie do you go to your second or third priority. As Keith explains: “The reason Reid’s model is so brilliant is because when you create a pros and cons list, you’re creating effectively — and visually — a false equivalence.” When your brain sees two pros and three cons it looks at each item as though it’s equivalent. But usually the reasons for doing something will follow a power law. The first one might be really, really important, while the second factor is only slightly important. But when you see them all listed equally in a pros and cons list, you’re brain will often make the wrong decision. Video source: Khosla Ventures (2023)

Startup Archive

128,648 görüntüleme • 5 ay önce

Naval Ravikant: "The only true test of intelligence is if you get what you want out of life" "There are two parts to that. One is getting what you want, so you know how to get it. The second is wanting the right things, knowing what to want in the first place. I could want to be a 6'8" basketball player and I'm not going to get that. That's wanting something you can't get. But there's also wanting something that's a booby prize, prizes that are just not worth having, or that create their own problems." Naval explains how people end up in places they never meant to be: "If you're not careful, you can end up in a place in life not only that you don't want to be, but one you didn't even mean to get to. Usually people end up there because they're going on autopilot with societal expectations. Or out of guilt. Or out of mimetic desire, our desires are picked up from other people. Go to law school, go to med school, go to business school. Or it might be what your parents expect. Guilt is just society's voice speaking in your head so you'll be a good little monkey." He shares a problem most people have: "We run on these four-year cycles. You join a startup, you vest over four years. College is four years. High school is four years. You go to law school, that's a 5-year cycle. You become a lawyer, that's a 40-year cycle. These are very long cycles. But the amount of time we spend deciding what to do and who to do it with? Very short. We spend one month deciding on a job where we're going to be for 10 years." Naval's rule: "If you're making a four-year decision, spend a year thinking it through. Really thinking it through. 25% of the time." He explains the Secretary Theorem: "It turns out the optimal time to search is about a third. By a third of the way through, you've seen enough to know what the bar is. Then anybody who meets or exceeds that bar is good enough. But here's the key: it's not time-based. It's iteration-based. You need to take opportunities quickly and bail out quickly. If you look at failed relationships, the biggest regret is usually staying after you knew it was over." Naval reframes the 10,000 hour rule: "Malcolm Gladwell popularized 10,000 hours to mastery. I'd say it's actually 10,000 iterations to mastery. Iteration is not repetition. Repetition is doing the same thing over and over. Iteration is modifying it with learning and doing another version. That's error correction. If you get 10,000 error corrections in anything, you will be an expert." On pessimism vs. optimism: "You want to be skeptical about specific things, every specific opportunity is probably a fail. But you want to be optimistic in the general. Something in here is going to work out. If something fails, it was a learning experience. It was an iteration. As long as you learned something, it's a win. You don't want to jump into the first thing. But once you find the match, you have to be willing to go all in. Move your chips to the center of the table." He concludes: "Most people are stuck in this gray bit. 'I'm half in, but I don't really know.' That doesn't work. It's a barbell strategy, black or white. Explore quickly, cut losses fast. Then when you find the right thing, compound into it."

Naval Ravikant: "The only true test of intelligence is if you get what you want out of life" "There are two parts to that. One is getting what you want, so you know how to get it. The second is wanting the right things, knowing what to want in the first place. I could want to be a 6'8" basketball player and I'm not going to get that. That's wanting something you can't get. But there's also wanting something that's a booby prize, prizes that are just not worth having, or that create their own problems." Naval explains how people end up in places they never meant to be: "If you're not careful, you can end up in a place in life not only that you don't want to be, but one you didn't even mean to get to. Usually people end up there because they're going on autopilot with societal expectations. Or out of guilt. Or out of mimetic desire, our desires are picked up from other people. Go to law school, go to med school, go to business school. Or it might be what your parents expect. Guilt is just society's voice speaking in your head so you'll be a good little monkey." He shares a problem most people have: "We run on these four-year cycles. You join a startup, you vest over four years. College is four years. High school is four years. You go to law school, that's a 5-year cycle. You become a lawyer, that's a 40-year cycle. These are very long cycles. But the amount of time we spend deciding what to do and who to do it with? Very short. We spend one month deciding on a job where we're going to be for 10 years." Naval's rule: "If you're making a four-year decision, spend a year thinking it through. Really thinking it through. 25% of the time." He explains the Secretary Theorem: "It turns out the optimal time to search is about a third. By a third of the way through, you've seen enough to know what the bar is. Then anybody who meets or exceeds that bar is good enough. But here's the key: it's not time-based. It's iteration-based. You need to take opportunities quickly and bail out quickly. If you look at failed relationships, the biggest regret is usually staying after you knew it was over." Naval reframes the 10,000 hour rule: "Malcolm Gladwell popularized 10,000 hours to mastery. I'd say it's actually 10,000 iterations to mastery. Iteration is not repetition. Repetition is doing the same thing over and over. Iteration is modifying it with learning and doing another version. That's error correction. If you get 10,000 error corrections in anything, you will be an expert." On pessimism vs. optimism: "You want to be skeptical about specific things, every specific opportunity is probably a fail. But you want to be optimistic in the general. Something in here is going to work out. If something fails, it was a learning experience. It was an iteration. As long as you learned something, it's a win. You don't want to jump into the first thing. But once you find the match, you have to be willing to go all in. Move your chips to the center of the table." He concludes: "Most people are stuck in this gray bit. 'I'm half in, but I don't really know.' That doesn't work. It's a barbell strategy, black or white. Explore quickly, cut losses fast. Then when you find the right thing, compound into it."

Jaynit

74,194 görüntüleme • 3 ay önce

Mark Zuckerberg on why he prefers to recruit people directly out of college In this interview from 2005, a 21-year-old Mark Zuckerberg is asked what he looks for in a new hire. There’s two things, he says. “Number one is raw intelligence. You can hire someone who has been doing software engineering for 10 years, and if they’ve been doing it for 10 years, that’s probably what they’ll be doing for the rest of their life. That’s cool — there are some things that that person can do and they’re definitely useful in an organization and can do a lot of stuff. But if you find someone whose raw intelligence exceeds theirs but has 10 years less experience, they can probably adapt and learn way quicker. Within a very short amount of time they’ll be able to do a lot of things that [the person with 10 years of experience] will never be able to do. So that’s the most important thing that I look for.” The second thing he looks for is alignment with what the company is trying to do: “People can be really smart or have skills that are directly applicable, but if they don’t really believe in it, then they’re not going to work hard or care enough to develop the relevant experience in order to succeed. The best people I’ve hired so far have been people who didn’t really have that much engineering experience. I hired a couple of electric engineers out of Stanford to do programming stuff, and they had very little programming experience going in, but they were really smart and really willing to go at it. The guy who just wrote photos was one of those guys, and if you’re willing to just do whatever it takes to get photos out, then you’re probably more valuable than someone who is just a career software engineer.” He concludes: “Those are the things I’m looking for and why I would rather recruit people out of college.” Video source: Stanford eCorner (2005)

Mark Zuckerberg on why he prefers to recruit people directly out of college In this interview from 2005, a 21-year-old Mark Zuckerberg is asked what he looks for in a new hire. There’s two things, he says. “Number one is raw intelligence. You can hire someone who has been doing software engineering for 10 years, and if they’ve been doing it for 10 years, that’s probably what they’ll be doing for the rest of their life. That’s cool — there are some things that that person can do and they’re definitely useful in an organization and can do a lot of stuff. But if you find someone whose raw intelligence exceeds theirs but has 10 years less experience, they can probably adapt and learn way quicker. Within a very short amount of time they’ll be able to do a lot of things that [the person with 10 years of experience] will never be able to do. So that’s the most important thing that I look for.” The second thing he looks for is alignment with what the company is trying to do: “People can be really smart or have skills that are directly applicable, but if they don’t really believe in it, then they’re not going to work hard or care enough to develop the relevant experience in order to succeed. The best people I’ve hired so far have been people who didn’t really have that much engineering experience. I hired a couple of electric engineers out of Stanford to do programming stuff, and they had very little programming experience going in, but they were really smart and really willing to go at it. The guy who just wrote photos was one of those guys, and if you’re willing to just do whatever it takes to get photos out, then you’re probably more valuable than someone who is just a career software engineer.” He concludes: “Those are the things I’m looking for and why I would rather recruit people out of college.” Video source: Stanford eCorner (2005)

Startup Archive

54,696 görüntüleme • 5 ay önce

Jensen Huang on how the first 6 months of NVIDIA was just three guys talking about lunch: "We met every day, the three of us, in one of the founders' townhouse in Fremont and we would get together and there would be nothing to do. What do you do? Three guys get together, you just talk. So what did you guys do last night? What did you have for dinner? We talked about that for about six months." Jensen was 30 years old. Never taken a business class. Never taken a marketing class. As he puts it: "The big event of the day would be—hey, where do you guys want to go for lunch? Philly cheese steak today or Chinese food tomorrow. That would be like a big deal. And then after a while it was like could you put some donuts in the fridge in the morning for when we come. That would be a big deal for a while. That lasted for a few months, just the three of us like that." He continues: "I know it sounds pathetic but it's true. At that time I'm reading books on how to start companies and I'm trying to figure out how to go raise money and what's a venture capitalist and how do you incorporate the company." On incorporating NVIDIA: "I met a lawyer and he says we need some money from you so we could price the shares. He says how much money do you have in your pocket? I said $200. So he says okay give me $200. For $200 I bought 20% of NVIDIA." On the business plan: "I never finished my business plan. We never finished a business plan. Never could figure out how to finish a business plan to tell you the truth. If I would have finished that book and read the whole thing, I would have been dead now. We would have run out of money, ran out of time." What VCs actually invest in: "VCs don't invest in business plans because business plans are easy to write. They invest in great people. The question is—do they trust you? Your reputation matters, your history matters. Your reputation will precede you even if your business plan writing skills are inadequate." Great companies start with great people, not great plans.

Jensen Huang on how the first 6 months of NVIDIA was just three guys talking about lunch: "We met every day, the three of us, in one of the founders' townhouse in Fremont and we would get together and there would be nothing to do. What do you do? Three guys get together, you just talk. So what did you guys do last night? What did you have for dinner? We talked about that for about six months." Jensen was 30 years old. Never taken a business class. Never taken a marketing class. As he puts it: "The big event of the day would be—hey, where do you guys want to go for lunch? Philly cheese steak today or Chinese food tomorrow. That would be like a big deal. And then after a while it was like could you put some donuts in the fridge in the morning for when we come. That would be a big deal for a while. That lasted for a few months, just the three of us like that." He continues: "I know it sounds pathetic but it's true. At that time I'm reading books on how to start companies and I'm trying to figure out how to go raise money and what's a venture capitalist and how do you incorporate the company." On incorporating NVIDIA: "I met a lawyer and he says we need some money from you so we could price the shares. He says how much money do you have in your pocket? I said $200. So he says okay give me $200. For $200 I bought 20% of NVIDIA." On the business plan: "I never finished my business plan. We never finished a business plan. Never could figure out how to finish a business plan to tell you the truth. If I would have finished that book and read the whole thing, I would have been dead now. We would have run out of money, ran out of time." What VCs actually invest in: "VCs don't invest in business plans because business plans are easy to write. They invest in great people. The question is—do they trust you? Your reputation matters, your history matters. Your reputation will precede you even if your business plan writing skills are inadequate." Great companies start with great people, not great plans.

Jaynit

83,373 görüntüleme • 5 ay önce