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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 Aufrufe • vor 7 Monaten •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

256,008 Aufrufe • vor 9 Monaten

One of the best investing lessons I learned came from Michael Rubin. Years ago on Shark Tank, he kept asking entrepreneurs the same question: “How big can this be?” At first, I thought it was an odd way to evaluate a business. Then he explained it perfectly, if you already know a business can never become large, why invest in it at all? Since then, I’ve adopted the same mindset. You can never know with certainty how successful a business will become, but every entrepreneur should be able to articulate the size of the opportunity they’re pursuing. The biggest winners often start with a simple idea, but they have the potential to scale into something much larger.

One of the best investing lessons I learned came from Michael Rubin. Years ago on Shark Tank, he kept asking entrepreneurs the same question: “How big can this be?” At first, I thought it was an odd way to evaluate a business. Then he explained it perfectly, if you already know a business can never become large, why invest in it at all? Since then, I’ve adopted the same mindset. You can never know with certainty how successful a business will become, but every entrepreneur should be able to articulate the size of the opportunity they’re pursuing. The biggest winners often start with a simple idea, but they have the potential to scale into something much larger.

Kevin O'Leary aka Mr. Wonderful

44,017 Aufrufe • vor 1 Monat

Larry David says he was ready to quit Seinfeld if NBC refused to air “The Contest.” “The Contest sat in my notebook for three years.” “It was a Seinfeld episode built around a masturbation contest, and I thought there was no chance NBC would approve it.” “I didn’t even tell Jerry about it at first.” “We had a board with all the upcoming Seinfeld episodes on it.” “I refused to put that one on the board because I didn’t want the network asking questions.” “I knew it was something special.” “By the time I pitched it, I’d already made up my mind.” “If they didn’t do the episode, I was quitting Seinfeld.” “That was always my move. I was always threatening to quit.”

Larry David says he was ready to quit Seinfeld if NBC refused to air “The Contest.” “The Contest sat in my notebook for three years.” “It was a Seinfeld episode built around a masturbation contest, and I thought there was no chance NBC would approve it.” “I didn’t even tell Jerry about it at first.” “We had a board with all the upcoming Seinfeld episodes on it.” “I refused to put that one on the board because I didn’t want the network asking questions.” “I knew it was something special.” “By the time I pitched it, I’d already made up my mind.” “If they didn’t do the episode, I was quitting Seinfeld.” “That was always my move. I was always threatening to quit.”

KΞRL_✂️

554,457 Aufrufe • vor 1 Monat

In all the years I’ve been working with people who started with nothing and became wealthy (I call them Everyday Millionaires), I’ve noticed they all tend to give the same advice for how they did it: They said their life started turning around when they stopped asking, “How much down and how much a month?” and started asking, “How much?” If you can’t afford to pay for something in cash in full, you can’t afford it. I know that’s not fun and it’s not popular, but if you want to stop being a broke person and start becoming a wealthy person, you have to ditch debt and start living on less than you make. Debt makes banks wealthy, not you. It really is that simple—but it’s not easy. If it was easy, everyone would be wealthy.

In all the years I’ve been working with people who started with nothing and became wealthy (I call them Everyday Millionaires), I’ve noticed they all tend to give the same advice for how they did it: They said their life started turning around when they stopped asking, “How much down and how much a month?” and started asking, “How much?” If you can’t afford to pay for something in cash in full, you can’t afford it. I know that’s not fun and it’s not popular, but if you want to stop being a broke person and start becoming a wealthy person, you have to ditch debt and start living on less than you make. Debt makes banks wealthy, not you. It really is that simple—but it’s not easy. If it was easy, everyone would be wealthy.

Dave Ramsey

117,702 Aufrufe • vor 2 Jahren

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

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

wrestlescripts 📝

138,184 Aufrufe • vor 26 Tagen

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.” Video source: Chris Vasquez (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.” Video source: Chris Vasquez (2024)

Startup Archive

197,396 Aufrufe • vor 10 Monaten

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

153,448 Aufrufe • vor 4 Monaten

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 Aufrufe • vor 1 Jahr

Brez Scales reveals he paid $60,000 for calls with Jordan Welch and it changed his life "At my level, I've paid people $10k for one meeting, an hour of their time. I don't need to consume a shit ton of information. I just need to ask someone who's in the position I want to be a couple of questions that change the game for me." "I paid 60 grand for some calls with Jordan Welch and it changed my life. That 60 grand was the best money I've ever spent." "What exactly am I asking? Well one of the more recent ones was $10k for a month of access to a dude's mastermind group. I was in the trenches trying to figure out how to structure our education product better for students. It was as simple as paying $10k, asking a couple of questions, and boom, I know exactly what I need to do now."

Brez Scales reveals he paid $60,000 for calls with Jordan Welch and it changed his life "At my level, I've paid people $10k for one meeting, an hour of their time. I don't need to consume a shit ton of information. I just need to ask someone who's in the position I want to be a couple of questions that change the game for me." "I paid 60 grand for some calls with Jordan Welch and it changed my life. That 60 grand was the best money I've ever spent." "What exactly am I asking? Well one of the more recent ones was $10k for a month of access to a dude's mastermind group. I was in the trenches trying to figure out how to structure our education product better for students. It was as simple as paying $10k, asking a couple of questions, and boom, I know exactly what I need to do now."

Kai

90,817 Aufrufe • vor 26 Tagen

Mark Zuckerberg explains why he has never believed in delegation (and why founders shouldn't either): Most CEOs believe their job is to hire great people and get out of the way, but Mark disagrees. "I basically don't believe in delegation." He explains his thinking: "There's so much going on across the company that I can't possibly get involved in all of it. So all these people are going to have a ton of stuff that they're going to do." But that's not a reason to step back. It's a reason to be selective and then go deep. "Fundamentally, if there is a decision that I want to be involved with, I'm going to be involved in it." His argument is simple: if you're the one accountable for everything, why would you ever accept being locked out of something important? "If you're running the company and you're on the hook for everything and there's something that's important at whatever level of detail in the organization, I don't get the logic of saying I'm not going to be involved in that." He's not calling for micromanagement, and he acknowledges he can't be everywhere. What he's rejecting is the idea that hierarchy should be a barrier. That founders should stay in their lane. That diving into the details is somehow a sign of poor leadership. Mark Zuckerberg does add one caveat: "You want to have humility and know that if you're diving into some decision, you may not have the most context immediately." But humility about context is different from staying out entirely. His conclusion is a cultural one: "You want to have the cultural expectation that things are not going to be so hierarchical and you're just going to dive into whatever you want."

Mark Zuckerberg explains why he has never believed in delegation (and why founders shouldn't either): Most CEOs believe their job is to hire great people and get out of the way, but Mark disagrees. "I basically don't believe in delegation." He explains his thinking: "There's so much going on across the company that I can't possibly get involved in all of it. So all these people are going to have a ton of stuff that they're going to do." But that's not a reason to step back. It's a reason to be selective and then go deep. "Fundamentally, if there is a decision that I want to be involved with, I'm going to be involved in it." His argument is simple: if you're the one accountable for everything, why would you ever accept being locked out of something important? "If you're running the company and you're on the hook for everything and there's something that's important at whatever level of detail in the organization, I don't get the logic of saying I'm not going to be involved in that." He's not calling for micromanagement, and he acknowledges he can't be everywhere. What he's rejecting is the idea that hierarchy should be a barrier. That founders should stay in their lane. That diving into the details is somehow a sign of poor leadership. Mark Zuckerberg does add one caveat: "You want to have humility and know that if you're diving into some decision, you may not have the most context immediately." But humility about context is different from staying out entirely. His conclusion is a cultural one: "You want to have the cultural expectation that things are not going to be so hierarchical and you're just going to dive into whatever you want."

Big Brain Business

20,055 Aufrufe • vor 18 Tagen

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 Aufrufe • vor 5 Monaten

Got asked what surprised me most about meeting a sitting president. Honestly, how lonely the job looks up close. Hard calls every day, no one really to share the weight with.. The more I think about it, real change never comes from intent alone. It needs a plan, and the nerve to disappoint people while you make it. Wanting to change something and actually doing the work of it are not the same thing.. The moral: everyone wants the top job to be liked. The ones who actually change things want it to be useful..

Got asked what surprised me most about meeting a sitting president. Honestly, how lonely the job looks up close. Hard calls every day, no one really to share the weight with.. The more I think about it, real change never comes from intent alone. It needs a plan, and the nerve to disappoint people while you make it. Wanting to change something and actually doing the work of it are not the same thing.. The moral: everyone wants the top job to be liked. The ones who actually change things want it to be useful..

Nikhil Kamath

76,387 Aufrufe • vor 25 Tagen

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

547,339 Aufrufe • vor 6 Monaten

#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

10,398 Aufrufe • vor 8 Monaten

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 Aufrufe • vor 2 Jahren

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 Aufrufe • vor 7 Monaten

Giannis says he showed up EARLY to work out with Kobe, and the Black Mamba made him pay for it “Working out with Kobe, I showed up before him. I love that I did it, but it was a mistake” “Kobe came and said, ‘What are we gonna do?’ I said, ‘Whatever you tell me to do.’ He said, ‘Go right, make 25.’ I usually make four or five. I said, ‘Yeah… make 25.’ I made 25. ‘Okay, go left, 25.’ Then, ‘Go right, two dribbles’” “We worked out for two hours, intense, and I’m thinking, I shouldn’t have shot before this, I’m tired, I wanted to show him my best version” “But here’s what players won’t do today: they won’t be vulnerable. They won’t show weakness, or show appreciation to somebody better. If you always think you’re the best, you can never learn” “I had my notebook, I asked a lot of questions, he answered every single one, and never made me feel like we were running out of time. It was one of the best experience in my career”

Giannis says he showed up EARLY to work out with Kobe, and the Black Mamba made him pay for it “Working out with Kobe, I showed up before him. I love that I did it, but it was a mistake” “Kobe came and said, ‘What are we gonna do?’ I said, ‘Whatever you tell me to do.’ He said, ‘Go right, make 25.’ I usually make four or five. I said, ‘Yeah… make 25.’ I made 25. ‘Okay, go left, 25.’ Then, ‘Go right, two dribbles’” “We worked out for two hours, intense, and I’m thinking, I shouldn’t have shot before this, I’m tired, I wanted to show him my best version” “But here’s what players won’t do today: they won’t be vulnerable. They won’t show weakness, or show appreciation to somebody better. If you always think you’re the best, you can never learn” “I had my notebook, I asked a lot of questions, he answered every single one, and never made me feel like we were running out of time. It was one of the best experience in my career”

katsu

2,727,016 Aufrufe • vor 20 Tagen

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 Aufrufe • vor 3 Monaten

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 Aufrufe • vor 7 Monaten