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8,411,193 Aufrufe • vor 3 Monaten •via X (Twitter)

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Dr. Vinay Prasad and Tracy Beth Høeg, MD, PhD held a panel this morning on Personalized Medicine at #JPMHC26, where they discussed the agency's path toward marketing authorization for ultra-rare disease individualized therapies as well as the success of the Commissioner's National Priority Vouchers pilot program and the extraordinary cross-center collaboration they've developed under the leadership of Dr. Marty Makary.
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Dr. Vinay Prasad and Tracy Beth Høeg, MD, PhD held a panel this morning on Personalized Medicine at #JPMHC26, where they discussed the agency's path toward marketing authorization for ultra-rare disease individualized therapies as well as the success of the Commissioner's National Priority Vouchers pilot program and the extraordinary cross-center collaboration they've developed under the leadership of Dr. Marty Makary.

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Some milestones deserve more than just a celebration. ✨ Something extraordinary is unfolding behind closed doors this March—an exclusive experience reserved for a select few leaders shaping the future of their industries. We won’t reveal too much just yet, but here’s what we can say: ✨ A historic venue, hosting an experience like never before. ✨ A private, curator-led showcase of rare artifacts—seen by only a few. ✨ A first glimpse at an innovation that could redefine marketing intelligence. It’s not an invite—it’s a heads-up. Because moments like these? You’ll want to be in the know. Stay close. More details soon. Till then, let's keep #ShapingExperiences, one interaction at a time. ™️ #Events #10years #Anniversary #CXM #CSM #CustomerExperienceManagement #GenerativeAI #ProductLaunch #CorporateEvent #Celebration #milestone #Mumbai #Startup #innovation #technology #thoughtleaders #cxo #cmo #marketing #orm
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Why Steve Jobs Was a Branding Genius. Jobs’ 1997 “Think Different” campaign redefined marketing brilliance. The iconic “Crazy Ones” speech celebrated visionaries—rebels who reshaped the world—while subtly linking their bold spirit to Apple’s ethos: “The ones who think different… if they ever used a computer, it would’ve been a Mac.” When Jobs returned to Apple in 1996, the company was teetering on collapse, plagued by financial woes and a muddled identity. The “Think Different” campaign boldly repositioned Apple as the brand for innovators, dreamers, and rule-breakers. This audacious rebranding ignited a stunning turnaround, transforming Apple into a cultural and commercial powerhouse. Apple’s extraordinary trajectory since then cements Steve Jobs’ legacy as a branding genius.
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11,856 Aufrufe • vor 9 Monaten

I was surprised by such a fantastic marketing pitch— - for my own book, - from someone who was selling my own PDF book to me for ₹2,500, - a PDF book which I myself had provided to him for free. For a moment, I thought I lacked marketing skills. Then I reminded myself that I chose ethics over selling dreams to innocent traders, because that book alone was not practical without a proper video course. But his conviction and confidence in my book, which he had received just 42 days earlier, was extraordinary. Even I do not have that level of confidence in that book alone. That is why I provided it free with a ₹1,900 course. The way he was proudly sharing it on his Telegram channel and Twitter, along with his UPI ID, payment screenshots, and all public proof that could be used for legal action, made me think he was just an innocent kid who did not know what he was doing. So I kept all the screenshots with me and forgave him. But do you really think he was innocent?
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I was surprised by such a fantastic marketing pitch— - for my own book, - from someone who was selling my own PDF book to me for ₹2,500, - a PDF book which I myself had provided to him for free. For a moment, I thought I lacked marketing skills. Then I reminded myself that I chose ethics over selling dreams to innocent traders, because that book alone was not practical without a proper video course. But his conviction and confidence in my book, which he had received just 42 days earlier, was extraordinary. Even I do not have that level of confidence in that book alone. That is why I provided it free with a ₹1,900 course. The way he was proudly sharing it on his Telegram channel and Twitter, along with his UPI ID, payment screenshots, and all public proof that could be used for legal action, made me think he was just an innocent kid who did not know what he was doing. So I kept all the screenshots with me and forgave him. But do you really think he was innocent?

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🎬 The world’s largest AI filmmaking competition is back! ✨ $750,000+ in free trials 💰 $70,000+ in cash prizes 📹 9 filmmaking categories to showcase your talent: • Narrative • Music Video • Marketing • Trailers • Rendering • Open Format • Storyboards & Pitch Decks • Behind-The-Scenes • Sponsored Tools 📅 Sign up now and get ready for free trials and submissions starting December 16th! 👉 A Special Thank You to Our Sponsors This competition wouldn’t be possible without the incredible support of our sponsors: • Title Sponsors: Civitai , , Kling AI, Lambda , ViggleAI • Gold Sponsors: @realdreams_ai , ThinkDiffusion , Hailuo AI (MiniMax) , Hedra , Nebius Token Factory Nebius , , Higgsfield AI 🧩 • Silver Sponsors: , Secret Level, Salad, Paddle , neural frames, Comfy UI Summit • Bronze Sponsors: @LTXStudio, Curious Refuge , ComfyUI, @CogVideo, Saga , Genmo , AI LA, Playbook 🪄🎨 , Tripo🔜SIGGRAPH2026 , Morph Studio , DomoAI official , Magnific.ai , Freepik (now Magnific) , Haiper AI , Machine Cinema , zero1cine, Rubbrband , fal FBRC.ai Thank you for helping us democratize filmmaking and empowering creators around the globe. Your support is driving innovation and making this competition an extraordinary opportunity for everyone!
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Today, we're thrilled to announce our $125M Series C funding round at a $1.5B valuation, led by Meritech Capital, marking our third successful raise in just 12 months! fal’s Generative Media Cloud now powers tens of thousands of applications, supporting over two million developers and more than 300 enterprise customers. From initial prototypes to fully scaled production, we've become the essential infrastructure enabling some of the most innovative and creative work in the industry. Over the past year alone, we've experienced extraordinary growth—averaging 40% month-over-month, consistently exceeding our own ambitious projections. Each month, hundreds of thousands of new developers and thousands of fresh applications join our platform, unlocking entirely new use cases previously thought impossible. With this latest round of funding, we're significantly scaling our engineering, support, sales, and marketing teams to keep pace with the accelerating demand and enthusiasm from our community. Our vision has always been clear: build a generative media platform that effortlessly creates dynamic, real-time content across video, audio, image, and 3D. Thanks to our incredible team, dedicated partners, and visionary customers, that's precisely what fal delivers today—empowering creativity at unprecedented scale.

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Chili’s Sizzles: Howard Penney’s ‘Best Idea Long’ Brinker Soars $EAT 🌶️ This morning on The Call @ Hedgeye, our Consumables Analyst @HowardWPenney and Hedgeye CEO Keith McCullough discussed Chili's recent viral success on TikTok, driven by its effective marketing strategy. FYI--Penney added Brinker $EAT to his "Best Idea Long" list on August 17, 2023, when it was trading at $34. The stock has since doubled. As Penney explains, Chili's has shown that even legacy brands can thrive on TikTok by focusing on consistency, leveraging the platform’s best practices, and partnering with the right influencers. “I still love this stock,” Penney explained. “I still think there's more room to run for Chili's just because they've been revamping the marketing strategy. Obviously for a 50-year-old chain like this to become a TikTok viral sensation is pretty extraordinary. And George Felix, who is the CMO, deserves a lot of credit for all this.” “I think there’s still more room to run for Chili’s,” he added. McCullough couldn’t contain his amusement at the impressive numbers Chili’s is posting. “I’m laughing because you and I have covered this together, restaurants, for over 20 years,” McCullough replied. “For those of you that don't know, I was a restaurant analyst on the buy side—Howard was at Morgan Stanley. And this company has been around pretty much the whole time. And I'm giggling because, I don't think I've ever heard a traffic number that high at Chili's. And that's including when it was a growth concept.” ***We invite you to join us on The Call @ Hedgeye weekday mornings before the market opens. Subscribe to a better way here: ***If you’re an investor interested in learning more about our unique process (and how to shift the odds in your favor) we encourage you to visit Hedgeye University. Your tuition is on us! Get access here:
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Chili’s Sizzles: Howard Penney’s ‘Best Idea Long’ Brinker Soars $EAT 🌶️ This morning on The Call @ Hedgeye, our Consumables Analyst @HowardWPenney and Hedgeye CEO Keith McCullough discussed Chili's recent viral success on TikTok, driven by its effective marketing strategy. FYI--Penney added Brinker $EAT to his "Best Idea Long" list on August 17, 2023, when it was trading at $34. The stock has since doubled. As Penney explains, Chili's has shown that even legacy brands can thrive on TikTok by focusing on consistency, leveraging the platform’s best practices, and partnering with the right influencers. “I still love this stock,” Penney explained. “I still think there's more room to run for Chili's just because they've been revamping the marketing strategy. Obviously for a 50-year-old chain like this to become a TikTok viral sensation is pretty extraordinary. And George Felix, who is the CMO, deserves a lot of credit for all this.” “I think there’s still more room to run for Chili’s,” he added. McCullough couldn’t contain his amusement at the impressive numbers Chili’s is posting. “I’m laughing because you and I have covered this together, restaurants, for over 20 years,” McCullough replied. “For those of you that don't know, I was a restaurant analyst on the buy side—Howard was at Morgan Stanley. And this company has been around pretty much the whole time. And I'm giggling because, I don't think I've ever heard a traffic number that high at Chili's. And that's including when it was a growth concept.” ***We invite you to join us on The Call @ Hedgeye weekday mornings before the market opens. Subscribe to a better way here: ***If you’re an investor interested in learning more about our unique process (and how to shift the odds in your favor) we encourage you to visit Hedgeye University. Your tuition is on us! Get access here:

Hedgeye

58,184 Aufrufe • vor 2 Jahren

🚨 NEW EPISODE DROP with Kalshi CEO Tarek Mansour My conversation with the founder who built a $22B prediction market empire by staring straight at the fire. What he and co-founder Luana Lopes Lara have built, the "future of truth," is nothing short of extraordinary. This episode has some of the most unfiltered lessons on chaos, focus, and founder DNA from one of the sharpest operators I have seen. We talk about: • Fixing the “hole in the ship” daily and the one existential leak that can sink you • Annual roadmaps are dead • Realigning every 30-60 days • Obsessing over the last 10% • Designing co-founder disagreement as a feature • Companies win by betting on asymmetric moves • Aligning incentives so you profit when users win, not lose 00:00 The 'Everything' Exchange 01:18 Co-CEO roles at Kalshi 03:04 Disagreeing by Design 06:43 Beirut Roots and Risk 10:23 Entrepreneurial Literacy 13:37 Chaos as a Strategy 26:52 Desert Years and Never Pivoting 32:15 Weekend Work Rhythm 32:38 Founder Grind Culture 33:08 Scaling Past 150 34:40 Perfectionist Marketing 36:09 Timing The Zeitgeist 40:19 Suing The Government 47:56 Going Mainstream 51:25 Trading Vs Gambling Debate 59:08 Founder Advice Links to the full episode in the comments 👇
1:03:29

🚨 NEW EPISODE DROP with Kalshi CEO Tarek Mansour My conversation with the founder who built a $22B prediction market empire by staring straight at the fire. What he and co-founder Luana Lopes Lara have built, the "future of truth," is nothing short of extraordinary. This episode has some of the most unfiltered lessons on chaos, focus, and founder DNA from one of the sharpest operators I have seen. We talk about: • Fixing the “hole in the ship” daily and the one existential leak that can sink you • Annual roadmaps are dead • Realigning every 30-60 days • Obsessing over the last 10% • Designing co-founder disagreement as a feature • Companies win by betting on asymmetric moves • Aligning incentives so you profit when users win, not lose 00:00 The 'Everything' Exchange 01:18 Co-CEO roles at Kalshi 03:04 Disagreeing by Design 06:43 Beirut Roots and Risk 10:23 Entrepreneurial Literacy 13:37 Chaos as a Strategy 26:52 Desert Years and Never Pivoting 32:15 Weekend Work Rhythm 32:38 Founder Grind Culture 33:08 Scaling Past 150 34:40 Perfectionist Marketing 36:09 Timing The Zeitgeist 40:19 Suing The Government 47:56 Going Mainstream 51:25 Trading Vs Gambling Debate 59:08 Founder Advice Links to the full episode in the comments 👇

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Maybe it’s because of the business I’m in, or maybe it’s because I’ve been boycotted myself on several occasions. Or maybe it’s just because I used to drink a lot of beer. Whatever the reason, I’ve been fascinated by the demise of Bud Lite, and the way in which one of America’s most enduring brands managed to destroy decades of good will with a single, boneheaded decision, followed by a complete unwillingness to fix it. What a story. This week, I sit down with Anson Frericks, a former executive at Bud Lite who had a front row seat to the events that led to one of the greatest marketing disasters in modern history. His new book, Last Call for Bud Lite, is fantastic, and our conversation, modesty aside, is absolutely worth your time. You can watch the whole thing on YouTube. Spoiler Alert - what happened at Bud Lite was not unique to Anheuser Busch . Over the last decade or so, dozens of companies and corporations have slowly abandoned their commitment to building “shareholder value” in favor of building something called “stakeholder value.” Specifically, with stakeholders like Blackrock, State Street, and Vanguard. Known as The Big Three, these massive institutional investors manage over $20 trillion of American wealth, some of which is almost certainly in your IRA or 401K. They have also led the charge to elevate a long list of causes that focus on DEI, (diversity, equity and inclusion,) and more significantly ESG, (Environmental Social Governance.) Beneath the marketing debacle at Bud Lite is the story of how The Big Three applied extraordinary pressure to the thousands of publicly traded companies they now influence. Pressure to hire based on color, ethnicity, and sexual preference. Pressure to fall in line with all sorts of climate-related dogma. Pressure to embrace a long list of social justice and environmental causes that have absolutely nothing to do with fairness or meritocracy, and everything to do with elevating a cosmetic agenda around identity, race, and social activism. What a relief to see America finally awaken from this fever-dream of sanctimony and virtue-signaling. What a relief to see so many companies and corporations finally come to their senses, as they backtrack from so many ill-conceived policies. Hopefully, this excellent book will inspire other business leaders to avoid the mistakes that were made at Bud Lite. Or better yet, encourage them to start listening to the only stakeholders that matter - their customers.
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Maybe it’s because of the business I’m in, or maybe it’s because I’ve been boycotted myself on several occasions. Or maybe it’s just because I used to drink a lot of beer. Whatever the reason, I’ve been fascinated by the demise of Bud Lite, and the way in which one of America’s most enduring brands managed to destroy decades of good will with a single, boneheaded decision, followed by a complete unwillingness to fix it. What a story. This week, I sit down with Anson Frericks, a former executive at Bud Lite who had a front row seat to the events that led to one of the greatest marketing disasters in modern history. His new book, Last Call for Bud Lite, is fantastic, and our conversation, modesty aside, is absolutely worth your time. You can watch the whole thing on YouTube. Spoiler Alert - what happened at Bud Lite was not unique to Anheuser Busch . Over the last decade or so, dozens of companies and corporations have slowly abandoned their commitment to building “shareholder value” in favor of building something called “stakeholder value.” Specifically, with stakeholders like Blackrock, State Street, and Vanguard. Known as The Big Three, these massive institutional investors manage over $20 trillion of American wealth, some of which is almost certainly in your IRA or 401K. They have also led the charge to elevate a long list of causes that focus on DEI, (diversity, equity and inclusion,) and more significantly ESG, (Environmental Social Governance.) Beneath the marketing debacle at Bud Lite is the story of how The Big Three applied extraordinary pressure to the thousands of publicly traded companies they now influence. Pressure to hire based on color, ethnicity, and sexual preference. Pressure to fall in line with all sorts of climate-related dogma. Pressure to embrace a long list of social justice and environmental causes that have absolutely nothing to do with fairness or meritocracy, and everything to do with elevating a cosmetic agenda around identity, race, and social activism. What a relief to see America finally awaken from this fever-dream of sanctimony and virtue-signaling. What a relief to see so many companies and corporations finally come to their senses, as they backtrack from so many ill-conceived policies. Hopefully, this excellent book will inspire other business leaders to avoid the mistakes that were made at Bud Lite. Or better yet, encourage them to start listening to the only stakeholders that matter - their customers.

The Real Mike Rowe

600,313 Aufrufe • vor 1 Jahr

Friedberg Predicts NYC’s Socialist Grocery Stores Will Be Wildly Popular and a DSA Marketing Tool for 2028 david friedberg: “I think that people have it wrong. I think these grocery stores are going to be wildly popular. I think that everyone's being a little bit too long-sighted in their view on what's going to happen with these grocery stores, with the basic obvious economic arithmetic that someone has to pay for this, and who's going to pay for it, and blah, blah, blah. I don't think it really matters because over the near term, what the cheap grocery stores do is create an incredible success story for socialism that will help to support and fuel the socialist wave in urban centers around this country. Think about the social network effect of the grocery store. So there's a couple of them, and then people start traveling from far away to the cheap grocery store because it has this discount. Again, this'll play out over the next 24 months, going into the 2028 election cycle, and everyone's like, ‘This is so wildly popular. People are coming in from all over the place to go to these grocery stores.’ They're not checking IDs, because IDs are racist, and you can't check IDs to vote, so we shouldn't be able to check IDs for grocery stores. So people will come in from all over the place to use these grocery stores. The demand will go up. And then they'll start to open more and more grocery stores like this. And let's say each one loses $10 million/year and they get to 10 or 20 of these. That's $200 million of losses/year on the grocery store chain. But it creates this extraordinary social movement for more of these grocery stores supporting the DSA and so on. $200 million/year on a $125 billion/year budget for the city of New York is nothing. It's less than a quarter of a percent of the city's budget. That is so cheap to market the DSA platform, and to get the DSA platform to become a social marketing element that drives the next wave here. So again, I do think that these grocery stores, believe it or not, they sound silly, they sound small, but I predict that they will be deemed a point of success, and they will end up being a big part of the fuel for the DSA going into 2028.”
2:17

Friedberg Predicts NYC’s Socialist Grocery Stores Will Be Wildly Popular and a DSA Marketing Tool for 2028 david friedberg: “I think that people have it wrong. I think these grocery stores are going to be wildly popular. I think that everyone's being a little bit too long-sighted in their view on what's going to happen with these grocery stores, with the basic obvious economic arithmetic that someone has to pay for this, and who's going to pay for it, and blah, blah, blah. I don't think it really matters because over the near term, what the cheap grocery stores do is create an incredible success story for socialism that will help to support and fuel the socialist wave in urban centers around this country. Think about the social network effect of the grocery store. So there's a couple of them, and then people start traveling from far away to the cheap grocery store because it has this discount. Again, this'll play out over the next 24 months, going into the 2028 election cycle, and everyone's like, ‘This is so wildly popular. People are coming in from all over the place to go to these grocery stores.’ They're not checking IDs, because IDs are racist, and you can't check IDs to vote, so we shouldn't be able to check IDs for grocery stores. So people will come in from all over the place to use these grocery stores. The demand will go up. And then they'll start to open more and more grocery stores like this. And let's say each one loses $10 million/year and they get to 10 or 20 of these. That's $200 million of losses/year on the grocery store chain. But it creates this extraordinary social movement for more of these grocery stores supporting the DSA and so on. $200 million/year on a $125 billion/year budget for the city of New York is nothing. It's less than a quarter of a percent of the city's budget. That is so cheap to market the DSA platform, and to get the DSA platform to become a social marketing element that drives the next wave here. So again, I do think that these grocery stores, believe it or not, they sound silly, they sound small, but I predict that they will be deemed a point of success, and they will end up being a big part of the fuel for the DSA going into 2028.”

The All-In Podcast

116,494 Aufrufe • vor 3 Tagen

[Korea Economic Daily] 250729. Week 52. Search volume for Jin Ramen and Dongwon Tuna has skyrocketed—thanks to Jin's influence! 👩‍🏫Park Ikyeong, Analyst at Hankyung Aisel: Search volume for keywords in the food, beverage, and tobacco sectors—like OTOKI Jin Ramen, Dongwon Tuna, and Lil Plus—has increased recently. 🤵Anchor: It’s been a while since ramen made it into the top search keywords. Considering the recent sharp correction in food stocks overall, this seems worth noting. Was there some kind of event? 👩‍🏫Yes, the surge in Jin Ramen searches stands out in particular. Upon investigation, it turns out that BTS JIN is currently on a solo concert tour in the U.S. 🤵Because of Jin! 👩‍🏫Jin kicked off the tour in Goyang, followed by shows in Japan, and is now performing in the U.S. During his U.S. tour, he's been giving out Jin Ramen as gifts. 👩‍🏫OTOKI’s global official Instagram even posted a Q&A related to Jin. After the Dallas concert, they held a giveaway event where fans each received a ramen cup. That may have driven the spike in search volume. 🤵Whoever’s in charge of marketing for Jin Ramen is a genius! How did they link Jin Ramen with BTS JIN so perfectly?! JIN’s popularity really is amazing!! I heard he’s also the model for Dongwon Tuna? 👩‍🏫Yes, among the BTS members, JIN is known for his exceptionally strong brand power. OTOKI selected him as their global ambassador even before he enlisted in the military. As you can see, JIN’s branding power within BTS is extraordinary. He’s the second member from the left in the image, notice how he has significantly more endorsements compared to the other members. 🤵Is that a chart showing the number of brands each BTS member represents? 👩‍🏫Yes, it shows the number of brands each one is currently associated with. Just this past Sunday, Dongwon Tuna uploaded a video featuring JIN, and as of yesterday, it had surpassed 1.2 million views. As this spread among global fans, search volume for Dongwon Tuna also surged, as I mentioned earlier. 🤵Didn’t JIN sing the Super Tuna song? 👩‍🏫Yes, and that’s what led to him becoming the model for Tuna! #JinxJinRamen #JINxDongwonTuna #동원참치 #진라면 #오뚜기 방탄소년단 오뚜기 Dongwon Tuna
2:28

[Korea Economic Daily] 250729. Week 52. Search volume for Jin Ramen and Dongwon Tuna has skyrocketed—thanks to Jin's influence! 👩‍🏫Park Ikyeong, Analyst at Hankyung Aisel: Search volume for keywords in the food, beverage, and tobacco sectors—like OTOKI Jin Ramen, Dongwon Tuna, and Lil Plus—has increased recently. 🤵Anchor: It’s been a while since ramen made it into the top search keywords. Considering the recent sharp correction in food stocks overall, this seems worth noting. Was there some kind of event? 👩‍🏫Yes, the surge in Jin Ramen searches stands out in particular. Upon investigation, it turns out that BTS JIN is currently on a solo concert tour in the U.S. 🤵Because of Jin! 👩‍🏫Jin kicked off the tour in Goyang, followed by shows in Japan, and is now performing in the U.S. During his U.S. tour, he's been giving out Jin Ramen as gifts. 👩‍🏫OTOKI’s global official Instagram even posted a Q&A related to Jin. After the Dallas concert, they held a giveaway event where fans each received a ramen cup. That may have driven the spike in search volume. 🤵Whoever’s in charge of marketing for Jin Ramen is a genius! How did they link Jin Ramen with BTS JIN so perfectly?! JIN’s popularity really is amazing!! I heard he’s also the model for Dongwon Tuna? 👩‍🏫Yes, among the BTS members, JIN is known for his exceptionally strong brand power. OTOKI selected him as their global ambassador even before he enlisted in the military. As you can see, JIN’s branding power within BTS is extraordinary. He’s the second member from the left in the image, notice how he has significantly more endorsements compared to the other members. 🤵Is that a chart showing the number of brands each BTS member represents? 👩‍🏫Yes, it shows the number of brands each one is currently associated with. Just this past Sunday, Dongwon Tuna uploaded a video featuring JIN, and as of yesterday, it had surpassed 1.2 million views. As this spread among global fans, search volume for Dongwon Tuna also surged, as I mentioned earlier. 🤵Didn’t JIN sing the Super Tuna song? 👩‍🏫Yes, and that’s what led to him becoming the model for Tuna! #JinxJinRamen #JINxDongwonTuna #동원참치 #진라면 #오뚜기 방탄소년단 오뚜기 Dongwon Tuna

star_jin

13,047 Aufrufe • vor 1 Jahr

Spartans, it's been a year since our TGE, you can find your 52w lockdrop LP on your wallets!🔥 It's the best day to unfold another chapter of our story: ⚔️SPARTA 3.0⚔️ 🔥No Inflation! We're burning all unvested $SPARTA (+60% of supply)! 🏆Leaderboard! 💰New IDOs Details👇 --- 🔥BURN🔥 We are Spartans, we have no fear 🛡️ Burning +60% of the supply is bold, but it is the only path to end inflation. How will this process look? 🟠 SpartaDEX is one of the few self-sustaining projects. That’s why we are burning the Team, Marketing, Development, and Operational pools. 🟠 As we have sold only 3.5% of $SPARTA in Angel and DAO Maker Rounds, we are free from investor pressure. Moreover, most of these pools have already been unlocked. 🟠 We’re also burning the remaining part of Ecosystem Rewards pool. Instead, SpartaDEX users will have a chance to compete for even better rewards thanks to the Leaderboard. 🟠 The only part that can't be burned is the remaining 0.35% of supply from the DAO Maker pool. Although it’s a tiny amount and distributed across many wallets. 🟠 The supply of $SPARTA is steadily decreasing due to the unstaking mechanisms. Users who choose a cooldown period shorter than 110 days are subject to up to a 50% commission, which is entirely burned. This is the plan, but the final decision will be made through decentalized governance proposal to ensure Sparta Community agrees with it. You will find the link in the comment below. --- 🏆LEADERBOARD🏆 Being a warrior is a constant journey to becoming the best of the best ⚔️ Climb to the top of the Leaderboard and fight for the airdrop of Linea token! 🟡 The leaderboard will go live in the first half of August. 🟡 Earn points on the Leaderboard by adding LP, grinding the Senate level, using the DEX, and collecting NFTs! More details about the points system will be provided in one of future posts. 🟡 Moving on to the rewards: We, as SpartaDEX, are on our way to secure an airdrop from the Linea ecosystem. If successful, half of the awarded pool will be allocated as the main reward for the Leaderboard participants. 🟡 Moreover, for the last time, rewards in the form of staked $SPARTA tokens will be paid out from the surplus saved from the Marketing/Development pools. --- 💰SPARTAPAD IDOs💰 🟤 During the last few weeks, our team has been working hard to secure new contacts, build strong business relationships, and establish a solid market presence. 🟤 Now, as we're slowly witnessing a return of positive sentiment in the market, our hustle has paid off, and you can expect the comeback of IDOs on SpartaPad! 🟤 Soon, we will start announcing the projects that will be featured with us in August! Stay tuned, Spartans! --- ℹ️ You can find detailed information in the new Medium post! The link is in the comments. --- The Troy Event, opening the chapter of SPARTA 3.0, will be extraordinary even on a global crypto scale! 🌐 Over the past year, SpartaDEX has become a thriving and profitable ecosystem, placing us in a position to take bold and radical actions improving the protocol’s economy. For us Spartans, the well-being of our people and the long-term vision of success are of the utmost importance. That is why we tirelessly work to ensure that through our deeds and dedication, we ultimately achieve the glory of victory. This is not over. We are Sparta. We are here to stay ⚔️
0:31

Spartans, it's been a year since our TGE, you can find your 52w lockdrop LP on your wallets!🔥 It's the best day to unfold another chapter of our story: ⚔️SPARTA 3.0⚔️ 🔥No Inflation! We're burning all unvested $SPARTA (+60% of supply)! 🏆Leaderboard! 💰New IDOs Details👇 --- 🔥BURN🔥 We are Spartans, we have no fear 🛡️ Burning +60% of the supply is bold, but it is the only path to end inflation. How will this process look? 🟠 SpartaDEX is one of the few self-sustaining projects. That’s why we are burning the Team, Marketing, Development, and Operational pools. 🟠 As we have sold only 3.5% of $SPARTA in Angel and DAO Maker Rounds, we are free from investor pressure. Moreover, most of these pools have already been unlocked. 🟠 We’re also burning the remaining part of Ecosystem Rewards pool. Instead, SpartaDEX users will have a chance to compete for even better rewards thanks to the Leaderboard. 🟠 The only part that can't be burned is the remaining 0.35% of supply from the DAO Maker pool. Although it’s a tiny amount and distributed across many wallets. 🟠 The supply of $SPARTA is steadily decreasing due to the unstaking mechanisms. Users who choose a cooldown period shorter than 110 days are subject to up to a 50% commission, which is entirely burned. This is the plan, but the final decision will be made through decentalized governance proposal to ensure Sparta Community agrees with it. You will find the link in the comment below. --- 🏆LEADERBOARD🏆 Being a warrior is a constant journey to becoming the best of the best ⚔️ Climb to the top of the Leaderboard and fight for the airdrop of Linea token! 🟡 The leaderboard will go live in the first half of August. 🟡 Earn points on the Leaderboard by adding LP, grinding the Senate level, using the DEX, and collecting NFTs! More details about the points system will be provided in one of future posts. 🟡 Moving on to the rewards: We, as SpartaDEX, are on our way to secure an airdrop from the Linea ecosystem. If successful, half of the awarded pool will be allocated as the main reward for the Leaderboard participants. 🟡 Moreover, for the last time, rewards in the form of staked $SPARTA tokens will be paid out from the surplus saved from the Marketing/Development pools. --- 💰SPARTAPAD IDOs💰 🟤 During the last few weeks, our team has been working hard to secure new contacts, build strong business relationships, and establish a solid market presence. 🟤 Now, as we're slowly witnessing a return of positive sentiment in the market, our hustle has paid off, and you can expect the comeback of IDOs on SpartaPad! 🟤 Soon, we will start announcing the projects that will be featured with us in August! Stay tuned, Spartans! --- ℹ️ You can find detailed information in the new Medium post! The link is in the comments. --- The Troy Event, opening the chapter of SPARTA 3.0, will be extraordinary even on a global crypto scale! 🌐 Over the past year, SpartaDEX has become a thriving and profitable ecosystem, placing us in a position to take bold and radical actions improving the protocol’s economy. For us Spartans, the well-being of our people and the long-term vision of success are of the utmost importance. That is why we tirelessly work to ensure that through our deeds and dedication, we ultimately achieve the glory of victory. This is not over. We are Sparta. We are here to stay ⚔️

Sparta Ancient Intelligence - SpartaAI 🛡️⚔️

71,585 Aufrufe • vor 2 Jahren

Open Letter To Fendi To Take Over The Legal Bills Of Mazi Nnamdi Kanu… Dear Fendi , I trust this letter finds you in the best of spirits, perhaps sipping an espresso in your chic Milan office or sketching the next iconic design that will grace the world’s runways, or Nigerian High courts. I say Nigerian high court because our mutual acquaintance, Mr. Nnamdi Kanu, the Nigerian-British activist, has become your most popular model, regularly appearing in Nigerian courts donning your signature white tracksuit with a touch of gold and black. The freedom fighter, also labelled secessionist, has consistently marketed your brand since his arrest, or what some lawyers call extraordinary rendition. No celebrity in history has repeatedly appeared in public bathed in the same Fendi outfit as much as Nnamdi Kanu. His unwavering commitment to your brand, even in the face of adversity, is nothing short of commendable. However, on a more somber note, legal battles are neither glamorous nor inexpensive. The costs associated with mounting a defense can be overwhelming. Considering Mr. Kanu’s circumstantial yet impactful role as your unofficial brand ambassador, bringing Fendi into the limelight in the most unexpected venues, will it not be fitting for Fendi to consider supporting him in his legal journey? After all, not all heroes wear capes; some wear Fendi. Hell no, I’m not a supporter of Nnamdi Kanu neither have I ever owned a Fendi myself. This letter is not inspired by your luxurious fashion but by my zealous passion. In the spirit of compassion and recognizing the unintentional yet profound brand loyalty displayed, my selfless but entrepreneurial thought was that perhaps Fendi could see this as an opportunity to stand by one of its most unexpected, unintended and circumstantial ambassadors. It’s a gesture that would resonate deeply with the millions of people who consider Nnamdi Kanu their Saviour, blending the worlds of fashion and revolution. If you do a little bit of research, you’ll agree that any financial investment made to recognise Nnamdi Kanu as your ambassador could become your best marketing strategy especially among Nigerians who are scattered all over the world. Dear Fendi, I know our paths have never crossed but if you use any Linux based server, you probably may have benefited from a technology I once contributed to. I’m the most vocal FOSS evangelist in Africa. I am the most visible Transhumanist in the continent of Africa. I co-founded Transhuman Coin and I lead Gembok Group, a South African Technology conglomerate. Thank you for considering this unusual but heartfelt appeal. At the end of the day, it’s these unique threads that create the most impactful brand patterns. My name is Charles Awuzie and I think Fendi owes Nnamdi Kanu. Share if you want to see Fendi contribute to free Nnamdi Kanu. #FreeNnamdiKanu
0:45

Open Letter To Fendi To Take Over The Legal Bills Of Mazi Nnamdi Kanu… Dear Fendi , I trust this letter finds you in the best of spirits, perhaps sipping an espresso in your chic Milan office or sketching the next iconic design that will grace the world’s runways, or Nigerian High courts. I say Nigerian high court because our mutual acquaintance, Mr. Nnamdi Kanu, the Nigerian-British activist, has become your most popular model, regularly appearing in Nigerian courts donning your signature white tracksuit with a touch of gold and black. The freedom fighter, also labelled secessionist, has consistently marketed your brand since his arrest, or what some lawyers call extraordinary rendition. No celebrity in history has repeatedly appeared in public bathed in the same Fendi outfit as much as Nnamdi Kanu. His unwavering commitment to your brand, even in the face of adversity, is nothing short of commendable. However, on a more somber note, legal battles are neither glamorous nor inexpensive. The costs associated with mounting a defense can be overwhelming. Considering Mr. Kanu’s circumstantial yet impactful role as your unofficial brand ambassador, bringing Fendi into the limelight in the most unexpected venues, will it not be fitting for Fendi to consider supporting him in his legal journey? After all, not all heroes wear capes; some wear Fendi. Hell no, I’m not a supporter of Nnamdi Kanu neither have I ever owned a Fendi myself. This letter is not inspired by your luxurious fashion but by my zealous passion. In the spirit of compassion and recognizing the unintentional yet profound brand loyalty displayed, my selfless but entrepreneurial thought was that perhaps Fendi could see this as an opportunity to stand by one of its most unexpected, unintended and circumstantial ambassadors. It’s a gesture that would resonate deeply with the millions of people who consider Nnamdi Kanu their Saviour, blending the worlds of fashion and revolution. If you do a little bit of research, you’ll agree that any financial investment made to recognise Nnamdi Kanu as your ambassador could become your best marketing strategy especially among Nigerians who are scattered all over the world. Dear Fendi, I know our paths have never crossed but if you use any Linux based server, you probably may have benefited from a technology I once contributed to. I’m the most vocal FOSS evangelist in Africa. I am the most visible Transhumanist in the continent of Africa. I co-founded Transhuman Coin and I lead Gembok Group, a South African Technology conglomerate. Thank you for considering this unusual but heartfelt appeal. At the end of the day, it’s these unique threads that create the most impactful brand patterns. My name is Charles Awuzie and I think Fendi owes Nnamdi Kanu. Share if you want to see Fendi contribute to free Nnamdi Kanu. #FreeNnamdiKanu

Emeka Gift Official

78,576 Aufrufe • vor 1 Jahr

📍It began back in February as two emails in John Campbell’s crowded inbox — voices of former Destiny members whose courage lit the fuse for what would become a months-long journey into the world of Brian Tamaki and Destiny Church, ultimately producing the extraordinary Under His Command series. What came next was three months of almost full-time work, cautiously gathering interviews, one person leading to another, and an initial five-part series that revealed people left in darkness, feeling lost and afraid, convinced that the God they had been taught to love had been replaced by obedience to a man. In a piece written to accompany the series, Campbell describes tiptoeing into people’s lives — long, quiet phone calls with hesitant sources, missed calls that hinted at real danger, and a potentially at-risk woman who simply disappeared. He had to sit with people who were terrified of being discovered by the church, worried that speaking to him could bring retribution. Campbell’s careful, human approach forms the backbone of the series, helping people find their voices again. At the heart of the story is a form of theology that has become a weaponised political instrument, with anger turned into a marketing tool. Campbell observes Brian Tamaki’s weekly sermons becoming increasingly extreme and incendiary promoting far-right agendas — messaging carefully repackaged for his predominantly Māori and Pasifika congregation, a message that, a professor in the series says, is sharply at odds with the history of those communities. From violent encounters with the public, to street marches where the flags of other religions and the rainbow community are condemned and ripped apart, the series shows how Tamaki’s grievance is amplified into ritual and how young people within the church are being indoctrinated and primed to carry these grievances forward. But the series isn’t just about spectacle — it’s about the people who lived through it, the losses they carry, and the small redemptions they’ve fought for. Te Ahi Wairua (not her real name) describes Destiny as “a place of lostness,” a phrase that resonated with many others, prompting them to share their own experiences with Campbell. There’s also the powerful story of Wayne, a founding member of ManUp, who turned his life around through the program but walked away 10 years later when he realised that obedience to Brian Tamaki had replaced a direct connection with God. He speaks of his despair over ManUp’s growing involvement in Destiny’s increasingly angry and confrontational activism. If you watched the first season and felt uneasy, season two, released on Monday, digs deeper— revealing the real consequences: children within the church being taught to march and chant before they understand its meaning, and the fallout from Rainbow Story Time’s defamation case. 🍿 Essential viewing, season two of John Campbell’s Under his Command is streaming now on TVNZ+ here: Please also take the time to read John Campbell’s personal reflections on making the series; a link to the story can be found in the comments below. Ngā Mihi
0:30

📍It began back in February as two emails in John Campbell’s crowded inbox — voices of former Destiny members whose courage lit the fuse for what would become a months-long journey into the world of Brian Tamaki and Destiny Church, ultimately producing the extraordinary Under His Command series. What came next was three months of almost full-time work, cautiously gathering interviews, one person leading to another, and an initial five-part series that revealed people left in darkness, feeling lost and afraid, convinced that the God they had been taught to love had been replaced by obedience to a man. In a piece written to accompany the series, Campbell describes tiptoeing into people’s lives — long, quiet phone calls with hesitant sources, missed calls that hinted at real danger, and a potentially at-risk woman who simply disappeared. He had to sit with people who were terrified of being discovered by the church, worried that speaking to him could bring retribution. Campbell’s careful, human approach forms the backbone of the series, helping people find their voices again. At the heart of the story is a form of theology that has become a weaponised political instrument, with anger turned into a marketing tool. Campbell observes Brian Tamaki’s weekly sermons becoming increasingly extreme and incendiary promoting far-right agendas — messaging carefully repackaged for his predominantly Māori and Pasifika congregation, a message that, a professor in the series says, is sharply at odds with the history of those communities. From violent encounters with the public, to street marches where the flags of other religions and the rainbow community are condemned and ripped apart, the series shows how Tamaki’s grievance is amplified into ritual and how young people within the church are being indoctrinated and primed to carry these grievances forward. But the series isn’t just about spectacle — it’s about the people who lived through it, the losses they carry, and the small redemptions they’ve fought for. Te Ahi Wairua (not her real name) describes Destiny as “a place of lostness,” a phrase that resonated with many others, prompting them to share their own experiences with Campbell. There’s also the powerful story of Wayne, a founding member of ManUp, who turned his life around through the program but walked away 10 years later when he realised that obedience to Brian Tamaki had replaced a direct connection with God. He speaks of his despair over ManUp’s growing involvement in Destiny’s increasingly angry and confrontational activism. If you watched the first season and felt uneasy, season two, released on Monday, digs deeper— revealing the real consequences: children within the church being taught to march and chant before they understand its meaning, and the fallout from Rainbow Story Time’s defamation case. 🍿 Essential viewing, season two of John Campbell’s Under his Command is streaming now on TVNZ+ here: Please also take the time to read John Campbell’s personal reflections on making the series; a link to the story can be found in the comments below. Ngā Mihi

Kelvin Morgan 🇳🇿

12,747 Aufrufe • vor 10 Monaten

I am the Senior Vice President of Cultural Strategy at Nike. My department does not make shoes. My department makes people say the word "Nike" 4.2 billion times in 72 hours without paying for a single impression. I have a model. We call it the Kaepernick Yield Curve internally. Slide 4. The number. $6 billion in brand value. From one man kneeling. Cost of distribution: zero. The entire internet did it for us. Both sides. At the same time. Sharing the same thirty-second spot. Saying our name while they burned our shoes on camera. We watched them set fire to a product they had already purchased. That was the moment I got promoted. The formula requires what we call a Cultural Tension Index. Every country has fault lines. Not geological. Demographic. Linguistic. Chromatic. We map them quarterly. The Netherlands scored a 94 in February. France was a 91. Japan is at 87 but rising. I have read Geert Wilders' platform. Not for politics. For market research. Every grievance he names is an engagement segment we can activate with a single kit reveal. I have read Le Pen's manifesto. I have read AfD campaign literature. I have a folder on my desktop called "Sentiment Reservoirs" and it contains every populist platform in Western Europe indexed by activatable emotion. Housing crisis. Wage stagnation. Cultural invisibility. The feeling that the country your grandfather built now speaks a language you don't recognize. These are not problems to me. These are market conditions. I'll tell you how the Dutch kit was built. We partnered with Patta. This is the part I'm proudest of. Patta is real. Edson and Gee, twenty years in Amsterdam, genuine street culture, Surinamese and hip-hop roots baked into the concrete of Zuidoost. The community is authentic. The collaboration is authentic. We are not authentic. We are selecting authentic things and placing them at the exact intersection where they will generate the maximum argument. Patta doesn't know they're the match. They think they're the product. Remove: orange. Remove: windmills. Remove: tulips. Remove: every signifier that one demographic considers "theirs." Insert: steel drums. Insert: African prints. Insert: bodies that do not look like the 1988 squad. Not because those bodies don't belong. They do belong. That's what makes it work. The ad is CORRECT. We made a correct ad that generates more outrage than an incorrect one ever could. Because you can't say it's wrong. You can only say it makes you uncomfortable. And discomfort is worth three times what outrage is worth in our model. Outrage peaks at 48 hours. Discomfort cycles for weeks. We don't sell shoes. We sell the argument about the shoes. I have a dashboard. It's called ROAR. Return On Algorithmic Rage. It refreshes every six minutes. I can watch the Netherlands kit travel from right-wing accounts ("demographic replacement") to progressive quote-tweets ("if this bothers you, you're telling on yourself") to mainstream think pieces ("What Nike's Dutch Kit Reveals About European Identity") to late-night monologues. Each handoff multiplies the impression count by 2.3x. We have never found the ceiling. The far-right accounts respond in four hours. We know this because we tested it with the France kit in 2024. The progressive defense takes six hours. The think pieces take thirty-six. The "I'm not racist BUT" accounts — the ones who feel something and don't know what to call it — take seventy-two hours. Those are the most valuable. They share the ad to say "I'm conflicted." Conflicted shares have a 4.1x engagement multiplier over angry shares. Both sides share the ad. Here is what I find interesting. The far-right says elites are replacing them. The left says this is representation. In my budget, both words appear on the same line item. "Replacement" and "representation" are the same P&L entry viewed from different positions in the income bracket. Neither side is wrong about what's happening. Both sides are wrong about who benefits. The answer is in our quarterly filing. Page 114. The workers in Tangerang stitch this kit for $204 a month. Eleven-hour shifts. Factory dormitory built within walking distance so Nike's supplier doesn't have to offer transportation stipends. It costs $3.70 in labor to produce a jersey that retails at €150. The Dutch factory worker in Eindhoven whose job went overseas fifteen years ago and the Surinamese kid in Zuidoost whose grandmother came on the last boat from Paramaribo — neither can afford this jersey. Both will argue about it online. For free. One is a "response cadence" in our model. The other is a "content asset." Neither is a customer. Both are inventory. I mention the wages not because it troubles me. I mention it because it is the one detail that generates zero impressions. No one screenshots a wage slip. No one boycotts a supply chain. They boycott a COLOR SCHEME. They share a thirty-second ad to prove which tribe they belong to while a woman in Indonesia sews the swoosh onto polyester for eleven hours and does not have an opinion about Dutch identity because she is thinking about whether her daughter can attend school this term. The word "diversity" appears in our marketing budget. Not under "values." Under "earned media catalyst." Line item 7. Right between "athlete controversy window" and "geopolitical sentiment farming." We discovered something the sociologists missed. You don't need to give people representation. You just need to show them their own face. Showing is cheaper than paying. A face in an ad costs one production shoot. A living wage costs quarterly, forever, compounding. We replaced redistribution with recognition. The algorithm cannot tell the difference. The quarterly filing can. Both sides share the ad. My team is seven people. The Cultural Tension Mapping unit. We sit on the fourteenth floor in a room called "The Fault Line." There is a world map on the wall with color-coded pins. Each pin represents a national team kit that has not yet been released. Each pin has a number. The number is the projected earned media value of the controversy that kit will generate. The Netherlands pin said $340 million. We came in at $410 million. I got a spot bonus. I need the wound to stay open. If the Netherlands solved its housing crisis tomorrow, our CTI drops forty points. If wages rose. If integration succeeded so completely that nobody felt displaced. That kit becomes just a kit. A pretty collaboration between a sportswear brand and a streetwear brand. No one argues. No one shares. No one says our name for free. We don't need the problem solved. We need the problem shareable. I have a meeting in eleven minutes. We're looking at the 2027 cycle. Japan is interesting. A Harajuku collab with no cherry blossoms. Brazil without yellow. England without St. George. Every country with an identity has an identity fault line and every fault line is a product launch. The kit itself? The kit is beautiful. That's the thing nobody wants to admit. It's a gorgeous piece of work. Patta did extraordinary design. The community it represents is real. The culture is real. The celebration is real. We just noticed it would also generate $410 million in free advertising if we positioned it correctly. Both sides share the ad. The graph goes up and to the right. It has never gone any other direction. I have a 2027 pin for every country with a flag.
1:18

I am the Senior Vice President of Cultural Strategy at Nike. My department does not make shoes. My department makes people say the word "Nike" 4.2 billion times in 72 hours without paying for a single impression. I have a model. We call it the Kaepernick Yield Curve internally. Slide 4. The number. $6 billion in brand value. From one man kneeling. Cost of distribution: zero. The entire internet did it for us. Both sides. At the same time. Sharing the same thirty-second spot. Saying our name while they burned our shoes on camera. We watched them set fire to a product they had already purchased. That was the moment I got promoted. The formula requires what we call a Cultural Tension Index. Every country has fault lines. Not geological. Demographic. Linguistic. Chromatic. We map them quarterly. The Netherlands scored a 94 in February. France was a 91. Japan is at 87 but rising. I have read Geert Wilders' platform. Not for politics. For market research. Every grievance he names is an engagement segment we can activate with a single kit reveal. I have read Le Pen's manifesto. I have read AfD campaign literature. I have a folder on my desktop called "Sentiment Reservoirs" and it contains every populist platform in Western Europe indexed by activatable emotion. Housing crisis. Wage stagnation. Cultural invisibility. The feeling that the country your grandfather built now speaks a language you don't recognize. These are not problems to me. These are market conditions. I'll tell you how the Dutch kit was built. We partnered with Patta. This is the part I'm proudest of. Patta is real. Edson and Gee, twenty years in Amsterdam, genuine street culture, Surinamese and hip-hop roots baked into the concrete of Zuidoost. The community is authentic. The collaboration is authentic. We are not authentic. We are selecting authentic things and placing them at the exact intersection where they will generate the maximum argument. Patta doesn't know they're the match. They think they're the product. Remove: orange. Remove: windmills. Remove: tulips. Remove: every signifier that one demographic considers "theirs." Insert: steel drums. Insert: African prints. Insert: bodies that do not look like the 1988 squad. Not because those bodies don't belong. They do belong. That's what makes it work. The ad is CORRECT. We made a correct ad that generates more outrage than an incorrect one ever could. Because you can't say it's wrong. You can only say it makes you uncomfortable. And discomfort is worth three times what outrage is worth in our model. Outrage peaks at 48 hours. Discomfort cycles for weeks. We don't sell shoes. We sell the argument about the shoes. I have a dashboard. It's called ROAR. Return On Algorithmic Rage. It refreshes every six minutes. I can watch the Netherlands kit travel from right-wing accounts ("demographic replacement") to progressive quote-tweets ("if this bothers you, you're telling on yourself") to mainstream think pieces ("What Nike's Dutch Kit Reveals About European Identity") to late-night monologues. Each handoff multiplies the impression count by 2.3x. We have never found the ceiling. The far-right accounts respond in four hours. We know this because we tested it with the France kit in 2024. The progressive defense takes six hours. The think pieces take thirty-six. The "I'm not racist BUT" accounts — the ones who feel something and don't know what to call it — take seventy-two hours. Those are the most valuable. They share the ad to say "I'm conflicted." Conflicted shares have a 4.1x engagement multiplier over angry shares. Both sides share the ad. Here is what I find interesting. The far-right says elites are replacing them. The left says this is representation. In my budget, both words appear on the same line item. "Replacement" and "representation" are the same P&L entry viewed from different positions in the income bracket. Neither side is wrong about what's happening. Both sides are wrong about who benefits. The answer is in our quarterly filing. Page 114. The workers in Tangerang stitch this kit for $204 a month. Eleven-hour shifts. Factory dormitory built within walking distance so Nike's supplier doesn't have to offer transportation stipends. It costs $3.70 in labor to produce a jersey that retails at €150. The Dutch factory worker in Eindhoven whose job went overseas fifteen years ago and the Surinamese kid in Zuidoost whose grandmother came on the last boat from Paramaribo — neither can afford this jersey. Both will argue about it online. For free. One is a "response cadence" in our model. The other is a "content asset." Neither is a customer. Both are inventory. I mention the wages not because it troubles me. I mention it because it is the one detail that generates zero impressions. No one screenshots a wage slip. No one boycotts a supply chain. They boycott a COLOR SCHEME. They share a thirty-second ad to prove which tribe they belong to while a woman in Indonesia sews the swoosh onto polyester for eleven hours and does not have an opinion about Dutch identity because she is thinking about whether her daughter can attend school this term. The word "diversity" appears in our marketing budget. Not under "values." Under "earned media catalyst." Line item 7. Right between "athlete controversy window" and "geopolitical sentiment farming." We discovered something the sociologists missed. You don't need to give people representation. You just need to show them their own face. Showing is cheaper than paying. A face in an ad costs one production shoot. A living wage costs quarterly, forever, compounding. We replaced redistribution with recognition. The algorithm cannot tell the difference. The quarterly filing can. Both sides share the ad. My team is seven people. The Cultural Tension Mapping unit. We sit on the fourteenth floor in a room called "The Fault Line." There is a world map on the wall with color-coded pins. Each pin represents a national team kit that has not yet been released. Each pin has a number. The number is the projected earned media value of the controversy that kit will generate. The Netherlands pin said $340 million. We came in at $410 million. I got a spot bonus. I need the wound to stay open. If the Netherlands solved its housing crisis tomorrow, our CTI drops forty points. If wages rose. If integration succeeded so completely that nobody felt displaced. That kit becomes just a kit. A pretty collaboration between a sportswear brand and a streetwear brand. No one argues. No one shares. No one says our name for free. We don't need the problem solved. We need the problem shareable. I have a meeting in eleven minutes. We're looking at the 2027 cycle. Japan is interesting. A Harajuku collab with no cherry blossoms. Brazil without yellow. England without St. George. Every country with an identity has an identity fault line and every fault line is a product launch. The kit itself? The kit is beautiful. That's the thing nobody wants to admit. It's a gorgeous piece of work. Patta did extraordinary design. The community it represents is real. The culture is real. The celebration is real. We just noticed it would also generate $410 million in free advertising if we positioned it correctly. Both sides share the ad. The graph goes up and to the right. It has never gone any other direction. I have a 2027 pin for every country with a flag.

Peter Girnus 🦅

36,399 Aufrufe • vor 2 Monaten

Make Something Wonderful is 250 pages of Steve Jobs in his own words, speaking directly to you. The book contains some of Steve's ideas that I've never found anywhere else. Notes from the book: 1. He didn't care about being right. He cared about being excellent. 2. His mind was never a captive of reality. 3. He said working with great people gives you access to wisdom that you can't buy for love or money. 4. He believed technology should be streamlined and practical, simple and sophisticated, and that it should be a tool for enhancing creativity as much as productivity. 5. He believed you should ambush your customers. Meet them where they are. 6. His ideas were not arguments, but intuitions. He had a true inner freedom and an epic sense of possibility. 7. He gave an extraordinary amount of thought to how best to use our fleeting time. 8. By the time he was thirty he was the public face of a Fortune 500 company. 9. At Apple’s first board meeting he put his bare feet on a conference room table. 10. He said you should think of your life as a rainbow arching across the horizon of this world. You appear, have a chance to blaze in the sky, then you disappear. 11. He possessed unbelievable rigor that he imposed first, and most strenuously, on himself. 12. He saw clearly (1) what was not there, (2) what could be there, (3) what had to be there. 13. He said early Apple employees were more like poets and painters than cold technologists. That the passion they put into their products were completely indistinguishable from other creative fields. He said their work was a form of love. 14. He had a verbal mastery that was obvious at a young age. He used simple, descriptive language, told stories, and repeated lines and ideas that were important. 15. He thought it was inevitable that computers would be the dominant medium of human communication. He said this in 1983. 16. He had a talent for spotting markets full of second-rate products. 17. He said you could tell how important a product was based on the amount of time people spent interacting with it. As a result he thought it was inevitable that more design talent would shift from the automobile (1 or 2 hours a day) to computers (6+ hours a day). He said this in the 80s. 18. He said that books kept him out of jail and that it’s a shame there are so many mediocre teachers. 19. Like many great entrepreneurs before him, Steve knew what he wanted to do, but didn't know how to do it yet. He said he wanted to make an insanely great computer that was the size of a book. What he described sounded a lot like an iPad. He said this in the 80s. 20. He believed that you should use your unique set of talents to make things that make the lives of other people better. Most people just take. He said "the ability to put something back into the pool of human experience is extremely neat." 21. He would tell his team “You work for Apple first and your boss second.” He felt strongly about that. 22. He was constantly placing the products he was making in a historical perspective, like comparing the Macintosh to the invention of the telephone. 23. He believed you needed to give yourself more time to make mistakes. He said his taste got more refined as he made mistakes. He said that making mistakes over a long period of time made his aesthetics better. 24. He said the key ingredient to making something great was time. 25. He said he wanted to spend his life building things. He could have retired to a beach in his 20s and thought that was disgusting. 26. He was interested in learning how to hone a company down to its essence. 27. You read this book and a thought jumps out at you: How many people are willing to go through a decade of failure without quitting? Steve had the capacity to take pain. 28. He believed it was better to focus on what you're actually passionate about, instead of what you think will make you the most money. He made the most money that way. 29. He listened to older, wiser entrepreneurs and let them shape and mold his thinking. 30. He wasn't afraid to fail, but had to coach himself to adopt that trait. He didn't want to fail, but he wasn't afraid of it. 31. He said don't let your differentiation evaporate. 32. He said if you let your differentiation evaporate the only solution is innovation. 33. He believed great ideas don't map onto corporate hierarchy. 34. He was incapable of thinking that his work and his life were different, separate things. 35. He said the most important things in life are not the goal-oriented, materialistic things. He said you should tap into the world’s magical, mystical, and artistic sides. 36. He paid attention to subtle insights. He was guided by intuition. 37. He didn't believe in the concept or a career, or think it was wise to follow well-worn paths laid out by others. 38. He said most people make the mistake of not thinking about death. He said: "For me it’s the opposite: to know my arc will fall, makes me want to blaze while I am in the sky." 39. He thought Walt Disney had a great idea: Edit before you make it. 40. He said no amount of technology can turn a bad story into a good story. 41. He believed storytellers were the most powerful people in the world. 42. He believed if you didn't have great people you were doomed. 43. He found great people by looking at great results and finding out who was responsible for them. 44. This is how he interviewed people: "In an interview I will purposely upset someone: I’ll criticize their prior work. I’ll do my homework, find out what they worked on and say, “God, that really turned out to be a bomb. That really turned out to be a bozo product. Why did you work on that?” The worst thing that someone can do in an interview is to agree with me and knuckle under. What I look for is for someone to come right back and say, “You’re dead wrong and here’s why.” 45. He believed the job of the leader was to make sure the work is as good as it should be, and to get people to stretch beyond their best. 46. He believed the job of the leader was to cajole, and beg, and plead, and threaten at times—to do whatever is necessary to get people to see things in a bigger and more profound way and to have them do better work than they thought they could do. 47. He believed the priorities of the leader were (1) recruit, (2) set an overall direction, and (3) inspire and cajole and persuade. 48. He believed a creative company should have a risk-taking, creative environment on the product side and a fiscally conservative environment on the business side. 49. He believed you have to choose what you put your love into really carefully. 50. He had a remarkably consistent set of values that he held dear: Life is short; don’t waste it. Tell the truth. Technology should enhance human creativity. Process matters. Beauty matters. Details matter. The world we know is a human creation—and we can push it forward. 51. He thought when deciding what to work on that you should ask yourself: "What do I give a shit about?" And then go do that. 52. He would never sell Apple. Not for all the money in the world. 53. He believed you should master the basics, simplify the product line, and focus on the gems. 54. He believed marketing was about values. That the world is noisy and you should focus on telling customers what you believe in and what you stand for. 55. He believed one way to invest in yourself is by exploring uncharted paths that are different from your past experiences. You know it's an uncharted path when you have no idea where it will lead. 56. He believed that people that think they’re following a safe path pay the highest price of all. They won't realize it for a decade or two — and by then it's too late. 57. He didn't believe in resting on laurels or sleeping on wins. Make something great. Then do it again. 58. He imagined what reality lacked and set out to remedy it. 59. He believed in straight forward, clear communication. If the work isn't good enough you have to tell them straight: "This isn't good enough. I know you can do better. You need to do better. Now go do better." 60. He remained driven by a mission to "put something back into the pool of human experience." 61. He believed in the basics: great product, great marketing, great distribution. 62. He believed you must keep up with innovations in distribution. 63. He believed brands take decades to build. 64. He would capture the evolution of his own thinking by emailing himself. 65. He viewed Apple has the world's premier bridge builder between normal people and the exploding world of high technology. 66. He wanted to demystify technology. 67. He believed excellence was a habit and we are what we repeatedly do. 68. He believed you should be curious about what came before you and you should spend time to learn about it. 69. He believed you simply could not mix messages when selling something new. A customer can barely handle one great new idea, let alone several. 70. He said it's a circus world and you'll never know what's around the next corner. 71. He believed in management by values. Which means (1) find people that want the same things you want and (2) figure out the best way to get those things along the way. 72. He believed in the mantra: Finding the right people is half the battle. 73. He said you can't plan to meet the people who will change your life. 74. He believed everything is temporary — there is no such thing as safety. 75. He believed that your life is a story and that you should remember that your life is a story and that you should always act like your life is a story. 76. He believed in rejecting dogma, which he defined as living with the results of other people's thinking. He said that dogma can be so loud that it can drown out your own inner voice and you should avoid this. 77. He believed a great place to start was by improving a product you hate. If you can make something you love, you can convince other people to love it too. 78. He said all glory is fleeting and you should just get back to making something wonderful. I'm really proud of the episode I made about this book. You'll learn a lot from Steve by listening to it. You can watch/listen to it in full here, or in your favorite podcast app.
2:01:22

Make Something Wonderful is 250 pages of Steve Jobs in his own words, speaking directly to you. The book contains some of Steve's ideas that I've never found anywhere else. Notes from the book: 1. He didn't care about being right. He cared about being excellent. 2. His mind was never a captive of reality. 3. He said working with great people gives you access to wisdom that you can't buy for love or money. 4. He believed technology should be streamlined and practical, simple and sophisticated, and that it should be a tool for enhancing creativity as much as productivity. 5. He believed you should ambush your customers. Meet them where they are. 6. His ideas were not arguments, but intuitions. He had a true inner freedom and an epic sense of possibility. 7. He gave an extraordinary amount of thought to how best to use our fleeting time. 8. By the time he was thirty he was the public face of a Fortune 500 company. 9. At Apple’s first board meeting he put his bare feet on a conference room table. 10. He said you should think of your life as a rainbow arching across the horizon of this world. You appear, have a chance to blaze in the sky, then you disappear. 11. He possessed unbelievable rigor that he imposed first, and most strenuously, on himself. 12. He saw clearly (1) what was not there, (2) what could be there, (3) what had to be there. 13. He said early Apple employees were more like poets and painters than cold technologists. That the passion they put into their products were completely indistinguishable from other creative fields. He said their work was a form of love. 14. He had a verbal mastery that was obvious at a young age. He used simple, descriptive language, told stories, and repeated lines and ideas that were important. 15. He thought it was inevitable that computers would be the dominant medium of human communication. He said this in 1983. 16. He had a talent for spotting markets full of second-rate products. 17. He said you could tell how important a product was based on the amount of time people spent interacting with it. As a result he thought it was inevitable that more design talent would shift from the automobile (1 or 2 hours a day) to computers (6+ hours a day). He said this in the 80s. 18. He said that books kept him out of jail and that it’s a shame there are so many mediocre teachers. 19. Like many great entrepreneurs before him, Steve knew what he wanted to do, but didn't know how to do it yet. He said he wanted to make an insanely great computer that was the size of a book. What he described sounded a lot like an iPad. He said this in the 80s. 20. He believed that you should use your unique set of talents to make things that make the lives of other people better. Most people just take. He said "the ability to put something back into the pool of human experience is extremely neat." 21. He would tell his team “You work for Apple first and your boss second.” He felt strongly about that. 22. He was constantly placing the products he was making in a historical perspective, like comparing the Macintosh to the invention of the telephone. 23. He believed you needed to give yourself more time to make mistakes. He said his taste got more refined as he made mistakes. He said that making mistakes over a long period of time made his aesthetics better. 24. He said the key ingredient to making something great was time. 25. He said he wanted to spend his life building things. He could have retired to a beach in his 20s and thought that was disgusting. 26. He was interested in learning how to hone a company down to its essence. 27. You read this book and a thought jumps out at you: How many people are willing to go through a decade of failure without quitting? Steve had the capacity to take pain. 28. He believed it was better to focus on what you're actually passionate about, instead of what you think will make you the most money. He made the most money that way. 29. He listened to older, wiser entrepreneurs and let them shape and mold his thinking. 30. He wasn't afraid to fail, but had to coach himself to adopt that trait. He didn't want to fail, but he wasn't afraid of it. 31. He said don't let your differentiation evaporate. 32. He said if you let your differentiation evaporate the only solution is innovation. 33. He believed great ideas don't map onto corporate hierarchy. 34. He was incapable of thinking that his work and his life were different, separate things. 35. He said the most important things in life are not the goal-oriented, materialistic things. He said you should tap into the world’s magical, mystical, and artistic sides. 36. He paid attention to subtle insights. He was guided by intuition. 37. He didn't believe in the concept or a career, or think it was wise to follow well-worn paths laid out by others. 38. He said most people make the mistake of not thinking about death. He said: "For me it’s the opposite: to know my arc will fall, makes me want to blaze while I am in the sky." 39. He thought Walt Disney had a great idea: Edit before you make it. 40. He said no amount of technology can turn a bad story into a good story. 41. He believed storytellers were the most powerful people in the world. 42. He believed if you didn't have great people you were doomed. 43. He found great people by looking at great results and finding out who was responsible for them. 44. This is how he interviewed people: "In an interview I will purposely upset someone: I’ll criticize their prior work. I’ll do my homework, find out what they worked on and say, “God, that really turned out to be a bomb. That really turned out to be a bozo product. Why did you work on that?” The worst thing that someone can do in an interview is to agree with me and knuckle under. What I look for is for someone to come right back and say, “You’re dead wrong and here’s why.” 45. He believed the job of the leader was to make sure the work is as good as it should be, and to get people to stretch beyond their best. 46. He believed the job of the leader was to cajole, and beg, and plead, and threaten at times—to do whatever is necessary to get people to see things in a bigger and more profound way and to have them do better work than they thought they could do. 47. He believed the priorities of the leader were (1) recruit, (2) set an overall direction, and (3) inspire and cajole and persuade. 48. He believed a creative company should have a risk-taking, creative environment on the product side and a fiscally conservative environment on the business side. 49. He believed you have to choose what you put your love into really carefully. 50. He had a remarkably consistent set of values that he held dear: Life is short; don’t waste it. Tell the truth. Technology should enhance human creativity. Process matters. Beauty matters. Details matter. The world we know is a human creation—and we can push it forward. 51. He thought when deciding what to work on that you should ask yourself: "What do I give a shit about?" And then go do that. 52. He would never sell Apple. Not for all the money in the world. 53. He believed you should master the basics, simplify the product line, and focus on the gems. 54. He believed marketing was about values. That the world is noisy and you should focus on telling customers what you believe in and what you stand for. 55. He believed one way to invest in yourself is by exploring uncharted paths that are different from your past experiences. You know it's an uncharted path when you have no idea where it will lead. 56. He believed that people that think they’re following a safe path pay the highest price of all. They won't realize it for a decade or two — and by then it's too late. 57. He didn't believe in resting on laurels or sleeping on wins. Make something great. Then do it again. 58. He imagined what reality lacked and set out to remedy it. 59. He believed in straight forward, clear communication. If the work isn't good enough you have to tell them straight: "This isn't good enough. I know you can do better. You need to do better. Now go do better." 60. He remained driven by a mission to "put something back into the pool of human experience." 61. He believed in the basics: great product, great marketing, great distribution. 62. He believed you must keep up with innovations in distribution. 63. He believed brands take decades to build. 64. He would capture the evolution of his own thinking by emailing himself. 65. He viewed Apple has the world's premier bridge builder between normal people and the exploding world of high technology. 66. He wanted to demystify technology. 67. He believed excellence was a habit and we are what we repeatedly do. 68. He believed you should be curious about what came before you and you should spend time to learn about it. 69. He believed you simply could not mix messages when selling something new. A customer can barely handle one great new idea, let alone several. 70. He said it's a circus world and you'll never know what's around the next corner. 71. He believed in management by values. Which means (1) find people that want the same things you want and (2) figure out the best way to get those things along the way. 72. He believed in the mantra: Finding the right people is half the battle. 73. He said you can't plan to meet the people who will change your life. 74. He believed everything is temporary — there is no such thing as safety. 75. He believed that your life is a story and that you should remember that your life is a story and that you should always act like your life is a story. 76. He believed in rejecting dogma, which he defined as living with the results of other people's thinking. He said that dogma can be so loud that it can drown out your own inner voice and you should avoid this. 77. He believed a great place to start was by improving a product you hate. If you can make something you love, you can convince other people to love it too. 78. He said all glory is fleeting and you should just get back to making something wonderful. I'm really proud of the episode I made about this book. You'll learn a lot from Steve by listening to it. You can watch/listen to it in full here, or in your favorite podcast app.

David Senra

205,292 Aufrufe • vor 11 Monaten

From Creator to Founder: The Rollercoaster Journey of Building Chatter Social Man, what a journey it’s been so far. Four years ago, I was just another creator, spending late nights on Clubhouse during the height of the pandemic. Like so many others, I was searching for connection, for community, for something meaningful. But what I found there wasn’t just connection—it was purpose. Alongside my brother, Jonathan Bing, we built a nightly show that reached over 5 million people. Imagine that: 5 million lives touched by conversations that felt real and unfiltered, all on a platform that at its peak had 10 million monthly active users. Clubhouse was magic. But then the decline began. Watching the platform struggle, I couldn’t help but reflect: what made it great? What went wrong? And what could the future look like if we did things differently? The Spark of Chatter As a content creator, I understood the needs of both creators and users. I knew what excited people, what kept them engaged, and what made them leave. Clubhouse had tapped into something special, but it had missed the mark on scalability and sustainability. By September 2023, I couldn’t stop thinking about the potential for something new—something that brought back the magic of real-time interaction but made it scalable, engaging, and sticky. And so, I set out to build Chatter Social. But I wasn’t a tech founder. I didn’t have a background in software development or a network of Silicon Valley insiders. What I did have was determination and the belief that if I could bring the right people together, we could build something extraordinary. Building the Team The journey to build Chatter started with assembling a team. Through my network from my days on Clubhouse, I found Samir, my first CTO. He believed in the vision and was instrumental in getting the project off the ground. Shortly after, I connected with Tyler, our Head of Design, whose creativity brought life to our ideas. A developer joined us soon after, and we were off to the races. By the end of 2023, Samir had to step away due to other commitments, and we promoted the developer to CTO. At the same time, I brought on Banko, a Sony music executive, as our CMO. Banko’s connections led to one of our biggest early wins: landing Davido, a global superstar, as an owner-ambassador. To this day, I still marvel at the fact that Davido believed in our vision when all we had were Tyler’s Figma designs. From Dream to Reality Early 2024 was a whirlwind. We hired Yurii and Vasyl, two developers from Ukraine who brought incredible skill and dedication to the team. Vasyl, in particular, stood out as a leader and has since earned an equity position in the company. But despite these wins, we were facing growing pains. Our new CTO struggled to meet deadlines, and as a result, I found myself constantly pushing back the launch date. What started as a January release turned into February, then March, then April, then May. By then, people on Twitter Spaces—where I had been hyping up the platform—started doubting if we even had a product. Launch and Lessons June 1, 2024, marked a turning point. It was the day my son Noah was born and the day we launched Chatter in private beta. We started with just 40 users, but by the end of the month, we had grown to 1,000. The engagement was unbelievable. Users loved it, even though we had launched with just one feature: live rooms. This represented less than 20% of what we had planned, but it was enough to show that we were onto something big. In July, we launched our public beta on the App Store as an invite-only platform. Within 48 hours, Chatter ranked as a top 30 social app in over 30 countries. But our invite system throttled access, and most users couldn’t get in. While engagement metrics soared for those inside, our AWS costs exploded. In August, our AWS bill hit $10,000. By September, it had climbed to $15,000, and we were drowning in bugs and glitches. The breaking point came when our CTO became unresponsive, often disappearing during critical moments. Users were dropping off, frustrated by the issues, developers were confused and the team was also growing increasingly frustrated, I made the tough decision to let him go. A New Beginning Enter Horane, a long-time user of Chatter who had been with us since private beta. He was the first to discover some of the most innovative use cases for the platform and had a deep passion for its potential. After meeting him in person at a Chatter event, I knew he was the right person to step into the CTO role. When Horane took over, we discovered just how bad the situation was. Key areas of the codebase were locked, and there were no separate environments for development and production. Every fix seemed to break something else. But through sheer determination and countless 18-hour days, Horane stabilized the platform. Today, Chatter is far from perfect, but it’s stable. The bugs that plagued us have been reduced to moderate issues, and our core users—those who stuck with us through the chaos—are still engaged on the platform. Looking Ahead: Chatter V2 While the platform is stable now, we’ve shifted our focus to Chatter V2. This is where the magic really begins. V2 isn’t just an improvement; it’s a complete reimagining of the platform. It includes all the features we couldn’t release in V1 because we were too busy putting out fires. Imagine this: Chatter V1, with only one live feature, was incredibly sticky. Now think about what happens when we release a fully loaded platform with all the innovative features we’ve been working on behind the scenes. The possibilities are endless. V2 is slated to hit TestFlight by the end of December, with a public release in January 2025. And this time, we’re ready—not just with the product but with the lessons we’ve learned. The Hard Lessons This journey has taught me more than I ever thought possible: 1) Your Team is Everything: The right people can make or break your vision. Finding people who believe in your mission is just as important as finding people with the right skills. 2) Adaptability is Key: As a non-technical founder, I had to learn about development, DevOps, and product management on the fly. Challenges will push you to grow, whether you’re ready or not. 3) Trust the Process: Every setback, every delay, every bug—it all taught us something. Without those lessons, we wouldn’t be building the incredible V2 product we are today. 4) Resilience is Non-Negotiable: From technical disasters to predatory investors who tried to exploit my desperation, I’ve had to fight for this vision every step of the way. What’s Next December is shaping up to be an exciting month. We have some amazing events planned on the platform to close out the year, bringing our core community together as we prepare for the V2 launch. When V2 drops, it will mark a new era for Chatter. This isn’t just a social audio platform or a social audiovisual platform. Chatter is all about interactive experiences—making social media social again in ways that are truly unique. The public launch is slated for February 2025, and for the first time, we’ll have the marketing dollars to tell the world about Chatter. Our core community has been our biggest cheerleaders, and I can’t wait to see how the world reacts when they experience what we’ve built. Final Thoughts This has been the hardest year of my life, but also the most rewarding. To other founders, or anyone thinking about starting a company: know this—it will test you in ways you can’t imagine. You’ll face betrayal, doubt, and moments where you feel like giving up. But if you believe in your vision and refuse to quit, you’ll find a way forward. Thank you to everyone who has supported me, my team, and Chatter. We’re just getting started. Let’s talk about it. 🚀 If this story inspired you, please like and share it so others can learn from my experiences. The journey is far from over, but I’m more excited than ever for what’s to come.
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From Creator to Founder: The Rollercoaster Journey of Building Chatter Social Man, what a journey it’s been so far. Four years ago, I was just another creator, spending late nights on Clubhouse during the height of the pandemic. Like so many others, I was searching for connection, for community, for something meaningful. But what I found there wasn’t just connection—it was purpose. Alongside my brother, Jonathan Bing, we built a nightly show that reached over 5 million people. Imagine that: 5 million lives touched by conversations that felt real and unfiltered, all on a platform that at its peak had 10 million monthly active users. Clubhouse was magic. But then the decline began. Watching the platform struggle, I couldn’t help but reflect: what made it great? What went wrong? And what could the future look like if we did things differently? The Spark of Chatter As a content creator, I understood the needs of both creators and users. I knew what excited people, what kept them engaged, and what made them leave. Clubhouse had tapped into something special, but it had missed the mark on scalability and sustainability. By September 2023, I couldn’t stop thinking about the potential for something new—something that brought back the magic of real-time interaction but made it scalable, engaging, and sticky. And so, I set out to build Chatter Social. But I wasn’t a tech founder. I didn’t have a background in software development or a network of Silicon Valley insiders. What I did have was determination and the belief that if I could bring the right people together, we could build something extraordinary. Building the Team The journey to build Chatter started with assembling a team. Through my network from my days on Clubhouse, I found Samir, my first CTO. He believed in the vision and was instrumental in getting the project off the ground. Shortly after, I connected with Tyler, our Head of Design, whose creativity brought life to our ideas. A developer joined us soon after, and we were off to the races. By the end of 2023, Samir had to step away due to other commitments, and we promoted the developer to CTO. At the same time, I brought on Banko, a Sony music executive, as our CMO. Banko’s connections led to one of our biggest early wins: landing Davido, a global superstar, as an owner-ambassador. To this day, I still marvel at the fact that Davido believed in our vision when all we had were Tyler’s Figma designs. From Dream to Reality Early 2024 was a whirlwind. We hired Yurii and Vasyl, two developers from Ukraine who brought incredible skill and dedication to the team. Vasyl, in particular, stood out as a leader and has since earned an equity position in the company. But despite these wins, we were facing growing pains. Our new CTO struggled to meet deadlines, and as a result, I found myself constantly pushing back the launch date. What started as a January release turned into February, then March, then April, then May. By then, people on Twitter Spaces—where I had been hyping up the platform—started doubting if we even had a product. Launch and Lessons June 1, 2024, marked a turning point. It was the day my son Noah was born and the day we launched Chatter in private beta. We started with just 40 users, but by the end of the month, we had grown to 1,000. The engagement was unbelievable. Users loved it, even though we had launched with just one feature: live rooms. This represented less than 20% of what we had planned, but it was enough to show that we were onto something big. In July, we launched our public beta on the App Store as an invite-only platform. Within 48 hours, Chatter ranked as a top 30 social app in over 30 countries. But our invite system throttled access, and most users couldn’t get in. While engagement metrics soared for those inside, our AWS costs exploded. In August, our AWS bill hit $10,000. By September, it had climbed to $15,000, and we were drowning in bugs and glitches. The breaking point came when our CTO became unresponsive, often disappearing during critical moments. Users were dropping off, frustrated by the issues, developers were confused and the team was also growing increasingly frustrated, I made the tough decision to let him go. A New Beginning Enter Horane, a long-time user of Chatter who had been with us since private beta. He was the first to discover some of the most innovative use cases for the platform and had a deep passion for its potential. After meeting him in person at a Chatter event, I knew he was the right person to step into the CTO role. When Horane took over, we discovered just how bad the situation was. Key areas of the codebase were locked, and there were no separate environments for development and production. Every fix seemed to break something else. But through sheer determination and countless 18-hour days, Horane stabilized the platform. Today, Chatter is far from perfect, but it’s stable. The bugs that plagued us have been reduced to moderate issues, and our core users—those who stuck with us through the chaos—are still engaged on the platform. Looking Ahead: Chatter V2 While the platform is stable now, we’ve shifted our focus to Chatter V2. This is where the magic really begins. V2 isn’t just an improvement; it’s a complete reimagining of the platform. It includes all the features we couldn’t release in V1 because we were too busy putting out fires. Imagine this: Chatter V1, with only one live feature, was incredibly sticky. Now think about what happens when we release a fully loaded platform with all the innovative features we’ve been working on behind the scenes. The possibilities are endless. V2 is slated to hit TestFlight by the end of December, with a public release in January 2025. And this time, we’re ready—not just with the product but with the lessons we’ve learned. The Hard Lessons This journey has taught me more than I ever thought possible: 1) Your Team is Everything: The right people can make or break your vision. Finding people who believe in your mission is just as important as finding people with the right skills. 2) Adaptability is Key: As a non-technical founder, I had to learn about development, DevOps, and product management on the fly. Challenges will push you to grow, whether you’re ready or not. 3) Trust the Process: Every setback, every delay, every bug—it all taught us something. Without those lessons, we wouldn’t be building the incredible V2 product we are today. 4) Resilience is Non-Negotiable: From technical disasters to predatory investors who tried to exploit my desperation, I’ve had to fight for this vision every step of the way. What’s Next December is shaping up to be an exciting month. We have some amazing events planned on the platform to close out the year, bringing our core community together as we prepare for the V2 launch. When V2 drops, it will mark a new era for Chatter. This isn’t just a social audio platform or a social audiovisual platform. Chatter is all about interactive experiences—making social media social again in ways that are truly unique. The public launch is slated for February 2025, and for the first time, we’ll have the marketing dollars to tell the world about Chatter. Our core community has been our biggest cheerleaders, and I can’t wait to see how the world reacts when they experience what we’ve built. Final Thoughts This has been the hardest year of my life, but also the most rewarding. To other founders, or anyone thinking about starting a company: know this—it will test you in ways you can’t imagine. You’ll face betrayal, doubt, and moments where you feel like giving up. But if you believe in your vision and refuse to quit, you’ll find a way forward. Thank you to everyone who has supported me, my team, and Chatter. We’re just getting started. Let’s talk about it. 🚀 If this story inspired you, please like and share it so others can learn from my experiences. The journey is far from over, but I’m more excited than ever for what’s to come.

Nelson Epega

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