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how Peter Thiel screens for generational monopolies while managing an $11 billion venture capital fund as Thiel famously said: "what important truth do very few people agree with you on? because if you're doing what everyone else is doing, you're competing, and competition is for losers." while most investors... show more

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Peter Thiel: "Competition is for losers" "Competition is for losers, which got people's attention, because we normally believe the opposite. We believe that the losers are the people who don't compete intensely enough. You're a loser if you're not competitive. But what if you're a loser because you're too obsessed with competing? If you're too focused on competing, maybe you're losing sight of what's really important." Thiel explains the distinction most people miss: "The most important distinction in business that people don't talk about enough is that there are two kinds of companies in this world. There are companies that are competitive, and there are companies that have monopolies. If you're a one-of-a-kind company, a happy company that's doing something different, you are a monopoly. It is the goal of every founder, every entrepreneur, it should be their goal to try to build a monopoly business." He frames this as an unconventional truth: "Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms. A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits are competed away."

Peter Thiel: "Competition is for losers" "Competition is for losers, which got people's attention, because we normally believe the opposite. We believe that the losers are the people who don't compete intensely enough. You're a loser if you're not competitive. But what if you're a loser because you're too obsessed with competing? If you're too focused on competing, maybe you're losing sight of what's really important." Thiel explains the distinction most people miss: "The most important distinction in business that people don't talk about enough is that there are two kinds of companies in this world. There are companies that are competitive, and there are companies that have monopolies. If you're a one-of-a-kind company, a happy company that's doing something different, you are a monopoly. It is the goal of every founder, every entrepreneur, it should be their goal to try to build a monopoly business." He frames this as an unconventional truth: "Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms. A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits are competed away."

Jaynit

55,406 görüntüleme • 5 ay önce

Peter Thiel said four words that the entire business world has spent decades refusing to hear. Thiel: “Competition is for losers.” Every business school on Earth teaches the opposite. Fight for market share. Outwork the rival. Win the price war. Thiel looked at the whole system and named what it produces. A slow execution. Thiel: “Most people believe that capitalism and competition are synonyms. I think they’re antonyms.” Antonyms. A capitalist accumulates capital. Competition destroys it. Thiel: “A world of perfect competition is a world where all the profits are competed away.” This is not philosophy. This is arithmetic. Ten companies selling the same thing. Price falls. Margins collapse. Everyone bleeds. That is the prize for winning a competitive market. Nothing. The world calls it hustle. Thiel calls it surrender. Thiel: “There are two kinds of businesses in this world. Those that are competitive and those that have monopolies.” One fights for share in a game someone else designed. The other designed the game. When you obsess over a competitor, you inherit their ceiling and call it sky. If your company description starts with your rivals, the market already knows everything it needs to. You do not have a business. You have a position in someone else’s war. School drilled you to compete for the highest grade. That same instinct is why competitive markets are full of brilliant people making nothing. You were taught how to fight. Nobody taught you how to build something unfightable. The founders history remembers do not outcompete. They make competition irrelevant. Stop trying to win their game. Build one nobody else knows the rules to.

Peter Thiel said four words that the entire business world has spent decades refusing to hear. Thiel: “Competition is for losers.” Every business school on Earth teaches the opposite. Fight for market share. Outwork the rival. Win the price war. Thiel looked at the whole system and named what it produces. A slow execution. Thiel: “Most people believe that capitalism and competition are synonyms. I think they’re antonyms.” Antonyms. A capitalist accumulates capital. Competition destroys it. Thiel: “A world of perfect competition is a world where all the profits are competed away.” This is not philosophy. This is arithmetic. Ten companies selling the same thing. Price falls. Margins collapse. Everyone bleeds. That is the prize for winning a competitive market. Nothing. The world calls it hustle. Thiel calls it surrender. Thiel: “There are two kinds of businesses in this world. Those that are competitive and those that have monopolies.” One fights for share in a game someone else designed. The other designed the game. When you obsess over a competitor, you inherit their ceiling and call it sky. If your company description starts with your rivals, the market already knows everything it needs to. You do not have a business. You have a position in someone else’s war. School drilled you to compete for the highest grade. That same instinct is why competitive markets are full of brilliant people making nothing. You were taught how to fight. Nobody taught you how to build something unfightable. The founders history remembers do not outcompete. They make competition irrelevant. Stop trying to win their game. Build one nobody else knows the rules to.

Dustin

49,481 görüntüleme • 5 ay önce

Peter Thiel turned $500K into ~$1B on Facebook, built PayPal, and then told a room full of Stanford students that competition is a trap - if you're fighting for scraps in a crowded market, you've already lost His whole framework: escape competition, build something so different it becomes a monopoly, and capture the value nobody else can 50-min and you'll see why investors quietly hunt for the boring businesses that own their entire market Bookmark & watch - required viewing before you start or back another "me too" company

Peter Thiel turned $500K into ~$1B on Facebook, built PayPal, and then told a room full of Stanford students that competition is a trap - if you're fighting for scraps in a crowded market, you've already lost His whole framework: escape competition, build something so different it becomes a monopoly, and capture the value nobody else can 50-min and you'll see why investors quietly hunt for the boring businesses that own their entire market Bookmark & watch - required viewing before you start or back another "me too" company

st1ne

16,728 görüntüleme • 2 ay önce

Peter Thiel gave a 17-minute masterclass on why competition is for losers and how to build a monopoly from scratch: "If you're a founder or entrepreneur, what you want to aim for is monopoly. You want to build a company that is so differentiated from the competition that it's not even competing." Peter continues: "The conventional wisdom is that capitalism and competition are synonyms. I believe they're antonyms. A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits get competed away. If you want to compete like crazy, you should just open a restaurant in Chicago." He explains why this truth stays hidden: "People who have monopolies don't talk about it, they pretend not to have monopolies. And people who don't have monopolies pretend to have something unique about their business, otherwise nobody would invest. Google will never say, 'We have 66% of the search market.' They'll say, 'We're a technology company,' and suddenly there's competition everywhere. Conversely, if you start a restaurant, you'll tell investors it's the only British-Nepalese fusion cuisine in downtown Chicago." Peter warns about the seduction of competition: "When you compete ferociously, you get better at that which you're competing on. But you will narrow your focus to beating the people around you, and it often comes at a very high price of losing sight of what is more important or more valuable." He concludes: "There's always a tiny door where everyone's trying to rush through. But around the corner, there may be a vast and secret gate that no one's taking. You should always find the secret path and take it."

Peter Thiel gave a 17-minute masterclass on why competition is for losers and how to build a monopoly from scratch: "If you're a founder or entrepreneur, what you want to aim for is monopoly. You want to build a company that is so differentiated from the competition that it's not even competing." Peter continues: "The conventional wisdom is that capitalism and competition are synonyms. I believe they're antonyms. A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits get competed away. If you want to compete like crazy, you should just open a restaurant in Chicago." He explains why this truth stays hidden: "People who have monopolies don't talk about it, they pretend not to have monopolies. And people who don't have monopolies pretend to have something unique about their business, otherwise nobody would invest. Google will never say, 'We have 66% of the search market.' They'll say, 'We're a technology company,' and suddenly there's competition everywhere. Conversely, if you start a restaurant, you'll tell investors it's the only British-Nepalese fusion cuisine in downtown Chicago." Peter warns about the seduction of competition: "When you compete ferociously, you get better at that which you're competing on. But you will narrow your focus to beating the people around you, and it often comes at a very high price of losing sight of what is more important or more valuable." He concludes: "There's always a tiny door where everyone's trying to rush through. But around the corner, there may be a vast and secret gate that no one's taking. You should always find the secret path and take it."

Jaynit

33,281 görüntüleme • 8 ay önce

Leon Cooperman built a $10 billion hedge fund empire by simply outworking everyone else on wall street in this exact interview he drops a brutal truth: "with an average iq and a strong work ethic, you can go very far. if you don't want to work and think, just buy a low-cost index fund." while modern traders rely on algorithms, he built his massive edge reading thousands of pages of boring balance sheets. this rare 1.5-hour interview is an absolute masterclass on his psychological framework bookmark & watch a billionaire break down his system

Leon Cooperman built a $10 billion hedge fund empire by simply outworking everyone else on wall street in this exact interview he drops a brutal truth: "with an average iq and a strong work ethic, you can go very far. if you don't want to work and think, just buy a low-cost index fund." while modern traders rely on algorithms, he built his massive edge reading thousands of pages of boring balance sheets. this rare 1.5-hour interview is an absolute masterclass on his psychological framework bookmark & watch a billionaire break down his system

ludoonchart

129,310 görüntüleme • 3 ay önce

Peter Thiel on what he would look for if he was joining a startup Wharton professor Adam Grant asks Peter Thiel what he would look for if he was joining an early-stage startup. Thiel gives a simple response: “Do you like the people? Do you think you could become good friends with these people? That’s such a critical part for getting these things to work.” He recalls interviewing with a law firm in New York early in his career and one partner telling him: “It’s a place where everybody hates everybody else, but we all make lots of money.” The partner viewed it as an illustration of how incredibly “professional” the firm was. But Thiel argues that we need more than just “professional” at work. Thiel elaborates more on this idea in his book Zero to One: “Why work with a group of people who don’t even like each other? Many seem to think it’s a sacrifice necessary for making money. But taking a merely professional view of the workplace, in which free agents check in and out on a transactional basis, is worse than cold: it’s not even rational. Since time is your most valuable asset, it’s odd to spend it working with people who don’t envision any long-term future together. If you can’t count durable relationships among the fruits of your time at work, you haven’t invested your time well—even in purely financial terms.” Video source: The Wharton School (2014)

Peter Thiel on what he would look for if he was joining a startup Wharton professor Adam Grant asks Peter Thiel what he would look for if he was joining an early-stage startup. Thiel gives a simple response: “Do you like the people? Do you think you could become good friends with these people? That’s such a critical part for getting these things to work.” He recalls interviewing with a law firm in New York early in his career and one partner telling him: “It’s a place where everybody hates everybody else, but we all make lots of money.” The partner viewed it as an illustration of how incredibly “professional” the firm was. But Thiel argues that we need more than just “professional” at work. Thiel elaborates more on this idea in his book Zero to One: “Why work with a group of people who don’t even like each other? Many seem to think it’s a sacrifice necessary for making money. But taking a merely professional view of the workplace, in which free agents check in and out on a transactional basis, is worse than cold: it’s not even rational. Since time is your most valuable asset, it’s odd to spend it working with people who don’t envision any long-term future together. If you can’t count durable relationships among the fruits of your time at work, you haven’t invested your time well—even in purely financial terms.” Video source: The Wharton School (2014)

Startup Archive

60,844 görüntüleme • 8 ay önce

Peter Thiel on what most founders don’t understand about differentiation “I think you want to have very big differences inside the team, and then from the outside, you want to be seen as very different from the rest of the world.” For example, SpacEx’s mission is to go to Mars: “Everybody at the company thinks: we’re the only place in the world where people are going to go to Mars. And that one idea separates it very sharply from the rest of the world.” And then within a company, you want the roles to be as differentiated as possible. One of the challenges in an early stage startup is that the roles tend to fluctuate a lot. Thiel believes this is one of the ways in which conflicts tend to arise. “If you were a sociopathic boss who just wanted to create conflicts amongst your employees for no reason at all, the formula for creating conflicts is to tell two people to do the exact same thing.” To summarize his point, Thiel concludes: “You want to have roles differentiated sharply differentiated within companies. And you want to have the mission of the company differentiated sharply from the rest of the world.” Video source: Saïd Business School (2015)

Peter Thiel on what most founders don’t understand about differentiation “I think you want to have very big differences inside the team, and then from the outside, you want to be seen as very different from the rest of the world.” For example, SpacEx’s mission is to go to Mars: “Everybody at the company thinks: we’re the only place in the world where people are going to go to Mars. And that one idea separates it very sharply from the rest of the world.” And then within a company, you want the roles to be as differentiated as possible. One of the challenges in an early stage startup is that the roles tend to fluctuate a lot. Thiel believes this is one of the ways in which conflicts tend to arise. “If you were a sociopathic boss who just wanted to create conflicts amongst your employees for no reason at all, the formula for creating conflicts is to tell two people to do the exact same thing.” To summarize his point, Thiel concludes: “You want to have roles differentiated sharply differentiated within companies. And you want to have the mission of the company differentiated sharply from the rest of the world.” Video source: Saïd Business School (2015)

Startup Archive

43,752 görüntüleme • 9 ay önce

why Ron Baron makes billions while most people lose everything when asked how he turned a little money into $40 billion by just ignoring the news - he dropped the cold truth: "guys stare at screens all day trying to guess what happens next - we buy a company and literally don't look at the price for years" "when tesla crashed in 2019 everyone in finance panicked and sold - we didn't care at all, kept all our shares, and made $4 billion" "regular guys sell the second a stock drops a few bucks - we buy a good company and just leave it alone even when everyone is freaking out" Baron didn't make $40 billion by guessing what happens tomorrow. He made it by just sitting on his hands and doing absolutely nothing while everyone else panics bookmark and watch him explain how he actually plays the game

why Ron Baron makes billions while most people lose everything when asked how he turned a little money into $40 billion by just ignoring the news - he dropped the cold truth: "guys stare at screens all day trying to guess what happens next - we buy a company and literally don't look at the price for years" "when tesla crashed in 2019 everyone in finance panicked and sold - we didn't care at all, kept all our shares, and made $4 billion" "regular guys sell the second a stock drops a few bucks - we buy a good company and just leave it alone even when everyone is freaking out" Baron didn't make $40 billion by guessing what happens tomorrow. He made it by just sitting on his hands and doing absolutely nothing while everyone else panics bookmark and watch him explain how he actually plays the game

ludoonchart

519,381 görüntüleme • 3 ay önce

Peter Thiel on what most founders don’t understand about differentiation “I think you want to have very big differences inside the team, and then from the outside, you want to be seen as very different from the rest of the world.” For example, SpacEx’s mission is to go to Mars: “Everybody at the company thinks: we’re the only place in the world where people are going to go to Mars. And that one idea separates it very sharply from the rest of the world.” And then within a company, you want the roles to be as differentiated as possible. One of the challenges in an early stage startup is that the roles tend to fluctuate a lot. Thiel believes this is one of the ways in which conflicts tend to arise. “If you were a sociopathic boss who just wanted to create conflicts amongst your employees for no reason at all, the formula for creating conflicts is to tell two people to do the exact same thing.” To summarize his point, Thiel concludes: “You want to have roles differentiated sharply differentiated within companies. And you want to have the mission of the company differentiated sharply from the rest of the world.” Source: Saïd Business School (May 2015)

Peter Thiel on what most founders don’t understand about differentiation “I think you want to have very big differences inside the team, and then from the outside, you want to be seen as very different from the rest of the world.” For example, SpacEx’s mission is to go to Mars: “Everybody at the company thinks: we’re the only place in the world where people are going to go to Mars. And that one idea separates it very sharply from the rest of the world.” And then within a company, you want the roles to be as differentiated as possible. One of the challenges in an early stage startup is that the roles tend to fluctuate a lot. Thiel believes this is one of the ways in which conflicts tend to arise. “If you were a sociopathic boss who just wanted to create conflicts amongst your employees for no reason at all, the formula for creating conflicts is to tell two people to do the exact same thing.” To summarize his point, Thiel concludes: “You want to have roles differentiated sharply differentiated within companies. And you want to have the mission of the company differentiated sharply from the rest of the world.” Source: Saïd Business School (May 2015)

Startup Archive

25,702 görüntüleme • 2 ay önce

Peter Thiel said something that flatly contradicts everything business culture claims to believe. Thiel: “Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms.” That’s not a nuance. That’s a complete inversion of how you’re taught to think about value. Every business school. Every startup pitch. Every founder origin story. All built on one article of faith. That competition is the engine. That the best companies win by outfighting everyone else. Thiel says that’s exactly why most businesses fail. Thiel: “A world of perfect competition is a world where all the profits are competed away.” Follow the logic to its end. More competitors. Thinner margins. Longer hours. Less money. Competition doesn’t create wealth. It dissolves it. The harder you fight inside a crowded market, the less there is left to win. Thiel: “The example I use of a bad type of business is opening a restaurant, which is super competitive and nobody ever makes any money doing it.” A million restaurants in America. Most will be gone inside five years. Not because the food was bad. Not because the founders didn’t sacrifice everything. Because they entered a game where even the winners barely break even. Thiel: “The example of a fantastic monopoly business I give is Google, which basically has had no competition in search since 2002.” Google didn’t outcompete Yahoo. Google made Yahoo a footnote in a history nobody reads. And it has printed money every single day since. One company fought for a market. The other became the market. That distinction is the entire lesson. Thiel: “It is the goal of every founder, of every entrepreneur, to try to build a monopoly business.” But this goes deeper than business advice. Competition feels productive because it’s measurable. You can track your rank. Your market share. Your position relative to everyone else. But relative position is not value creation. You can spend an entire career optimizing for a category someone else invented and call it progress. Bezos didn’t outcompete bookstores. He built something bookstores couldn’t even categorize. Thiel: “If you’re a one-of-a-kind company, a happy company that’s doing something different, you are a monopoly.” The pattern never changes. The people who built the most wealth in human history didn’t win a competition. They made competition a non-concept. They didn’t play the game better. They designed a different game entirely. One where they set the rules and the margins and the terms. And that reframes the only question that actually matters. Not how do I beat the competition. Why am I competing at all. Because competition is a confession. That someone else defined the game. Someone else set the rules. Someone else decided what winning looks like. And you showed up to play on their terms. The most valuable things ever built weren’t better answers to existing questions. They were entirely new questions. And the person who writes the question will always own the answer.

Peter Thiel said something that flatly contradicts everything business culture claims to believe. Thiel: “Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms.” That’s not a nuance. That’s a complete inversion of how you’re taught to think about value. Every business school. Every startup pitch. Every founder origin story. All built on one article of faith. That competition is the engine. That the best companies win by outfighting everyone else. Thiel says that’s exactly why most businesses fail. Thiel: “A world of perfect competition is a world where all the profits are competed away.” Follow the logic to its end. More competitors. Thinner margins. Longer hours. Less money. Competition doesn’t create wealth. It dissolves it. The harder you fight inside a crowded market, the less there is left to win. Thiel: “The example I use of a bad type of business is opening a restaurant, which is super competitive and nobody ever makes any money doing it.” A million restaurants in America. Most will be gone inside five years. Not because the food was bad. Not because the founders didn’t sacrifice everything. Because they entered a game where even the winners barely break even. Thiel: “The example of a fantastic monopoly business I give is Google, which basically has had no competition in search since 2002.” Google didn’t outcompete Yahoo. Google made Yahoo a footnote in a history nobody reads. And it has printed money every single day since. One company fought for a market. The other became the market. That distinction is the entire lesson. Thiel: “It is the goal of every founder, of every entrepreneur, to try to build a monopoly business.” But this goes deeper than business advice. Competition feels productive because it’s measurable. You can track your rank. Your market share. Your position relative to everyone else. But relative position is not value creation. You can spend an entire career optimizing for a category someone else invented and call it progress. Bezos didn’t outcompete bookstores. He built something bookstores couldn’t even categorize. Thiel: “If you’re a one-of-a-kind company, a happy company that’s doing something different, you are a monopoly.” The pattern never changes. The people who built the most wealth in human history didn’t win a competition. They made competition a non-concept. They didn’t play the game better. They designed a different game entirely. One where they set the rules and the margins and the terms. And that reframes the only question that actually matters. Not how do I beat the competition. Why am I competing at all. Because competition is a confession. That someone else defined the game. Someone else set the rules. Someone else decided what winning looks like. And you showed up to play on their terms. The most valuable things ever built weren’t better answers to existing questions. They were entirely new questions. And the person who writes the question will always own the answer.

Dustin

19,866 görüntüleme • 4 ay önce

Peter Thiel on the difference between the best founders and “professional CEOs” In his book Zero To One, which is approaching its 10-year anniversary, Thiel wrote: “We need founders. If anything, we should be more tolerant of founders who seem strange or extreme. We need unusual individuals to lead companies beyond mere incrementalism.” And while he doesn’t believe there’s a simple magic formula for what a founder looks like, Thiel observes: “A lot of the great companies that have been built over the last two decades were founded by people where it was somehow deeply connected to their identity - their life’s project.” He contrasts this to Silicon Valley in the 1990s when lots of founders were replaced with professional CEOs. Thiel believes it made a big difference when it became more common for founders run the companies. He gives the example of a 22 year old Mark Zuckerberg turning down a billion dollar acquisition from Yahoo: “If you had a professional CEO, it would have just been: ‘I can’t believe they’re offering us a billion dollars. I’m going to try not to be too eager. We better take the money and run.’” Video Source: The Aspen Institute

Peter Thiel on the difference between the best founders and “professional CEOs” In his book Zero To One, which is approaching its 10-year anniversary, Thiel wrote: “We need founders. If anything, we should be more tolerant of founders who seem strange or extreme. We need unusual individuals to lead companies beyond mere incrementalism.” And while he doesn’t believe there’s a simple magic formula for what a founder looks like, Thiel observes: “A lot of the great companies that have been built over the last two decades were founded by people where it was somehow deeply connected to their identity - their life’s project.” He contrasts this to Silicon Valley in the 1990s when lots of founders were replaced with professional CEOs. Thiel believes it made a big difference when it became more common for founders run the companies. He gives the example of a 22 year old Mark Zuckerberg turning down a billion dollar acquisition from Yahoo: “If you had a professional CEO, it would have just been: ‘I can’t believe they’re offering us a billion dollars. I’m going to try not to be too eager. We better take the money and run.’” Video Source: The Aspen Institute

Startup Archive

90,949 görüntüleme • 2 yıl önce

Warren Buffett was asked if anyone could turn $10,000 into $15 million using Ben Graham's principles: "yes, if they didn't try and do too much the first week, it requires patience which a lot of people don't have" "why doesn't everybody do it?" he answered - "because people would much rather be promised that they're going to win a lottery ticket next week than that they're going to get rich slowly" this is him explaining why he doesn't care if the stock exchange closes for two years, why he refuses to buy high-tech companies he can't predict, and what he says is the single biggest trap for investors in volatile markets "if your stock goes down 10% and that upsets you, it means you think the market knows more about the business than you do, and in that case, you're the patsy" "if you're in a poker game for 30 minutes and you don't know who the patsy is, you're the patsy" bookmark & watch this video below

Warren Buffett was asked if anyone could turn $10,000 into $15 million using Ben Graham's principles: "yes, if they didn't try and do too much the first week, it requires patience which a lot of people don't have" "why doesn't everybody do it?" he answered - "because people would much rather be promised that they're going to win a lottery ticket next week than that they're going to get rich slowly" this is him explaining why he doesn't care if the stock exchange closes for two years, why he refuses to buy high-tech companies he can't predict, and what he says is the single biggest trap for investors in volatile markets "if your stock goes down 10% and that upsets you, it means you think the market knows more about the business than you do, and in that case, you're the patsy" "if you're in a poker game for 30 minutes and you don't know who the patsy is, you're the patsy" bookmark & watch this video below

ludoonchart

110,947 görüntüleme • 1 ay önce

Three hedge fund founders managing a combined $120 billion - Steve Cohen - Dmitri Balyasny - Mike Rockefeller - sat down with the woman who told them the brutal truth about their own industry what separates the funds that survive from the thousands that die - why the smartest people in the room eventually leave - and what LPs actually look for before writing a check "peel back the curtain at a $30 billion fund - it's the same one or two people driving returns year after year - after a while you start questioning whether you're in the right room" "you can forget about alpha if you cannot attract and retain a winning team - talent is everything" "if you have people you have problems - pure and simple" bookmark & watch the full conversation ↓

Three hedge fund founders managing a combined $120 billion - Steve Cohen - Dmitri Balyasny - Mike Rockefeller - sat down with the woman who told them the brutal truth about their own industry what separates the funds that survive from the thousands that die - why the smartest people in the room eventually leave - and what LPs actually look for before writing a check "peel back the curtain at a $30 billion fund - it's the same one or two people driving returns year after year - after a while you start questioning whether you're in the right room" "you can forget about alpha if you cannot attract and retain a winning team - talent is everything" "if you have people you have problems - pure and simple" bookmark & watch the full conversation ↓

Сarm1ne

117,024 görüntüleme • 3 ay önce

Ron Baron believes that trading for a quick 20% gain is the fastest way to stay broke "most guys buy bonds or keep cash just to feel safe making 4% - we have never owned a single bond because paper currency is designed to lose its value every day" "the crowd buys a stock with a 3-month plan and panics at a 10% drop - our minimum holding period is 10 years, because that is how you turn a million into a billion" "regular traders obsess over next week's chart patterns - we only care if the founder has the drive to double the size of the business every 5 years" Baron didn't build a $40 billion fund by guessing the next trend. he built it by finding generational monopolies, backing great founders, and doing absolutely nothing for decades watch him break down his exact investment strategy

Ron Baron believes that trading for a quick 20% gain is the fastest way to stay broke "most guys buy bonds or keep cash just to feel safe making 4% - we have never owned a single bond because paper currency is designed to lose its value every day" "the crowd buys a stock with a 3-month plan and panics at a 10% drop - our minimum holding period is 10 years, because that is how you turn a million into a billion" "regular traders obsess over next week's chart patterns - we only care if the founder has the drive to double the size of the business every 5 years" Baron didn't build a $40 billion fund by guessing the next trend. he built it by finding generational monopolies, backing great founders, and doing absolutely nothing for decades watch him break down his exact investment strategy

ludoonchart

436,110 görüntüleme • 3 ay önce

Paul Tudor Jones on trading through chaos: "if you're going to bet big, you have to be ruthlessly objective about your position. you can't sit down in there and double down." in this interview Paul Tudor jones talks with Stan Druckenmiller about what separates the top guys from the rest bookmark and watch the video below

Paul Tudor Jones on trading through chaos: "if you're going to bet big, you have to be ruthlessly objective about your position. you can't sit down in there and double down." in this interview Paul Tudor jones talks with Stan Druckenmiller about what separates the top guys from the rest bookmark and watch the video below

ludoonchart

72,645 görüntüleme • 2 ay önce

Peter Thiel on why all trends are overrated and one-of-a-kind companies are underrated Peter Thiel is asked what students should study in college. He thinks this is similar to the question “what are future trends in technology?” “What I will say about trends in technology and areas of study is that they’re probably all overrated,” Thiel explains. “When you have something that can be reduced to a buzzword, it means that a lot of people are doing it and they’re somehow inadequately differentiated in that field.” On the other hand, Thiel believes that one-of-a-kind companies that don’t easily fit into an existing narrative or trend are underrated. He gives Airbnb as an example—any existing category would miss the uniqueness of the business. “Great companies always have this one-of-a-kind attribute,” Thiel observes. And he suspects that areas of study are similar: “If you’re in a big area of study, where everyone’s studying the same thing, you’re not adequately differentiating yourself from other people… I think people are spending too much time studying the things everybody else is studying, and they’re spending too little time studying more particular things that they’re really passionate about.” Video source: Northwestern Engineering (2014)

Peter Thiel on why all trends are overrated and one-of-a-kind companies are underrated Peter Thiel is asked what students should study in college. He thinks this is similar to the question “what are future trends in technology?” “What I will say about trends in technology and areas of study is that they’re probably all overrated,” Thiel explains. “When you have something that can be reduced to a buzzword, it means that a lot of people are doing it and they’re somehow inadequately differentiated in that field.” On the other hand, Thiel believes that one-of-a-kind companies that don’t easily fit into an existing narrative or trend are underrated. He gives Airbnb as an example—any existing category would miss the uniqueness of the business. “Great companies always have this one-of-a-kind attribute,” Thiel observes. And he suspects that areas of study are similar: “If you’re in a big area of study, where everyone’s studying the same thing, you’re not adequately differentiating yourself from other people… I think people are spending too much time studying the things everybody else is studying, and they’re spending too little time studying more particular things that they’re really passionate about.” Video source: Northwestern Engineering (2014)

Startup Archive

139,384 görüntüleme • 1 yıl önce

Loved having Brian Singerman Brian Singerman on Uncapped. We talked about his time at Founders Fund, his strategies for identifying outlier people, what type of VCs he believes are best set up for success, what he's doing with GPx, and a bunch more. He's an extremely clear thinker and it's easy to see how he helped create some of the best performing funds in our industry. Was really fun to talk with him about he did the job and what he's looking for as he backs VCs now. (0:00) Intro (0:50) Why you can't have a checklist for founders (1:46) How Brian looks for spikes (3:55) How Founders Fund played to its strengths (6:54) The Anduril founding team (12:04) The foundation of company culture (14:12) How Brian spent time with founders (19:06) What Brian is genuinely best at (20:25) GPx: backing elite emerging managers (23:12) Why Brian knew he was done with traditional VC (25:30) "I'm looking for people who could have beaten me in my prime" (29:38) GPx's structure and the bet-your-career mechanism (30:40) The optimal LP allocation to venture (34:49) Why SPVs are dead (41:00) How Founders Fund made the second most money on Airbnb (43:51) The concentration strategy (49:10) How Founders Fund worked and Peter's role (52:16) What makes Peter Thiel the best venture capitalist in history (56:53) Solo GPs vs. teams (58:02) Brian's music studio

Loved having Brian Singerman Brian Singerman on Uncapped. We talked about his time at Founders Fund, his strategies for identifying outlier people, what type of VCs he believes are best set up for success, what he's doing with GPx, and a bunch more. He's an extremely clear thinker and it's easy to see how he helped create some of the best performing funds in our industry. Was really fun to talk with him about he did the job and what he's looking for as he backs VCs now. (0:00) Intro (0:50) Why you can't have a checklist for founders (1:46) How Brian looks for spikes (3:55) How Founders Fund played to its strengths (6:54) The Anduril founding team (12:04) The foundation of company culture (14:12) How Brian spent time with founders (19:06) What Brian is genuinely best at (20:25) GPx: backing elite emerging managers (23:12) Why Brian knew he was done with traditional VC (25:30) "I'm looking for people who could have beaten me in my prime" (29:38) GPx's structure and the bet-your-career mechanism (30:40) The optimal LP allocation to venture (34:49) Why SPVs are dead (41:00) How Founders Fund made the second most money on Airbnb (43:51) The concentration strategy (49:10) How Founders Fund worked and Peter's role (52:16) What makes Peter Thiel the best venture capitalist in history (56:53) Solo GPs vs. teams (58:02) Brian's music studio

Jack Altman

220,126 görüntüleme • 23 gün önce

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

Startup Archive

63,647 görüntüleme • 2 yıl önce