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“If we create a $1 billion dollar company, you create a $7 billion dollar company.” JAY-Z talks about the “roadmap”that was provided to other races but kept away from Black people & the reason he built Roc Nation after achieving his initial goal of becoming successful with his friends.... show more

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Our friends at the General Intelligence Company just launched Cofounder 2, the operating system for running the one person, billion dollar company. We recently sat down with Andrew to discuss what that looks like and why the browser is at the center of it. Huge congrats to andrew pignanelli and the entire General Intelligence Company team 🎉

Our friends at the General Intelligence Company just launched Cofounder 2, the operating system for running the one person, billion dollar company. We recently sat down with Andrew to discuss what that looks like and why the browser is at the center of it. Huge congrats to andrew pignanelli and the entire General Intelligence Company team 🎉

Browserbase

30,660 views • 3 months ago

Elon is suing OpenAI for $150 billion. On the stand today he said: "If we make it okay to loot a charity, the entire foundation of charitable giving in America will be destroyed." OpenAI went from a nonprofit in someone's apartment to an $850 billion company. The people who built it are now billionaires. The charity that was supposed to own it holds 26%. It doesn't matter if you think Elon Musk is a hypocrite or a hero. That math is hard to explain. Source: Reuters

Elon is suing OpenAI for $150 billion. On the stand today he said: "If we make it okay to loot a charity, the entire foundation of charitable giving in America will be destroyed." OpenAI went from a nonprofit in someone's apartment to an $850 billion company. The people who built it are now billionaires. The charity that was supposed to own it holds 26%. It doesn't matter if you think Elon Musk is a hypocrite or a hero. That math is hard to explain. Source: Reuters

Mario Nawfal

465,536 views • 3 months ago

Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)

Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)

Startup Archive

63,921 views • 10 months ago

🚨NEW: Adam Curry nicely breaks down how Stablecoins work, Tether, and the likely future of the US Digital Dollar system. (Worth a watch if you don't know about this subject) "A stablecoin is a digital dollar thats pegged to the dollar so it's always a dollar. It's already being used all over the internet and the world. The only reason it's worth a dollar is because the stablecoin company that creates it has debt and paper to back it up. They buy America's debt, they buy treasury bonds or T-bills that pay a dividend that gives interest, and for each dollar they've bought in treasury they can create stablecoins. If you look at the company Tether they've bought more of the US debt than most countries. They have $160B worth of US debt. For each of those dollars they have a stablecoin. There's like 50 people in the company. They have $160B at 4% interest annually, they're making BANK just for holding this debt. I think that President Trump is very smart in seeing that we can flood the world with our stablecoin and we get a 2-for-1. We create a dollar of debt and we create another dollar that can be used all over the world as a reserve currency and that should result in some new monetary system that we need to come up with to have our dollar valued properly but also still remain the reserve currency and remain a strong export country. We don't make anything that we sell abroad, we can't all serve each other burgers and fries -- we have to build something. All of that went overseas. There's something big coming, and it has to happen. Trump is a meta guy. He's going to re-finance the country. It'll be digital and he Bitcoiners don't like this because they want Bitcoin to be the one currency that everyone uses but its now more like a digital gold that's much easier to move around. It's useful but it isn't money or currency the way it was originally intended -- but it is still very important and will be part of the US' strategic reserve. It looks to me like Stablecoins and Tether in particular will be the future of the US dollar payments. A lot of people on the right are afraid of being controlled on a grid because you can stop stablecoins -- but it seems there's no way of getting around some form of a digital dollar. I still like Bitcoin as a backup to protect from that control." Great breakdown Adam Curry - curryirc.com

🚨NEW: Adam Curry nicely breaks down how Stablecoins work, Tether, and the likely future of the US Digital Dollar system. (Worth a watch if you don't know about this subject) "A stablecoin is a digital dollar thats pegged to the dollar so it's always a dollar. It's already being used all over the internet and the world. The only reason it's worth a dollar is because the stablecoin company that creates it has debt and paper to back it up. They buy America's debt, they buy treasury bonds or T-bills that pay a dividend that gives interest, and for each dollar they've bought in treasury they can create stablecoins. If you look at the company Tether they've bought more of the US debt than most countries. They have $160B worth of US debt. For each of those dollars they have a stablecoin. There's like 50 people in the company. They have $160B at 4% interest annually, they're making BANK just for holding this debt. I think that President Trump is very smart in seeing that we can flood the world with our stablecoin and we get a 2-for-1. We create a dollar of debt and we create another dollar that can be used all over the world as a reserve currency and that should result in some new monetary system that we need to come up with to have our dollar valued properly but also still remain the reserve currency and remain a strong export country. We don't make anything that we sell abroad, we can't all serve each other burgers and fries -- we have to build something. All of that went overseas. There's something big coming, and it has to happen. Trump is a meta guy. He's going to re-finance the country. It'll be digital and he Bitcoiners don't like this because they want Bitcoin to be the one currency that everyone uses but its now more like a digital gold that's much easier to move around. It's useful but it isn't money or currency the way it was originally intended -- but it is still very important and will be part of the US' strategic reserve. It looks to me like Stablecoins and Tether in particular will be the future of the US dollar payments. A lot of people on the right are afraid of being controlled on a grid because you can stop stablecoins -- but it seems there's no way of getting around some form of a digital dollar. I still like Bitcoin as a backup to protect from that control." Great breakdown Adam Curry - curryirc.com

Autism Capital 🧩

365,538 views • 1 year ago

“Took niggas sense of pride, now how that's free? & them people stole the soul and hit niggas with 360s I ain't got a billion streams - got a billion dollars Inflating numbers like we supposed to be happy about this We was praisin Billboard, but we were young Now I look at Billboard like, "Is you dumb?" - Jay Z

“Took niggas sense of pride, now how that's free? & them people stole the soul and hit niggas with 360s I ain't got a billion streams - got a billion dollars Inflating numbers like we supposed to be happy about this We was praisin Billboard, but we were young Now I look at Billboard like, "Is you dumb?" - Jay Z

Deleted

51,627 views • 9 months ago

🚨What if a BILLION dollar business was built almost entirely on Google Maps?🚨 One garage door company in Phoenix proved it was possible. 10 profiles. One city. Every corner of the metro covered. 📌Here is the exact step by step system to copy it:

🚨What if a BILLION dollar business was built almost entirely on Google Maps?🚨 One garage door company in Phoenix proved it was possible. 10 profiles. One city. Every corner of the metro covered. 📌Here is the exact step by step system to copy it:

Andy Walker - Local SEO

46,437 views • 3 months ago

Derrick: We do not have to match them dollar for dollar, but we do need to match them data for data ... we can achieve those optimal funding levels and win races, even if the Republicans get more money beyond that, and they want to dump in money at the last minute. The Wisconsin Supreme Court race is a good example of this, where Elon Musk tried so hard. He put in tens of millions of dollars to try and buy that election, but he ended up making the race more about himself. His money was toxic, and our money got the vote out about our candidate. And so you don't have to have more money. But we do have more people, and we just have to be able to leverage that power.

Derrick: We do not have to match them dollar for dollar, but we do need to match them data for data ... we can achieve those optimal funding levels and win races, even if the Republicans get more money beyond that, and they want to dump in money at the last minute. The Wisconsin Supreme Court race is a good example of this, where Elon Musk tried so hard. He put in tens of millions of dollars to try and buy that election, but he ended up making the race more about himself. His money was toxic, and our money got the vote out about our candidate. And so you don't have to have more money. But we do have more people, and we just have to be able to leverage that power.

MeidasClips

12,021 views • 1 month ago

When Adam’s stock price dropped by 92% he borrowed money to buy back $6 billion in stock. That bet made the company more than $60 billion: “If no one's going to buy our shares why don't we just start buying our own shares? The company at the bottom was worth $3.8 billion. And we were generating over a billion dollars of EBITDA. Well in theory we could buy back 20% of the shares of the company just in the next year if we really believed in the path we were on. So we kicked that off. But we did it a little bit differently than what most companies do. Most companies go out and say I'm going to buy shares from the public markets and just take shares back. But you don't know who's on the other side of that trade. On the other hand we knew that we had a cap table where about 50% of the shares were going to sell at some point over the coming years. We had private equity investors that owned roughly 50% of the shares of the company alongside some other founders that were no longer there. So instead of going to the public we went to the shareholders that we knew were going to sell and got them to agree to sell back to us over time. And so for the following 18 months we ended up deploying around $6 billion of buybacks using our own capital and we leveraged some to buy back shares in the company. And over time that ended up creating somewhere in the neighborhood of $50 to $60 billion of actual proceeds from the buyback. It was one of the most successful buybacks in the history of companies.”

When Adam’s stock price dropped by 92% he borrowed money to buy back $6 billion in stock. That bet made the company more than $60 billion: “If no one's going to buy our shares why don't we just start buying our own shares? The company at the bottom was worth $3.8 billion. And we were generating over a billion dollars of EBITDA. Well in theory we could buy back 20% of the shares of the company just in the next year if we really believed in the path we were on. So we kicked that off. But we did it a little bit differently than what most companies do. Most companies go out and say I'm going to buy shares from the public markets and just take shares back. But you don't know who's on the other side of that trade. On the other hand we knew that we had a cap table where about 50% of the shares were going to sell at some point over the coming years. We had private equity investors that owned roughly 50% of the shares of the company alongside some other founders that were no longer there. So instead of going to the public we went to the shareholders that we knew were going to sell and got them to agree to sell back to us over time. And so for the following 18 months we ended up deploying around $6 billion of buybacks using our own capital and we leveraged some to buy back shares in the company. And over time that ended up creating somewhere in the neighborhood of $50 to $60 billion of actual proceeds from the buyback. It was one of the most successful buybacks in the history of companies.”

David Senra

518,747 views • 3 months ago

When Adam’s stock price dropped by 92% he borrowed money to buy back $6 billion in stock. That bet made the company more than $60 billion: “If no one's going to buy our shares why don't we just start buying our own shares? The company at the bottom was worth $3.8 billion. And we were generating over a billion dollars of EBITDA. Well in theory we could buy back 20% of the shares of the company just in the next year if we really believed in the path we were on. So we kicked that off. But we did it a little bit differently than what most companies do. Most companies go out and say I'm going to buy shares from the public markets and just take shares back. But you don't know who's on the other side of that trade. On the other hand we knew that we had a cap table where about 50% of the shares were going to sell at some point over the coming years. We had private equity investors that owned roughly 50% of the shares of the company alongside some other founders that were no longer there. So instead of going to the public we went to the shareholders that we knew were going to sell and got them to agree to sell back to us over time. And so for the following 18 months we ended up deploying around $6 billion of buybacks using our own capital and we leveraged some to buy back shares in the company. And over time that ended up creating somewhere in the neighborhood of $50 to $60 billion of actual proceeds from the buyback. It was one of the most successful buybacks in the history of companies.”

When Adam’s stock price dropped by 92% he borrowed money to buy back $6 billion in stock. That bet made the company more than $60 billion: “If no one's going to buy our shares why don't we just start buying our own shares? The company at the bottom was worth $3.8 billion. And we were generating over a billion dollars of EBITDA. Well in theory we could buy back 20% of the shares of the company just in the next year if we really believed in the path we were on. So we kicked that off. But we did it a little bit differently than what most companies do. Most companies go out and say I'm going to buy shares from the public markets and just take shares back. But you don't know who's on the other side of that trade. On the other hand we knew that we had a cap table where about 50% of the shares were going to sell at some point over the coming years. We had private equity investors that owned roughly 50% of the shares of the company alongside some other founders that were no longer there. So instead of going to the public we went to the shareholders that we knew were going to sell and got them to agree to sell back to us over time. And so for the following 18 months we ended up deploying around $6 billion of buybacks using our own capital and we leveraged some to buy back shares in the company. And over time that ended up creating somewhere in the neighborhood of $50 to $60 billion of actual proceeds from the buyback. It was one of the most successful buybacks in the history of companies.”

David Senra

154,426 views • 1 month ago

Peter Thiel on why members of the PayPal Mafia are so successful: “The big lesson people had coming out of PayPal was: you could build a great business, and it was neither easy nor impossible—it’s hard.” “The lesson people mostly learned in the 90s… if you were at a fantastically successful company like Microsoft or Google, you’d infer that starting a business is easier than it is, and you’ll learn a lot of wrong things.” “If you were at a company that failed, you’ll tend to learn the lesson that it was impossible.” “We weren’t as successful as some great successes in Silicon Valley, but people learned the best lesson: it’s hard, but doable.”

Peter Thiel on why members of the PayPal Mafia are so successful: “The big lesson people had coming out of PayPal was: you could build a great business, and it was neither easy nor impossible—it’s hard.” “The lesson people mostly learned in the 90s… if you were at a fantastically successful company like Microsoft or Google, you’d infer that starting a business is easier than it is, and you’ll learn a lot of wrong things.” “If you were at a company that failed, you’ll tend to learn the lesson that it was impossible.” “We weren’t as successful as some great successes in Silicon Valley, but people learned the best lesson: it’s hard, but doable.”

Jawwwn

416,302 views • 4 months ago

Elon Musk: Creating a successful company is pretty straightforward. “The ability to attract and motivate great people is critical to the success of a company, because a company is just a group of people that are assembled to create a product or service. That's the purpose of a company. People sometimes forget this elementary truth. And so, if you're able to get great people to join the company and work together towards a common goal and sort of have a relentless sense of perfection about that goal, then you will end up with a great product. And if you have a great product, lots of people will buy it, and then the company will be successful. Really, it's pretty straightforward.” Interview with AutoBild TV, November 5, 2014

Elon Musk: Creating a successful company is pretty straightforward. “The ability to attract and motivate great people is critical to the success of a company, because a company is just a group of people that are assembled to create a product or service. That's the purpose of a company. People sometimes forget this elementary truth. And so, if you're able to get great people to join the company and work together towards a common goal and sort of have a relentless sense of perfection about that goal, then you will end up with a great product. And if you have a great product, lots of people will buy it, and then the company will be successful. Really, it's pretty straightforward.” Interview with AutoBild TV, November 5, 2014

ELON CLIPS

18,493 views • 2 months ago

🦮: There's a lot of differences you know, from our seven. And growing up, living 24-7 with each other is not always happy, always fun. So we might have differences, we might arguments here and there, but at the end of the day, we all gathered here for the same goal, and we all know that. So that's why we ... I think that's what makes a great team 🤍

🦮: There's a lot of differences you know, from our seven. And growing up, living 24-7 with each other is not always happy, always fun. So we might have differences, we might arguments here and there, but at the end of the day, we all gathered here for the same goal, and we all know that. So that's why we ... I think that's what makes a great team 🤍

샐마•𝗘𝗡╸(rest)

700,335 views • 11 months ago

Ossoff: We usually get this, which specifies how many folks you intend to employ. What we have is a 26-page PowerPoint. Here, it specifies about $17 billion in cuts to medical services. What are you cutting in medical services—specifically, who are you cutting? Collins: We’ll have more information as we go forward. The numbers have not been cut. Ossoff: I’m sorry—yes, it has. You have in your PowerPoint here $17 billion in cuts to medical services. This is a 26-page PowerPoint to justify the budget. I don’t know if we have to reconvene after they send us the materials, but I think this is insufficient.

Ossoff: We usually get this, which specifies how many folks you intend to employ. What we have is a 26-page PowerPoint. Here, it specifies about $17 billion in cuts to medical services. What are you cutting in medical services—specifically, who are you cutting? Collins: We’ll have more information as we go forward. The numbers have not been cut. Ossoff: I’m sorry—yes, it has. You have in your PowerPoint here $17 billion in cuts to medical services. This is a 26-page PowerPoint to justify the budget. I don’t know if we have to reconvene after they send us the materials, but I think this is insufficient.

Acyn

449,826 views • 1 year ago

We spent $15,000 on billboards targeting one person: the guy controlling all the chemical spend at a saltwater disposal company in Texas. We mapped his commute and bought every billboard between his house and the oil field. When we finally called, he said "I see your billboards everywhere." That landed us our first oil field contract. At the time our entire operation was a $10,000 reactor built from PVC pipes from Home Depot, turning corn sugar into industrial chemicals. People keep trying to throw it away. It still works. That leaking reactor started a multibillion-dollar company. Y Combinator visited our plant in Houston. The original PVC reactor is still on the floor next to the Bioforge.

We spent $15,000 on billboards targeting one person: the guy controlling all the chemical spend at a saltwater disposal company in Texas. We mapped his commute and bought every billboard between his house and the oil field. When we finally called, he said "I see your billboards everywhere." That landed us our first oil field contract. At the time our entire operation was a $10,000 reactor built from PVC pipes from Home Depot, turning corn sugar into industrial chemicals. People keep trying to throw it away. It still works. That leaking reactor started a multibillion-dollar company. Y Combinator visited our plant in Houston. The original PVC reactor is still on the floor next to the Bioforge.

Gaurab Chakrabarti

930,370 views • 4 months ago

Charlie Kirk: We are witnessing the Reverse Colonization of America.. and we are colonizing ourselves. We are becoming a nation of strangers with each passing day. The only thing that “unites” everyone is the Dollar Bill… what happens when the Dollar shreds? Economic volatility is only survivable if your a nation of neighbors. But if you’re a nation of strangers filled with third-worlder’s that don’t understand our culture and history, only here for free stuff…. Watch out. It’s like a volcano waiting to erupt. Clip Tucker Full Show

Charlie Kirk: We are witnessing the Reverse Colonization of America.. and we are colonizing ourselves. We are becoming a nation of strangers with each passing day. The only thing that “unites” everyone is the Dollar Bill… what happens when the Dollar shreds? Economic volatility is only survivable if your a nation of neighbors. But if you’re a nation of strangers filled with third-worlder’s that don’t understand our culture and history, only here for free stuff…. Watch out. It’s like a volcano waiting to erupt. Clip Tucker Full Show

MJTruthUltra

151,104 views • 1 year ago

260703 Weverse live 🐈: yesterday we got here at 5, we landed at 5 in the morning, and by the time we arrived at the hotel, it was around 7. we rested a bit from 7 to 12, then at 12, we all went to eat together.i think we ate for about 3 hours, i think we ate for about 2 or 3 hours. 🐈: (read comment) did you eat Brazilian barbecue? 🐈: yes, Brazilian barbecue. but what was interesting is the barbecue here is all-you-can-eat. they give you this round token-like thing, if the top side is red, it means you want them to stop brining the meat; if the top side is green, it’s a sign that you want them to keep bringing the meat. but the meat was coming out a bit too fast, so i just left it on red, but they still kept giving to me. it felt like i was at my grandma’s house. 🐈: for JAKE hyung, that ajeossi gave him meat first, then he flipped it like this, JAKE hyung had the red side on top, but that guy was like “no, you can eat more” and then flipped to the green side himself. it really felt like we were at grandma’s house. #JUNGWON #JAKE

260703 Weverse live 🐈: yesterday we got here at 5, we landed at 5 in the morning, and by the time we arrived at the hotel, it was around 7. we rested a bit from 7 to 12, then at 12, we all went to eat together.i think we ate for about 3 hours, i think we ate for about 2 or 3 hours. 🐈: (read comment) did you eat Brazilian barbecue? 🐈: yes, Brazilian barbecue. but what was interesting is the barbecue here is all-you-can-eat. they give you this round token-like thing, if the top side is red, it means you want them to stop brining the meat; if the top side is green, it’s a sign that you want them to keep bringing the meat. but the meat was coming out a bit too fast, so i just left it on red, but they still kept giving to me. it felt like i was at my grandma’s house. 🐈: for JAKE hyung, that ajeossi gave him meat first, then he flipped it like this, JAKE hyung had the red side on top, but that guy was like “no, you can eat more” and then flipped to the green side himself. it really felt like we were at grandma’s house. #JUNGWON #JAKE

Midori

34,599 views • 1 month ago

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

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

Startup Archive

256,038 views • 10 months ago

Bill Ackman is openly trying to build the next Berkshire Hathaway and explained the entire playbook on All-In. It starts with a 4 billion dollar company nobody on Wall Street cares about. The company is Howard Hughes. It trades at 60 cents on the dollar. Here is the playbook he is copying. Someone went back and read every filing Warren Buffett made over 60 years. Almost all of Berkshire's value came from one thing nobody talks about. Insurance. Buffett ran an insurance company. You collect premiums today in exchange for paying claims later. That means you get money up front. Float. Most insurers obsess over the liability side. How much they might have to pay out. Buffett did the opposite. He took that float and invested it. Manage both sides well and you build a compounding, tax-efficient machine that runs for decades. So why hasn't everyone copied it? Because the people great at investing go work for hedge funds. Insurance companies can't recruit them. Buffett owned half his company and happened to be the best investor alive. Ackman is now running the same play. Instead of plowing Howard Hughes cash into real estate, he is pouring it into insurance. The goal is a trillion dollar machine compounding over 50 years. Buffett started with a failing textile mill. Ackman is starting with land nobody wanted. The playbook was never hidden. Almost nobody is built to run it. WATCH THE FULL PODCAST ON The All-In Podcast

Bill Ackman is openly trying to build the next Berkshire Hathaway and explained the entire playbook on All-In. It starts with a 4 billion dollar company nobody on Wall Street cares about. The company is Howard Hughes. It trades at 60 cents on the dollar. Here is the playbook he is copying. Someone went back and read every filing Warren Buffett made over 60 years. Almost all of Berkshire's value came from one thing nobody talks about. Insurance. Buffett ran an insurance company. You collect premiums today in exchange for paying claims later. That means you get money up front. Float. Most insurers obsess over the liability side. How much they might have to pay out. Buffett did the opposite. He took that float and invested it. Manage both sides well and you build a compounding, tax-efficient machine that runs for decades. So why hasn't everyone copied it? Because the people great at investing go work for hedge funds. Insurance companies can't recruit them. Buffett owned half his company and happened to be the best investor alive. Ackman is now running the same play. Instead of plowing Howard Hughes cash into real estate, he is pouring it into insurance. The goal is a trillion dollar machine compounding over 50 years. Buffett started with a failing textile mill. Ackman is starting with land nobody wanted. The playbook was never hidden. Almost nobody is built to run it. WATCH THE FULL PODCAST ON The All-In Podcast

Ihtesham Ali

212,771 views • 1 month ago

Greg Brockman talks about when OpenAI first realized that AGI can't be achieved with "Non-Profit" status and the decided to abandon its Non-Profit roots. "In 2017, we started to think very hard about, first of all, how do we really achieve the mission? How do we actually build an AGI? What will that look like? And we started to do the math on compute. You start to realize that it is going to take a big computer. We came across a company called Cerebras, which was building a unique piece of computing hardware. The kind of computer that they were promising, we realized, was going to be far advanced from where our compute calculations looked. As you start to realize, if we could buy a lot of those computers, we could actually probably succeed at building an AGI. If we could get exclusive access to Cerebras, that could give us an overwhelming advantage. If we could buy very large data centers, that could be something unique as well. The thing about nonprofit fundraising is that I think there is essentially a cap to what is possible there. And so Elon, Sam, Ilya, and I all agreed that the only path forward for OpenAI, and the only path to achieve the mission, was to create a for-profit entity associated with OpenAI in some form. And so, we were committed to that direction. That is something that we knew was the only way to achieve the mission." --- From "The Knowledge Project Podcast" YT Channel (link in comment)

Greg Brockman talks about when OpenAI first realized that AGI can't be achieved with "Non-Profit" status and the decided to abandon its Non-Profit roots. "In 2017, we started to think very hard about, first of all, how do we really achieve the mission? How do we actually build an AGI? What will that look like? And we started to do the math on compute. You start to realize that it is going to take a big computer. We came across a company called Cerebras, which was building a unique piece of computing hardware. The kind of computer that they were promising, we realized, was going to be far advanced from where our compute calculations looked. As you start to realize, if we could buy a lot of those computers, we could actually probably succeed at building an AGI. If we could get exclusive access to Cerebras, that could give us an overwhelming advantage. If we could buy very large data centers, that could be something unique as well. The thing about nonprofit fundraising is that I think there is essentially a cap to what is possible there. And so Elon, Sam, Ilya, and I all agreed that the only path forward for OpenAI, and the only path to achieve the mission, was to create a for-profit entity associated with OpenAI in some form. And so, we were committed to that direction. That is something that we knew was the only way to achieve the mission." --- From "The Knowledge Project Podcast" YT Channel (link in comment)

Rohan Paul

10,311 views • 2 months ago