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Instinct + Stripe Instinct users who make purchases spend over $1300/month on average through Instinct. Using Instinct to make high value purchases is a sign of trust that we deeply value. We’re partnering with Stripe to deliver a more seamless payment experience. Instinct has enabled use cases that involve...

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Noah Shinn

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419,999 views • 2 days ago •via X (Twitter)

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On today’s episode of “How dumb can you be” 🙄 this lady works for a car rental company, she is driving one of their cars, she’s doing 53 in a 35, gets pulled over…and her instinct is to fight with the cops…she put a little FAFO on her calendar for that day. 👀 🎥 👮‍♂️ 🚔 Part 2 in comments!
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On today’s episode of “How dumb can you be” 🙄 this lady works for a car rental company, she is driving one of their cars, she’s doing 53 in a 35, gets pulled over…and her instinct is to fight with the cops…she put a little FAFO on her calendar for that day. 👀 🎥 👮‍♂️ 🚔 Part 2 in comments!

🇺🇸 𝓓𝓪𝓻 🇨🇦

211,794 views • 8 months ago

Millions of businesses around the world use Radar to fight fraud—from OpenAI, Paul Jankura, ElevenLabs, and Cursor to global enterprises like PepsiCo and Hertz. Last month alone, Radar blocked more than 3.3 million risky free-trial attempts across eight high-growth AI businesses. At Stripe Sessions yesterday, we announced our biggest-ever upgrades to Radar, designed to help businesses defend against emerging threats like token abuse and account fraud, protect more payments on and off Stripe, and win more disputes. • Free trial abuse prevention to identify high-risk trials without blocking legitimate customers. • Multi-account abuse protection, using network-wide signals like device fingerprints, IP addresses, and email domains. • Pay-as-you-go abuse protection to detect likely non-payment before invoices go unpaid. • Risk scores for payments processed on and off Stripe with Stripe Signals. • Support for blocking high-risk transactions across all supported payment methods, including bank debits, wallets, BNPL, and stablecoins. • Custom Radar models trained on your business signals. • Radar for platforms Everything we announced at Stripe Sessions:
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Millions of businesses around the world use Radar to fight fraud—from OpenAI, Paul Jankura, ElevenLabs, and Cursor to global enterprises like PepsiCo and Hertz. Last month alone, Radar blocked more than 3.3 million risky free-trial attempts across eight high-growth AI businesses. At Stripe Sessions yesterday, we announced our biggest-ever upgrades to Radar, designed to help businesses defend against emerging threats like token abuse and account fraud, protect more payments on and off Stripe, and win more disputes. • Free trial abuse prevention to identify high-risk trials without blocking legitimate customers. • Multi-account abuse protection, using network-wide signals like device fingerprints, IP addresses, and email domains. • Pay-as-you-go abuse protection to detect likely non-payment before invoices go unpaid. • Risk scores for payments processed on and off Stripe with Stripe Signals. • Support for blocking high-risk transactions across all supported payment methods, including bank debits, wallets, BNPL, and stablecoins. • Custom Radar models trained on your business signals. • Radar for platforms Everything we announced at Stripe Sessions:

Emily Sands

40,490 views • 4 months ago

In an interview with Al Mayadeen, Professor Mohammad Marandi warns that Trump's naval blockade on Iranian ports is a double-edged sword, pushing the global economy toward a severe 1930s-style depression. Marandi argues that while Washington restricts medical supplies and targets infrastructure, Iran’s history of resistance and collective survival instinct make it far more resilient to a siege than the West calculates. Meanwhile, domestic anger grows as everyday Americans pay the price for a "war of choice." Seyed Mohammad Marandi #AlMayadeen #Trump #Iran #IranWar #WestAsia
4:23

In an interview with Al Mayadeen, Professor Mohammad Marandi warns that Trump's naval blockade on Iranian ports is a double-edged sword, pushing the global economy toward a severe 1930s-style depression. Marandi argues that while Washington restricts medical supplies and targets infrastructure, Iran’s history of resistance and collective survival instinct make it far more resilient to a siege than the West calculates. Meanwhile, domestic anger grows as everyday Americans pay the price for a "war of choice." Seyed Mohammad Marandi #AlMayadeen #Trump #Iran #IranWar #WestAsia

Al Mayadeen English

13,153 views • 3 months ago

Stripe’s strategy is to “win all the startups and then win them again.” I had a great time talking with Will Gaybrick. Will has held a broad seat at Stripe for more than a decade, joining as CFO in 2015, and today leading Technology and Business. This makes him the right person to explain how Stripe went from a simple payments API to a platform with ~25-30 banner products and 288 launches at its most recent Sessions event. Here’s what their strategy looks like: -Companies like DoorDash and Instacart started on Stripe when they were tiny and pulled the company upmarket as they expanded. -The fastest startups act as canaries for new product opportunities. Cursor surfaced a burgeoning problem of AI free-trial and token abuse; so Stripe built a token detection pipeline with the team in a weekend, and the resulting network now helps companies on Stripe’s platform block thousands of fraudulent trials daily. -Stripe keeps expanding the number of needs it serves inside each company, from Billing, Radar, and Tax to Managed Payments, Treasury, and stablecoin infrastructure. There is a large and timely lesson from Stripe which I strongly agree with: using AI solely to reduce cost is essentially going short your own company. Instead, companies should be using AI (and the tailwinds it creates) to ship more, serve users better, and create their next product line. And as Stripe continues to invest in agentic commerce, the company can move from processing a transaction to orchestrating the entire economic loop around it. The line between tokens and dollars is already blurring, and Stripe’s next mandate is to make moving between them as seamless and safe as moving between dollars and euros. A fun conversation about what it takes to build the next Stripe inside Stripe. a16z
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Stripe’s strategy is to “win all the startups and then win them again.” I had a great time talking with Will Gaybrick. Will has held a broad seat at Stripe for more than a decade, joining as CFO in 2015, and today leading Technology and Business. This makes him the right person to explain how Stripe went from a simple payments API to a platform with ~25-30 banner products and 288 launches at its most recent Sessions event. Here’s what their strategy looks like: -Companies like DoorDash and Instacart started on Stripe when they were tiny and pulled the company upmarket as they expanded. -The fastest startups act as canaries for new product opportunities. Cursor surfaced a burgeoning problem of AI free-trial and token abuse; so Stripe built a token detection pipeline with the team in a weekend, and the resulting network now helps companies on Stripe’s platform block thousands of fraudulent trials daily. -Stripe keeps expanding the number of needs it serves inside each company, from Billing, Radar, and Tax to Managed Payments, Treasury, and stablecoin infrastructure. There is a large and timely lesson from Stripe which I strongly agree with: using AI solely to reduce cost is essentially going short your own company. Instead, companies should be using AI (and the tailwinds it creates) to ship more, serve users better, and create their next product line. And as Stripe continues to invest in agentic commerce, the company can move from processing a transaction to orchestrating the entire economic loop around it. The line between tokens and dollars is already blurring, and Stripe’s next mandate is to make moving between them as seamless and safe as moving between dollars and euros. A fun conversation about what it takes to build the next Stripe inside Stripe. a16z

David George

68,090 views • 12 days ago

4 billion payments. 3 trillion data points. One model trained on all of it. Meet Razorpay Vulcan - India’s first transformer-based AI foundation model for payments. Built, trained and hosted in India, in partnership with NVIDIA and Amazon Web Services. Until now, every payments problem was solved separately: routing, fraud, risk, personalisation and more. We asked: What if one model could understand how money moves? And like LLMs are trained on text to understand language, Vulcan is trained on payments to understand how money moves. Already running in beta across 51,000+ businesses, Vulcan is delivering: - 8–10% improvement in payment success rates - the ultimate measure of whether a payment simply works. - 8x more international card fraud detected. - 5x more fraudulent or disputed transactions identified. - 1–2 lakh more purchases completed every month through better checkout personalisation. And we’re just getting started. The best part? Every payment Vulcan sees makes the next one smarter. We’ve spent years building the infrastructure that moves money for India. Now, we’re building the intelligence that understands and improves it. 🔥
1:40

4 billion payments. 3 trillion data points. One model trained on all of it. Meet Razorpay Vulcan - India’s first transformer-based AI foundation model for payments. Built, trained and hosted in India, in partnership with NVIDIA and Amazon Web Services. Until now, every payments problem was solved separately: routing, fraud, risk, personalisation and more. We asked: What if one model could understand how money moves? And like LLMs are trained on text to understand language, Vulcan is trained on payments to understand how money moves. Already running in beta across 51,000+ businesses, Vulcan is delivering: - 8–10% improvement in payment success rates - the ultimate measure of whether a payment simply works. - 8x more international card fraud detected. - 5x more fraudulent or disputed transactions identified. - 1–2 lakh more purchases completed every month through better checkout personalisation. And we’re just getting started. The best part? Every payment Vulcan sees makes the next one smarter. We’ve spent years building the infrastructure that moves money for India. Now, we’re building the intelligence that understands and improves it. 🔥

Harshil Mathur

558,253 views • 12 days ago

Warning to Anyone Planning to Book Angel x Kings Cross Hub, 2 Claremont Square, London N1 9LY. I arrived with my two young boys after making a confirmed booking, but we were refused check-in and left standing on the street with nowhere to stay. Imagine arriving in a foreign city with your children and being turned away despite having paid. I had no choice but to spend more money booking another hotel that same night. This was my experience, and I am sharing it so others can make informed decisions before booking. If you have experienced something similar, share your story. I will also be pursuing a refund through the booking platform and, if necessary, through my payment provider.
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Warning to Anyone Planning to Book Angel x Kings Cross Hub, 2 Claremont Square, London N1 9LY. I arrived with my two young boys after making a confirmed booking, but we were refused check-in and left standing on the street with nowhere to stay. Imagine arriving in a foreign city with your children and being turned away despite having paid. I had no choice but to spend more money booking another hotel that same night. This was my experience, and I am sharing it so others can make informed decisions before booking. If you have experienced something similar, share your story. I will also be pursuing a refund through the booking platform and, if necessary, through my payment provider.

kofigabs

39,055 views • 26 days ago

ELON MUSK: Over 1 billion people use 𝕏. "The reason we say 1 billion users is actually over a billion users is that while our monthly users are, on average, around 600 million, the number of people who have the X app installed is well over a billion, it's just that most people only occasionally come to the X app when there's some major world event. But as we give people more reasons to use the X app, whether it's for communications, for Grok or for X money, whatever the case may be, we want it to be such that, if you wanted to, you could live your life on the X app, and as we make it more and more useful, we'll obviously give people compelling reasons to use the app every day, and have my expectation is well over a billion daily active users."
0:51

ELON MUSK: Over 1 billion people use 𝕏. "The reason we say 1 billion users is actually over a billion users is that while our monthly users are, on average, around 600 million, the number of people who have the X app installed is well over a billion, it's just that most people only occasionally come to the X app when there's some major world event. But as we give people more reasons to use the X app, whether it's for communications, for Grok or for X money, whatever the case may be, we want it to be such that, if you wanted to, you could live your life on the X app, and as we make it more and more useful, we'll obviously give people compelling reasons to use the app every day, and have my expectation is well over a billion daily active users."

DogeDesigner

619,863 views • 6 months ago

So far, machine payments have mostly been about businesses accepting stablecoins. And stablecoins are great (cross-border, low cost, etc.)! But much of the planet is holding a card. 🤖 💳 🌎 Here’s a 📺 sneak peek demo from Steve Kaliski of how a business can programmatically accept cards via agents. As an example: Stripe Climate is a way to contribute to carbon removal funding. Stripe Climate implemented the Machine Payments Protocol using the Stripe API, so agents can make micropayment donations ( In addition to accepting stablecoin (specifically usdc on Tempo), agents can now pay with fiat methods, namely cards and Link (and soon buy-now-pay-laters) via Shared Payment Tokens (SPTs), using the same Machine Payments Protocol integration. Human buyers, their agents, and businesses each have their own preferred methods of payment. Humans often already have a card. Agents may prefer stablecoins. Businesses tend to want to accept any form of payment, as long as it is high conversion, low fraud, and properly priced. For microtransactions, stablecoins are a low-cost way (no fixed card fee) to transact. But if you want to tell your agent to donate $100 on your behalf, a card may be the preferred solution. If you’re a business and want to accept machine payments, whether over stablecoins, cards, Link, or other future methods, read about Shared Payment Tokens ( and sign up for our machine payments private preview: And stay tuned: more to make it easy for consumers, agents, and businesses to transact, shipping over the next few weeks. (And excuse the acronyms and specifics terms, there's a lot of new infrastructure and primitives being built to support agentic commerce.)
2:00

So far, machine payments have mostly been about businesses accepting stablecoins. And stablecoins are great (cross-border, low cost, etc.)! But much of the planet is holding a card. 🤖 💳 🌎 Here’s a 📺 sneak peek demo from Steve Kaliski of how a business can programmatically accept cards via agents. As an example: Stripe Climate is a way to contribute to carbon removal funding. Stripe Climate implemented the Machine Payments Protocol using the Stripe API, so agents can make micropayment donations ( In addition to accepting stablecoin (specifically usdc on Tempo), agents can now pay with fiat methods, namely cards and Link (and soon buy-now-pay-laters) via Shared Payment Tokens (SPTs), using the same Machine Payments Protocol integration. Human buyers, their agents, and businesses each have their own preferred methods of payment. Humans often already have a card. Agents may prefer stablecoins. Businesses tend to want to accept any form of payment, as long as it is high conversion, low fraud, and properly priced. For microtransactions, stablecoins are a low-cost way (no fixed card fee) to transact. But if you want to tell your agent to donate $100 on your behalf, a card may be the preferred solution. If you’re a business and want to accept machine payments, whether over stablecoins, cards, Link, or other future methods, read about Shared Payment Tokens ( and sign up for our machine payments private preview: And stay tuned: more to make it easy for consumers, agents, and businesses to transact, shipping over the next few weeks. (And excuse the acronyms and specifics terms, there's a lot of new infrastructure and primitives being built to support agentic commerce.)

Jeff Weinstein

21,635 views • 4 months ago

To go back to human evolution, we have a survival instinct that constantly pushes. We push out of the cave, we push across the ocean, we push to the moon. Everything is pushing to the next horizon in order to survive. What happens in a society where you really don't have to push that hard or at all to survive anymore? What happens when you come to a society where everything is provided for you? The brain, which has developed to push for its survival over hundreds of thousands of years isn't gonna shut that mechanism off. That's its nature. So now the brain doesn't have anything external to push against. It looks around and says, "Well, it must be us." It starts to push internally against the substructure, the architecture that has provided all of these things. "Maybe we're the bad ones because everyone around is suffering, and we have too much." That's the sort of impetus that you see on a lot of these college campuses that precipitates and I think feeds the value system of weakness.
2:36

To go back to human evolution, we have a survival instinct that constantly pushes. We push out of the cave, we push across the ocean, we push to the moon. Everything is pushing to the next horizon in order to survive. What happens in a society where you really don't have to push that hard or at all to survive anymore? What happens when you come to a society where everything is provided for you? The brain, which has developed to push for its survival over hundreds of thousands of years isn't gonna shut that mechanism off. That's its nature. So now the brain doesn't have anything external to push against. It looks around and says, "Well, it must be us." It starts to push internally against the substructure, the architecture that has provided all of these things. "Maybe we're the bad ones because everyone around is suffering, and we have too much." That's the sort of impetus that you see on a lot of these college campuses that precipitates and I think feeds the value system of weakness.

Roy K. Altman

12,090 views • 4 months ago

Rebecca Newberger Goldstein discusses the "Mattering Instinct," the topic and title of her new book, with Armen Shirvanian (Armen). Rebecca Newberger Goldstein (Rebecca Newberger Goldstein): In this mattering instinct, I’m talking about something else, and it’s ultimately to prove to ourselves in our own lives that we’re living a meaningful life. This is where the notions of meaningfulness and existential crisis and the absurd, and all of these kind of more philosophical ideas, come into play in the kind of mattering that I’m talking about. This mattering comes to us by way of our capacity for self-reflection, when we can step outside of ourselves and think, gee, I spend an awful lot of time paying attention to myself. I automatically feel I’m deserving of my own attention. I automatically feel that I matter. But do I really? That is a very human question, and only we ask it. And that gives rise to the kind of longing to matter that I discuss in the book. It’s different from social mattering, although intertwined with it. They affect each other very much. Full episode:
0:55

Rebecca Newberger Goldstein discusses the "Mattering Instinct," the topic and title of her new book, with Armen Shirvanian (Armen). Rebecca Newberger Goldstein (Rebecca Newberger Goldstein): In this mattering instinct, I’m talking about something else, and it’s ultimately to prove to ourselves in our own lives that we’re living a meaningful life. This is where the notions of meaningfulness and existential crisis and the absurd, and all of these kind of more philosophical ideas, come into play in the kind of mattering that I’m talking about. This mattering comes to us by way of our capacity for self-reflection, when we can step outside of ourselves and think, gee, I spend an awful lot of time paying attention to myself. I automatically feel I’m deserving of my own attention. I automatically feel that I matter. But do I really? That is a very human question, and only we ask it. And that gives rise to the kind of longing to matter that I discuss in the book. It’s different from social mattering, although intertwined with it. They affect each other very much. Full episode:

Steven Pinker

36,560 views • 5 months ago

This is what the love of the game looks like. For a few seconds, the score didn’t matter. The rivalry didn’t matter. Winning and losing didn’t matter. One player saw another player down and his first instinct was to make sure he was okay. That’s the beauty of sports. We compete as hard as we can, but at the end of the day we’re all part of the same game. The best athletes understand that character matters just as much as talent. Moments like this are a reminder that the plays people remember most aren’t always the ones that make the highlight reel. Sometimes they’re the ones that show who you are when nobody expects it. Respect is undefeated. ⚾❤️
0:27

This is what the love of the game looks like. For a few seconds, the score didn’t matter. The rivalry didn’t matter. Winning and losing didn’t matter. One player saw another player down and his first instinct was to make sure he was okay. That’s the beauty of sports. We compete as hard as we can, but at the end of the day we’re all part of the same game. The best athletes understand that character matters just as much as talent. Moments like this are a reminder that the plays people remember most aren’t always the ones that make the highlight reel. Sometimes they’re the ones that show who you are when nobody expects it. Respect is undefeated. ⚾❤️

Ryan Cey

293,616 views • 2 months ago

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Video source: a16z (2026)
2:00

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Video source: a16z (2026)

Startup Archive

422,892 views • 7 months ago

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Source: a16z (Jan 2026)
2:00

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Source: a16z (Jan 2026)

Startup Archive

166,702 views • 26 days ago

Thanks to Mr. Woody Lightyear from Africa Nigeria and Dr. Gharbi Ahmed from Arabic Tunisia extraordinary leadership and hardworking! Also thanks to Chinese community leaders, merchants, pioneers inspiration and real barter huge amount transactions to support GCV ! Thanks to the global community leaders and pioneers support! Now GCV has been acknowledged by most Pi Network global communities and gained a lot of support! Newsway Founded in 2014 by T.I UKENDE, It states:" NEWSWAY can offer you Verifiable information on Blockchain technology and digital assets. We now serve customers all over the world, and are thrilled that we’re able to turn our passion into a well recognized website." The following is today's article passed all over the world Pi Network community from US expertise freelancer Ms. Grace Owell. Thanks to her excellent outstanding article which can see her sharpness and insight to the crypto currency world and understand the Pi Network mission very well!👍👍👍 Pi Network’s Global Consensus Value (GCV) has been making headlines lately, thanks to the initiators who have proposed an amazing price to the Pi community. The supporters of Global Consensus GCV Price have been praised for their efforts in bringing this proposal forward. The GCV builders have worked hard to come up with a fair and reasonable price for the Pi community, and their hard work has paid off. The proposed GCV price of $314159 has received overwhelming support from the community and has been hailed as a significant milestone for the Pi Network. The GCV price proposal is an important development for the Pi Network, as it establishes a standard value for the Pi currency. This value will help the Pi community to measure the worth of their holdings and make informed decisions about buying and selling Pi. The Pi Network’s Global Consensus Value (GCV) is a revolutionary pricing mechanism that is designed to be transparent, fair, and reflective of the true value of Pi cryptocurrency. The GCV price takes into account various key metrics, including the mathematical value for π, user adoption, network usage, and other relevant factors, to determine a fair value for Pi. By using a comprehensive and transparent pricing mechanism, the Pi Network aims to build confidence among users and investors, while also promoting greater adoption of the Pi cryptocurrency. Importance of the Global Consensus Value (GCV) Price Here are some of the key importance of the GCV Price: Standardized Value: The GCV price establishes a standardized value for the Pi cryptocurrency, which helps users to measure the worth of their holdings and make informed decisions about buying and selling Pi. Fairness and Transparency: The GCV price mechanism is designed to be fair and transparent, taking into account various metrics such as user adoption, network usage, and market demand. This builds confidence in the Pi Network among users, investors, and regulators. Increased Adoption: A trustworthy and reliable GCV price can attract more users and investors to the Pi Network, leading to greater adoption of the Pi cryptocurrency and increased usage of the network. Long-Term Stability: A stable and reliable GCV price can help to build a more stable and long-term ecosystem for the Pi Network, ensuring its success and growth over the long run. Integration with Wider Financial Markets: A standardized and transparent GCV price can help the Pi cryptocurrency to be more widely accepted and integrated into the wider financial markets, providing greater opportunities for its use and adoption. The Pi community has responded positively to the GCV price proposal, with many users expressing their support for the proposed Pi Network remains strong and stable. The Global Consensus Value is an important step forward for the Pi community, and it is a sign of the network’s growing maturity and stability. Pi Network #PIGCV #PiNetwork
1:27

Thanks to Mr. Woody Lightyear from Africa Nigeria and Dr. Gharbi Ahmed from Arabic Tunisia extraordinary leadership and hardworking! Also thanks to Chinese community leaders, merchants, pioneers inspiration and real barter huge amount transactions to support GCV ! Thanks to the global community leaders and pioneers support! Now GCV has been acknowledged by most Pi Network global communities and gained a lot of support! Newsway Founded in 2014 by T.I UKENDE, It states:" NEWSWAY can offer you Verifiable information on Blockchain technology and digital assets. We now serve customers all over the world, and are thrilled that we’re able to turn our passion into a well recognized website." The following is today's article passed all over the world Pi Network community from US expertise freelancer Ms. Grace Owell. Thanks to her excellent outstanding article which can see her sharpness and insight to the crypto currency world and understand the Pi Network mission very well!👍👍👍 Pi Network’s Global Consensus Value (GCV) has been making headlines lately, thanks to the initiators who have proposed an amazing price to the Pi community. The supporters of Global Consensus GCV Price have been praised for their efforts in bringing this proposal forward. The GCV builders have worked hard to come up with a fair and reasonable price for the Pi community, and their hard work has paid off. The proposed GCV price of $314159 has received overwhelming support from the community and has been hailed as a significant milestone for the Pi Network. The GCV price proposal is an important development for the Pi Network, as it establishes a standard value for the Pi currency. This value will help the Pi community to measure the worth of their holdings and make informed decisions about buying and selling Pi. The Pi Network’s Global Consensus Value (GCV) is a revolutionary pricing mechanism that is designed to be transparent, fair, and reflective of the true value of Pi cryptocurrency. The GCV price takes into account various key metrics, including the mathematical value for π, user adoption, network usage, and other relevant factors, to determine a fair value for Pi. By using a comprehensive and transparent pricing mechanism, the Pi Network aims to build confidence among users and investors, while also promoting greater adoption of the Pi cryptocurrency. Importance of the Global Consensus Value (GCV) Price Here are some of the key importance of the GCV Price: Standardized Value: The GCV price establishes a standardized value for the Pi cryptocurrency, which helps users to measure the worth of their holdings and make informed decisions about buying and selling Pi. Fairness and Transparency: The GCV price mechanism is designed to be fair and transparent, taking into account various metrics such as user adoption, network usage, and market demand. This builds confidence in the Pi Network among users, investors, and regulators. Increased Adoption: A trustworthy and reliable GCV price can attract more users and investors to the Pi Network, leading to greater adoption of the Pi cryptocurrency and increased usage of the network. Long-Term Stability: A stable and reliable GCV price can help to build a more stable and long-term ecosystem for the Pi Network, ensuring its success and growth over the long run. Integration with Wider Financial Markets: A standardized and transparent GCV price can help the Pi cryptocurrency to be more widely accepted and integrated into the wider financial markets, providing greater opportunities for its use and adoption. The Pi community has responded positively to the GCV price proposal, with many users expressing their support for the proposed Pi Network remains strong and stable. The Global Consensus Value is an important step forward for the Pi community, and it is a sign of the network’s growing maturity and stability. Pi Network #PIGCV #PiNetwork

Doris Yin 东方紫莲🪷

28,922 views • 3 years ago

Russians are complaining about high prices in stores. On social media, users are showing their purchases and recalling how much more they used to be able to buy for the same amount of money. Meanwhile, Rosstat reported 0% inflation as of mid-March and a price increase of just 0.17%. Thomas Nilsson, head of Sweden's Military Intelligence, told the FT that Russia is manipulating data to make Western countries believe that Moscow has withstood the pressure of sanctions and war spending. 📹: Current Time
2:28

Russians are complaining about high prices in stores. On social media, users are showing their purchases and recalling how much more they used to be able to buy for the same amount of money. Meanwhile, Rosstat reported 0% inflation as of mid-March and a price increase of just 0.17%. Thomas Nilsson, head of Sweden's Military Intelligence, told the FT that Russia is manipulating data to make Western countries believe that Moscow has withstood the pressure of sanctions and war spending. 📹: Current Time

Anton Gerashchenko

149,513 views • 4 months ago

When a man shows up to prenatal visits and is present in the labor room, something changes in him. The respect you feel watching your wife go through that, the instinct to stand up for her when someone crosses a boundary she set in her birth plan, the experience of catching your own baby, or being the first face your child sees, that doesn't leave you. Dr. Stu Fischbein has watched this play out for decades. A man who is present for his wife's birth is more likely to be a better father, a better husband, and more likely to stay in the marriage. He's direct about his confidence in that: there are some things you don't need a study to tell you. Dr. Stu Fischbein and Del discuss 👇 see the full episode at
0:51

When a man shows up to prenatal visits and is present in the labor room, something changes in him. The respect you feel watching your wife go through that, the instinct to stand up for her when someone crosses a boundary she set in her birth plan, the experience of catching your own baby, or being the first face your child sees, that doesn't leave you. Dr. Stu Fischbein has watched this play out for decades. A man who is present for his wife's birth is more likely to be a better father, a better husband, and more likely to stay in the marriage. He's direct about his confidence in that: there are some things you don't need a study to tell you. Dr. Stu Fischbein and Del discuss 👇 see the full episode at

The HighWire

14,174 views • 5 months ago

On Steve Jobs and soul and instinct and fear and breaking through: 1. I realized I need to meet people with real talent and then all I gotta do is not get thrown out of the f*cking room. 2. I met with a bunch of tech companies and Steve was the only one that had soul. I told him I wanted to build this headphone company and Steve said: “You can do it.” 3. When I used to run companies I just woke up every day and did everything by my instinct. 4. You don't have to understand something fully to do it. I'm proof of that. I don't understand f*cking anything. But I know how to get things done. I know how to hustle. I'm willing to work harder than the next guy. 5. For a lot of people fear stops them. For the people that succeed, fear propels them forward. You need to learn how to harness fear because fear is energy. 6. Your job is to figure out a way around the gatekeeper. 7. If I see something new and great and unusual, I just can't stop. 8. If you know what you have is going to stick and if you’re passionate about it —then just break through that wall. There’s going to be a lot of resistance. But if it sticks, you win.
2:25

On Steve Jobs and soul and instinct and fear and breaking through: 1. I realized I need to meet people with real talent and then all I gotta do is not get thrown out of the f*cking room. 2. I met with a bunch of tech companies and Steve was the only one that had soul. I told him I wanted to build this headphone company and Steve said: “You can do it.” 3. When I used to run companies I just woke up every day and did everything by my instinct. 4. You don't have to understand something fully to do it. I'm proof of that. I don't understand f*cking anything. But I know how to get things done. I know how to hustle. I'm willing to work harder than the next guy. 5. For a lot of people fear stops them. For the people that succeed, fear propels them forward. You need to learn how to harness fear because fear is energy. 6. Your job is to figure out a way around the gatekeeper. 7. If I see something new and great and unusual, I just can't stop. 8. If you know what you have is going to stick and if you’re passionate about it —then just break through that wall. There’s going to be a lot of resistance. But if it sticks, you win.

David Senra

68,989 views • 6 months ago

Our pricing evolves to give you more freedom to build ⚡ Over the past few months, we’ve spoken with many of you about how you use n8n and realized we could make our pricing work better for the way you build. Our goal: to help you automate more, without limits getting in the way. Here’s what’s new: ⚡ No more limits on active workflows Every n8n plan now includes unlimited active workflows, unlimited steps, and unlimited users. You’re only charged based on executions—that is, how many times your workflows run from start to finish. This way, you can build as much as you want and only pay for what actually delivers value. ⚡ A new self-hosted Business Plan for growing teams If you’re running workflows in production, need more control, but aren’t ready for a full enterprise setup, the Business Plan is for you. It’s self-hosted and includes features like environments, Git version control, and SSO. Plus, pricing scales with the value you get. Check out the updated plans at and make sure to update your n8n instance to apply the changes. We can’t wait to see what you build next!
1:10

Our pricing evolves to give you more freedom to build ⚡ Over the past few months, we’ve spoken with many of you about how you use n8n and realized we could make our pricing work better for the way you build. Our goal: to help you automate more, without limits getting in the way. Here’s what’s new: ⚡ No more limits on active workflows Every n8n plan now includes unlimited active workflows, unlimited steps, and unlimited users. You’re only charged based on executions—that is, how many times your workflows run from start to finish. This way, you can build as much as you want and only pay for what actually delivers value. ⚡ A new self-hosted Business Plan for growing teams If you’re running workflows in production, need more control, but aren’t ready for a full enterprise setup, the Business Plan is for you. It’s self-hosted and includes features like environments, Git version control, and SSO. Plus, pricing scales with the value you get. Check out the updated plans at and make sure to update your n8n instance to apply the changes. We can’t wait to see what you build next!

n8n.io

117,695 views • 1 year ago

Jeff Bezos on the importance of intuition when building something new When Jeff Bezos is trying to figure out where his company should spend its energy and resources, he always goes back to his customer’s needs. “That’s the only way I can advise any founder or entrepreneur,” Jeff explains. “Deeply understand what the big ideas are that their customers want.” One way to understand your customers’ needs is to ask them. But Jeff argues that’s not sufficient: “You have to invent on their behalf. For the biggest breakthroughs and most important ideas, customers don’t know to ask for those things. You have to dream. You have to use your intuition, your gut, and your heart.” This doesn’t mean you don’t look at your data, Jeff caveats: “All of the data that gets used in business is essential. If you’re in business and you’re not looking at your data, trust me, your competitors are going to beat you. But if you’re only looking at your data, you also will not win — or at least not win big.” He continues: “The most important decisions that every person makes when they’re building something new is made with intuition. You cannot prove it, but you have an instinct and a hunch. Then you’ll pay attention — if that instinct turns out to be wrong, it won’t be a big deal. You’ll correct.” Video source: Reuters (2025)
1:27

Jeff Bezos on the importance of intuition when building something new When Jeff Bezos is trying to figure out where his company should spend its energy and resources, he always goes back to his customer’s needs. “That’s the only way I can advise any founder or entrepreneur,” Jeff explains. “Deeply understand what the big ideas are that their customers want.” One way to understand your customers’ needs is to ask them. But Jeff argues that’s not sufficient: “You have to invent on their behalf. For the biggest breakthroughs and most important ideas, customers don’t know to ask for those things. You have to dream. You have to use your intuition, your gut, and your heart.” This doesn’t mean you don’t look at your data, Jeff caveats: “All of the data that gets used in business is essential. If you’re in business and you’re not looking at your data, trust me, your competitors are going to beat you. But if you’re only looking at your data, you also will not win — or at least not win big.” He continues: “The most important decisions that every person makes when they’re building something new is made with intuition. You cannot prove it, but you have an instinct and a hunch. Then you’ll pay attention — if that instinct turns out to be wrong, it won’t be a big deal. You’ll correct.” Video source: Reuters (2025)

Startup Archive

46,278 views • 10 months ago

Simon Sinek offers a counterintuitive take: The moment you step in and fix the problem, you stop being a leader: You got promoted because you were the best at the job. And that's precisely what makes leadership so difficult. The same instinct that made you great at the work, seeing the problem, knowing the answer, fixing it fast, becomes a liability the moment you move into a leadership role. Simon is direct about this: "Then you're not leading. You're just doing the work. You just have the leadership position." The people who now report to you may not be as good as you. They'll move slower. They'll miss things you would have caught immediately. And in those moments, every instinct will tell you to step in. But that instinct is exactly what you have to resist. "You can't just come in and tell them how you would do it. You have to push them to solve the problems the way that they would, just like someone did for you once before." Someone once gave you the space to figure it out. That patience is what shaped you. Now it's your turn to offer the same to others. Simon points to Chanel as a company that has built this principle into its culture. Newly hired senior leaders are not allowed to speak in meetings for their first three months. "You don't know anything about our company. And you'll learn by listening." Chanel trusts that their leaders will be around for the long term, so 90 days of silence is a small price to pay for someone who truly understands the business before they start shaping it. That's institutionalised patience. And it's almost unheard of. Most organisations reward speed, decisiveness, and output. So the pressure to swoop in and fix things feels justified, even virtuous. But Simon draws a hard line between having a leadership position and actually leading. One is a title. The other is a practice. And that practice demands something most high performers find deeply uncomfortable. Watching someone struggle toward an answer you already have, and choosing to let them find it themselves. That restraint is the real work of leadership.
1:40

Simon Sinek offers a counterintuitive take: The moment you step in and fix the problem, you stop being a leader: You got promoted because you were the best at the job. And that's precisely what makes leadership so difficult. The same instinct that made you great at the work, seeing the problem, knowing the answer, fixing it fast, becomes a liability the moment you move into a leadership role. Simon is direct about this: "Then you're not leading. You're just doing the work. You just have the leadership position." The people who now report to you may not be as good as you. They'll move slower. They'll miss things you would have caught immediately. And in those moments, every instinct will tell you to step in. But that instinct is exactly what you have to resist. "You can't just come in and tell them how you would do it. You have to push them to solve the problems the way that they would, just like someone did for you once before." Someone once gave you the space to figure it out. That patience is what shaped you. Now it's your turn to offer the same to others. Simon points to Chanel as a company that has built this principle into its culture. Newly hired senior leaders are not allowed to speak in meetings for their first three months. "You don't know anything about our company. And you'll learn by listening." Chanel trusts that their leaders will be around for the long term, so 90 days of silence is a small price to pay for someone who truly understands the business before they start shaping it. That's institutionalised patience. And it's almost unheard of. Most organisations reward speed, decisiveness, and output. So the pressure to swoop in and fix things feels justified, even virtuous. But Simon draws a hard line between having a leadership position and actually leading. One is a title. The other is a practice. And that practice demands something most high performers find deeply uncomfortable. Watching someone struggle toward an answer you already have, and choosing to let them find it themselves. That restraint is the real work of leadership.

Big Brain Business

283,504 views • 4 months ago