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Jim Simons's five principles (RIP): “Be guided by beauty. Just as a great theorem can be very beautiful, a company that’s really working very well, very efficiently, that can be beautiful. Surround yourself with the smartest and best people you possibly can. Let them do their thing. Don’t sit... show more

Frederik Gieschen

100,785 subscribers

912,696 просмотров • 2 лет назад •via X (Twitter)

Искусство Наука и технологии Образование

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Комментарии: 10

Фото профиля Unrecorded Yak

Unrecorded Yak2 лет назад

@NeckarValue "Beauty" in scientific disciplines is "elegance" AKA when a complex problem down to the fewest possible variables, or the structure of the human eye, or a hemoglobin molecule, I think that is what he is saying here RIP Simons....

Фото профиля Frederik Gieschen

Frederik Gieschen2 лет назад

yeah, that would fit the way he thought

Фото профиля Trung Phan

Trung Phan2 лет назад

@NeckarValue RIP to a legend 🙏

Фото профиля Frederik Gieschen

Frederik Gieschen2 лет назад

Goat and one of a kind 🙏

Фото профиля The Klendathu Cap

The Klendathu Cap2 лет назад

@NeckarValue

Фото профиля Michaël Houbben

Michaël Houbben2 лет назад

@NeckarValue He's been one of the GOATs in multiple fields, yet has the humility to point to others and good luck for his huge success. RIP Legend

Фото профиля David 🇺🇸

David 🇺🇸2 лет назад

@NeckarValue RIP Jim, I watched him give a lecture at MIT years ago. A real legend!

Фото профиля Q

Q2 лет назад

@NeckarValue Unlike the many charlatans, he understood luck's vital role in every aspect of success. You can be the best and still fail. (doesn't make sense?). See Incerto

Фото профиля Dr Saba Osmaan

Dr Saba Osmaan2 лет назад

@NeckarValue

Фото профиля Everything You Learned is Wrong

Everything You Learned is Wrong2 лет назад

@NeckarValue

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250811 WEIBO #MINGHAO #디에잇 🐸: i really think when it comes to being a fan, you shouldn’t let it make you unhappy. don’t let yourself become unhappy. as long as you don’t respond to them (haters), they will just say a few words and stop. but the more you engage, the more the situation might escalate, and it’ll only get worse. i think it’s unnecessary. we all need to grow in a good environment, only then you can be yourselves, i can be me, and they can be them. so i don’t want too many of these bad factors existing in your life. because life is already crappy, bad enough. although life has a lot of beautiful things, but most of the time, for most people, a day isn’t all that happy. studying, working, communicating with people, handling relationships with so many people around you - maybe it’s not handled all that well. 🐸: i hope i can give you happiness, give you energy, so that when you rest, or when you’re being yourself, you can get more strength. don’t get negative energy because of anything related to me, don’t let me be the reason you feel that way. i say this every time, and i feel like i have to say it every time. i just don’t want you to be unhappy.

250811 WEIBO #MINGHAO #디에잇 🐸: i really think when it comes to being a fan, you shouldn’t let it make you unhappy. don’t let yourself become unhappy. as long as you don’t respond to them (haters), they will just say a few words and stop. but the more you engage, the more the situation might escalate, and it’ll only get worse. i think it’s unnecessary. we all need to grow in a good environment, only then you can be yourselves, i can be me, and they can be them. so i don’t want too many of these bad factors existing in your life. because life is already crappy, bad enough. although life has a lot of beautiful things, but most of the time, for most people, a day isn’t all that happy. studying, working, communicating with people, handling relationships with so many people around you - maybe it’s not handled all that well. 🐸: i hope i can give you happiness, give you energy, so that when you rest, or when you’re being yourself, you can get more strength. don’t get negative energy because of anything related to me, don’t let me be the reason you feel that way. i say this every time, and i feel like i have to say it every time. i just don’t want you to be unhappy.

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my two favorite people saying the same thing “just give it a try” 🥹 🦌: the most important thing is to just give it a try. i think the idea of taking that first step is one of the most important things in life 🦮: moments when we have to make big decisions can be scary, and i think that's completely normal. but the fact that something feels scary also means it’s a very important opportunity. that’s why i think it’s important to really think about what you want and then just give it a try. because if you don’t try, you’ll definitely regret it later on

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$ABCL CEO Carl Hansen explains the net negative overall value creation in biotech and how AbCellera plans to beat it: “I really think it can be beat because there’s a lot of mistakes that get made in where you allocate capital.” “If you’re a biotech and you start a company on a drug, and you go public and have a drug, and now the data is looking not that great, you just keep running that drug. … Because if you quit that drug, the company is done.” “So, because you’re so concentrated on one thing, you end up having blinders. It’s like a cult of a molecule. And even a real, practical, capital access problem that makes you continue to move things forward” “Another problem is that many of the drugs that get started, get started by people who don’t understand the competitive or commercial landscape and have no intent of ever actually manufacturing it. … Because they know someone else is going to buy it. So then their framework is not ‘Am I making a drug that’s going to make a difference for people?’ The framework is ‘Can I make something that I think someone will take off my hands?’ And that happens a lot.” “There are many acquisitions where a big pharma company spends $10B, $20B, and it’s a complete bust. So really no value is generated for patients but someone was able to get a good exit on that because they anticipated what someone would want. And a lot of decision making gets done like that”. _ “I’m not saying that we have this all solved. But what we’re trying to do is create a framework where we are able to take many bets so that we don’t fall in love with anything, or we don’t have to fall in love with anything. … And then always hold up very explicitly what we know and what we don’t know along the dimensions that matter. The dimensions that matter are - Will it work? That’s a science. - When it gets where will people care? - Is it differentiated? - Does it solve a big problem? In order to get it there, is there a path with our resources and expertise that would allow us to see it through?” “When you start to hold things up like that, you start to see where the mistakes are, where the uncertainties are, and you can be more rational in deciding ‘We’re going to run it to here because we get to flip the card and if the card goes the wrong way we’re going to kill it because we’ve got something else behind it.’” “I do think that if done right, and if you can pick the right opportunities, the success rate can be well higher than an order of magnitude better. … And there are examples of this… companies I’ve mentioned, you know, Regeneron, their success rate is at least 10x the industry in bringing programs forward and getting them approved. … So it’s… you can do it better that way”

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Ben Horowitz explains the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video Source: UC Berkeley

Ben Horowitz explains the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video Source: UC Berkeley

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Naval Ravikant’s checklist for starting a company “The most important thing is there are no formulas. At the end of the day, you have to do what you love, and you have to do it even though people tell you it’ll never work. But that being said, if there was a formula [for starting a company], I would put it something like this.” Naval started seven companies before AngelList and this is the checklist he recommends running through before starting a startup: 1. Pick a great cofounder. This is most important: “You can do a company on your own, but it’s like you can raise a child on your own, but you probably shouldn’t. You need someone who’s going to be there with you.” This has it’s own checklist. Your cofounder should be: a. Very high intelligence (”hopefully they make you feel dumb, or they’re not smart enough”) b. Very high energy (”They should be extremely hardworking. A founder is someone who never has to be motivated. You should not have to be telling them to do their job.”) c. Very high integrity. (”a smart, hardworking crook who’s going to cheat you is the worst kind of person to be paired up with.”) 2. Pick a very large market. “Notice I don’t talk about the idea. I think ideas are almost irrelevant… The more important thing is that you pick a large space that you’re knowledgeable and passionate about. And then you will figure out what the right thing to do within that space is.” You want to be able to say to investors: “This is a space where there’s a huge market. I’m really knowledgeable and passionate about it. Here’s the great person that I have doing it with me. And here’s the minimum viable product that we have built. That will show that we can test in the marketplace… You iterate until you get to product/market fit… And then you go and you raise money from people you trust. And you use that money to scale.”

Naval Ravikant’s checklist for starting a company “The most important thing is there are no formulas. At the end of the day, you have to do what you love, and you have to do it even though people tell you it’ll never work. But that being said, if there was a formula [for starting a company], I would put it something like this.” Naval started seven companies before AngelList and this is the checklist he recommends running through before starting a startup: 1. Pick a great cofounder. This is most important: “You can do a company on your own, but it’s like you can raise a child on your own, but you probably shouldn’t. You need someone who’s going to be there with you.” This has it’s own checklist. Your cofounder should be: a. Very high intelligence (”hopefully they make you feel dumb, or they’re not smart enough”) b. Very high energy (”They should be extremely hardworking. A founder is someone who never has to be motivated. You should not have to be telling them to do their job.”) c. Very high integrity. (”a smart, hardworking crook who’s going to cheat you is the worst kind of person to be paired up with.”) 2. Pick a very large market. “Notice I don’t talk about the idea. I think ideas are almost irrelevant… The more important thing is that you pick a large space that you’re knowledgeable and passionate about. And then you will figure out what the right thing to do within that space is.” You want to be able to say to investors: “This is a space where there’s a huge market. I’m really knowledgeable and passionate about it. Here’s the great person that I have doing it with me. And here’s the minimum viable product that we have built. That will show that we can test in the marketplace… You iterate until you get to product/market fit… And then you go and you raise money from people you trust. And you use that money to scale.”

Startup Archive

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Peter Thiel explains his principle of only working on problems that wouldn’t get solved without you Thiel shares that he’s “a little bit skeptical” of social entrepreneurship: “Social entrepreneurship is always ambiguous because it’s unclear what the word ‘social’ means. Social can mean that it’s ‘good for society’ or it can mean that it’s ‘good as seen by society’. In the second meaning, you often end up with something that many people are doing.” He gives education startups as an example of a social startup - it’s seen as objectively good and lots of people are working on it. Thiel contrasts this to a mission-oriented company: “A mission-oriented company is one where if you didn’t work on this problem, nobody would.” He gives the example of Elon Musk starting SpaceX with the mission of going to Mars and making humans interplanetary. If Elon wasn’t working on it, this problem might not get solved. Thiel believes this is an important principle in general: “We always want to do things where… if you weren’t working on it, it wouldn’t get solved. Always go for that sort of counterfactual meaning. You don’t want to ever be in a place where you’re just one of a hundred cogs in the machine… You want to be in a place where you’re doing something that can’t be easily replicated or replaced - either on an individual level or the level of a company.” Video source: The Wharton School (2014)

Peter Thiel explains his principle of only working on problems that wouldn’t get solved without you Thiel shares that he’s “a little bit skeptical” of social entrepreneurship: “Social entrepreneurship is always ambiguous because it’s unclear what the word ‘social’ means. Social can mean that it’s ‘good for society’ or it can mean that it’s ‘good as seen by society’. In the second meaning, you often end up with something that many people are doing.” He gives education startups as an example of a social startup - it’s seen as objectively good and lots of people are working on it. Thiel contrasts this to a mission-oriented company: “A mission-oriented company is one where if you didn’t work on this problem, nobody would.” He gives the example of Elon Musk starting SpaceX with the mission of going to Mars and making humans interplanetary. If Elon wasn’t working on it, this problem might not get solved. Thiel believes this is an important principle in general: “We always want to do things where… if you weren’t working on it, it wouldn’t get solved. Always go for that sort of counterfactual meaning. You don’t want to ever be in a place where you’re just one of a hundred cogs in the machine… You want to be in a place where you’re doing something that can’t be easily replicated or replaced - either on an individual level or the level of a company.” Video source: The Wharton School (2014)

Startup Archive

39,468 просмотров • 7 месяцев назад

Marc Andreessen on how to get people to join your 3-person startup Marc says founders have two tools at their disposal to win new hires: 1) Stock options, and 2) vision. He explains: “The best entrepreneurs are really good at selling people on their company precisely because they can explain how the world is going to look in a way that is so compelling.” Marc points to Steve Jobs’s “reality distortion field” as the epitome of this: “If you get within 10 feet of Steve Jobs, whatever he says in the next 20 minutes, you’re going to walk out of there believing. He can say that the sky is purple, and you’re like yep that makes total sense . . . The best entrepreneurs all tend to have that in common and tend to be really good at that. It’s essentially sales — selling to employees. It’s an incredibly valuable skill to be able to do that. That plus stock options.” The other thing Marc has observed about hiring over the years is that right employees have to self-select into your company, even though that can be incredibly frustrating at times: “If you hired all the people you interviewed, it would turn out that 2/3rds or 3/4ths of them you probably shouldn’t have hired anyway. So what the best companies do is they provide a very stark idea of what the company is and what is it isn’t: ‘We are a company where people are expected to work 18 hour days and if you don’t like that, don’t come here’ or ‘We are a company where people expect to go home at 5pm every day and if you think that’ll be frustrating’ — whatever it is.” Marc gives the humorous example of Asana where it was a requirement that the whole company did yoga together: “If you like yoga, this is the company for you. If you don’t like yoga, don’t go there. You’re going to be asked to put your feet in positions that you’re completely uncomfortable with.” He continues: “I think the very best companies tend to be polarizing. So if in your hiring process, you’re turning people off as much as you’re turning them on because they’re deciding ‘this is clearly not the right fit for me,’ I think that’s a good thing.”

Marc Andreessen on how to get people to join your 3-person startup Marc says founders have two tools at their disposal to win new hires: 1) Stock options, and 2) vision. He explains: “The best entrepreneurs are really good at selling people on their company precisely because they can explain how the world is going to look in a way that is so compelling.” Marc points to Steve Jobs’s “reality distortion field” as the epitome of this: “If you get within 10 feet of Steve Jobs, whatever he says in the next 20 minutes, you’re going to walk out of there believing. He can say that the sky is purple, and you’re like yep that makes total sense . . . The best entrepreneurs all tend to have that in common and tend to be really good at that. It’s essentially sales — selling to employees. It’s an incredibly valuable skill to be able to do that. That plus stock options.” The other thing Marc has observed about hiring over the years is that right employees have to self-select into your company, even though that can be incredibly frustrating at times: “If you hired all the people you interviewed, it would turn out that 2/3rds or 3/4ths of them you probably shouldn’t have hired anyway. So what the best companies do is they provide a very stark idea of what the company is and what is it isn’t: ‘We are a company where people are expected to work 18 hour days and if you don’t like that, don’t come here’ or ‘We are a company where people expect to go home at 5pm every day and if you think that’ll be frustrating’ — whatever it is.” Marc gives the humorous example of Asana where it was a requirement that the whole company did yoga together: “If you like yoga, this is the company for you. If you don’t like yoga, don’t go there. You’re going to be asked to put your feet in positions that you’re completely uncomfortable with.” He continues: “I think the very best companies tend to be polarizing. So if in your hiring process, you’re turning people off as much as you’re turning them on because they’re deciding ‘this is clearly not the right fit for me,’ I think that’s a good thing.”

Startup Archive

69,518 просмотров • 6 месяцев назад

“What I tried to emphasize with my children was, it’s not really about winning or being better than somebody else. All I’m interested in is you being the best that you can be. I don’t care if it’s in school, getting good grades, do what the coach says. Be a good teammate. Be the best that you can be,” Nick Saban

“What I tried to emphasize with my children was, it’s not really about winning or being better than somebody else. All I’m interested in is you being the best that you can be. I don’t care if it’s in school, getting good grades, do what the coach says. Be a good teammate. Be the best that you can be,” Nick Saban

The Winning Difference

112,566 просмотров • 7 месяцев назад

Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”

Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”

Startup Archive

552,837 просмотров • 2 лет назад

Recap of the clip below: 🐰: "When there’s anything (a show, haters) that makes you feel bad, just leave them. Let them say what they want, and let yourself be happy. Not just for me, but for the fandom as well. It is easy to be crazy, and it is very hard to be quiet. But if you can be quiet, they get crazier. […] So if you want them to be crazier and laugh at them, then stay quiet. Stay with us as a happy, lively fandom. As a family, as I can say. And if there’s anyone who uses my picture and says something bad to other people, even to us, make the mark that they are not part of our family. And you don’t want to give them attention." //Basically, don't fall for the ragebait because they will just keep going. Ignore them and post even more positive things to overshadow them. #CharlotteAustin

Recap of the clip below: 🐰: "When there’s anything (a show, haters) that makes you feel bad, just leave them. Let them say what they want, and let yourself be happy. Not just for me, but for the fandom as well. It is easy to be crazy, and it is very hard to be quiet. But if you can be quiet, they get crazier. […] So if you want them to be crazier and laugh at them, then stay quiet. Stay with us as a happy, lively fandom. As a family, as I can say. And if there’s anyone who uses my picture and says something bad to other people, even to us, make the mark that they are not part of our family. And you don’t want to give them attention." //Basically, don't fall for the ragebait because they will just keep going. Ignore them and post even more positive things to overshadow them. #CharlotteAustin

Prol_x

17,242 просмотров • 5 месяцев назад

Mark Zuckerberg: “I don’t believe in delegating” “There’s this theory that a lot of people have which is that the job of a leader is to hire people and delegate things to them. My theory is there is so much going on across the company that I can’t possibly be involved in all of it, so all these people are going to have a ton of stuff they’re going to do. But fundamentally, if there’s a decision that I want to be involved with, I’m going to be involved in it… I think that’s generally a good way for founders to operate.” Mark continues: “If you’re running the company and there’s something important — at whatever level of detail in the organization — I don’t get the logic of saying, ‘I’m not going to be involved in that.’” Of course you want to have humility that you may not have the most context immediately, but in Mark’s view, the CEO must take ownership of the company’s most important problems. To ensure that his time is constantly spent on the most important priority for the company, Mark has very few recurring meetings and tries to keep his schedule as open as possible: “II generally keep a bunch of time open so that stuff is pretty dynamic — I can wake up in the morning and be like, ‘OK, I need to work on these three things today, and I want to make sure I have a block of time where I can go do that.’” Video source: Stripe (2025)

Mark Zuckerberg: “I don’t believe in delegating” “There’s this theory that a lot of people have which is that the job of a leader is to hire people and delegate things to them. My theory is there is so much going on across the company that I can’t possibly be involved in all of it, so all these people are going to have a ton of stuff they’re going to do. But fundamentally, if there’s a decision that I want to be involved with, I’m going to be involved in it… I think that’s generally a good way for founders to operate.” Mark continues: “If you’re running the company and there’s something important — at whatever level of detail in the organization — I don’t get the logic of saying, ‘I’m not going to be involved in that.’” Of course you want to have humility that you may not have the most context immediately, but in Mark’s view, the CEO must take ownership of the company’s most important problems. To ensure that his time is constantly spent on the most important priority for the company, Mark has very few recurring meetings and tries to keep his schedule as open as possible: “II generally keep a bunch of time open so that stuff is pretty dynamic — I can wake up in the morning and be like, ‘OK, I need to work on these three things today, and I want to make sure I have a block of time where I can go do that.’” Video source: Stripe (2025)

Startup Archive

326,115 просмотров • 7 месяцев назад

Keith Kellogg: Putin is trying to put a lot of pressure on Donetsk Oblast, and I think you can't give up that land to do it, because giving up that land, you give up the fortified cities, and you give up defensible terrain as well. I've told the President of the United States, if you're really concerned about them giving up the land, make Russia fight for it, because Ukrainians will do very, very well. Keith Kellogg also said the United States will not recognize any occupied Ukrainian territories as Russian: They can occupy them, but we're not going to give them any legal justification for being there.

Keith Kellogg: Putin is trying to put a lot of pressure on Donetsk Oblast, and I think you can't give up that land to do it, because giving up that land, you give up the fortified cities, and you give up defensible terrain as well. I've told the President of the United States, if you're really concerned about them giving up the land, make Russia fight for it, because Ukrainians will do very, very well. Keith Kellogg also said the United States will not recognize any occupied Ukrainian territories as Russian: They can occupy them, but we're not going to give them any legal justification for being there.

Anton Gerashchenko

89,529 просмотров • 2 месяцев назад

The problem with always being “a good guy” on principle is, as Machiavelli says, ours is a world of too many bad guys Horrific injustices occur and you hear monstrous nonsense like: —“Don’t stoop to their level” —“If you do that then you’re no better than them” My response:

The problem with always being “a good guy” on principle is, as Machiavelli says, ours is a world of too many bad guys Horrific injustices occur and you hear monstrous nonsense like: —“Don’t stoop to their level” —“If you do that then you’re no better than them” My response:

Athenian Stranger

49,226 просмотров • 1 год назад

Qullamaggie on Don’t Try to Find the Setups, Let Them Come to You “One thing I’ve learned over the years is it shouldn’t be hard to find setups. Don’t try to find the setups — they will come to you. Right now I’m just working too hard to find setups. I don’t like that. It’s not supposed to be like that. The setups should be in your face. It’s like, holy shit, that’s good-looking. Holy shit. that’s good-looking — that’s when you know you’re in a good market. Right now there’s just too much chop and very, very few good-looking bases.”

Qullamaggie on Don’t Try to Find the Setups, Let Them Come to You “One thing I’ve learned over the years is it shouldn’t be hard to find setups. Don’t try to find the setups — they will come to you. Right now I’m just working too hard to find setups. I don’t like that. It’s not supposed to be like that. The setups should be in your face. It’s like, holy shit, that’s good-looking. Holy shit. that’s good-looking — that’s when you know you’re in a good market. Right now there’s just too much chop and very, very few good-looking bases.”

Lone

12,497 просмотров • 6 месяцев назад

Mark Zuckerberg on why he prefers to recruit people directly out of college In this interview from 2005, a 21-year-old Mark Zuckerberg is asked what he looks for in a new hire. There’s two things, he says. “Number one is raw intelligence. You can hire someone who has been doing software engineering for 10 years, and if they’ve been doing it for 10 years, that’s probably what they’ll be doing for the rest of their life. That’s cool — there are some things that that person can do and they’re definitely useful in an organization and can do a lot of stuff. But if you find someone whose raw intelligence exceeds theirs but has 10 years less experience, they can probably adapt and learn way quicker. Within a very short amount of time they’ll be able to do a lot of things that [the person with 10 years of experience] will never be able to do. So that’s the most important thing that I look for.” The second thing he looks for is alignment with what the company is trying to do: “People can be really smart or have skills that are directly applicable, but if they don’t really believe in it, then they’re not going to work hard or care enough to develop the relevant experience in order to succeed. The best people I’ve hired so far have been people who didn’t really have that much engineering experience. I hired a couple of electric engineers out of Stanford to do programming stuff, and they had very little programming experience going in, but they were really smart and really willing to go at it. The guy who just wrote photos was one of those guys, and if you’re willing to just do whatever it takes to get photos out, then you’re probably more valuable than someone who is just a career software engineer.” He concludes: “Those are the things I’m looking for and why I would rather recruit people out of college.” Video source: Stanford eCorner (2005)

Mark Zuckerberg on why he prefers to recruit people directly out of college In this interview from 2005, a 21-year-old Mark Zuckerberg is asked what he looks for in a new hire. There’s two things, he says. “Number one is raw intelligence. You can hire someone who has been doing software engineering for 10 years, and if they’ve been doing it for 10 years, that’s probably what they’ll be doing for the rest of their life. That’s cool — there are some things that that person can do and they’re definitely useful in an organization and can do a lot of stuff. But if you find someone whose raw intelligence exceeds theirs but has 10 years less experience, they can probably adapt and learn way quicker. Within a very short amount of time they’ll be able to do a lot of things that [the person with 10 years of experience] will never be able to do. So that’s the most important thing that I look for.” The second thing he looks for is alignment with what the company is trying to do: “People can be really smart or have skills that are directly applicable, but if they don’t really believe in it, then they’re not going to work hard or care enough to develop the relevant experience in order to succeed. The best people I’ve hired so far have been people who didn’t really have that much engineering experience. I hired a couple of electric engineers out of Stanford to do programming stuff, and they had very little programming experience going in, but they were really smart and really willing to go at it. The guy who just wrote photos was one of those guys, and if you’re willing to just do whatever it takes to get photos out, then you’re probably more valuable than someone who is just a career software engineer.” He concludes: “Those are the things I’m looking for and why I would rather recruit people out of college.” Video source: Stanford eCorner (2005)

Startup Archive

54,696 просмотров • 7 месяцев назад