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Marc Andreessen: the thing startup founders misunderstand about 'risk' "I've always been a fan of what Andy Rachleff taught me, which is called The Onion Theory of Risk. You can think about the startup on Day 1 as having every conceivable kind of risk: founder risk, product risk, technical... show more

Overlap: Business & Tech

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48,726 просмотров • 1 год назад •via X (Twitter)

Финансы Образование Новости и политика

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Комментарии: 6

Фото профиля Overlap: Business & Tech

Overlap: Business & Tech1 год назад

Create viral clips for free on Overlap 👇

Фото профиля Miles Udemezue

Miles Udemezue1 год назад

@arachleff glad this resonates with your mission. fostering diversity brings invaluable perspectives.

Фото профиля Productivity Tool Channel

Productivity Tool Channel1 год назад

@arachleff It’s essential to focus on one risk at a time, leveraging insights and feedback along the way, ultimately leading to a more resilient and successful startup journey.

Фото профиля Neurofauna (volgen = gefist worden)

Neurofauna (volgen = gefist worden)1 год назад

Basically risk is not serially reduced (or increased). Risks often exist in parallel up to the very end of a project. So this an oversimplified model. An interesting question is how good we can get at predicting a person’s (or a team’s) long-term performance. Because humans are very often the least certain factor since they’re largely a black box even after a pretty intensive evaluation. AI tools might be able to help us crack this problem.

Фото профиля Corey Engel †🇺🇸

Corey Engel †🇺🇸1 год назад

@arachleff Very strange way of seeing the world

Фото профиля Rohan Gayen

Rohan Gayen1 год назад

@arachleff We have to think like this for mental health instead of going for endless therapies. Take risks, gain more power, remove root problem behind all worries.

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Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount of money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Follow Startup Archive for more tactical startup advice!

Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount of money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved milestones and eliminated risks. Now I'm going to raise $X for the Series A to achieve milestones and eliminate risks. This will get the company to state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Follow Startup Archive for more tactical startup advice!

Startup Archive

178,597 просмотров • 2 лет назад

Marc Andreessen explains the Onion Theory of Risk and the best way to raise capital for your business: "You can think about a startup on day one as having every conceivable kind of risk." "The way to think about it is—you're peeling away risk as you go and by achieving milestones. And then as you achieve milestones, you're both making progress in your business, and you're justifying raising more capital." Marc Andreessen 🇺🇸 on Y Combinator

Marc Andreessen explains the Onion Theory of Risk and the best way to raise capital for your business: "You can think about a startup on day one as having every conceivable kind of risk." "The way to think about it is—you're peeling away risk as you go and by achieving milestones. And then as you achieve milestones, you're both making progress in your business, and you're justifying raising more capital." Marc Andreessen 🇺🇸 on Y Combinator

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50,483 просмотров • 4 месяцев назад

Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land.

Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved milestones and eliminated risks. Now I'm going to raise $X for the Series A to achieve milestones and eliminate risks. This will get the company to state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land.

Michael McGuiness

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Marc Andreessen explains the “Onion Theory of Risk” “I think the single-biggest thing entrepreneurs are missing — both on fundraising and how they run their companies — is the relationship between risk and cash. I’ve always been a fan of something Andy Rachleff taught me years ago. He calls it the ‘Onion Theory of Risk.’” You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $ X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Video source: Y Combinator (2014)

Marc Andreessen explains the “Onion Theory of Risk” “I think the single-biggest thing entrepreneurs are missing — both on fundraising and how they run their companies — is the relationship between risk and cash. I’ve always been a fan of something Andy Rachleff taught me years ago. He calls it the ‘Onion Theory of Risk.’” You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved milestones and eliminated risks. Now I'm going to raise $ X for the Series A to achieve milestones and eliminate risks. This will get the company to state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Video source: Y Combinator (2014)

Startup Archive

63,259 просмотров • 1 год назад

The Onion Theory of Risk by Marc Andreessen: "I think the single biggest thing entrepreneurs are missing, both on fundraising and how they run their companies, is the relationship between risk and cash. The relationship between risk and raising cash, and then the relationship between risk and spending cash. So I've always been a fan of something that Andy Ratcliffe taught me years ago, which he called the onion theory of risk. Um, which basically is, you can think about a startup like on day one, um, as having every conceivable kind of risk, right? And you can basically just make a list of the risks. And so you've got, you know, founding team risk. You know, do the founders, are the founders gonna be able to work together? Do you have the right founders? You're gonna have product risk. You know, can you build a product? You'll have technical risk, right? Which is maybe you need a machine learning breakthrough or something to make it work. Are you gonna be able to do that? Um, you'll have, you know, launch risk. Will the launch go well? You'll have, you know, market acceptance risk. You'll have revenue risk. A big risk you get into in a lot of businesses that have a sales force is, can you actually sell the product for enough money to actually pay for the cost of sale? So you have the cost of sale risk. If you're a consumer product, you'll have a viral growth risk. Well, you get the thing of viral growth. And so, a startup at the very beginning is basically just this long list of risks. And then the way that I always think about running a startup is also the way I think about raising money, which is it's a process of peeling away layers of risk as you go. And so you raise seed money in order to peel away the first two or three risks. The founding team risk, the product risk, and maybe the initial launch risk. You raise the A round to peel away the next level of product risk. Maybe you peel away some recruiting risk because you get your full engineering team built. Maybe you peel away some customer risk because you get your first five beta customers. And so basically the way to think about it is you're peeling away risk as you go. You're peeling away risk by achieving milestones. And then as you achieve milestones, you're both making progress in your business, and you're justifying raising more capital. And so you come in, and you pitch somebody like us, and you say you're raising a B round. The best way to do that with us is you say, okay, I raised a seed round, I achieved these milestones, I eliminated these risks. I raised the A round, I achieved these milestones, and I eliminated these risks. Now I'm gonna raise a B round. Here are my milestones, here are my risks. And then by the time I go to raise a seed round, here's the state that I'll be in. And then you calibrate the amount of money that you raise to spend to the risks that you're pulling out of the business. And I go through all this, in a sense this sounds kind of obvious, but I go through all this because it's a systematic way to think about how the money gets raised and deployed. As compared to so much of what's happening, especially these days, which is just, my God, let me go raise as much money as I can. Let me go build the fancy offices, let me go hire as many people as I can, and just kind of hope for the best."

The Onion Theory of Risk by Marc Andreessen: "I think the single biggest thing entrepreneurs are missing, both on fundraising and how they run their companies, is the relationship between risk and cash. The relationship between risk and raising cash, and then the relationship between risk and spending cash. So I've always been a fan of something that Andy Ratcliffe taught me years ago, which he called the onion theory of risk. Um, which basically is, you can think about a startup like on day one, um, as having every conceivable kind of risk, right? And you can basically just make a list of the risks. And so you've got, you know, founding team risk. You know, do the founders, are the founders gonna be able to work together? Do you have the right founders? You're gonna have product risk. You know, can you build a product? You'll have technical risk, right? Which is maybe you need a machine learning breakthrough or something to make it work. Are you gonna be able to do that? Um, you'll have, you know, launch risk. Will the launch go well? You'll have, you know, market acceptance risk. You'll have revenue risk. A big risk you get into in a lot of businesses that have a sales force is, can you actually sell the product for enough money to actually pay for the cost of sale? So you have the cost of sale risk. If you're a consumer product, you'll have a viral growth risk. Well, you get the thing of viral growth. And so, a startup at the very beginning is basically just this long list of risks. And then the way that I always think about running a startup is also the way I think about raising money, which is it's a process of peeling away layers of risk as you go. And so you raise seed money in order to peel away the first two or three risks. The founding team risk, the product risk, and maybe the initial launch risk. You raise the A round to peel away the next level of product risk. Maybe you peel away some recruiting risk because you get your full engineering team built. Maybe you peel away some customer risk because you get your first five beta customers. And so basically the way to think about it is you're peeling away risk as you go. You're peeling away risk by achieving milestones. And then as you achieve milestones, you're both making progress in your business, and you're justifying raising more capital. And so you come in, and you pitch somebody like us, and you say you're raising a B round. The best way to do that with us is you say, okay, I raised a seed round, I achieved these milestones, I eliminated these risks. I raised the A round, I achieved these milestones, and I eliminated these risks. Now I'm gonna raise a B round. Here are my milestones, here are my risks. And then by the time I go to raise a seed round, here's the state that I'll be in. And then you calibrate the amount of money that you raise to spend to the risks that you're pulling out of the business. And I go through all this, in a sense this sounds kind of obvious, but I go through all this because it's a systematic way to think about how the money gets raised and deployed. As compared to so much of what's happening, especially these days, which is just, my God, let me go raise as much money as I can. Let me go build the fancy offices, let me go hire as many people as I can, and just kind of hope for the best."

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Valerie Anne Smith

52,672 просмотров • 8 месяцев назад

Rune Christensen, Co-Founder of Sky (Sky), on USDS, STUSDS, and risk tiers in DeFi "Lindy, like stablecoin product with a really really reasonable rate of return" "right now it's at 3.75%, which is actually 10 points above SOFR" "a lot of people dunking on DeFi for not being able to beat TradFi, but USDS does in fact still beat TradFi and is very much highly risk optimized" "with Sky you can also use a product like STUSDS, which is a higher risk token that still has this link to the US dollar" "you can actually go even more high risk and buy something like SPK, which is a completely volatile governance token of one of the Sky agents" "STUSDS, because it's a risk token and it's explicitly marketed as risk capital, it's for advanced users because it has higher risk" "it's not just a stablecoin that is designed to protect you above everything else" "with STUSDS it's also about being able to offer a higher rate of return" "one of the consequences of this is that it can have its liquidity, its one to one liquidity with USDS frozen"

Rune Christensen, Co-Founder of Sky (Sky), on USDS, STUSDS, and risk tiers in DeFi "Lindy, like stablecoin product with a really really reasonable rate of return" "right now it's at 3.75%, which is actually 10 points above SOFR" "a lot of people dunking on DeFi for not being able to beat TradFi, but USDS does in fact still beat TradFi and is very much highly risk optimized" "with Sky you can also use a product like STUSDS, which is a higher risk token that still has this link to the US dollar" "you can actually go even more high risk and buy something like SPK, which is a completely volatile governance token of one of the Sky agents" "STUSDS, because it's a risk token and it's explicitly marketed as risk capital, it's for advanced users because it has higher risk" "it's not just a stablecoin that is designed to protect you above everything else" "with STUSDS it's also about being able to offer a higher rate of return" "one of the consequences of this is that it can have its liquidity, its one to one liquidity with USDS frozen"

Frontliner 💯

75,006 просмотров • 2 месяцев назад

Volatility ≠ Risk Risk is the chance of a permanent loss. Volatility is just price fluctuations—it's where the opportunity lies. #Bitcoin isn't risky. It's what you own when you don't want risk. The innovation is giving everyone access to opportunity without facing any risk.

Volatility ≠ Risk Risk is the chance of a permanent loss. Volatility is just price fluctuations—it's where the opportunity lies. #Bitcoin isn't risky. It's what you own when you don't want risk. The innovation is giving everyone access to opportunity without facing any risk.

Jack Mallers

103,828 просмотров • 1 год назад

Togi explains that the REAL risk in life is taking no risk at all… “The real risk in this life is not taking the risk because you only get one life… It’s not ‘oh I’ll take the risk later’ because your window of opportunity gets aggressively smaller as you get more hardened into the system“

Togi explains that the REAL risk in life is taking no risk at all… “The real risk in this life is not taking the risk because you only get one life… It’s not ‘oh I’ll take the risk later’ because your window of opportunity gets aggressively smaller as you get more hardened into the system“

The Iced Coffee Hour

67,034 просмотров • 4 месяцев назад

Lloyd Blankfein (former CEO of Goldman Sachs) on something most people get backwards about risk management: "you'd think a risk manager is always trying to repress people from taking risk." "sometimes a good risk manager has to promote the idea that people take risk. because that's what you're there for." "if you don't take risk, you don't move forward. there's no growth." "the alternative to never taking any risk will give you the comfort of not losing money for yourself or anybody else, but you also won't make progress." this is true inside Goldman Sachs and it's true in trading. after recovering a drawdown, the instinct can be to cut everything and take a break. sometimes the right risk management decision is the opposite, the system is working, the drawdown is normal, and pulling back is the actual mistake.

Lloyd Blankfein (former CEO of Goldman Sachs) on something most people get backwards about risk management: "you'd think a risk manager is always trying to repress people from taking risk." "sometimes a good risk manager has to promote the idea that people take risk. because that's what you're there for." "if you don't take risk, you don't move forward. there's no growth." "the alternative to never taking any risk will give you the comfort of not losing money for yourself or anybody else, but you also won't make progress." this is true inside Goldman Sachs and it's true in trading. after recovering a drawdown, the instinct can be to cut everything and take a break. sometimes the right risk management decision is the opposite, the system is working, the drawdown is normal, and pulling back is the actual mistake.

Goshawk Trades

20,781 просмотров • 25 дней назад

Please don’t do this. So many risks. It increases the risk of all STDs including HIV . Risk of urinary obstruction , etc

Please don’t do this. So many risks. It increases the risk of all STDs including HIV . Risk of urinary obstruction , etc

Dr Penking™

1,004,543 просмотров • 2 лет назад

Epidemiologist Nicolas Hulscher reported, “COVID-19 vaccination is associated with a 68.3% increased risk of depression, a 43.9% increased risk of anxiety disorders, and a 93.4% increased risk of sleep disorders,” based on the study’s findings.

Epidemiologist Nicolas Hulscher reported, “COVID-19 vaccination is associated with a 68.3% increased risk of depression, a 43.9% increased risk of anxiety disorders, and a 93.4% increased risk of sleep disorders,” based on the study’s findings.

illuminatibot

101,433 просмотров • 7 месяцев назад

🚨Patrick Bet-David talks about the reality of risk in relationships "The realities of life is risk. You got to take the risk with a girl... It's a fifty-fifty, I don't know if it's gonna work out. You don't know if it's gonna work out. None of us know everything about the girls we're with."

🚨Patrick Bet-David talks about the reality of risk in relationships "The realities of life is risk. You got to take the risk with a girl... It's a fifty-fifty, I don't know if it's gonna work out. You don't know if it's gonna work out. None of us know everything about the girls we're with."

PBD Podcast

23,562 просмотров • 3 месяцев назад

#WATCH | Delhi: On study conducted on 5000 heart attack patients, Professor of Cardiology, GB Pant Hospital, Dr Mohit Gupta says, "... In India, a heart attack happens 10 years before the death of a person. It is more severe. Often, if you and I go to a doctor and ask what the risk of a heart attack is, to calculate that, we have risk scores... All the risk scores that we have are either using Western risk scores, which are made up of 6 or 7 risk scores. We believed that if we apply these risk scores to the Indian population, that is, what are the chances of a heart attack in 10 years, if we apply these risk scores to the Indian population. These risk scores should not be validated for us because when these scores were made, they were made on the Western population... When we used Western risk scores in Indian heart attack patients, we saw that 80% of the people were classified in low risk and moderate risk..." (2.4)

#WATCH | Delhi: On study conducted on 5000 heart attack patients, Professor of Cardiology, GB Pant Hospital, Dr Mohit Gupta says, "... In India, a heart attack happens 10 years before the death of a person. It is more severe. Often, if you and I go to a doctor and ask what the risk of a heart attack is, to calculate that, we have risk scores... All the risk scores that we have are either using Western risk scores, which are made up of 6 or 7 risk scores. We believed that if we apply these risk scores to the Indian population, that is, what are the chances of a heart attack in 10 years, if we apply these risk scores to the Indian population. These risk scores should not be validated for us because when these scores were made, they were made on the Western population... When we used Western risk scores in Indian heart attack patients, we saw that 80% of the people were classified in low risk and moderate risk..." (2.4)

ANI

410,425 просмотров • 3 месяцев назад

Climate risk is financial risk. Period. Full stop. It's a cost of living issue in the United States of America.

Climate risk is financial risk. Period. Full stop. It's a cost of living issue in the United States of America.

Governor Newsom Press Office

55,344 просмотров • 8 месяцев назад

A Short Video explaining the Important Concept of Position Sizing and Risk Management "Never Risk more than 1% of you Portfolio on a single trade."

A Short Video explaining the Important Concept of Position Sizing and Risk Management "Never Risk more than 1% of you Portfolio on a single trade."

Volatility Volume and Value

37,960 просмотров • 10 месяцев назад