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Ray Dalio shared a strategy on how to reduce risk 5x and has already helped 1.4M people - 1 asset - 40% chance of losing money - 15-20 uncorrelated assets - only 11% And the returns don't drop, risk - 5x lower. The key word is uncorrelated. Not just... show more

Noisy

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Online sportsbooks offering "risk free" bets were extremely misleading: "People thought 'I have no risk of losing money'. In reality, if you lost the bet, they refunded you with bonus bets. You only get the payout. People bet on overwhelming favorites - and got $1 back"

Online sportsbooks offering "risk free" bets were extremely misleading: "People thought 'I have no risk of losing money'. In reality, if you lost the bet, they refunded you with bonus bets. You only get the payout. People bet on overwhelming favorites - and got $1 back"

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the CIO of Bridgewater, one of the largest hedge funds in the world at $130B AUM, was asked what the Holy Grail of investing looks like. his answer had nothing to do with finding better entries or exits: "the Holy Grail of investing is to have something like 15 to 20 uncorrelated return streams." "you never actually get there because things are too correlated to quite get to that level. but you're seeking ways to make money in markets that are unrelated." "most of the investments that you're all invested in are reasonably highly correlated. you can buy a whole bunch of them, you're not actually getting much diversification." "if you're able to select strategies that are uncorrelated, you can improve your reliability 3 to 5x with equally good ideas." 3 to 5x improvement in reliability just from diversification. the CIO of Bridgewater saying the single biggest lever isn't finding better entires, it's making sure the ones you have don't all fail at the same time.

the CIO of Bridgewater, one of the largest hedge funds in the world at $130B AUM, was asked what the Holy Grail of investing looks like. his answer had nothing to do with finding better entries or exits: "the Holy Grail of investing is to have something like 15 to 20 uncorrelated return streams." "you never actually get there because things are too correlated to quite get to that level. but you're seeking ways to make money in markets that are unrelated." "most of the investments that you're all invested in are reasonably highly correlated. you can buy a whole bunch of them, you're not actually getting much diversification." "if you're able to select strategies that are uncorrelated, you can improve your reliability 3 to 5x with equally good ideas." 3 to 5x improvement in reliability just from diversification. the CIO of Bridgewater saying the single biggest lever isn't finding better entires, it's making sure the ones you have don't all fail at the same time.

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Chamath: “Private equity in general is totally hosed.” 🏢🚨 “I think the history of this is important.” “There was a long standing belief that the best way to generate the best risk adjusted return was to have what's called a 60/40 allocation. 60% to bonds and 40% to equities.” “Over many years, especially when we artificially suppressed rates at zero, a lot of people started to move their allocations away from 60/40 and they started to make more and more investments further out on the risk curve.” “The biggest beneficiaries of that were venture capital, private equity, and hedge funds.” “The thing with private equity is that because rates were zero, they had an infinite amount of borrowing capacity at very little downside to them, and so they were able to manufacture returns much faster than venture capital and hedge funds could.” “So as a result, you had an initial group of people that were defining the asset class, making a ton of money, and then you had all these fast followers that said, ‘Well, if they're doing it, I can do it too.’” “But then always what happens is then you have this flood of laggards that just flood the zone.” “And it's these laggards that make it very difficult to generate returns because they start overpaying for assets, they start mismanaging and under managing the assets that they do own.” “That created a lot of competition, and so that's why you see this hockey stick graph.” “And when you see that kind of graph, it doesn't matter what asset class it is. The returns go to zero.” “And so we've seen this in venture capital. We've seen this in hedge funds. And we're now going to see this in private equity.”

Chamath: “Private equity in general is totally hosed.” 🏢🚨 “I think the history of this is important.” “There was a long standing belief that the best way to generate the best risk adjusted return was to have what's called a 60/40 allocation. 60% to bonds and 40% to equities.” “Over many years, especially when we artificially suppressed rates at zero, a lot of people started to move their allocations away from 60/40 and they started to make more and more investments further out on the risk curve.” “The biggest beneficiaries of that were venture capital, private equity, and hedge funds.” “The thing with private equity is that because rates were zero, they had an infinite amount of borrowing capacity at very little downside to them, and so they were able to manufacture returns much faster than venture capital and hedge funds could.” “So as a result, you had an initial group of people that were defining the asset class, making a ton of money, and then you had all these fast followers that said, ‘Well, if they're doing it, I can do it too.’” “But then always what happens is then you have this flood of laggards that just flood the zone.” “And it's these laggards that make it very difficult to generate returns because they start overpaying for assets, they start mismanaging and under managing the assets that they do own.” “That created a lot of competition, and so that's why you see this hockey stick graph.” “And when you see that kind of graph, it doesn't matter what asset class it is. The returns go to zero.” “And so we've seen this in venture capital. We've seen this in hedge funds. And we're now going to see this in private equity.”

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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

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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 görüntüleme • 2 yıl önce

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

a16z

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What if the biggest financial mistake you’ll ever make has nothing to do with money? Today I’m sitting down with someone who’s helped millions of people see money in a completely different way. It’s the third time I’ve had the chance to sit with Morgan Housel on The Diary Of A CEO, and if you’ve seen our past conversations, you’ll know exactly why I couldn’t wait to do this again. Morgan is one of the most respected voices in finance and his words have changed how millions of people think about wealth, risk, and happiness. His book, The Psychology of Money, has sold millions of copies and reshaped how people around the world think about money.

What if the biggest financial mistake you’ll ever make has nothing to do with money? Today I’m sitting down with someone who’s helped millions of people see money in a completely different way. It’s the third time I’ve had the chance to sit with Morgan Housel on The Diary Of A CEO, and if you’ve seen our past conversations, you’ll know exactly why I couldn’t wait to do this again. Morgan is one of the most respected voices in finance and his words have changed how millions of people think about wealth, risk, and happiness. His book, The Psychology of Money, has sold millions of copies and reshaped how people around the world think about money.

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Billionaire investor Howard Marks breaks down a fundamental market reality: risk stems almost entirely from human behavior. "If you have more money than you need to eat, the first purpose of your money should be to make you comfortable. It doesn't make any sense..." "Buffett says, 'Don't risk what you have and need, to get what you don't have and don't need.' It makes no sense for somebody with a surplus of money to make their daily life less pleasant by going into investments that put them under pressure." "But... On the other hand, the riskiest thing in the world is the belief that there's no risk. The risk in the markets does not come from the companies, the securities, or the institutions like the exchanges ...the risk in the markets comes from the behavior of people."

Billionaire investor Howard Marks breaks down a fundamental market reality: risk stems almost entirely from human behavior. "If you have more money than you need to eat, the first purpose of your money should be to make you comfortable. It doesn't make any sense..." "Buffett says, 'Don't risk what you have and need, to get what you don't have and don't need.' It makes no sense for somebody with a surplus of money to make their daily life less pleasant by going into investments that put them under pressure." "But... On the other hand, the riskiest thing in the world is the belief that there's no risk. The risk in the markets does not come from the companies, the securities, or the institutions like the exchanges ...the risk in the markets comes from the behavior of people."

3rdeye👁️🇪🇸

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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 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

735,645 görüntüleme • 3 yıl önce

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

63,294 görüntüleme • 1 yıl önce

Izzy Englander started Millennium with $35 million in 1989 - today it manages $84 billion - and has lost money in only one year out of 35 his only interview ever - how he built the most consistent hedge fund in history from a specialist desk on the floor of the American Stock Exchange "in the land of the blind the one-eyed is king - the options market was in its infancy - and it just produced a lot of business" "the primary piece is the ability to deliver what you say you're going to deliver - from there you need to control risk - risk becomes very very critical" bookmark & watch the full conversation ↓

Izzy Englander started Millennium with $35 million in 1989 - today it manages $84 billion - and has lost money in only one year out of 35 his only interview ever - how he built the most consistent hedge fund in history from a specialist desk on the floor of the American Stock Exchange "in the land of the blind the one-eyed is king - the options market was in its infancy - and it just produced a lot of business" "the primary piece is the ability to deliver what you say you're going to deliver - from there you need to control risk - risk becomes very very critical" bookmark & watch the full conversation ↓

Сarm1ne

84,769 görüntüleme • 2 ay önce

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 görüntüleme • 4 ay önce

William got margin called and pledged over $1B of his own stock to fund Column. He explains why extreme personal risk is what makes great founders, and why we see less of it today: "I think that the good founders bet on themselves and take an extreme amount of risk to do that. The extreme amount of risk part is something that we no longer have. But when there's literally only one door in front of you. You don't have a choice, and that fear and innate desire creates another part of you. It creates creativity, it creates inspiration. It's extremely valuable part of the founder journey. And in many ways, Silicon Valley we've actually removed that. I don't know why we don't talk about it more. If you go back to pre 2008, you're on the edge of the knife. We don't create environments where a founder has to bet themselves. I think starting companies are just too f**king safe. It's caused a lot of companies to be super safe companies like, we're gonna pivot to AI...that's not bold, that's not ambitious. It's because we are attracting founders that actually want to be employees. They don't think if I don't pull this off, I'm going to become bankrupt. My life is over and I think that's pretty healthy. That's when you bring out the rawness of humanity and I don't see that very much anymore. The weird thing is an early stage employee takes way more risk than an early stage founder. And I don't think we should actually de-risk the early stage employee. I just think we need to increase the risk for founders. I think we need to make failure much more expensive."

William got margin called and pledged over $1B of his own stock to fund Column. He explains why extreme personal risk is what makes great founders, and why we see less of it today: "I think that the good founders bet on themselves and take an extreme amount of risk to do that. The extreme amount of risk part is something that we no longer have. But when there's literally only one door in front of you. You don't have a choice, and that fear and innate desire creates another part of you. It creates creativity, it creates inspiration. It's extremely valuable part of the founder journey. And in many ways, Silicon Valley we've actually removed that. I don't know why we don't talk about it more. If you go back to pre 2008, you're on the edge of the knife. We don't create environments where a founder has to bet themselves. I think starting companies are just too f**king safe. It's caused a lot of companies to be super safe companies like, we're gonna pivot to AI...that's not bold, that's not ambitious. It's because we are attracting founders that actually want to be employees. They don't think if I don't pull this off, I'm going to become bankrupt. My life is over and I think that's pretty healthy. That's when you bring out the rawness of humanity and I don't see that very much anymore. The weird thing is an early stage employee takes way more risk than an early stage founder. And I don't think we should actually de-risk the early stage employee. I just think we need to increase the risk for founders. I think we need to make failure much more expensive."

Patrick OShaughnessy

86,597 görüntüleme • 5 ay önce

CZ's 3 Tips for Beginners: Risk Control Is As Important As Making Money On January 14, 2026, Binance Founder CZ shared 3 core tips for crypto newcomers: First, prioritize learning, recommending Binance Academy; second, start small, advising to allocate just 1% of funds to get familiar with wallets and DeFi; third, control risk, meaning one should reduce position size if feeling stressed. He emphasized that "controlling risk is as important as making money" and referred to cryptocurrency as "the new money." Source:

CZ's 3 Tips for Beginners: Risk Control Is As Important As Making Money On January 14, 2026, Binance Founder CZ shared 3 core tips for crypto newcomers: First, prioritize learning, recommending Binance Academy; second, start small, advising to allocate just 1% of funds to get familiar with wallets and DeFi; third, control risk, meaning one should reduce position size if feeling stressed. He emphasized that "controlling risk is as important as making money" and referred to cryptocurrency as "the new money." Source:

Wu Blockchain

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Warren Buffett: "When I say a very good business, I mean something that you can expect to earn high returns on capital over a long period of time." "I could put huge amounts of money into government bonds and get $20-30-40 billion a year in terms of payments from them. So a good business is one that earns a lot more — and has prospects of continuing to earn a lot more — than the returns on essentially risk-less investments."

Warren Buffett: "When I say a very good business, I mean something that you can expect to earn high returns on capital over a long period of time." "I could put huge amounts of money into government bonds and get $20-30-40 billion a year in terms of payments from them. So a good business is one that earns a lot more — and has prospects of continuing to earn a lot more — than the returns on essentially risk-less investments."

Kevin Carpenter

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The race to build data centers is reshaping power grids, construction markets and corporate capital spending on Earth. Now, some of the biggest names in technology and space want to move part of that infrastructure into orbit. This would launch a new frontier for insurers — if they can figure out how to price a risk that has never existed at scale. Read more:

The race to build data centers is reshaping power grids, construction markets and corporate capital spending on Earth. Now, some of the biggest names in technology and space want to move part of that infrastructure into orbit. This would launch a new frontier for insurers — if they can figure out how to price a risk that has never existed at scale. Read more:

CNBC

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