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There's a difference between charging more and being worth more. Jacking up the price of one product just prices you out. Raising perceived value is what works. Bundle your hero product with a natural companion, package it like a complete kit, and you can charge a premium, because you're... show more

Neil Patel

477,470 subscribers

12,616 просмотров • 21 дней назад •via X (Twitter)

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

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

Startup Archive

165,737 просмотров • 8 дней назад

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

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

Startup Archive

422,892 просмотров • 7 месяцев назад

Was all of this worth it, Ron? Was it worth selling your soul to the devil Jeff Roe because you thought you could buy the presidency? He has you on a leash and walks you like a dog. Maybe you're into that type of stuff.

Was all of this worth it, Ron? Was it worth selling your soul to the devil Jeff Roe because you thought you could buy the presidency? He has you on a leash and walks you like a dog. Maybe you're into that type of stuff.

Team Trump (Text TRUMP to 88022)

387,888 просмотров • 2 лет назад

Ken Griffin, founder of Citadel, has a $10 plaque behind his desk that reads: "If we're all going to eat, someone has to sell." Of all the things this man could surround himself with, he chose a cheap plaque with a blunt truth about business. "You're always selling. You're selling to candidates. You're selling to vendors, you're selling to counterparties, you're selling to customers." And if you're always selling, you know what you're going to hear a lot of? "No." Griffin doesn't sugarcoat it. He tells two stories that illustrate just how brutal rejection can be. 1994 was a rough year, with Citadel losing ~4% of its capital. Griffin flew to Switzerland for a crucial lunch meeting, sat down, and his guest arrived only to say: "Oh, I thought you were John Griffin from Fen Church. I got to go." His lunch date got up and left the table. Later that afternoon, a Swiss banker spent 45 minutes with him in a beautiful office, smoking a cigar, before closing with: "Such a pity that such a bright young man picked the wrong career." Two rejections in one day for the founder of one of the most successful hedge funds in history — and his takeaway was simply this: "You just have to tolerate. You're going to hear no a lot, but you need to become accustomed to having to market your ideas and market what you represent and what you stand for." Absorbing rejection and continuing anyway is the actual skill, whether you're hiring, raising capital, or winning customers. Most people avoid selling because they're afraid of no. The ones who build great things have learned to expect it.

Ken Griffin, founder of Citadel, has a $10 plaque behind his desk that reads: "If we're all going to eat, someone has to sell." Of all the things this man could surround himself with, he chose a cheap plaque with a blunt truth about business. "You're always selling. You're selling to candidates. You're selling to vendors, you're selling to counterparties, you're selling to customers." And if you're always selling, you know what you're going to hear a lot of? "No." Griffin doesn't sugarcoat it. He tells two stories that illustrate just how brutal rejection can be. 1994 was a rough year, with Citadel losing ~4% of its capital. Griffin flew to Switzerland for a crucial lunch meeting, sat down, and his guest arrived only to say: "Oh, I thought you were John Griffin from Fen Church. I got to go." His lunch date got up and left the table. Later that afternoon, a Swiss banker spent 45 minutes with him in a beautiful office, smoking a cigar, before closing with: "Such a pity that such a bright young man picked the wrong career." Two rejections in one day for the founder of one of the most successful hedge funds in history — and his takeaway was simply this: "You just have to tolerate. You're going to hear no a lot, but you need to become accustomed to having to market your ideas and market what you represent and what you stand for." Absorbing rejection and continuing anyway is the actual skill, whether you're hiring, raising capital, or winning customers. Most people avoid selling because they're afraid of no. The ones who build great things have learned to expect it.

Big Brain Business

1,050,673 просмотров • 5 месяцев назад

LP really is the new trading with Meteora !! "You can now withdraw your token, set it up, so you're selling out of a higher portion at way higher prices and you're still earning fees on the way up." - Crime " Combining the foresight of charting and trading with the power of Meteora and DLMM." - Chill $MET

LP really is the new trading with Meteora !! "You can now withdraw your token, set it up, so you're selling out of a higher portion at way higher prices and you're still earning fees on the way up." - Crime " Combining the foresight of charting and trading with the power of Meteora and DLMM." - Chill $MET

MCG

13,121 просмотров • 4 месяцев назад

"Your man doesn't buy you flowers, doesn't take you out on a date, doesn't buy you gift, the only thing he offers you is g bola. There's no difference between you and a hook up girl. They're getting paid, you're not." — Saidaboj

Sensitive content

"Your man doesn't buy you flowers, doesn't take you out on a date, doesn't buy you gift, the only thing he offers you is g bola. There's no difference between you and a hook up girl. They're getting paid, you're not." — Saidaboj

𝐀𝐬𝐚𝐤𝐲𝐆𝐑𝐍

121,797 просмотров • 9 месяцев назад

this guy has made over $80,000 in one month selling ebooks on his youtube channel the future for youtube isn’t who can make the best content it’s who can sell their product the best 1,000s of dollars are wasted when not selling a product on your channel and a major factor causing this is that you don’t know what to sell now you can ask claude: "what longform channels are selling products to their audience?" and get a full breakdown of all revenue streams and products any channel has allowing you to identify what works, model successful businesses, and begin a whole new revenue stream outside of monetization

this guy has made over $80,000 in one month selling ebooks on his youtube channel the future for youtube isn’t who can make the best content it’s who can sell their product the best 1,000s of dollars are wasted when not selling a product on your channel and a major factor causing this is that you don’t know what to sell now you can ask claude: "what longform channels are selling products to their audience?" and get a full breakdown of all revenue streams and products any channel has allowing you to identify what works, model successful businesses, and begin a whole new revenue stream outside of monetization

sam

15,831 просмотров • 2 месяцев назад

It is my view that e-commerce companies offering other people’s products can do much more than just selling the product. Here is one thing we are doing at LETHAL that’s a bit different:

It is my view that e-commerce companies offering other people’s products can do much more than just selling the product. Here is one thing we are doing at LETHAL that’s a bit different:

Lucas Botkin

21,969 просмотров • 2 месяцев назад

Elon Musk's advice to entrepreneurs: Life is too short not to do what you love. “Successful entrepreneurs probably come in all sizes and shapes and flavors. I'm not sure there's any one particular thing. I think really an obsessive nature with respect to the quality of the product is very important. Being obsessive-compulsive is a good thing in this context. Whatever area that you get into given that even if you're the best of the best, there's always a chance of failure. So I think it's important that you really like whatever you're doing. If you don't like it, life is too short. And also if you like what you're doing, you think about it even when you're not working. It's something that your mind is drawn to and if you don't like it you just really can't make it work.” Entrepreneurial Thought Leaders Lecture, Stanford, October 8, 2003

Elon Musk's advice to entrepreneurs: Life is too short not to do what you love. “Successful entrepreneurs probably come in all sizes and shapes and flavors. I'm not sure there's any one particular thing. I think really an obsessive nature with respect to the quality of the product is very important. Being obsessive-compulsive is a good thing in this context. Whatever area that you get into given that even if you're the best of the best, there's always a chance of failure. So I think it's important that you really like whatever you're doing. If you don't like it, life is too short. And also if you like what you're doing, you think about it even when you're not working. It's something that your mind is drawn to and if you don't like it you just really can't make it work.” Entrepreneurial Thought Leaders Lecture, Stanford, October 8, 2003

ELON CLIPS

19,703 просмотров • 11 месяцев назад

ELON: LIFE IS TOO SHORT TO NOT FOCUS ON WHAT YOU LOVE “Successful entrepreneurs probably come in all sizes and shapes and flavors. I'm not sure there's any one particular thing. I think really an obsessive nature with respect to the quality of the product is very important. Being obsessive-compulsive is a good thing in this context. Whatever area that you get into given that even if you're the best of the best, there's always a chance of failure. So I think it's important that you really like whatever you're doing. If you don't like it, life is too short. And also if you like what you're doing, you think about it even when you're not working. It's something that your mind is drawn to. And if you don't like it you just really can't make it work.” Source: Entrepreneurial Thought Leaders Lecture, Stanford, October 8, 2003

ELON: LIFE IS TOO SHORT TO NOT FOCUS ON WHAT YOU LOVE “Successful entrepreneurs probably come in all sizes and shapes and flavors. I'm not sure there's any one particular thing. I think really an obsessive nature with respect to the quality of the product is very important. Being obsessive-compulsive is a good thing in this context. Whatever area that you get into given that even if you're the best of the best, there's always a chance of failure. So I think it's important that you really like whatever you're doing. If you don't like it, life is too short. And also if you like what you're doing, you think about it even when you're not working. It's something that your mind is drawn to. And if you don't like it you just really can't make it work.” Source: Entrepreneurial Thought Leaders Lecture, Stanford, October 8, 2003

Mario Nawfal

104,353 просмотров • 11 месяцев назад

James Dyson on founder led sales: "Selling goes with manufacturing as wheels do with a bicycle." "Products do not walk off shelves and into people's homes. And when a product is entirely new, the art of selling is needed to explain it. What it is. How it works. Why you might need and want it." Dyson was taught this by his mentor when Dyson was just 21 years old: "I told him I don't know how to sell things." And he said, "Look, you're the engineer. You've chosen every square inch of that product. Everything. You know it all. That means you're the best person to sell it." That was an interesting sort revelation for me because I'd always thought these were separate professions. Sales was one profession, engineering was another, manufacturing was another, and being a manager was another. And suddenly this entrepreneur was saying to me, "Well, look, you're an engineer and designer. You know all about the product, make it, and then go and sell it."

James Dyson on founder led sales: "Selling goes with manufacturing as wheels do with a bicycle." "Products do not walk off shelves and into people's homes. And when a product is entirely new, the art of selling is needed to explain it. What it is. How it works. Why you might need and want it." Dyson was taught this by his mentor when Dyson was just 21 years old: "I told him I don't know how to sell things." And he said, "Look, you're the engineer. You've chosen every square inch of that product. Everything. You know it all. That means you're the best person to sell it." That was an interesting sort revelation for me because I'd always thought these were separate professions. Sales was one profession, engineering was another, manufacturing was another, and being a manager was another. And suddenly this entrepreneur was saying to me, "Well, look, you're an engineer and designer. You know all about the product, make it, and then go and sell it."

David Senra

43,215 просмотров • 3 месяцев назад

You're shopping IRL, take a picture of any product with your glasses, and they tell you the cheapest price Another app built with MentraOS

You're shopping IRL, take a picture of any product with your glasses, and they tell you the cheapest price Another app built with MentraOS

cayden 凯登

30,303 просмотров • 1 год назад

"Coaches love competitors. Some of you think that you're a competitor, but you're not. There's a big difference between playing hard and competing. There a lot of players that play hard, but that doesn't mean that you're competing." Don't show up to practice to complete it. Show up to compete in it.

"Coaches love competitors. Some of you think that you're a competitor, but you're not. There's a big difference between playing hard and competing. There a lot of players that play hard, but that doesn't mean that you're competing." Don't show up to practice to complete it. Show up to compete in it.

The Winning Difference

216,851 просмотров • 2 лет назад

ELON: ONE OF THE HARDEST THINGS IS TO BE USEFUL “One of the hardest things to do is to be useful. To have high utility under the curve. How much help did you provide to each person on average? Then, how many people did you help? The total utility. Trying to actually ship useful products that people like to a large number of people is so insanely hard. It boggles the mind. This why I say there's a hell of a difference between a company that has shipped product and one that has not shipped product. This is night and day. Then, even once you ship product, can you make the value of the output worth more than the cost of the input, which is, again, insanely difficult, especially with hardware.” Source: Tesla AI Day, September 2022

ELON: ONE OF THE HARDEST THINGS IS TO BE USEFUL “One of the hardest things to do is to be useful. To have high utility under the curve. How much help did you provide to each person on average? Then, how many people did you help? The total utility. Trying to actually ship useful products that people like to a large number of people is so insanely hard. It boggles the mind. This why I say there's a hell of a difference between a company that has shipped product and one that has not shipped product. This is night and day. Then, even once you ship product, can you make the value of the output worth more than the cost of the input, which is, again, insanely difficult, especially with hardware.” Source: Tesla AI Day, September 2022

Mario Nawfal

4,866,077 просмотров • 1 год назад

Sarah Guo (Conviction) says founders fear the wrong thing, because a giant like Google only ever has one A-team and your product is its 27th priority. "One really important thing for founders to think about is, who are you really competing with? If you are competing with Google Search and Google Ads, you're competing with the A-team at Google. They're pretty good, right? They do know how to do that stuff... But the vast majority of products that any large incumbent has is not staffed by the A-team, because there's only one A-team, right? And so if your product is the 27th priority for Google, it's actually not that scary."

Sarah Guo (Conviction) says founders fear the wrong thing, because a giant like Google only ever has one A-team and your product is its 27th priority. "One really important thing for founders to think about is, who are you really competing with? If you are competing with Google Search and Google Ads, you're competing with the A-team at Google. They're pretty good, right? They do know how to do that stuff... But the vast majority of products that any large incumbent has is not staffed by the A-team, because there's only one A-team, right? And so if your product is the 27th priority for Google, it's actually not that scary."

Fireside Alpha

275,285 просмотров • 22 дней назад

Rent Caps Don’t Work Govt intervention in housing drives prices up. "Every time the government gets involved in a market, it distorts the market. It limits the flow of liquidity and it limits the market finding lower price" “The government is now trying to limit what a landlord can charge in such a dramatic way that it's ripped out all of the incentive for landlords to buy and own these buildings… there's no incentive to go and build new housing" "All of which create this perfect storm of disaster where we're just raising our hands and you know what we say? ‘Please government do more.’ And if the government does more, I can tell you one thing for sure: prices are going to go up even more." … sounds familiar! 🇮🇪

Rent Caps Don’t Work Govt intervention in housing drives prices up. "Every time the government gets involved in a market, it distorts the market. It limits the flow of liquidity and it limits the market finding lower price" “The government is now trying to limit what a landlord can charge in such a dramatic way that it's ripped out all of the incentive for landlords to buy and own these buildings… there's no incentive to go and build new housing" "All of which create this perfect storm of disaster where we're just raising our hands and you know what we say? ‘Please government do more.’ And if the government does more, I can tell you one thing for sure: prices are going to go up even more." … sounds familiar! 🇮🇪

Nick Delehanty 🇮🇪

12,312 просмотров • 9 месяцев назад

Trump goes on unintelligible rant: “Google, nobody called from Google. One of the things like doing a show like yours, your show, you know, you see it on Fox, but when you really see it is all over the place, they take clips of your show that you're doing right now with me and if I do a good job, they're gonna vote for me, they're gonna vote for me because it's not just on Fox, it's on Fox is a smaller part of it. You're on all over this, those little beautiful cell phones you're on, you're all over the place. You have a product, you have a great product. You have a great brand. So you have to get out, you have to get out, you have to do things like your show and other shows and Google has been very bad. They've been very irresponsible and I have a feeling that Google is gonna be close to shut down”

Headquarters

2,693,790 просмотров • 2 лет назад

Jeff Bezos on the difference between your gifts and your choices — and the one that actually defines you: "It's the choices that define us, not our gifts ... You can never be proud of your gifts because they're gifts. They were given to you ... you can only be proud, really, of your choices, because those are the things that you are acting on ... you can choose a life of ease and comfort, or you can choose a life of service and adventure. And when you're eighty, which one of those things do you think you're gonna be more proud of?"

Jeff Bezos on the difference between your gifts and your choices — and the one that actually defines you: "It's the choices that define us, not our gifts ... You can never be proud of your gifts because they're gifts. They were given to you ... you can only be proud, really, of your choices, because those are the things that you are acting on ... you can choose a life of ease and comfort, or you can choose a life of service and adventure. And when you're eighty, which one of those things do you think you're gonna be more proud of?"

Startup Wisdom

10,593 просмотров • 26 дней назад

Okay it works!!!! Now making the interface for it, I named it [ 👋 Hold a product ] You upload your product photo, you take a photo and it generates one with your AI model holding it Then from there you can press [ Talking video ], write a script and your AI model will present the product for you The AI character is from @lucataco93's tweets 😊

Okay it works!!!! Now making the interface for it, I named it [ 👋 Hold a product ] You upload your product photo, you take a photo and it generates one with your AI model holding it Then from there you can press [ Talking video ], write a script and your AI model will present the product for you The AI character is from @lucataco93's tweets 😊

@levelsio

188,528 просмотров • 11 месяцев назад

"You think Arsenal have a better squad than Liverpool!?" 😨 "This is just a fact! You're taking it personally because you're a Liverpool fan!" 😤 "You're charging at me I can see there's an issue!" 🤬 Rory and Ade clash over who has the better squad out of #AFC and #LFC 💥

"You think Arsenal have a better squad than Liverpool!?" 😨 "This is just a fact! You're taking it personally because you're a Liverpool fan!" 😤 "You're charging at me I can see there's an issue!" 🤬 Rory and Ade clash over who has the better squad out of #AFC and #LFC 💥

talkSPORT

4,094,685 просмотров • 2 лет назад