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“There’s one thing more powerful than a billionaire – and it’s a union.” Hours before the 2026 Met Gala, which was sponsored by Amazon founder Jeff Bezos, union organisers put on a ‘Ball Without Billionaires’ in New York, featuring Amazon delivery drivers, warehouse workers and campaigners. “Working people are... show more

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🚨 BREAKING Amazon workers at the DJT6 warehouse in Riverside, California — one of Amazon's largest facilities in the country — have successfully organized with the Teamsters and are demanding Amazon recognize their union. Workers began their unionization efforts with the Teamsters earlier this week by staging a midnight walkout during the holiday peak season, when Amazon workers experience increased workloads and more dangerous working conditions. DJT6 is now the fifth Amazon facility in Southern California to join the Teamsters, along with the KSBD Air Hub in San Bernardino, DFX4 in Victorville, DAX5 in City of Industry, and DAX8 in Palmdale.

🚨 BREAKING Amazon workers at the DJT6 warehouse in Riverside, California — one of Amazon's largest facilities in the country — have successfully organized with the Teamsters and are demanding Amazon recognize their union. Workers began their unionization efforts with the Teamsters earlier this week by staging a midnight walkout during the holiday peak season, when Amazon workers experience increased workloads and more dangerous working conditions. DJT6 is now the fifth Amazon facility in Southern California to join the Teamsters, along with the KSBD Air Hub in San Bernardino, DFX4 in Victorville, DAX5 in City of Industry, and DAX8 in Palmdale.

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The met gala was called the Tech Gala this year here’s why they’re right: jeff bezos: honorary co-chair. $10 million personal contribution amazon, meta, openai, snapchat: all bought tables at $350,000 each tickets: $100,000. record $42 million raised and a humanoid robot walked the red carpet as alexander wang’s official guest first robot in met gala history delivered drinks to guests (mine would spill my drinks all the time) the met gala used to be sponsored by gucci and chanel now it’s bezos and openai. tech CEOs are the NEW celebrities and they’re buying their way into every cultural institution to prove it technology isn’t just sponsoring culture anymore it IS culture.

The met gala was called the Tech Gala this year here’s why they’re right: jeff bezos: honorary co-chair. $10 million personal contribution amazon, meta, openai, snapchat: all bought tables at $350,000 each tickets: $100,000. record $42 million raised and a humanoid robot walked the red carpet as alexander wang’s official guest first robot in met gala history delivered drinks to guests (mine would spill my drinks all the time) the met gala used to be sponsored by gucci and chanel now it’s bezos and openai. tech CEOs are the NEW celebrities and they’re buying their way into every cultural institution to prove it technology isn’t just sponsoring culture anymore it IS culture.

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74,090 просмотров • 3 месяцев назад

Investigation shows Gavin Newsom is being massively paid off by a group of billionaires that created a new PAC in California Gavin Newsom has received payments from roughly 50 California billionaires and their spouses “Google co-founder Sergey Brin made his first major political donation. After he wrote a $20 million check to start a new super PAC, more million dollar checks started flowing in from other Silicon Valley heavyweights.” “Right now he has a powerful ally, Gavin Newsom. But the people of California feel differently” “Former Google CEO Eric Schmidt, Tony Xu, CEO of DoorDash, Patrick Collison, CEO of Stripe. These billionaires have all contributed the maximum amount to Gavin Newsom’s campaigns in previous cycles. As have other California billionaires like Reed Hastings, co-founder of Netflix, who also incidentally cut a quarter-million-dollar check to stop Zohran Mamdani from becoming mayor of New York. Taxing the ultra-rich was a huge part of Mamdani’s campaign, and California billionaires took notice and started spending to try to stop it. Now, those same billionaires are counting on their years-long investment in Gavin Newsom. And it looks like it’s paying off. Altogether, Newsom has received financial support from 50 of the state’s billionaires and their spouses.”

Investigation shows Gavin Newsom is being massively paid off by a group of billionaires that created a new PAC in California Gavin Newsom has received payments from roughly 50 California billionaires and their spouses “Google co-founder Sergey Brin made his first major political donation. After he wrote a $20 million check to start a new super PAC, more million dollar checks started flowing in from other Silicon Valley heavyweights.” “Right now he has a powerful ally, Gavin Newsom. But the people of California feel differently” “Former Google CEO Eric Schmidt, Tony Xu, CEO of DoorDash, Patrick Collison, CEO of Stripe. These billionaires have all contributed the maximum amount to Gavin Newsom’s campaigns in previous cycles. As have other California billionaires like Reed Hastings, co-founder of Netflix, who also incidentally cut a quarter-million-dollar check to stop Zohran Mamdani from becoming mayor of New York. Taxing the ultra-rich was a huge part of Mamdani’s campaign, and California billionaires took notice and started spending to try to stop it. Now, those same billionaires are counting on their years-long investment in Gavin Newsom. And it looks like it’s paying off. Altogether, Newsom has received financial support from 50 of the state’s billionaires and their spouses.”

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Amazon could replace up to 75% of its workforce with robots. 🤖 The company reportedly plans to automate up to 75% of its operations which could translate to 600,000 U.S. workers being replaced by robots, according to internal documents viewed by the New York Times. Amazon, which was founded by Jeff Bezos, who is worth $226.8 billion, plans to save around 30 cents per item warehoused and delivered, through switching to automation. Amazon’s automation team also expects the company can avoid hiring more than 160,000 people in the United States it would otherwise need to have hired by 2027. Amazon said in a statement that the internal documents viewed by the New York Times ‘were incomplete and did not represent the company’s overall hiring strategy.’ The company currently has 1.2 million people in its American workforce. Source: NY Times

Amazon could replace up to 75% of its workforce with robots. 🤖 The company reportedly plans to automate up to 75% of its operations which could translate to 600,000 U.S. workers being replaced by robots, according to internal documents viewed by the New York Times. Amazon, which was founded by Jeff Bezos, who is worth $226.8 billion, plans to save around 30 cents per item warehoused and delivered, through switching to automation. Amazon’s automation team also expects the company can avoid hiring more than 160,000 people in the United States it would otherwise need to have hired by 2027. Amazon said in a statement that the internal documents viewed by the New York Times ‘were incomplete and did not represent the company’s overall hiring strategy.’ The company currently has 1.2 million people in its American workforce. Source: NY Times

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HAWAII COSTCO WORKERS MARCH TO DEMAND TEAMSTERS REPRESENTATION Workers at Costco Kona Warehouse in Kaiula-Kona, Hawaii, have marched on the boss to demand Teamsters recognition. A majority of the more than 230 workers at the store have signed authorization cards, choosing Teamsters Local 996 as their collective bargaining representative. As part of the nationwide organizing campaign, Teamsters are building momentum at nonunion Costco locations across the country. Workers at Costco are joining the union to secure the benefits, job protections, and respect that can only be won with a strong Teamsters contract. The Teamsters represent more than 18,000 Costco workers who are protected under a powerful national master agreement.

HAWAII COSTCO WORKERS MARCH TO DEMAND TEAMSTERS REPRESENTATION Workers at Costco Kona Warehouse in Kaiula-Kona, Hawaii, have marched on the boss to demand Teamsters recognition. A majority of the more than 230 workers at the store have signed authorization cards, choosing Teamsters Local 996 as their collective bargaining representative. As part of the nationwide organizing campaign, Teamsters are building momentum at nonunion Costco locations across the country. Workers at Costco are joining the union to secure the benefits, job protections, and respect that can only be won with a strong Teamsters contract. The Teamsters represent more than 18,000 Costco workers who are protected under a powerful national master agreement.

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Jeff Bezos explains to Alexandria Ocasio-Cortez how billionaires are created: providing at least a billion dollars in value to society -- the opposite of exploitation. Bezos: "Let me give you a simple example. Let’s say you start a burger joint, and you have 10 employees, and you make a little bit of money.” SORKIN: “Right.” Bezos: “Until you have — this is — this just one — one outlet. And by the way, these are the most delicious burgers in the world. People love your burgers, Andrew. And so then, you open a second outlet —” SORKIN: “Right.” Bezos: “— and now you’re making a little bit more money, and you have 20 employees. Nd you open a third outlet. By the time you’ve opened a thousand outlets, you are a billionaire.” SORKIN: “Right.” Bezos: “And by the way, this is a real life story, it happens all the time, it’s In-N-Out Burger, it’s Raising Cane’s Chicken. At what point did that money all of a sudden become unethical, or it didn’t? There was one outlet, and then there were two, and then there were three. What you’re doing — the way — the way you make a billion dollars, or a hundred million dollars, or 10 million dollars, or anything, is you create a service that people love. And if millions of people choose your service, you’re going to end up with a billion dollars.” SORKIN: “Right.” Bezos: “And you can, you know, just try it with a chicken franchise.” SORKIN: “Do you think though —” Bezos: “But your chicken has to be good.”

Jeff Bezos explains to Alexandria Ocasio-Cortez how billionaires are created: providing at least a billion dollars in value to society -- the opposite of exploitation. Bezos: "Let me give you a simple example. Let’s say you start a burger joint, and you have 10 employees, and you make a little bit of money.” SORKIN: “Right.” Bezos: “Until you have — this is — this just one — one outlet. And by the way, these are the most delicious burgers in the world. People love your burgers, Andrew. And so then, you open a second outlet —” SORKIN: “Right.” Bezos: “— and now you’re making a little bit more money, and you have 20 employees. Nd you open a third outlet. By the time you’ve opened a thousand outlets, you are a billionaire.” SORKIN: “Right.” Bezos: “And by the way, this is a real life story, it happens all the time, it’s In-N-Out Burger, it’s Raising Cane’s Chicken. At what point did that money all of a sudden become unethical, or it didn’t? There was one outlet, and then there were two, and then there were three. What you’re doing — the way — the way you make a billion dollars, or a hundred million dollars, or 10 million dollars, or anything, is you create a service that people love. And if millions of people choose your service, you’re going to end up with a billion dollars.” SORKIN: “Right.” Bezos: “And you can, you know, just try it with a chicken franchise.” SORKIN: “Do you think though —” Bezos: “But your chicken has to be good.”

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🚨BREAKING EXCLUSIVE: MAGA billionaire donors are about to MELT DOWN as Senator Mark Kelly unveils a plan to ELIMINATE federal income tax for Americans earning under $46,000 - and slash taxes up to $161,000. And here’s what rich Republican donors don’t want you to see: It’s fully paid for by people making over $1 million a year. Not working families. Not the middle class. The millionaires and billionaires sitting on more wealth than they could ever spend. Kelly laid it out to CTA Media Network’s Joe Gallina: "billionaires…have more money than they… can spend in multiple lifetimes while we have people (who) can't afford a place to live and can't send their kids to college and never go on vacation. It’s just not right.” This isn’t a tweak. This game-changing bill takes a sledgehammer to a broken system - and forces a reckoning with the affordability crisis Donald Trump made worse.

🚨BREAKING EXCLUSIVE: MAGA billionaire donors are about to MELT DOWN as Senator Mark Kelly unveils a plan to ELIMINATE federal income tax for Americans earning under $46,000 - and slash taxes up to $161,000. And here’s what rich Republican donors don’t want you to see: It’s fully paid for by people making over $1 million a year. Not working families. Not the middle class. The millionaires and billionaires sitting on more wealth than they could ever spend. Kelly laid it out to CTA Media Network’s Joe Gallina: "billionaires…have more money than they… can spend in multiple lifetimes while we have people (who) can't afford a place to live and can't send their kids to college and never go on vacation. It’s just not right.” This isn’t a tweak. This game-changing bill takes a sledgehammer to a broken system - and forces a reckoning with the affordability crisis Donald Trump made worse.

CALL TO ACTIVISM

1,072,119 просмотров • 4 месяцев назад

Jeff Bezos explains the “releasing the work” framework he used to build Amazon In the early days of Amazon, Jeff Bezos had too many ideas. Then Jeff Wilke, a new Amazon executive at the time, told his boss, “Jeff, you have enough ideas to destroy Amazon.” “This was just a shocking idea for me,” Bezos recalls. “As a founder, I had the great luxury of always being able to hire my tutors. I would hire these experienced, senior executives . . . And I would listen to them and they would teach me.” When Bezos asked Wilke what he meant by this, Wilke responded, “You have to release the work at the right rate so that the organization can accept it.” Bezos reflects on this point: “Every time I released an idea, I was creating a backlog of work in process. And because it was just stacking up, it was adding no value. In fact, it was creating distraction . . . This sounds so obvious, but it was not obvious to me at the time. And this was a profound insight for me. So I started prioritizing the ideas better, keeping lists of them, and keeping ideas to myself until the organization was ready for the ideas.” He continues: “I also started figuring out how to build an organization that can be ready for more ideas. That’s about having the right senior team and leadership and giving those people the executive bandwidth so they could do more ideas per unit of time. And that is what we built. We built a company that’s very good at inventing and doing more than one thing at a time. And as the company gets bigger, you do want to be able to do more than one thing at a time. But that idea of ‘releasing the work’ was very profound for me. It made us operationally more effective while still being inventive.” Video source: Reuters (2025)

Jeff Bezos explains the “releasing the work” framework he used to build Amazon In the early days of Amazon, Jeff Bezos had too many ideas. Then Jeff Wilke, a new Amazon executive at the time, told his boss, “Jeff, you have enough ideas to destroy Amazon.” “This was just a shocking idea for me,” Bezos recalls. “As a founder, I had the great luxury of always being able to hire my tutors. I would hire these experienced, senior executives . . . And I would listen to them and they would teach me.” When Bezos asked Wilke what he meant by this, Wilke responded, “You have to release the work at the right rate so that the organization can accept it.” Bezos reflects on this point: “Every time I released an idea, I was creating a backlog of work in process. And because it was just stacking up, it was adding no value. In fact, it was creating distraction . . . This sounds so obvious, but it was not obvious to me at the time. And this was a profound insight for me. So I started prioritizing the ideas better, keeping lists of them, and keeping ideas to myself until the organization was ready for the ideas.” He continues: “I also started figuring out how to build an organization that can be ready for more ideas. That’s about having the right senior team and leadership and giving those people the executive bandwidth so they could do more ideas per unit of time. And that is what we built. We built a company that’s very good at inventing and doing more than one thing at a time. And as the company gets bigger, you do want to be able to do more than one thing at a time. But that idea of ‘releasing the work’ was very profound for me. It made us operationally more effective while still being inventive.” Video source: Reuters (2025)

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Multiple people shot inside a Chick-fil-A at 2319 US-22 Route 22 in Union, New Jersey, just before 9 p.m. Saturday. The father of one of the workers said that his son called him in a panic, saying that multiple suspects wearing masks entered the establishment. He also said several of his co-workers were injured in a shooting. The father says he drove to the eatery and described what he called a 'warzone'. A Lyft driver said he was finishing a trip nearby and heard more than seven shots. It is unclear how many people were shot and what their conditions are. The circumstances surrounding the shooting are unknown and part of an active investigation.

Multiple people shot inside a Chick-fil-A at 2319 US-22 Route 22 in Union, New Jersey, just before 9 p.m. Saturday. The father of one of the workers said that his son called him in a panic, saying that multiple suspects wearing masks entered the establishment. He also said several of his co-workers were injured in a shooting. The father says he drove to the eatery and described what he called a 'warzone'. A Lyft driver said he was finishing a trip nearby and heard more than seven shots. It is unclear how many people were shot and what their conditions are. The circumstances surrounding the shooting are unknown and part of an active investigation.

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🚨TODAY IS TAX DAY: And the ONLY party who wants to lower YOUR taxes are the Democrats: Senator Mark Kelly unveils a plan to ELIMINATE federal income tax for Americans earning under $46,000 - and slash taxes up to $161,000. Trump’s donors don’t want you to see this: It’s fully paid for by people making over $1 million a year. Not working families. Not the middle class. The millionaires and billionaires sitting on more wealth than they could ever spend. Kelly laid it out to CTA Media Network’s Joe Gallina: "billionaires…have more money than they… can spend in multiple lifetimes while we have people (who) can't afford a place to live and can't send their kids to college and never go on vacation. It’s just not right.” This isn’t a tweak. This game-changing bill takes a sledgehammer to a broken system - and forces a reckoning with the affordability crisis Donald Trump made worse. #TrumpRiggedYourTaxReturn

🚨TODAY IS TAX DAY: And the ONLY party who wants to lower YOUR taxes are the Democrats: Senator Mark Kelly unveils a plan to ELIMINATE federal income tax for Americans earning under $46,000 - and slash taxes up to $161,000. Trump’s donors don’t want you to see this: It’s fully paid for by people making over $1 million a year. Not working families. Not the middle class. The millionaires and billionaires sitting on more wealth than they could ever spend. Kelly laid it out to CTA Media Network’s Joe Gallina: "billionaires…have more money than they… can spend in multiple lifetimes while we have people (who) can't afford a place to live and can't send their kids to college and never go on vacation. It’s just not right.” This isn’t a tweak. This game-changing bill takes a sledgehammer to a broken system - and forces a reckoning with the affordability crisis Donald Trump made worse. #TrumpRiggedYourTaxReturn

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489,687 просмотров • 4 месяцев назад

Jeff Bezos shares the advice he received from John Doerr early on at Amazon “When I first met John Doerr who is the partner at Kleiner Perkins who invested in Amazon, one of the things he said really stuck with me,” Jeff Bezos begins. “What startup companies do is they take their precious early-capital dollars and systematically eliminate risks. That’s what the successful ones do.” Jeff continues: “What people often get wrong is that when you’re a startup company, 99% of whether you make it to being a more established company is luck. At Amazon we’ve worked incredibly hard. We’ve cared for our customers. I would put us up against any company in terms of how much we have bled and sweat for our customers. But we had the planets align for us so perfectly in those early days — in terms of the timing and many other things like decisions we made that were poor decisions but turned out to be the right decision anyway — and those early days are when the company’s destiny is not really in its own control.” As a company grows larger and becomes established, Jeff explains, you worry less about externalities.

Jeff Bezos shares the advice he received from John Doerr early on at Amazon “When I first met John Doerr who is the partner at Kleiner Perkins who invested in Amazon, one of the things he said really stuck with me,” Jeff Bezos begins. “What startup companies do is they take their precious early-capital dollars and systematically eliminate risks. That’s what the successful ones do.” Jeff continues: “What people often get wrong is that when you’re a startup company, 99% of whether you make it to being a more established company is luck. At Amazon we’ve worked incredibly hard. We’ve cared for our customers. I would put us up against any company in terms of how much we have bled and sweat for our customers. But we had the planets align for us so perfectly in those early days — in terms of the timing and many other things like decisions we made that were poor decisions but turned out to be the right decision anyway — and those early days are when the company’s destiny is not really in its own control.” As a company grows larger and becomes established, Jeff explains, you worry less about externalities.

Startup Archive

92,848 просмотров • 7 месяцев назад

Jeff Bezos on raising Amazon’s seed round: “It was the hardest thing I’ve ever done” “To raise the first $1 million of seed capital for Amazon, I sold 20% of the company at a $5 million valuation. I sold 20% of the company for a million dollars to 22 angel investors, roughly $50,000 each.” Jeff recalls taking 60 meetings to get to those 22 angels who said yes, which means roughly 40 of the investors he pitched said no. “And by the way, the 40 ‘no’s were hard-earned ‘no’s… They were multiple meetings, working really hard to get people to write that $50,000 check. And the whole enterprise could have been extinguished then.” This was in 1995, and the first question Jeff would always get was, “What’s the Internet?” So Jeff would patiently explain what the Internet was. He would also always tell them he thought there was a 70% chance they would lose their investment. “In retrospect, I think that might have been a little naive, but I think it was true. In fact, if anything, I think was giving myself better than the real odds.” Video source: New York Times Events (2024)

Jeff Bezos on raising Amazon’s seed round: “It was the hardest thing I’ve ever done” “To raise the first $1 million of seed capital for Amazon, I sold 20% of the company at a $5 million valuation. I sold 20% of the company for a million dollars to 22 angel investors, roughly $50,000 each.” Jeff recalls taking 60 meetings to get to those 22 angels who said yes, which means roughly 40 of the investors he pitched said no. “And by the way, the 40 ‘no’s were hard-earned ‘no’s… They were multiple meetings, working really hard to get people to write that $50,000 check. And the whole enterprise could have been extinguished then.” This was in 1995, and the first question Jeff would always get was, “What’s the Internet?” So Jeff would patiently explain what the Internet was. He would also always tell them he thought there was a 70% chance they would lose their investment. “In retrospect, I think that might have been a little naive, but I think it was true. In fact, if anything, I think was giving myself better than the real odds.” Video source: New York Times Events (2024)

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516,074 просмотров • 1 год назад

Jeff Bezos on raising Amazon’s seed round: “It was the hardest thing I’ve ever done” “To raise the first $1 million of seed capital for Amazon, I sold 20% of the company at a $5 million valuation. I sold 20% of the company for a million dollars to 22 angel investors, roughly $50,000 each.” Jeff recalls taking 60 meetings to get to those 22 angels who said yes, which means roughly 40 of the investors he pitched said no. “And by the way, the 40 ‘no’s were hard-earned ‘no’s… They were multiple meetings, working really hard to get people to write that $50,000 check. And the whole enterprise could have been extinguished then.” This was in 1995, and the first question Jeff would always get was, “What’s the Internet?” So Jeff would patiently explain what the Internet was. He would also always tell them he thought there was a 70% chance they would lose their investment. “In retrospect, I think that might have been a little naive, but I think it was true. In fact, if anything, I think was giving myself better than the real odds.” Video source: New York Times Events (2024)

Jeff Bezos on raising Amazon’s seed round: “It was the hardest thing I’ve ever done” “To raise the first $1 million of seed capital for Amazon, I sold 20% of the company at a $5 million valuation. I sold 20% of the company for a million dollars to 22 angel investors, roughly $50,000 each.” Jeff recalls taking 60 meetings to get to those 22 angels who said yes, which means roughly 40 of the investors he pitched said no. “And by the way, the 40 ‘no’s were hard-earned ‘no’s… They were multiple meetings, working really hard to get people to write that $50,000 check. And the whole enterprise could have been extinguished then.” This was in 1995, and the first question Jeff would always get was, “What’s the Internet?” So Jeff would patiently explain what the Internet was. He would also always tell them he thought there was a 70% chance they would lose their investment. “In retrospect, I think that might have been a little naive, but I think it was true. In fact, if anything, I think was giving myself better than the real odds.” Video source: New York Times Events (2024)

Startup Archive

483,909 просмотров • 8 месяцев назад

Bill Maher shuts down a New York Times columnist after he tries blaming conservatives for why Americans can’t get along anymore. It all started when Maher cited a Pew Research poll showing America is the only country where a majority of citizens think their fellow citizens have bad morals. David French argued that’s because Americans “lack a sense of belonging.” And who are those people? Those who “have less openness to being around people from different backgrounds.” “If you want to heal a lot of what’s wrong with this country, actually be kind to other human beings to make them feel like they have a place here,” French argued. That’s when Maher stepped in and pointed out that this is “not a one-way thing.” Maher replied to David: “[What you just said] sounds like it’s all happening on one side.” “There are people in ICE who make people who are in this country… not feel like they should be.” “And there’s also people on the left who WON’T INVITE THEIR OWN RELATIVE TO THANKSGIVING.” “So it’s not a one-way thing.”

Bill Maher shuts down a New York Times columnist after he tries blaming conservatives for why Americans can’t get along anymore. It all started when Maher cited a Pew Research poll showing America is the only country where a majority of citizens think their fellow citizens have bad morals. David French argued that’s because Americans “lack a sense of belonging.” And who are those people? Those who “have less openness to being around people from different backgrounds.” “If you want to heal a lot of what’s wrong with this country, actually be kind to other human beings to make them feel like they have a place here,” French argued. That’s when Maher stepped in and pointed out that this is “not a one-way thing.” Maher replied to David: “[What you just said] sounds like it’s all happening on one side.” “There are people in ICE who make people who are in this country… not feel like they should be.” “And there’s also people on the left who WON’T INVITE THEIR OWN RELATIVE TO THANKSGIVING.” “So it’s not a one-way thing.”

The Vigilant Fox 🦊

930,680 просмотров • 3 месяцев назад

Jeff Bezos on raising Amazon’s seed round: “It was the hardest thing I’ve ever done” “To raise the first $1 million of seed capital for Amazon, I sold 20% of the company at a $5 million valuation. I sold 20% of the company for a million dollars to 22 angel investors, roughly $50,000 each.” Jeff recalls taking 60 meetings to get to those 22 angels who said yes, which means roughly 40 of the investors he pitched said no. “And by the way, the 40 ‘no’s were hard-earned ‘no’s… They were multiple meetings, working really hard to get people to write that $50,000 check. And the whole enterprise could have been extinguished then.” This was in 1995, and the first question Jeff would always get was, “What’s the Internet?” So Jeff would patiently explain what the Internet was. He would also always tell them he thought there was a 70% chance they would lose their investment. “In retrospect, I think that might have been a little naive, but I think it was true. In fact, if anything, I think was giving myself better than the real odds.” Source: New York Times Events (Dec 2024)

Jeff Bezos on raising Amazon’s seed round: “It was the hardest thing I’ve ever done” “To raise the first $1 million of seed capital for Amazon, I sold 20% of the company at a $5 million valuation. I sold 20% of the company for a million dollars to 22 angel investors, roughly $50,000 each.” Jeff recalls taking 60 meetings to get to those 22 angels who said yes, which means roughly 40 of the investors he pitched said no. “And by the way, the 40 ‘no’s were hard-earned ‘no’s… They were multiple meetings, working really hard to get people to write that $50,000 check. And the whole enterprise could have been extinguished then.” This was in 1995, and the first question Jeff would always get was, “What’s the Internet?” So Jeff would patiently explain what the Internet was. He would also always tell them he thought there was a 70% chance they would lose their investment. “In retrospect, I think that might have been a little naive, but I think it was true. In fact, if anything, I think was giving myself better than the real odds.” Source: New York Times Events (Dec 2024)

Startup Archive

78,552 просмотров • 1 месяц назад

Shuler: No kings is about standing up to the guy in the White House. But no kings also means tearing down an economy built for billionaires and instead building it up for working people—more money in our pockets, because no one in the richest country on earth should struggle to get by, and more time off to spend with our friends, family, kids, and loved ones. Equal pay for Black and Latina women, who are still making 58 cents on the dollar, because opportunity in this country should not depend on the color of your skin. And you know where it all starts—it starts with a good union job for every worker in this country, because we all know it’s better in a union.

Shuler: No kings is about standing up to the guy in the White House. But no kings also means tearing down an economy built for billionaires and instead building it up for working people—more money in our pockets, because no one in the richest country on earth should struggle to get by, and more time off to spend with our friends, family, kids, and loved ones. Equal pay for Black and Latina women, who are still making 58 cents on the dollar, because opportunity in this country should not depend on the color of your skin. And you know where it all starts—it starts with a good union job for every worker in this country, because we all know it’s better in a union.

Acyn

58,063 просмотров • 4 месяцев назад

Jeff Bezos on the insight that started Amazon: In 1994, Bezos came across a statistic that changed his life: worldwide web usage was growing at roughly 2,300% a year. "That was sort of a wakeup call for me that there was something going on," he recalls. At the time, most people hadn't even heard of the web. This was the era of 28 kilobit per second modems and dial-up access. A very different age. But the signal was clear. Something was coming. Jeff Bezos explains the realisation that followed: "I realized you could make a bookstore on the web that could hold more books than a physical bookstore could ever hold. It could truly have universal selection." His background was in computers, not books. He's quick to point out that books weren't chosen out of personal passion: "My real compass, my real passion was computers, and that's how I was involved in this world of the web back in 94. But books was a great first best product to sell online." So why books specifically? Bezos breaks down the logic: "Books were very unique and still are in one respect, and that is that there are more items in the book category than there are items in any other category. There are millions of books active and in print around the world, and the largest physical book superstores only carry about 100, 150,000 of those millions of different books." That gap between what existed and what was accessible was the opening. On the web, you could solve a real problem. People couldn't find the books they wanted, especially the narrow, niche titles with smaller audiences. "We basically built Amazon to make it possible for people to find those hard to find books."

Jeff Bezos on the insight that started Amazon: In 1994, Bezos came across a statistic that changed his life: worldwide web usage was growing at roughly 2,300% a year. "That was sort of a wakeup call for me that there was something going on," he recalls. At the time, most people hadn't even heard of the web. This was the era of 28 kilobit per second modems and dial-up access. A very different age. But the signal was clear. Something was coming. Jeff Bezos explains the realisation that followed: "I realized you could make a bookstore on the web that could hold more books than a physical bookstore could ever hold. It could truly have universal selection." His background was in computers, not books. He's quick to point out that books weren't chosen out of personal passion: "My real compass, my real passion was computers, and that's how I was involved in this world of the web back in 94. But books was a great first best product to sell online." So why books specifically? Bezos breaks down the logic: "Books were very unique and still are in one respect, and that is that there are more items in the book category than there are items in any other category. There are millions of books active and in print around the world, and the largest physical book superstores only carry about 100, 150,000 of those millions of different books." That gap between what existed and what was accessible was the opening. On the web, you could solve a real problem. People couldn't find the books they wanted, especially the narrow, niche titles with smaller audiences. "We basically built Amazon to make it possible for people to find those hard to find books."

High Signal AI

12,564 просмотров • 3 месяцев назад

Jeff Bezos on the 4 principles that differentiated Amazon from other companies “The thing that connects everything that Amazon does — our #1 conviction, philosophy, and principle — is customer obsession, as opposed to competitor obsession. We are always focused on the customer, working backwards from the customer’s needs, and developing new skills internally so that we can satisfy what we perceive to be future customer needs.” Jeff Bezos continues: “It seems like we’re in a bunch of different businesses. We have Amazon Web Services, which is completely different from our Amazon Prime business or Amazon Marketplace or Amazon Studios and so on. But really the way that those businesses run are very similar, and it all starts with customer obsession. But it’s not just customer obsession.” Pioneering is another critical principle for Amazon: “We have a very inventive culture. We like to pioneer and invent. There are other very effective business strategies. Pioneering is not the only effective business strategy. In fact, some people would argue it’s not the most effective one. Close-following can be a very good business strategy, and it’s worked many times if you look at the history of business. But it just isn’t who we are.” Willingness to think long-term is another one: “That’s another common thread that runs through everything we do. We are very happy to invest in new initiatives that are very risky for 5-7 years. Most companies won’t do that. Companies will invest for very long periods of time in the cases where the outcomes are more certain, but it’s the combination of the risk-taking and the long-term outlook that make Amazon special.” Taking pride in operational excellence is the final one: “Doing things well. Finding defects and working backwards. That’s all the incremental improvement that most successful companies are very good at. If you’re not good at finding the root cause of defects and fixing that root cause — you don’t ever want to let defects flow downstream — that’s a key part of doing a good job in any business, in my opinion.” Source: Charlie Rose (Oct 2016)

Jeff Bezos on the 4 principles that differentiated Amazon from other companies “The thing that connects everything that Amazon does — our #1 conviction, philosophy, and principle — is customer obsession, as opposed to competitor obsession. We are always focused on the customer, working backwards from the customer’s needs, and developing new skills internally so that we can satisfy what we perceive to be future customer needs.” Jeff Bezos continues: “It seems like we’re in a bunch of different businesses. We have Amazon Web Services, which is completely different from our Amazon Prime business or Amazon Marketplace or Amazon Studios and so on. But really the way that those businesses run are very similar, and it all starts with customer obsession. But it’s not just customer obsession.” Pioneering is another critical principle for Amazon: “We have a very inventive culture. We like to pioneer and invent. There are other very effective business strategies. Pioneering is not the only effective business strategy. In fact, some people would argue it’s not the most effective one. Close-following can be a very good business strategy, and it’s worked many times if you look at the history of business. But it just isn’t who we are.” Willingness to think long-term is another one: “That’s another common thread that runs through everything we do. We are very happy to invest in new initiatives that are very risky for 5-7 years. Most companies won’t do that. Companies will invest for very long periods of time in the cases where the outcomes are more certain, but it’s the combination of the risk-taking and the long-term outlook that make Amazon special.” Taking pride in operational excellence is the final one: “Doing things well. Finding defects and working backwards. That’s all the incremental improvement that most successful companies are very good at. If you’re not good at finding the root cause of defects and fixing that root cause — you don’t ever want to let defects flow downstream — that’s a key part of doing a good job in any business, in my opinion.” Source: Charlie Rose (Oct 2016)

Startup Archive

17,006 просмотров • 1 месяц назад

Love seeing this heartfelt note about our Delivery Service Partner, Ronald Dubon and team... — Sometimes, the smallest hearts remind the biggest companies what kindness truly looks like. When a four-year-old boy dreamed of having an Amazon-themed birthday party—complete with the thrill of seeing a real delivery van—no one could have imagined that Amazon itself would make that dream come true. Despite being one of the largest and busiest companies in the world, Amazon found the time, heart, and humanity to show up in a deeply personal way. On short notice, they didn’t just send one delivery van—they brought two: a classic Amazon delivery van and a cutting-edge electric model. Their team arrived with smiles, good spirits, and arms full of gifts, turning a simple backyard celebration into a once-in-a-lifetime memory. Every child got to climb behind the wheel, honk the horn, and pretend to be an Amazon driver for a day. The laughter, joy, and awe on their faces said everything words could not. In a world where large corporations often feel distant, Amazon proved that compassion and community still matter. Their thoughtful gesture—done not for publicity, but from genuine goodwill—brought magic to a young boy’s birthday and touched every heart in attendance. It was a powerful reminder that even the biggest companies are made up of people who care, and their unexpected generosity should never go unnoticed. Thank you, Amazon, for showing that behind every box and logo lies a company capable of incredible kindness.

Andy Jassy

23,024 просмотров • 10 месяцев назад

Jeff Bezos on the 4 principles that differentiated Amazon from other companies “The thing that connects everything that Amazon does — our #1 conviction, philosophy, and principle — is customer obsession, as opposed to competitor obsession. We are always focused on the customer, working backwards from the customer’s needs, and developing new skills internally so that we can satisfy what we perceive to be future customer needs.” Jeff Bezos continues: “It seems like we’re in a bunch of different businesses. We have Amazon Web Services, which is completely different from our Amazon Prime business or Amazon Marketplace or Amazon Studios and so on. But really the way that those businesses run are very similar, and it all starts with customer obsession. But it’s not just customer obsession.” Pioneering is another critical principle for Amazon: “We have a very inventive culture. We like to pioneer and invent. There are other very effective business strategies. Pioneering is not the only effective business strategy. In fact, some people would argue it’s not the most effective one. Close-following can be a very good business strategy, and it’s worked many times if you look at the history of business. But it just isn’t who we are.” Willingness to think long-term is another one: “That’s another common thread that runs through everything we do. We are very happy to invest in new initiatives that are very risky for 5-7 years. Most companies won’t do that. Companies will invest for very long periods of time in the cases where the outcomes are more certain, but it’s the combination of the risk-taking and the long-term outlook that make Amazon special.” Taking pride in operational excellence is the final one: “Doing things well. Finding defects and working backwards. That’s all the incremental improvement that most successful companies are very good at. If you’re not good at finding the root cause of defects and fixing that root cause — you don’t ever want to let defects flow downstream — that’s a key part of doing a good job in any business, in my opinion.” Video source: Charlie Rose (2016)

Jeff Bezos on the 4 principles that differentiated Amazon from other companies “The thing that connects everything that Amazon does — our #1 conviction, philosophy, and principle — is customer obsession, as opposed to competitor obsession. We are always focused on the customer, working backwards from the customer’s needs, and developing new skills internally so that we can satisfy what we perceive to be future customer needs.” Jeff Bezos continues: “It seems like we’re in a bunch of different businesses. We have Amazon Web Services, which is completely different from our Amazon Prime business or Amazon Marketplace or Amazon Studios and so on. But really the way that those businesses run are very similar, and it all starts with customer obsession. But it’s not just customer obsession.” Pioneering is another critical principle for Amazon: “We have a very inventive culture. We like to pioneer and invent. There are other very effective business strategies. Pioneering is not the only effective business strategy. In fact, some people would argue it’s not the most effective one. Close-following can be a very good business strategy, and it’s worked many times if you look at the history of business. But it just isn’t who we are.” Willingness to think long-term is another one: “That’s another common thread that runs through everything we do. We are very happy to invest in new initiatives that are very risky for 5-7 years. Most companies won’t do that. Companies will invest for very long periods of time in the cases where the outcomes are more certain, but it’s the combination of the risk-taking and the long-term outlook that make Amazon special.” Taking pride in operational excellence is the final one: “Doing things well. Finding defects and working backwards. That’s all the incremental improvement that most successful companies are very good at. If you’re not good at finding the root cause of defects and fixing that root cause — you don’t ever want to let defects flow downstream — that’s a key part of doing a good job in any business, in my opinion.” Video source: Charlie Rose (2016)

Startup Archive

31,625 просмотров • 8 месяцев назад