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THIS GUY GOT RICH ON AMAZON SELLING SLIME KITS He didn’t start with a breakthrough product. He started with research. Using tools like Jungle Scout and Helium 10, he analyzed Amazon listings and noticed something simple the slime market was split into DIY kits and pre-made products. The DIY... space was crowded and complex, but the pre-made category was full of generic, unbranded listings with no real positioning. So he built a themed product line instead of another generic kit. First he tested one version for boys, then expanded to girls after it worked. That small change turned into his first $10K month. From there, it scaled to $50K, $100K, and even $200K months. The real advantage wasn’t the product itself. It was seeing what the market was missing and filling that gap better than everyone else.show more

Shadow Nick

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13,986 Aufrufe • vor 2 Monaten •via X (Twitter)

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Why Elon didn't want to be CEO: "[Elon] is at core, an engineer and a product guy. He has this great line where he said: "I realized you couldn't be fully in control of the product unless you were also in control of the company." He says he made a moral error, early in Tesla, where he was trying to have his cake and eat it too. He wanted to control the company without running the company. And that was the 2002 to 2008 era, where Tesla was just off to a really messy start. He was providing the funding. He was chairman of the board. But Martin Eberhard was CEO. Eventually, when Tesla was on the verge of death in 2008....Elon was pushed into the position of: "I have to be CEO. I don't want to be. It comes with a lot of chores. It comes with a lot of responsibilities. But if I want this company to be successful, I have to fully internalize and take responsibility for it." And that's what he did, even though he was also in the same position at SpaceX. The fact that these companies are improbable, iconic, and that he funded and led them both in parallel...it's like running a two minute mile twice at the same time. It is such a higher degree of difficulty than most people can conceive of, and the fact that it worked is still unbelievable."

Why Elon didn't want to be CEO: "[Elon] is at core, an engineer and a product guy. He has this great line where he said: "I realized you couldn't be fully in control of the product unless you were also in control of the company." He says he made a moral error, early in Tesla, where he was trying to have his cake and eat it too. He wanted to control the company without running the company. And that was the 2002 to 2008 era, where Tesla was just off to a really messy start. He was providing the funding. He was chairman of the board. But Martin Eberhard was CEO. Eventually, when Tesla was on the verge of death in 2008....Elon was pushed into the position of: "I have to be CEO. I don't want to be. It comes with a lot of chores. It comes with a lot of responsibilities. But if I want this company to be successful, I have to fully internalize and take responsibility for it." And that's what he did, even though he was also in the same position at SpaceX. The fact that these companies are improbable, iconic, and that he funded and led them both in parallel...it's like running a two minute mile twice at the same time. It is such a higher degree of difficulty than most people can conceive of, and the fact that it worked is still unbelievable."

Ti Morse

47,497 Aufrufe • vor 4 Monaten

i think it was @levelsio who recently mentioned that he projects saas becoming more and more of a get-rich-quick scheme type business meaning you quickly hop on a new trend, milk it, and move on well, i just spoke with someone (he wanted to buy hosted accounts from us to do what i'm about to share) & it's already happening BUT IN DROPSHIPPING he showed me this account as an example, so hear me out: the game in dropshipping has now evolved to taking listings from chinese supplier sites then, you start accounts on insta and tiktok (the reason he wanted to speak was for scaling this) where you test a given product with ai content (his stack was gpt image 2 and seedance 2) once something hits escape velocity, i.e., you have a viral video and people are asking for the product / not realizing it's ai, he quickly creates a store there are many saas products, like LoucB dropmagic, where you can quickly spin up new stores to then start fulfilling those orders the wild thing was that almost his entire setup was automated with hermes agent he had a bot that constantly scraped, surfaced, and analyzed listings another one to auto message multiple suppliers to get the best deal and so on and so forth pretty wild

i think it was @levelsio who recently mentioned that he projects saas becoming more and more of a get-rich-quick scheme type business meaning you quickly hop on a new trend, milk it, and move on well, i just spoke with someone (he wanted to buy hosted accounts from us to do what i'm about to share) & it's already happening BUT IN DROPSHIPPING he showed me this account as an example, so hear me out: the game in dropshipping has now evolved to taking listings from chinese supplier sites then, you start accounts on insta and tiktok (the reason he wanted to speak was for scaling this) where you test a given product with ai content (his stack was gpt image 2 and seedance 2) once something hits escape velocity, i.e., you have a viral video and people are asking for the product / not realizing it's ai, he quickly creates a store there are many saas products, like LoucB dropmagic, where you can quickly spin up new stores to then start fulfilling those orders the wild thing was that almost his entire setup was automated with hermes agent he had a bot that constantly scraped, surfaced, and analyzed listings another one to auto message multiple suppliers to get the best deal and so on and so forth pretty wild

Vik

136,219 Aufrufe • vor 1 Monat

Brian Armstrong shares the Y Combinator advice that helped Coinbase find product/market fit “The first version of a product you put out doesn’t work. In fact, that’s the only thing I’ve ever seen happen in startups. I’ve never seen a startup where the first version of their product actually worked. Sometimes in hindsight people like to tell that story, but I think in reality it’s very rare.” The first version of Coinbase was a hosted Bitcoin wallet. Brian posted it to Reddit and a few people signed up but nobody stuck around. Rather than get discouraged though, he recalled the advice he got at Y Combinator: “Don’t spend your time going to conferences and trying to raise money. If you don’t have product/market fit yet, talk to your customers and improve the product based on their feedback… There’s really only two things you should be doing in the early stage - talking to your customers and improving the product. It sounds like simple advice, but people spend so much time doing other stuff that’s not actually real work.” Following that advice, Brian emailed 10 of the people who had signed up for Coinbase and asked if they’d be open to a quick phone call. One of the users liked the wallet but didn’t have any Bitcoin. Brian asked him: “If there was an easy way to get Bitcoin into your wallet - like a buy button or something - would you have stuck around and used it?” “Yeah, probably” replied the user. So Brian spent the next few months securing bank partnerships and money transmission licenses so he could build a simple buy button into the app. Then he launched it. “The minute we launched that buy button, it started to grow every day organically with no marketing or anything. And that was the minute I felt like we finally had product/market fit.” Video Source: Steven Bartlett

Brian Armstrong shares the Y Combinator advice that helped Coinbase find product/market fit “The first version of a product you put out doesn’t work. In fact, that’s the only thing I’ve ever seen happen in startups. I’ve never seen a startup where the first version of their product actually worked. Sometimes in hindsight people like to tell that story, but I think in reality it’s very rare.” The first version of Coinbase was a hosted Bitcoin wallet. Brian posted it to Reddit and a few people signed up but nobody stuck around. Rather than get discouraged though, he recalled the advice he got at Y Combinator: “Don’t spend your time going to conferences and trying to raise money. If you don’t have product/market fit yet, talk to your customers and improve the product based on their feedback… There’s really only two things you should be doing in the early stage - talking to your customers and improving the product. It sounds like simple advice, but people spend so much time doing other stuff that’s not actually real work.” Following that advice, Brian emailed 10 of the people who had signed up for Coinbase and asked if they’d be open to a quick phone call. One of the users liked the wallet but didn’t have any Bitcoin. Brian asked him: “If there was an easy way to get Bitcoin into your wallet - like a buy button or something - would you have stuck around and used it?” “Yeah, probably” replied the user. So Brian spent the next few months securing bank partnerships and money transmission licenses so he could build a simple buy button into the app. Then he launched it. “The minute we launched that buy button, it started to grow every day organically with no marketing or anything. And that was the minute I felt like we finally had product/market fit.” Video Source: Steven Bartlett

Startup Archive

151,324 Aufrufe • vor 1 Jahr

Marc Andreessen: Most successful companies started “product first” “There are products that become companies, and then there are companies that come up with a product. One of the interesting things over the years is that many of the most successful technology franchises were products first, way before they ever became companies.” In this talk, Marc gives a few examples: • His team at the University of Illinois worked on the research project that became Netscape for three years before it became a company • Bill Gates and Paul Allen were deep into PCs before there was a software business • Jobs and Wozniak built the first Apple computer as hobbyists • Mark Zuckerberg was running Facebook out of his dorm room before he ever thought of starting a company • Twitter was a side project at the failed podcasting app Odeo Marc believes that this “product becomes a company” template is successful because “it’s a demonstration that the product has to exist. The market needs the product so badly that somebody actually built it and deployed it and you can actually see evidence that people want it before there was an economic motivation to do so.” He contrasts this with the failure cases he often sees when entrepreneurs try to figure out the idea after starting a company. “It’s very easy in that process to fool yourself into believing that there’s a market because you want to find something and you have a very strong motivation to come up with an answer. It’s hard to go through that process for three months and then say, ‘you know what, we can’t come up with any good ideas.’” There are of course there exceptions. Marc gives Hewlett Packard as an example. But that’s more the exception than the rule. As Marc explains: “The moral of the story is it has to be a really good idea. That often will be an idea that is preexisting at the time you decide to start a company. And if it isn’t, be really careful because you’re walking on sharp rocks at that point with a high risk of falling off the cliff into the ocean.” Video source: Stanford eCorner (2010)

Marc Andreessen: Most successful companies started “product first” “There are products that become companies, and then there are companies that come up with a product. One of the interesting things over the years is that many of the most successful technology franchises were products first, way before they ever became companies.” In this talk, Marc gives a few examples: • His team at the University of Illinois worked on the research project that became Netscape for three years before it became a company • Bill Gates and Paul Allen were deep into PCs before there was a software business • Jobs and Wozniak built the first Apple computer as hobbyists • Mark Zuckerberg was running Facebook out of his dorm room before he ever thought of starting a company • Twitter was a side project at the failed podcasting app Odeo Marc believes that this “product becomes a company” template is successful because “it’s a demonstration that the product has to exist. The market needs the product so badly that somebody actually built it and deployed it and you can actually see evidence that people want it before there was an economic motivation to do so.” He contrasts this with the failure cases he often sees when entrepreneurs try to figure out the idea after starting a company. “It’s very easy in that process to fool yourself into believing that there’s a market because you want to find something and you have a very strong motivation to come up with an answer. It’s hard to go through that process for three months and then say, ‘you know what, we can’t come up with any good ideas.’” There are of course there exceptions. Marc gives Hewlett Packard as an example. But that’s more the exception than the rule. As Marc explains: “The moral of the story is it has to be a really good idea. That often will be an idea that is preexisting at the time you decide to start a company. And if it isn’t, be really careful because you’re walking on sharp rocks at that point with a high risk of falling off the cliff into the ocean.” Video source: Stanford eCorner (2010)

Startup Archive

35,823 Aufrufe • vor 1 Jahr

Brian Armstrong shares the Y Combinator advice that helped Coinbase find product/market fit “The first version of a product you put out doesn’t work. In fact, that’s the only thing I’ve ever seen happen in startups. I’ve never seen a startup where the first version of their product actually worked. Sometimes in hindsight people like to tell that story, but I think in reality it’s very rare.” The first version of Coinbase was a hosted Bitcoin wallet. Brian posted it to Reddit and a few people signed up but nobody stuck around. Rather than get discouraged though, he recalled the advice he got at Y Combinator: “Don’t spend your time going to conferences and trying to raise money. If you don’t have product/market fit yet, talk to your customers and improve the product based on their feedback… There’s really only two things you should be doing in the early stage - talking to your customers and improving the product. It sounds like simple advice, but people spend so much time doing other stuff that’s not actually real work.” Following that advice, Brian emailed 10 of the people who had signed up for Coinbase and asked if they’d be open to a quick phone call. One of the users liked the wallet but didn’t have any Bitcoin. Brian asked him: “If there was an easy way to get Bitcoin into your wallet - like a buy button or something - would you have stuck around and used it?” “Yeah, probably” replied the user. So Brian spent the next few months securing bank partnerships and money transmission licenses so he could build a simple buy button into the app. Then he launched it. “The minute we launched that buy button, it started to grow every day organically with no marketing or anything. And that was the minute I felt like we finally had product/market fit.” Video source: Steven Bartlett (2022)

Brian Armstrong shares the Y Combinator advice that helped Coinbase find product/market fit “The first version of a product you put out doesn’t work. In fact, that’s the only thing I’ve ever seen happen in startups. I’ve never seen a startup where the first version of their product actually worked. Sometimes in hindsight people like to tell that story, but I think in reality it’s very rare.” The first version of Coinbase was a hosted Bitcoin wallet. Brian posted it to Reddit and a few people signed up but nobody stuck around. Rather than get discouraged though, he recalled the advice he got at Y Combinator: “Don’t spend your time going to conferences and trying to raise money. If you don’t have product/market fit yet, talk to your customers and improve the product based on their feedback… There’s really only two things you should be doing in the early stage - talking to your customers and improving the product. It sounds like simple advice, but people spend so much time doing other stuff that’s not actually real work.” Following that advice, Brian emailed 10 of the people who had signed up for Coinbase and asked if they’d be open to a quick phone call. One of the users liked the wallet but didn’t have any Bitcoin. Brian asked him: “If there was an easy way to get Bitcoin into your wallet - like a buy button or something - would you have stuck around and used it?” “Yeah, probably” replied the user. So Brian spent the next few months securing bank partnerships and money transmission licenses so he could build a simple buy button into the app. Then he launched it. “The minute we launched that buy button, it started to grow every day organically with no marketing or anything. And that was the minute I felt like we finally had product/market fit.” Video source: Steven Bartlett (2022)

Startup Archive

78,532 Aufrufe • vor 10 Monaten

The traveler first went to Norway. He didn’t like the climate there. He went to Poland. He did business there, but it didn’t work out. Then he came to Spain, where he was provided with housing, documents. He was put on a “program,” provided with money, housing, and food. I actually pay taxes - and not small ones - just like millions of Spaniards. So that such travelers have the opportunity to “choose the climate”?

The traveler first went to Norway. He didn’t like the climate there. He went to Poland. He did business there, but it didn’t work out. Then he came to Spain, where he was provided with housing, documents. He was put on a “program,” provided with money, housing, and food. I actually pay taxes - and not small ones - just like millions of Spaniards. So that such travelers have the opportunity to “choose the climate”?

Anatolij Sharij

30,112 Aufrufe • vor 10 Monaten

This part will shock you. Rep. Burlison said he spoke to someone who was allegedly contacted by non-human entities … … and this person was told: “Jesus was a real figure that was the son of God, and transcended his human nature.” “The more that I’ve interacted with this, it becomes abundantly clear that religion is unavoidable.” “One of the more interesting conversations that I’ve had was from an individual who was highly recommended to me.” “He came to my office and he was a high profile, very wealthy individual, very successful.” “His entry into this phenomenon is that he thought he was going crazy—he was hearing voices, he was receiving messages.” “He started experiencing things that demonstrated that what he was experiencing was not just delusional thoughts.” “He was told by whoever or whatever was talking to him … that Jesus was a real figure that was the son of God, and transcended his human nature.” “This is the way this guy describes it.” “This guy went from being raised Jewish, turned atheist, having never read the Bible, to suddenly start believing that this character Jesus might be the real thing.”

Holden Culotta

98,802 Aufrufe • vor 1 Jahr

This kid was with a group of other boys who ride around and ring people’s doorbells and runs away. One of the residents has been fed up and decides to chase after them, and claims to have accidentally hit one when the boy pulled out in front of his car. Do you think he sped up on purpose because he was angry, the first thing the boy claims is that he wasn’t even there. Which means he knew about it and was more than likely there.

This kid was with a group of other boys who ride around and ring people’s doorbells and runs away. One of the residents has been fed up and decides to chase after them, and claims to have accidentally hit one when the boy pulled out in front of his car. Do you think he sped up on purpose because he was angry, the first thing the boy claims is that he wasn’t even there. Which means he knew about it and was more than likely there.

SonnyBoy🇺🇸

178,755 Aufrufe • vor 7 Monaten

🗨️ Cellbit was mentioned on Peter's stream! #PETER: So, I met at least a dozen people, that were... Of course, Felps, Cellbit... I've known Cellbit for over a year, he came to one of the 'Artedly' pop quizzes. There was a little bit of miscommunication, I think, on Portuguese (speaking) Twitter. I was protecting Cellbit! I was on his side! But I think that there was a little bit of miscommunication on a nickname. It was not the VAR drama, it was on Day 1, this was something else. So, Slime was being a funny shit, he thought his name was Celibate, right, and I think it was just an honest mistake. And I was just saying I've known Cellbit for over a year now, I was commenting on, "He has the absolutely coolest hair." And Slime was confused a little bit, he was like, "Ok, so, Cellbit, does that mean you can have amazing hair if you're celibate?" And I was like, "No, sex doesn't factor in, because if no sex was involved, I would have an even better hairline," and then I made fun of myself. And then Portuguese (speaking) Twitter kind of roasted me, somehow. [Laughs] I was the one who took the brunt of the damage. It's crazy, I'm like the meme of the guy at the party where there's people dancing and having fun, and I am like, "They don't know that I like Cellbit, we're friends." So, I really got to meet another guy there, that was named Felps. He was doing the Portuguese commentary. One of the absolutely coolest dudes. (...) Like, if this ever gets aggravated, please understand that I've been a Cellbit fan for a very long time, and I think he's like legitimately fucking badass. And if I could ask him one more question, I wish he would tell me what hair product he uses, that's all I want.

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🗨️ Cellbit was mentioned on Peter's stream! #PETER: So, I met at least a dozen people, that were... Of course, Felps, Cellbit... I've known Cellbit for over a year, he came to one of the 'Artedly' pop quizzes. There was a little bit of miscommunication, I think, on Portuguese (speaking) Twitter. I was protecting Cellbit! I was on his side! But I think that there was a little bit of miscommunication on a nickname. It was not the VAR drama, it was on Day 1, this was something else. So, Slime was being a funny shit, he thought his name was Celibate, right, and I think it was just an honest mistake. And I was just saying I've known Cellbit for over a year now, I was commenting on, "He has the absolutely coolest hair." And Slime was confused a little bit, he was like, "Ok, so, Cellbit, does that mean you can have amazing hair if you're celibate?" And I was like, "No, sex doesn't factor in, because if no sex was involved, I would have an even better hairline," and then I made fun of myself. And then Portuguese (speaking) Twitter kind of roasted me, somehow. [Laughs] I was the one who took the brunt of the damage. It's crazy, I'm like the meme of the guy at the party where there's people dancing and having fun, and I am like, "They don't know that I like Cellbit, we're friends." So, I really got to meet another guy there, that was named Felps. He was doing the Portuguese commentary. One of the absolutely coolest dudes. (...) Like, if this ever gets aggravated, please understand that I've been a Cellbit fan for a very long time, and I think he's like legitimately fucking badass. And if I could ask him one more question, I wish he would tell me what hair product he uses, that's all I want.

Cellbit English Updates

105,505 Aufrufe • vor 23 Tagen

the prompt got long, so you cut it down you cut the half only you could have written context looks like padding on the page and instructions look like rules, so the audience, the product, the environment, the quality bar went first, and the dated commands stayed now it is shorter and the answers come back generic, because a model with no context fills the gap with the safest thing it knows length was never what was wrong with it age was, and nothing in that file has a date on it

the prompt got long, so you cut it down you cut the half only you could have written context looks like padding on the page and instructions look like rules, so the audience, the product, the environment, the quality bar went first, and the dated commands stayed now it is shorter and the answers come back generic, because a model with no context fills the gap with the safest thing it knows length was never what was wrong with it age was, and nothing in that file has a date on it

Lagosaur

12,960 Aufrufe • vor 8 Tagen

seungkwan shared he fought with the bad comments that vernon got before when he joined show me the money.. 🥺 🍊 to us he was like a baby but then he goes there and gets picked on and he wasnt feeling well either so he was upset.. it made me so sad back then. so i was reading all the comments and like fought for him in the comments and stuff

seungkwan shared he fought with the bad comments that vernon got before when he joined show me the money.. 🥺 🍊 to us he was like a baby but then he goes there and gets picked on and he wasnt feeling well either so he was upset.. it made me so sad back then. so i was reading all the comments and like fought for him in the comments and stuff

🐻

316,771 Aufrufe • vor 7 Monaten

Carlos Ulberg calls Jiří Procházka a 'pretender' and fully rejects the notion that Jiří was showing mercy: “That’s bullshit, total bullshit. That’s fear… That wasn’t any kind of mercy… There was no mercy in there. He was full of fear, hesitation, and that’s what got him clipped. I think he’s a pretender. He knows that I know that he’s a pretender. When that word ‘merciful’ was fed into his mouth that night after… he went with it and played with it, and that was his excuse so that he could hopefully get a rematch. There is no way he gets that rematch.”

Carlos Ulberg calls Jiří Procházka a 'pretender' and fully rejects the notion that Jiří was showing mercy: “That’s bullshit, total bullshit. That’s fear… That wasn’t any kind of mercy… There was no mercy in there. He was full of fear, hesitation, and that’s what got him clipped. I think he’s a pretender. He knows that I know that he’s a pretender. When that word ‘merciful’ was fed into his mouth that night after… he went with it and played with it, and that was his excuse so that he could hopefully get a rematch. There is no way he gets that rematch.”

Ariel Helwani

142,663 Aufrufe • vor 4 Monaten

I am not wrong. I am not talking about coverage of the laptop by others. I am talking about Tucker Carlson not covering the contents of the laptop and the INTELLIGENCE PRODUCT, which Tucker Carlson received from the source in October. He was hand delivered the intelligence products. He didn’t need to dig through the content. The content was given to him in an organized intelligence format ready for publication and he refused to publish it. Why didn’t he publish the INTELLIGENCE PRODUCT on the USB drive he claimed was lost in the mail? He was given an electronic copy, and in his own video, he admitted the contents of the drive were devastating to the Biden family. So how come he didn’t publish? He had it. It wasn’t “lost in the mail”. And even if it was, he was given an electronic copy by the source.

I am not wrong. I am not talking about coverage of the laptop by others. I am talking about Tucker Carlson not covering the contents of the laptop and the INTELLIGENCE PRODUCT, which Tucker Carlson received from the source in October. He was hand delivered the intelligence products. He didn’t need to dig through the content. The content was given to him in an organized intelligence format ready for publication and he refused to publish it. Why didn’t he publish the INTELLIGENCE PRODUCT on the USB drive he claimed was lost in the mail? He was given an electronic copy, and in his own video, he admitted the contents of the drive were devastating to the Biden family. So how come he didn’t publish? He had it. It wasn’t “lost in the mail”. And even if it was, he was given an electronic copy by the source.

Laura Loomer

565,684 Aufrufe • vor 1 Jahr

$Gmail creator Paul Buchheit on how to build something 100 people love In the clip below, Paul talks about how he built the first version of Gmail. The first version was built in one day, and from there, he iterated his way to 100 people who loved the product: “The whole thing was just iterating, step by step trying to build something that made people happy.” The team decided that they needed to have 100 happy users before launching gmail to the world. To achieve this, Paul embedded a quick questionnaire in the interface that asked users: “Are you happy? Yes or No” Paul would then seek out all of the “No” responders and ask them directly: “What will it take to make you a happy user?” He ignored feedback from the people who said things like “it basically needs to be a clone of Outlook” because it was unlikely he would be able to convert them. But other people just needed a minor feature or a bug fix. So Paul worked on those requests one-by-one until he hit 100 happy users. Email was 30 years old when Paul started building gmail, and it’s pretty much impossible to enter a space like that and build something that appeals to everyone. If you try, what you will end up building is a mediocre product that nobody really loves. What Paul recommends doing instead—and what he did with gmail—is: “Build a thing that has really deep appeal. Even if it’s to just a tiny fraction of people—if you can make that small fraction of people obsessively love what you’re building, it’s easier to just grow that group. There’s always people at the margin where if you make the thing slightly better, they’re going to join into that group. It’s easier to start with deep, narrow appeal and broaden it over time than it is to start with broad ‘meh’ and convert ‘meh’ to loving your thing en masse.”$

Gmail creator Paul Buchheit on how to build something 100 people love In the clip below, Paul talks about how he built the first version of Gmail. The first version was built in one day, and from there, he iterated his way to 100 people who loved the product: “The whole thing was just iterating, step by step trying to build something that made people happy.” The team decided that they needed to have 100 happy users before launching gmail to the world. To achieve this, Paul embedded a quick questionnaire in the interface that asked users: “Are you happy? Yes or No” Paul would then seek out all of the “No” responders and ask them directly: “What will it take to make you a happy user?” He ignored feedback from the people who said things like “it basically needs to be a clone of Outlook” because it was unlikely he would be able to convert them. But other people just needed a minor feature or a bug fix. So Paul worked on those requests one-by-one until he hit 100 happy users. Email was 30 years old when Paul started building gmail, and it’s pretty much impossible to enter a space like that and build something that appeals to everyone. If you try, what you will end up building is a mediocre product that nobody really loves. What Paul recommends doing instead—and what he did with gmail—is: “Build a thing that has really deep appeal. Even if it’s to just a tiny fraction of people—if you can make that small fraction of people obsessively love what you’re building, it’s easier to just grow that group. There’s always people at the margin where if you make the thing slightly better, they’re going to join into that group. It’s easier to start with deep, narrow appeal and broaden it over time than it is to start with broad ‘meh’ and convert ‘meh’ to loving your thing en masse.”

Startup Archive

44,476 Aufrufe • vor 2 Jahren

A man was working at home when he suddenly heard a soft whining sound behind him. At first, he thought it was his dog resting on the couch. But when he turned around, she was completely still-and looked just as surprised by the sound. What made the moment even more emotional was that the noise sounded exactly like their oldest Chihuahua, who had sadly passed away just two weeks earlier. It was the same familiar whine he used to make when he wanted attention and love. The sound felt so real and so close. What do you think this was? Was he trying to send a message to his daddy from the other side? Or was it his way of saying, "I'm still here"?

A man was working at home when he suddenly heard a soft whining sound behind him. At first, he thought it was his dog resting on the couch. But when he turned around, she was completely still-and looked just as surprised by the sound. What made the moment even more emotional was that the noise sounded exactly like their oldest Chihuahua, who had sadly passed away just two weeks earlier. It was the same familiar whine he used to make when he wanted attention and love. The sound felt so real and so close. What do you think this was? Was he trying to send a message to his daddy from the other side? Or was it his way of saying, "I'm still here"?

Wicker

361,499 Aufrufe • vor 6 Monaten

In 1950 a scientist at Bell Labs admitted, out loud, that he was envious of the geniuses in the offices around him. He was sharing an attic with Claude Shannon. So instead of resenting them, he spent the rest of his career studying exactly what separated the great ones from everyone else, and near the end of his life he laid the whole answer out in a single talk. His name was Richard Hamming. He was honest about where he started. At Los Alamos, he called himself a janitor of science, one of the people who kept things running while the important decisions happened without him. He was, in his own words, plain envious. And rather than swallow it, he turned it into a question. What actually is the difference between the first-class people and the rest of us? His first answer is uncomfortable, because it removes every excuse. It is not luck, though luck plays a part. It is not raw IQ, since plenty of the greats did not test especially well, and Einstein spent seven years in a patent office before anyone noticed him. What it comes down to, again and again, is that the able people simply work on important problems, and they work on them relentlessly, while everyone else stays busy with whatever happens to be in front of them. Then he tells the story that stays with you. For years he ate lunch with the physicists, the Nobel winners, and learned how they thought. One day he turned to a chemist at the table and asked, if what you are working on is not important, and not likely to lead to anything important, why are you working on it? The man was offended. But months later he stopped Hamming in the hallway and admitted the question had gotten under his skin. That chemist went on to run his department and join the National Academy. Of everyone else at that table, Hamming says, he never heard of a single one again. He noticed the same pattern in something as small as an office door. The people who worked with their doors closed got more done in the moment, but ten years later they no longer knew what was worth doing. The ones who left their doors open stayed connected to what actually mattered, even at the cost of constant interruption. And underneath all of it was a habit most people never build. He set aside Friday afternoons, every week, for nothing but great thoughts. No task, no email, just the question of what the important problems in his field really were, and whether he was working on any of them. He was not claiming to be the smartest man in the building. He knew he was not. That was the entire point. He watched the smartest men closely, took what he could use, and made himself into someone who did work that lasted. As he put it near the end, no one ever told him these things. He had to find them alone. You have no such excuse.

In 1950 a scientist at Bell Labs admitted, out loud, that he was envious of the geniuses in the offices around him. He was sharing an attic with Claude Shannon. So instead of resenting them, he spent the rest of his career studying exactly what separated the great ones from everyone else, and near the end of his life he laid the whole answer out in a single talk. His name was Richard Hamming. He was honest about where he started. At Los Alamos, he called himself a janitor of science, one of the people who kept things running while the important decisions happened without him. He was, in his own words, plain envious. And rather than swallow it, he turned it into a question. What actually is the difference between the first-class people and the rest of us? His first answer is uncomfortable, because it removes every excuse. It is not luck, though luck plays a part. It is not raw IQ, since plenty of the greats did not test especially well, and Einstein spent seven years in a patent office before anyone noticed him. What it comes down to, again and again, is that the able people simply work on important problems, and they work on them relentlessly, while everyone else stays busy with whatever happens to be in front of them. Then he tells the story that stays with you. For years he ate lunch with the physicists, the Nobel winners, and learned how they thought. One day he turned to a chemist at the table and asked, if what you are working on is not important, and not likely to lead to anything important, why are you working on it? The man was offended. But months later he stopped Hamming in the hallway and admitted the question had gotten under his skin. That chemist went on to run his department and join the National Academy. Of everyone else at that table, Hamming says, he never heard of a single one again. He noticed the same pattern in something as small as an office door. The people who worked with their doors closed got more done in the moment, but ten years later they no longer knew what was worth doing. The ones who left their doors open stayed connected to what actually mattered, even at the cost of constant interruption. And underneath all of it was a habit most people never build. He set aside Friday afternoons, every week, for nothing but great thoughts. No task, no email, just the question of what the important problems in his field really were, and whether he was working on any of them. He was not claiming to be the smartest man in the building. He knew he was not. That was the entire point. He watched the smartest men closely, took what he could use, and made himself into someone who did work that lasted. As he put it near the end, no one ever told him these things. He had to find them alone. You have no such excuse.

Zyron

15,886 Aufrufe • vor 1 Monat

In Jaws, Robert Shaw was drunk in the first take of this intense monologue. He struggled with alcoholism and was a heavy drinker during Jaws production. He suggested to Spielberg that, since the characters were drinking in the scene, he should have a few real drinks to get into character. Spielberg agreed but then regretted it. On the first take, Shaw got very drunk. Crew members had to carry him onto the boat. He slurred lines, wandered off-script, and the filming was halted. He had a blackout and didn’t remember much. Early the next morning, Shaw called Spielberg to apologize and begged for a reshoot. He showed up sober, nailed it. And that take was used.

In Jaws, Robert Shaw was drunk in the first take of this intense monologue. He struggled with alcoholism and was a heavy drinker during Jaws production. He suggested to Spielberg that, since the characters were drinking in the scene, he should have a few real drinks to get into character. Spielberg agreed but then regretted it. On the first take, Shaw got very drunk. Crew members had to carry him onto the boat. He slurred lines, wandered off-script, and the filming was halted. He had a blackout and didn’t remember much. Early the next morning, Shaw called Spielberg to apologize and begged for a reshoot. He showed up sober, nailed it. And that take was used.

Emir Han

1,521,005 Aufrufe • vor 3 Monaten