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Threadguy explains how Roblox extracts 85% from users “If someone spends $100 on your game that you created, you will receive $16 after off ramping and cashing out. You lose 84% pre-tax. "Roblox as a company has an absolute behemoth of a business, which is why they’re a publicly... show more

Mikli

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122,830 görüntüleme • 8 ay önce •via X (Twitter)

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Netflix founder Reed Hastings on how to fire someone Netflix is famous for its “keeper test”: If a team member was leaving for a similar role at another company, would the manager fight to keep them? If the manager wouldn’t fight to keep them, the employee is given a generous severance package so the company can find someone even better for that position. In the clip below, Reed is asked to demonstrate for the audience how to fire someone. The whole video is worth watching, but the key takeaway is that Reed tries to treat the company like a professional sports team: “it really sucks to get cut from the team, but it’s not an ethical judgment or a moral judgment or a judgment of you as a person.” He continues: “What we’re trying to do is get away from ‘you suck.’.. and I’m being honest as opposed to being hurtful… The more it is socialized with all of you as if it was in sports—where it’s not as much a life kind of thing, it’s a performance kind of thing—the better.” Source: Stanford Graduate School of Business

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Peter Thiel on why members of the PayPal Mafia are so successful: “The big lesson people had coming out of PayPal was: you could build a great business, and it was neither easy nor impossible—it’s hard.” “The lesson people mostly learned in the 90s… if you were at a fantastically successful company like Microsoft or Google, you’d infer that starting a business is easier than it is, and you’ll learn a lot of wrong things.” “If you were at a company that failed, you’ll tend to learn the lesson that it was impossible.” “We weren’t as successful as some great successes in Silicon Valley, but people learned the best lesson: it’s hard, but doable.”

Peter Thiel on why members of the PayPal Mafia are so successful: “The big lesson people had coming out of PayPal was: you could build a great business, and it was neither easy nor impossible—it’s hard.” “The lesson people mostly learned in the 90s… if you were at a fantastically successful company like Microsoft or Google, you’d infer that starting a business is easier than it is, and you’ll learn a lot of wrong things.” “If you were at a company that failed, you’ll tend to learn the lesson that it was impossible.” “We weren’t as successful as some great successes in Silicon Valley, but people learned the best lesson: it’s hard, but doable.”

Jawwwn

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If a CEO is using any “AI” to think for them I 100% assure you that YOU —as an investor— HAVE BEEN FUCKING RIPPED OFF… …and you should immediately get as much of your money back as possible

If a CEO is using any “AI” to think for them I 100% assure you that YOU —as an investor— HAVE BEEN FUCKING RIPPED OFF… …and you should immediately get as much of your money back as possible

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Hi Linda Yaccarino I have contacted X everyday for the last 2 weeks with an inquiry into why users on X and many Premium users are having their accounts marked as spam. Nobody from X will reply. People are paying for a service at the company you are in charge of and they are being labeled as “spam” and comments under their posts are labeled as spam. For the sake of transparency and your company commitment to free speech, can you please publicly provide an explanation as to why so many of your PAYING USERS on X are having their accounts flagged as spam and why accounts are now being hidden from the timeline? I am posting the publicly as I have been advised to do, for full transparency so that everyone can see that these inquiries are being made. I am being respectful, and as someone who is happy to pay $30 a month, I am hoping to get some answers for myself and the many other X users who are having this issue but not getting any answers from X. Thank you. I look forward to your reply so we can resolve this issue. If people are paying X , they should not be marked as spam. It makes no sense why every comment on my account is labeled as spam and why so many users have reported their accounts are not showing up as of 2 weeks ago. Here’s a video so you can see what I am referring to. See video below.

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Marc Andreessen explains why warm referrals to venture capitalists are important As Marc explains in the clip below: “The way the top-end venture capitalist firms work is they’ll basically take you seriously if you come in introduced by somebody they’ve worked with before, and they won’t take you seriously if you don’t.” While this may seem unfair, Marc explains that securing a warm referral should be viewed as your first test: “It’s the first test of your ability to network your way to the investor… If you can’t figure out a way to network your way to a VC firm—which of course is in the business of meeting founders—then you’re unlikely to be able to network your way into hiring a great team or selling your product to customers.” He concludes: “The role of the warm referral is misinterpreted. I think you just need to view it as the first test, and it’s a test that you just want to pass.”

Marc Andreessen explains why warm referrals to venture capitalists are important As Marc explains in the clip below: “The way the top-end venture capitalist firms work is they’ll basically take you seriously if you come in introduced by somebody they’ve worked with before, and they won’t take you seriously if you don’t.” While this may seem unfair, Marc explains that securing a warm referral should be viewed as your first test: “It’s the first test of your ability to network your way to the investor… If you can’t figure out a way to network your way to a VC firm—which of course is in the business of meeting founders—then you’re unlikely to be able to network your way into hiring a great team or selling your product to customers.” He concludes: “The role of the warm referral is misinterpreted. I think you just need to view it as the first test, and it’s a test that you just want to pass.”

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Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)

Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)

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SNEAKO & N3on get into a HEATED ARGUEMENT after SNEAKO publicly called out N3on for promoting gambling as a Muslim, then they ARGUE about his AI streams 😳 N3on: "Why do you throw your friends under the bus? If you care about someone, you wouldn't talk about it publicly, no matter how against you are what they're doing?" Sneako: "You're publicly gambling, I will publicly call it out." N3on: "You're an extrem*st." Sneako: "You're afraid of the truth?"

SNEAKO & N3on get into a HEATED ARGUEMENT after SNEAKO publicly called out N3on for promoting gambling as a Muslim, then they ARGUE about his AI streams 😳 N3on: "Why do you throw your friends under the bus? If you care about someone, you wouldn't talk about it publicly, no matter how against you are what they're doing?" Sneako: "You're publicly gambling, I will publicly call it out." N3on: "You're an extrem*st." Sneako: "You're afraid of the truth?"

DAILY

353,008 görüntüleme • 9 gün önce

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Patrick OShaughnessy

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🚨 Based Dave Ramsey emerges: “If we brought this back, there would be a revolution... If the tax person from the IRS had to stand in the lobby of your company, and you got paid in cash, and you had to take your cash and hand it to the tax collector and count it out every time you got paid, people would realize how big a tick on your butt the government is, how big a parasite the government is."

🚨 Based Dave Ramsey emerges: “If we brought this back, there would be a revolution... If the tax person from the IRS had to stand in the lobby of your company, and you got paid in cash, and you had to take your cash and hand it to the tax collector and count it out every time you got paid, people would realize how big a tick on your butt the government is, how big a parasite the government is."

Young Americans for Liberty

23,899 görüntüleme • 2 ay önce

Mark Zuckerberg on the importance of engineers if you’re building a technology company “We never thought about ourselves as a website or a social network or anything like that.” Mark believes many companies define themselves too narrowly: “It’s one of the things I observed as soon as I came out to [Silicon] Valley. All these companies that called themselves technology companies were not really set up that way. The CEO wasn’t technical. The board of directors had no one technical on it… And it’s like alright, if that’s your team, then you’re not a technology company.” He believes there’s a balance: “You don’t want everyone to be an engineer because there’s other things that matter too. But if you don’t have a high enough share of the company as engineers, then you’re not a technology company.” This makes sense when you view it in the context of Mark’s strategy for Meta: “I define our strategy as: If we can learn faster than every other company, we’re going to win. We’re going to build a better product than everyone else because we’re going to get it out first, we’re going to have a good feedback loop, and we’re going to learn what people like better than other people.” He concludes: “I think that’s basically the formula. Be a technology company. Build a good foundation. Learn from what other people are focused on in the world. And iterate as quickly as you can.” Video source: Acquired Podcast (2024)

Mark Zuckerberg on the importance of engineers if you’re building a technology company “We never thought about ourselves as a website or a social network or anything like that.” Mark believes many companies define themselves too narrowly: “It’s one of the things I observed as soon as I came out to [Silicon] Valley. All these companies that called themselves technology companies were not really set up that way. The CEO wasn’t technical. The board of directors had no one technical on it… And it’s like alright, if that’s your team, then you’re not a technology company.” He believes there’s a balance: “You don’t want everyone to be an engineer because there’s other things that matter too. But if you don’t have a high enough share of the company as engineers, then you’re not a technology company.” This makes sense when you view it in the context of Mark’s strategy for Meta: “I define our strategy as: If we can learn faster than every other company, we’re going to win. We’re going to build a better product than everyone else because we’re going to get it out first, we’re going to have a good feedback loop, and we’re going to learn what people like better than other people.” He concludes: “I think that’s basically the formula. Be a technology company. Build a good foundation. Learn from what other people are focused on in the world. And iterate as quickly as you can.” Video source: Acquired Podcast (2024)

Startup Archive

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Former Goldman Sachs CEO Lloyd Blankfein on the difference between running a public company and a private partnership From his conversation with Andrew Ross Sorkin from 92W "In a private partnership, you get wealthy if you work there by your capital count rising. You do not care if you make it all in a 10 year cycle, or make it in 3 years and tread water for the other 7 You can make it evenly or make money in one year and lose money in the next. As long as after the 10 years, you have got it there In a public company, its about your stock price. Your stock price is a function of your earnings times a multiple. And that multiple is predicated, in part, by the reliability of your earnings."

Former Goldman Sachs CEO Lloyd Blankfein on the difference between running a public company and a private partnership From his conversation with Andrew Ross Sorkin from 92W "In a private partnership, you get wealthy if you work there by your capital count rising. You do not care if you make it all in a 10 year cycle, or make it in 3 years and tread water for the other 7 You can make it evenly or make money in one year and lose money in the next. As long as after the 10 years, you have got it there In a public company, its about your stock price. Your stock price is a function of your earnings times a multiple. And that multiple is predicated, in part, by the reliability of your earnings."

Boring_Business

287,097 görüntüleme • 6 ay önce

Cardi B says once her children are 18 they have two options if they want to move out of her crib and she will only pay their rent as long as they do two things which is they either go to school or they open a business👀👏 “If you wanna move out of my crib, i will pay for your rent, i will pay for a place to stay as long as you do two things, you go to school or you open a business, that’s what I’m offering to you”

Cardi B says once her children are 18 they have two options if they want to move out of her crib and she will only pay their rent as long as they do two things which is they either go to school or they open a business👀👏 “If you wanna move out of my crib, i will pay for your rent, i will pay for a place to stay as long as you do two things, you go to school or you open a business, that’s what I’m offering to you”

flame

104,930 görüntüleme • 2 ay önce