正在加载视频...

视频加载失败

.threadguy thinks easier access to the world's biggest financial games permanently changed how young people take risk. Haseeb: "Do you think this is a pendulum?" threadguy: "I think it's a permanent change." "When I was 16, you couldn't really get online and start trading. You would flip sneakers." "The...

10,378 次观看 • 1 个月前 •via X (Twitter)

2 条评论

4REIGN 的头像
4REIGN1 个月前

@notthreadguy it's a leverage game now and it has gotten much accessible everyone wants to flip

Blake.ETH 的头像
Blake.ETH1 个月前

@notthreadguy sneaker culture is just the training wheels for this

相关视频

Chamath’s 2026 IPO Advice: Get Public Fast or Get Left Behind Jason: “ What are your thoughts here on the flurry of potential IPOs?” Chamath: “I think that we have a bit of a risk problem. If you think about appetite as equivalent to a person at a Thanksgiving dinner, when you first come in and you see all of this stuff, it's so plentiful, your eyes are bigger than your stomach. And I think in a moment like that, you want to be the one that is consumed first. And I think the risk increases when you are at the tail end because the risk is that the diners will run out of space.” Jason: “Plate fills up. Yeah.” Chamath: “And if you use that analogy, I think the reason why people's plates will get full is probably twofold and maybe threefold. The first and most important thing is there's enough tactical event risk that people generally want to be risk off and have more margin of safety. We have a lot of these really important financial moments tied to this concept of AGI, ASI. We have a real pricing problem. If AGI is real, the durability of most companies is slim to none. If AGI is not real, then the fundraising capacity of these companies that are now raising hundreds of billions of dollars needs to get questioned and inspected thoroughly. History will sort out which one is right, but both cannot be right. So in that vein, I don't think we're going to have this “blockbuster” stream of IPOs. I think what happens is SpaceX is going to get out. They're going to do great, and then maybe the next one does good to great, then the next one will do good, and then the appetite runs out because you just can't absorb, incrementally, trillions of dollars of new demand. And if you think about it, where is it going to come from? Is it going to come from the sidelines? I don't know, I think it's more of a reallocation exercise. But if you look at the S&P, well, most people are now defensively moving away from these kinds of things, towards the things that are more protected, what the industry calls HALO, right? Those things trade for zero today. You could buy hundreds of millions of dollars a year of cashflow for 2-5x right now in the stock market. And so why are you going to go way out on the risk curve and buy something at 200x revenue, let alone earnings? I'm more in the camp of, I think it's good to be first, it’s pretty decent to be second, but if I were you, I would get the heck out, and get public, and get your money, and fortify your balance sheet ASAP, because I think the risk builds the further down the IPO chain you're in.”

The All-In Podcast

61,917 次观看 • 5 个月前

The Onion Theory of Risk by Marc Andreessen: "I think the single biggest thing entrepreneurs are missing, both on fundraising and how they run their companies, is the relationship between risk and cash. The relationship between risk and raising cash, and then the relationship between risk and spending cash. So I've always been a fan of something that Andy Ratcliffe taught me years ago, which he called the onion theory of risk. Um, which basically is, you can think about a startup like on day one, um, as having every conceivable kind of risk, right? And you can basically just make a list of the risks. And so you've got, you know, founding team risk. You know, do the founders, are the founders gonna be able to work together? Do you have the right founders? You're gonna have product risk. You know, can you build a product? You'll have technical risk, right? Which is maybe you need a machine learning breakthrough or something to make it work. Are you gonna be able to do that? Um, you'll have, you know, launch risk. Will the launch go well? You'll have, you know, market acceptance risk. You'll have revenue risk. A big risk you get into in a lot of businesses that have a sales force is, can you actually sell the product for enough money to actually pay for the cost of sale? So you have the cost of sale risk. If you're a consumer product, you'll have a viral growth risk. Well, you get the thing of viral growth. And so, a startup at the very beginning is basically just this long list of risks. And then the way that I always think about running a startup is also the way I think about raising money, which is it's a process of peeling away layers of risk as you go. And so you raise seed money in order to peel away the first two or three risks. The founding team risk, the product risk, and maybe the initial launch risk. You raise the A round to peel away the next level of product risk. Maybe you peel away some recruiting risk because you get your full engineering team built. Maybe you peel away some customer risk because you get your first five beta customers. And so basically the way to think about it is you're peeling away risk as you go. You're peeling away risk by achieving milestones. And then as you achieve milestones, you're both making progress in your business, and you're justifying raising more capital. And so you come in, and you pitch somebody like us, and you say you're raising a B round. The best way to do that with us is you say, okay, I raised a seed round, I achieved these milestones, I eliminated these risks. I raised the A round, I achieved these milestones, and I eliminated these risks. Now I'm gonna raise a B round. Here are my milestones, here are my risks. And then by the time I go to raise a seed round, here's the state that I'll be in. And then you calibrate the amount of money that you raise to spend to the risks that you're pulling out of the business. And I go through all this, in a sense this sounds kind of obvious, but I go through all this because it's a systematic way to think about how the money gets raised and deployed. As compared to so much of what's happening, especially these days, which is just, my God, let me go raise as much money as I can. Let me go build the fancy offices, let me go hire as many people as I can, and just kind of hope for the best."

Founder Mode

106,909 次观看 • 9 个月前