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Virginia Tech's Diggeridoos Tunnel Digging Team are world champions! They won first place at the Not-a-Boring Competition, run by Elon Musk's The Boring Company. Over 8 days, their tunnel boring machine dug further than any other into wet Texas clay, in a downpour, against 7 university teams from 3... countries. This win has been years in the making. They took the fastest launch design award in 2021 and climbed from there: top 5, then 2nd, then the Innovation Award and 2nd again last year. Each time refining and improving on a shoestring against better-funded international teams. This year, in the worst conditions the competition’s ever seen, they brought the title home to Blacksburg. I'll keep saying it: I don't care what grade you made in Differential Equations. I care about what you did on a team like this. These students poured hundreds of hours into this because they wanted to help crack one of modern engineering’s hardest problems. The bigger picture is why this competition matters so much. Elon Musk started The Boring Company after one too many “soul-destroying” LA traffic jams. He argues cities have maxed out their surface space and the only direction left is down. His vision is for vast underground networks that move people and freight around at superfast speeds, and reclaim the surface space back from cars and trucks. But current tunnelling machines are notoriously slow and expensive, often moving slower than a garden snail once you factor in setup, maintenance, and muck removal (the competition is branded as "Beating the Snail”). The student challenge exists to crowdsource the breakthroughs that will finally make tunneling 10x faster and cheaper, finding the next-generation of engineers who’ll crack it. The Diggeridoos are those engineers. My company TotalShield sponsors this amazing team. If you run a technical company and haven't looked at the competition teams at your local university, you're missing one of the best hiring pipelines in the country. Career fairs don't show you who performs under pressure, but this sure does. Congratulations, Diggeridoos. Go Virginia Tech Hokies!show more

Adam Rossi

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🇺🇸 PEOPLE CAN’T GRASP HOW FAR AHEAD ELON REALLY IS Sequoia Capital's Shaun Maguire said most people are blind to exponential change and that’s why they consistently underestimate Elon and The Boring Company: “I think people are really bad at thinking about non-linear things. Most humans just think in linear terms, and a lot of Elon’s companies are very non-linear. People don’t understand at all where The Boring Company is. They think boring machines are easy because they’ve been around a long time and because there are a bunch of subway tunnels dug by municipalities. I asked Steve, an early SpaceX engineer, a genius who helped build the first Dragon vehicles, to stack rank Falcon 1, Falcon 9, Falcon 9 reusable, and Starship by difficulty, and then place where the current vision of the boring machine is. What they’re working toward is zero people in tunnel, Z-pit continuous mining. And he said it’s a little harder than Falcon 9, easier than Falcon 9 reusable. So think about that, a tunneling machine that’s harder to engineer than a rocket that reaches orbit and lands itself. But people don’t understand that because they can’t. They compare one boring machine to another and miss the scale of what’s coming. Once The Boring Company achieves reliable, zero-people continuous mining, everything changes, fast.” Source: Relentless Podcast Elon Musk Shaun Maguire

🇺🇸 PEOPLE CAN’T GRASP HOW FAR AHEAD ELON REALLY IS Sequoia Capital's Shaun Maguire said most people are blind to exponential change and that’s why they consistently underestimate Elon and The Boring Company: “I think people are really bad at thinking about non-linear things. Most humans just think in linear terms, and a lot of Elon’s companies are very non-linear. People don’t understand at all where The Boring Company is. They think boring machines are easy because they’ve been around a long time and because there are a bunch of subway tunnels dug by municipalities. I asked Steve, an early SpaceX engineer, a genius who helped build the first Dragon vehicles, to stack rank Falcon 1, Falcon 9, Falcon 9 reusable, and Starship by difficulty, and then place where the current vision of the boring machine is. What they’re working toward is zero people in tunnel, Z-pit continuous mining. And he said it’s a little harder than Falcon 9, easier than Falcon 9 reusable. So think about that, a tunneling machine that’s harder to engineer than a rocket that reaches orbit and lands itself. But people don’t understand that because they can’t. They compare one boring machine to another and miss the scale of what’s coming. Once The Boring Company achieves reliable, zero-people continuous mining, everything changes, fast.” Source: Relentless Podcast Elon Musk Shaun Maguire

Mario Nawfal

164,322 görüntüleme • 8 ay önce

Gavin on why people misunderstand what makes TSMC so valuable: "One of the most undervalued pieces of the supply chain story is that almost none of these things are buy it once and never talk to the vendor again. You have to go collaborate. That is the most important part of being successful in chips. People look at the tech, and the tech is the best in the world. But the real value is all in the service. TSMC's customer service is way better than I've seen at any company in any industry. If you say, we think you can improve your yield by making this change, they will go run an experiment on their own dime to see if they can get the higher yield. When we found we were right and it worked, they moved it over to the rest of the line. If I go to a steelworks plant and say I want you to change the composition of the steel, they'll say screw you. Not TSMC. It's why they're number one, and why they're going to win."

Gavin on why people misunderstand what makes TSMC so valuable: "One of the most undervalued pieces of the supply chain story is that almost none of these things are buy it once and never talk to the vendor again. You have to go collaborate. That is the most important part of being successful in chips. People look at the tech, and the tech is the best in the world. But the real value is all in the service. TSMC's customer service is way better than I've seen at any company in any industry. If you say, we think you can improve your yield by making this change, they will go run an experiment on their own dime to see if they can get the higher yield. When we found we were right and it worked, they moved it over to the rest of the line. If I go to a steelworks plant and say I want you to change the composition of the steel, they'll say screw you. Not TSMC. It's why they're number one, and why they're going to win."

Invest Like the Best

71,350 görüntüleme • 1 ay önce

If your water bill is high in America this might be why This American was gone for 3 weeks out of the month, he gets back and has an extremely high water bill. He calls the water company because that doesn’t make any sense, he wasn’t even home most of the month The water company tells him they no longer read meters, they instead do drive- bys. A worker drives through neighborhoods and an electronic signal is picked up from the meters recoding the readings If the reading fails, they just estimate the bill based on the usage at this time last year But here’s the thing, he didn’t even live in this place last year, they are estimating the usage based on the previous tenants usage because that’s who lived there The wild thing is, I looked into it and this is legal and many water companies do this. In fact if you challenge it and want a manual reading, they will charge you a fee to have someone come out and read it This is a scam

If your water bill is high in America this might be why This American was gone for 3 weeks out of the month, he gets back and has an extremely high water bill. He calls the water company because that doesn’t make any sense, he wasn’t even home most of the month The water company tells him they no longer read meters, they instead do drive- bys. A worker drives through neighborhoods and an electronic signal is picked up from the meters recoding the readings If the reading fails, they just estimate the bill based on the usage at this time last year But here’s the thing, he didn’t even live in this place last year, they are estimating the usage based on the previous tenants usage because that’s who lived there The wild thing is, I looked into it and this is legal and many water companies do this. In fact if you challenge it and want a manual reading, they will charge you a fee to have someone come out and read it This is a scam

Wall Street Apes

760,195 görüntüleme • 1 gün önce

From Eric Vishria on how the top AI founders are building products completely opposite of the SaaS era: "One of the things that is really different in the AI world versus the SaaS world, is that in the SaaS world, over and over again, you had people who really understood the customer. And the problem. And then they understood a domain. They understood what the technology was more or less capable of. But it wasn't a real question of if you could build something or not. For example, take Salesforce, Workday, and ServiceNow. CRM existed before Salesforce. HR management existed before Workday. Same thing with ServiceNow. So in every case, Salesforce followed Siebel. Workday followed Peoplesoft. ServiceNow followed Peregrine and Remedy, and others. So they were just kind of, cloud SaaS versions of the prior generation product. They just understood the customers. They understood the problem. And they were just like, here's a better version. And that evolved a little bit over time in SaaS land. But that's what it is. And so product development in that way was done by people who really understood the customer and the problems. And then just took advantage of the next wave. And this is almost diametrically opposite of product development in the AI era. When I look at the teams that are having the most success today, they have intimate knowledge of the models. They are right on the frontier of understanding which models are better at what, and why, and when. And what they're going to be good at and what they're not going to be good at. And what they're spending their time on, is figuring out how do I apply this capability of this model to this domain or to this user. So they're actually working inside out or technology out, versus customer problem in. And of course, they understand the customer problem. And a lot of times they have firsthand knowledge of it. But they're really close to the metal and capability, and they're applying it. And I think this is a really different way to develop products than in SaaS. I started my career as a product manager a long time ago, and it's almost the complete opposite of everything you learned. "Listen to the customer, understand it, then bring it back to the engineering and product teams." If you did that right now, ask a bunch of customers what they want out of AI, and you brought it back, for the most part, it may not be possible today with today's technology. Whereas the teams that are winning right now really understand the technology and are applying it out. And so I think this reversal matters. I think it's a big difference in terms of how companies are getting built. And maybe even the types of entrepreneurs that will be successful. I'm not sure. You're seeing some real change there. Look at the Bret Taylor's at Sierra. That's a super, super technical founder who really gets it. Brett and Clay really get it. You look at Michael and his co-founders at Cursor. They're super technical founders and they get it. They all really understand what these things can and can't do. And that's a pretty different dynamic relative to the way the best SaaS companies got built." Link in bio for the full conversation going deep on the current class of startups going from zero to $100m+ in ARR within 12 months.

From Eric Vishria on how the top AI founders are building products completely opposite of the SaaS era: "One of the things that is really different in the AI world versus the SaaS world, is that in the SaaS world, over and over again, you had people who really understood the customer. And the problem. And then they understood a domain. They understood what the technology was more or less capable of. But it wasn't a real question of if you could build something or not. For example, take Salesforce, Workday, and ServiceNow. CRM existed before Salesforce. HR management existed before Workday. Same thing with ServiceNow. So in every case, Salesforce followed Siebel. Workday followed Peoplesoft. ServiceNow followed Peregrine and Remedy, and others. So they were just kind of, cloud SaaS versions of the prior generation product. They just understood the customers. They understood the problem. And they were just like, here's a better version. And that evolved a little bit over time in SaaS land. But that's what it is. And so product development in that way was done by people who really understood the customer and the problems. And then just took advantage of the next wave. And this is almost diametrically opposite of product development in the AI era. When I look at the teams that are having the most success today, they have intimate knowledge of the models. They are right on the frontier of understanding which models are better at what, and why, and when. And what they're going to be good at and what they're not going to be good at. And what they're spending their time on, is figuring out how do I apply this capability of this model to this domain or to this user. So they're actually working inside out or technology out, versus customer problem in. And of course, they understand the customer problem. And a lot of times they have firsthand knowledge of it. But they're really close to the metal and capability, and they're applying it. And I think this is a really different way to develop products than in SaaS. I started my career as a product manager a long time ago, and it's almost the complete opposite of everything you learned. "Listen to the customer, understand it, then bring it back to the engineering and product teams." If you did that right now, ask a bunch of customers what they want out of AI, and you brought it back, for the most part, it may not be possible today with today's technology. Whereas the teams that are winning right now really understand the technology and are applying it out. And so I think this reversal matters. I think it's a big difference in terms of how companies are getting built. And maybe even the types of entrepreneurs that will be successful. I'm not sure. You're seeing some real change there. Look at the Bret Taylor's at Sierra. That's a super, super technical founder who really gets it. Brett and Clay really get it. You look at Michael and his co-founders at Cursor. They're super technical founders and they get it. They all really understand what these things can and can't do. And that's a pretty different dynamic relative to the way the best SaaS companies got built." Link in bio for the full conversation going deep on the current class of startups going from zero to $100m+ in ARR within 12 months.

The Peel

209,752 görüntüleme • 1 yıl önce

They did it! Aalo Atomics is a remarkable company and team that has rocketed from just starting as a company about 2 1/2 years ago here in Austin with the goal of changing the energy world to proving their new Aalo-X Critical Test Reactor can safely go critical and demonstrate sustained and controlled nuclear fission! And, they did it in the 4th of July! What a way to celebrate! I was fortunate to be there and see the team working at their best! Watch this company closely … I am sure you will hear a lot more about them in the months and years to come! Congrats!

They did it! Aalo Atomics is a remarkable company and team that has rocketed from just starting as a company about 2 1/2 years ago here in Austin with the goal of changing the energy world to proving their new Aalo-X Critical Test Reactor can safely go critical and demonstrate sustained and controlled nuclear fission! And, they did it in the 4th of July! What a way to celebrate! I was fortunate to be there and see the team working at their best! Watch this company closely … I am sure you will hear a lot more about them in the months and years to come! Congrats!

Joe Tegtmeyer 🚀 🤠🛸😎

20,300 görüntüleme • 1 ay önce

🚨 NEW EPISODE FOR EUROPE'S MOST AMBITIOUS STARTUPS 🇪🇺 And this might easily be the best video we have done so far! The company, their product and the team is just insane. The goal of this company is to make money out of thin air – literally. No joke. TLDR: Heavy machinery, in the middle of London, easily one of the most cracked team is met in a while, and their first test site? A military base. What's crazy to me is that they are so heads down that nobody knows them yet… but still they already raised GBP 10M+ from the founders of stripe (Patrick Collison John Collison), Nat Friedman, Harry Stebbings, Pietro Invernizzi, taavet hinrikus and Plural and many more. The Company is RIVAN – Rivan Their product? Getting the CO2 out of the air and combine it with H2 from water -> to create gas, which they directly pump into the network grid to make money. The same kind of gas we currently have to pay Russia for… we fight wars for… just without drilling into the ground and releasing CO2, but "mining the sky" instead! This kind of tech is still in early stages – and tons of hypotheses have to be validated – but in the next five years the math can work out and if there's a team to figure this out, it's this one. I took my camera and visited Harvey Hodd and his team in their warehouse office in London and joined him to their first test site on a military base. I am a big fan of this guy. Intensity, obsession, technical competence. And the whole team is like this. In the video you will see how everything works… every machine… but also how they keep urgency in the team… how they pay people to move closer to the office… why they are already running a military base only a few months in… how this can even ever work economically… and how the hell do you avoid everything blowing up – literally. RIVAN – You can watch the full video on the youtube channel: Please RT + LIKE here and comment/share/like on youtube too please! Every little bit of engagement helps in youtube's algorithm! Let's frigging go! 👇

🚨 NEW EPISODE FOR EUROPE'S MOST AMBITIOUS STARTUPS 🇪🇺 And this might easily be the best video we have done so far! The company, their product and the team is just insane. The goal of this company is to make money out of thin air – literally. No joke. TLDR: Heavy machinery, in the middle of London, easily one of the most cracked team is met in a while, and their first test site? A military base. What's crazy to me is that they are so heads down that nobody knows them yet… but still they already raised GBP 10M+ from the founders of stripe (Patrick Collison John Collison), Nat Friedman, Harry Stebbings, Pietro Invernizzi, taavet hinrikus and Plural and many more. The Company is RIVAN – Rivan Their product? Getting the CO2 out of the air and combine it with H2 from water -> to create gas, which they directly pump into the network grid to make money. The same kind of gas we currently have to pay Russia for… we fight wars for… just without drilling into the ground and releasing CO2, but "mining the sky" instead! This kind of tech is still in early stages – and tons of hypotheses have to be validated – but in the next five years the math can work out and if there's a team to figure this out, it's this one. I took my camera and visited Harvey Hodd and his team in their warehouse office in London and joined him to their first test site on a military base. I am a big fan of this guy. Intensity, obsession, technical competence. And the whole team is like this. In the video you will see how everything works… every machine… but also how they keep urgency in the team… how they pay people to move closer to the office… why they are already running a military base only a few months in… how this can even ever work economically… and how the hell do you avoid everything blowing up – literally. RIVAN – You can watch the full video on the youtube channel: Please RT + LIKE here and comment/share/like on youtube too please! Every little bit of engagement helps in youtube's algorithm! Let's frigging go! 👇

Andreas Klinger 🦾

21,882 görüntüleme • 1 yıl önce

$RKLB New Peter Beck interview today on Bloomberg: Does SpaceX's dominance threaten Rocket Lab? "No, I don't think so. The reality is SpaceX is a space company, but also very much an AI company and a bunch of other things as well. Rocket Lab is a very squarely focused pure play space company. I think it draws investors into the sector. And when they go looking, Rocket Lab is really the clear number two with respect to launch frequency and those kinds of things. So no, I'm not too worried about that.” "So do you find yourself complementary to SpaceX? Or are you in direct competition with Elon Musk?" "In some cases we are in direct competition, but also very complementary. We are an end-to-end space company. We're the second most frequently launched US rocket in the world behind SpaceX, so the rocket bit is competitive. But two-thirds of our business is building satellites and spacecraft and supplying components to the rest of the space industry. So in that sense, not really a competitor at all."

$RKLB New Peter Beck interview today on Bloomberg: Does SpaceX's dominance threaten Rocket Lab? "No, I don't think so. The reality is SpaceX is a space company, but also very much an AI company and a bunch of other things as well. Rocket Lab is a very squarely focused pure play space company. I think it draws investors into the sector. And when they go looking, Rocket Lab is really the clear number two with respect to launch frequency and those kinds of things. So no, I'm not too worried about that.” "So do you find yourself complementary to SpaceX? Or are you in direct competition with Elon Musk?" "In some cases we are in direct competition, but also very complementary. We are an end-to-end space company. We're the second most frequently launched US rocket in the world behind SpaceX, so the rocket bit is competitive. But two-thirds of our business is building satellites and spacecraft and supplying components to the rest of the space industry. So in that sense, not really a competitor at all."

ValueOverPrice

51,421 görüntüleme • 2 ay önce

This was the broadcast team of the Los Angeles Angels reacting to the news that the Dodgers had acquired Tarik Skubal, in real time. They are 100% correct. They are baffled. Not by the Dodgers but by the lack of action from other teams. “Why couldn’t a team like the Brewers or the Braves or whoever, step in and keep the Dodgers, this is an open market. Anybody can go and get Skubal. This is not about money. This is about trading prospects. And how could these other teams allow that to happen?” “The Dodgers aren’t the only team with prospects and they aren’t the only team with top 100 prospects that are in the mix…… How does this happen? Why would teams just allow the Dodgers to swoop in and do this? I don’t get it.” Even as a Dodgers fan, I’m asking the same question. Why would the Yankees, Brewers, Braves, Cubs, and Phillies, to name a few teams, allow this to happen? 🤯 If I was competing against the Dodgers, I would do everything in my power to prevent them from acquiring Skubal. You tell me….

This was the broadcast team of the Los Angeles Angels reacting to the news that the Dodgers had acquired Tarik Skubal, in real time. They are 100% correct. They are baffled. Not by the Dodgers but by the lack of action from other teams. “Why couldn’t a team like the Brewers or the Braves or whoever, step in and keep the Dodgers, this is an open market. Anybody can go and get Skubal. This is not about money. This is about trading prospects. And how could these other teams allow that to happen?” “The Dodgers aren’t the only team with prospects and they aren’t the only team with top 100 prospects that are in the mix…… How does this happen? Why would teams just allow the Dodgers to swoop in and do this? I don’t get it.” Even as a Dodgers fan, I’m asking the same question. Why would the Yankees, Brewers, Braves, Cubs, and Phillies, to name a few teams, allow this to happen? 🤯 If I was competing against the Dodgers, I would do everything in my power to prevent them from acquiring Skubal. You tell me….

👉M-Û-R-Č-H👈

143,135 görüntüleme • 13 gün önce

Americans are wide awake to Democrats organizing and paying for protests Nate Friedman “What are your thoughts on this protest?” New York resident “These guys are paid. They're so organized. It's less than even 24 hours, they got hundreds of signs made. It's almost like they have a print shop in the back of their people's forum over here down in the city. That being said, if you looked at all the videos out on the internet, the people in Venezuela are happy that this is happening because now they don't have to deal with socialism and communism. But the people who are actual socialists and communists are here in America protesting against what's good for the better people in Venezuela. And that's the sad part. And this is, they want to turn this country into what that country is. They don't want this country to be good. These people want to live in socialism and communism” “I confronted Manolo De Los Santos, leader of the People's Forum — $20 million a year — to paid protest.”

Americans are wide awake to Democrats organizing and paying for protests Nate Friedman “What are your thoughts on this protest?” New York resident “These guys are paid. They're so organized. It's less than even 24 hours, they got hundreds of signs made. It's almost like they have a print shop in the back of their people's forum over here down in the city. That being said, if you looked at all the videos out on the internet, the people in Venezuela are happy that this is happening because now they don't have to deal with socialism and communism. But the people who are actual socialists and communists are here in America protesting against what's good for the better people in Venezuela. And that's the sad part. And this is, they want to turn this country into what that country is. They don't want this country to be good. These people want to live in socialism and communism” “I confronted Manolo De Los Santos, leader of the People's Forum — $20 million a year — to paid protest.”

Wall Street Apes

1,191,802 görüntüleme • 7 ay önce

Jensen Huang: Elon is superhuman. What he and the xAI team achieved is unbelievable. NVIDIA's CEO reflects on Elon Musk and the xAI team building Colossus, the world's fastest supercomputer, in just 19 days. He says any other company would take a full year. “Building a massive factory, liquid-cooled, energized, permitted, in the short time that was done, that is superhuman. And, as far as I know, there's only one person in the world who could do that. Elon is singular in this understanding of engineering and construction and large systems, marshaling resources. It's unbelievable. And then, of course, his engineering team is extraordinary. The software team is great, the networking team is great, the infrastructure team is great. Elon understands this deeply. And from the moment that we decided to go, the planning with our engineering team, then all of the infrastructure, all of the logistics and the amount of technology and equipment that came in on that day, to training, 19 days. Incredible. So, I think what Elon and the X team did is singular. Never been done before. Just to put in perspective, 100,000 GPUs, that's easily the fastest supercomputer on the planet, as one cluster. A supercomputer that you would build would take normally three years to plan, and then they deliver the equipment, and it takes one year to get it all working. We're talking about 19 days.” Jensen Huang, CEO of NVIDIA, Bg2 Pod, October 13, 2024

Jensen Huang: Elon is superhuman. What he and the xAI team achieved is unbelievable. NVIDIA's CEO reflects on Elon Musk and the xAI team building Colossus, the world's fastest supercomputer, in just 19 days. He says any other company would take a full year. “Building a massive factory, liquid-cooled, energized, permitted, in the short time that was done, that is superhuman. And, as far as I know, there's only one person in the world who could do that. Elon is singular in this understanding of engineering and construction and large systems, marshaling resources. It's unbelievable. And then, of course, his engineering team is extraordinary. The software team is great, the networking team is great, the infrastructure team is great. Elon understands this deeply. And from the moment that we decided to go, the planning with our engineering team, then all of the infrastructure, all of the logistics and the amount of technology and equipment that came in on that day, to training, 19 days. Incredible. So, I think what Elon and the X team did is singular. Never been done before. Just to put in perspective, 100,000 GPUs, that's easily the fastest supercomputer on the planet, as one cluster. A supercomputer that you would build would take normally three years to plan, and then they deliver the equipment, and it takes one year to get it all working. We're talking about 19 days.” Jensen Huang, CEO of NVIDIA, Bg2 Pod, October 13, 2024

ELON CLIPS

244,469 görüntüleme • 1 yıl önce

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

Jaynit

271,514 görüntüleme • 1 ay önce

Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."

Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."

Patrick OShaughnessy

317,097 görüntüleme • 3 ay önce

Nick Saban has always asked this question about Leadership... "How many guys on the team need to be led?" Coach Saban believed in the power of Collective Leadership with his teams. 1. Are most players on your team bought in? 2. Do most players on your team set a good example? These players do not need someone to impact or influence them if they are already making these choices and leading by example. This is the power of collective leadership. Collective leadership is vital to successful teams. I believe there are 7 types of Collective Leaders that all teams need: 1. The GAMER - When the game is on the line. Who does the team look to? Who wants the ball in their hand? It is the Game Leader. They don't "have" to lead in other ways, but it would be best if they did. This player is often the ultimate competitor on the team. 2. The WORKER - Winning Teams have Practice Leaders. They bring energy and focus to each practice. They ensure competitive and strong practices. They Lead by Example. You practice much more than you play. 3. The GATEKEEPER - This leader ensures the Team Culture is Maintained. They put out the fires. They keep the team accountable. Especially when the coach is not there. They are essential in WINNING Teams. 4. The COMMUNICATOR - It is a long season. There will be difficult days. Teams need the Communicator to get through these tough days. They often provide humor and can lighten the mood. They have high Emotional Intelligence. This is an Underappreciated Leader. 5. The CONNECTOR - These players are often your “glue” players. They keep the team connected on the court or field as well as in the locker room and in social settings. 6. The ENERGY GIVER - The Energy Giver brings Positive Energy Every Day! Their Energy is Contagious! This leader knows that nothing great can be accomplished without Enthusiasm. The Energy Leader brings positive energy each day. They feed the team! 7. The SERVER - Finally, the Server embodies Servant Leadership. They are all about the TEAM. They bring a WE-first mentality to all they do. Their focus on the TEAM creates a contagious WE>ME mentality throughout the team. Collective Leadership WINS. _____ Follow me for more actionable ideas on coaching, leadership, and personal growth. Subscribe to my newsletter, 🏆 Great Teams Better Leaders 123. Find it for free in my profile above.

Greg Berge

196,705 görüntüleme • 2 yıl önce

"It's basically what we call the Blackstone model, which is, you don't take over the whole company right, you buy the largest stake in it and you use that to control it. And so that's the model starting with the US, but basically every country in the world is being subject to this. And so they have planted through these small focus groups of private intelligence, and it's a combination of private intelligence, private equity, and IT firms, and they're basically coming together as one. And they set up their teams in each country to basically take it over strategically. There's a playbook for this..." Emanuel Pastreich of 🥷 🔗

"It's basically what we call the Blackstone model, which is, you don't take over the whole company right, you buy the largest stake in it and you use that to control it. And so that's the model starting with the US, but basically every country in the world is being subject to this. And so they have planted through these small focus groups of private intelligence, and it's a combination of private intelligence, private equity, and IT firms, and they're basically coming together as one. And they set up their teams in each country to basically take it over strategically. There's a playbook for this..." Emanuel Pastreich of 🥷 🔗

Geopolitics & Empire

18,051 görüntüleme • 5 ay önce

Q: Why is company culture important? In the clip below, a16z cofounder Ben Horowitz argues that culture drives how people in your company behave on a daily basis—and particularly, how they behave when you’re not looking. Is that phone call so important I need to return it today or can it wait until tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? Should I go home at 5 p.m. or 8 p.m.? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics? None of these things are in your mission statement or OKRs, but they determine many important things for your company, such as how people experience your company, what you’re like to do business with, what your company is like to work at, etc. And as Ben describes, what drives the culture is all of the little behaviors and cues people take on: “this is what I have to do to succeed in this company.” Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you, but it’s a strategic investment in the company doing things the right way when you are not looking. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake. If you’re looking for a more in-depth guide to culture and how to build a great one, I’d recommend Ben’s book: What You Do Is Who You Are.

Q: Why is company culture important? In the clip below, a16z cofounder Ben Horowitz argues that culture drives how people in your company behave on a daily basis—and particularly, how they behave when you’re not looking. Is that phone call so important I need to return it today or can it wait until tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? Should I go home at 5 p.m. or 8 p.m.? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics? None of these things are in your mission statement or OKRs, but they determine many important things for your company, such as how people experience your company, what you’re like to do business with, what your company is like to work at, etc. And as Ben describes, what drives the culture is all of the little behaviors and cues people take on: “this is what I have to do to succeed in this company.” Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you, but it’s a strategic investment in the company doing things the right way when you are not looking. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake. If you’re looking for a more in-depth guide to culture and how to build a great one, I’d recommend Ben’s book: What You Do Is Who You Are.

Michael McGuiness

180,634 görüntüleme • 3 yıl önce

Catherine Austin Fitts: "Unfortunately, we have many people in Congress and, I suspect, many people in this current administration, who are dual citizens... they are loyal not to the sovereign interests of the U.S., but to this network... who, I believe, run Israel." This clip of Fitts, a former Assistant Secretary of Housing and Urban Development, investment banker, and founder of the Solari Report (The Solari Report | Catherine Austin Fitts), is taken from a discussion with Christian Elliot posted to the Deconstructing Convention YouTube channel on January 24, 2026. *Note that I did not make the subtitles in the video. They are from the source video. ----------------Partial transcription of clip--------------- "To me, the most important issue, because we do have a constitution. It still exists, it's very powerful, and we still have a sovereign government. Unfortunately, we have many people in Congress and I suspect many people in this current administration who are dual citizens. They are not just Americans. They have passports. Many, I suspect, to Israel. "I did an interview with Cynthia McKinney, used to be a congresswoman from the Atlanta area. And she said the number one problem in Congress is the dual citizen passport group. And they are loyal not to the sovereign interests of the United States, but to this network. And many of those people, again, are in the United States who run, I believe, who run Israel. And this is a real problem. "And one of the reasons it's a real problem is if you look at that network, they are deeply involved in pushing for financial transaction control. And if you're going to give them a get out of jail free card on what they're doing in Israel, and it's not just in Palestine. Netanyahu was very clear. He said, we're going to turn Israel into a lab for Pfizer. And he mandated the shot. "So if you look at what is happening, the genocide is not just in Palestine, it's in Israel, too. [And] Congress gave [Netanyahu] 54 standing ovations."

Catherine Austin Fitts: "Unfortunately, we have many people in Congress and, I suspect, many people in this current administration, who are dual citizens... they are loyal not to the sovereign interests of the U.S., but to this network... who, I believe, run Israel." This clip of Fitts, a former Assistant Secretary of Housing and Urban Development, investment banker, and founder of the Solari Report (The Solari Report | Catherine Austin Fitts), is taken from a discussion with Christian Elliot posted to the Deconstructing Convention YouTube channel on January 24, 2026. *Note that I did not make the subtitles in the video. They are from the source video. ----------------Partial transcription of clip--------------- "To me, the most important issue, because we do have a constitution. It still exists, it's very powerful, and we still have a sovereign government. Unfortunately, we have many people in Congress and I suspect many people in this current administration who are dual citizens. They are not just Americans. They have passports. Many, I suspect, to Israel. "I did an interview with Cynthia McKinney, used to be a congresswoman from the Atlanta area. And she said the number one problem in Congress is the dual citizen passport group. And they are loyal not to the sovereign interests of the United States, but to this network. And many of those people, again, are in the United States who run, I believe, who run Israel. And this is a real problem. "And one of the reasons it's a real problem is if you look at that network, they are deeply involved in pushing for financial transaction control. And if you're going to give them a get out of jail free card on what they're doing in Israel, and it's not just in Palestine. Netanyahu was very clear. He said, we're going to turn Israel into a lab for Pfizer. And he mandated the shot. "So if you look at what is happening, the genocide is not just in Palestine, it's in Israel, too. [And] Congress gave [Netanyahu] 54 standing ovations."

Sense Receptor

15,079 görüntüleme • 6 ay önce

Lecture in Kabul about Shia vs Sunni (rough translation); This is a hot topic today, let us pray that Allah (swt) removes this enmity and animosity between us. The Muslim Ummah has been destroyed by this jealousy, grudge and enmity. It has destroyed our unity. It is the English who have turned us against each other, they have spread suspicion between sects and schools of thoughts. Let us remember that this war which America and Israel is waging is not against Shias, it is a war against Islam. America and Israel are thinking about destroying Islam. They are not thinking about “this is Shia and this is Sunni”. They did this in Iraq, pelting Shias and Sunnis against each other. They did the same in Syria. They were here in Afghanistan for 20 years, where was the talk about Shia? Were they talking and fighting Shias? No. The sole purpose of America and Israel is to make Muslims weak. Because for 1,200 years in this world, it was Muslims running empires. Muslims were powerful rulers under the banner of Islam. So America and Israel don’t want Muslims to stand on their feet again and become rulers of the world. If someone raises his head as a Muslim, they take care of them right there and then. There must be few thousand people in this majlis, forgive my language, they either take out the head, or take out the bottom (castrate then). They have castrated many countries, they have castrated the Arab countries, including Pakistan. I hope no one says that is a Muslim country with an atom bomb, no, Pakistan is castrated. The atom bomb is not under its own control, it is under the control of the English and Americans. They say we will either chop the head of a Muslim, or chop the bottom of a Muslim. One of them must be chopped. And this is what they have done. Have they done this or not? Tell the truth. All Arab countries have turned themselves like animals with four legs and have handed over the leash to America. Have they done this or not? Its leash is in the hand of America. They can’t even raise their voice a little, to show that they are independent, and to show that their heads are on top of their own neck, they cannot say anything. Does slavery have a tail and horn? Is this true or not, tell the truth? Allah (swt) says; “And prepare against them whatever you are able of power” In that era, it was swords, horses, armors, helmets, this was in the era of the prophet (pbuh). Now, those things will not work. Today, even a gun is not sufficient, now it is missiles, drones, atom bombs, press a switch and it goes to its destination. This is an order from Allah that Muslims should prepare against the enemy, and deter the enemy. Don’t start problems between each other over sects, otherwise you will be finished. Allah has said to us in the Quran; “and do not dispute and [thus] lose courage and [then] your strength would depart” You will be destroyed, your strength will be gone. This strength will be wasted and lost against each other. Is this true or not? These bullets, these weapons and martyrs from this side, and in that side, Pakistan fights Afghanistan under the command of America, right? They are Muslim, at least they are Muslim by name, it is a Muslim country, so wouldn’t it have been better if this strength, if those bullets and weapons were used against Israel and the enemies of Muslims? But our strength is being used against each other. How unfortunate is this? Whose plots are these? The plots of the English. They say muddy the water, and catch the fish…

Lecture in Kabul about Shia vs Sunni (rough translation); This is a hot topic today, let us pray that Allah (swt) removes this enmity and animosity between us. The Muslim Ummah has been destroyed by this jealousy, grudge and enmity. It has destroyed our unity. It is the English who have turned us against each other, they have spread suspicion between sects and schools of thoughts. Let us remember that this war which America and Israel is waging is not against Shias, it is a war against Islam. America and Israel are thinking about destroying Islam. They are not thinking about “this is Shia and this is Sunni”. They did this in Iraq, pelting Shias and Sunnis against each other. They did the same in Syria. They were here in Afghanistan for 20 years, where was the talk about Shia? Were they talking and fighting Shias? No. The sole purpose of America and Israel is to make Muslims weak. Because for 1,200 years in this world, it was Muslims running empires. Muslims were powerful rulers under the banner of Islam. So America and Israel don’t want Muslims to stand on their feet again and become rulers of the world. If someone raises his head as a Muslim, they take care of them right there and then. There must be few thousand people in this majlis, forgive my language, they either take out the head, or take out the bottom (castrate then). They have castrated many countries, they have castrated the Arab countries, including Pakistan. I hope no one says that is a Muslim country with an atom bomb, no, Pakistan is castrated. The atom bomb is not under its own control, it is under the control of the English and Americans. They say we will either chop the head of a Muslim, or chop the bottom of a Muslim. One of them must be chopped. And this is what they have done. Have they done this or not? Tell the truth. All Arab countries have turned themselves like animals with four legs and have handed over the leash to America. Have they done this or not? Its leash is in the hand of America. They can’t even raise their voice a little, to show that they are independent, and to show that their heads are on top of their own neck, they cannot say anything. Does slavery have a tail and horn? Is this true or not, tell the truth? Allah (swt) says; “And prepare against them whatever you are able of power” In that era, it was swords, horses, armors, helmets, this was in the era of the prophet (pbuh). Now, those things will not work. Today, even a gun is not sufficient, now it is missiles, drones, atom bombs, press a switch and it goes to its destination. This is an order from Allah that Muslims should prepare against the enemy, and deter the enemy. Don’t start problems between each other over sects, otherwise you will be finished. Allah has said to us in the Quran; “and do not dispute and [thus] lose courage and [then] your strength would depart” You will be destroyed, your strength will be gone. This strength will be wasted and lost against each other. Is this true or not? These bullets, these weapons and martyrs from this side, and in that side, Pakistan fights Afghanistan under the command of America, right? They are Muslim, at least they are Muslim by name, it is a Muslim country, so wouldn’t it have been better if this strength, if those bullets and weapons were used against Israel and the enemies of Muslims? But our strength is being used against each other. How unfortunate is this? Whose plots are these? The plots of the English. They say muddy the water, and catch the fish…

The Sure Path

41,599 görüntüleme • 4 ay önce

Peter Thiel: "Competition is for losers" "Competition is for losers, which got people's attention, because we normally believe the opposite. We believe that the losers are the people who don't compete intensely enough. You're a loser if you're not competitive. But what if you're a loser because you're too obsessed with competing? If you're too focused on competing, maybe you're losing sight of what's really important." Thiel explains the distinction most people miss: "The most important distinction in business that people don't talk about enough is that there are two kinds of companies in this world. There are companies that are competitive, and there are companies that have monopolies. If you're a one-of-a-kind company, a happy company that's doing something different, you are a monopoly. It is the goal of every founder, every entrepreneur, it should be their goal to try to build a monopoly business." He frames this as an unconventional truth: "Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms. A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits are competed away."

Peter Thiel: "Competition is for losers" "Competition is for losers, which got people's attention, because we normally believe the opposite. We believe that the losers are the people who don't compete intensely enough. You're a loser if you're not competitive. But what if you're a loser because you're too obsessed with competing? If you're too focused on competing, maybe you're losing sight of what's really important." Thiel explains the distinction most people miss: "The most important distinction in business that people don't talk about enough is that there are two kinds of companies in this world. There are companies that are competitive, and there are companies that have monopolies. If you're a one-of-a-kind company, a happy company that's doing something different, you are a monopoly. It is the goal of every founder, every entrepreneur, it should be their goal to try to build a monopoly business." He frames this as an unconventional truth: "Most people believe that capitalism and competition are synonyms. I believe capitalism and competition are antonyms. A capitalist is someone who's in the business of accumulating capital. A world of perfect competition is a world where all the profits are competed away."

Jaynit

55,406 görüntüleme • 4 ay önce