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𝗪𝗲 𝗮𝗴𝗿𝗲𝗲𝗱 𝘄𝗶𝘁𝗵 𝘁𝗵𝗶𝘀 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝘀𝘁𝗮𝗿𝘁, blockchain wasn’t chosen for hype, it was chosen because it makes investing work better at scale. In traditional systems, the more investors you add, the harder everything becomes. There’s more paperwork, more manual tracking, more delays, and higher costs. 𝐌𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐦𝐚𝐧𝐲 𝐢𝐧𝐯𝐞𝐬𝐭𝐨𝐫𝐬... 𝐪𝐮𝐢𝐜𝐤𝐥𝐲 𝐭𝐮𝐫𝐧𝐬 𝐢𝐧𝐭𝐨 𝐚 𝐦𝐞𝐬𝐬. With Maiv, blockchain and smart contracts handle this automatically. Things like onboarding investors, tracking who owns what, and sending out returns are done by code instead of people. That removes a huge operational burden. Because of this, capital can be deployed faster, management stays simple, and mistakes are reduced. That’s what makes real scale possible, MAIV can grow from serving a few high net worth individuals to hundreds or even thousands of users, without breaking the system.show more

CryptoVibe 𝕏

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Elon Musk about the meaning of life and the trap of wishful thinking : “When I was a kid, I was wondering what's the meaning of life? Like, why are we here? What's it all about? And I came to the conclusion that what really matters is trying to understand the right questions to ask. And the more that we can increase the scope and scale of human consciousness, the better we are able to ask these questions. And so I think that there are certain things that are necessary to ensure that the future is good. One of the biggest mistakes people generally make, and I'm guilty of it too, is wishful thinking. You know, like, you want something to be true even if it isn't true. And so you ignore the things that you ignore the real truth because of what you want to be true. This is a very difficult trap to avoid.”

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Wall Street Apes

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Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Video source: a16z (2026)

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Video source: a16z (2026)

Startup Archive

422,892 görüntüleme • 6 ay önce

When you’ve worked behind the scenes at major events, you see what the audience doesn’t. Outdated systems that can’t keep up with the scale. Slow, manual processes that drain resources. Missed opportunities to connect with people in real time. I saw it all - and I knew it could be better. That’s why, together with Bogdan Radulescu, we built Rhuna. Since launch, we’ve powered 165+ large-scale events across Europe and the Middle East - concerts, sports, festivals, conferences - processing over $90M in transactions and serving millions of attendees. But we’re not stopping there. Now we’re adding a new layer to the mission - AI-driven infrastructure that touches every part of the event experience. From streamlining operations, to unlocking new revenue for organizers, to delivering faster, smarter, more personal experiences for fans. And with our collaboration with Aptos, we’re embedding instant, borderless blockchain settlements right into the heart of that system - eliminating payment delays, removing unnecessary fees, and making every transaction transparent and secure. This is more than an upgrade - it’s the start of a new standard for how live events operate.

When you’ve worked behind the scenes at major events, you see what the audience doesn’t. Outdated systems that can’t keep up with the scale. Slow, manual processes that drain resources. Missed opportunities to connect with people in real time. I saw it all - and I knew it could be better. That’s why, together with Bogdan Radulescu, we built Rhuna. Since launch, we’ve powered 165+ large-scale events across Europe and the Middle East - concerts, sports, festivals, conferences - processing over $90M in transactions and serving millions of attendees. But we’re not stopping there. Now we’re adding a new layer to the mission - AI-driven infrastructure that touches every part of the event experience. From streamlining operations, to unlocking new revenue for organizers, to delivering faster, smarter, more personal experiences for fans. And with our collaboration with Aptos, we’re embedding instant, borderless blockchain settlements right into the heart of that system - eliminating payment delays, removing unnecessary fees, and making every transaction transparent and secure. This is more than an upgrade - it’s the start of a new standard for how live events operate.

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#ZeePrukLiveBD2025 🐺: "Is 23 years old different from 33?" Back then, at 23, I had already graduated. By the time I entered DomundiTV, I was around 23, if I remember correctly. At that time, it was really different, because I didn't know how to do anything at all. I didn't even know what working really was. Simply put, that was the stage of life when I had just graduated from university. I didn't know how to work yet, because when I studied, I only studied. The kind of work I did was just university assignments, not real working life. So after graduation, I started to learn more about working. I met more people, encountered more personalities, which is normal. I faced more kinds of work, more things I had to learn. I just tried to learn along the way, tried to be the best version of myself and gradually learning. It was actually fun, because the more people you meet, the more you grow. The more diverse the work or society you face, the more you grow, and you gain new perspectives and insights. I really like one phrase from my mom: "When you grow up, you'll understand it yourself." Back then, I didn't believe it at all, but they turned out to be so true. Because age has no boundaries, but age automatically makes us precipitate many things. No matter who we are, what type of person, what kind of character we have, in the end, our age will help us crystallize many thoughts about which path we want to choose in life, whether it's good or bad, or whether we want to be this or that. But… how to say… we shouldn't take advantage of anyone, because everyone is different. That's right. #ZeePruk Z #ZunShine

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I miss building simple, working software. At some point, we decided to complicate everything for no reason. Today, people can't build anything without using three frameworks, 17 libraries, and a swarm of microservices. And here is a funny paradox: To understand how these complex systems work, we've had to build systems and tools that generate data we can later analyze. But the more data we produce, the harder it is to process and make sense of it. We are in the middle of an observability crisis. The tools we have are inefficient, and we don't have enough people to keep systems running. A few weeks ago, I met the team Resolve AI, and they have built a fundamentally new approach to observability and incident management: Instead of depending on humans to run a system, Resolve built a Production Software Engineer who runs the system using AI while letting people supervise. And it's not only crazy, but I think this will fundamentally change how we monitor and maintain systems in production for years to come. I recorded a quick video to showcase a simple example of how Resolve works behind the scenes. There are two main things I'd like you to notice: 1. The tool can correlate data across logs, metrics, and traces coming from different systems. You don't have to do any work to get the information that matters right in front of you. 2. (This is the big one!) The tool can diagnose what's happening and give you instructions on how to solve it. It can produce causal relationships across the entire system stack. Resolve is backed by investors like Replit's founder Amjad Masad, Reid Hoffman, Jeff Dean, Fei Fei Li, Andy Price, among others. They are currently working with a select number of companies and want to onboard a few more. If you are interested in trying them out, go to this link: Honestly, this is one of the most impressive uses of AI I've seen.

I miss building simple, working software. At some point, we decided to complicate everything for no reason. Today, people can't build anything without using three frameworks, 17 libraries, and a swarm of microservices. And here is a funny paradox: To understand how these complex systems work, we've had to build systems and tools that generate data we can later analyze. But the more data we produce, the harder it is to process and make sense of it. We are in the middle of an observability crisis. The tools we have are inefficient, and we don't have enough people to keep systems running. A few weeks ago, I met the team Resolve AI, and they have built a fundamentally new approach to observability and incident management: Instead of depending on humans to run a system, Resolve built a Production Software Engineer who runs the system using AI while letting people supervise. And it's not only crazy, but I think this will fundamentally change how we monitor and maintain systems in production for years to come. I recorded a quick video to showcase a simple example of how Resolve works behind the scenes. There are two main things I'd like you to notice: 1. The tool can correlate data across logs, metrics, and traces coming from different systems. You don't have to do any work to get the information that matters right in front of you. 2. (This is the big one!) The tool can diagnose what's happening and give you instructions on how to solve it. It can produce causal relationships across the entire system stack. Resolve is backed by investors like Replit's founder Amjad Masad, Reid Hoffman, Jeff Dean, Fei Fei Li, Andy Price, among others. They are currently working with a select number of companies and want to onboard a few more. If you are interested in trying them out, go to this link: Honestly, this is one of the most impressive uses of AI I've seen.

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Most Shopify/DTC ecom brands are not losing because they are moving too slowly. They are losing because they are moving fast in the wrong sequence. More Meta tests. More Google spend. More Klaviyo flows. More CRO tweaks. More AI-generated creative. The dashboard looks busy, but CAC, MER, contribution margin, conversion, retention, and cash flow still do not improve together. That is Optimization Theater -- activity that feels like growth while the real constraint stays untouched. In this video, I break down the Sequencing Problem: what to fix before scaling spend, why AI makes weak systems louder instead of stronger, and how Shopify/DTC operators can tell whether they have a traffic problem or a foundation problem. Watch the video with one question in mind: what part of your growth system is being optimized before it is ready to scale? Massive thanks to Ad Beacon for hosting me and other fellow amazing speakers 🙏 Mentions Shopify Claude OpenAI Harley Finkelstein tobi lutke

Most Shopify/DTC ecom brands are not losing because they are moving too slowly. They are losing because they are moving fast in the wrong sequence. More Meta tests. More Google spend. More Klaviyo flows. More CRO tweaks. More AI-generated creative. The dashboard looks busy, but CAC, MER, contribution margin, conversion, retention, and cash flow still do not improve together. That is Optimization Theater -- activity that feels like growth while the real constraint stays untouched. In this video, I break down the Sequencing Problem: what to fix before scaling spend, why AI makes weak systems louder instead of stronger, and how Shopify/DTC operators can tell whether they have a traffic problem or a foundation problem. Watch the video with one question in mind: what part of your growth system is being optimized before it is ready to scale? Massive thanks to Ad Beacon for hosting me and other fellow amazing speakers 🙏 Mentions Shopify Claude OpenAI Harley Finkelstein tobi lutke

Sabir Semerkant

360,213 görüntüleme • 2 ay önce

Is this a financial hallucination? Elon Musk was not even in the world’s top ten richest people until 2020. Now he is the world’s first trillionaire. It is absurd, but not fake. This was not some slow, stately climb through the billionaire league table. Musk crashed into the top ten during Covid, rode the Tesla mania, fell back when markets turned, then launched into another universe as SpaceX was marked at a much higher valuation. As others have pointed out to me, this wasn't luck. This was 24 years of SpaceX history being priced in by public markets, helped a bit by the addition of an AI business. That is the story in this animation. These are shares, private valuations, collateral, market mood and a huge wager on the future, all compressed into one ridiculous number: $1.3 trillion as of today. Once the financial system agrees to treat paper wealth as real, it becomes real enough. It can be borrowed against. It can be pledged. It can buy control, influence and time. It can decide which companies get funded, which technologies get built and which version of the future attracts capital. That is the mad part. Musk’s fortune is both real and ridiculous at the same time. Real, because markets, banks and investors have endorsed it. Ridiculous, because a large part of it can move violently when sentiment changes, a rocket explodes, Tesla rerates, or investors decide the future is worth a different price. This feels like a chart about modern wealth becoming stranger, faster and more detached from anything most people would recognise as money. What do you think? Music: Mr. C-137 by Basixx, Epidemic Sounds

Is this a financial hallucination? Elon Musk was not even in the world’s top ten richest people until 2020. Now he is the world’s first trillionaire. It is absurd, but not fake. This was not some slow, stately climb through the billionaire league table. Musk crashed into the top ten during Covid, rode the Tesla mania, fell back when markets turned, then launched into another universe as SpaceX was marked at a much higher valuation. As others have pointed out to me, this wasn't luck. This was 24 years of SpaceX history being priced in by public markets, helped a bit by the addition of an AI business. That is the story in this animation. These are shares, private valuations, collateral, market mood and a huge wager on the future, all compressed into one ridiculous number: $1.3 trillion as of today. Once the financial system agrees to treat paper wealth as real, it becomes real enough. It can be borrowed against. It can be pledged. It can buy control, influence and time. It can decide which companies get funded, which technologies get built and which version of the future attracts capital. That is the mad part. Musk’s fortune is both real and ridiculous at the same time. Real, because markets, banks and investors have endorsed it. Ridiculous, because a large part of it can move violently when sentiment changes, a rocket explodes, Tesla rerates, or investors decide the future is worth a different price. This feels like a chart about modern wealth becoming stranger, faster and more detached from anything most people would recognise as money. What do you think? Music: Mr. C-137 by Basixx, Epidemic Sounds

James Eagle

1,622,571 görüntüleme • 1 ay önce

Inside the secret societies controlling the West: The Bohemian Grove ‘It was founded in the 1870s largely by a small group of journalists, artists and musicians. You know, fairly harmless people. But over time it became fashionable, and it became taken over by corporate businessmen and politicians. Gradually, the membership changed. And interestingly, as the membership changed, the organisation became increasingly secretive. Now, the thing about the Bohemian Club is that it currently has somewhere around 2,500 active members. There’s a long membership list. To get in, you must be chosen. It also supposedly costs you $25,000 in an initiation fee. And you know why that’s there? To keep out the riff-raff. These things are usually expensive. There’s a reason why ordinary people don’t get in, usually because you couldn’t afford it. First of all, it’s an all-male organisation. And its members include people in politics, in business, in the media; wealthy and powerful men. So here’s the interesting thing. If you’re already rich and powerful, this is often the question: what more do you want? What is it that you can’t already afford with more money? And how well can you eat, as someone put it? You can have enough money. Arguably, for some people, you can never have enough power or enough influence, because that involves ego. It involves the perception of self. And so since you have now been chosen to be part of an elite organisation, well, there’s no better ego stroke in the world, is there? You have been chosen to be among the high and the mighty.’ -Prof. Richard Spence joins us on Monday’s Going Underground for a deep dive on the secret societies controlling the West Don’t miss it, follow our Rumble channel, link below in the replies👇

Inside the secret societies controlling the West: The Bohemian Grove ‘It was founded in the 1870s largely by a small group of journalists, artists and musicians. You know, fairly harmless people. But over time it became fashionable, and it became taken over by corporate businessmen and politicians. Gradually, the membership changed. And interestingly, as the membership changed, the organisation became increasingly secretive. Now, the thing about the Bohemian Club is that it currently has somewhere around 2,500 active members. There’s a long membership list. To get in, you must be chosen. It also supposedly costs you $25,000 in an initiation fee. And you know why that’s there? To keep out the riff-raff. These things are usually expensive. There’s a reason why ordinary people don’t get in, usually because you couldn’t afford it. First of all, it’s an all-male organisation. And its members include people in politics, in business, in the media; wealthy and powerful men. So here’s the interesting thing. If you’re already rich and powerful, this is often the question: what more do you want? What is it that you can’t already afford with more money? And how well can you eat, as someone put it? You can have enough money. Arguably, for some people, you can never have enough power or enough influence, because that involves ego. It involves the perception of self. And so since you have now been chosen to be part of an elite organisation, well, there’s no better ego stroke in the world, is there? You have been chosen to be among the high and the mighty.’ -Prof. Richard Spence joins us on Monday’s Going Underground for a deep dive on the secret societies controlling the West Don’t miss it, follow our Rumble channel, link below in the replies👇

Going Underground

51,638 görüntüleme • 7 ay önce

Warren Buffett: "It is a different game that requires a different type of person to enjoy it." At 94 years old, Warren Buffett has a clear preference when it comes to investing, and it's not real estate. When asked about real estate versus stocks, Buffett argues the stock market wins on almost every practical dimension. "There is simply much more opportunity in the United States security market than in real estate." His reasoning comes down to three things: speed, simplicity, and certainty of completion. In stocks, you can execute billions of dollars worth of business anonymously in five minutes, and once the trade is done, it's done. The completion rate is essentially 100% once buyer and seller agree on price. Real estate is the opposite. You're dealing with a single owner or family that may have held a property for a long time, possibly borrowed too much against it, or is facing negative trends. Every transaction becomes an enormous, drawn-out decision. "In real estate, signing the deal is just the start of another phase where people negotiate more and more things." Buffett contrasts this with the stock market: "If someone needs to sell 20,000 shares of Berkshire and the price is right, it is done in five seconds and closes every time." His late partner Charlie Munger took a different view. Munger enjoyed real estate deals and continued doing them even in the last five years of his life. But Buffett says that if Munger had to choose exclusively between the two at age 21, even he would have chosen stocks. For Buffett, the conclusion is simple: "We find it much better when people are ready to pick up the phone and you can do hundreds of millions of dollars of business in a day. I have been spoiled by this efficiency, and I like being spoiled, so we will keep it that way." Real estate can produce great returns, but the friction involved in negotiations, multiple parties, and drawn-out timelines makes it a fundamentally different game. For most investors, the stock market offers far more opportunity with far less complexity.

Warren Buffett: "It is a different game that requires a different type of person to enjoy it." At 94 years old, Warren Buffett has a clear preference when it comes to investing, and it's not real estate. When asked about real estate versus stocks, Buffett argues the stock market wins on almost every practical dimension. "There is simply much more opportunity in the United States security market than in real estate." His reasoning comes down to three things: speed, simplicity, and certainty of completion. In stocks, you can execute billions of dollars worth of business anonymously in five minutes, and once the trade is done, it's done. The completion rate is essentially 100% once buyer and seller agree on price. Real estate is the opposite. You're dealing with a single owner or family that may have held a property for a long time, possibly borrowed too much against it, or is facing negative trends. Every transaction becomes an enormous, drawn-out decision. "In real estate, signing the deal is just the start of another phase where people negotiate more and more things." Buffett contrasts this with the stock market: "If someone needs to sell 20,000 shares of Berkshire and the price is right, it is done in five seconds and closes every time." His late partner Charlie Munger took a different view. Munger enjoyed real estate deals and continued doing them even in the last five years of his life. But Buffett says that if Munger had to choose exclusively between the two at age 21, even he would have chosen stocks. For Buffett, the conclusion is simple: "We find it much better when people are ready to pick up the phone and you can do hundreds of millions of dollars of business in a day. I have been spoiled by this efficiency, and I like being spoiled, so we will keep it that way." Real estate can produce great returns, but the friction involved in negotiations, multiple parties, and drawn-out timelines makes it a fundamentally different game. For most investors, the stock market offers far more opportunity with far less complexity.

Big Brain Investing

42,809 görüntüleme • 3 ay önce

📢 Week 2 of ‘Real Assets, Real Impact’ is here!!! 🎁 ONE WEEK ONLY - Win $250 of $CTC by completing daily missions and learning how #Creditcoin is transforming #RWA! 🎓 This week's topic: Creditcoin's real-world impact 🪖 Mission 1: At the end of this tweet Let's dive in 👉 It’s our second installment and this time around, we’re diving deeper into what real impact actually looks like with the help of a first-hand account from Ola and his family 👪 – check out the video to see for yourself… 📚 Stories like this highlight the difference that organizations like Aella MFB bank, powered by the Creditcoin network, can make to the people and local communities that need it most. By extending credit and financial services to the 1.4 billion unbanked and underbanked in emerging markets across the globe, we humbly help real people by improving the countries’ economic systems. Whether it’s a payment terminal to level up operations for a small business owner or a loan to fund growth at a promising startup, together, Creditcoin and the fintech lenders it supports are working hard to turn technology into what matters most – real impact on real lives. 💪 We’re incredibly proud to be a key part of servicing unbanked communities. For Creditcoin 🐧, unbanked is not just a buzzword – it’s a mission. Then, we complete the #RWA ecosystem by connecting TradFi and #DeFi investors to fintech lenders like Aella using our blockchain technology and the Gluwa platform. By doing so, we help everyday investors earn yield from opportunities typically reserved for high-net-worth individuals and financial institutions. Retail investors earn higher than the industry average yield → Fintech lenders gain access to more liquidity → Individuals in unbanked countries gain access to more capital. Now that’s what we call Real World Impact 🥳 🪖 For today’s mission, simply watch the video, then Like & Retweet + Follow Creditcoin 🐧 - simple!

📢 Week 2 of ‘Real Assets, Real Impact’ is here!!! 🎁 ONE WEEK ONLY - Win $250 of $CTC by completing daily missions and learning how #Creditcoin is transforming #RWA! 🎓 This week's topic: Creditcoin's real-world impact 🪖 Mission 1: At the end of this tweet Let's dive in 👉 It’s our second installment and this time around, we’re diving deeper into what real impact actually looks like with the help of a first-hand account from Ola and his family 👪 – check out the video to see for yourself… 📚 Stories like this highlight the difference that organizations like Aella MFB bank, powered by the Creditcoin network, can make to the people and local communities that need it most. By extending credit and financial services to the 1.4 billion unbanked and underbanked in emerging markets across the globe, we humbly help real people by improving the countries’ economic systems. Whether it’s a payment terminal to level up operations for a small business owner or a loan to fund growth at a promising startup, together, Creditcoin and the fintech lenders it supports are working hard to turn technology into what matters most – real impact on real lives. 💪 We’re incredibly proud to be a key part of servicing unbanked communities. For Creditcoin 🐧, unbanked is not just a buzzword – it’s a mission. Then, we complete the #RWA ecosystem by connecting TradFi and #DeFi investors to fintech lenders like Aella using our blockchain technology and the Gluwa platform. By doing so, we help everyday investors earn yield from opportunities typically reserved for high-net-worth individuals and financial institutions. Retail investors earn higher than the industry average yield → Fintech lenders gain access to more liquidity → Individuals in unbanked countries gain access to more capital. Now that’s what we call Real World Impact 🥳 🪖 For today’s mission, simply watch the video, then Like & Retweet + Follow Creditcoin 🐧 - simple!

Creditcoin 🐧

12,929 görüntüleme • 3 yıl önce

INVESTMENT: More than $500M was lost to memecoin rug pulls & scams in 2024 alone. Just a few days ago Bybit suffered a major breach totaling in over $1.4B loss. This is becoming a negative trend and someone has decided to do something about it. VERITAS PROTOCOL offers a set of tools that let anyone audit tokens and any project's smart contracts 90% faster and at just 10% of the cost compared to traditional solutions. Why is this significant? Because traditional audits can cost tens to hundreds of thousands of dollars. An indie Web3 team can't afford this unless it sells a kidney. Veritas' suite of tools includes automatic round-the-clock audits with minimal manual intervention, an AI debugger, and insurance against exploits. It is like obtaining a full smart contract audit and security service, at the price of a can of beer. Their token is getting listed on February 26, 12 pm UTC, on MEXC and Uniswap. Know more on Disclaimer: We are investors in this project and receive benefits from our involvement. This content is for promotional purposes only and is not financial or investment advice. Cryptocurrency carries significant risk, and you should always do your own due diligence before making any decision.

INVESTMENT: More than $500M was lost to memecoin rug pulls & scams in 2024 alone. Just a few days ago Bybit suffered a major breach totaling in over $1.4B loss. This is becoming a negative trend and someone has decided to do something about it. VERITAS PROTOCOL offers a set of tools that let anyone audit tokens and any project's smart contracts 90% faster and at just 10% of the cost compared to traditional solutions. Why is this significant? Because traditional audits can cost tens to hundreds of thousands of dollars. An indie Web3 team can't afford this unless it sells a kidney. Veritas' suite of tools includes automatic round-the-clock audits with minimal manual intervention, an AI debugger, and insurance against exploits. It is like obtaining a full smart contract audit and security service, at the price of a can of beer. Their token is getting listed on February 26, 12 pm UTC, on MEXC and Uniswap. Know more on Disclaimer: We are investors in this project and receive benefits from our involvement. This content is for promotional purposes only and is not financial or investment advice. Cryptocurrency carries significant risk, and you should always do your own due diligence before making any decision.

Mario Nawfal

256,010 görüntüleme • 1 yıl önce

Koinos 101: Mana Do you think the internet would have taken off if you had to pay just 1 cent to visit a website? That's why we invented the Mana system which makes Koinos ... the first and only free-to-use blockchain. Owning the network It’s natural to think that holding a token like ETH, BTC, or SOL makes you an owner of those platforms, but if you were an owner, you would have a right to use those platforms forever. But you don't have that right. You only have the “right” to spend those tokens down as you use the network, which isn’t much of a right at all. On Koinos, the KOIN token works exactly like you think it would! Holding KOIN gives you a perpetual right to use the network, thanks to the Mana system. The more KOIN you hold, the more free usage, forever. Simple. Every KOIN token contains 1 Mana. When you use the blockchain, some of your Mana is consumed, but it regenerates in 5 days and if you only use a small percentage of your Mana it can regenerate in as little as a few minutes! Frictionless Access Mana can also be shared with people who have no tokens at all, which is what enables Koinos to deliver that familiar free-to-use experience that we get from the internet, and without forcing developers to pay the fees, because remember there are no fees. For the first time ever... developers can onboard users and allow them to the use the blockchain without first making them jump through the hoops of understanding and buying a cryptocurrency which is going to weed out the vast majority of mainstream users. That’s why we don’t have mainstream adoption! In short, KOIN has real utility; it gives you ownership over a certain amount of the network’s resources, a right which you can share with others. Koinos doesn’t force you to pay ever-changing fees all the time and it does all of this while preventing people from abusing the network. Be Free Because you never have to part with your KOIN which gives you the right to a certain amount of the network’s resources, this frees you, and every other KOIN holder, to focus on what matters; adding utility and making Koinos an even greater force for good. You can learn more about Koinos at and

Koinos 101: Mana Do you think the internet would have taken off if you had to pay just 1 cent to visit a website? That's why we invented the Mana system which makes Koinos ... the first and only free-to-use blockchain. Owning the network It’s natural to think that holding a token like ETH, BTC, or SOL makes you an owner of those platforms, but if you were an owner, you would have a right to use those platforms forever. But you don't have that right. You only have the “right” to spend those tokens down as you use the network, which isn’t much of a right at all. On Koinos, the KOIN token works exactly like you think it would! Holding KOIN gives you a perpetual right to use the network, thanks to the Mana system. The more KOIN you hold, the more free usage, forever. Simple. Every KOIN token contains 1 Mana. When you use the blockchain, some of your Mana is consumed, but it regenerates in 5 days and if you only use a small percentage of your Mana it can regenerate in as little as a few minutes! Frictionless Access Mana can also be shared with people who have no tokens at all, which is what enables Koinos to deliver that familiar free-to-use experience that we get from the internet, and without forcing developers to pay the fees, because remember there are no fees. For the first time ever... developers can onboard users and allow them to the use the blockchain without first making them jump through the hoops of understanding and buying a cryptocurrency which is going to weed out the vast majority of mainstream users. That’s why we don’t have mainstream adoption! In short, KOIN has real utility; it gives you ownership over a certain amount of the network’s resources, a right which you can share with others. Koinos doesn’t force you to pay ever-changing fees all the time and it does all of this while preventing people from abusing the network. Be Free Because you never have to part with your KOIN which gives you the right to a certain amount of the network’s resources, this frees you, and every other KOIN holder, to focus on what matters; adding utility and making Koinos an even greater force for good. You can learn more about Koinos at and

KoinosGroup 🔮

337,616 görüntüleme • 2 yıl önce

Pedro Franceschi explains why Brex doesn’t hire “people managers” anymore One day Brex founder Pedro Franceschi made a list of all of the leaders at the company who worked and didn’t work. “I was trying to find what was predictive of leadership success,” he explains. “A lot of things are important, but they’re not predictive. For example, being customer obsessed is important, but there are people who were customer obsessed who were on both sides of the list.” The only trait that Pedro found to be predictive of leadership success at Brex was what he calls “the ability to operate at all levels” — someone who even at the highest levels of leadership has a deep understanding of the details of execution at the individual contributor level. What this means in practice is a CTO who is actually a great engineer. A Head of Design who can actually design amazing products. And a great Head of Sales who can actually go and close deals themselves if they need to. “It doesn’t mean that they’re going to do that all the time,” Pedro explains, “But it means that they know the nuances of what makes someone great at the craft… If you don’t know how to identify greatness because you don’t know what the bar is yourself, there’s no way to build a team that’s great.” He continues: “A lot of companies develop this role over time that people call a ‘people manager.’ They’re Director of Engineering but they can’t really code because they manage people now… And that concept is just something we eliminated. At the end of the day, there’s no way to manage people divorced from the work — you’re managing the work itself.” Pedro uses Jony Ive as an example: “Jony Ive wasn’t managing the team that designed the iPhone. He was designing the iPhone with a group of people. It’s simple, but it is a very profound change in how you orient your relationship with the work and what you put out there in the world. And I think you have to select for people who appreciate the actual output of the work and the work itself, not the process of doing the work… What matters is: Do you know what great looks like? Can you do it yourself? And can you bring people along with a really high bar for doing it at all level.” Video source: Kleiner Perkins (2025)

Pedro Franceschi explains why Brex doesn’t hire “people managers” anymore One day Brex founder Pedro Franceschi made a list of all of the leaders at the company who worked and didn’t work. “I was trying to find what was predictive of leadership success,” he explains. “A lot of things are important, but they’re not predictive. For example, being customer obsessed is important, but there are people who were customer obsessed who were on both sides of the list.” The only trait that Pedro found to be predictive of leadership success at Brex was what he calls “the ability to operate at all levels” — someone who even at the highest levels of leadership has a deep understanding of the details of execution at the individual contributor level. What this means in practice is a CTO who is actually a great engineer. A Head of Design who can actually design amazing products. And a great Head of Sales who can actually go and close deals themselves if they need to. “It doesn’t mean that they’re going to do that all the time,” Pedro explains, “But it means that they know the nuances of what makes someone great at the craft… If you don’t know how to identify greatness because you don’t know what the bar is yourself, there’s no way to build a team that’s great.” He continues: “A lot of companies develop this role over time that people call a ‘people manager.’ They’re Director of Engineering but they can’t really code because they manage people now… And that concept is just something we eliminated. At the end of the day, there’s no way to manage people divorced from the work — you’re managing the work itself.” Pedro uses Jony Ive as an example: “Jony Ive wasn’t managing the team that designed the iPhone. He was designing the iPhone with a group of people. It’s simple, but it is a very profound change in how you orient your relationship with the work and what you put out there in the world. And I think you have to select for people who appreciate the actual output of the work and the work itself, not the process of doing the work… What matters is: Do you know what great looks like? Can you do it yourself? And can you bring people along with a really high bar for doing it at all level.” Video source: Kleiner Perkins (2025)

Startup Archive

45,584 görüntüleme • 1 yıl önce

Angelina Jolie Has Finally Woken Up To The Fact The United Nations & Governments Are Run By Heartless Criminals There’s No Accountability For Crimes “If There’s A Business Interest Involved” “That is the biggest that is the most disheartening thing of I think we we or I thought at least even 20 years ago when I started to work internationally that there was this I in my head, some weird idea of good guys. You know? Some idea of those whether it be certain countries or certain people's maybe it was this holdover from World War 2 and this thought that this was, like so that the lines were clear and that there was going to be these human rights goals laid out and that there would be things stood up for, and that if these things weren't done, there would be pushback, and these were the and I really thought that's what it was. I even thought that's what the United Nations was… And I thought, okay. There's a there's some lines in the sand. There's some understanding. We're gonna grow and fight for improvements in these areas. And and to watch to watch and understand more and more how it's just simply that's not what it is. That's not the world. The world is not these are human rights. It is these are human rights sometimes for these people, maybe sometimes for these people, never for these people. Yeah. It's food aid, 6% for these people, 50% for these people, it's justice for these people, but not these people. Accountability for this crime, but not that crime if there's business interest. And this is truly the ugly state of of so much of the world that we are just becoming more and more aware of for just about every I mean, I don't know any countries that are are clean of it and, um, and willing to hold a line really consistently hand on behalf of the of human rights and laws”

Angelina Jolie Has Finally Woken Up To The Fact The United Nations & Governments Are Run By Heartless Criminals There’s No Accountability For Crimes “If There’s A Business Interest Involved” “That is the biggest that is the most disheartening thing of I think we we or I thought at least even 20 years ago when I started to work internationally that there was this I in my head, some weird idea of good guys. You know? Some idea of those whether it be certain countries or certain people's maybe it was this holdover from World War 2 and this thought that this was, like so that the lines were clear and that there was going to be these human rights goals laid out and that there would be things stood up for, and that if these things weren't done, there would be pushback, and these were the and I really thought that's what it was. I even thought that's what the United Nations was… And I thought, okay. There's a there's some lines in the sand. There's some understanding. We're gonna grow and fight for improvements in these areas. And and to watch to watch and understand more and more how it's just simply that's not what it is. That's not the world. The world is not these are human rights. It is these are human rights sometimes for these people, maybe sometimes for these people, never for these people. Yeah. It's food aid, 6% for these people, 50% for these people, it's justice for these people, but not these people. Accountability for this crime, but not that crime if there's business interest. And this is truly the ugly state of of so much of the world that we are just becoming more and more aware of for just about every I mean, I don't know any countries that are are clean of it and, um, and willing to hold a line really consistently hand on behalf of the of human rights and laws”

Wall Street Apes

658,860 görüntüleme • 2 yıl önce

Every once in a while, you have a conversation that lingers, not just because of what’s spoken, but because of how deeply it reframes your thinking. My recent conversation with Vishal Sikka was exactly that. From leading SAP’s HANA revolution and driving Infosys’ transformation to now reimagining enterprise AI at Vianai Systems, Inc., Vishal has lived at the intersection of technology, philosophy and leadership. We spoke about what “enterprise-grade AI” really means in a world obsessed with speed over reliability, why enterprises are more like mangrove forests than machines (intricate, resilient & capable of withstanding shocks) and how India can shape the future of AI through its unique blend of scale, talent and systems thinking. Besides, if there’s anyone who can weave an analogy between mangrove forests and enterprises and make it click, it’s Vishal! These are insights that could only come from someone who has built, led and now re-imagines what the enterprise of the future looks like. Watch the full conversation at And of course, a massive thank you to Vishal for making the time for this conversation!

Every once in a while, you have a conversation that lingers, not just because of what’s spoken, but because of how deeply it reframes your thinking. My recent conversation with Vishal Sikka was exactly that. From leading SAP’s HANA revolution and driving Infosys’ transformation to now reimagining enterprise AI at Vianai Systems, Inc., Vishal has lived at the intersection of technology, philosophy and leadership. We spoke about what “enterprise-grade AI” really means in a world obsessed with speed over reliability, why enterprises are more like mangrove forests than machines (intricate, resilient & capable of withstanding shocks) and how India can shape the future of AI through its unique blend of scale, talent and systems thinking. Besides, if there’s anyone who can weave an analogy between mangrove forests and enterprises and make it click, it’s Vishal! These are insights that could only come from someone who has built, led and now re-imagines what the enterprise of the future looks like. Watch the full conversation at And of course, a massive thank you to Vishal for making the time for this conversation!

Alok Goyal

28,475 görüntüleme • 8 ay önce