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    • Rockefeller's exceptional ability to concentrate led to business successRockefeller's upbringing instilled a deep work ethic and determination, shaping him into a successful entrepreneur through intense focus and determination.

      Learning from the discussion about John D. Rockefeller's life, as depicted in Ron Chernow's biography "Titan," is that Rockefeller's exceptional ability to concentrate was a key factor in his success in building the massive business empire of Standard Oil. Despite his elusive and mysterious persona, Rockefeller's inner voice, revealed through a private interview transcript, showed him to be analytical, articulate, and even funny. His upbringing, marked by a father who loved money but hated work, instilled in Rockefeller a deep hatred for his father and an unending love for his mother. This early life experience influenced Rockefeller's work ethic and his determination to succeed, driving him to concentrate intensely on his business ventures and avoid the pitfalls of his father's approach. Rockefeller's story offers valuable insights into the mindset of a successful entrepreneur and the importance of focus and determination in achieving great wealth and influence.

    • John D. Rockefeller's challenging childhood shaped himRockefeller's unconventional upbringing instilled in him a deep sense of frugality, resilience, and determination, shaping him into a successful businessman and philanthropist

      John D. Rockefeller's unconventional upbringing, marked by his father's unfaithfulness and abandonment, instilled in him a deep sense of frugality, resilience, and determination. His mother, Eliza, taught him the value of hard work and saving, instilling in him the belief that earning and donating money were religious duties. Rockefeller's challenging childhood shaped him into a calculated, persistent, and cautious individual, traits that served him well in building the industrial empire, Standard Oil. Despite his father's disregard for societal norms and manual labor, Rockefeller embraced the rigors of rural life and saw adversity as a means to strengthen himself for future challenges. His early experiences instilled in him a unique blend of stoicism, prudence, and unwavering faith, which set him apart as a formidable businessman and philanthropist.

    • John D. Rockefeller's Upbringing Shaped His SuccessRockefeller's mother's strength and teachings, as well as his father's erratic behavior, significantly influenced his business acumen and personal traits, leading to his success at Standard Oil.

      John D. Rockefeller's upbringing, influenced by his mother's unwavering strength and his father's erratic behavior, shaped his business acumen and personal traits. His mother's ability to bear heavy burdens and her teachings of economy, order, and patience significantly impacted his success at Standard Oil. Meanwhile, his father's unpredictable presence and extravagant displays of wealth instilled in him a deep appreciation for money and a need to overcome societal criticism. Rockefeller learned to be a reluctant savior, taking charge of troubled situations, and developed a strong sense of secrecy, indifference to community opinion, and a reflexive habit of keeping his own counsel. These traits, honed during his childhood, served him well in his tumultuous business career.

    • John D. Rockefeller's Early Life: Determination, Business Acumen, and FrugalityJohn D. Rockefeller's determination, self-education, and focus on efficiency shaped his identity and made him a successful businessman despite facing numerous rejections.

      John D. Rockefeller's early life showcases his relentless determination, business acumen, and frugality. From a young age, Rockefeller analyzed work, broke it down into efficient components, and charged for his father's loans. He was an early adopter of self-education through correspondence courses and was known for his quiet attentiveness. Despite facing numerous rejections during his job hunt, he remained undeterred and celebrated his first employment opportunity as a lifelong achievement. Throughout his career, Rockefeller's precision, discipline, frugality, and success obsession shaped his identity and made him a formidable businessman. His respect for figures and facts, combined with his bulldog tenacity, set him apart from his peers. Rockefeller's story illustrates the power of persistence, self-education, and a relentless focus on efficiency in achieving success.

    • Belief comes before abilityBelieving in oneself and one's abilities before achieving them is a powerful reminder for anyone striving for greatness. John D. Rockefeller's religious beliefs influenced his approach to work, leading him to become a successful entrepreneur and philanthropist.

      Belief comes before ability in achieving great things. John D. Rockefeller, an entrepreneur and philanthropist, believed this strongly and lived his life accordingly. He had an unwavering faith in his career and saw his work as divinely favored. Rockefeller's religious beliefs influenced his approach to work, and he believed that hard work led to wealth, which in turn allowed him to give back to society. Despite his success, he continued to work diligently, believing that there would always be more opportunities to accumulate wealth and make a positive impact. Rockefeller's thoroughness and dedication to his job opened up opportunities for him to become a founder and eventually run the largest business and philanthropic enterprise of his day. This idea of believing in oneself and one's abilities before achieving them is a powerful reminder for anyone striving for greatness.

    • John D. Rockefeller's early business experiences shaped his characterRockefeller's early partnership taught him the importance of hard work, perseverance, and self-discipline, shaping him into a successful businessman and philanthropist.

      John D. Rockefeller's early experiences in business, marked by hard work, adversity, and a relentless focus on success, shaped his character and drive for wealth. At a young age, Rockefeller formed a partnership with Maurice Clark to open their own produce house, where he learned the importance of being his own employer and the value of perseverance. During this time, they made their first fortune just before the Civil War. However, Rockefeller's unwavering dedication to work and disdain for extravagance clashed with his partners' more relaxed attitudes. Rockefeller's self-discipline and caution against complacency were instilled in him during his formative years and remained a guiding force throughout his life. He understood that success required constant vigilance and a refusal to let up on the gas, even when things were going well. Rockefeller's introspective conversations with himself served as a reminder to stay grounded and focused, shaping him into the influential businessman and philanthropist he became.

    • John D. Rockefeller's early success in produce business during Civil WarRockefeller's strategic position, unwavering faith, and aggressive investment during the Civil War led to his initial wealth, which he later used to capitalize on the oil industry and become a tycoon. Demand for affordable kerosene fueled his success.

      John D. Rockefeller's early financial struggles during the civil war, despite his mistrust of bankers, played a significant role in his rise to wealth. As a young man, Rockefeller's strategic position in the produce business, coupled with his unwavering faith in the industry, allowed him to profit immensely during the war. This newfound wealth enabled him to capitalize on the emerging oil industry and eventually become a tycoon. It's essential to understand that Rockefeller's success was not just about being in the right place at the right time, but also about his unwavering belief in the industry's future and his ability to invest aggressively despite his earlier frugality. The demand for kerosene during this period, driven by urbanization and industrialization, further fueled Rockefeller's success as he made it an affordable commodity for everyone, setting him apart from his competitors.

    • John D. Rockefeller's hands-on approach to businessRockefeller's relentless pursuit of control and self-sufficiency led him to invest in the oil business, where he focused on every detail and constantly sought improvements, ultimately turning refining into the most profitable side of his business and paving the way for his monopoly.

      John D. Rockefeller's early approach to business involved a relentless pursuit of control and self-sufficiency. This is evident in his decision to invest in the oil business, where he agonized over every detail, from refinery location to the creation of byproducts from waste materials. Rockefeller's hands-on approach and willingness to do whatever it took to gain a competitive edge, such as securing preferential transportation rates and building his own barrels, helped him turn refining into the most profitable side of his business. His determination and ingenuity allowed him to overcome challenges and experience unprecedented success, despite the volatile nature of the oil industry. Rockefeller's commitment to controlling critical aspects of his business and constantly seeking improvements set the foundation for his eventual monopoly of the industry.

    • Betting big on long-term prospectsSuccessful individuals like Rockefeller bet heavily when they have the odds in their favor and believe in the long-term prospects of their business, surrounding themselves with trustworthy individuals and a strong team.

      Successful individuals, like John D. Rockefeller, bet heavily when they have the odds in their favor and believe in the long-term prospects of their business. Rockefeller, in the early days of the oil industry, was able to build a compounding defensible advantage due to his calculating and daring nature, reliability, shrewdness, and complete devotion to his business. He listened closely to others, learned humbly, and recruited talented individuals to join his team. Rockefeller's silent craft and habit of extended premeditation allowed him to spring surprises on his adversaries, as he wanted to be surrounded by trustworthy individuals and believed that the weak and immoral man was destined to be a poor businessman. Rockefeller's goal was not just to be a part of the industry, but to take it over, controlling everything, as he came in with the mindset of a robber baron. This approach led him to borrow a large sum of money to extend their business, angering his partners, but ultimately contributing to his success.

    • Frugality and boldness in businessJohn D. Rockefeller's success came from his unique blend of extreme frugality and bold expansion. He believed in saving money but also borrowing and spending heavily to grow his business. Despite opposition, Rockefeller's unyielding self-belief and determination allowed him to capitalize on opportunities and become a dominant figure in American business.

      John D. Rockefeller's success in the oil industry came from his unique combination of extreme frugality and boldness. He was unwilling to let his business waste money but was also willing to borrow and spend heavily on expansion. His partners found his behavior conflicting, but it was this daring design with cautious execution that propelled Rockefeller to become a major player in the industry. Facing opposition from his partners, Rockefeller demonstrated unyielding self-belief and the determination to either fix or leave flawed situations. This mindset allowed him to capitalize on the opportunities presented in post-Civil War America and establish himself as a dominant figure in American business. Rockefeller's focus on the oil business and its products, without venturing into outside areas, enabled him to perfect his organization and make the most of the extraordinary opportunities before him.

    • John D. Rockefeller's Monopoly of the Kerosene IndustryDuring the Civil War, Rockefeller disrupted the kerosene industry by cutting off competitors' supplies and optimizing production processes, leading to industry domination through cost reduction and long-term vision.

      During the time of the American Civil War, John D. Rockefeller saw an opportunity to monopolize the kerosene industry by cutting off competitors' supplies and reducing costs. This disruption led to kerosene becoming the economic staple, primed for a post-war boom. Rockefeller's relentless focus on lowering costs, from manufacturing barrels to optimizing production processes, gave him a significant advantage over competitors. His long-term vision, which contrasted with the short-term thinking of many other oilmen, ultimately led to his industry domination. Despite the stress and uncertainty of building a business in a new industry, Rockefeller's unwavering commitment to innovation and efficiency paid off, turning money into his main asset and putting many competitors out of business.

    • Rockefeller's cash reserves fueled his success in oil industryRockefeller's abundant cash reserves enabled him to outbid competitors during financial panics and build the world's strongest industrial company with partner Henry Flagler.

      John D. Rockefeller's success in the oil industry was largely due to his abundant cash reserves, which allowed him to take advantage of financial panics and outbid competitors during downturns and booms alike. His impatience and intolerance for slowness also drove him to break away from his partners and form Standard Oil, where he assembled a dream team of business associates, including Henry Flagler, to help him build the world's strongest industrial company. Rockefeller's self-assurance notwithstanding, he recognized the value of having a trusted partner to share his vision, endorse his plans, and stiffen his resolve. Together, Rockefeller and Flagler revolutionized the oil industry, leaving a lasting impact on American business history.

    • Rockefeller and Flagler's Unethical Tactics in Early Standard OilDuring the Robber Barons era, Rockefeller and Flagler's aggressive tactics, including railroad manipulation, secret rebates, and pipeline partnerships, enabled Standard Oil to undercut competitors and dominate the industry, setting foundational business principles such as low-cost provision and efficient transportation networks.

      John D. Rockefeller and Henry Flagler, two key figures in the early days of Standard Oil, employed aggressive and unethical tactics to gain a competitive edge in the petroleum business. They manipulated railroad negotiations, obtained secret rebates, and even formed partnerships to create the first major pipeline network. This allowed them to significantly reduce their transportation costs and undercut their competitors, leading to their dominance in the industry. This period, known as the "Robber Barons" era, had few rules, and Rockefeller's ethics or lack thereof were crucial for his success. The foundation they laid down, including the importance of being the low-cost provider and having access to efficient transportation networks, continues to resonate in business today.

    • John D. Rockefeller's Strategic Business Decisions and Growth of the Oil MonopolyJohn D. Rockefeller's strategic business decisions, including early railroad rebates and relentless focus on efficiency, led to the creation of the world's largest oil monopoly, attracting investments from industry giants and setting him apart from peers with daily routines and rigorous budgeting.

      John D. Rockefeller's strategic business decisions, including his early adoption of railroad rebates and his relentless focus on efficiency, enabled him to build the world's largest oil monopoly. This vested interest in the oil industry's growth also attracted the attention of industry giants like Cornelius Vanderbilt, who later invested in Rockefeller's company. Rockefeller's refusal to compromise his terms and his unique work-life harmony approach set him apart from his peers. Despite the immense pressure to succeed, Rockefeller's daily routines and rigorous budgeting helped him manage the tensions and maintain productivity. His unwavering commitment to efficiency and growth led to the creation of one of history's most significant business empires.

    • Business leaders formed strategic alliances during economic instabilityDuring economic downturns, successful business leaders sought cooperation over competition to create monopolies, attract investors with long-term gains promises, and control industries through large-scale combinations, even if it meant breaking laws.

      During times of economic instability and industry-wide struggles, successful business leaders like John D. Rockefeller and J.P. Morgan saw the interconnectedness of their industries and sought to replace competition with cooperation through strategic alliances and long-term planning. This shift led to the creation of monopolies, such as Standard Oil, and the concept of large-scale corporations. Despite operating during an economic depression and offering shares to the public during an economic slump, these business leaders were able to attract investors by promising potential long-term gains, even if the market was uncertain. Rockefeller and Morgan saw competition as a destructive and inefficient force and favored large-scale combination as a more secure solution. Their ambition and determination to control their industries led them to skirt laws and incorporate to share sell shares to select outside investors, making them incredibly wealthy.

    • John D. Rockefeller's Early Successes in the Oil IndustryRockefeller's strategic leadership, courage, and stealth tactics enabled him to overcome competition and industry chaos, leading to monopolistic control in the oil industry.

      John D. Rockefeller's early days in the oil industry were marked by fierce competition and skepticism from established businessmen. Despite being ridiculed and facing financial downturns, Rockefeller's visionary leadership, courage, and strategic thinking allowed him to pay dividends of 105% in the first year and impose order in the chaotic industry. He employed stealth tactics, such as acquiring an oil buyer and raising capital during industry collapses, to gain an edge over competitors. Rockefeller's first major victory came in Cleveland, where he formed alliances with railroad companies and bought up refineries, creating the infamous "Cleveland Massacre." This event marked the beginning of Rockefeller's monopolistic strategies, which involved collusion, price manipulation, and the use of holding companies like the South Improvement Company. These tactics, although controversial and eventually exposed, set the stage for Rockefeller's domination of the oil industry.

    • John D. Rockefeller's Railroad MonopolyRockefeller used threats and deals to gain control of oil refining through a railroad monopoly, consolidating competition and ensuring profits for both parties.

      John D. Rockefeller, through his business acumen and ruthless efficiency, manipulated the railroad industry to grant him a near-monopoly in oil refining. By threatening to form a South Improvement Company (SIC) that would have given Rockefeller significant advantages over competitors, he instead struck a deal with the railroads, becoming their arbitrator and ensuring a predetermined share of oil traffic. This double cartel in oil and rails allowed Rockefeller to consolidate Cleveland's refineries, swallowing up most of his competitors within a month and a half. In exchange, he helped the railroads prosper, creating a win-win situation for both parties. Rockefeller's tactics, including valuable intel gathering and pressure tactics, demonstrate his hypercompetence and unyielding determination to dominate the industry.

    • John D. Rockefeller's Domination of the Oil IndustryRuthless business tactics, economies of scale, and long-term vision led John D. Rockefeller to dominate the oil industry through acquisitions, collusion, and innovation, ultimately creating a monopoly.

      John D. Rockefeller's ruthless business tactics, obsession with economies of scale, and relentless persistence allowed him to dominate the oil industry despite fierce competition. He used his vast resources to buy out competitors, build giant refineries, and collude with others to control prices. Rockefeller's confidence in his business acumen and long-term vision led him to make bold moves, even during economic downturns. His determination to control the entire industry ultimately led him to create Standard Oil, which became a monopoly. Rockefeller's story is a reminder of the power of persistence, innovation, and a long-term vision in business.

    • Expanding Businesses During Economic DownturnsDuring economic downturns, strategic acquisitions, conserving cash, maintaining secrecy, and focusing on being a low-cost producer can lead to business growth. Rockefeller's success during the 1873 panic is a testament to this approach.

      During times of economic downturn, there are opportunities for strategic growth. John D. Rockefeller, during the 1873 panic, saw the economic crisis as a chance to expand his oil business, Standard Oil. He bought rival companies at distressed sale prices, conserved cash, and maintained secrecy about his ownership. Rockefeller instructed his new acquisitions to continue operating under their original names and not reveal their new ownership. He also warned them against flaunting their newfound wealth. Rockefeller's management team was made up of talented individuals who were good enough to run their own businesses. He believed in cooperation rather than competition. Rockefeller bought refineries strategically, in railroad and shipping hubs, to negotiate excellent transportation rates. He moved quickly, buying up refineries and using their talent to acquire more. Rockefeller's success can be attributed to his intolerance of slowness, his ability to manufacture kerosene inexpensively, and his focus on being the low-cost producer. Rockefeller's playbook of buying, merging, and expanding quickly during economic downturns remains a valuable lesson for business leaders today.

    • John D. Rockefeller's Strategies for Monopolizing the Oil IndustryRockefeller's business strategies, including buying competitors and offering stock instead of cash, helped him monopolize the oil industry and kerosene market in his thirties. His long-term vision, efficiency, and smart decisions, like building oil tank cars and pipelines, ensured Standard Oil's dominance.

      John D. Rockefeller's relentless business strategies, including buying refineries under the guise of competition and offering stock instead of cash, allowed him to monopolize the American oil industry and the world kerosene market in his thirties. His long-term vision, efficiency, and smart decisions, such as building oil tank cars and pipelines, gave him control over multiple means of transport and ensured Standard Oil's unassailable position. Rockefeller's philosophy of secrecy and maintaining a stony expression helped him keep business deals under wraps and maintain an air of mystery. This combination of strategic thinking, persistence, and cunning made Rockefeller a legendary businessman and industrialist.

    • John D. Rockefeller's Leadership Style: Focus, Concentration, Delegation, and ExcellenceJohn D. Rockefeller, a legendary businessman, emphasized focus, concentration, delegation, and a passion for excellence to build one of the world's most successful businesses, Standard Oil.

      John D. Rockefeller, the industrialist and founder of Standard Oil, believed in the power of focus, concentration, and delegation to achieve success. He was known for his silence and reserved demeanor, which he equated with strength. Rockefeller valued hearing more than speaking, and he optimized his time for thinking and strategizing. He hired talented people and delegated tasks to them, believing that their abilities could help the company grow. Rockefeller's emphasis on excellence and efficiency permeated the organization, making Standard Oil a global powerhouse. He was a matchless executive who extended rationality from the top of his organization down to the lowest rung. Rockefeller's leadership style emphasized focus, concentration, delegation, and a passion for excellence, which helped him build one of the most successful businesses in history.

    • Rockefeller's Attention to Detail Saved ThousandsRockefeller's focus on small details, like using less solder, led to huge cost savings and contributed to his business success. Entrepreneurs should look for opportunities to optimize, even in the smallest ways.

      John D. Rockefeller, the industrialist behind Standard Oil, was known for his meticulous attention to detail and cost-cutting measures. An example of this is when he discovered that using one less drop of solder on each can resulted in fewer leaks, saving thousands of dollars in the long run. Rockefeller's ability to focus on even the smallest details contributed significantly to the success of his business. Additionally, he was a shrewd businessman who positioned himself to profit from market fluctuations and was always looking for more efficient ways to transport and sell his product. Rockefeller's unique combination of entrepreneurial instincts and managerial skills allowed him to create one of the first multinational corporations and leave a lasting impact on American business. Despite his formidable accomplishments, Rockefeller recognized the importance of spiritual refreshment and found inspiration in his church. Overall, Rockefeller's story serves as a reminder that even the smallest improvements can lead to significant savings and that a successful business leader must be both detail-oriented and adaptable.

    • Once Rockefeller set his mind to something, he pursued it relentlesslyRockefeller's unwavering determination and ability to adapt to new opportunities led to his immense success.

      Learning from the discussion about John D. Rockefeller is that once he set his mind to something, he pursued it with unwavering determination and faith. He was like a projectile that once launched could not be stopped or diverted. Rockefeller perfected the machinery of Standard Oil and once his task was done, he felt the need to pass the reins to younger men. The business no longer amused him, and he entered retirement just as the American automobile industry was taking off, making him even richer than before. This illustrates Rockefeller's ability to identify opportunities and move on when he felt the need to do so. Despite dedicating over 30 years to Standard Oil, he knew when it was time to step back and let the next generation take the lead. This unwavering determination and ability to adapt to new opportunities contributed significantly to Rockefeller's immense success.

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    (10:00) Prior to World War 1 wristwatches for men did not exist.

    (11:00) Business is problems. The best companies are just effective problem solving machines.

    (12:00) My personal opinion is that pocket watches will almost completely disappear and that wrist watches will replace them definitively! I am not mistaken in this opinion and you will see that I am right." —Hans Wilsdorf, 1914

    (14:00) The highest order bit is belief: I had very early realized the manifold possibilities of the wristlet watch and, feeling sure that they would materialize in time, I resolutely went on my way. Rolex was thus able to get several years ahead of other watch manufacturers who persisted in clinging to the pocket watch as their chief product.

    (16:00) Clearly, the companies for whom the economics of twenty-four-hour news would have made the most sense were the Big Three broadcasters. They already had most of what was needed— studios, bureaus, reporters, anchors almost everything but a belief in cable.   —  Ted Turner's Autobiography (Founders #327)

    (20:00) Business Breakdowns #65 Rolex: Timeless Excellence

    (27:00)   Rolex was effectively the first watch brand to have real marketing dollars put behind a watch. Rolex did this in a concentrated way and they've continued to do it in a way that is simply just unmatched by others in their industry.

    (28:00) It's tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn't cut their ads had, in the recovery, captured the most market share. So we didn't cut our ad budget. In fact, we raised it to gain brand recognition, which continued advertising sustains. — Four Seasons: The Story of a Business Philosophy by Isadore Sharp. (Founders #184)

    (32:00) Social proof is a form of leverage. — Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger. (Founders #329)

    (34:00) What really matters is Hans understood the opportunity better than anybody else, and invested heavily in developing the technology to bring his ideas to fruition.

    (35:00) On keeping the main thing the main thing for decades: In developing and extending my business, I have always had certain aims in mind, a course from which I never deviated.

    (41:00) Rolex wanted to only be associated with the best. They ran an ad with the headline: Men who guide the destinies of the world, where Rolex watches.

    (43:00) Opportunity creates more opportunites. The Oyster unlocked the opportunity for the Perpetual.

    (44:00) The easier you make something for the customer, the larger the market gets: “My vision was to create the first fully packaged computer. We were no longer aiming for the handful of hobbyists who liked to assemble their own computers, who knew how to buy transformers and keyboards. For every one of them there were a thousand people who would want the machine to be ready to run.” — Steve Jobs

    (48:00) More sources:

    Rolex Jubilee: Vade Mecum by Hans Wilsdorf

    Rolex Magazine: The Hans Wilsdorf Years

    Hodinkee: Inside the Manufacture. Going Where Few Have Gone Before -- Inside All Four Rolex Manufacturing Facilities 

    Vintage Watchstraps Blog: Hans Wilsdorf and Rolex

    Business Breakdowns #65 Rolex: Timeless Excellence

    Luxury Strategy: Break the Rules of Marketing to Build Luxury Brands by Jean Noel Kapferer and Vincent Bastien 

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    #350 How To Sell Like Steve Jobs

    #350 How To Sell Like Steve Jobs

    What I learned from reading The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience by Carmine Gallo 

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    (1:00) You've got to start with the customer experience and work back toward the technology—not the other way around.  —Steve Jobs in 1997

    (6:00) Why should I care = What does this do for me?

    (6:00) The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy.  (Founders #348)

    (7:00) Easy to understand, easy to spread.

    (8:00) An American Saga: Juan Trippe and His Pan Am Empire by Robert Daley 

    (8:00) The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen. (Founders #255)

    (9:00)  love how crystal clear this value proposition is. Instead of 3 days driving on dangerous road, it’s 1.5 hours by air. That’s a 48x improvement in time savings. This allows the company to work so much faster. The best B2B companies save businesses time.

    (10:00) Great Advertising Founders Episodes:

    Albert Lasker (Founders #206)

    Claude Hopkins (Founders #170 and #207)

    David Ogilvy (Founders #82, 89, 169, 189, 306, 343) 

    (12:00) Advertising which promises no benefit to the consumer does not sell, yet the majority of campaigns contain no promise whatever. (That is the most important sentence in this book. Read it again.) — Ogilvy on Advertising 

    (13:00) Repeat, repeat, repeat. Human nature has a flaw. We forget that we forget.

    (19:00) Start with the problem. Do not start talking about your product before you describe the problem your product solves.

    (23:00) The Invisible Billionaire: Daniel Ludwig by Jerry Shields. (Founders #292)

    (27:00) Being so well known has advantages of scale—what you might call an informational advantage.

    Psychologists use the term social proof. We are all influenced-subconsciously and, to some extent, consciously-by what we see others do and approve.

    Therefore, if everybody's buying something, we think it's better.

    We don't like to be the one guy who's out of step.

    The social proof phenomenon, which comes right out of psychology, gives huge advantages to scale.

    —  the NEW Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger (Founders #329)

    (29:00) Marketing is theatre.

    (32:00) Belief is irresistible. — Shoe Dog: A Memoir by the Creator of Nike by Phil Knight.  (Founders #186)

    (35:00) I think one of the things that really separates us from the high primates is that we’re tool builders. I read a study that measured the efficiency of locomotion for various species on the planet. The condor used the least energy to move a kilometer. And, humans came in with a rather unimpressive showing, about a third of the way down the list. It was not too proud a showing for the crown of creation. So, that didn’t look so good. But, then somebody at Scientific American had the insight to test the efficiency of locomotion for a man on a bicycle. And, a man on a bicycle, a human on a bicycle, blew the condor away, completely off the top of the charts.

    And that’s what a computer is to me. What a computer is to me is it’s the most remarkable tool that we’ve ever come up with, it’s the equivalent of a bicycle for our minds.

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    #349 How Steve Jobs Kept Things Simple

    #349 How Steve Jobs Kept Things Simple

    What I learned from reading Insanely Simple: The Obsession That Drives Apple's Success by Ken Segall. 

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    (1:30) Steve wanted Apple to make a product that was simply amazing and amazingly simple.

    (3:00) If you don’t zero in on your bureaucracy every so often, you will naturally build in layers. You never set out to add bureaucracy. You just get it. Period. Without even knowing it. So you always have to be looking to eliminate it.  — Sam Walton: Made In America by Sam Walton. (Founders #234)

    (5:00) Steve was always easy to understand. He would either approve a demo, or he would request to see something different next time. Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.  — Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (7:00) Watch this video. Andy Miller tells GREAT Steve Jobs stories

    (10:00) Many are familiar with the re-emergence of Apple. They may not be as familiar with the fact that it has few, if any parallels.
    When did a founder ever return to the company from which he had been rudely rejected to engineer a turnaround as complete and spectacular as Apple's? While turnarounds are difficult in any circumstances they are doubly difficult in a technology company. It is not too much of a stretch to say that Steve founded Apple not once but twice. And the second time he was alone. 

    —  Return to the Little Kingdom: Steve Jobs and the Creation of Appleby Michael Moritz.

    (15:00) If the ultimate decision maker is involved every step of the way the quality of the work increases.

    (20:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes. We just did the work. Processes came later. All of these things had never been done before. Walt had gathered up all these people who had never designed a theme park, a Disneyland. So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything. We just worked and Walt just walked around and had suggestions." — Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #347)

    (23:00) The further you get away from 1 the more complexity you invite in.

    (25:00) Your goal: A single idea expressed clearly.

    (26:00) Jony Ive: Steve was the most focused person I’ve met in my life

    (28:00) Editing your thinking is an act of service.

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    Michael Jordan In His Own Words

    Michael Jordan In His Own Words

    What I learned from reading Driven From Within by Michael Jordan and Mark Vancil. 

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    Episode Outline: 

    Players who practice hard when no one is paying attention play well when everyone is watching.

    It's hard, but it's fair. I live by those words. 

    To this day, I don't enjoy working. I enjoy playing, and figuring out how to connect playing with business. To me, that's my niche. People talk about my work ethic as a player, but they don't understand. What appeared to be hard work to others was simply playing for me.

    You have to be uncompromised in your level of commitment to whatever you are doing, or it can disappear as fast as it appeared. 

    Look around, just about any person or entity achieving at a high level has the same focus. The morning after Tiger Woods rallied to beat Phil Mickelson at the Ford Championship in 2005, he was in the gym by 6:30 to work out. No lights. No cameras. No glitz or glamour. Uncompromised. 

    I knew going against the grain was just part of the process.

    The mind will play tricks on you. The mind was telling you that you couldn't go any further. The mind was telling you how much it hurt. The mind was telling you these things to keep you from reaching your goal. But you have to see past that, turn it all off if you are going to get where you want to be.

    I would wake up in the morning thinking: How am I going to attack today?

    I’m not so dominant that I can’t listen to creative ideas coming from other people. Successful people listen. Those who don’t listen, don’t survive long.

    In all honesty, I don't know what's ahead. If you ask me what I'm going to do in five years, I can't tell you. This moment? Now that's a different story. I know what I'm doing moment to moment, but I have no idea what's ahead. I'm so connected to this moment that I don't make assumptions about what might come next, because I don't want to lose touch with the present. Once you make assumptions about something that might happen, or might not happen, you start limiting the potential outcomes. 

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    Founders
    en-usMay 12, 2024

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    What I learned from reading The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy. 

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    Episode Outline: 

    1. Ivar was charismatic. His charisma was not natural. Ivar spent hours every day just preparing to talk. He practiced his lines for hours like great actors do.

    2. Ivar’s first pitch was simple, easy to understand, and legitimate: By investing in Swedish Match, Americans could earn profits from a monopoly abroad.

    3. Joseph Duveen noticed that Europe had plenty of art and America had plenty of money, and his entire astonishing career was the product of that simple observation. — The Days of Duveen by S.N. Behrman.  (Founders #339 Joseph Duveen: Robber Baron Art Dealer)

    4. Ivar studied Rockefeller and Carnegie: Ivar's plan was to limit competition and increase profits by securing a monopoly on match sales throughout the world, mimicking the nineteenth century oil, sugar, and steel trusts.

    5. When investors were manic, they would purchase just about anything. But during the panic that inevitably followed mania, the opposite was true. No one would buy.

    6. The problem isn’t getting rich. The problem is staying sane. — Charlie Munger

    7. Ivar understood human psychology. If something is limited and hard to get to that increases desire. This works for both products (like a Ferrari) and people (celebrities). Ivar was becoming a business celebrity.

    8.  I’ve never believed in risking what my family and friends have and need in order to pursue what they don't have and don't need. — The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227)

    9. Great ideas are simple ideas: Ivar hooked Durant with his simple, brilliant idea: government loans in exchange for match monopolies.

    10. Ivar wrote to his parents, "I cannot believe that I am intended to spend my life making money for second-rate people. I shall bring American methods back home. Wait and see - I shall do great things. I'm bursting with ideas. I am only wondering which to carry out first."

    11. Ivar’s network of companies was far too complex for anyone to understand: It was like a corporate family tree from hell, and it extended into obscurity.

    12. “Victory in our industry is spelled survival.”   —Steve Jobs

    13. Ivar's financial statements were sloppy and incomplete. Yet investors nevertheless clamored to buy his securities.

    14. As more cash flowed in the questions went away. This is why Ponzi like schemes can last so long. People don’t want to believe. They don’t want the cash to stop.

    15. A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders #222)

    16.  A summary of Charlie Munger on incentives:

    1. We all underestimate the power of incentives.
    2. Never, ever think about anything else before the power of incentives.
    3. The most important rule: get the incentives right.

    17. This is nuts! Fake phones and hired actors!

    Next to the desk was a table with three telephones. The middle phone was a dummy, a non-working phone that Ivar could cause to ring by stepping on a button under the desk. That button was a way to speed the exit of talkative visitors who were staying too long. Ivar also used the middle phone to impress his supporters. When Percy Rockefeller visited Ivar pretended to receive calls from various European government officials, including Mussolini and Stalin. That evening, Ivar threw a lavish party and introduced Rockefeller to numerous "ambassadors" from various countries, who actually were movie extras he had hired for the night.

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    #347 How Walt Disney Built His Greatest Creation: Disneyland

    #347 How Walt Disney Built His Greatest Creation: Disneyland

    What I learned from reading Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. 

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    (8:00) When in 1955 we heard that Disney had opened an amusement park under his own name, it appeared certain that we could not look forward to anything new from Mr. Disney.

    We were quite wrong.

    He had, instead, created his masterpiece.

    (13:00) This may be the greatest product launch of all time: He had run eight months of his television program. He hadn't named his new show Walt Disney Presents or The Wonderful World of Walt Disney.

    It was called simply Disneyland, and every weekly episode was an advertisement for the still unborn park.

    (15:00) Disneyland is the extension of the powerful personality of one man.

    (15:00) The creation of Disneyland was Walt Disney’s personal taste in physical form.

    (24:00) How strange that the boss would just drop it. Walt doesn’t give up. So he must have something else in mind.

    (26:00) Their mediocrity is my opportunity. It is an opportunity because there is so much room for improvement.

    (36:00) Roy Disney never lost his calm understanding that the company's prosperity rested not on the rock of conventional business practices, but on the churning, extravagant, perfectionist imagination of his younger brother.

    (41:00) Walt Disney’s decision to not relinquish his TV rights to United Artists was made in 1936. This decision paid dividends 20 years later. Hold on. Technology -- developed by other people -- constantly benefited Disney's business. Many such cases in the history of entrepreneurship.

    (43:00) Walt Disney did not look around. He looked in. He looked in to his personal taste and built a business that was authentic to himself.

    (54:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes.

    We just did the work. Processes came later. All of these things had never been done before.

    Walt had gathered up all these people who had never designed a theme park, a Disneyland.

    So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything.

    We just worked and Walt just walked around and had suggestions."

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    #346 How Walt Disney Built Himself

    #346 How Walt Disney Built Himself

    What I learned from rereading Walt Disney: The Triumph of the American Imagination by Neal Gabler. 

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    (2:00) Disney’s key traits were raw ingenuity combined with sadistic determination.

    (3:00) I had spent a lifetime with a frustrated, and often unemployed man, who hated anybody who was successful. 

    Francis Ford Coppola: A Filmmaker's Life by Michael Schumacher. (Founders #242)

    (6:00) Disney put excelence before any other consideration.

    (11:00) Maybe the most important thing anyone ever said to him: You’re crazy to be a professor she told Ted. What you really want to do is draw. Ted’s notebooks were always filled with these fabulous animals. So I set to work diverting him. Here was a man who could draw such pictures. He should earn a living doing that. 

    Becoming Dr. Seuss: Theodor Geisel and the Making of an American Imagination by Brian Jay Jones. (Founders #161)

    (14:00) A quote about Edwin Land that would apply to Walt Disney too:

    Land had learned early on that total engrossment was the best way for him to work. He strongly believed that this kind of concentrated focus could also produce extraordinary results for others. Late in his career, Land recalled that his “whole life has been spent trying to teach people that intense concentration for hour after hour can bring out in people resources they didn’t know they had.”  A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein. (Founders #134)

    (15:00) My parents objected strenuously, but I finally talked them into letting me join up as a Red Cross ambulance driver. I had to lie about my age, of course. 

    In my company was another fellow who had lied about his age to get in. He was regarded as a strange duck, because whenever we had time off and went out on the town to chase girls, he stayed in camp drawing pictures.

    His name was Walt Disney.

    Grinding It Out: The Making of McDonald's by Ray Kroc. (Founders #293)

    (20:00) Walt Disney had big dreams. He had outsized aspirations.

    (22:00) A quote from Edwin Land that would apply to Walt Disney too: My motto is very personal and may not fit anyone else or any other company. It is: Don't do anything that someone else can do.

    (24:00) Walt Disney seldom dabbled. Everyone who knew him remarked on his intensity; when something intrigued him, he focused himself entirely as if it were the only thing that mattered.

    (29:00) He had the drive and ambition of 10 million men.

    (29:00) I'm going to sit tight. I have the greatest opportunity I've ever had, and I'm in it for everything.

    (31:00) He seemed confident beyond any logical reason for him to be so. It appeared that nothing discouraged him.

    (31:00) You have to take the hard knocks with the good breaks in life.

    (32:00) Nothing wrong with my aim, just gotta change the target. — Jay Z

    (35:00) He sincerely wanted to be counted among the best in his craft.

    (43:00) He didn't want to just be another animation producer. He wanted to be the king of animation. Disney believed that quality was his only real advantage.

    (47:00) Walt Disney wanted domination. Domination that would make his position unassailable.

    (49:00) Disney was always trying to make something he could be proud of.

    (50:00) We have a habit of divine discontent with our performance. It is an antidote to smugness.

    Eternal Pursuit of Unhappiness: Being Very Good Is No Good,You Have to Be Very, Very, Very, Very, Very Good by David Ogilvy and Ogivly & Mather.  (Founders #343)

    (53:00) While it is easy, of course, for me to celebrate my doggedness now and say that it is all you need to succeed, the truth is that it demoralized me terribly. I would crawl into the house every night covered in dust after a long day, exhausted and depressed because that day's cyclone had not worked. There were times when I thought it would never work, that I would keep on making cyclone after cyclone, never going forwards, never going backwards, until I died.

    Against the Odds: An Autobiography by James Dyson (Founders #300)

    (56:00) He doesn't place a premium on collecting friends or socializing: "I don't believe in 50 friends. I believe in a smaller number. Nor do I care about society events. It's the most senseless use of time. When I do go out, from time to time, it's just to convince myself again that I'm not missing a lot."

    The Red Bull Story by Wolfgang Fürweger (Founders #333)

    (1:02:00) Steve was at the center of all the circles.

    He made all the important product decisions.

    From my standpoint, as an individual programmer, demoing to Steve was like visiting the Oracle of Delphi.

    The demo was my question. Steve's response was the answer.

    While the pronouncements from the Greek Oracle often came in the form of confusing riddles, that wasn't true with Steve.

    He was always easy to understand.

    He would either approve a demo, or he would request to see something different next time.

    Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.

    He was always trying to ensure the products were as intuitive and straightforward as possible, and he was willing to invest his own time, effort, and influence to see that they were.

    Through looking at demos, asking for specific changes, then reviewing the changed work again later on and giving a final approval before we could ship, Steve could make a product turn out like he wanted.

    Much like the Greek Oracle, Steve foretold the future.

    Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (1:07:00) He griped that when he hired veteran animators he had to “put up with their Goddamn poor working habits from doing cheap pictures.” He believed it was easier to start from scratch with young art students and indoctrinate them in the Disney system.

    (1:15:00) I don’t want to be relagated to the cartoon medium. We have worlds to conquer here.

    (1:17:00) Advice Henry Ford gave Walt Disney about selling his company: If you sell any of it you should sell all of it.

    (1:23:00) He kept a slogan pasted inside of his hat: You can’t top pigs with pigs. (A reminder that we have to keep blazing new trails.)

    (1:25:00) Disney’s Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow.

    (1:33:00) It is the detail. If we lose the detail, we lose it all.

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    Related Episodes

    #254 John D. Rockefeller: The Founding Father of the Rockefellers

    #254 John D. Rockefeller: The Founding Father of the Rockefellers

    What I learned from reading John D: The Founding Father of the Rockefellers by David Freeman Hawke.

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    [0:07] He transmitted messages in code and secrecy covered all of his operations.

    [0:39]  Rockefeller compared himself to Napoleon.

    [2:20] He could think quicker and along more individual and original lines than any of them.

    [2:35] It is always hard to successfully control what you don't understand.

    [3:32] Titan: The Life of John D. Rockefeller by Ron Chernow. (Founders #248)

    [7:27] By the time I was a man — long before it —I had learned the underlying principles of business and the rules of business as well as many men acquire them by the time they are 40. I needed no one to advise me about the nature of transactions with which I had been carrying on since childhood.

    [8:59] Random Reminiscences of Men and Events by John D. Rockefeller. (Founders #148)

    [10:55] You should try to expose yourself to experiences that are slightly ahead of your skillset or understanding and you should do so constantly.

    [13:48] A veteran of long-distance provider MCI, Price came to Amazon in 1999. He blundered early by suggesting in a meeting that Amazon executives who traveled frequently should be permitted to fly business-class. Bezos often said he wanted his colleagues to speak their minds, but at times it seemed he did not appreciate being personally challenged. “You would have thought I was trying to stop the Earth from tilting on its axis,” Price says, recalling that moment with horror years later. “Jeff slammed his hand on the table and said, ‘That is not how an owner thinks! That’s the dumbest idea I’ve ever heard.’ — The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone (Founders #179)

    [18:42] He saw that posted rates, supposedly fixed, could also be negotiated. All was not as it seemed on the outside.

    [20:45] He was the greatest borrower I ever saw.

    [22:12] What if the president of a bank refused to make me a loan? That was nothing. That made no difference to me; simply meant that I must look elsewhere until I got what I wanted.

    [26:07] Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)

    [26:41] Lost from view is the Rockefeller that Cleveland knew in the 1860s— a vigorous, alert gentleman with a quiet, but extraordinary personality.

    [29:10] Small egos do not build giant companies.

    [30:23] When Money Was In Fashion: Henry Goldman, Goldman Sachs, and the Founding of Wall Street by June Breton Fisher. (Founders #255)

    [33:10] The customer-experience path we've chosen requires us to have an efficient cost structure. The good news for shareowners is that we see much opportunity for improvement in that regard. Everywhere we look we find what experienced Japanese manufacturers would call muda, or waste.* I find this incredibly energizing. I see it as potential-years and years of variable and fixed productivity gains and more efficient, higher velocity, more flexible capital expenditures. — Invent and Wander: The Collected Writings of Jeff Bezos (Founders #155)

    [34:54] Other refiners groused about these restrictions, but in general they accepted them as facts to live with. Rockefeller refused to do so.

    [38:55] Last Train to Paradise: Henry Flagler and the Spectacular Rise and Fall of the Railroad that Crossed an Ocean by Les Standiford. (Founders #247)

    [40:15] You don’t want turnover on your core product team. Knowledge compounds. Don’t interrupt the compounding. — Softwar: An Intimate Portrait of Larry Ellison and Oracle by Matthew Symonds (Founders #124)

    [47:47] 1. You raise money so you can increase production. 2. Use your increased production to get better rates on transportation than other refiners. 3. Use your increased profits —because you have better transportation —to buy your competitors. 4. You continue to find secret sources of income.

    [55:23] Most simply doubted that Rockefeller's plan would work. John, it cannot be done, they said.

    [56:13] It was ruthless efficiency and hyper competence.

    [1:00:07] Rockefeller loves secret allies.

    [1:00:31] The secret ownership of other companies was so well preserved that often a refiner enraged by Standard’s ruthless tactics would refuse its offer to buy him out and sell instead to a local competitor—unaware that he had in fact sold out to Standard.

    [1:02:01] He believed that Standard Oil stock is the most valuable thing in the world to own and always bought more of it.

    [1:05:57] Check out how Rockefeller turns an expense into a profit center: Standard purchased a half interest in Chess, Carley & Company, the largest distributor of refined oil to the South and Southwest. Together they purchased a number of the newly introduced bulk tank cars. Chess-Carley shipped turpentine from southern pine forests to Cleveland, where the cars were emptied and the turpentine was sold in the local market. The tank cars were then filled with kerosene and sent back to Louisville for distribution. In a single swoop the huge expense of shipment by barrels had been eliminated.

    [1:09:22] He proceeded in the same steady, methodical way that a farmer plowed a field.

    [1:13:47] The danger Potts and the Pennsylvania railroad posed to his creation convinced Rockefeller that the time had come to pick a fight with the world's largest industrial corporation.

    [1:23:20] Rockefeller would have horse-drawn carriages drive up and down the streets and sell oil directly.

    [1:28:28] I think it is fair to say that the strong men who were competitors in the oil refining business, the aggressive men in the best financial condition, and the most intelligent, indeed the class of men who would be most likely to survive in the competitive struggle, were the men who were most likely to take up our idea of cooperation.

    [1:33:09] Dark Genius of Wall Street: The Misunderstood Life of Jay Gould, King of the Robber Barons by Edward J. Renehan Jr.

    [1:35:38] Jay Gould was the single most unsettling force ever to appear on the American industrial scene.

    [1:36:22] Among wheelers and dealers of his day Gould had no peer.

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    #255 Sam Zemurray (Banana King)

    #255 Sam Zemurray (Banana King)

    What I learned from rereading The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen.

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    [0:47] This story can shock and infuriate us, and it does. But I found it invigorating, too. It told me that the life of the nation was written not only by speech-making grandees in funny hats but also by street-corner boys, immigrant strivers, crazed and driven, some with one good idea, some with thousands, willing to go to the ends of the earth to make their vision real.

    [4:56] Tycoon's War: How Cornelius Vanderbilt Invaded a Country to Overthrow America's Most Famous Military Adventurer by Stephen Dando-Collins (Founders #55)

    [6:00] Unlike Vanderbilt's other adversaries William Walker was not afraid of Cornelius when he should have been.

    [8:21] The immigrants of that era could not afford to be children.

    [8:42] The Adventures of Herbie Cohen: World's Greatest Negotiator by Rich Cohen

    [8:54] He was driven by the same raw energy that has always attracted the most ambitious to America, then pushed them to the head of the crowd. Grasper, climber-nasty ways of describing this kid, who wants what you take for granted. From his first months in America, he was scheming, looking for a way to get ahead. You did not need to be a Rockefeller to know the basics of the dream: Start at the bottom, fight your way to the top.

    [10:01] There is no problem you can't solve if you understand your business from A to Z.

    [13:08]  Sam spotted an opportunity where others saw nothing.

    [14:17] As far as he was concerned, ripes were considered trash only because Boston Fruit and similar firms were too slow-footed to cover ground. It was a calculation based on arrogance. I can be fast where others have been slow. I can hustle where others have been satisfied with the easy pickings of the trade.

    [14:42] The kid on the streets is getting a shot at a dream. He sees the guy who gets rich and thinks, yep, that'll be me. He ignores the other stories going around.  // There's no way to quantify all that on a spreadsheet, but it's that dream of being the exception, the one who gets rich and gets out before he gets got that's the key to a hustler's motivation. Decoded by Jay Z. (Founders #238)

    [22:36] He was pure hustle.

    [24:15] Preston later spoke of Zemurray with admiration. He said the kid from Russia was closer in spirit to the banana pioneers than anyone else working. "He's a risk taker," Preston explained, “he's a thinker, and he's a doer.”

    [26:33] They don't write books about people that stopped there.

    [28:48] Titan: The Life of John D. Rockefeller by Ron Chernow (Founders #248) and John D: The Founding Father of the Rockefellers by David Freeman Hawke. (#254)

    [30:22] He seemed to strive for the sake of striving.

    [30:44] If you're on a mans side you stay on that mans side or you're no better than a goddamn animal.

    [31:11] The world is a mere succession of fortunes made and lost, lessons learned and forgotten and learned again.

    [35:41] A man whose commitment could not be questioned, who fed his own brothers to the jungle.

    [36:00] The Forgotten Highlander: An Incredible WWII Story of Survival in the Pacificby Alistair Urquhart.

    [37:02] Why the Founders of United Fruit were the Rockefellers of bananas.

    [43:23] He kept quiet because talking only drives up the price.

    [44:19] There are times when certain cards sit unclaimed in the common pile, when certain properties become available that will never be available again. A good businessman feels these moments like a fall in the barometric pressure. A great businessman is dumb enough to act on them even when he cannot afford to.

    [49:30] He believed in the transcendent power of physical labor—that a man can free his soul only by exhausting his body.

    [58:04] He disdained bureaucracy and hated paperwork. So seldom did he dictate a letter that he requires no full-time secretary.

    [1:00:01] He was respected because he understood the trade. By the time he was 40 he had served in every position. There was not a job he could not do nor a task he could not accomplish. He considered it a secret of his success.

    [1:01:02] Rick Rubin: In the Studio by Jake Brown. (Founders #245)

    [1:04:00] Zemurray was the founder, forever on the attack, at work, in progress, growing by trial and error.

    [1:06:44] Here was a self-made man, filled with the most dangerous kind of confidence: he had done it before and believed he could do it again. This gave him the air of a berserker, who says, If you're going to fight me, you better kill me. If you’ve ever known such a person, you will recognize the type at once. If he does not say much, it's because he considers small talk a weakness. Wars are not won by running your mouth. I'm describing a once essential American type that has largely vanished. Men who channeled all their love and fear into the business, the factory, the plantation, the shop.

    [1:07:44] Founder Mentality vs Big Company Mentality: When this mess of deeds came to light, United Fruit did what big bureaucracy-heavy companies always do: hired lawyers and investigators to search every file for the identity of the true owner. This took months. In the meantime, Zemurray, meeting separately with each claimant, simply bought the land from them both. He bought it twice paid a little more, yes, but if you factor in the cost of all those lawyers, probably still spent less than United Fruit and came away with the prize.

    [1:09:04] His philosophy: Get up first, work harder, get your hands in the dirt and blood in your eyes.

    [1:13:02] For every move there is a counter move. For every disaster there is a recovery. He never lost faith in his own agency.

    [1:13:57] A man focused on the near horizon of costs can sometimes lose sight of the far horizon of potential windfall.

    [1:16:22] You gentlemen have been fucking up this business long enough. I'm going to straighten it out.

    [1:19:03] In a time of crisis the mere evidence of activity can be enough to get things moving.

    [1:19:42] Zemurray was never heard to bitch or justify. He was a member of a generation that lived by the maxim: Never complain, never explain.

    [1:23:08] The Father of Spin: Edward L. Bernays and the Birth of Public Relations by Larry Tye

    [1:24:14] He should link his private interest to a public cause.

    [1:25:32] In almost every act of our daily lives, whether in the sphere of politics or business, in our social conduct or our ethical thinking, we are dominated by the relatively small number of persons who understand the mental processes and social patterns of the masses, who harness old social forces and contrive new ways to bind and guide the world.

    [1:28:28] Sam's defining characteristic was his belief in his own agency, his refusal to despair. No story is without the possibility of redemption; with cleverness and hustle, the worst can be overcome. I can't help but feel that we would do well by emulating Sam Zemurray–not the brutality or the conquest, but the righteous anger that sent the striver into the boardroom of laughing elites, waving his proxies, shouting, "You gentlemen have been fucking up this business long enough. I'm going to straighten it out.

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    — Gareth

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    #249 Steve Jobs In His Own Words

    #249 Steve Jobs In His Own Words

    What I learned from reading I, Steve: Steve Jobs In His Own Words by George Beahm.

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    [1:05]

    On Steve Jobs

    #5 Steve Jobs: The Biography
    #19 Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader
    #76 Return To The Little Kingdom: Steve Jobs and The Creation of Apple
    #77 Steve Jobs & The NeXT Big Thing
    #204 Inside Steve Jobs' Brain
    #214 Steve Jobs: The Exclusive Biography
    #235 To Pixar And Beyond: My Unlikely Journey with Steve Jobs to Make Entertainment History

    Bonus Episodes on Steve Jobs

    Insanely Simple: The Obsession That Drives Apple's Success (Between #112 and #113)
    Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs (Between #110 and #111)

    On Jony Ive and Steve Jobs

    #178 Jony Ive: The Genius Behind Apple's Greatest Products

    On Ed Catmull and Steve Jobs

    #34 Creativity Inc: Overcoming The Unseen Forces That Stand In The Way of True Inspiration

    On Steve Jobs and several other technology company founders

    #157 The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution

    #208 In the Company of Giants: Candid Conversations With the Visionaries of the Digital World

    [3:13] We're not going to be the first to this party, but we're going to be the best.

    [4:54] Company Focus: We do no market research. We don't hire consultants. We just want to make great products.

    [5:06] The roots of Apple were to build computers for people, not for corporations. The world doesn't need another Dell or Compaq.

    [5:52] Nearly all the founders I’ve read about have a handful of ideas/principles that are important to them and they just repeat and pound away at them forever.

    [7:00] You can oftentimes arrive at some very elegant and simple solutions. Most people just don't put in the time or energy to get there.

    [8:09] I think of Founders as a tool for working professionals. And what that tool does is it gets ideas from the history of entrepreneurship into your brain so then you can use them in your work. It just so happens that a podcast is a great way to achieve that goal.

    [8:48] Tim Ferriss Podcast #596 with Ed Thorp

    [8:50] A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders 222)

    [10:43] In most people's vocabularies, design means veneer. It's interior decorating. It's the fabric of the curtains and the sofa. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service.

    [12:05] The Essential Difference: The Lisa people wanted to do something great. And the Mac people want to do something insanely great. The difference shows.

    [14:21] Sure, what we do has to make commercial sense, but it's never the starting point. We start with the product and the user experience.

    [15:57] Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli. (Founders #19)

    [16:41] We had a passion to do this one simple thing.

    [16:51] And that's really important because he's saying I wasn't trying to build the biggest company. I wasn't trying to build a trillion dollar company. It wasn't doing any of that. Those things happen later as a by-product of what I was actually focused on, which is just building the best computer that I wanted to use.

    [17:14] In the Company of Giants: Candid Conversations With the Visionaries of the Digital World by Rama Dev Jager and Rafael Ortiz.  (Founders #208 )

    [17:41] It comes down to trying to expose yourself to the best things that humans have done and then try to bring those things in to what you're doing. Picasso had a saying: good artists copy, great artists steal. And we have always been shameless about stealing great ideas.

    [20:29] Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets.

    [21:06]  A Mind at Play: How Claude Shannon Invented the Information Age by Jimmy Soni and Rob Goodman (Founders #95) “A very small percentage of the population produces the greatest proportion of the important ideas. There are some people if you shoot one idea into the brain, you will get half an idea out. There are other people who are beyond this point at which they produce two ideas for each idea sent in.”

    [22:29] Edwin land episodes:

    Insisting On The Impossible: The Life of Edwin Land and Instant: The Story of Polaroid (Founders #40)

    The Instant Image: Edwin Land and The Polaroid Experience by Mark Olshaker. (Founders #132)

    Land’s Polaroid: A Company and The Man Who Invented It by Peter C. Wensberg. (Founders #133)

    A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald K. Fierstein. (Founders #134)

    [25:01] Macintosh was basically this relatively small company in Cupertino, California, taking on the goliath, IBM, and saying "Wait a minute, your way is wrong. This is not the way we want computers to go. This is not the legacy we want to leave. This is not what we want our kids to be learning. This is wrong and we are going to show you the right way to do it and here it is and it is so much better.

    [27:47] Jony Ive: The Genius Behind Apple's Greatest Productsby Leander Kahney. (
    (Founders #178)

    [29:00] Enzo Ferrari: Power, Politics, and the Making of an Automobile Empire by Luca Dal Monte (Founders #98)

    [34:39] On meeting his wife, Laurene: I was in the parking lot, with the key in the car, and I thought to myself: If this is my last night on earth, would I rather spend it at a business meeting or with this woman? I ran across the parking lot, asked her if she'd have dinner with me. She said yes, we walked into town, and we've been together ever since.

    [37:26] It's not about pop culture, and it's not about fooling people, and it's not about convincing people that they want something they don't. We figure out what we want. And I think we're pretty good at having the right discipline to think through whether a lot of other people are going to want it, too. That's what we get paid to do.

    [41:29] Constellation Software Inc. President's Letters by Mark Leonard. (Founders #246)

    [42:30] Made in Japan: Akio Morita and Sony by Akio Morita. (Founders #102)

    [44:36] Victory in our industry is spelled survival.

    [45:21] Once you get into the problem you see that it's complicated, and you come up with all these convoluted solutions. That's where most people stop, and the solutions tend to work for a while. But the really great person will keep going, find the underlying problem, and come up with an elegant solution that works on every level.

    [48:15] Churchill by Paul Johnson (Founders #225)

    [48:25] I would trade all my technology for an afternoon with Socrates.

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers. ”— Gareth

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    #247 Henry Flagler (Rockefeller's partner)

    #247 Henry Flagler (Rockefeller's partner)

    What I learned from reading Last Train to Paradise: Henry Flagler and the Spectacular Rise and Fall of the Railroad that Crossed an Ocean by Les Standiford.

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    [1:14] The building of the railroad across the ocean was a colossal piece of work born of the same impulse that made individuals believe that pyramids could be raised cathedrals, erected and continents Tamed the highway

    [1:31] All that remains of an error where men still lived, who believed that with enough will and energy and money that anything could be accomplished.

    [2:13] Titan: The Life of John D. Rockefeller, Sr by Ron Chernow (Founders #16)

    [2:35] Meet You in Hell: Andrew Carnegie, Henry Clay Frick, and the Bitter Partnership That Changed America by Les Standiford. (Founders #73)

    The Autobiography of Andrew Carnegie by Andrew Carnegie (Founders #74)

    Henry Clay Frick: The Life of the Perfect Capitalist by Quentin Skrabec Jr. (Founders #75)

    [5:51] The Autobiography of Benjamin Franklin by Benjamin Franklin (Founders #62)

    [6:24] Benjamin Franklin: An American Life by Walter Isaacson. (Founders #115) “This industry visible to our neighbors began to give us character and credit," Franklin noted. One of the town's prominent merchants told members of his club, "The industry of that Franklin is superior to anything I ever saw of the kind; I see him still at work when I go home from club, and he is at work again before his neighbors are out of bed." Franklin became an apostle of being-and, just as important, of appearing to be-industrious. Even after he became successful, he made a show of personally carting the rolls of paper he bought in a, wheelbarrow down the street to his shop, rather than having a hired hand do it.

    [8:54] Ogilvy on Advertising (Founders #82) Set yourself to becoming the best-informed person in the agency on the account to which you are assigned. If, for example, it is a gasoline account, read books on oil geology and the production of petroleum products. Read the trade journals in the field. Spend Saturday mornings in service stations, talking to motorists. Visit your client’s refineries and research laboratories. At the end of your first year, you will know more about the oil business than your boss, and be ready to succeed him.

    [10:50] The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227) Over the years, a number of very smart people have learned the hard way that a long string of impressive numbers multiplied by a single zero always equals zero. That is not an equation whose effects I would like to experience personally.

    [13:20] Rockefeller did not believe in diversification. He said they had no outside interest. That it is an immense task building a successful company. It's silly to go out and diversify into other lines or to make other investments. Focus on your business!

    [13:53] Their chief binding passion: The desire to make large sums of money.

    [14:13] Random Reminiscences of Men and Events by John D. Rockefeller. (Founders #148)

    [19:44] Warren Buffett on MOATs: On a daily basis, the effects of our actions are imperceptible; cumulatively, though, their consequences are enormous. When our long-term competitive position improves as a result of these almost unnoticeable actions, we describe the phenomenon as "widening the moat." When short-term and long-term conflict, widening the moat must take precedence.

    [20:06] The way I define moat: Why are you difficult to compete with?

    [26:54] For the last 14 or 15 years I have devoted myself exclusively to my business.

    [28:00] He had become a creator instead of an accumulator and he had found much more satisfaction in such an accomplishment.

    [30:40] Writer, Sailor, Soldier, Spy: Ernest Hemingway's Secret Adventures, 1935-1961 by Nicholas Reynolds. (Founders #194)

    [35:54] You have to admire Julia Tuttle. She is relentlessly persistent.

    [36:27] Flagler likes to keep his options open and react to new information.

    [43:25] It was a time in history when men were tempted no longer to regard themselves as the mercy of the fates —but as masters of their environment.

    [46:08] A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders #222 and #93)

    [46:29] Getting rich and staying rich are two separate skills.

    [49:11] It is well-documented that Flagler planned his actions carefully.

    [51:06] He is not at all interested in retiring and is in fact, choosing to run directly towards more difficulties.

    [51:51] Decoded by Jay Z. (Founders #238) Every hustler knows the value of a feint. It keeps you one step ahead of whoever's listening in.

    [52:57] During your attempt at doing something difficult you're going to have several points where all of the options in front of you would not be described as good options.

    [57:47] You realize that you were before a man who has suffered and has never wept, who has undergone intense pain and has never sobbed, who has never bent under stress.

    [58:12] The only excess I believe I have indulged in has been that of hard work.

    [58:58]  Hard work, energy, and accomplishment. For Flagler it seemed to be all he knew and all he needed to know.

    [1:07:16] A story about how not panicking can save your life.

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers. ”

    — Gareth

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    #21 Masters of Doom: How Two Guys Created an Empire and Transformed Pop Culture

    #21 Masters of Doom: How Two Guys Created an Empire and Transformed Pop Culture

    What I learned from reading Masters of Doom: How Two Guys Created an Empire and Transformed Pop Culture by David Kushner.

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    [0:35] For a new generation, Carmack and Romero personified an American dream: they were self-made individuals who had transformed their personal passions into a big business, a new art form, and a cultural phenomenon.

    [1:19] His (John Carmack) game and life aspired to the elegant discipline of computer code.

    [1:40] Romero wants an empire. I just want to create good programs.

    [3:07] No matter what Romero suffered he could always escape back into games.

    [4:55] Romero’s stepdad smashed Romero’s face into the machine as punishment for playing video games.

    [5:24] He beat Romero until the boy had a fat lip and a black eye. Romero was grounded for two weeks. The next day he snuck back to the arcade.

    [7:40] One afternoon his father left to pick up groceries. Romero wouldn't see him again for two years.

    [8:53] Alibaba: The House That Jack Ma Built by Duncan Clark. (Founders #32)

    [10:20] Arcade games were bringing in $5 billion a year. Home systems were earning $1 billion. His stepfather did not believe game development to be a proper vocation. You'll never make any money making games he often said.

    [11:28] A business is just an idea or service that makes somebody's life better. —Richard Branson

    [12:58] Richard Garriott came to fame in the early eighties through his own initiative + Explore/Create: My Life in Pursuit of New Frontiers, Hidden Worlds, and the Creative Spark by Richard Garriott.

    [13:20] Ken and Roberta Williams also pioneered the Ziploc distribution method, turning their homemade graphical role-playing games into a $10 million–a–year company.

    [14:19] Carmack quickly distinguished himself when he was only seven years old. He scored nearly perfect on every standardized test placing himself at a ninth grade comprehension level.

    [15:03] The Cook and The Chef by Tim Urban

    [16:05] Carmack had never worked on a computer before but took to the device as if it were an extension of his own body.

    [16:39] All they desired is be able to create their own world.

    [17:08] The Accidental Billionaires: The Founding of Facebook: A Tale of Sex, Money, Genius, and Betrayal by Ben Mezrich.  (Founders #14)

    [17:44] He read the passage about computers in the encyclopedia a dozen times.

    [18:36] He relished this ability to create things out of thin air. As a programmer he didn't have to rely on anyone else.

    [18:54] A book that inspired John Carmack: Hackers: Heroes of the Computer Revolution by Stephen Levy

    [20:35] When Carmack finished the book he had one thought: I'm supposed to be in there.

    [21:09] If you want to understand the entrepreneur, study the juvenile delinquent. The delinquent is saying with his actions, “This sucks. I’m going to do my own thing.” —Let My People Go Surfing (Founders #18)

    [22:48] Carmack was sentenced to one year in juvenile detention. Most of the kids were in for drugs. Carmack was in for an Apple II.

    [24:24] Carmack knows what he wants to do with his life and then he eliminates everything else that’s not that.

    [24:32] Carmack relished the freelance lifestyle. He was in control of his time, slept as late as he wanted, and, even better, answered to no one.

    [27:16] How id Software was born.

    [31:26] Super Mario Brothers 3 sold 17 million copies. The equivalent of 17 platinum records —something only artists like Michael Jackson had pulled off.

    [33:20] Carmack was of the moment. His ruling force was focus. Time existed for him not in some promising future or sentimental past but in the present condition. He kept nothing from the past—no pictures, no records, no games, no computer disks. He kept nothing but what he needed at the time. His bedroom consisted of a lamp, a pillow, a blanket, and a stack of books. There was no mattress.

    [35:58] Shareware dated back to a guy named Andrew Fluegelman. In 1980, Fluegelman wrote a program called PC-Talk and released it online with a note saying that anyone who liked the wares should feel free to send him some “appreciation” money. Soon enough he had to hire a staff to count all the checks. Fluegelman called the practice “shareware,” “an experiment in economics.”

    [37:42] Then he got an idea. Instead of giving away the entire game, why not give out only the first portion, then make the player buy the rest of the game directly from him? No one had tried it before, but there was no reason it couldn’t work.

    [38:26] There was no advertising, no marketing and virtually no overhead except for the low cost of floppy discs and Ziploc bags, because there were no other people to pay off. Scott could price his games much lower than most retail title. $15 to $20 as opposed to 30 to 40 for every dollar he brought in Scott was pocketing 90 cents. By the time he contacted Romero, he had earned $150,000 by word of mouth alone.

    [38:54] I just love the fact that he could do it on his own. By himself. He doesn't have to ask permission. He doesn't have to deal with publishing. He just makes something people like and then they can pay him directly.

    [39:50] They didn’t need any help getting motivated. Carmack seemed almost inhumanly immune to distraction.

    [40:45] All of science and technology and culture and learning and academics is built upon using the work that others have done before.

    [41:23] They start spending nights and weekends developing their own games. They still have day jobs.

    [42:19] The first Keen trilogy was now bringing in fifteen to twenty thousand dollars per month. It wasn’t just pizza money anymore, it was computer money. Carmack was only twenty years old, Romero, twenty-three, and they were in business.

    [43:31] Carmack’s maxim on problem solving: Try the obvious approach first; if that fails, think outside the box.

    [44:45] They didn’t seem to have a business bone in their bodies. When they told Williams how much they were making he blurted out “You’re telling me you’re making fifty thousand dollars a month just from shareware?”

    [50:30] I think it takes a certain level of discipline to have a company that's making millions of dollars a year and yet not expand out and try to add all these unnecessarily expenses. (A mistake made a lot in the history of entrepreneurship)

    [53:39] The more business responsibilities they had, things like order fulfillment and marketing, the more they would lose their focus —making great games.

    [53:55] The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone. (Founders #179)

    [55:28]  Innovate, optimize, then jettison anything that gets in the way.

    [58:49] The more shareware was distributed, the more potential customers ID would be able to collect. We don't care if you make money off the shareware demo they told the retailers. Move it in mass quantities. The retailers couldn't believe their ears. No one had ever told them not to pay royalties.

    [59:23] Take the money that you might have given me in royalties and use it to advertise the fact you're selling Doom.

    [1:02:19] Even though only an estimated 1% of people who downloaded shareware bought the remaining game, $100,000 worth of orders were rolling in every day.

    [1:05:56] Why, they wanted to know, did they need GTI? Ron didn’t relent. “Look,” he said, “maybe you’ll sell a hundred thousand copies of Doom in shareware, but I believe if you give me a retail version of Doom and, let’s call it for lack of a better term, Doom II, I think I could sell five hundred thousand or more units.”

    [1:08:16] For Carmack it wasn't the cash that was intriguing. It was the opportunity to get back into the trenches.

    [1:10:53] Romero spelled out his new life code: It was time to enjoy ID’s accomplishments, no more crunch mode, no more bloodshot nights, no more death schedules. Carmack remained quiet.

    [1:14:06] Carmack said Romero was pushed out of ID because he wasn't working hard enough.

    [1:14:21] The main point of conflict between Carmack and Romero: Romero wants an empire. Carmack just wants to create good programs.

    [1:24:15] He's just making colossal mistake after colossal mistake. Not adhering to anything that had previously made him successful.

    [1:25:50] All those things Carmack had berated him about: The hyperbole, the lack of focus, the dangers of a large team— had come back with vengeance.

    [1:27:56] My favorite paragraph in the book: “In the information age, the barriers just aren’t there. The barriers are self-imposed. If you want to set off and go develop some grand new thing, you don’t need millions of dollars of capitalization. You need enough pizza and Diet Coke to stick in your refrigerator, a cheap PC to work on, and the dedication to go through with it. We slept on floors. We waded across rivers.”

    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ”

    — Gareth

    Be like Gareth. Buy a book: All the books featured on Founders Podcast