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    • Pioneering Businessman and Industry LeaderSam Insull revolutionized the utility industry through mass production, effective regulation, and modern public relations, bringing electricity to rural areas and creating welfare programs, but his overleveraging led to his downfall.

      Sam Insull was not only a successful businessman who built a utility empire, but also an industry pioneer. He started as Thomas Edison's private secretary and went on to found the business of centralized electric supply, organizing companies like GE and pioneering practices such as mass production, effective government regulation, and modern public relations. He was responsible for bringing electricity to rural areas and creating welfare programs. Despite his incredible work ethic and near demonic energy, Insull made drastic mistakes at the end of his career and died broke, serving as a cautionary tale about the risks of overleveraging. Born in England, Insull had his father's positive traits but none of the negative ones, and his energy and work ethic were boundless. He loved operating companies and worked 16 hours a day until the very end. Insull's story is a reminder of the importance of practicality and fortitude in business, and the potential consequences of ignoring financial risks.

    • From humble beginnings to influential powerbrokerThrough dedication, continuous learning, and seizing opportunities, a young man with humble beginnings rose to become a powerful figure in the utility industry, shaping it for decades.

      Sam Insull's exceptional intellect, self-discipline, and determination led him to acquire valuable skills and make the most of every opportunity. From a young age, Insull was an avid reader and absorbed the teachings of self-help books, which instilled in him the values of hard work, honesty, and frugality. He put these principles into practice, starting with menial jobs like being an office boy and learning to be a stenographer. Insull's dedication and expertise in stenography caught the attention of powerful figures in the industry, including Thomas G. Bowles, the founder and editor of Vanity Fair. Through his association with Bowles, Insull gained access to influential politicians and business leaders, eventually becoming a private secretary to Thomas Edison and shaping the utility industry for the next five decades. Insull's story underscores the importance of seizing opportunities, continuous learning, and hard work in achieving success.

    • Building Relationships Through Service and Hard WorkDedicate time and effort to provide value and build relationships, even in your spare time, for potential future opportunities and advancement.

      Sam Insull, a famous figure in business history, built relationships through service and hard work. Despite having a full-time job and working long hours for a bowling alley, Insull transcribed notes, delivered them to printers, and even taught himself bookkeeping in his spare time. His dedication and valuable contributions earned him access to influential people and knowledge in business, politics, and finance. Insull's approach to relationships, which prioritized service before asking for favors, ultimately led to his advancement and the development of the modern electric industry's business model. Insull's story highlights the importance of hard work, dedication, and providing value to build meaningful relationships.

    • Insull's Early Career: Learning, Dedication, and ServiceInsull's dedication to learning from Edison, volunteering, and serving others led to a successful career in the electricity industry and the vertical integration of the industry itself.

      Sam Insull's early career was defined by his relentless drive to learn everything he could about Thomas Edison and his businesses, and his dedication to serving those around him through acts of service. At just 19 years old, Insull went to great lengths to immerse himself in Edison's European operations, even volunteering to work on weekends for Edison's chief engineer, Edward Johnson. Through his hard work and commitment, Insull became an invaluable asset to Johnson, who eventually recommended him to Edison as a private secretary and business partner. Insull's approach of "doing everything" and his willingness to go above and beyond paid off, leading him to a successful career in the electricity industry and the vertical integration of the industry itself. Insull's story is a testament to the power of learning, dedication, and service in achieving one's goals.

    • Belief in oneself and great mindsBelieving in oneself and a great mind can lead to remarkable achievements, even against doubts and objections.

      Unwavering belief in oneself and the opportunity to work with great minds can lead to remarkable achievements, despite the doubts and objections of others. Sam Insull, a young man with no clear job description or financial security, defied his family and friends to embark on a journey to America and work with Thomas Edison. Edison, at the time, was a brilliant but relatively unknown inventor, having invented the stock ticker, phonograph, and was on the brink of revolutionizing the world with electric lighting. Despite the risks and lack of certainty, Insull's belief in Edison's potential and his own ability to contribute led him to make a bold move that would change the course of his life. This story highlights the power of self-belief and the potential rewards of taking calculated risks.

    • Insoil organizes Edison's chaotic work environmentInsoil's unique abilities to systematize and build the foundation for Edison's groundbreaking inventions were crucial to their success.

      Thomas Edison recognized the value of Insoil's organizational skills and ability to systematize his chaotic work environment. Upon arriving at Edison's lab, Insoil spent the first night going through Edison's European telephone securities and devising a plan to sell them for the highest possible price. Edison was impressed with Insoil's determination and efficiency, leading him to trust Insoil with the task of building and organizing Edison's business around him. Insoil's role was crucial in making Edison's electric light system workable by inventing and manufacturing all the necessary components. This industry-building effort required a high level of organization and discipline, which Insoil provided, while Edison focused on innovation. Insoil's value to Edison was not in monetary terms, but rather in his unique abilities to systematize and build the foundation for Edison's groundbreaking inventions.

    • The Risks of Excessive Leverage: A Billionaire's DownfallExcessive borrowing can lead to significant risks and potential ruin, even for successful individuals. Financial prudence and avoiding overconfidence are crucial.

      Excessive leverage or borrowing can lead to significant risks and potential ruin, even for successful individuals with impressive networks and experience. The story of Sam Insoll, a billionaire utility tycoon, serves as a cautionary tale. Despite his impressive accomplishments and vast knowledge, Insoll's addiction to borrowing ultimately led to his downfall during the Great Depression. This lesson is emphasized by Warren Buffett, who advises against underestimating the dangers of leverage. While it can amplify gains, it is also addictive and can lead to significant losses. Insoll's experience highlights the importance of financial prudence and the potential consequences of overconfidence in one's ability to weather financial crises.

    • The Dangers of Over-Leveraging: A Lesson from Samuel InsullLeverage can lead to great gains but also significant risks. Over-reliance on borrowing can result in insolvency, as seen in the case of Samuel Insull. To avoid financial missteps, adopt a cautious approach to leverage and prioritize financial stability over short-term gains.

      Leverage, while it can bring great gains, also carries significant risks, especially for those who underestimate its dangers. This is a lesson that can be learned from the life of Samuel Insull, a brilliant and successful businessman who went bankrupt due to excessive use of leverage. Insull's story serves as a reminder that smart and wealthy individuals are not immune to the perils of debt, and that history is a valuable teacher in understanding the consequences of financial missteps. Despite his early successes, Insull's rapid expansion and constant need for cash led him to rely heavily on borrowing, ultimately resulting in insolvency. To avoid similar pitfalls, it's essential to adopt a cautious approach to leverage, expand responsibly, and prioritize financial stability over short-term gains.

    • Edison's Economic Reasons for Generous Treatment of WorkersEdison believed in treating workers well for economic reasons, kept plants busy, sold products cheaply, and accepted a job offer to build a successful holding company.

      Thomas Edison believed in treating workers generously and humanely not out of sentimentality but for economic reasons. He also aimed to spread fixed costs by diversifying operations and keeping plants busy at all times. Another key principle was selling products as cheaply as possible to bring greater volumes and lower production costs. Edison's ambition and ability led him to accept a job offer from the Chicago Edison Company, despite the significant pay cut, as he believed he was the best man for the job. He convinced the company to issue him new stock, which he bought with a loan from Marshall Field, and used this as a starting point to build a successful holding company. Ultimately, Edison aimed to make electricity cheaper, not more expensive, and his innovative approach led to significant growth and success.

    • Building a Monopoly through Focus and GenerosityFocus on one industry, eliminate competitors through vertical integration, and be generous to defeated rivals to prevent future enemies.

      Samuel Insull, the entrepreneur behind the electric utility industry's monopoly, thought differently than most of his competitors. While others saw monopolies as a means to charge higher prices, Insull believed it was essential to build on a broader base of customers and sell electricity to everyone, even the smallest consumers, at the lowest possible price. This strategy, which can be likened to the business philosophies of Rockefeller and Edwin Land, involved focusing on one industry and eliminating competitors through vertical integration. Insull's acquisitions of his second and largest competitor, followed by the acquisition of the largest competitor, allowed him to become the largest player in town and secure a monopoly. His generosity towards defeated competitors was not an act of benevolence but good business, recognizing that money may not buy friends, but it can prevent enemies. This approach, which emphasizes focus and eliminating competition, remains a valuable lesson for future entrepreneurs.

    • Understanding industry and setting clear goals lead to growthThomas Edison's ambitious vision and relentless expansion led to significant growth and success despite economic challenges, but constant expansion and debt financing posed risks.

      Having a deep understanding of your industry and setting clear goals can lead to significant growth and success, even during challenging economic times. Thomas Edison, despite facing a financial panic and intense competition, aimed to provide electricity to an entire city and eventually to a large portion of the country's population. His ambitious vision and relentless expansion led him to become a beloved figure in his community and a pioneer in utility regulation. However, the constant need for expansion and debt financing also posed risks, ultimately leading to his downfall. In essence, the way we position and frame our goals and requests can greatly impact their outcome. Edison's ability to inspire and persuade others to support his vision was a crucial factor in his achievements.

    • Rockefeller's innovative financing methods and strategic acquisitionsRockefeller bypassed board reluctance by proposing an open-ended mortgage, allowing him to issue half a billion dollars in bonds over time, ultimately obtaining five times the amount he initially sought.

      John D. Rockefeller, even before the term "mass production" was popularized, employed innovative financing methods and strategic acquisitions to build his business, Standard Oil. Rockefeller's ambition and speed were evident when he went from requesting $6 million in bonds to $100 million the following year. However, his board was reluctant to approve such large amounts. To bypass this issue, Rockefeller proposed an open-ended mortgage instead, which was accepted. This strategy allowed him to issue half a billion dollars in bonds over time, ultimately obtaining five times the amount he initially sought. Rockefeller's approach to raising capital and acquiring talent through buying companies echoes the Rockefeller esque business tactics. He also recognized the importance of public relations and employed various methods, such as rate cuts and education, to win customers and gain community goodwill. Rockefeller's advanced understanding of public relations and his ability to adapt to financing challenges were crucial in his rise to business success.

    • Educating the Public for FavorEffective cost-cutting and transparency in communication helped Sam Insull win public favor during the infancy of public relations, leading to the widespread adoption of electric power in the US, but his empire's collapse due to unregulated practices left investors bankrupt.

      Effective cost-cutting and transparency in communication were crucial for winning public favor during a time when public opinion significantly influenced customers and voters. Sam Insull, a public utility magnate, understood this and focused on providing the best possible service at the lowest rates, while keeping the public informed about the details behind his industry. He believed that the public's lack of knowledge about the intricacies of the service industry made it essential to educate them, making the service more valuable in their eyes. Insull's success in swaying public opinion during the infancy of public relations and mass selling led to the widespread adoption of electric power as a necessity in the United States, despite the impending Great Depression. However, his empire's collapse due to over-reliance on employee stock sales left many investors bankrupt, highlighting the risks of an unregulated economy.

    • A Businessman's Desperate Attempt to Regain ControlDespite the Great Depression, Insull took on excessive debt to regain control of his companies, ultimately leading to his downfall. Underestimating the severity of economic downturns can be costly.

      Sam Insull, a successful businessman and utilities magnate, found himself in a precarious position during the Great Depression despite his wealth and experience. Faced with the loss of control over his companies due to insufficient stock ownership, Insull created investment companies to regain control. However, these companies became overleveraged, leading to a dangerous amount of debt. Despite the economic downturn, Insull continued to take on more debt and even undertook new ventures, such as the construction of a natural gas pipeline. His actions, driven by a belief that the depression would be short-lived, ultimately led to his downfall. Insull's story serves as a cautionary tale about the dangers of over-leveraging and underestimating the severity of economic downturns.

    • The Fall of Samuel Insull: A Cautionary Tale of Over-leveragingUnderstanding market conditions, managing debt responsibly, and being aware of potential risks are crucial to avoiding catastrophic consequences from over-leveraging in a volatile market.

      Over-leveraging and ignoring the danger signs in a volatile market can lead to catastrophic consequences. The story of Samuel Insull, a pioneering electric power entrepreneur, serves as a cautionary tale. Despite his success in making electric power universally cheap and abundant for 53 years, Insull's empire came crashing down due to the financial panic of 1931. He took on excessive debt, and as the market declined, he was forced to put up more and more collateral against his loans. Eventually, the banks seized control of his companies, and Insull was left without a job. His greatest error was underestimating the impact of the financial crisis on the securities market and his businesses. This incident underscores the importance of understanding market conditions, managing debt responsibly, and being aware of the potential risks.

    • Learn from successful founders and build relationshipsNetworking, subscribing to valuable resources, learning from past failures, and applying knowledge to overcome challenges are essential for entrepreneurial success.

      Building personal relationships and learning from the experiences of successful founders are key to entrepreneurial success. The speaker emphasizes the importance of networking in person and subscribing to valuable resources like Founders Notes, which compiles and organizes insights from books and podcasts. He also highlights the value of learning from the past, as Thomas Edison did, and the power of leveraging that knowledge to overcome challenges and grow. The speaker's experience shows that sharing resources and knowledge with other founders can lead to valuable connections and insights. He also mentions the importance of being proactive and responding quickly to opportunities. Overall, the message is to seek out opportunities to learn from successful founders, build relationships, and apply that knowledge to your own entrepreneurial journey.

    • Learn from Successful Entrepreneurs with Founders NotesFounders Notes is a platform that provides access to curated insights and wisdom from historical entrepreneurs, helping users learn, grow, and profit from the knowledge gained.

      Founders Notes is a valuable tool designed primarily for entrepreneurs with successful companies, as they can turn the knowledge gained from the platform into profit. The platform offers two main features: a search highlights function, which allows users to search for specific topics and pull up relevant notes, and a highlights feed, which delivers a curated selection of quotes and insights from historical entrepreneurs. The latter function acts like a "smart feed," providing a random sampling of wisdom from business greats, reminding users of key lessons and offering fresh perspectives. The Founders Notes team, which includes successful entrepreneurs themselves, aims to give users access to a wealth of knowledge and inspiration, making it an essential resource for those looking to learn and grow their businesses.

    • Learning from Successful EntrepreneursPersonal visits, significant investment, and reading are effective ways to learn from successful entrepreneurs. Apply their insights to your own business for success.

      Repetition and learning go hand in hand, and resources like highlights feeds can help reinforce valuable ideas. The speaker emphasized the importance of personal visits when starting a business, as demonstrated by David Ogilvy's success in following Henry Ford's advice. Additionally, investing a significant amount of personal wealth into a company can be an effective recruiting tool, as seen with Elon Musk and PayPal. The speaker also highlighted the value of reading and absorbing key insights from books, even if only through their highlights. These ideas can then be applied uniquely to one's own company, making the time invested worthwhile. The speaker also encouraged supporting Founders Notes, a platform for discovering and learning from founders, through subscribing and attending their events.

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    Learning from history is a form of leverage. —Charlie Munger. Founders Notes gives you the super power to learn from history's greatest entrepreneurs on demand.

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    You can search all my notes and highlights from every book I've ever read for the podcast. 

    You can also ask SAGE any question and SAGE will read all my notes, highlights, and every transcript from every episode for you.

     A few questions I've asked SAGE recently: 

    What are the most important leadership lessons from history's greatest entrepreneurs?

    Can you give me a summary of Warren Buffett's best ideas? (Substitute any founder covered on the podcast and you'll get a comprehensive and easy to read summary of their ideas) 

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    (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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    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

    #338 Monty Moncrief Texas Oil Billionaire

    #338 Monty Moncrief Texas Oil Billionaire

    What I learned from reading Wildcatters: A Story of Texans, Oil, and Money by Sally Helgesen.

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    (0:01) Family and business were the same thing to him.

    (1:00) We're one-hundred percent family owned, unincorporated, and independent, and we intend to stay that way.

    (1:00) He possessed the directness and the utter simplicity of the old and the truly great.

    (2:00) His unquestioning confidence in the worthiness of his enterprise made him seem impervious to doubts.

    (5:00) The Morgans always believed in absolute monarchy. While Junius Morgan lived, he ruled the family and the business. Until Junius died his massive shadow dominated his son’s life. — The House of Morgan: An American Banking Dynasty and the Rise of Modern Finance by Ron Chernow. (Founders #139)

    (8:00) Everywhere they looked, they saw opportunity without limits. The land itself was empty, and so these men built cities upon it and founded dynasties. They left behind them a world made in their own image.

    (9:00) The old wildcatters had neither the time nor the inclination to question their own purposes, or to agonize about what the future consequences of their efforts might be. They just went out and did whatever was there to be done.

    (10:00) The trouble with this business is that everybody expects to find oil on the surface. If it was up near the top, it wouldn't be any trick to it. You've got to drill deep for oil. — The Big Rich: The Rise and Fall of the Greatest Texas Oil Fortunes by Bryan Burrough (Founders #149)

    (14:00) Charlie’s surfing model. One thing I learned from having dinner with Charlie was the importance of getting into a great business and STAYING in it. There’s a tendency in human nature to mess up a good thing because of an inability to sit still:

    "There are huge advantages for the early birds. When you're an early bird, there's a model that I call surfing—when a surfer gets up and catches the wave and just stays there, he can go a long, long time.

    But if he gets off the wave, he becomes mired in shallows. But people get long runs when they're right on the edge of the wave, whether it's Microsoft or Intel or all kinds of people."

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

    (18:00)  Ted Turner's Autobiography (Founders #327)

    (19:00) All the stories seem to be about the same prickly individual. They are giants, successful predators, acute and astute, tamers of the untamable and defenders of vast treasure.

    (26:00) 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. — The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen. (Founders #255)

    (29:00) Delusional optimism: Go from one setback to another setback without any loss of enthusiasm.

    (31:00) There's no what if. There's only what happened.

    (33:00) Rainmakers Podcast

    (34:00) I’d rather be lucky than smart, because a lot of smart guys go hungry.

    (36:00) Optimism is the personal quality that nurtures luck.

    (36:00) Chaos and defiance ruled the day, and those who led the way made little secret of their refusal to be controlled.

    (44:00) Anybody who's got an idea of his own has to be a little bit crazy. Being crazy is something big companies just don't understand.

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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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    #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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    “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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    #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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    #108 Jim Simons (Money Printer)

    #108 Jim Simons (Money Printer)

    What I learned from reading The Man Who Solved The Market: How Jim Simons Launched The Quant Revolution by Gregory Zuckerman 

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    The story of the greatest moneymaker of all time [0:01]

    Simons prefers to move in silence [1:40]

    Unknown Unknowns > Known Knowns / Wise people always know exactly why something won’t work. That is why I never employ an expert in full bloom. —Henry Ford [2:42]

    A one word summary of the book: PERSISTENCE [4:15]

    Simons’ early life / Only the arrogant are self-confident enough to push their creative ideas on others. —Nolan Bushnell [4:44]

    Advice from his father: Do what you like in life, not what you feel you should do. [6:16]

    Personality: Jim had a persistent and burning desire to be wealthy [7:20]

    A seed has been planted + Jim’s existential crisis [9:55]

    Lessons from codebreaking that Jim applies to his business later [14:08]

    Jim Simons at 29 years of age: Fired, father of 3 young children, no idea what his future holds [20:00]

    Jim Simons at 33 years of age: Genius and madness are next-door neighbors [21:44]

    Jim Simons at 40 years of age: Jim finally makes the jump. Only misfits understand misfits [22:55]

    Jim’s first trading style [28:00]

    We all go through times like this: DON’T QUIT! [29:15]

    Jim Simons at 44 years of age / Jim’s partner doesn’t see the point in developing automated trading system / Giant success followed by giants failures [34:30]

    Back to being filled with self-doubt [37:15]

    Our mind loves playing tricks on us [38:00]

    Jim Simons studied the past to gain an information advantage [41:00]

    Finally, the new strategy starts working! / Even with wild success people will tell you that you are wrong [46:55]

    Business is like nature, it doesn’t care if you arrive at the right answer from the wrong reasoning. [52:50]

    Emperors want empires [57:02]

    Life advice from an 82 year old Jim Simons [1:02:40]

    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

    #265 Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader

    #265 Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader

    What I learned from rereading Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli

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    [3:11] His mind was never a captive of reality.

    [5:16] A complete list of every Founders episode on Steve Jobs and the founders Steve studied: Steve Jobs’s Heroes

    [7:15] Steve Jobs and The Next Big Thing by Randall Stross (Founders #77)

    [9:05] Steve Job’s Commencement Address

    [9:40] Driven and curious, even when things were tough, he was a learning machine.

    [10:20] He learned how to manage himself.

    [12:45] Anything could be figured out and since anything could be figured out anything could be built.

    [14:10] It was a calculation based on arrogance. — The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen (Founders #255)

    [18:00] We were no longer aiming for the handful of hobbyists who liked to assemble their own computers. For every one of them there were a thousand people who would want the machine to be ready to run.

    [17:40] He was a free thinker whose ideas would often run against the conventional wisdom of any community in which he operated.

    [19:55] He had no qualms about calling anyone up in search of information or help.

    [20:40] I've never found anybody who didn't want to help me when I've asked them for help.

    I've never found anyone who's said no or hung up the phone when I called. I just asked.

    Most people never pick up the phone and call. Most people never ask.

    [21:50] First you believe. Then you work on getting other people to share your belief.

    [24:55] All the podcasts on Edwin Land:

    Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #263)

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

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

    The Instant Image: Edwin Land and the Polaroid Experienceby Mark Olshaker (Founders #132)

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

    [25:00] My friend Frederick’s newsletter I was interviewed for

    [30:20] He was an extraordinary speaker and he wielded that tool to great effect.

    [31:00] Never underestimate the value of an ally. — Estée Lauder: A Success Story by Estée Lauder. (Founders #217)

    [32:50] If you go to sleep on a win you’re going to wake up with a loss.

    [33:00] Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)

    [34:20] Software development requires very little capital investment. It is basically intellectual capital. The main cost is the labor required to design and test it. There's no need for expensive factories. It can be replicated endlessly for practically nothing.

    [38:10] He cared passionately and he never dialed it in.

    [39:45] To Pixar And Beyond: My Unlikely Journey with Steve Jobs to Make Entertainment History by Lawrence Levy (Founders #235)

    [42:58] Time carries most of the weight.

    [43:30] People that are learning machines and then refuse to quit are incredibly hard to beat. Steve jobs was a learning machine who refused to quit.

    [44:17] Steve Jobs and The Next Big Thing by Randall Stross (Founders #77)

    [49:40] Creativity Inc by Ed Catmull

    [50:30] There were times when the reactions against Steve baffled Steve.

    I remember him sometimes saying to me: Why are they upset?

    What that said to me was that he didn't intend to get that outcome. It was a lack of skill as opposed to meanness. A lack of skill of dealing with other people.

    [55:50] Creative thinking, at its best, is chalk full of failures and dead ends.

    [56:40] Successful people listen. Those that don’t listen don’t last long. —Michael Jordan: The Life by Roland Lazenby. (Founders #212) 

    [58:40] You can't go to the library and find a book titled The Business Model for Animation. The reason you can't is because there's only been one company Disney that's ever done it well, and they were not interested in telling the world how lucrative it was.

    [1:01:20] The company is one of the most amazing inventions of humans.

    [1:02:25] The only purpose for me in building a company is so that the company can make products. One is a means to the other.

    [1:04:00] Personal History by Katherine Graham (Founders #152)

    [1:10:11] Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda

    [1:11:12] What am I focusing on that sets me apart from my competitors?

    [1:13:00] The channel? We lost $2 billion last year. Who gives a fuck about the channel?

    [1:15:21] Time carries most of the weight. Stay in the game as long as possible.

    [1:16:41] The information he'd glean would go into the learning machine that was his brain. Sometimes that's where it would sit, and nothing would happen. Sometimes he'd concoct a way to combine it with something else he'd seen, or perhaps to twist it in a way to benefit an entirely different project altogether. This was one of his great talents, the ability to synthesize separate developments and technologies into something previously unimaginable.

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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

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