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    • The American Dream's Hidden HeroesThe American Dream isn't just about grand speeches and textbook history, it's also about resilient individuals who rise from humble beginnings to shape the world, even with questionable deals and overthrows. Samuel Zamorray, the banana king, is a prime example.

      Learning from "The Fish that Ate the Whale: The Life and Times of America's Banana King" by Rich Cohen is that the American dream is not just about grand speeches and textbook history, but also about the resilient and ambitious individuals who rise from humble beginnings to shape the world, even if it involves questionable deals and overthrows. Samuel Zamorray, the banana king, is a prime example of this subterranean saga. Arriving in America as a penniless 14-year-old immigrant, he rose to become one of the richest and most powerful men in the world, defying the odds and the most powerful people in the country. His story is a reminder that anyone, regardless of their background, can make a difference and write their own chapter in the nation's history. Cohen's vivid storytelling brings Zamorray's life to life, making it an invigorating and thought-provoking read.

    • From rags to riches through hard work and understanding businessPersistence, deep business understanding, and opportunity identification led Sam Zemurray from odd jobs to a banana empire

      Sam Zemurray, an immigrant who came to America with nothing, was driven by a fundamental belief in staying close to the action and understanding his business from the ground up. He started with odd jobs and accumulated knowledge, eventually seeing an opportunity to buy and sell discarded bananas in Mobile, Alabama, which marked the beginning of his banana empire. His industriousness and ability to see opportunities where others saw nothing were common traits among successful entrepreneurs of the late 1800s and early 1900s. The key takeaway is that persistence, a deep understanding of one's business, and the ability to identify opportunities can lead to remarkable success, even for those who start with very little.

    • Seeing value in overlooked opportunitiesImmigrant Samuel Zemurray turned discarded 'ripened' bananas into a profitable business by recognizing their value and forming mutually beneficial relationships.

      Samuel Zemurray, an immigrant from Russia, saw value in what others considered waste in the banana trade. He recognized the potential in "ripened" bananas, which were discarded by other companies due to their perceived imperfection. By purchasing these bananas and creating a mutually beneficial relationship with importers, Zemurray turned this overlooked niche into a successful business. His determination and hustle allowed him to outpace competitors and grow his business at an astonishing rate. This story illustrates the importance of seeing opportunities where others see waste and the power of perseverance in business. Despite being a small player in an industry dominated by monopolies like United Fruit Company, Zemurray's innovative approach eventually led to his company surpassing them.

    • Bypassing Traditional Business Costs with Innovative ThinkingMaurice 'Mike' Murphy became a banana magnate by selling bananas directly from train stops, avoiding costs of owning plantations, shipping, and bribes.

      Banana Magnate Maurice "Mike" Murphy leveraged his resourcefulness and the train system to bypass traditional business costs and become a major player in the banana trade. Murphy, who started with modest beginnings, learned through trial and error to sell bananas directly from train stops along the route instead of transporting them back to Selma, Alabama, for sale. This innovative approach allowed him to avoid significant expenses associated with owning plantations, shipping, and bribes common in the industry. By his 21st birthday, Murphy had amassed a substantial fortune, demonstrating the power of thinking outside the box and taking advantage of existing infrastructure to build a successful business.

    • From Fruit Jobber to Multinational CorporationThrough strategic acquisitions and expansion, a small banana trading business grew into a powerful multinational corporation, emphasizing the importance of physical labor, strategic partnerships, and perseverance in business success.

      Sam Zemurra, the founder of United Fruit Company, was a trailblazer who transformed a small banana trading business into a powerful multinational corporation through strategic acquisitions and expansion. United Fruit, also known as "El Pupo" or the octopus, wrapped its tentacles around every startup in the industry, either owning a piece or intending to destroy them. Zemurra's operation grew from a humble fruit jobber to a wealthy and influential figure, living among his workers in the jungles of Central America and setting up his own shop to import bananas from local farmers. His company, QML, grossed several hundred thousand dollars a year, with most of the profits going to pay farmers, sailors, and local officials. By studying Zemurra's life, one can gain insights into the development of the banana business and the importance of physical labor, strategic partnerships, and perseverance in achieving business success.

    • Identifying valuable opportunities in seemingly worthless landRecognize unique opportunities and act on them, even with financial constraints. Learn from past failures and seek expert advice to succeed.

      Successful businessman Sam Zemuria identified a valuable opportunity in seemingly worthless land in Honduras, which led him to buy 5,000 acres for $2,000. He recognized that certain opportunities only come once and acted on them despite financial constraints. Zemuria learned from the experiences of those who had previously failed in the banana trade and hired them as consultants to avoid their mistakes. He was always seeking information to gain an advantage and expanded his business by growing his own bananas after having only imported them. This strategic move set him on the path to building his banana empire.

    • Determined Banana Entrepreneur Overcomes ChallengesBelieving in the value of hard work and understanding every aspect of the business, a determined entrepreneur overcomes challenges and builds a successful banana empire despite opposition and corruption.

      Samuel Zamora, a banana entrepreneur, saw an opportunity to buy land in the delta of the QML River despite the risks and challenges, including borrowed money and corruption in foreign countries. He believed in the value of physical labor and understood every aspect of the business, from the fields to the executive suite. Despite facing opposition from governments and competitors, Zamora was determined to succeed and even considered funding a coup to expand his business. This tenacity, combined with his superior understanding of the land and the business, led him to amass valuable banana country and build a successful empire.

    • Zemurray's Coup in Honduras for Business GainsZemurray, a resourceful entrepreneur, defied powerful men like Knox and Morgan to orchestrate a coup in Honduras, securing lucrative business concessions through audacity and determination.

      Samuel Zemurray, a wealthy entrepreneur with a questionable past, defied the orders of powerful men like Secretary of State Philander Knox and financier J.P. Morgan by orchestrating a coup in Honduras to secure lucrative business concessions. Zemurray, a former resident of a Russian farming town, used his resources and connections to fund the coup, which resulted in significant business gains, including duty-free imports, permission to build infrastructure, and tax exemptions. Despite the risks and potential consequences, Zemurray's audacity and determination allowed him to challenge the power players of America and succeed in his business endeavors. The story highlights the complex web of politics, business, and power that shaped Central American governments during this time, with powerful American figures using their influence to secure loans and repayments from these countries.

    • Self-made banana tycoon's unique approach and growthComprehensive knowledge, experience, and an intuitive approach can help entrepreneurs overcome challenges and compete with established companies.

      Samuel Zamurray, a self-made banana tycoon, ran his business intuitively and in his head, disdaining bureaucracy and paperwork. This unique approach, combined with his extensive experience in every aspect of the banana trade, made him a formidable competitor to established companies like United Fruit. The Justice Department's actions, forcing United Fruit to sell their stake in Zamurray's company, opened the door for competition and allowed him to grow into a powerful rival. The contrast between the founders of United Fruit, who recognized Zamurray's genius, and the later executives who underestimated him, highlights the importance of understanding the perspective and expertise of entrepreneurs. Zamurray's quote, "If you know your business A to Z, there's no problem you can't solve," emphasizes the value of comprehensive knowledge and experience.

    • Manuel Zamora's Journey to Building a Successful Banana CompanySuccess often comes from putting in the hard work, gaining practical knowledge, and being self-reliant.

      Success often comes from putting in the hard work and gaining practical knowledge through experience. The story of Manuel Zamora, a banana farmer who crossed Honduras on a mule and built his own company from the ground up, illustrates this idea. Zamora was a man of action who understood every aspect of his business, from the land to the sales. He refused to be distracted by external demands, such as interviews or shareholder meetings, and instead focused on his work. This focus on control and self-reliance is a common theme among successful founders. Despite being outnumbered by larger competitors like United Fruit, Zamora's company, QML, was a rising star in the banana trade. His success came from his hands-on approach and his refusal to be dependent on others. This story highlights the importance of dedication, practical knowledge, and self-reliance in achieving success.

    • Profit Margin Differences Between QML and United FruitQML, under Samuel Zamurray, had a leaner organization, clear decision-making, and a constant drive for improvement, resulting in higher profit margins compared to United Fruit's redundancy, duplication of tasks, and focus on preservation.

      While QML and United Fruit had significant differences in their working capital, the real distinction between the two companies was their profit margins. This was due to the efficiency of QML under Samuel Zamurray's leadership, who built a better business with a leaner organization, clear decision-making, and a constant drive for improvement. United Fruit, on the other hand, had become a conglomerate with redundancy, duplication of tasks, and a focus on preservation rather than risk-taking. The contrast between the two business styles was best seen in their approaches to innovation, with Zamurray constantly seeking ways to improve and United Fruit's executives focused on maintaining the status quo. The founder versus CEO dynamic also played a role, as the older generation of founders gave way to a new generation of executives who lacked the same level of risk-taking and entrepreneurial spirit.

    • A self-made man outmaneuvers a large corporationConfident founders can be more agile and resourceful than large corporations, ultimately leading to success despite complex situations

      Samuel Zemurray, a self-made man with dangerous confidence and a knack for quick decision-making, outmaneuvered the bureaucratic United Fruit Company in their race to acquire disputed land in Central America. While United Fruit hired lawyers and investigators to figure out the land ownership issue, Zemurray bought the land from both claimants, paying a little more but ultimately spending less due to the cost of lawyers. This anecdote highlights the contrasting approaches of a founder and a large corporation, with the former being more agile and resourceful in navigating complex situations. Ultimately, the U.S. government intervened and mandated a merger between the two companies, resulting in Zemurray becoming one of the richest men in America. This tale underscores the importance of adaptability, confidence, and quick thinking in business, qualities that are still present in entrepreneurs today, even if they're better at hiding them.

    • The power of optimism and determination in leadershipAn optimistic leader who listens to those closest to the problem can find innovative solutions and turn around failing situations.

      Even in the face of significant challenges and setbacks, an optimistic and determined leader can make a difference. This was evident in the story of Samuel Zemurra, who, despite becoming the largest shareholder of a failing banana company (United Fruit), refused to lose faith in his ability to turn things around. Instead of relying on experts or corporate executives, Zemurra went directly to the source – the people working on the ground – to gain a better understanding of the situation. He discovered that the company's banana boats were being run at slow speeds to save fuel, but this was ultimately leading to more fruit spoilage and greater losses. By challenging the status quo and trusting his manager's judgment, Zemurra was able to implement changes that increased profits and saved the company. This story serves as a reminder that sometimes, the best solutions come from listening to those closest to the problem and maintaining an optimistic outlook.

    • Power struggle between United Fruit and Sam Zemurray due to lack of trustEffective communication, understanding, trust, competent leadership are crucial for business success. Determination and ability to identify and replace incompetent individuals can lead to company turnaround.

      Trust is essential in business relationships. In the case of United Fruit and Sam Zemurray, the lack of trust led to a power struggle where Zemurray, a shareholder, took drastic measures to gain control of the company. He secretly gathered proxies from other shareholders and used them to oust the current leadership. This demonstrates the importance of effective communication and understanding between parties, as the chairman of the board failed to comprehend Zemurray's ideas due to his thick accent and perceived lack of credentials. Ultimately, Zemurray's determination and ability to identify and replace incompetent individuals allowed him to turn the company around and make it more successful than before. This story highlights the importance of trust, effective communication, and competent leadership in achieving business success.

    • Empowering local executives for business successEffective leadership involves a combination of hands-on approach, decentralized decision-making, and empowering local executives to take bold actions. This can lead to financial turnaround and investor confidence.

      Effective leadership in business requires a hands-on approach and decentralized decision-making. Sam Zemurray, the "banana man," saved United Fruit Company from crisis by reversing the top-down management style and empowering local executives. He implemented policies such as selling or mothballing ships, reappraising assets, and diversifying crops. Zemurray's energy and presence, as well as his belief in his own agency, restored investor confidence and led to the company's financial turnaround. This story serves as a reminder that even in the face of adversity, determination and bold action can lead to success. Emulating Zemurray's unwavering spirit and refusal to despair may inspire us all to tackle challenges and improve our own businesses.

    • Founders Podcast Offers Exclusive Content Through Paid NewsletterThe Founders Podcast is free but supporters can access additional content through Founders Notes, a paid email newsletter. The podcast is ad-free and relies on direct audience support for funding.

      The Founders Podcast will remain free for all, but supporters can access additional content by subscribing to Founders Notes, a paid email newsletter. The podcast, which is ad-free, is modeled after Dan Carlin's Hardcore History and relies on direct audience support. Supporters can donate through FoundersPodcast.com/donate using various payment methods. Founders Notes, which comes out every Sunday, condenses an hour of podcast audio into tweet-sized bits of knowledge, providing quick access to valuable information from interviews with entrepreneurs. The podcast and Founders Notes are designed to work together, with the podcast providing the full interview and Founders Notes offering a digestible summary.

    • Sharing valuable podcast insightsPodcaster provides easy-to-digest content, time stamps, and direct links to deepen learning experience, offers additional resources, and expresses gratitude to listeners.

      The speaker, who runs a podcast, provides valuable and easily digestible content to his audience by sharing key ideas from podcasts he listens to, along with time stamps and direct links for further exploration. He also offers additional resources, such as free audiobooks and reviewer-only podcasts, to support the podcast and deepen the learning experience. The ultimate goal is to make the podcast sustainable and provide valuable insights into the minds of entrepreneurs. The speaker expresses gratitude to his listeners for their support and engagement.

    • Consistent communication builds strong relationshipsSetting a regular meeting time shows dedication, respect, and a desire to keep lines open, leading to deeper understanding and trust.

      Maintaining consistent communication is important. The speaker in this conversation expresses their commitment to connecting every week. This simple act of setting a regular meeting time can help build a strong and reliable relationship. It shows dedication, respect for each other's time, and a desire to keep the lines of communication open. This consistency can lead to a deeper understanding of each other's perspectives and foster a sense of trust and collaboration. It's a small commitment, but one that can have a big impact on the quality of the relationship.

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    "Learning from history is a form of leverage." — Charlie Munger. 

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    (2:00) My father was a self-made man who had known extreme poverty in his youth and had a practically limitless capacity for hard work.

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    (21:00) I studied the lives of great men and women. And I found that the men and women who got to the top were those who did the jobs they had in hand, with everything they had of energy and enthusiasm and hard work.

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

    Get access to Founders Notes here

    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: 

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    (0:01) At the age of twelve I was an orphan.

    (1:00) My uncles made me become self-reliant very early in life. Looking back, I believe that it is to this, that much of my success is due.

    (9:00) The idea of wearing a watch on one's wrist was thought to be contrary to the conception of masculinity.

    (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.

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

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    (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.

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    (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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    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

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    Come build relationships at the Founders Conference on July 29th-July 31st in Scotts Valley, California

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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.

    Get access to the World’s Most Valuable Notebook for Founders

    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) 

    How did Edwin Land find new employees to hire? Any unusual sources to find talent?

    What are some strategies that Cornelius Vanderbilt used against his competitors?

    Get access to Founders Notes here

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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?

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

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    (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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    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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    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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    [4:47] 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.

    [8:56] Tycoon's War: How Cornelius Vanderbilt Invaded a Country to Overthrow America's Most Famous Military Adventurer by Stephen Dando-Collins (Founders #55)

    [10:00] Unlike Vanderbilt's other adversaries William Walker was not afraid of Cornelius when he should have been.

    [12:21] The immigrants of that era could not afford to be children.

    [12:42] The Adventures of Herbie Cohen: World's Greatest Negotiator by Rich Cohen

    [12:54] 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.

    [14:01] There is no problem you can't solve if you understand your business from A to Z.

    [17:08]  Sam spotted an opportunity where others saw nothing.

    [18:17] 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.

    [18:42] 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)

    [26:36] He was pure hustle.

    [28:15] 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.”

    [30:33] They don't write books about people that stopped there.

    [32:48] 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)

    [34:22] He seemed to strive for the sake of striving.

    [34:44] If you're on a mans side you stay on that mans side or you're no better than a goddamn animal.

    [35:11] The world is a mere succession of fortunes made and lost, lessons learned and forgotten and learned again.

    [39:41] A man whose commitment could not be questioned, who fed his own brothers to the jungle.

    [40:00] The Forgotten Highlander: An Incredible WWII Story of Survival in the Pacificby Alistair Urquhart.

    [41:02] Why the Founders of United Fruit were the Rockefellers of bananas.

    [47:23] He kept quiet because talking only drives up the price.

    [48:19] 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.

    [53:30] He believed in the transcendent power of physical labor—that a man can free his soul only by exhausting his body.

    [1:02:04] He disdained bureaucracy and hated paperwork. So seldom did he dictate a letter that he requires no full-time secretary.

    [1:04:01] 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.

    [1:05:02] Rick Rubin: In the Studio by Jake Brown. (Founders #245)

    [1:08:00] Zemurray was the founder, forever on the attack, at work, in progress, growing by trial and error.

    [1:10:44] 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.

    [1:11:44] 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.

    [1:13:04] His philosophy: Get up first, work harder, get your hands in the dirt and blood in your eyes.

    [1:17:02] For every move there is a counter move. For every disaster there is a recovery. He never lost faith in his own agency.

    [1:17:57] A man focused on the near horizon of costs can sometimes lose sight of the far horizon of potential windfall.

    [1:20:22] You gentlemen have been fucking up this business long enough. I'm going to straighten it out.

    [1:23:03] In a time of crisis the mere evidence of activity can be enough to get things moving.

    [1:23:42] Zemurray was never heard to bitch or justify. He was a member of a generation that lived by the maxim: Never complain, never explain.

    [1:27:08] The Father of Spin: Edward L. Bernays and the Birth of Public Relationsby Larry Tye

    [1:28:14] He should link his private interest to a public cause.

    [1:29:32] 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.

    [1:32:28] 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.

    “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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    #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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    #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

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    #336 How To Lose A Few Billion Dollars: Samuel Insull

    #336 How To Lose A Few Billion Dollars: Samuel Insull

    What I learned from reading Insull: The Rise and Fall of A Billionaire Utility Tycoon by Forrest McDonald. 

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    (0:01) Insull had been in the electric business as long as there had been an electric business.

    (4:00) He awoke early, abruptly, completely, bursting with energy; yet he gained momentum as the day wore on, and long into the night. Sam had near-demonic energy.

    (5:00) Sam's most obvious attribute was a capacity for racing through large quantities of reading material, effortlessly perceiving its important assumptions and generalizations, and thoroughly assimilating its salient details.

    (7:00) He eagerly embraced platitudes:

    • Idle hands are the devil's workshop

    • Time is money

    • Things are simply "done" or "not done"

    • One reveres one's family

    • Only that which is useful is good

    • Survival of the fittest

    (8:00) Opportunity handled well leads to more opportunity.

    (12:00) He developed an ability to concentrate on a single subject and to completely shut out everything else, no matter how pressing.

    (13:00) A theme from the robber baron era: How do we turn a luxury product into a necessity?

    (18:00) If you do everything you will win.  — Working by Robert Caro. (Founders #305) and The Mind of Napoleon: A Selection of His Written and Spoken Words edited by J. Christopher Herold. (Founders #302)

    (19:00) Insull reread every one of Edison's European contracts, and he took it upon himself to write weekly letters to Johnson, summarizing the fluctuations in the telephone situation and outlining Edison's shifting interests in connection with it. These letters proved to be the best selling points Johnson could have in recommending Insull to Edison.

    (20:00) One of his most deep-rooted traits was that he was absolutely unable to imagine the possibility of his own failure; he entirely lacked the sense of caution of those who doubt themselves.

    (21:00) Caution, like relaxation, was unnatural to him.

    (21:00) We will make electric lights so cheap that only the rich will be able to burn candles.

    (27:00) Edison had an almost pathological hostility to any form of system, order, or discipline imposed from without.

    (33:00) Warren Buffett on leverage:

    Unquestionably, some people have become very rich through the use of borrowed money. However, that's also been a way to get very poor. When leverage works, it magnifies your gains. Your spouse thinks you're clever, and your neighbors get envious. But leverage is addictive. Once having profited from its wonders, very few people retreat to more conservative practices.

    And [to repeat] as we all learned in third grade-and some relearned in 2008–any series of positive numbers, however impressive the numbers may be, evaporates when multiplied by a single zero. History tells us that leverage all too often produces zeroes, even when it is employed by very smart people.

    Leverage, of course, can be lethal to businesses as well. Companies with large debts often assume that these obligations can be refinanced as they mature. That assumption is usually valid. Occasionally, though, either because of company-specific problems or a worldwide shortage of credit, maturities must actually be met by payment. For that, only cash will do the job.

    The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227)

    (35:00) Smart men go broke three ways: liquor, ladies and leverage. — Charlie Munger

    (42:00) To make electricity as cheap as possible we need the largest base of customers. The way to get the largest base of customers is through monopoly.

    (45:00) He understood the potential of his industry in a way others did not.

    (45:00) We are only going to do things that other people can not do.

    (47:00) While money may not buy friends it will keep many a man from becoming an enemy.

    (50:00) The moment of applause was the moment for action.

    (1:00:00) You need to tell your customers what goes into making your product. It may be normal to you because it is your everyday thing. It is not normal to them. And if you explain and you educate your customers they will find it fascinating. And as a result it will make the service and the product you provide more valuable in their eyes.

    (1:00:00) Sam Insull made electric power so abundant and cheap in the United States that people who had never expected to use it, found it as natural and as necessary as breathing.

    (1:06:00) He took his leverage too high and the structure of the leverage was a problem. —  Ted Turner's Autobiography.(Founders #327)

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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

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