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    • The Story of Joseph Heller and His ContentmentJoseph Heller's contentment despite earning less than billionaires and John Bogle's 'Enough' book emphasize the importance of having enough, not being consumed by more.

      Wealth and contentment are not directly related. At a party, Kurt Vonnegut shared a story about his conversation with author Joseph Heller, who found satisfaction in knowing he had enough, despite earning less than their billionaire host. John Bogle, the founder of Vanguard, was inspired by this story and used it as the basis for his book "Enough: True Measures of Money, Business, and Life." This book, widely acclaimed by figures like Tom Peters, Warren Buffett, Bill Clinton, and David Swenson, emphasizes the importance of having enough and not being consumed by the pursuit of more. The speaker encourages listeners to leave a review to access his private podcast feed, which currently includes four podcasts, and offers notes and highlights from entrepreneurial lectures through his subscription service, Founders Notes.

    • A legacy of cost reduction and challenging the status quoJohn Bogle's career was driven by his great-grandfather's cost reduction advocacy and his own experiences of financial hardship, leading him to challenge the finance industry's extractive practices and provide value for consumers.

      John C. Bogle, inspired by his thrifty Scottish heritage and the reform efforts of his great-grandfather, dedicated his career to reducing costs and challenging the status quo in the finance industry. Bogle's great-grandfather, Philander Bannister Armstrong, was an industry leader who advocated for cost reduction in the fire and life insurance industries, urging his peers to "cut your costs." Bogle's own experiences of having to work from a young age due to his family's financial struggles instilled in him the importance of hard work and responsibility. He turned a negative situation into a positive, using the lessons he learned to provide value and challenge the industry's extractive practices throughout his 60-year career. Bogle's straightforward writing style and passion for sharing knowledge make his works a valuable resource for those seeking to improve their financial literacy and understanding of the industry.

    • Finding diamonds in unexpected placesHard work and determination can uncover unexpected opportunities for success, but trust and long-term values are equally important.

      Diamonds, or opportunities for success, are often found in unexpected places and require hard work to discover. Thomas Macaulay's description of Samuel Johnson's life and the fable of the Persian farmer illustrate this idea. Johnson's own experiences, from working hard to earn scholarships to founding Vanguard, demonstrate the importance of determination and persistence. The simple idea that led to Vanguard saving its customers over $200 billion in fees is a prime example of the kind of diamond that can be found in one's own backyard. However, it's important to remember that long-term investing and trust are also valuable resources that should not be overlooked. In business and in life, it's crucial to focus on building trust and professional values, rather than just managing tasks efficiently.

    • Prioritizing intangible values over material successGreat thinkers like John Bogle, Socrates, Charlie Munger, and Warren Buffett emphasize the importance of wisdom, truth, and the improvement of the soul over material wealth. Focus on creating value for others and not being blinded by false notions of personal satisfaction.

      We must prioritize the intangible values of wisdom, truth, and the improvement of the soul over material success and wealth. John Bogle, in his book, emphasizes this message, drawing inspiration from Socrates and other great thinkers. He encourages readers to consider the true meaning of their work and its impact on themselves, their communities, and society. Charlie Munger and Warren Buffett share similar concerns, emphasizing the importance of creating value for others and not wasting talents on industries that primarily subtract value. Despite the allure of financial success, Bogle and Munger encourage readers to focus on the greater good and not be blinded by false notions of personal satisfaction. Throughout history, great thinkers have delivered similar messages, and it's essential to remember their wisdom in our modern world.

    • Costs impact returns through compoundingEven small costs can lead to substantial reductions in net returns over time. Don't rely on historical data for investment decisions, focus on simplicity and be prepared for the unexpected.

      Costs, whether in investing or business expenses, can significantly impact returns through the power of compounding. As Bogle, the founder of Vanguard, famously pointed out, even small costs can lead to substantial reductions in net returns over time. Furthermore, the future is unpredictable, and trying to use the past to predict it can be futile. Speculation is a loser's game, and the financial markets don't adhere to the laws of probability. Black Monday in 1987, which saw a massive market drop, is a prime example of the unpredictability of the markets. Despite the occurrence being beyond historical experience, it led to the greatest bull market in recorded history, demonstrating that the improbable is highly probable in finance. Therefore, it's essential not to rely too heavily on historical data when making investment decisions. Instead, focus on simplicity and be prepared for the unexpected.

    • The Limits of QuantificationNumbers can't capture everything important, and relying too heavily on them can lead to misunderstandings, corruption, and poor decision making. Trust both numbers and unquantifiable values for a balanced approach.

      Relying too heavily on numbers and quantification in business and other areas can lead to misunderstandings and even corruption. The speaker in the text, who has had a successful career based on common sense and simplicity, emphasizes the importance of recognizing the obvious and the limitations of quantification. He uses Einstein as an example of someone who understood these limitations, and quotes Einstein's sign "not everything that counts can be counted and not everything that can be counted counts." The speaker goes on to discuss the poor track record of CEOs in predicting growth and the role of incentives in leading people to uncritically accept optimistic assumptions. He also mentions the potential for corruption in reporting numbers in business and government. In essence, the speaker is arguing for a more balanced approach that trusts both numbers and unquantifiable values.

    • Balancing Measurement and Judgment in BusinessBusinesses should consider both quantitative and qualitative factors when making decisions to avoid disastrous outcomes. Trust, human values, and ethical standards are essential and should not be disregarded.

      Relying too heavily on numbers and quantitative measurements can lead to disastrous decisions in business. Jack Bogle, the founder of Vanguard, emphasizes the importance of trust, human values, and ethical standards in business growth. He advocates for a balance between measurement and judgment, and warns against disregarding or giving arbitrary values to things that cannot be easily measured. Bogle's consistent message, as expressed in his annual messages to his employees decades ago, is that what cannot be measured is not unimportant, but rather essential and should not be disregarded or presumed not to exist. This idea, which can be traced back to the work of marketing researcher Daniel Yankelovich, highlights the importance of considering both quantitative and qualitative factors in decision-making. In other words, businesses should strive to be places where judgment has a fighting chance to triumph over process.

    • Alignment of incentives for business successFounder-led companies prioritize customers' needs, reducing misalignment of incentives and leading to long-term success

      The alignment of incentives is crucial for the success and longevity of a company. Michael Ovitz's experience with the Bronfman family and Seagrams illustrates this idea, as does John Bogle's criticism of the finance industry's focus on extracting value rather than creating it. The misalignment of incentives, as seen in the case of the Big 8 accounting firms, can lead to disastrous consequences. Vanguard's success, on the other hand, can be attributed to its founding principle of reducing costs for customers, which has been a guiding incentive for over 200 years. As Adam Smith noted, those who manage others' money don't always watch over it with the same care as their own. Founders, who still own and lead their companies, tend to prioritize customers' needs because they understand the long-term implications for their business. Therefore, supporting founder-led companies can be a good rule of thumb for both financial support and customer satisfaction.

    • Family motto and unconventional thinkingPersistence, unconventional thinking, and autonomy are crucial for personal and business success. Quote 'press on' as family motto, prioritize unconventionally, and value autonomy for happiness and success.

      Having a clear family motto and unconventional thinking about one's business dream are essential for success. John Bogle, in his book "Common Sense on Mutual Funds," emphasizes the importance of persistence and maximum effort, quoting Calvin Coolidge's phrase "press on" as a family motto that has sustained him and his family. He also highlights the importance of a superior company's unconventional thinking about its dream and how it sets priorities. Bogle believes that success is not the key to happiness but that happiness is the key to success, and the presence of autonomy, the ability to control one's own life, is a significant determinant of happiness. Overall, Bogle's book offers valuable insights into the importance of persistence, unconventional thinking, and autonomy for personal and business success.

    • John Bogle: A Lifelong BattlerJohn Bogle found joy and fulfillment in fighting for what he believed in, even when standing alone, and believed that his battles were worth it for their mathematical, philosophical, and ethical rightness.

      Throughout his life, John Bogle believed in the power of battling for what he believed in, whether it be personal advancement, restoring traditional values, or improving society. He was inspired by historical figures who also fought battles, and he saw himself as a battler, striving to make a difference. Despite the challenges and the fact that he was often standing alone, he found joy in the competition and the intellectual challenge of his field. He believed that his battles were worth fighting because they were mathematically, philosophically, ethically right. Bogle saw life as a campaign, a series of battles, and he believed that the strength and passion that came from a good fight kept his soul and spirit alive. He knew that time was not on his side, but he continued to fight until the end, hoping to leave a lasting impact.

    • Putting customers first for business successSign up for Founders Notes to access valuable insights from successful entrepreneurs, keep the podcast free and ad-free, and consider supporting it through sharing or reviews. Prioritize customers and make valuable knowledge accessible to all.

      Putting customers first is a simple yet effective approach to building a successful business or creating anything new. John C. Bogle's book "True Measures of Money, Business and Life" emphasizes this idea, and it resonated deeply with the speaker. He encourages entrepreneurs and founders to sign up for his newsletter, Founders Notes, to access a growing archive of knowledge about building companies from successful people. Although the newsletter has a small monthly fee, there are other ways to support it, such as sharing the links, leaving reviews, and ratings. The speaker believes in making knowledge accessible to everyone and is committed to keeping his podcast free and ad-free. He also shared a recommendation for the book "Creative Selection" by Ken Kocienda, which offers insights into Apple's design process during Steve Jobs' tenure. Overall, the speaker emphasizes the importance of putting customers first and making valuable knowledge accessible to all.

    • Exclusive Insights for ReviewersThe host shares valuable content beyond publicly available episodes, exploring ideas like the shrinking optimal size of companies and the importance of focusing on value and impact.

      By leaving a review and sending a screenshot to Foundersreviews@gmail.com, listeners can gain access to a private podcast feed filled with valuable content that goes beyond the publicly available episodes. The host, who is determined to make this feed the best return on investment for listeners' time, plans to share insights from books he reads that may not fit the main founders feed but still hold value for anyone working or thinking about the future. One intriguing idea he's exploring is the notion that the optimal size of a company is shrinking due to the leverage technology provides. This concept, which challenges the long-held belief that scaling is the key to success, is a powerful idea that he plans to delve deeper into in future episodes for the reviewer-only feed. The host emphasizes that the size of a company, as measured by revenue or employee count, might not be an accurate indicator of its success or significance in today's economy. Instead, he encourages listeners to focus on the value and impact of their businesses.

    • Learning from the Lives of Founders and InnovatorsThe speaker is dedicated to creating engineering podcasts based on insights gained from books and expresses gratitude to listeners for their support. Up next: exploring Howard Hughes' personal notes.

      The speaker is passionate about learning from the experiences of founders and innovators, and plans to continue creating engineering podcasts based on the insights he gains from the books he reads. He expresses gratitude to his listeners for their support, including leaving reviews and sharing the podcast with others. Looking ahead, he plans to delve into the personal notes of Howard Hughes for his next podcast episode. The speaker also mentions that he has a stack of books, many of which he has obtained through Twitter, suggesting a continuous source of inspiration for his podcast content. Overall, the speaker's enthusiasm for sharing knowledge and learning from the lives of notable figures shines through in his podcast, and he looks forward to continuing this endeavor.

    Recent Episodes from Founders

    #355 Rare Bernard Arnault Interview

    #355 Rare Bernard Arnault Interview

    What I learned from reading The House of Arnault by Brad Stone and Angelina Rascouet. 

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    (3:00) While other politicians were content to get their information from a scattering of newspapers, he devoured whole shelves.  — Young Titan: The Making of Winston Churchill by Michael Shelden. (Founders #320)

    (7:00) Arnault had understood before anyone else that it was a true industry. — The Taste of Luxury: Bernard Arnault and the Moet-Hennessy Louis Vuitton Story by Nadege Forestier and Nazanine Ravai. (Founders #296)

    (9:00) Arnault is an iron fist in an iron glove. — The Taste of Luxury: Bernard Arnault and the Moet-Hennessy Louis Vuitton Story by Nadege Forestier and Nazanine Ravai.

    The public conception of Sam as a good ol’ country boy wearing a soft velvet glove misses the fact that there’s an iron fist within. —  Sam Walton: The Inside Story of America's Richest Man by Vance Trimble.

    (12:00) People often ask me, “When are you going to retire?” And I answer, “Retire from what?” I’ve never worked a day in my life. Everything I’ve done has been because I’ve loved doing it, because it was enthralling. — Am I Being Too Subtle?: Straight Talk From a Business Rebel by Sam Zell. (Founders #269)

    (16:00) “I am not interested in managing a clothing factory. What you need, and I would like to run, is a craftsman’s workshop, in which we would recruit the very best people in the trade, to reestablish in Paris a salon for the greatest luxury and the highest standards of workmanship. It will cost a great deal of money and entail much risk.” — Christian Dior to Marcel Boussac

    (17:00) Arnault believed that luxury brands could be larger than anyone at the time imagined.

    (20:00) Arnault said this 35 years ago: “My ten-year objective is that LVMH's leading position in the world be further strengthened in the luxury goods sector. I believe that there will be fewer and fewer brand names capable of retaining a worldwide presence and that those of our group will be among them as we will provide them with the means for growth.”

    (25:00) 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, including National Cash Register. Surfing is a very powerful model.”  —  the NEW Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger. (Founders #329)

    (25:00) 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.

    (25:00) The incredible career of Les Schwab: Les Schwab Pride In Performance: Keep It Going! by Les Schwab. (Founders #330)

    (30:00) Dior in his autobiography: It is widely, and quite erroneously, believed that when the house of Christian Dior was launched, enormous sums were spent on publicity: on the contrary in our first modest budget not a single penny was allotted to it. I trusted to the quality of my dresses to get Christian Dior talked about. Moreover, the relative secrecy in which I chose to work aroused a positive whispering campaign, which was excellent (free) propaganda. Gossip, malicious rumours even, are worth more than the most expensive publicity campaign in the world.

    (31:00) Munger: “There are actually businesses that you will find a few times in a lifetime, where any manager could raise the return enormously just by raising prices-and yet they haven't done it. So they have huge untapped pricing power that they're not using. That is the ultimate no-brainer. Disney found that it could raise those prices a lot and the attendance stayed right up. So a lot of the great record of Eisner and Wells came from just raising prices at Disneyland and Disneyworld and through video cassette sales of classic animated movies. At Berkshire Hathaway, Warren and I raised the prices of See's candy a little faster than others might have. And, of course, we invested in Coca-Cola-which had some untapped pricing power.”

    Charlie Munger: The Complete Investor by Tren Griffin

    (33:00) The benefits Arnault receives from owning commercial real estate: He makes money from his own stores, from leasing space to rivals—and from the appreciation of premium real estate. When LVMH buys a building, it takes the best storefronts for its own brands and often asks rivals to move out when their leases expire.

    (35:00) Arnault is all about details. He has 200,000 employees and he’s paying attention to details about landscaping in the Miami Design District.

    (36:00) If we lose the detail, we lose everything. — Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #347)

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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

    #354 Sam Walton: The Inside Story of America's Richest Man

    #354 Sam Walton: The Inside Story of America's Richest Man

    What I learned from reading Sam Walton: The Inside Story of America's Richest Man by Vance Trimble. 

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    Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. 

    Get access to Founders Notes here

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    (2:30) Sam Walton built his business on a very simple idea: Buy cheap. Sell low. Every day. With a smile.

    (2:30) People confuse a simple idea with an ordinary person. Sam Walton was no ordinary person.

    (4:30) Traits Sam Walton had his entire life: A sense of duty. Extreme discipline. Unbelievable levels of endurance.

    (5:30) His dad taught him the secret to life was work, work, work.

    (5:30) Sam felt the world was something he could conquer.

    (6:30) The Great Depression was a big leveler of people. Sam chose to rise above it. He was determined to be a success.

    (11:30) You can make a lot of different mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you’re too inefficient. — Sam Walton: Made In America by Sam Walton. (Founders #234)

    (15:30) He was crazy about satisfying customers.

    (17:30) The lawyer saw Sam clenching and unclenching his fists, staring at his hands. Sam straightened up. “No,” he said. “I’m not whipped. I found Newport, and I found the store. I can find another good town and another store. Just wait and see!”

    (21:30) Sometimes hardship can enlighten and inspire. This was the case for Sam Walton as he put in hours and hours of driving Ozark mountain roads in the winter of 1950. But that same boredom and frustration triggered ideas that eventually brought him billions of dollars. (This is when he learns to fly small planes. Walmart never happens otherwise)

    (33:30) At the start we were so amateurish and so far behind K Mart just ignored us. They let us stay out here, while we developed and learned our business. They gave us a 10 year period to grow.

    (37:30) And so how dedicated was Sam to keeping costs low? Walmart is called that in part because fewer letters means cheaper signs on the outside of a store.

    (42:30) Sam Walton is tough, loves a good fight, and protects his territory.

    (43:30) His tactics later prompted them to describe Sam as a modern-day combination of Vince Lombardi (insisting on solid execution of the basics) and General George S. Patton. (A good plan, violently executed now, is better than a perfect plan next week.)

    (43:30) Hardly a day has passed without Sam reminding an employee: "Remember Wal-Mart's Golden Rule: Number one, the customer Is always right; number two, if the customer isn't right, refer to rule number one.”

    (46:30) The early days of Wal-Mart were like the early days of Disneyland: "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)

    (1:04:30) Sam Walton said he took more ideas from Sol Price than any other person. —Sol Price: Retail Revolutionary by Robert Price. (Founders #304)

    (1:07:30) Nothing in the world is cheaper than a good idea without any action behind it.

    (1:07:30)  Sam Walton: Made In America  (Founders #234)

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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

     

    #353 How To Be Rich by J. Paul Getty

    #353 How To Be Rich by J. Paul Getty

    What I learned from reading How To Be Rich by J. Paul Getty. 

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    Build relationships with other founders, investors, and executives at a Founders Event

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

    Get access to Founders Notes here

    You can also ask SAGE (the Founders Notes AI assistant) 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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    (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.

    (6:00) I acted as my own geologist, legal advisor, drilling superintendent, explosives expert, roughneck and roustabout.

    (8:00) Michael Jordan: The Life by Roland Lazenby. (Founders #212) 

    (12:00) Control as much of your business as possible. You don’t want to have to worry about what is going on in the other guy’s shop.

    (20:00) Optimism is a moral duty. Pessimism aborts opportunity.

    (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.

    (22:00) 98 percent of our attention was devoted to the task at hand. We are believers in Carlyle's Prescription, that the job a man is to do is the job at hand and not see what lies dimly in the distance. — Charlie Munger

    (27:00) Entrepreneurs want to create their own security.

    (34:00) Example is the best means to instruct or inspire others.

    (37:00) Long orders, which require much time to prepare, to read and to understand are the enemies of speed. Napoleon could issue orders of few sentences which clearly expressed his intentions and required little time to issue and to understand.

    (38:00) A Few Lessons for Investors and Managers From Warren Buffett by Warren Buffett and Peter Bevelin. (Founders #202) 

    (41:00) Two principles he repeats:

    Be where the work is happening.

    Get rid of bureaucracy.

    (43:00) Years ago, businessmen automatically kept administrative overhead to an absolute minimum. The present day trend is in exactly the opposite direction. The modern business mania is to build greater and ever greater paper shuffling empires.

    (44:00) Les Schwab Pride In Performance: Keep It Going!by Les Schwab (Founders #330) 

    (46:00) The primary function of management is to obtain results through people.

    (50:00) the truly great leader views reverses, calmly and coolly. He is fully aware that they are bound to occur occasionally and he refuses to be unnerved by them.

    (51:00) There is always something wrong everywhere.

    (51:00) Don't interrupt the compounding. It’s all about the long term. You should keep a fortress of cash, reinvest in your business, and use debt sparingly. Doing so will help you survive to reap the long-term benefits of your business.

    (54:00) You’ll go much farther if you stop trying to look and act and think like everyone else.

    (55:00) The line that divides majority opinion from mass hysteria is often so fine as to be virtually invisible.

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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

    #352 J. Paul Getty: The Richest Private Citizen in America

    #352 J. Paul Getty: The Richest Private Citizen in America

    What I learned from reading As I See it: The Autobiography of J. Paul Getty by J. Paul Getty. 

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    Build relationships with other founders, investors, and executives at a Founders Event

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

    Get access to Founders Notes here

    You can also ask SAGE (the Founders Notes AI assistant) 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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    (2:00) Vice President Nelson Rockefeller did me the honor of saying that my entrepreneurial success in the oil business put me on a par with his grandfather, John D. Rockefeller Sr. My comment was that comparing me to John D. Sr. was like comparing a sparrow to an eagle. My words were not inspired by modesty, but by facts.

    (8:00) On his dad sending him to military school: The strict, regimented environment was good for me.

    (20:00) Entrepreneurs are people whose mind and energies are constantly being used at peak capacity.

    (28:00) Advice for fellow entrepreneurs: Don’t be like William Randolph Hearst. Reinvest in your business. Keep a fortress of cash. Use debt sparingly.

    (30:00) The great entrepreneurs I know have these traits:

    -Devoted their minds and energy to building productive enterprises (over the long term)

    -They concentrated on expanding

    -They concentrated on making their companies more efficient 

    -They reinvest heavily in to their business (which can help efficiency and expansion )

    -Always personally involved in their business

    -They know their business down to the ground

    -They have an innate capacity to think on a large scale

    (34:00) Five wives can't all be wrong. As one of them told me after our divorce: "You're a great friend, Paul—but as a husband, you're impossible.”

    (36:00) My business interests created problems [in my marriages]. I was drilling several wells and it was by no means uncommon for me to stay on the sites overnight or even for two days or more.

    (38:00) A hatred of failure has always been part of my nature and one of the more pronounced motivating forces in my life.  Once I have committed myself to any undertaking, a powerful inner drive cuts in and I become intent on seeing it through to a satisfactory conclusion.

    (38:00) My own nature is such that I am able to concentrate on whatever is before me and am not easily distracted from it.

    (42:00) 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)

    (47:00) [On transforming his company for the Saudi Arabia deal] The list of things to be done was awesome, but those things were done.

    (53:00) Churchill to his son: Your idle and lazy life is very offensive to me. You appear to be leading a perfectly useless existence.

    (54:00) My father's influence and example where the principle forces that formed my nature and character.

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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

    #351 The Founder of Rolex: Hans Wilsdorf

    #351 The Founder of Rolex: Hans Wilsdorf

    What I learned from reading about Hans Wilsdorf and the founding of Rolex.

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    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 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: 

    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

    ----

    (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.

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

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

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

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

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

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

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

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

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

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

    (48:00) More sources:

    Rolex Jubilee: Vade Mecum by Hans Wilsdorf

    Rolex Magazine: The Hans Wilsdorf Years

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

    Vintage Watchstraps Blog: Hans Wilsdorf and Rolex

    Business Breakdowns #65 Rolex: Timeless Excellence

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

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    #350 How To Sell Like Steve Jobs

    #350 How To Sell Like Steve Jobs

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

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

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

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

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

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

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

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

    (10:00) Great Advertising Founders Episodes:

    Albert Lasker (Founders #206)

    Claude Hopkins (Founders #170 and #207)

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

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

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

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

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

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

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

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

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

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

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

    (29:00) Marketing is theatre.

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

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

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

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    #349 How Steve Jobs Kept Things Simple

    #349 How Steve Jobs Kept Things Simple

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

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    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?

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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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    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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    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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    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?

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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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    Founders
    en-usMay 12, 2024

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

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

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

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    Episode Outline: 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    16.  A summary of Charlie Munger on incentives:

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

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

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

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    Related Episodes

    A conversation with David and Ben from the Acquired podcast

    A conversation with David and Ben from the Acquired podcast

    David Rosenthal and Ben Gilbert — of the Acquired podcast — invited me to San Francisco for a discussion on our mutual obsession: spending every waking hour studying the history of entrepreneurship and sharing those lessons on our podcasts. 

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    Follow Acquired in your podcast player here or at Acquired.fm 

    This episode is brought to you by: Tiny: Tiny is the easiest way to sell your business. Tiny provides quick and straightforward exits for Founders. Get in touch with Tiny by emailing hi@tiny.com. 

    [3:00] David’s time with Charlie Munger

    [5:30] Henry Flagler after Standard Oil

    [8:30] What makes a great biography, and how to capture all sides of complex characters?

    [11:00] Studying history is a form of leverage to achieve success

    [13:00] How do we figure out what the true story is for an episode we're doing?

    [20:30] Silicon Valley should focus more on durability than growth

    [21:30] How David got into reading biographies and podcasting

    [25:40] What were each of their influences before starting Acquired and Founders?

    [35:30] How to suck less over time

    [37:30] What motivates, Ben, David, and David to get better?

    [45:00] Dead ends: business model changes, paid podcasts, changing the name to “Adapting”, and Senra's “Autotelic”

    [51:30] “You’re not advertising to a standing army, you’re advertising to a moving parade”

    [56:00] Comparison of podcasting business models

    [1:00:10] Senra’s insane Readwise "healthy twitter" habit

    [1:04:30] Is it possible for the ultra-wealthy not to mess up their kids?

    [1:14:30] The fleeting moments you get to spend with your kids

    [1:17:00] The value of building relationships with best-in-class peers

    [1:19:30] How the book publishing industry works

    [1:28:45] How to differentiate yourself as an investor in 2023?

    [1:38:30] The greatest historical examples as content marketing

    [2:02:00] The best businesses are cults (and Senra starts one on the episode)

    [2:07:00] Senra gives feedback to Ben and David on Acquired episode format

    [2:15:30] Steve Jobs’ 1997 product matrix

    [2:17:00] The moral imperative to market products that help people

    [2:23:00] Ray Kroc and Steve Jobs: deeply flawed founders

    [2:23:30] The founders we idolize are world-builders

    [2:28:00] When yachts and jets are underpriced assets

    [2:32:00] How to compete when money is cheap vs. when there are real interest rates

    [2:39:30] When Ben and David have fixed broken episodes in post-production

    [2:44:30] Why masters of craft are so interesting to study

    [2:45:30] Should you listen to advice?

    [2:51:00] David’s first job detailing cars

    [2:52:30] The Cuban experience immigrating to Miami

    [3:01:00] College entrepreneurship programs

    [3:04:00] Ben’s experience learning UNIX as a kid

    [3:08:30] David remembers Tim Ferriss guest lecturing in college

    If you have scrolled this far and still haven't followed Acquired in your podcast player please do so here

    #110 Henry Singleton (Teledyne)

    #110 Henry Singleton (Teledyne)

    What I learned from reading Distant Force: A Memoir of the Teledyne Corporation and the Man Who Created It by Dr. George Roberts. 

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    Henry was much more than a salesman, mathematician, engineer, inventor, and chess champion. He was a student. An observer of the history of manufacturing, of the progress and growth of corporations from the days of Henry Ford, the growth of General Motors, the manner of successful corporations in growing by acquisition. [0:01]

    Henry reminds me of de Gaulle. He has a singleness of purpose, a tenacity that is just overpowering. He gives you absolute confidence in his ability to accomplish whatever he says he is going to do. [2:00]

    Henry spent time doing exactly what we are doing — learned from entrepreneurs and great people of the past. [3:45]

    According to Buffett, if one took the top 100 business school graduates and made a composite of their triumphs, their record would not be as good as that of Singleton, who incidentally was trained as a scientist, not an MBA. / Here is a direct quote from Buffett: The failure of business schools to study men like Singleton is a crime. / "Henry Singleton of Teledyne has the best operating and capital deployment record in American business.” —Warren Buffett [8:30]

    Genius is an oft-misused word, but it cannot be denied that Henry Singleton brought exceptional brilliance to the creation and development of the enterprise he undertook. . .Many of these strategies, new at the time, have now become commonplace in the business world. [12:57]

    My only plan is to keep coming to work each day. I like to steer the boat each day rather than plan ahead way into the future. —Henry Singleton [14:36]

    Within eight years of founding Teledyne had bootstrapped their startup investment of $450,000 into a company with annual sales of over $450 million. [17:24]

    Henry’s early faith that semiconductors would become the dominant factor in future electronics, even while this was still being debated by others in the industry. [31:15]

    Henry’s three great ideas

    Recognizing the future importance of digital semiconductors when this technology was in its infancy.

    Acquiring and organizing a selection of financial companies to provide a strong financial base [The idea Henry learned by reading Alfred Sloan’s of GM’s book]

    His innovative strategy for stock buybacks [40:30]

    Henry knew where he could create the most value and focused on that. Are you doing the same? [50:16]

    There is no speed limit: In the company’s first six years net income rose from $58,000 to $12,035,000 [52:20]

    There are ideas worth billions in a $30 history book. [56:10]

    Henry Singleton the teacher / Claude Shannon on being smart and quiet [1:06:45]

    By 1977 Teledyne was the largest shareholder in nine Fortune 500 companies. But Henry didn’t want control. He didn’t even want a board seat. [1:13:40]

    There are companies that will sell one division and buy another because today this divisions generally sports a low multiple and the one they’re buying has a high multiple. That absolutely turns me off. The whole concept is repulsive. We don’t do things like that. We look at the economic long term possibilities. —Henry Singleton [1:17:05]

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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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    #288 Ralph Lauren

    #288 Ralph Lauren

    What I learned from reading Ralph Lauren: The Man Behind the Mystique by Jeffrey Trachtenberg.

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    [2:01] When I lumped him together with a handful of other designers during casual conversation, he snapped: “Don't put me with those designers. My business is not compared to anybody else's."

    [3:00] In practice Ralph Lauren is a tough, intensely ambitious businessman.

    [3:00] Ralph has always possessed immense self-confidence; it is central to his character, an asset as valuable as his sense of color, fabric, style.

    [4:00] Coco Chanel: The Legend and the Life by Justine Picardie. (Founders #199)

    [7:00] Few outsiders understood fully how lucrative the licensing business had become. Ralph would have been a successful designer in his own right. However, he would never have qualified as one of the world's richest men without licensees willing to pay him 5 to 7 percent of sales.

    [7:00] His privately held fashion empire was on the brink of bankruptcy. Geffen surmised that the company should be transformed from a manufacturing firm to a design, marketing, and licensing company. "You guys stink at manufacturing," he said. "You need to get out of that business." Instead, Geffen continued, the company needed to focus on what it really knew: how to design and market the Calvin Klein brand name. — The Operator: David Geffen Builds, Buys, and Sells The New Hollywood by Tom King

    [14:00] When my customers come to me, they like to cross the threshold of some magic place; they feel a satisfaction that is perhaps a trace vulgar but that delights them: they are privileged characters who are incorporated into our legend. For them this is a far greater pleasure than ordering another suit.” —Coco Chanel, 1935

    [16:00] What he lacked in experience he compensated it for an energy and enthusiasm.

    [17:00] Differentiation is survival. — Jeff Bezos Jeff Bezos' Shareholder Letters (Founders #282)

    [19:00] Mediocrity is always invisible until passion shows up and exposes it.

    [22:00] From the beginning I've been aware of the need to sell everybody. — Becoming Trader Joe: How I Did Business My Way and Still Beat the Big Guys by Joe Coulombe. (Founders #188)

    [26:00] Difference for the sake of it. In everything. Because it must be better. From the moment the idea strikes, to the running of the business. Difference, and retention of total control. — Against The Odds: An Autobiography by James Dyson (Founders #200)

    [28:00] Made in Japan: Akio Morita and Sony by Akio Morita. (Founders #102)

    [32:00] Intransigence is my only weapon. — Charles de Gaulle by Julian Jackson. (Founders #224)

    [41:00] It's torture being a partner to somebody you don't want to be a partner with.

    [45:00] On a Thursday night he wins an award for best men’s wear designer. The next day he could not meet his payroll.

    [49:00] When bills come due, only cash is legal tender. Don't leave home without it. — The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227)

    [54:00] You can make a lot of different mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you’re too inefficient. — Sam Walton: Made In America by Sam Walton.

    [55:00] The thing that set Ralph apart was his single-mindedness of purpose. Everybody else moved from place to place, from trend to trend. He wasn't trendy. He stayed with it. It's the single most important thing about him. To this day there are people walking around saying Ralph Lauren isn't that special, I could have done it. It's the weirdest thing. They couldn't be more wrong. Ralph is the most special guy in the apparel business.

    [55:00] Graham Duncan on the Tim Ferriss Show

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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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    #57 John Bogle: Stay the Course: The Story of Vanguard and the Index Revolution

    #57 John Bogle: Stay the Course: The Story of Vanguard and the Index Revolution

    What I learned from reading Stay the Course: The Story of Vanguard and the Index Revolution.

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    This is a story of a revolution [0:01]

    what Vanguard does and why? [7:00]

    the seed of the idea that eventually becomes Vanguard [10:00]

    switching from conservative investing to speculation / when humans are scared they copy the behavior of those around them [17:00]

    John gets fired. He decides to fight back. [31:00]

    if you know why you are doing what you are doing you are less likely to quit [41:00]

    staying the course gives you a massive advantage because most humans quit [53:00] 

    We must never underrate the power of compounding investment returns, and always avoid the tyranny of compounding investment costs.– John Bogle [59:00]

    eliminating the 50-year tradition of sales commission [1:01:00]

    a failure caused by focusing on competition and not learning from the past [1:06:00]

    the Founders Mentality [1:07:30]

    personal reflections and a memoir of sorts [1:11:00]

    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