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Startup Archive
Justine Musk on How to be Elon Musk:
"Be obsessed. If you're not obsessed, then stop what you're doing and find whatever does obsess you. It helps to have an ego, but you must be in service to something bigger if you are to inspire the people you need to help you (and make no mistake, you will need them)...
Don't pursue something because you 'want to be great'. Pursue something because it fascinates you, because the pursuit itself engages and compels you. Extreme people combine brilliance and talent with an insane work ethic, so if the work itself doesn't drive you, you will burn out or fall by the wayside or your extreme competitors will crush you and make you cry."
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Justine Musk on How to be Elon Musk:
"Be obsessed. If you're not obsessed, then stop what you're doing and find whatever does obsess you. It helps to have an ego, but you must be in service to something bigger if you are to inspire the people you need to help you (and make no mistake, you will need them)...
Don't pursue something because you 'want to be great'. Pursue something because it fascinates you, because the pursuit itself engages and compels you. Extreme people combine brilliance and talent with an insane work ethic, so if the work itself doesn't drive you, you will burn out or fall by the wayside or your extreme competitors will crush you and make you cry."
How to be Elon Musk by @justinemusk https://t.co/k8f5RsZM3v tweet
Offshore
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Startup Archive
Reed Hastings on the role of the CEO at a startup
“In the first couple of years, you do everything—you’re doing dishes at night, you’re coding, you’re writing marketing materials, you’re dealing with customers and investors. And you have so many disadvantages as an irrelevant little nothing of a company that you have to make up for it with talent, hard work, and brute force. And so if you’re lucky, that’s only a couple of years as opposed to 10 years, where you’re just on call constantly in a very intense way.”
But once you get to 50-100 people, you have to evolve your management style entirely and adapt to be more strategic. You no longer know everyone at the company, and are no longer involved in every little detail.
At Netflix’s scale, Reed’s responsibilities are almost entirely company strategy and vision. He’ll decide which markets Netflix should be in, but he’s not picking countries or shows. He’ll decide that the marketing budget should be 5-10% of revenue, rather than 50%, but he’s not deciding what the campaign is. And lastly he’ll set the vision in terms of culture:
“What are the rules of the road of how the firm operates? What’s our character so that it’s a healthy place?”
But at Netflix’s scale, the CEO can’t do much of the work:
“It’s just too big. And if you try to, you’ll (A) burn yourself out, and (B) get everyone else upset.”
This is actually what happened at Reed’s first company Pure Software:
“I was 33, the company had grown to about 50 people, and I was still trying to code at night and trying to be CEO during the day and sleeping at work, and I wasn’t careful enough about taking showers… It was just gross… And when there was bugs in my code, it was hard to get me to fix it because I was off doing other things… I was trying to hold on too long to the dual roles.”
Video source: @GreylockVC (2015)
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Reed Hastings on the role of the CEO at a startup
“In the first couple of years, you do everything—you’re doing dishes at night, you’re coding, you’re writing marketing materials, you’re dealing with customers and investors. And you have so many disadvantages as an irrelevant little nothing of a company that you have to make up for it with talent, hard work, and brute force. And so if you’re lucky, that’s only a couple of years as opposed to 10 years, where you’re just on call constantly in a very intense way.”
But once you get to 50-100 people, you have to evolve your management style entirely and adapt to be more strategic. You no longer know everyone at the company, and are no longer involved in every little detail.
At Netflix’s scale, Reed’s responsibilities are almost entirely company strategy and vision. He’ll decide which markets Netflix should be in, but he’s not picking countries or shows. He’ll decide that the marketing budget should be 5-10% of revenue, rather than 50%, but he’s not deciding what the campaign is. And lastly he’ll set the vision in terms of culture:
“What are the rules of the road of how the firm operates? What’s our character so that it’s a healthy place?”
But at Netflix’s scale, the CEO can’t do much of the work:
“It’s just too big. And if you try to, you’ll (A) burn yourself out, and (B) get everyone else upset.”
This is actually what happened at Reed’s first company Pure Software:
“I was 33, the company had grown to about 50 people, and I was still trying to code at night and trying to be CEO during the day and sleeping at work, and I wasn’t careful enough about taking showers… It was just gross… And when there was bugs in my code, it was hard to get me to fix it because I was off doing other things… I was trying to hold on too long to the dual roles.”
Video source: @GreylockVC (2015)
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Stock Analysis Compilation
Alger on Weatherford International $WFRD US
Thesis: Weatherford International’s strategic focus on margin improvement, debt reduction, and a robust technology portfolio sets it up for strong cash flow generation, despite recent market headwinds.
(Extract from their Q3 letter) https://t.co/qPG84vgaN2
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Alger on Weatherford International $WFRD US
Thesis: Weatherford International’s strategic focus on margin improvement, debt reduction, and a robust technology portfolio sets it up for strong cash flow generation, despite recent market headwinds.
(Extract from their Q3 letter) https://t.co/qPG84vgaN2
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Stock Analysis Compilation
Ariel Investments on Bio-Rad Laboratories $BIO
Thesis: Bio’s strong market position, diversified revenue streams, and innovative product offerings make it a standout play in the laboratory equipment sector, poised for growth with dom. mkt share.
(Extract from their Q3 letter) https://t.co/718dzoC7ym
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Ariel Investments on Bio-Rad Laboratories $BIO
Thesis: Bio’s strong market position, diversified revenue streams, and innovative product offerings make it a standout play in the laboratory equipment sector, poised for growth with dom. mkt share.
(Extract from their Q3 letter) https://t.co/718dzoC7ym
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Capital Employed
Some interesting ideas here...
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Some interesting ideas here...
Now is the time to buy small caps, so that above-average returns can be achieved in the future.📈
Here are 8⃣ underfollowed small caps that crushed the market in the past 10 years & are currently trading at a reasonable price👇
Thread🧵 https://t.co/81OdzuqbLo tweet
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Stock Analysis Compilation
Cleabridge on Tokio Marine $8766 JP
Thesis: Tokio Marine’s dominant market position, strategic divestitures, and strong cash generation provide multiple avenues for value creation, making it a compelling investment in the global insurance sector.
(Extract from their Q3 letter) https://t.co/swya4aKwxl
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Cleabridge on Tokio Marine $8766 JP
Thesis: Tokio Marine’s dominant market position, strategic divestitures, and strong cash generation provide multiple avenues for value creation, making it a compelling investment in the global insurance sector.
(Extract from their Q3 letter) https://t.co/swya4aKwxl
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Hidden Value Gems
An interesting interview with a retail analyst by @barronsonline who provided 5 reasons why luxury is more challenging than it appears. Highlighted #LVMH as the safest bet.
Discussed a few turnaround cases like $GAP $VSCO $PVH $KTB https://t.co/gMRzgG69lP
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An interesting interview with a retail analyst by @barronsonline who provided 5 reasons why luxury is more challenging than it appears. Highlighted #LVMH as the safest bet.
Discussed a few turnaround cases like $GAP $VSCO $PVH $KTB https://t.co/gMRzgG69lP
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Stock Analysis Compilation
Ennismore on D’Ieteren Group $DIE BB
Thesis: D’Ieteren’s undervalued stake in Belron, alongside potential catalysts like an IPO and strategic insights from new CEO Carlos Brito, make it a compelling buy trading at just 9x 2025 earnings.
(Extract from their Q3 letter) https://t.co/86GyNByXlI
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Ennismore on D’Ieteren Group $DIE BB
Thesis: D’Ieteren’s undervalued stake in Belron, alongside potential catalysts like an IPO and strategic insights from new CEO Carlos Brito, make it a compelling buy trading at just 9x 2025 earnings.
(Extract from their Q3 letter) https://t.co/86GyNByXlI
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Offshore
Video
Startup Archive
Peter Thiel on how to identify great talent
Peter Thiel is famous for discovering undervalued talent throughout his career. The most well-known example is PayPal, where he recruited people who went on to start companies like YouTube, LinkedIn, Yelp, Affirm, and Yammer. But he also recruited Alex Karp, his former classmate at Stanford Law School, to co-found Palantir with him 2003.
Tyler Cowen asks Thiel what traits he looks for in undiscovered talent that everyone else overlooks. Thiel replies:
“It’s very difficult to reduce it to any single trait. A lot of what you’re looking for are these almost zen-like opposites.”
He gives a few examples:
“You want people who are both really stubborn and really open-minded. That’s a little contradictory. You want people who are sort of really idiosyncratic and really different, but then who can work well together in teams… If you focus too much on one end of it, you tend to get it completely wrong… [I like to look for] these combinations of unusual traits.”
Essentially he looks for idiosyncratic people with combinations of unusual traits that counterbalance those idiosyncrasies.
Video source: @mercatus (2015)
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Peter Thiel on how to identify great talent
Peter Thiel is famous for discovering undervalued talent throughout his career. The most well-known example is PayPal, where he recruited people who went on to start companies like YouTube, LinkedIn, Yelp, Affirm, and Yammer. But he also recruited Alex Karp, his former classmate at Stanford Law School, to co-found Palantir with him 2003.
Tyler Cowen asks Thiel what traits he looks for in undiscovered talent that everyone else overlooks. Thiel replies:
“It’s very difficult to reduce it to any single trait. A lot of what you’re looking for are these almost zen-like opposites.”
He gives a few examples:
“You want people who are both really stubborn and really open-minded. That’s a little contradictory. You want people who are sort of really idiosyncratic and really different, but then who can work well together in teams… If you focus too much on one end of it, you tend to get it completely wrong… [I like to look for] these combinations of unusual traits.”
Essentially he looks for idiosyncratic people with combinations of unusual traits that counterbalance those idiosyncrasies.
Video source: @mercatus (2015)
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Stock Analysis Compilation
Ennismore on Ryanair $RYA LN
Thesis: Ryanair’s robust balance sheet, dominant market position, and aggressive share buybacks set it up for strong cash flow generation, trading at an attractive valuation with durable growth ahead.
(Extract from their Q3 letter) https://t.co/ROjSudE1xn
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Ennismore on Ryanair $RYA LN
Thesis: Ryanair’s robust balance sheet, dominant market position, and aggressive share buybacks set it up for strong cash flow generation, trading at an attractive valuation with durable growth ahead.
(Extract from their Q3 letter) https://t.co/ROjSudE1xn
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