Offshore
Video
Startup Archive
Peter Thiel on the type of company more startup founders should build
Thiel first emphasizes his belief that when starting a company, you should always ask:
“Can this company become a monopoly?”
He then lists three of the most common types of monopolies:
1. Super fast distribution on a very thin product (e.g. Twitter)
2. A technological advantage that is continually built upon with iterative improvement and compounds over time (e.g. SaaS software)
3. A truly brilliant breakthrough (e.g. Bitcoin)
But he argues that there’s a different monopoly category that’s continually overlooked:
“A different modality for innovation that we do very little of and we don’t even recognize as an important category is what I would describe as ‘Complex Coordination,’ where you take a lot of different pieces and the challenge is to coordinate them into something new.”
Thiel continues:
“This is the thing that’s maybe 180 degrees antithetical to the Lean Startup ethos. It’s complicated. You have to put all the pieces together in just the right way. I think this is on some level what really drove Apple as an innovative company in the last decade… What was new about the iPhone? There was no single component that was new. It was just that you put all of these things together in just the right way… and once you built it, it was actually super hard for people to replicate. You had an advantage for many years.”
He points to Tesla and SpaceX as more recent examples.
“There’s no component to the Tesla that’s actually that new. It’s just that you put all of the pieces together. You re-engineered the whole distributor network. It was this complex coordination that made it work. There’s like this lost art of accounting where you figure out how much things cost and add them all together. And Elon has discovered this lost art of accounting which no other people practice.”
Video source: @GA (2015)
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Peter Thiel on the type of company more startup founders should build
Thiel first emphasizes his belief that when starting a company, you should always ask:
“Can this company become a monopoly?”
He then lists three of the most common types of monopolies:
1. Super fast distribution on a very thin product (e.g. Twitter)
2. A technological advantage that is continually built upon with iterative improvement and compounds over time (e.g. SaaS software)
3. A truly brilliant breakthrough (e.g. Bitcoin)
But he argues that there’s a different monopoly category that’s continually overlooked:
“A different modality for innovation that we do very little of and we don’t even recognize as an important category is what I would describe as ‘Complex Coordination,’ where you take a lot of different pieces and the challenge is to coordinate them into something new.”
Thiel continues:
“This is the thing that’s maybe 180 degrees antithetical to the Lean Startup ethos. It’s complicated. You have to put all the pieces together in just the right way. I think this is on some level what really drove Apple as an innovative company in the last decade… What was new about the iPhone? There was no single component that was new. It was just that you put all of these things together in just the right way… and once you built it, it was actually super hard for people to replicate. You had an advantage for many years.”
He points to Tesla and SpaceX as more recent examples.
“There’s no component to the Tesla that’s actually that new. It’s just that you put all of the pieces together. You re-engineered the whole distributor network. It was this complex coordination that made it work. There’s like this lost art of accounting where you figure out how much things cost and add them all together. And Elon has discovered this lost art of accounting which no other people practice.”
Video source: @GA (2015)
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Offshore
Photo
Stock Analysis Compilation
Miller Value on Gannett $GCI US
Thesis: Gannett’s digital transformation, legal upside potential, and deep undervaluation offer a compelling opportunity for substantial re-rating and market cap growth.
(Extract from their Q3 letter) https://t.co/RLEXCaKsUQ
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Miller Value on Gannett $GCI US
Thesis: Gannett’s digital transformation, legal upside potential, and deep undervaluation offer a compelling opportunity for substantial re-rating and market cap growth.
(Extract from their Q3 letter) https://t.co/RLEXCaKsUQ
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Offshore
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Dimitry Nakhla | Babylon Capital®
RT @DimitryNakhla: $ASML currently trading at the lower end of its historical valuation range, despite maintaining robust growth prospects & a wide moat 💸
#stocks #investing https://t.co/NPRouhc09g
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RT @DimitryNakhla: $ASML currently trading at the lower end of its historical valuation range, despite maintaining robust growth prospects & a wide moat 💸
#stocks #investing https://t.co/NPRouhc09g
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Quiver Quantitative
Another one.
We posted this report on a suspicious purchase of Perella Weinberg stock by a U.S. Congressman in April.
$PWP has now risen 93% since the trade. https://t.co/dYQxFiaGFk
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Another one.
We posted this report on a suspicious purchase of Perella Weinberg stock by a U.S. Congressman in April.
$PWP has now risen 93% since the trade. https://t.co/dYQxFiaGFk
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Offshore
Photo
App Economy Insights
$ZM Zoom Q3 FY25 (October quarter).
• Enterprise DBNE 98% TTM (unchanged).
• Customers > $100K TTM +7% Y/Y to 4K.
• Revenue +3% Y/Y to $1,178M ($10M beat).
• Non-GAAP EPS $1.38 ($0.07 beat).
• FY25 Guidance ~$4.66B ($20M beat). https://t.co/aPfR1IO1O6
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$ZM Zoom Q3 FY25 (October quarter).
• Enterprise DBNE 98% TTM (unchanged).
• Customers > $100K TTM +7% Y/Y to 4K.
• Revenue +3% Y/Y to $1,178M ($10M beat).
• Non-GAAP EPS $1.38 ($0.07 beat).
• FY25 Guidance ~$4.66B ($20M beat). https://t.co/aPfR1IO1O6
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Quiver Quantitative
RT @InsiderRadar: $IMNM stock rose 13.5% today, following these pre-market insider purchases
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RT @InsiderRadar: $IMNM stock rose 13.5% today, following these pre-market insider purchases
🚨 JUST IN: 3 New Insider Purchases at $IMNM
- $960K purchase by CEO
- $150K purchase by Chief Medical Officer
- $200K purchase by CTO
All three of these trades were filed this morning, shortly before market open. tweet
twitter.com
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Quiver Quantitative
RT @InsiderRadar: 🚨 JUST IN: New CFO Insider Purchase
The CFO of $PRKS has reported the purchase of ~$1.9M of the company's stock.
This is his first reported insider trade, and comes just a month after he was appointed CFO.
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RT @InsiderRadar: 🚨 JUST IN: New CFO Insider Purchase
The CFO of $PRKS has reported the purchase of ~$1.9M of the company's stock.
This is his first reported insider trade, and comes just a month after he was appointed CFO.
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Quiver Quantitative
RT @InsiderRadar: 🚨BREAKING: New CEO Insider Purchase
The interim CEO of $AGFY has reported the purchase of ~$267K of the company's stock, increasing his ownership stake by 60%.
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RT @InsiderRadar: 🚨BREAKING: New CEO Insider Purchase
The interim CEO of $AGFY has reported the purchase of ~$267K of the company's stock, increasing his ownership stake by 60%.
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Quiver Quantitative
RT @InsiderRadar: 🚨BREAKING: New Insider Purchases
The CEO and CFO of $NGNE have both reported large insider buys ($969K and $490K respectively).
This is the first insider purchase we have ever seen either of these execs report.
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RT @InsiderRadar: 🚨BREAKING: New Insider Purchases
The CEO and CFO of $NGNE have both reported large insider buys ($969K and $490K respectively).
This is the first insider purchase we have ever seen either of these execs report.
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Offshore
Photo
Stock Analysis Compilation
Focus Capital on Kingsgate $KCN AU
Thesis: Kingsgate’s operational turnaround and rising gold prices signal a strong recovery potential, with the market’s skepticism presenting an attractive buying opportunity
(Extract from their Q3 letter) https://t.co/uHXtObjxlh
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Focus Capital on Kingsgate $KCN AU
Thesis: Kingsgate’s operational turnaround and rising gold prices signal a strong recovery potential, with the market’s skepticism presenting an attractive buying opportunity
(Extract from their Q3 letter) https://t.co/uHXtObjxlh
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Offshore
Photo
Stock Analysis Compilation
Harding Loevner on Lotus Bakeries $LOTB BB
Thesis: Lotus Bakeries' strong brand recognition and growth potential, driven by rising global demand for Biscoff, offer a compelling opportunity as the company expands into untapped markets.
(Extract from their Q3 letter) https://t.co/mx1Z7UmE4n
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Harding Loevner on Lotus Bakeries $LOTB BB
Thesis: Lotus Bakeries' strong brand recognition and growth potential, driven by rising global demand for Biscoff, offer a compelling opportunity as the company expands into untapped markets.
(Extract from their Q3 letter) https://t.co/mx1Z7UmE4n
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Offshore
Video
Startup Archive
Y Combinator Partners on DoorDash, Instacart, and doing things that don’t scale
Apoorva Mehta’s idea for Instacart was to let users order their groceries with the tap of a button.
Some founders might’ve spent months trying to negotiate corporate partnerships with grocery stores like Trade Joe’s or Whole Foods before starting this business. But the first thing Apoorva did was test whether this was something people even wanted.
His team took their YC money, went to Trader Joe’s and bought one of every item. They then rented a photography studio, took pictures of every item, wrote down the prices, and posted it all to their website. When an order came in, they bought the item from Trader Joe’s and delivered it.
This allowed them to prove that Instacart was something customers wanted, and only once they hit scale did they negotiate partnerships with large grocery chains.
YC Partner Tom Blomfield sums up the core advantage this approach that Paul Graham advocates for in his essay Do Things That Don’t Scale:
“In the cases where you do things that don’t scale and it turns out no one wants it, that’s actually a good thing because you’ve saved yourself months or years of building something no one wants… And by doing this stuff that doesn’t scale, you can give the appearance of that service or product already existing by basically faking it manually, pulling the strings in the background, and doing tons of hard work yourself to deliver that incredible white glove experience to customers.”
YC CEO Garry Tan adds:
“Doing things that don’t scale lets you experiment, fail fast, and try new things. It lets you test your assumptions before you spend months building a product.”
YC Partners Diana Hu and Michael Seibel discuss another great example of this: DoorDash.
Even though the team was a technical group of Stanford engineering students and MBAs, they built the MVP with a tech stack of Google Drive to upload menus, a simple HTML/CSS website, a Google Form to take orders, and Find My Friends as their dispatch system to track drivers.
Diana comments:
“They could have done the fancy thing and build out a dynamic site with real-time tracking, but the founders were very pragmatic. That was not the hardest thing to prove.”
Usually the hardest thing to prove is that your product is something people want.
Video source: @ycombinator (2024)
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Y Combinator Partners on DoorDash, Instacart, and doing things that don’t scale
Apoorva Mehta’s idea for Instacart was to let users order their groceries with the tap of a button.
Some founders might’ve spent months trying to negotiate corporate partnerships with grocery stores like Trade Joe’s or Whole Foods before starting this business. But the first thing Apoorva did was test whether this was something people even wanted.
His team took their YC money, went to Trader Joe’s and bought one of every item. They then rented a photography studio, took pictures of every item, wrote down the prices, and posted it all to their website. When an order came in, they bought the item from Trader Joe’s and delivered it.
This allowed them to prove that Instacart was something customers wanted, and only once they hit scale did they negotiate partnerships with large grocery chains.
YC Partner Tom Blomfield sums up the core advantage this approach that Paul Graham advocates for in his essay Do Things That Don’t Scale:
“In the cases where you do things that don’t scale and it turns out no one wants it, that’s actually a good thing because you’ve saved yourself months or years of building something no one wants… And by doing this stuff that doesn’t scale, you can give the appearance of that service or product already existing by basically faking it manually, pulling the strings in the background, and doing tons of hard work yourself to deliver that incredible white glove experience to customers.”
YC CEO Garry Tan adds:
“Doing things that don’t scale lets you experiment, fail fast, and try new things. It lets you test your assumptions before you spend months building a product.”
YC Partners Diana Hu and Michael Seibel discuss another great example of this: DoorDash.
Even though the team was a technical group of Stanford engineering students and MBAs, they built the MVP with a tech stack of Google Drive to upload menus, a simple HTML/CSS website, a Google Form to take orders, and Find My Friends as their dispatch system to track drivers.
Diana comments:
“They could have done the fancy thing and build out a dynamic site with real-time tracking, but the founders were very pragmatic. That was not the hardest thing to prove.”
Usually the hardest thing to prove is that your product is something people want.
Video source: @ycombinator (2024)
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