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Former Google CEO Eric Schmidt’s #1 piece of advice for startups building in the age of AI
“I am struck by the speed with which you can build demonstrations of new ideas.”
Eric shares that in a recent hackathon he was a part of, the winning team used AI to generate Python code that was able to fly a drone in a simulator.
“It would have taken a week or two for good professional programmers to do that.”
He advises founders:
“If you can't get your prototype built in a day using these various tools, you need to think about that, because that's what your competitor is doing… My biggest advice is when you start thinking about a company: it's very important to prototype your idea using these tools as quickly as you can. Because you can be sure there's another person doing exactly that same thing in another company, in another university, in a place that you've never been.”
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Former Google CEO Eric Schmidt’s #1 piece of advice for startups building in the age of AI
“I am struck by the speed with which you can build demonstrations of new ideas.”
Eric shares that in a recent hackathon he was a part of, the winning team used AI to generate Python code that was able to fly a drone in a simulator.
“It would have taken a week or two for good professional programmers to do that.”
He advises founders:
“If you can't get your prototype built in a day using these various tools, you need to think about that, because that's what your competitor is doing… My biggest advice is when you start thinking about a company: it's very important to prototype your idea using these tools as quickly as you can. Because you can be sure there's another person doing exactly that same thing in another company, in another university, in a place that you've never been.”
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Stock Analysis Compilation
White Falcon Capital Management on Perrigo $PRGO US
Thesis: Perrigo is poised for significant growth with the launch of Opill, the first FDA-approved over-the-counter contraception, expected to contribute positively to earnings by 2025-26, potentially doubling its share price to $50.
(Extract from their Q4 letter)
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White Falcon Capital Management on Perrigo $PRGO US
Thesis: Perrigo is poised for significant growth with the launch of Opill, the first FDA-approved over-the-counter contraception, expected to contribute positively to earnings by 2025-26, potentially doubling its share price to $50.
(Extract from their Q4 letter)
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Dimitry Nakhla | Babylon Capital®
RT @DimitryNakhla: Microsoft $MSFT Q2 2025 Report 🗓️
•Rev: $69.6B (+12% YoY) ✅
•Operating Inc: $31.7B (+17% YoY) ✅
•Net Inc: $24.1B (+10% YoY) ✅
•Intelligent ☁️ Rev: $25.54B (+19% YoY) ✅
•Prod & Biz Rev: $29.4B (+14% YoY) ✅
•Personal Comp Rev: $14.7B (Flat YoY) ✅ https://t.co/GyUvdUcCzP
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RT @DimitryNakhla: Microsoft $MSFT Q2 2025 Report 🗓️
•Rev: $69.6B (+12% YoY) ✅
•Operating Inc: $31.7B (+17% YoY) ✅
•Net Inc: $24.1B (+10% YoY) ✅
•Intelligent ☁️ Rev: $25.54B (+19% YoY) ✅
•Prod & Biz Rev: $29.4B (+14% YoY) ✅
•Personal Comp Rev: $14.7B (Flat YoY) ✅ https://t.co/GyUvdUcCzP
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Quiver Quantitative
President Trump's meme coin has now fallen 70% in the last two weeks.
Down 24% today.
We have not seen any members of Congress trade it yet - will keep you posted. https://t.co/uevwhyp2sK
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President Trump's meme coin has now fallen 70% in the last two weeks.
Down 24% today.
We have not seen any members of Congress trade it yet - will keep you posted. https://t.co/uevwhyp2sK
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Stock Analysis Compilation
Greystone Capital Management on Bel Fuse $BELFB US
Thesis: Bel Fuse is positioned for significant growth following a successful turnaround and a strategic acquisition of Enercon Technologies, which enhances its market presence and earnings potential.
(Extract from their Q4 letter)
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Greystone Capital Management on Bel Fuse $BELFB US
Thesis: Bel Fuse is positioned for significant growth following a successful turnaround and a strategic acquisition of Enercon Technologies, which enhances its market presence and earnings potential.
(Extract from their Q4 letter)
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Stock Analysis Compilation
Fiduciary Management on Progressive Corp. $PGR US
Thesis: Progressive Corp. is a leading auto insurer in the U.S. with strong competitive advantages and promising growth potential as the industry recovers after the pandemic.
(Extract from their Q4 letter) https://t.co/9BjuSGtbmz
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Fiduciary Management on Progressive Corp. $PGR US
Thesis: Progressive Corp. is a leading auto insurer in the U.S. with strong competitive advantages and promising growth potential as the industry recovers after the pandemic.
(Extract from their Q4 letter) https://t.co/9BjuSGtbmz
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Startup Archive
Marc Andreessen explains IBM founder Thomas Watson‘s famous “Wild Ducks” program
Marc believes that the organizational complexity is one reason you don’t see innovation at large companies. But that’s not the only reason:
“I think there’s another deeper thing underneath that that people really don’t like to talk about, which is the sheer number of people in the world who are capable of doing new things is just a very small set of people. You’re not going to have a hundred of them in a company… You’re going to have 3, 8, or 10, maybe.”
Marc learned this early in his career at IBM, which was one of the most powerful companies in the world and had over 440,000 employees at the time.
“They had a system that worked really well for 50 years. Most of the employees in the company were expected to basically follow rules… But they had this category of people they called ‘Wild Ducks.’ This was an idea that the founder Thomas Watson came up with. They often had the formal title of an IBM Fellow and they were the people who could make new things.”
He continues:
“There were eight of them and they got to break all the rules and invent new products. They got to go off and work on something new, they didn’t have to report back, they got to pull people off of other projects to work with them, they got budget when they needed it, and they reported directly to the CEO.”
Marc recalls one wild duck, Andy Heller, putting his cowboy boots on the conference room table “amongst an ocean of men in blue suits, white shirts, and red ties.” It was fine for Andy Heller to do that, but it was not fine for you to do that.
“They very specifically identified almost like an aristocratic class within our company that gets to play by different rules… Their job is to invent the next breakthrough product. We, IBM management, know that the 6,000 person division is not going to invent the next product. We know it’s going to be crazy Andy Heller and his cowboy boots.”
Marc believes companies like IBM and HP ultimately collapsed when venture capital emerged as a parallel funding system for these wild ducks to start their own companies.
Video source: @hubermanlab (2023)
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Marc Andreessen explains IBM founder Thomas Watson‘s famous “Wild Ducks” program
Marc believes that the organizational complexity is one reason you don’t see innovation at large companies. But that’s not the only reason:
“I think there’s another deeper thing underneath that that people really don’t like to talk about, which is the sheer number of people in the world who are capable of doing new things is just a very small set of people. You’re not going to have a hundred of them in a company… You’re going to have 3, 8, or 10, maybe.”
Marc learned this early in his career at IBM, which was one of the most powerful companies in the world and had over 440,000 employees at the time.
“They had a system that worked really well for 50 years. Most of the employees in the company were expected to basically follow rules… But they had this category of people they called ‘Wild Ducks.’ This was an idea that the founder Thomas Watson came up with. They often had the formal title of an IBM Fellow and they were the people who could make new things.”
He continues:
“There were eight of them and they got to break all the rules and invent new products. They got to go off and work on something new, they didn’t have to report back, they got to pull people off of other projects to work with them, they got budget when they needed it, and they reported directly to the CEO.”
Marc recalls one wild duck, Andy Heller, putting his cowboy boots on the conference room table “amongst an ocean of men in blue suits, white shirts, and red ties.” It was fine for Andy Heller to do that, but it was not fine for you to do that.
“They very specifically identified almost like an aristocratic class within our company that gets to play by different rules… Their job is to invent the next breakthrough product. We, IBM management, know that the 6,000 person division is not going to invent the next product. We know it’s going to be crazy Andy Heller and his cowboy boots.”
Marc believes companies like IBM and HP ultimately collapsed when venture capital emerged as a parallel funding system for these wild ducks to start their own companies.
Video source: @hubermanlab (2023)
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Investing visuals
Palantir $PLTR earnings are incoming. Do you think $PLTR will crush it tomorrow?🤔
🔹Est. Revenue: $781M (+28.4%)
🔹Est. EPS: $0.11 (+41.4%) https://t.co/ZS528ClS0v
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Palantir $PLTR earnings are incoming. Do you think $PLTR will crush it tomorrow?🤔
🔹Est. Revenue: $781M (+28.4%)
🔹Est. EPS: $0.11 (+41.4%) https://t.co/ZS528ClS0v
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iinvested
I always enjoy reading @East72Dynasty. If you have not yet read their last letter you should.
$REMYY, $LPRRF, $VIL.PA, $VIRT, $FRFHF, $ELFIF, $BF.B
https://t.co/dVDkhhvUUk https://t.co/2TngGoqNHI
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I always enjoy reading @East72Dynasty. If you have not yet read their last letter you should.
$REMYY, $LPRRF, $VIL.PA, $VIRT, $FRFHF, $ELFIF, $BF.B
https://t.co/dVDkhhvUUk https://t.co/2TngGoqNHI
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Startup Archive
RT @ArthurMacwaters: Incredible anecdote. Be the wild duck
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RT @ArthurMacwaters: Incredible anecdote. Be the wild duck
Marc Andreessen explains IBM founder Thomas Watson‘s famous “Wild Ducks” program
Marc believes that the organizational complexity is one reason you don’t see innovation at large companies. But that’s not the only reason:
“I think there’s another deeper thing underneath that that people really don’t like to talk about, which is the sheer number of people in the world who are capable of doing new things is just a very small set of people. You’re not going to have a hundred of them in a company… You’re going to have 3, 8, or 10, maybe.”
Marc learned this early in his career at IBM, which was one of the most powerful companies in the world and had over 440,000 employees at the time.
“They had a system that worked really well for 50 years. Most of the employees in the company were expected to basically follow rules… But they had this category of people they called ‘Wild Ducks.’ This was an idea that the founder Thomas Watson came up with. They often had the formal title of an IBM Fellow and they were the people who could make new things.”
He continues:
“There were eight of them and they got to break all the rules and invent new products. They got to go off and work on something new, they didn’t have to report back, they got to pull people off of other projects to work with them, they got budget when they needed it, and they reported directly to the CEO.”
Marc recalls one wild duck, Andy Heller, putting his cowboy boots on the conference room table “amongst an ocean of men in blue suits, white shirts, and red ties.” It was fine for Andy Heller to do that, but it was not fine for you to do that.
“They very specifically identified almost like an aristocratic class within our company that gets to play by different rules… Their job is to invent the next breakthrough product. We, IBM management, know that the 6,000 person division is not going to invent the next product. We know it’s going to be crazy Andy Heller and his cowboy boots.”
Marc believes companies like IBM and HP ultimately collapsed when venture capital emerged as a parallel funding system for these wild ducks to start their own companies.
Video source: @hubermanlab (2023) tweet