Offshore
Photo
Stock Analysis Compilation
Black Bear VP on ARCH Resources $ARCH US
Thesis: The merger between ARCH and CONSOL is set to create modest synergies as global demand for metallurgical coal rises, driven by development in Asia and limited supply
(Extract from their Q3 letter) https://t.co/1SQBbJEXE7
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Black Bear VP on ARCH Resources $ARCH US
Thesis: The merger between ARCH and CONSOL is set to create modest synergies as global demand for metallurgical coal rises, driven by development in Asia and limited supply
(Extract from their Q3 letter) https://t.co/1SQBbJEXE7
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Offshore
Photo
Stock Analysis Compilation
Pernas Research on Upwork $UPWK US
Thesis: Upwork, despite recent concerns over growth and AI disruption, presents a strong long-term investment opportunity with 70% upside potential driven by continued demand for freelancers
(Extract from their Q3 letter) https://t.co/riu7I8zjNi
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Pernas Research on Upwork $UPWK US
Thesis: Upwork, despite recent concerns over growth and AI disruption, presents a strong long-term investment opportunity with 70% upside potential driven by continued demand for freelancers
(Extract from their Q3 letter) https://t.co/riu7I8zjNi
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Offshore
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iinvested
3Q'24 Upslope Capital Management on $CME, $CMPO
More fund letters here:
https://t.co/ccjFhSPQ2v https://t.co/y7lcdPaLQk
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3Q'24 Upslope Capital Management on $CME, $CMPO
More fund letters here:
https://t.co/ccjFhSPQ2v https://t.co/y7lcdPaLQk
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Offshore
Photo
Capital Employed
Another big batch of quarterly letters added. 56 added so far with more to come 👇
https://t.co/z8VTurKKQI https://t.co/SPdJhBURvE
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Another big batch of quarterly letters added. 56 added so far with more to come 👇
https://t.co/z8VTurKKQI https://t.co/SPdJhBURvE
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Capital Employed
What the fudge. That's nuts.
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What the fudge. That's nuts.
"South Korea is also implementing a policy to boost the stock market where excess cash on the balance sheet will be taxed" tweet
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Offshore
Photo
Stock Analysis Compilation
Night Watch IM on X-FAB Global Foundries $XFAB FP
Thesis: X-FAB Global Foundries (XFAB FP) offers a strong upside with potential earnings growth and major catalysts in semiconductor demand, alongside insider ownership backing
(Extract from their Q3 letter) https://t.co/qvuS99A5E7
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Night Watch IM on X-FAB Global Foundries $XFAB FP
Thesis: X-FAB Global Foundries (XFAB FP) offers a strong upside with potential earnings growth and major catalysts in semiconductor demand, alongside insider ownership backing
(Extract from their Q3 letter) https://t.co/qvuS99A5E7
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Offshore
Photo
Hidden Value Gems
Pretty impressive: Mag7 stocks responsible for most of earnings growth of the S&P500 index 👇🏼 https://t.co/mAt6qQrdrG
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Pretty impressive: Mag7 stocks responsible for most of earnings growth of the S&P500 index 👇🏼 https://t.co/mAt6qQrdrG
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Offshore
Video
Startup Archive
Keith Rabois explains “Founder Mode” and its similarities to how PayPal was run in the early days
“At PayPal, we never promoted anybody based on their management skill. We promoted everybody based on their craft. So if you wanted to run the design team, you had to be the best designer. If you wanted to run the engineering team, you had to be the best engineer. If you wanted to run product, you had to be the best product person. The CFO had to be the best finance person.”
The elimination of middle management from company org charts that Airbnb founder Brian Chesky talks about and Paul Graham’s viral essay Founder Mode, Keith argues, “re-popularized ideas that are pretty old school… It’s the antithesis of hiring someone whose expertise is managing versus someone whose expertise is building.”
Keith points out that Elon Musk has always run his companies in “founder mode” with the slashing of headcount by 80% and promoting individual contributors to managers at X being perhaps the most prominent example.
But Apple has been run this way for a lot of its history too:
“At Apple you get promoted by mastering something. Not by being a generalist… Apple collates and collects a bunch of people who are literally the best in the world at 26 different things and mixes them together. That’s a much better model.”
When asked what to do if, say, the best salesperson can’t grow into a VP of sales, Keith replies that most people should be able to and you should try it anyway:
“Sometimes its mentoring, pairing them with the right person, giving them the right feedback. But at least if you promote that person, you’re not going to demoralize your team because everybody knows that they were the best salesperson… They may have to learn how to coach and mentor other people, but you have enthusiasm and energy from the rank and file.”
He contrasts this to the alternative scenario:
“If you bring in someone who’s never hit a quota, never proven that they can sell product X, and you’re like ‘Oh, you’re the new manager.’ Sometimes people are like, ‘Who the hell are you?’ And it’s a very valid critique.”
Video source: @imchrisvasquez (2024)
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Keith Rabois explains “Founder Mode” and its similarities to how PayPal was run in the early days
“At PayPal, we never promoted anybody based on their management skill. We promoted everybody based on their craft. So if you wanted to run the design team, you had to be the best designer. If you wanted to run the engineering team, you had to be the best engineer. If you wanted to run product, you had to be the best product person. The CFO had to be the best finance person.”
The elimination of middle management from company org charts that Airbnb founder Brian Chesky talks about and Paul Graham’s viral essay Founder Mode, Keith argues, “re-popularized ideas that are pretty old school… It’s the antithesis of hiring someone whose expertise is managing versus someone whose expertise is building.”
Keith points out that Elon Musk has always run his companies in “founder mode” with the slashing of headcount by 80% and promoting individual contributors to managers at X being perhaps the most prominent example.
But Apple has been run this way for a lot of its history too:
“At Apple you get promoted by mastering something. Not by being a generalist… Apple collates and collects a bunch of people who are literally the best in the world at 26 different things and mixes them together. That’s a much better model.”
When asked what to do if, say, the best salesperson can’t grow into a VP of sales, Keith replies that most people should be able to and you should try it anyway:
“Sometimes its mentoring, pairing them with the right person, giving them the right feedback. But at least if you promote that person, you’re not going to demoralize your team because everybody knows that they were the best salesperson… They may have to learn how to coach and mentor other people, but you have enthusiasm and energy from the rank and file.”
He contrasts this to the alternative scenario:
“If you bring in someone who’s never hit a quota, never proven that they can sell product X, and you’re like ‘Oh, you’re the new manager.’ Sometimes people are like, ‘Who the hell are you?’ And it’s a very valid critique.”
Video source: @imchrisvasquez (2024)
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