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Quiver Quantitative
Marjorie Taylor Greene bought large amounts of Tesla stock just before the election.
$TSLA has now risen 100% since then.
One of the most well-timed trades we've seen this year: https://t.co/0sKXefz6gX
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Marjorie Taylor Greene bought large amounts of Tesla stock just before the election.
$TSLA has now risen 100% since then.
One of the most well-timed trades we've seen this year: https://t.co/0sKXefz6gX
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Stock Analysis Compilation
SouthernSun on Generac Holdings $GNRC US
Thesis: Generac’s dominance in standby power, strategic readiness for clean energy, and undervaluation make it a strong long-term investment opportunity
(Extract from their Q3 letter) https://t.co/zvHrG8W4B5
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SouthernSun on Generac Holdings $GNRC US
Thesis: Generac’s dominance in standby power, strategic readiness for clean energy, and undervaluation make it a strong long-term investment opportunity
(Extract from their Q3 letter) https://t.co/zvHrG8W4B5
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Startup Archive
Andrej Karpathy explains what makes Elon Musk unique
“I don’t think people appreciate how unique [Elon’s style] is. You read about it, but you don’t understand it—it’s hard to describe.”
The first principle Karpathy — who led the computer vision team of Tesla Autopilot — has observed is that Musk likes small, strong, highly-technical teams:
“At companies by default, teams grow and get large. Elon was always a force against growth… I would have to basically plead to hire people. And then the other thing is that at big companies it’s hard to get rid of low performers. Elon is very friendly by default to getting rid of low performers. I actually had to fight to keep people on the team because he would by default want to remove people… So keep a small, strong, highly technical team. No middle management that is non-technical for sure. That’s number one.”
Number two is that Elon wants the office to be a vibrant place where everyone is working on exciting stuff:
“He doesn’t like stagnation… He doesn’t like large meetings. He always encourages people to leave meetings if they’re not being useful. You actually do see this where it’s a large meeting and if you’re not contributing or learning, just walk out. This is fully encouraged… I think a lot of big companies pamper employees, but there’s much less of that. The culture of it is that you’re there to do your best technical work and there’s intensity.”
Elon is also unusual in terms of how closely connected he is to the team:
“Usually the CEO of a company is a remote person, five layers up, who only talks to their VPs… Normally people spend 99% of the time talking to the VPs. [Elon] spends maybe 50% of the time. And he just wants to talk to the engineers. If the team is small and strong, then engineers and the code are the source of truth… not some manager. And he wants to talk to them to understand the actual state of things and what should be done to improve it.”
And lastly, Karpathy believes the extent to which Musk is involved day-to-day operations and removing company bottlenecks is not appreciated. He gives an example of engineers telling Elon they don’t have enough GPUs. As Karpathy explains, if Elon hears this twice he’ll get the person in charge of the GPU cluster on the phone. If NVIDIA is the bottleneck, he’ll get Jensen Huang on the phone.
Video source: @sequoia (2024)
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Andrej Karpathy explains what makes Elon Musk unique
“I don’t think people appreciate how unique [Elon’s style] is. You read about it, but you don’t understand it—it’s hard to describe.”
The first principle Karpathy — who led the computer vision team of Tesla Autopilot — has observed is that Musk likes small, strong, highly-technical teams:
“At companies by default, teams grow and get large. Elon was always a force against growth… I would have to basically plead to hire people. And then the other thing is that at big companies it’s hard to get rid of low performers. Elon is very friendly by default to getting rid of low performers. I actually had to fight to keep people on the team because he would by default want to remove people… So keep a small, strong, highly technical team. No middle management that is non-technical for sure. That’s number one.”
Number two is that Elon wants the office to be a vibrant place where everyone is working on exciting stuff:
“He doesn’t like stagnation… He doesn’t like large meetings. He always encourages people to leave meetings if they’re not being useful. You actually do see this where it’s a large meeting and if you’re not contributing or learning, just walk out. This is fully encouraged… I think a lot of big companies pamper employees, but there’s much less of that. The culture of it is that you’re there to do your best technical work and there’s intensity.”
Elon is also unusual in terms of how closely connected he is to the team:
“Usually the CEO of a company is a remote person, five layers up, who only talks to their VPs… Normally people spend 99% of the time talking to the VPs. [Elon] spends maybe 50% of the time. And he just wants to talk to the engineers. If the team is small and strong, then engineers and the code are the source of truth… not some manager. And he wants to talk to them to understand the actual state of things and what should be done to improve it.”
And lastly, Karpathy believes the extent to which Musk is involved day-to-day operations and removing company bottlenecks is not appreciated. He gives an example of engineers telling Elon they don’t have enough GPUs. As Karpathy explains, if Elon hears this twice he’ll get the person in charge of the GPU cluster on the phone. If NVIDIA is the bottleneck, he’ll get Jensen Huang on the phone.
Video source: @sequoia (2024)
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Investing visuals
When researching stocks, I've got 3 favorite apps: @finchat_io, @theTIKR and @Quartr_App.
If you're into stock picking, I can highly recommend these (link in comments).
What other apps or websites do you use? https://t.co/GfJv8rg596
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When researching stocks, I've got 3 favorite apps: @finchat_io, @theTIKR and @Quartr_App.
If you're into stock picking, I can highly recommend these (link in comments).
What other apps or websites do you use? https://t.co/GfJv8rg596
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Quiver Quantitative
Nancy Pelosi's portfolio just hit another all-time high.
She has made $2M in the stock market so far today, per our estimates.
We estimate that she is now worth $275M: https://t.co/eWGGVCNVrd
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Nancy Pelosi's portfolio just hit another all-time high.
She has made $2M in the stock market so far today, per our estimates.
We estimate that she is now worth $275M: https://t.co/eWGGVCNVrd
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Stock Analysis Compilation
Bronte Capital on Regeneron $REGN US
Thesis: Regeneron’s blockbuster drugs and powerful genetic platform provide long-term potential for breakthrough therapies despite short-term market concerns
(Extract from their Q3 letter) https://t.co/qumkLLm7o5
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Bronte Capital on Regeneron $REGN US
Thesis: Regeneron’s blockbuster drugs and powerful genetic platform provide long-term potential for breakthrough therapies despite short-term market concerns
(Extract from their Q3 letter) https://t.co/qumkLLm7o5
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Quiver Quantitative
The House Ethics Committee has announced an investigation into Representative Cory Mills.
No details have been released yet.
Mills has been one of the more outspoken supporters of a ban on congressional stock trading. https://t.co/3qMwE9mIIU
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The House Ethics Committee has announced an investigation into Representative Cory Mills.
No details have been released yet.
Mills has been one of the more outspoken supporters of a ban on congressional stock trading. https://t.co/3qMwE9mIIU
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Startup Archive
RT @robinren: Having worked at @Tesla and for @elonmusk was an incredible privilege and experience."
Marc Andreessen on what makes Elon impossible to compete with
“I’m not aware of another CEO who operates the way he does.”
Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt).
“Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.”
Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports.
The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent:
“Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.”
Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.”
And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs:
“When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’”
Video source: @ChrisWillx (2024) "- Startup Archive
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RT @robinren: Having worked at @Tesla and for @elonmusk was an incredible privilege and experience."
Marc Andreessen on what makes Elon impossible to compete with
“I’m not aware of another CEO who operates the way he does.”
Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt).
“Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.”
Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports.
The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent:
“Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.”
Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.”
And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs:
“When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’”
Video source: @ChrisWillx (2024) "- Startup Archive
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