God of Prompt
n8n + nano banana is insane

just look at these static ads i generated

adding this workflow to my automations bundle soon

grab it 👉 https://t.co/C8Zzw2IMzE https://t.co/RTjHT6EqmT
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Startup Archive
Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit

“We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.”

Patrick gives some examples of specific tactics:

• A public chat room to provide support to people integrating Stripe

• For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird

• All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed

“These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.”

Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”).

As Patrick explains:

“At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead.

Video source: @ycombinator (2018)
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Fiscal.ai
Is Viator a hidden gem?

Viator is now the biggest contributor to Tripadvisor's revenue.

3yr Revenue CAGR: +29%

$TRIP https://t.co/TVLIo0oKyg
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The Few Bets That Matter
$V and $MA at today's valuation aren't fortune makers...

Just sayin'
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The Few Bets That Matter
Is $ADBE cheap? Maybe.

Until Adobe proves it can lead in AI, “cheap” is just a word people throw around.

$ADBE will be cheap only if we see growth accelerating due to AI take rate growth. Nothing else.

Until then... "Hey. Adobe is cheap." https://t.co/BI4FsUODgx
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The Few Bets That Matter
$PATH in January.

Up 12% in three sessions.
Down 8.5% in two sessions.
Up 7% in two sessions.
Down 8% today only.

Having fun aren't we?

Simple reminder that growth acceleration is happening, that AI enhanced services are the next market's focus, and that the potential is massive.
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Brady Long
RT @thisisgrantlee: Had a special friend visit the office today, but he might’ve gotten too comfortable 😅 https://t.co/EsgloCw77r
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Dimitry Nakhla | Babylon Capital®
RT @DimitryNakhla: $NFLX continues to demonstrate one of the most attractive traits in investing:

Steady, global, subscription-driven revenue growth across nearly every geography with a long runway ahead 📺

$NFLX benefits from a diversified regional base where growth is being driven by a combination of price increases, improving monetization (ads + paid sharing), & ongoing international penetration

The regional data highlights that $NFLX compounding is not only intact—but broadening (EMEA & APAC specifically)—supporting the thesis that $NFLX continues to evolve into a structurally advantaged global entertainment platform with strong pricing power over time
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Startup Archive
RT @mdcranney: 💯🎯So true and under appreciated at your peril. You can't spend enough time on Packaging, Pricing, and Entitlements. Especially with a rapidly changing product roadmap and fierce competition. Your Packaging and Pricing should shine a bright light (charge more than your competitors) for your key product differentiators. @pmarca

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.”

“We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.”

Marc continues:

“A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.”

He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist:

“Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?”

Marc argues that high prices are under-appreciated by founders:

“The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.”

Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook:

“What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices.

First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight.

And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster.

That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.”

Video source: @a16z (2026) - Startup Archive
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