You don’t learn anything from delivering something shitty — you’ll just hear that it’s shitty. You MIGHT learn whether the thing should exist at all, if the pain is so great that it overrides the shittiness. But once you’re past that question, learn by delivering your best

Keep banging your head against the wall until the answer falls out Works every time

“High agency” means refusing to get blocked Go fix what’s stopping you

When you dedicate yourself to the service of others, you cannot fail. In fact, everyone will throw everything possible at you to ensure success

Rent in a city is kinda like the price of admission to a theme park where you get to pick up gold coins. Go make the most of it.

It's a bad sign (for them) when you see a leader disengaged from a conversation about their team's operating stack, especially if they seem to be taking a "here's $, make the problems go away" mentality. Such bosses tend to have created the problems they're trying to buy out of

There are 3 major categories of goods where people deeply value expression and personalization: their clothes, cars, and homes. Ignore at your peril. History has taught this to business leaders repeatedly and painfully.

“The best machine is an affair of easements and allowances bound up in a body of definite purpose and precise relationships. And who doubts that if human society were more like that, freedom would be increased in the world and distressed lessened?” -Ford

Capability is so much more valuable than Currency, for it can be readily turned to generate the latter but the opposite is not true.

When solving a sharp pain, execution can have lots of issues and you still succeed. Without a sharp pain, flawless execution will not save the idea. It can be heavily funded + superstar team. It will fail.

The enemy of money is wealth

Whatever your hand finds to do, do it with all your might (Ecclesiastes 9:10)

A company without profit is a dead body. A company without purpose is a zombie — walking, feeding, expanding, but spiritually vacant. Your organization’s goal may be to make money, but your business’ purpose must be service.

Complexity must always bear the burden of proof for its existence. Simplicity needs no justification.