Founders

Founders

Founders is documenting the history of entrepreneurship. For every podcast, David reads a biography of a founder and pull out ideas useful to entrepreneurs.

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    Peter Thiel: PayPal, Palantir, & Founders Fund

    (1:45) Culture Eats Strategy

    (3:56) Conspiracy as a metaphor for a company.

    (6:02) It is a story of poetic justice on a grand scale plotted silently for nearly a decade.

    (15:25) Something in these pages planted itself deep into Thiel's mind when he first read it long ago.

    (21:40) It was ruthless efficiency and hyper competence.

    (34:36) You were driven to entrepreneurship because it was a safe space from consensus and from convention.

    (38:52) What if I do something about this? What might happen? What might happen if I do nothing? Which is riskier, to act or to ignore?

    (59:06) Sometimes these books teach us what not to do.

    (1:11:10) Unknown unknowns > known knowns

    (1:25:47) How you do one thing is how you do all things.

    (1:30:35) He had always been aggressive. He wouldn't have gotten where he was in life if he wasn't.

    (1:32:38) Companies routinely focus on silly things.

    (1:37:17) The greatest sin of a leader.

    (1:41:37) How powerful and resourceful is Peter Thiel?

    (1:47:29) Just keep asking why.

    (1:53:37) Gentlemen: You have undertaken to cheat me. I won't sue you for the laws too slow. I'll ruin you. Yours truly, Cornelius Vanderbilt

    (1:58:50) Brilliant thinking is rare but courage is even in shorter supply

    (2:01:39) The business version of our contrarian question is: What valuable company is nobody building?

    (2:16:11) This Twisted logic is part of human nature, but it's disastrous in business. If you can recognize competition as a destructive force instead of a sign of value, you're already more sane than most.

    (2:19:53) Steve Jobs saw that you can change the world through careful planning. Not by listening to focus groups feedback or copying others success.

    (2:21:05) You can have agency not just over your own life, but over a small and important part of the world. It begins by rejecting the unjust tyranny of chance.

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    David Packard: Hewlett-Packard

    0:01 How Steve Jobs was inspired by David Packard

    1:00 Books are the original hyperlinks

    4:30 Profit is the measure of how well we work together

    9:00 HP's first product

    11:00 Podcasts before podcasts

    14:00 Many of the things I learned in this process were invaluable, and not available in business schools.

    15:00 More businesses die from indigestion than starvation.

    16:30 The importance of maintaining a narrow focus

    20:00 Growth from profit

    21:00 Lessons from the Great Depression = No long term debt

    26:30 A Maverick's persistence

    29:00 How to avoid layoffs in a recession

    30:20 Employees should outgrow you

    31:00 The perils of centralization

    35:25 Closing with optimism

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    Paul English: Kayak

    7:00 Kayak sells for $1.8 billion

    12:00 I'm paying attention. I want meetings of three people, not ten.

    15:00 Someday this boy's going to get hit by a truck full of money, and I'm going to be standing beside him.

    22:30 A description of Paul's bi polar disorder

    31:00 The economics of games

    36:30 Learning how to negotiate from his Dad

    43:00 The Internet has massively broadened the possible space of careers. Most people haven't figured this out yet.

    50:00 Leaving a $1,000,000 behind.

    55:00 Applying the lessons he learned from watching his Dad negotiate

    58:30 The entrepreneur of ice.

    1:01:00 Consistency doesn't matter. Only invention matters.

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    James Dyson

    :01 I am a creator of products, a builder of things

    13:30 The best kind of business is one where you can sell a product at a high price with a good margin, and in enormous volumes.

    16:00 One sentence summary of this book: Difference, and retention of total control

    20:00 Misfits are not born or made; they make themselves

    24:30 The parallels of running and building companies

    30:00 People who inspired him

    34:00 I am only celebrating my stubbornness. I am claiming nothing but the virtues of a mule

    43:00 When selling something new, do not mix your messages. Consumers can not understand multiple new ideas

    47:00 Entrenched professionals are always going to resist more than private consumers

    55:00 Don't make your products too wide. Narrow it down

    1:02:01 The "Edisonian Principle of Development"

    1:15:00 Total control is what this whole thing had been about

    1:18:00 James' Design Philosophy

    1:31:00 If you make something, sell it yourself

    1:33:00 James' Business Philosophy

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    Jim Clark: Netscape, Silicon Graphics, & WebMD

    0:01 He grew up poor, dropped out of high school, and made himself 3 or 4 billion dollars

    8:00 New Growth Theory

    11:15 "Growth is just another word for change."

    15:00 "The notion of what constituted useful work had broadened."

    18:00 "If everyone was patient there'd be no new companies."

    21:00 Turning his life around at 38

    30:00 Jim's idea to avoid the Innovator's Dilemma

    33:00 The beginning of Netscape

    38:00 The fast eat the slow

    40:00 The people you don't want

    43:00 The difference between a pig and a chicken ("They had wanted to be chickens; Clark forced them to be pigs")

    48:00 All chips on 00 / Diversification is for idiots

    56:00 Moving the goalposts / "Mama, I'm going to show Plainview."

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