Podcast appearances and mentions of Max Levchin

Bob Goodson was the first employee at Yelp, founder of social media analytics company Quid, co-inventor of the Like button, and co-author of the new book Like: The Button That Changed the World. On Oct 1, 2025, Bob spent a day with our MBA students at the University of Kansas, and he shared so much great content that I asked him if we could put together some of the highlights as a podcast, which I've now put together in three chapters: First is Careers, second is Building Companies, and third is AI and Social Media. As a reminder, any views and perspectives expressed on the podcast are solely those of the individual, and not those of the organizations they represent. Hope you enjoy the episode. - [Transcript] Nate:  My name is Nate Meikle. You're listening to Meikles and Dimes, where every episode is dedicated to the simple, practical, and under-appreciated. Bob Goodson was the first employee at Yelp, founder of social media analytics company Quid, co-inventor of the like button, and co-author of the new book Like: The Button That Changed the World. On Oct 1, 2025, Bob spent a day with our MBA students at the University of Kansas, and he shared so much great content that I asked him if we could put together some of the highlights as a podcast, which I've now put together in three chapters: First is Careers, second is Building Companies, and third is AI and Social Media. As a reminder, any views and perspectives expressed on the podcast are solely those of the individual and not those of the organizations they represent. Hope you enjoy the episode. Let's jump into Chapter 1 on Careers. For the first question, a student asked Bob who he has become and how his experiences have shaped him as a person and leader.   Bob:  Oh, thanks, Darrell. That's a thoughtful question. It's thoughtful because it's often not asked, and it's generally not discussed. But I will say, and hopefully you'll feel like this about your work if you don't already, that you will over time, which is I'm 45 now, so I have some sort of vantage point to look back over. Like, I mean, I started working when I was about 9 or 10 years old, so I have been working for money for about 35 years. So I'm like a bit further into my career than perhaps I look. I've been starting companies and things since I was about 10. So, in terms of like my professional career, which I guess started, you know, just over 20 years ago, 20 years into that kind of work, the thing I'm most grateful for is what it's allowed me to learn and how it's evolved me as a person. And I'm also most grateful on the business front for how the businesses that I've helped create and the projects and client deployments and whatever have helped evolve the people that have worked on them. Like I genuinely feel that is the most lasting thing that anything in business does is evolve people. It's so gratifying when you have a team member that joins and three years later you see them, just their confidence has developed or their personality has developed in some way. And it's the test of the work that has evolved them as people. I mean, I actually just on Monday night, I caught up for the first time in 10 years with an intern we had 10 years ago called Max Hofer. You can look him up. He was an intern at Quid. He was from Europe, was studying in London, came to do an internship with us in San Francisco for the summer. And, he was probably like 18, 19 years old. And a few weeks ago, he launched his AI company, Parsewise, with funding from Y Combinator. And, he cites his experience at Quid as being fundamental in choosing his career path, in choosing what field he worked in and so on. So that was, yeah, that was, when you see these things happening, right, 10 years on, we caught up at an event we did in London on Monday. And it's just it's really rewarding. So I suppose, yeah, like I suppose it's it's brought me a lot of perspective, brought me a lot of inner peace, actually, you know, the and and when you're when I was in the thick of it at times, I had no sense of that whatsoever. Right. Like in tough years. And there were some - there have been some very tough years in my working career that you don't feel like it's developing you in any way. It just feels brutal. I liken starting a company, sometimes it's like someone's put you in a room with a massive monster and the monster pins you down and just bats you across the face, right, for like a while. And you're like just trying to get away from the monster and you're like, finally you get the monster off your back and then like the monster's just on you again. And it just, it's just like you get a little bit of space and freedom and then the monster's back and it's just like pummeling you. And it's just honestly some years, like for those of you, some of you are running companies now, right? And starting your own companies as well. And I suppose it's not just starting companies. There are just phases in your career and work where it's like you look back and you're like, man, that year was just like, that was brutal. You just get up and fight every day, and you just get knocked down every day. So I think, I don't wish that on anybody, but it does build resilience that then transfers into other aspects of your life.    Nate:  Next, a student made a reference to the first podcast episode I recorded with Bob and asked him if he felt like he was still working on the most important problem in his field.    Bob:  Yeah, thank you. Thanks for listening to the podcast, as this gives us… thanks for the chance to plug the podcast. So the way I met Nate is that he interviewed me for his podcast. And for those of you who haven't listened to it, it's a 30 minute interview. And he asked this question about what advice would you share with others? And we honed in on this question of like, what is the most important problem in your field? And are you working on it? Which I love as a guide to like choosing what to work on. And so we had a great conversation. I enjoyed it so much and really enjoyed meeting Nate. So we sort of said, hey, let's do more fun stuff together in the future. So that's what brought us to this conversation. And thanks to Nate for, you know, bringing us all together today. I'm always working on what I think is the most important problem in front of me. And I always will be. I can't help it. I don't have to think about it. I just can't think about anything else. So yes, I do feel like right now I'm working on the most important problem in my field. And I feel like I've been doing that for about 20 years. And it's not for everybody, I suppose. But I just think, like, let's talk about that idea a little bit. And then I'll say what I think is the most important problem in my field that I'm working on. Like, just to translate it for each of you. Systems are always evolving. The systems we live in are evolving. We all know that. People talk about the pace of change and like life's changing, technology's changing and so on. Well, it is, right? Like humans developed agriculture 5,000 years ago. That wasn't very long ago. Agriculture, right? Just the idea that you could grow crops in one area and live in that area without walking around, without moving around settlements and different living in different places. And that concept is only 5,000 years old, right? I mean, people debate exactly how old, like 7, 8,000. But anyway, it's not that long ago, considering Homo sapiens have been walking around for in one form or another for several hundred thousand years and humans in general for a couple million years. So 5,000 years is not long. Look at what's happened in 5,000 years, right? Like houses, the first settlements where you would actually just live at sleep in the same place every night is only 5,000 years old. And now we've got on a - you can access all the world's knowledge - on your phone for free through ChatGPT and ask it sophisticated questions and all right answers. Or you can get on a plane and fly all over the world. You have, you know, sophisticated digital currency systems. We have sophisticated laws. And like, we've got to be aware, I think, that we are living in a time of great change. And that has been true for 5,000 years, right? That's not new. So I think about this concept of the forefront. I imagine, human development is, you can just simply imagine it like a sphere or balloon that someone's like blowing up, right? And so every time they breathe into it, like something shifts and it just gets bigger. And so there's stuff happening on the forefront where it's occupying more space, different space, right? There's stuff in the middle that's like a bit more stable and a bit more, less prone to rapid change, right? The education system, some parts of the healthcare system, like certain professions, certain things that are like a bit more stable, but there's stuff happening all the time on the periphery, right? Like on the boundary. And that stuff is affecting every field in one way or another. And I just think if you get a chance to work on that stuff, that's a really interesting place to live and a really interesting place to work. And I feel like you can make a contribution to that, right, if you put yourself on the edge. And it's true for every field. So whatever field you're in, we had people here today, you know, in everything from, yeah, like the military to fitness to, you know, your product, product design and management and, you know, lots of different, you know, people, different backgrounds. But if you ask yourself, what is the most important thing happening in my area of work today, and then try to find some way to work on it, then I think that sort of is a nice sort of North Star and keeps things interesting. Because the sort of breakthroughs and discoveries and important contributions are actually not complicated once you put yourself in that position. They're obvious once you put yourself in that position, right? It's just that there aren't many people there hanging out in that place. If you're one of them, if you put yourself there, not everyone's there, suddenly you're kind of in a room where like lots of cool stuff can happen, but there aren't many people around to compete with you. So you're more likely to find those breakthroughs, whether it's for your company or for, you know, the people you work with or, you know, maybe it's inventions and, but it just, anyway, so I really like doing that. And in my space right now, I call it the concept of being the bridge. And this could apply to all of you too. It's a simple idea that the world's value, right, is locked up in companies, essentially. Companies create value. We can debate all the other vehicles that do it, but basically most of the world's value is tied up in companies and their processes. And that's been true for a long time. There's a new ball of power in the world, which is been created by large language models. And I think of that just like a new ball of power. So you've got a ball of value and a ball of power. And the funny thing about this new ball of power is this actually has no value. That's a funny thing to say, right? The large language models have no value. They don't. They don't have any value and they don't create value. Think about it. It's just a massive bag of words. That has no value, right? I can send you a poem now in the chat. Does that have any value? You might like it, you might not, but it's just a set of words, right? So you've got this massive bag of words that with like a trillion connections, no value whatsoever. That is different from previous tech trends like e-commerce, for example, which had inherent value because it was a new way to reach consumers. So some tech trends do have inherent value because they're new processes, but large language models don't. They're just a new technology. They're very powerful. So I call it a ball of power. but they don't have any value. So why is there a multi-trillion dollar opportunity in front of all of us right now in terms of value creation? It's being the bridge. It's how to make use of this ball of power to improve businesses. And businesses only have two ways you improve them. You save money or you grow revenue. That's it. So being the bridge, like taking this new ball of power and finding ways to save money, be more efficient, taking this new ball of power and finding ways to access new consumers, create new offerings and so on, right? Solve new problems. That is where all the value is. So while you may think that the new value, this multi-trillion dollar opportunity with AI is really for the people that work on the AI companies, sure, there's a lot of, you know, there's some money to be made there. And if you can go work for OpenAI, you probably should. Everyone should be knocking the door down. Everyone should be applying for positions because it's the most important company, you know, in our generation. But if you're not in OpenAI or Meta or Microsoft or whoever, you know, three or four companies in the US that are doing this, for everybody else, it's about being the bridge, finding ways that in your organizations, you can unlock the power of AI by bringing it into the organizations and finding ways to either save money or grow the business. And that's fascinating to me because anybody can be the bridge. You don't have to be good with large language models. You have to understand business processes and you have to be creative and willing to even think like this. And suddenly you can be on the forefront of like creating massive value at your companies because you were the, you know, you're the one that brings brings in the new tools. And I think that skill set, there are certain skills involved in being the bridge, but that skill set of being the bridge is going to be so valuable in the next 5 to 10 years. So I encourage people, and that's what I'm doing. Like, I see my role - I serve clients at Quid. I love working with clients. You know, I'm not someone that really like thrives for management and like day-to-day operations and administration of a business. I learned that about myself. And so I just spend my time serving clients. I have done for several years now. And I love just meeting clients and figuring out how they can use Quid's AI, Quid's data, and any other form of AI that we want to bring to the table to improve their businesses. And that's just what I do with my time full-time. And I'll probably be doing that for at least the next 5 or 10 years. I think the outlook for that area of work is really huge.    Nate:  Building on the podcast episode where Bob talked about working on the most important problem in his field, I asked if he could give us some more details on how he took that advice and ended up at Yelp.    Bob:  So I was in grad school in the UK studying, well, I was actually on a program for medieval literature and philosophy, but looking into like language theory. So it was not the most commercial course that one could be doing. But I was a hobbyist programmer, played around with the web when it first came up and was making, you know, various new types of websites for students. while in my free time. I didn't think of that as commercial at all. I didn't see any commercial potential in that. But I did meet the founders of PayPal that way, who would come to give a talk. And I guess they saw the potential in me as a product manager. You know, there's lots of new apps they wanted to build. This is in 2003. And so they invited me to the US to work for them. And I joined the incubator when there were just five people in it. Max Levchin was one of them, the PayPal co-founder. Yelp, Jeremy Stoppelman and Russel Simmons were in those first five people. They turned out to be the Yelp co-founders. And Yelp came out of the incubator. So we were actually prototyping 4 companies each in a different industry. There was a chat application that we called Chatango that was five years before Twitter or something, but it was a way of helping people to chat online more easily. There were, which is still around today, but didn't make it as a hit. There was an ad network called AdRoll, which ended up getting renamed and is still around today. That wasn't a huge hit, but it's still around. Then there was Slide, which is photo sharing application, photo and video sharing, which was Max's company. That was acquired by Google. And that did reasonably well. I think it was acquired for about $150 million. And then there was Yelp, which you'll probably know if you're in the US and went public on the New York Stock Exchange and now has a billion dollars in revenue. So those are the four things that we were trying to prototype, each very different, as you can see. But I suppose that's the like tactical story, right? Like the steps that took me there. But there was an idea that took me there that started this journey of working on the most, the most important problems that are happening in the time. So if I rewind, when I was studying medieval literature, I got to the point where I was studying the invention of the print press. And I'd been studying manuscript culture and seeing what happened when the print press was invented and how it changed education, politics, society. You know, when you took this technology that made it cheaper to print, to make books, books were so expensive in the Middle Ages. They were the domain of only the wealthiest people. And only 5% of people could read before the print process was invented, right? So 95% of people couldn't read anything or write anything. And that was because the books themselves were just so expensive, they had to be handwritten, right? And so when the print press made the cost of a book drop dramatically, the literacy rates in Europe shot up and it completely transformed society. So I was studying that period and at the same time, like dabbling with websites in the early internet and sort of going, oh, like there was this moment where I was like, the web is our equivalent of the print press. And it's happening right now. I'm talking like maybe 2002, or so when I had this realization. It's happening right now. It's going to change everything during our lifetimes. And I just had a fork in my life where it's like I could be a professor in medieval history, which was the path I was on professionally. I had a scholarship. There were only 5 scholarships in my year, in the whole UK. I was on a scholarship track to be a professor and study things like the emergence of the print press, or I could contribute to the print press of our era, which is the internet, and find some way to contribute, some way, right? It didn't matter to me if it was big or small, it was irrelevant. It was just be in the mix with people that are pushing the boundaries. Whatever I did, I'd take the most junior role available, no problem, but like just be in the mix with the people that are doing that. So yeah, that was the decision, right? Like, and that's what led me down to sort of leave my course, leave my scholarship. And, my salary was $40,000 when I moved to the US. All right. And that's pretty much all I earned for a while. I'd spent everything I had starting a group called Oxford Entrepreneurs. So I had absolutely no money. The last few months actually living in Oxford, I had one meal a day because I didn't have enough money to buy three meals a day. And then I packed up my stuff in a suitcase - one bag - wasn't even a suitcase, it was a rucksack and moved to the US and, you know, and landed there basically on a student visa and friends and family was just thought I was, you know, not making a good decision, right? Like, I'm not earning much money. It's with a bunch of people in a like a dorm room style incubator, right? Where the tables and chairs we pulled off the street because we didn't want to spend money on tables and chairs. And where I get to work seven days a week, 12 hours a day. And I've just walked away from a scholarship and a PhD track at Oxford to go into that. And it didn't look like a good decision. But to me, the chance to work on the forefront of what's happening in our era is just too important and too interesting to not make those decisions. So I've done that a number of times, even when it's gone against commercial interest or career interest. I haven't made the best career decisions, you know, not from a commercial standpoint, but from a like getting to work on the new stuff. Like that's what I've prioritized.    Nate:  Next, I asked Bob about his first meeting with the PayPal founders and how he made an impression on them.    Bob:  Good question, because I think... So I have a high level thought on that, like a rubric to use. And then I have the details. I'll start with the details. So I had started the entrepreneurship club at Oxford. And believe it or not, in 800 years of the University's history, there was no entrepreneurship club. And they know that because when you want to start a new society, you go to university and they go through the archive, which is kept underground in the library, and someone goes down to the library archives and they go through all these pages for 800 years and look for the society that's called that. And if there is one, they pull it out and then they have the charter and you have to continue the charter. Even if it was started 300 years ago, they pull out the charter and they're like, no, you have to modify that one. You can't start with a new charter. So anyway, it's because it's technically a part of the university, right? So they have a way of administrating it. So they went through the records and were like, there's never been a club for entrepreneurs at the university. So we started the first, I was one of the co-founders of this club. And, again, there's absolutely no pay. It was just a charity as part of the university. But I love the idea of getting students who were scientists together with students that were business minded, and kind of bringing technical and creative people together. That was the theme of the club. So we'd host drinks, events and talks and all sorts. And I love building communities, at least at that stage of my life. I loved building communities. I'd been doing it. I started several charities and clubs, you know, throughout my life. So it came quite naturally to me. But what I didn't, I mean, I kind of thought this could happen, but it really changed my life as it put me at the center of this super interesting community that we've built. And I think that when you're in a university environment, like starting clubs, running clubs, even if they're small, like, we, I ran another club that we called BEAR. It was an acronym. And it was just a weekly meetup in a pub where we talked about politics and society and stuff. And like, it didn't go anywhere. It fizzled out after a year or two, but it was really like an interesting thing to work on. So I think when you're in a university environment, even if you guys are virtual, finding ways to get together, it's so powerful. It's like, it's who you're meeting in courses like this that is so powerful. So I put myself in the middle of this community, and I was running it, I was president of it. So when these people came to speak at the business school, I was asked to bring the students along, and I was given 200 slots in the lecture theatre. So I filled them, I got 200 students along. We had 3,000 members, by the way, after like 2 years running this club. It became the biggest club at the university, and the biggest entrepreneurship student community in Europe. It got written up in The Economist actually as like, because it was so popular. But yeah, it meant that I was in the middle of it. And when the business school said, you can come to the dinner with the speakers afterwards, that was my ticket to sit down next to the founder of PayPal, you know. And so, then I sat down at dinner with him, and I had my portfolio with me, which back then I used to carry around in a little folder, like a black paper folder. And every project I'd worked on, every, because I used to do graphic design for money as a student. So I had my graphic design projects. I had my yoga publishing business and projects in there. I had printouts about the websites I'd created. So when I sat down next to him, and he's like, what do you work on? I just put this thing on the table over dinner and was like, he picked it up and he started going through it. And he was like, what's this? What's this? And I think just having my projects readily available allowed him to sort of get interested in what I was working on. Nowadays, you can have a website, right? Like I didn't have a website for a long time. Now I have one. It's at bobgoodson.com where I put my projects on there. You can check it out if you like. But I think I've always had a portfolio in one way or another. And I think carrying around the stuff that you've done in an interactive way is a really good way to connect with people. But one more thing I'll say on this concept, because it connects more broadly to like life in general, is that I think that I have this theory that in your lifetime, you get around five opportunities put in front of you that you didn't yet fully deserve, right? Someone believes in you, someone opens a door, someone's like, hey, Nate, how about you do this? Or like, we think you might be capable of this. And it doesn't happen very often, but those moments do happen. And when they happen, a massive differentiator for your life is do you notice that it's happening and do you grab it with both hands? And in that moment, do everything you can to make it work, right? Like they don't come along very often. And to me, those moments have been so precious. I knew I wouldn't get many of them. And so every time they happened, I've just been all in. I don't care what's going on in my life at that time. When the door opens, I drop everything, and I do everything I can to make it work. And you're stretched in those situations. So it's not easy, right? Like someone's given you an opportunity to do something you're not ready for, essentially. So you're literally not ready for it. Like you're not good enough, you don't know enough, you don't have the knowledge, you don't have the skills. So you only have to do the job, but you have to cultivate your own skills and develop your skills. And that's a lot of work. You know, when I landed in, I mean, working for Max was one of those opportunities where I did not, I'd not done enough to earn that opportunity when I got that opportunity. I landed with five people who had all done PayPal. They were all like incredible experts in their fields, right? Like Russ Simmons, the Yelp co-founder, had been the chief architect of PayPal. He architected PayPal, right? Like I was with very skilled technical people. I was the only Brit. They were all Americans. So I stood out culturally. Most of them couldn't understand what I was saying when I arrived. I've since changed how I speak. So you can understand me, the Americans in the room. But I just mumbled. I wasn't very articulate. So it was really hard to get my ideas across. And I had programmed as a hobbyist, but I didn't know enough to be able to program production code alongside people that had worked at PayPal. I mean, their security levels and their accuracy and everything was just off the, I was in another league, right? So there I was, I felt totally out of my depth, and I had to fight to stay in that job for a year. Like I fought every day for a year to like not get kicked out of that job and essentially out of the country. Because without their sponsorship, I couldn't have stayed in the country. I was on a student visa with them, right? And I worked seven days a week for 365 days in a row. I basically almost lived in the office. I got an apartment a few blocks from the office and I had to. No one else was working those kind of hours, but I had to do the job, and I had to learn 3 new programming languages and all this technical stuff, how to write specs, how to write product specs like I had to research the history of various websites in parts of the internet. So I'm just, I guess I'm just giving some color to like when these doors open in your career and in your life, sometimes they're relationship doors that open, right? You meet somebody who's going to change your life, and it's like, are you going to fight to make that work? And, you know, like, so not all, it's not always career events, but when they happen, I think like trusting your instinct that this is one of those moments and knowing this is one of the, you can't do this throughout your whole life. You burn out and you die young. Like you're just not sustainable. But when they happen, are you going to put the burners on and be like, I'm in. And sometimes it only takes a few weeks. Like the most it's ever taken for me is a year to walk through a door. But like, anyway, like just saying that in case anyone here has one of these moments and like maybe this will resonate with one of you, and you'll be like, that's one of the moments I need to walk through the door.    Nate:  That concludes chapter one. In chapter 2, Bob talks about building companies. First, I asked Bob if he gained much leadership experience at Yelp.    Bob:  I gained some. I suppose my first year or two in the US was in a technical role. So I didn't have anyone reporting to me. I was just working on the user interface and front end stuff. So really no leadership there. But then, there was a day when we still had five people. Jeremy started to go pitch investors for our second round because we had really good traffic growth, right? In San Francisco, we had really nice charts showing traffic growth. We'd started to get traction in New York and started to get traction in LA. So we've had the start of a nice story, right? Like this works in other cities. We've got a model we can get traffic. And Jeremy went to his first VC pitch for the second round. And the VC said, you need to show that you can monetize the traffic before you raise this round. The growth story is fine, but you also need to say, we've signed 3 customers and they're paying this much, right, monthly. So Jeremy came back from that pitch, and I remember very clearly, he sat down, kind of slumped in his chair and he's like, oh man, we're going to have to do some sales before we can raise this next round. Like we need someone on the team to go close a few new clients. And it's so funny because it's like, me and four people and everyone went like this and faced me at the same time. And I was like, why are you looking at me? Like, I'm not, I didn't know how to start selling to local businesses. And they're like, they all looked at each other and went, no, we think you're probably the best for this, Bob. And they were all engineers, like all four of them were like, background in engineering. Even the CEO was VP engineering at PayPal before he did Yelp. So basically, we were all geeks. And for some reason, they thought I would be the best choice to sell to businesses. And I didn't really have a choice in it, honestly. I didn't want to do it. They were just like, you're like, that's what needs to happen next. And you're the most suitable candidate for it. So I I just started picking up the phone and calling dentists, chiropractors, restaurants. We didn't know if Yelp would resonate with bars or restaurants or healthcare. We thought healthcare was going to be big, which is reasonably big for Yelp now, but it's not the focus. But anyway, I just started calling these random businesses with great reviews. I just started with the best reviewed businesses. And the funny thing is some of those people, my first ever calls are still friends today, right? Like my chiropractor that I called is the second person I ever called and he signed up, ended up being my chiropractor for like 15 years living in San Francisco. And now we're still in touch, and we're great friends. So it's funny, like I dreaded those first calls, but they actually turned out to be really interesting people that I met. But yeah, we didn't have a model. We didn't know what to charge for. So we started out charging for calls. We changed the business's phone number. So if you're, you had a 415 number and you're a chiropractor on Yelp, we would change your number to like a number that Yelp owned, but it went straight through to their phone. So it was a transfer, but it meant our system could track that they got the call through Yelp, right? Yeah. And then we tracked the duration of the call. We couldn't hear the call, but we tracked the duration of the call. And then we could report back to them at the end of the month. You got 10 calls from Yelp this month and we're going to charge you $50 a call or whatever. So I sold that to 5 or 10 customers and people hated it. They hated that model because they're like, they'd get a call, it'd be like a wrong number or they just wanted to ask, they're already a current customer and they're asking about parking or something, right? So then we'd get back to and be like, you got a call and we charged you 50 bucks. So like, no, I can't pay you for that. Like, that was one of my current customers. So now the reality is they were getting loads of advertising and that was really driving the growth for their business, but they didn't want to pay for the call. So then I was like, that's not working. We have to do something else. Then we paid pay for click, which was we put ads on your page and when someone clicks it, they see you. And then people hated that too, because they're like, my mum just told me she's been like clicking on the link, right? Because she's like looking at my business. And my mum probably just cost me 5 bucks because she said she clicked it 10 times. And like, can you take that off my bill? So people hated the clicks. And then one day we just brought in a head of operations, Geoff Donaker. And by this point, by the way, I had like 2 salespeople working for me that I'd hired. And so it was me and two other people. We were calling these companies, signing these contracts. And one day I just had this epiphany. I was like, we should just pay for the ads that are viewed, not the ads that are clicked. In other words, pay for impressions to the ads. So if I tell you, I've put your ad in front of 500 people when they were looking for sushi this month, right? That you don't mind paying for because there's no action involved, but you're like, whoa, it's a big number. You put me in front of 500 people. I'll pay you 200 bucks for that. No problem. Essentially impression-based advertising. And I went to our COO and I was like, I think we should try this. He was like, if you want to give it a go. And I wrote up a contract and started selling it that day. And that is that format, that model now has a billion dollars revenue running through Yelp. So basically they took that model, like I switched it to impression-based advertising. And that was what was right for local. And our metrics were amazing. We're actually able to charge a lot more than we could in the previous two models. And I built out the sales team to about 20 people. Through that process, I got hooked, basically. Like I realized I love selling during that role. I would never have walked into sales, I think, unless everyone had gone, you have to do it. And I dreaded it, but I got really hooked on it. I love the adrenaline of it. I love hunting down these deals and I love like what you can learn from customers when you're selling. You can learn what they need and you can evolve your business model. So I love that flywheel and that's kind of what I've been doing ever since. But I built out a team of 20 people, so I got to learn management, essentially by just doing it at Yelp and building out that team.    Nate:  Next, I asked Bob how he developed his theory of leadership.    Bob:  I actually developed it really early on. You know, I mentioned earlier I'd been starting things since I was about 10 years old. And what's fascinated me between the age of like 10 and maybe, you know, my early 20s, I love the idea of creating stuff with people where no one gets paid. And here's why. These are charities and nonprofits and stuff, right? But I realized really early, if I can lead and motivate in a way where people want to contribute, even though they're not getting paid, and we can create stuff together, if I can learn that aspect, like management in that sense, then if I'm one day paying people, I'm going to get like, I'm going to, we're all going to be so much more effective, essentially, right? Like the organization is going to be so much more effective. And that is a concept I still work with today. Yes, we pay everyone quite well at Quid who works at Quid, right? Like we pay at or above market rate. But I never think about that. I never, ever ask for anything or work with people in a way that I feel they need to do it because that's their job ever. I just erased that from my mindset. I've never had that in my mindset. I always work with people with like, with gratitude and and in a way where I'm like, well, I'll try and make it fun and like help them see the meaning in the work, right? Like help them understand why it's an exciting thing to work on or a, why it's right for them, how it connects to their goals and their interests and why it's, you know, fun to contribute, whether it's to a client or to an area of technology or whatever we're working on. It's like, so yeah, I haven't really, I haven't, I mean, you guys might have read books on this, but I haven't really seen that idea articulated in quite the way that I think about it. And because I didn't read it in a book, I just kind of like stumbled across it as a kid. But that's, but I learned because I practiced it for 10 years before I even ended up in the US, when I started managing teams at Yelp, I found that I was very effective as a manager and a leader because I didn't take for granted that, you know, people had to do it because it was their job. I thought of ways to make the environment fun and make the connections between the different team members fun and teach them things and have there be like a culture of success and winning and sharing in the results of the wins together. And I suppose this did play out a little bit financially in my career because, although we pay people well at Yelp, we're kind of a somewhat mature business now. But in the early days of Yelp and in the early days of Quid, I never competed on pay. You know, when you're starting a company, it's a really bad idea to try and compete on pay. You have to, I went into every hiring conversation all the way through my early days at Yelp, as well as through the early days at Quid, like probably the first nearly 10 years at Quid. And every time I interviewed people, I would say early on, this isn't going to be where you earn the most money. I'm not going to be able to pay you market rate. You're going to earn less here than you could elsewhere. However, this is what I can offer you, right? Like whether then I make a culture that's about like helping learning. Like we always had a book like quota at Quid. If you want to buy books to read in your free time, I don't care what the title is, we'll give you money to buy books. And the reality is a book's like 10 bucks or 20 bucks, right? No one spends much on books, but that was one of the perks. I put together these perks so that we were paying often like half of what you could get in the market for the same role, but you're printing like reasons to be there that aren't about the money. Now, it doesn't work for everybody, you know, that's as in every company doesn't, but that's just what played out. And that's really important in the early days. You've got to be so efficient. And then once you start bringing in the money, then you can start moving up your rates and obviously pay people market rate. But early on, you've got to find ways to be really, really, really efficient and really lean. And you can't pay people market rate in the early days. I mean, people kind of expect that going into early stage companies, but I was particularly aggressive on that front. But that was just because I suppose it was in my DNA that like, I will try and give you other reasons to work here, but it's not going to be, it's not going to be for the money.    Nate:  Next, I asked Bob how he got from Yelp to Quid and how he knew it was time to launch his own company.    Bob:  Yeah, like looking back, if I'd made sort of the smart decision from a financial standpoint and from a, you know, career standpoint, I suppose you'd say, I would have just stayed put. if you're in a rocket ship and it's growing and you've got a senior role and you get to, you've got, you've earned the license to work on whatever you want. Like Yelp wanted me to move to Phoenix and create their first remote sales team. They wanted, I was running customer success at the time and I'd set up all those systems. Like there was so much to do. Yelp was only like three or four years old at the time, and it was clearly a rocket ship. And you know, I could have learned a lot more like from Yelp in that, like I could have seen it all the way through to IPO and, setting up remote teams and hiring hundreds of people, thousands of people eventually. So I, but I made the choice to leave relatively early and start my own thing. Just coming back to this idea we talked about in the session earlier today, I I always want to work on the forefront of whatever's going on, like the most important thing happening in our time. And I felt I knew what was next. I could kind of see what was next, which was applying AI to analyze the world's text, which was clear to me by about 2008, like that was going to be as big as the internet. That's kind of how I felt about it. And I told people that, and I put that in articles, and I put it in talks that are online that you can go watch. You know, there's one on my website from 10 years ago where I'd already been in the space for five or six years. You can go watch it and see what I was saying in 2015. So fortunately, I documented this because it sounds a bit, you know, unbelievable given what's just happened with large language models and open AI. But it was clear to me where things were going around 2008. And I just wanted to work on what was next, basically. I wanted to apply neural networks and natural language processing to massive text sets like all the world's media, all the world's social media. And yeah, I suppose whenever I've seen what's going to happen next, like with social network, going to Yelp, like seeing what was going to happen with social networking, going to building Yelp, and then seeing this observation about AI and going and doing Quid, it's not, it doesn't feel like a choice to me. It's felt like, well, just what I have to do. And regardless of whether that's going to be more work, harder work, less money, et cetera, it's just how I'm wired, I guess. And I'm kind of, I see it now. Like I see what's next now. And I'll probably just keep doing this. But I was really too early or very, very early, as you can probably see, to be trying to do that at like 2008, 2009, seven or eight years before OpenAI was founded, I was just banging my head against the wall for nearly a decade with no one that would listen. So even the best companies in the world and the biggest investors in the world, again, I won't name them, But it was so hard to raise money. It was so hard to get anyone to watch it that, after a time, I actually started to think I was wrong. Like after doing it for like 10 years and it hadn't taken off, I just started to think like, I was so wrong. I spent a year or two before ChatGPT took off. I'd got to a point where I'd spent like a year or two just thinking, how could my instinct be so wrong about what was going to play out here? How could we not have unlocked the world's written information at this point? And I started to think maybe it'll never happen, you know, and like I was simply wrong, which of course you could be wrong on these things. And then, you know, ChatGPT and OpenAI like totally blew up, and it's been bigger than even I imagined. And I couldn't have told you exactly which technical breakthrough was going to result in it. Like no one knew that large language models were going to be the unlock. But I played with everything available to try and unlock that value. And as soon as large language models became promising in 2016, we were on it, like literally the month that the Google BERT paper came out, because we were like knocking on that door for many years beforehand. And we were one of the teams that were like, trying to unlock that value. That's why many of the early Quid people are very senior at OpenAI and went on to take what they learned from Quid and then apply it in an OpenAI environment, which I'm very proud of. I'm very proud of those people, and it's amazing to see what they've done.    Nate:  That concludes Chapter 2. In Chapter 3, we discuss AI and social media. The first question was about anxiety and AI.    Bob:  Maybe I'll just focus on the anxiety and the issues first of all. A lot's been said on it. I suppose what would be my headlines? I think that one big area of concern is how it changes the job market. And I think the practical thing on that is if you can learn to be the bridge, then you're putting yourself in a really valuable position, right? Because if you can bridge this technology into businesses in a way that makes change and improvements, then you are moving yourself to a skill set that's going to continue to be really valuable. So that's just a practical matter. One of the executives I work with in a major US company likes to say will doctors become redundant because of AI? And he says, no, doctors won't be redundant, but doctors that don't use AI will be redundant. And that's kind of where we are, right? It's like, we're still going to need a person, but if you refuse, if you're not using it, you're going to fall behind and like that is going to put you at risk. So I think there is some truth to that little kind of illustrative story. There will be massive numbers of jobs that are no longer necessary. And the history of technology is full of these examples. Coming back to like 5,000 years ago, think of all the times that people invented stuff that made the prior roles redundant, right? In London, before electricity was discovered and harnessed, one of the biggest areas of employment was for the people that walked the streets at night, lighting the candles and gas lights that lit London. That was a huge breakthrough, right? You could put fire in the street, you put gas in the street and you lit London. Without that, you couldn't go out at night in London and like it would have been an absolute nightmare. The city wouldn't be what it is. But that meant there were like thousands of people whose job it was to light those candles and then go round in the morning when the sun came up and blow them out. So when the light bulb was invented, can you imagine the uproar in London where all these jobs were going to be lost, thousands of jobs were going to be lost. by people that no longer are needed to put out these lights. There were riots, right? There was massive social upheaval. The light bulb threatened and wiped out those jobs. How many people in London now work lighting gas lamps and lighting candles to light the streets, right? Nobody. That was unthinkable. How could you possibly take away those jobs? You know, people actually smashed these light bulbs when the first electric light bulbs were put into streets. People just went and smashed them because they're like, we are not going to let this technology take our jobs. And I can give you 20 more examples like that throughout history, right? Like you could probably think of loads yourselves. Even the motor car, you know, so many people were employed to look after horses, right? Think of all the people that were employed in major cities around the world, looking after horses and caring for them and building the carts and everything. And suddenly you don't need horses anymore. Like that wiped out an entire industry. But what did it do? It created the automobile industry, which has been employing massive numbers of people ever since. And the same is true for, you know, like what have light bulbs done for the quality of our lives? You know, we don't look at them now and think that's an evil technology that wiped out loads of jobs. We go, thank goodness we've got light bulbs. So the nature of technology is that it wipes out roles, and it creates roles. And I just don't see AI being any different. Humans have no limit to like, seem to have no limit to the comfort they want to live with and the things that we want in our lives. And those things are still really expensive and we don't, we're nowhere near satisfied. So like, we're going to keep driving forward. We're going to go, oh, now we can do that. Great. I can use AI, I can make movies and I can, you know, I don't know, like there's just loads of stuff that people are going to want to do with AI. Like, I mean, using the internet, how much time do we spend on these damn web forms, just clicking links and buttons and stuff? Is that fun? Do we even want to do that? No. Like we're just wasting hours of our lives every week, like clicking buttons. Like if we have agents, they can do that for us. So we have, I think we're a long way from like an optimal state where work is optional and we can just do the things that humans want to do with their time. And so, but that's the journey that I see us all along, you know. So anyway, that's just my take on AI and employment, both practically, what can you do about it? Be the bridge, embrace it, learn it, jump in. And also just like in a long arc, I'm not saying in the short term, there won't be riots and there won't be lots of people out of work. And I mean, there will be. But when we look back again, like I often think about what time period are we talking about? Right? People often like, well, what will it do to jobs? Next year, like there'll certain categories that will become redundant. But are we thinking about this in a one year period or 100 year period? Like it's worth asking yourself, what timeframe am I talking about? Right? And I always try and come back to the 100 year view at a minimum when talking about technology change. If it's better for humanity in 100 years, then we should probably work on it and make it happen, right? If we didn't do that, we wouldn't have any light bulbs in our house. Still be lighting candles?    Nate:  Next was a question about social media, fragmented attention, and how it drives isolation.    Bob:  Well, it's obviously been very problematic, particularly in the last five or six years. So TikTok gained success in the United States and around the world around five or six years ago with a completely new model for how to put content in front of people. And what powered it? AI. So TikTok is really an AI company. And the first touch point that most of us had with AI was actually through TikTok. It got so good at knowing the network of all possible content and knowing if you watch this, is the next thing we should show you to keep you engaged. And they didn't care if you were friends with someone or not. Your network didn't matter. Think about Facebook. Like for those of you that were using Facebook, maybe say 2010, right? Like 15 years ago. What did social media look like? You had a profile page, you uploaded photos of yourself and photos of your friends, you linked between them. And when you logged into Facebook, you basically just browsing people's profiles and seeing what they got up to at the weekend. That was social media 15 years ago. Now imagine, now think what you do when you're on Instagram and you're swiping, right? Or you go to TikTok and you're swiping. First of all, let's move to videos, which is a lot more compelling, short videos. And most of the content has nothing to do with your friends. So there was a massive evolution in social media that happened five or six years ago, driven by TikTok. And all the other companies had to basically adopt the same approach or they would have fallen too far behind. So it forced Meta to evolve Instagram and Facebook to be more about attention. Like there's always about attention, that's the nature of media. But these like AI powered ways to keep you there, regardless of what they're showing you. And that turned out to be a bit of a nightmare because it unleashed loads of content without any sense of like what's good for the people who are watching it, right? That's not the game they're playing. They're playing attention and then they're not making decisions about what might be good for you or not. So we went through like a real dip, I think, in social media, went through a real dip and we're still kind of in it, right, trying to find ways out of it. So regulation will ultimately be the savior, which it is in any new field of tech. Regulation is necessary to keep tech to have positive impact for the people that it's meant to be serving. And that's taken a long time to successfully put in place for social media, but we are getting there. I mean, Australia just banned social media for everyone under 16. You may have seen that. Happened, I think, earlier this year. France is putting controls around it. The UK is starting to put more controls around it. So, you know, gradually countries are voters are making it a requirement to put regulation around social media use. In terms of just practical things for you all, as you think about your own social media use, I think it's very healthy to think about how long you spend on it and find ways to just make it a little harder to access, right? Like none of us feel good when we spend a lot of time on our screens. None of us feel good when we spend a lot of time on social media. It feels good at the time because it's given us those quick dopamine hits. But then afterwards, we're like, man, I spent an hour, and I just like, I lost an hour down like the Instagram wormhole. And then we don't feel good afterwards. It affects us sleep negatively. And yeah, come to the question that was, posted, can create a sense of isolation or negative feelings of self due to comparison to centrally like models and actors and all these people that are like putting out content, right? Kind of super humans. So I think just finding ways to limit it and asking yourself what's right for you and then just sticking to that. And if that means coming off it for a month or coming off it for a couple of months, then, give that a try. Personally, I don't use it much at all. I'll use it mostly because friends will share like a funny meme or something and you just still want to watch it because it's like it's sent to you by a friend. It's a way of interacting. Like my dad sends me funny stuff from the internet, and I want to watch it because it's a way of connecting with him. But then I set a timer. I like to use this timer. It's like just a little physical device. I know we've all got one on our phones, but I like to have one on my desk. And so if I'm going into something, whether it's like I'm going to do an hour on my inbox, my e-mail inbox, or I'm going to, you know, open up Instagram and just swipe for a bit, I'll just set a timer, you know, and just keep me honest, like, okay, I'm going to give myself 8 minutes. I'm not going to give myself any more time on there. So there's limited it. And then I put all these apps in a folder on the second screen of my phone. So I can't easily access them. I don't even see them because they're on the second screen of my phone in a folder called social. So to access any of the apps, I have to swipe, open the folder, and then open the app. And just moving them to a place where I can't see them has been really helpful. I only put the healthy apps on my front page of my phone.    Nate:  Next was a question about where Bob expects AI to be in 20 years and whether there are new levels to be unlocked.    Bob:  No one knows. Right? Like what happens when you take a large language model from a trillion nodes to like 5 trillion nodes? No one knows. It's, this is where the question comes in around like consciousness, for example. Will it be, will it get to a point where we have to consider this entity conscious? Fiercely debated, not obvious at all. Will it become, it's already smarter than, well, it already knows more than any human on the planet. So in terms of its knowledge access, it knows more. In terms of most capabilities, most, you know, cognitive capabilities, it's already more capable than any single human on the planet. But there are certain aspects of consciousness, well, certain cognitive functions that humans currently are capable of that AI is not currently capable of, but we might expect some of those to be eaten into as these large language models get better. And it might be that these large language models have cognitive capabilities that humans don't have and never could have, right? Like levels of strategic thinking, for example, that we just can't possibly mirror. And that's one of the things that's kind of, you know, a concern to nations and to people is that, you know, we could end up with something on the planet that is a lot smarter than any one of us or even all of us combined. So in general, when something becomes more intelligent, it seeks to dominate everything else. That is a pattern. You can see that throughout all life. Nothing's ever got smarter and not sought to dominate. And so that's concerning, especially because it's trained on everything we've ever said and done. So I don't know why that pattern would be different. So that, you know, that's interesting. And and I think in terms of, so the part of that question, which is whole new areas of capability to be unlocked, really fascinating area to look at is not so much the text now, because everything I've written is already in these models, right? So the only way they can get more information is by the fact that like, loads of social networks are creating more information and so on. It's probably pretty duplicitous at this point. That's why Elon bought Twitter, for example, because he wanted the data in Twitter, and he wants that constant access to that data. But how much smarter can they get when they've already got everything ever written? However, large language models, of course, don't just apply to text. They apply to any information, genetics, photography, film, every form of information can be harnessed by these large language models and are being harnessed. And one area that's super interesting is robotics. So the robot is going to be as nimble and as capable as the training data that goes into it. And there isn't much robotic training data yet. But companies are now collecting robotic training data. So in the coming years, robots are going to get way more capable, thanks to large language models, but only as this data gets collected. So in other words, like language is kind of reaching its limits in terms of new capabilities, but think of all the other sensor types that could feed into large language models and you can start to see all kinds of future capabilities, which is why everyone suddenly got so interested in personal transportation vehicles and personal robotics, which is why like Tesla share price is up for example, right? Because Elon's committed now to kind of moving more into robotics with Tesla as a company. And there are going to be loads of amazing robotics companies that come out over the next like 10 or 20 years.    Nate:  And that brings us to the end of this episode with Bob Goodson. Like I mentioned in the intro, there were so many great nuggets from Bob. Such great insight on managing our careers, building companies, and the evolving impact of AI and social media. In summary, try to be at the intersection of new power and real problems. Seek to inspire rather than just transact, and be thoughtful about how to use social media and AI. All simple ideas, please, take them seriously.   

In this week's episode of the Rich Habits Podcast, Robert Croak and Austin Hankwitz sit down to have an honest conversation with the CEO of Affirm, Max Levchin. To keep up with Max, consider following him on LinkedIn and X! You can also follow Affirm on X. ---We're thrilled to introduce the Rich Habits Money Map! If you're someone ready to automate your saving and investing, the Rich Habits way, this workflow by Sequence is for you. Click here to sign up for Sequence and gain access to our Rich Habits Money Map! ---

Is "buy now, pay later" a debt trap or the future of finance? Affirm CEO Max Levchin says the real problem is the credit card in your wallet. On this week's episode of Bold Names, Levchin joins WSJ's Tim Higgins to discuss how his early days as a co-founder of PayPal led him to his latest venture: using “buy now, pay later” loans to reinvent how people buy things. We talk about why he thinks financing is more transparent than credit, the personal reason he hates late fees and how AI is changing shopping. To watch the video version of this episode, visit our WSJ Podcasts YouTube channel or the video page of WSJ.com. Check Out Past Episodes: The Boldest Ideas of 2025 — And What's in Store for 2026 Inside Visa's Tech-Charged Future: From Crypto to AI This CEO Says Global Trade Is Broken. What Comes Next? Why Bilt's CEO Wants You To Pay Your Mortgage With a Credit Card Let us know what you think of the show. Email us at BoldNames@wsj.com. Sign up for the WSJ's free Technology newsletter. Read Christopher Mims's Keywords column. Read Tim Higgins's column. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome back to the Fintech Takes podcast. Today's episode kicks off a new long-form interview format I'm calling Diving Deep. And in this episode, that's exactly what we do with Max Levchin, co-founder and former CTO of PayPal and co-founder and the current CEO of Affirm. This is what makes Max one of the most influential people in the history of fintech. We start with Max's early PayPal years, when building encrypted mobile wallets and secure handheld payments for Palm Pilots taught Max a lesson about timing, distribution, and the danger of solving puzzles before the market needs them (being right about the future means very little if you're early in the wrong way). From there, the conversation follows the spine of Affirm's business, underwriting. Max explores how his experience at PayPal pushed him toward lending at the point of sale, which unlocked a different kind of math (and how Affirm built an internal engine that could evolve as machine learning grew smarter, without losing reliability, repeatability, or regulatory discipline). That logic runs straight into product design. No late fees, treated as a constraint, not a revenue stream. Full Truth in Lending disclosures shown at checkout every time, even when advisers warned the extra screen would kill conversion. Credit bureau reporting when most other BNPL players avoided it. The throughline is incentives: design the system so the lender only wins when the customer does, and culture has a fighting chance to scale. We end in the future, with agentic commerce. As machines get better at optimizing decisions, the financial products that survive will be the ones that were honest to begin with (but also what happens when software starts flagging bad financial deals before people do?).  Sign up for Alex's Fintech Takes newsletter for the latest insightful analysis on fintech trends, along with a heaping pile of pop culture references and copious footnotes. Every Monday and Thursday: https://workweek.com/brand/fintech-takes/ And for more exclusive insider content, don't forget to check out my YouTube page. Follow Max Levchin: LinkedIn: https://www.linkedin.com/in/maxlevchin/ Follow Alex Johnson:  YouTube: https://www.youtube.com/channel/UCJgfH47QEwbQmkQlz1V9rQA/videos LinkedIn: https://www.linkedin.com/in/alexhjohnson X: https://www.twitter.com/AlexH_Johnson

“Predictions are hard,” Yogi Berra once quipped, “especially about the future”. Yes they are. But in today's AI boom/bubble, how exactly can we predict the future? According to Silicon Valley venture capitalist Aman Verjee, access to the future lies in the past. In his new book, A Brief History of Financial Bubbles, Verjee looks at history - particularly the 17th century Dutch tulip mania and the railway mania of 19th century England - to make sense of today's tech economics. So what does history teach us about the current AI exuberance: boom or bubble? The Stanford and Harvard-educated Verjee, a member of the PayPal Mafia who wrote the company's first business plan with Peter Thiel, and who now runs his own venture fund, brings both historical perspective and insider experience to this multi-trillion-dollar question. Today's market is overheated, the VC warns, but it's more nuanced than 1999. The MAG-7 companies are genuinely profitable, unlike the dotcom darlings. Nvidia isn't Cisco. Yet “lazy circularity” in AI deal-making and pre-seed valuations hitting $50 million suggests traditional symptoms of irrational exuberance are returning. Even Yogi Berra might predict that. * Every bubble has believers who insist “this time is different” - and sometimes they're right. Verjee argues that the 1999 dotcom bubble actually created lasting value through companies like Amazon, PayPal, and the infrastructure that powered the next two decades of growth. But the concurrent telecom bubble destroyed far more wealth through outright fraud at companies like Enron and WorldCom.* Bubbles always occur in the world's richest country during periods of unchallenged hegemony. Britain dominated globally during its 1840s railway mania. America was the sole superpower during the dotcom boom. Today's AI frenzy coincides with American technological dominance - but also with a genuine rival in China, making this bubble fundamentally different from its predecessors.* The current market shows dangerous signs but isn't 1999. Unlike the dotcom era when 99% of fiber optic cable laid was “dark” (unused), Nvidia could double GPU production and still sell every chip. The MAG-7 trade at 27-29 times earnings versus the S&P 500's 70x multiple in 2000. Real profitability matters - but $50 million pre-seed valuations and circular revenue deals between AI companies echo familiar patterns of excess.* Government intervention in markets rarely ends well. Verjee warns against America adopting an industrial policy of “picking winners” - pointing to Japan's 1980s bubble as a cautionary tale. Thirty-five years after its collapse, Japan's GDP per capita remains unchanged. OpenAI is not too big to fail, and shouldn't be treated as such.* Immigration fuels American innovation - full stop. When anti-H1B voices argue for restricting skilled immigration, Verjee points to the counter-evidence: Elon Musk, Sergey Brin, Sundar Pichai, Satya Nadella, Max Levchin, and himself - all H1B visa holders who created millions of American jobs and trillions in shareholder value. Closing that pipeline would be economically suicidal.Keen On America is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit keenon.substack.com/subscribe

The fintech entrepreneur tells us about co-founding PayPal, and how an embarrassing personal moment when trying to buy a car, led him to start the buy now, pay later company Affirm.Produced and presented by Leanna Byrne(Image: PayPal Co-Founder & Affirm CEO Max Levchin in 2019. Credit: Getty Images)

Elon Musk, Peter Thiel, Reid Hoffman, Max Levchin, David O. Sacks, Roelof Botha, Chad Hurley, Russel Simmons, and Jeremy Stoppelman are among those considered the “PayPal Mafia”. These are cofounders or early team members of PayPal who went on to found or invest in major tech companies like Yelp, Palantir, YouTube, Facebook, SpaceX, X, LinkedIn, Affirm, Airbnb, and others. In this episode, CJ is joined by Jimmy Soni, bestselling author of The Founders, which chronicles the early years of PayPal. He delves into some of the lesser-known aspects of PayPal's history. He sheds light on Peter Thiel's prediction of the dot-com collapse, why he advocated for the employment of Roelof Botha as CFO at the age of just 26, and his second-chance philosophy for hiring failures. The conversation covers PayPal's “frenemy relationship” with eBay, how they convinced their users to advocate for them, and pivotal moments that influenced their IPO and sale. Tune in for unique insights into one of the most important "seed funds" in tech history.—LINKS:Jimmy Soni on X (@jimmyasoni): https://x.com/jimmyasoniJimmy Soni on LinkedIn: https://www.linkedin.com/in/jimmysoniThe Founders: The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley: https://www.amazon.co.za/Founders-Paypal-Entrepreneurs-Shaped-Silicon/dp/1501197266CJ on X (@cjgustafson222): https://x.com/cjgustafson222Mostly metrics: http://mostlymetrics.comRELATED EPISODES:How Upwork CFO Erica Gessert Drove 20 Points of EBITDA Growth in Just 3 Quarters: —TIMESTAMPS:(00:00) Preview and Intro(02:12) Sponsor – Pulley | Brex | Aleph(07:40) Jimmy's Approach to Writing the Book(08:56) An Intro to the “PayPal Mafia”(10:57) The 1998 to 2002 Time Period(12:36) Present-Day Successes of “PayPal Mafia” Members(14:06) Challenges of Interviewing High-Profile Figures(16:06) Sponsor – RightRev | Navan | NetSuite(19:46) Comparisons to Other Influential Tech Groups(21:05) PayPal, YouTube, and the Embed Strategy(23:21) The Company's $20 Referral Program(27:10) Peter Thiel's Prediction of the Dot-Com Collapse(30:48) The Fallout From the Merger That Resulted in PayPal(33:00) The Evolution of PayPal's Business Model(36:58) The Unique Skillset That Roelof Botha Brought to the CFO Role(41:04)) Fraud-Fighting Techniques(43:26) PayPal's “Frenemy Relationship” With eBay(47:10) Challenges Faced by PayPal That Modern Fintechs Still Grapple With(49:13) How PayPal Made Its Users Advocates for the Business(53:44) PayPal's Talent Acquisition and “Misfits” Culture(56:54) Peter Thiel's Talent-Spotting Abilities and Second-Chance Philosophy(1:00:12) The Outcome of the eBay Sale(1:05:03) One of the Most Important “Seed Funds” in Tech History(1:08:07) Advice for Moving From Fast Work To Slow Work(1:11:18) Favorite Behind-the-Scenes Anecdote(1:13:04) The Most Underrated Member of the “Mafia”(1:14:04) One of the Most Pivotal Decisions Made(1:15:03) Wrap—SPONSORS:Pulley is the cap table management platform built for CFOs and finance leaders who need reliable, audit-ready data and intuitive workflows, without the hidden fees or unreliable support. Switch in as little as 5 days and get 25% off your first year: pulley.com/mostlymetrics.Brex offers the world's smartest corporate card on a full-stack global platform that is everything CFOs need to manage their finances on an elite level. Plus, they offer modern banking and treasury as well as intuitive expenses and accounting automation, bill pay, and travel. Find out more at brex.com/metricsAleph automates 90% of manual, error-prone busywork, so you can focus on the strategic work you were hired to do. Minimize busywork and maximize impact with the power of a web app, the flexibility of spreadsheets, and the magic of AI. Get a personalised demo at getaleph.com/runRightRev automates the revenue recognition process from end to end, gives you real-time insights, and ensures ASC 606 / IFRS 15 compliance—all while closing books faster. For RevRec that auditors actually trust, visit rightrev.com and schedule a demo.Navan is the all-in-one travel and expense solution that helps finance teams streamline reconciliation, enforce policies automatically, and gain real-time visibility. It connects to your existing cards and makes closing the books faster and smarter. Visit navan.com/Runthenumbers for your demo.NetSuite is an AI-powered business management suite, encompassing ERP/Financials, CRM, and ecommerce for more than 41,000 customers. If you're looking for an ERP, head to https://netsuite.com/metrics and get the CFO's Guide to AI and Machine Learning.#PayPalMafia #JimmySoni #CAPTCHA #PayPal #fintech Get full access to Mostly metrics at www.mostlymetrics.com/subscribe

In the latest global trade war development, India could be ready for a trade deal with the U.S. Ahead of the trade negotiations between the U.S. and China this weekend, CNBC contributor Michelle Caruso-Cabrera discusses the leverage of each nation and her observations on her recent trip to China with the Brookings Institution. In Washington, Emily Wilkins reports on the GOP's tax package, including President Trump's idea to raise taxes on top earners. Plus, shares of buy now, pay later platform Affirm fell after the company reported a beat on quarterly earnings but a disappointing revenue forecast. CEO and PayPal co-founder Max Levchin discusses the state of consumer spending, the rate of loan repayment delinquencies, and the evolution of payments.  Emily Wilkins - 07:19Max Levchin - 16:10Michelle Caruso-Cabrera - 27:18 In this episode:Michelle Caruso-Cabrera, @MCaruso_CabreraMax Levchin, @mlevchinBecky Quick, @BeckyQuickJoe Kernen, @JoeSquawkAndrew Ross Sorkin, @andrewrsorkinCameron Costa, @CameronCostaNY

This is one of the wildest founder journeys you'll ever hear. Dmitry Gurski went from growing potatoes and picking mushrooms on a farm in Belarus to building Flo—a billion-dollar company with 75M monthly users that dominates the health and fitness category worldwide. He started Flo in a market already controlled by PayPal co-founder Max Levchin's startup, which had $30M in funding from a16z. Today, Flo is 100x bigger than its once-dominant rival.Dmitry shares raw, unfiltered startup truths—like why he got rejected by 200+ VCs, why 90% of startup failures are team-related, and why most founders are delusional about product-market fit. He breaks down how simplicity beats complexity in product, why retention is everything, and how deleting features can actually boost revenue.If you're a founder, this episode will fundamentally change how you think about perseverance, pivots, and building something that lasts. Listen now—you'll be referencing this one for years.Why you should listen:Why big market beats niche – How Flo won because it targeted all women's health while competitors focused only on fertility.How Retention is the real test – A product with natural recurring use cases (like periods) has built-in retention, unlike fitness or productivity apps.Why simple wins – The first version of Flo was less complex than competitors but had far better predictions—accuracy mattered more than features.Fundraising is brutal – Flo got 300+ investor rejections before raising $300M. Many VCs just didn't “get” the space.Keywordsstartup, entrepreneurship, product design, user retention, Flow app, health and fitness, early stage founders, product market fit, simplicity, user engagement, retention, user case, app development, entrepreneurship, product market fit, mobile apps, business strategy, team dynamics, failure, success, risk, uncertainty, decision making, market demand, competition, product-market fit, fundraising, entrepreneurship, startup success, female healthTimestamps(00:00:00) Intro(00:09:10) Why you Need to Keep it Simple(00:13:10) Why B2C is All About Retention(00:19:05) Why you Need to Delete Features(00:24:14) PMF is about the Shape of the Curve(00:39:17) When to Persevere, When to Pivot, and When to Quit(00:42:22) More attempts = more success(00:51:34) The Idea for Flo(00:59:05) Finding Product Market Fit(01:02:07) Advice for An Early Stage Founder(01:10:22) A Potato StorySend me a message to let me know what you think!

During its formative years in the late 1990's, Paypal attracted an extraordinary group of young entrepreneurs, who then went on to build some of the best known companies in tech. They became known as The PayPal Mafia—and Max Levchin was one of the leaders. A computer genius from Soviet Ukraine, Max joined Peter Thiel, Elon Musk, Reid Hoffman and others as they grew PayPal into a massively successful online payment service. Along the way, they encountered almost every start-up challenge imaginable, including the emotional ouster of Elon Musk as CEO. After PayPal was acquired by eBay in 2002, Max couldn't sit still, so he launched a startup lab that eventually led to another successful fintech company: Affirm.This episode was produced by Alex Cheng with music by Ramtin Arablouei. Edited by Neva Grant, with research from Claire Murashima.You can follow HIBT on X & Instagram, and email us at hibt@id.wondery.com. Sign up for Guy's free newsletter at guyraz.comSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Max Levchin is one of the great founders and technologists of our time. As the Founder and CEO of Affirm, he has built am $18.7BN monster in the buy no pay later space. Prior to Affirm he was one of the original co-founders of PayPal. Max is also the co-founder and Chairman of Glow, a data-driven fertility company. Max is also an immensely successful angel investor with a portfolio including the likes of Yelp, Pinterest and Evernote.  In Today's Episode We Discuss: 04:19 How to Hire the Best People in the World 05:05 How to Manage Extreme Personalities 08:18 Biggest Lessons on Trust and What Happens When Lost 12:05 Is Grading Talent A and B Players Total BS? 15:31 How to Think About Calculated vs Uncalculated Risk 27:18 How to Create a Culture of Post Mortems: Step by Step 32:08 Why Every Person Must Write and How to Create a Writing Culture 36:01 Leadership Lessons from Layoffs 38:38 Is Affirm Losing or Beating Klarna in the US? 47:03 Peter Thiel or Elon Musk: Who Would Max Rather Start a New Company With? 48:37 Quickfire Round  

Here is the episode where Peter Thiel and Max Levchin start Paypal and meet and defeat Elon Musk. We hope you like that. Thanks again, Deco19 for the request! Have a request, or want to say hi? - Here is our subreddit: https://www.reddit.com/r/profiteersvsthepeople/ - Here is our email: profitvspeeps@gmail.com Here are our sources, besides The Contrarian, by Max Chafkin: https://docs.google.com/document/d/1diauIRcuH0XXYg1AWrIRcbx1b9sV0-78RtW5O3dhx4c/edit?usp=sharing

In this episode of The Eric Ries Show, I'm joined by Siqi Chen, a four-time founder and the CEO and CFO of his latest venture, Runway. Runway offers a modern, user-friendly platform for financial modeling, headcount planning, and departmental budgeting—proudly branding itself as “the finance platform your team doesn't hate.” With its distinctive marketing and brand-building approach, Runway has garnered significant attention. (Full disclosure: I'm an investor in the company.) Siqi and I discuss his journey from building some of the most viral social games in Silicon Valley to founding Runway. We also delve into the challenges faced by technical founders, the art of viewing a business as a product, and how Siqi has sharpened his strategic thinking. Other key topics include: • Lessons from founding Serious Business • Critiques of Zynga's strategy and the story of selling to them • Practical advice for building trust • Insights into Leaders in Tech and Stanford's GSB program • The importance of crafting clear, universally understood company values • An overview of Runway's platform, mission, and values • A fresh take on the fallacy of work-life balance • And so much more! — Brought to you by: Vanta – Automate compliance, manage risk, and prove trust—continuously. ⁠⁠Get $1,000 off⁠⁠. — Where to find Siqi Chen: • LinkedIn: https://www.linkedin.com/in/siqic/ • X: https://x.com/blader/ • Instagram: https://www.instagram.com/blader/ • Facebook:  https://www.facebook.com/founder/ Where to find Eric: • Newsletter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ericries.carrd.co/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  • Podcast: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ericriesshow.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  • YouTube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/@theericriesshow⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  — In This Episode We Cover: (00:00) Meet Siqi Chen (02:30) How Siqi came up with the idea for Mafia and the early years of gaming on Facebook (05:10) The early investors in Mafia (05:36) Siqi's meeting with Keith Rabois and Max Levchin (08:15) How Siqi was influenced by the Lean Startup approach (11:04) How quickly Siqi's career took off after moving to San Francisco  (11:48) Founding Serious Business and creating Friends for Sale (14:20) How Serious Business raised $5 million (16:20) Why Serious Business sold to Zynga  (17:20) The importance of prioritizing the business as much as the product (19:11) Siqi's learnings and advice for new founders  (23:25) What Siqi learned working at Zynga (27:18) Siqi's time running product  (29:20) Criticisms of Zynga and how they lost Eric's trust (33:42) The importance of trust and maintaining vision and mission (39:15) An overview of Runway  (44:38) What inspired Siqi to create Runway (50:43) What Siqi learned from user interviews (52:07) An example of time wasting inside a company (53:24) The values at Runway and why they changed  (58:35) Why you should write reflective values after having a high-performance team (1:00:40) How Leaders in Tech shaped Siqi's thoughts on values and building trust (1:03:13) How open feedback builds trust (1:08:20) The purpose of Runway (1:11:34) Siqi's struggles with strategy planning  (1:13:31) A top down approach to entrepreneurship and why it's not common (1:16:38) The importance of employees understanding their contributions and impact  (1:18:55) How Runway leverages AI  (1:22:12) Runway's dramatic launch with a timed lock (1:23:04) How Runway communicates value to customers  (1:24:54) Runway's process for brand building and high-quality design  (1:28:40) Lightning round You can find the transcript and references at ⁠⁠⁠⁠⁠https://www.ericriesshow.com/⁠⁠⁠⁠ — Production and marketing by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://penname.co/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Eric may be an investor in the companies discussed.

What I learned from rereading James J. Hill: Empire Builder by Michael P. Malone. ----Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more. ----Founders Notes gives you the ability to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here. ----Join my free email newsletter to get my top 10 highlights from every book----Notes and highlights from the episode: —He had unlimited energy, was stubborn, had a temper, was supremely arrogant and he did more to transform the northern frontier of the United States than any other single individual.—One of the things he learned from history and biography: The power of one dynamic individual: Like so many other nineteenth-century youths, young Jim Hill fell under the spell of Napoleon. He came to believe in the strength of will, the power of one dynamic individual to change the world, the conquering hero. (He says that the railroad entrepreneurs conquered the distance between remote communities in the American west)—He accustomed himself to handle a large workload.—If you want to know whether you are destined to be a success or a failure in life, you can easily find out. The test is simple and it is infallible: Are you able to save money? If not, drop out. You will lose. You may think not, but you will lose as sure as you live. The seed of success is not in you. –James J. Hill—He held people's attention as he engaged them in characteristic rapid-fire, highly animated conversation, gesturing expansively and driving home his point with jabbing motions of his hands—the embodiment of high energy.—He worked incredibly hard, sometimes laboring late into the night, falling asleep at the desk, then getting up for a swim in the river and a cup of black coffee, then going back to work.—“Rebates existed in other industries. I just applied them to oil.” Rockefeller said. [Don't copy the what, copy the how]  —John D: The Founding Father of the Rockefellers by David Freeman Hawke. (Founders #254)—"The very best employee at any job at any level of responsibility is the person who generally believes that this is their last job working for someone. The next thing they'll start will be their own. — Max Levchin in The Founders: The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley by Jimmy Soni. (Founders #233)—Hill drank little, worked hard, and confined his socializing to respectable settings. As always, he read incessantly. He permitted himself few distractions in his relentless drive to achieve wealth and status.—Inefficiency disturbs him greatly.—James J. Hill loved eliminating steps.—Genius has the fewest moving parts.—Hill limited the number of details. Then he makes every detail perfect.—Hill called vertical integration, rational integration.—Hill always gets out quickly in front of the emerging trend.—Hill had an entirely pragmatic business personality. When competition suited him in a market, he competed fiercely. But when competition became wasteful to him, he did not hesitate to end it, even if this meant joining with old enemies and creating a monopoly.—Hill was making profits owning steamboats. Then a competitor from Canada starts running the same route and the rates and profits dwindle. Hill discovers a neglected maritime law that prohibited foreign ships from operating in American waters. Hill then persuades the US Treasury Department to enforce the law against his competitor. The competitor has to transfer ownership to an American. After that Hill then merges with that competitor and forges another monopoly.—This railroad is my monument. — James J Hill—As man emerged into history, he became a road maker; the better the road, the more advanced his development. — James J. Hill.—By 1885 Railroads brought in twice the revenue than the federal government.Railroads were the nations largest employer.The railroaders were the largest private land holders in the country.They owned more than 10% of land in the United States.—Hill identified an opportunity hiding in plain sight: Unlike most who viewed the Saint Paul and Pacific as a near-worthless derelict, Hill viewed it as a miracle waiting to happen, a potentially wondrous enterprise simply lacking competent leadership. He studied the road constantly, reading every scrap of information he could find about it and boring anyone who would listen with endless detail as to what it could one day be.—He possessed a priceless advantage compared with most other nineteenth-century rail titans. Rather than coming from the outside world of finance, as most of them did, he arose from the inside world of freighting and transportation, and he knew this world in all its complexities. He was about to demonstrate how certain well-established, regional capitalists on the frontier could challenge and even best larger eastern interests.—Being obsessed is an edge. Hill was obsessed getting control of the bankrupt Saint Paul & Pacific rail line:  Hill, who knew the road better than anyone else, constantly argued to his friends, the potential prize defied description. He seemed completely fixated on the project. Many years later, his friend recalled that Jim had spoken of it to him “probably several hundred times” during the mid-1870s.—James J. Hill finds what he is best at in the world at, at 40 years old, in a field where he had no direct experience.—“It pays to be where the money is spent” — James J Hill—James J. Hill was very easy to interface with. He had an easy to understand organizing principle for his company. Hills credo: What we want is the best possible line, shortest distance, lowest grades, and least curvature that we can build.—He had appreciation for those who had dirt underneath their fingernails.—Many observers would later compare Hill with Villard. The comparison was inevitable. “While Hill was building carefully and checking his costs minutely Villard built in ignorance of costs.” Like other transcontinental plungers, Villard did in fact build rapidly and poorly, much of his main line would later have to be torn up and rebuilt. He had rushed to get the massive land grants. Amid mounting deficits and acrimony, Villard was then forced to resign the presidency of the NP in 1884.—Find what you are good at and pound away at it forever.—He simply could not delegate authority and live with the outcome.—Hill on how to build a railroad: Work, hard work, intelligent work, and then more work. — James J Hill.—They managed the finances of the railroad in a highly conservative and prudent manner.  Hill advocated and practiced a policy of plowing large percentages of profits directly back into the property, knowing that the best defense against invading railroads was a better-built system that could operate at lower rates.—Give me Swedes, snuff and whiskey, and I'll build a railroad through hell. — James J. Hill—From the Hour of Fate: James J. Hill had built the Great Northern with deliberate thrift and brutal efficiency. His railroad would become among the most profitable in the Northwest. He didn't need JP Morgan the way other railroad executives did. (Financial strength was kryptonite to JP Morgan)—He cared most about freight, never frills.—The life of James J. Hill certainly demonstrates the impact one willful individual can have on the course of history.—I've made my mark on the surface of the earth and they can't wipe it out. — James J Hill.----“I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — GarethBe like Gareth. Buy a book: All the books featured on Founders Podcast

In this episode, I had the chance to sit down with an OG of fintech who really needs no introduction, cofounder and CEO of Affirm and PayPal Mafia member Max Levchin. Max and I had the chance to discuss:* How Affirm designs its systems and processes to mitigate third-party risks, including service interruptions and, yes, data breaches* How Affirm thinks about selecting its bank partners and how it works with them to meet regulatory and compliance expectations* To what extent political and regulatory uncertainty impacts how Affirm approaches running its business* The CFPB's interpretive rule that treats pay-in-four buy now pay later as a “credit card” for certain purposes under TILA Reg Z* Affirm's recent earnings announcement* And Affirm's recent launch in the United KingdomExisting subscriber? Please consider supporting this newsletter by upgrading to a paid subscription. New here? Subscribe to get Fintech Business Weekly each Sunday: Get full access to Fintech Business Weekly at fintechbusinessweekly.substack.com/subscribe

On this TCAF Tuesday, Mizuho fintech analyst Dan Dolev joins Josh Brown to discuss the potential earthquake coming for Visa and Mastercard, the reasons behind PayPal's big rally this year, why Affirm's genius founder Max Levchin is important to watch and Accenture as a "picks and shovels" play for investing in AI. Then, at 44:47, hear an all-new episode of What Are Your Thoughts with Josh and Michael Batnick! This episode is sponsored by Rocket Money! Visit: http://rocketmoney.com/compound and cancel your unwanted subscriptions today!  Sign up for The Compound newsletter and never miss out: https://www.thecompoundnews.com/subscribe Instagram: https://instagram.com/thecompoundnews Twitter: https://twitter.com/thecompoundnews LinkedIn: https://www.linkedin.com/company/the-compound-media/ Investing involves the risk of loss. This podcast is for informational purposes only and should not be or regarded as personalized investment advice or relied upon for investment decisions. Michael Batnick and Josh Brown are employees of Ritholtz Wealth Management and may maintain positions in the securities discussed in this video. All opinions expressed by them are solely their own opinion and do not reflect the opinion of Ritholtz Wealth Management. The Compound Media, Incorporated, an affiliate of Ritholtz Wealth Management, receives payment from various entities for advertisements in affiliated podcasts, blogs and emails. Inclusion of such advertisements does not constitute or imply endorsement, sponsorship or recommendation thereof, or any affiliation therewith, by the Content Creator or by Ritholtz Wealth Management or any of its employees. For additional advertisement disclaimers see here https://ritholtzwealth.com/advertising-disclaimers. Investments in securities involve the risk of loss. Any mention of a particular security and related performance data is not a recommendation to buy or sell that security. The information provided on this website (including any information that may be accessed through this website) is not directed at any investor or category of investors and is provided solely as general information. Obviously nothing on this channel should be considered as personalized financial advice or a solicitation to buy or sell any securities. See our disclosures here: https://ritholtzwealth.com/podcast-youtube-disclosures/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Affirm Holdings Chairman/CEO/Founder Max Levchin discusses Buy Now, Pay Later, new features and partnerships. Levchin speaks with Bloomberg's Sonali Basak.See omnystudio.com/listener for privacy information.

Today, Paypal is a 70+ billion dollar company, but how did it start out? And why are the founders sometimes referred to as the Paypal Mafia? See omnystudio.com/listener for privacy information.

Bloomberg Talks: Affirm CEO Max Levchin discusses the company's 'Killer Quarter'. Levchin speaks with Bloomberg's Ed Ludlow and Caroline Hyde.See omnystudio.com/listener for privacy information.

Ever wondered what it takes to build a tech giant from the ground up? Is it just about having a great idea, or is there a secret formula for success? In this episode, we dive into Jimmy Soni's The Founders, uncovering the key principles that propelled PayPal from a fledgling startup to a cornerstone of the digital economy.In the world of investing and entrepreneurship, having a visionary idea is just the beginning. "The Founders" reveals that it's the combination of vision, timing, and an unrelenting focus on execution that separates successful companies from the rest.Throughout my career, I've learned that building a business is like solving a complex puzzle. Each piece—whether it's hiring the right people, navigating market challenges, or building a sustainable business model—needs to fit perfectly. Drawing on my experience as an entrepreneur and investor, I'll break down the stories and strategies from PayPal's early days to help you understand what it really takes to create a company that lasts.This episode dissects 10 crucial lessons from the book, each one offering valuable insights into leadership, innovation, and resilience. From taking calculated risks and building trust, to the power of culture and strategic partnerships, we'll explore how these principles can help you build a winning team and a sustainable business.Book on Amazon[Link to Amazon]Problems This Solves:Overwhelmed by the sheer volume of business books? This concise summary delivers the most impactful lessons from "The Founders."Unsure how to translate entrepreneurial principles into action? We'll provide actionable takeaways and reflection questions to guide your journey.Curious about the minds behind PayPal and its lasting impact? Gain insights into the challenges, strategies, and collaborative spirit that fueled their success.Why Listen:Discover the 10 Lessons for Success: Uncover the strategies that turned PayPal into a tech powerhouse.Learn from Real-World Examples: Hear stories from the book and my own experiences that illustrate these principles in action.Apply the Lessons to Your Own Ventures: Reflect on how you can foster innovation and build a resilient business.Quotes:“On the eve of its IPO, a prominent trade publication declared that the country needed PayPal ‘as much as it does an anthrax epidemic.'”“Properly understood, PayPal's story is a four-year odyssey of near-failure followed by near-failure.” "PayPal started off as a product with no use case. Then we had a use case but no business model. Then we had to build a sustainable business.""Your life will be shaped by the things you create, and the people you make them with." Timestamps:(00:00) Intro(03:03) Jimmy Soni(06:28) Overview of the Book(10:42) Vision, Persistence, and Hiring the Right People(17:08) Elon Musk's Bold Moves: Risk and Reward(23:07) Peter Thiel's Contrarian Thinking: Market and Monopoly(30:20) Max Levchin's Obsession with Security: Building Trust(35:36) PayPal's Viral Growth: User-Centric Design(41:54) Surviving the eBay Wars: Strategic Partnerships(48:10) The IPO and Beyond: Timing and Execution(54:00) The Role of Culture: From Chaos to Cohesion(59:42) PayPal Mafia: Legacy and Impact(01:05:30) Entrepreneurship Challenges: Navigating Uncertainty(01:11:12) Wrap-Up and Key TakeawaysSend us a Text Message.Support the Show.Join the Podcast Newsletter: Link

In this episode of The Founder Hour, we have an insightful conversation with Max Levchin, a true trailblazer in the tech world. Max's journey began in Ukraine, where he grew up in a family of scientists who instilled in him a deep respect for knowledge and discovery. After his family relocated to Crimea to escape the fallout from the Chernobyl disaster, Max discovered his passion for programming at a young age. With no computer at his disposal, he began teaching himself to code by writing programs on paper.In 1991, Max's family moved to the U.S., settling in Chicago. It was here that he found his footing at the University of Illinois Urbana-Champaign, a pivotal moment that set the stage for his future success. Immersed in the early internet scene, Max's path eventually led him to Silicon Valley, where a chance meeting with Peter Thiel at Stanford's lecture halls sparked the creation of what would become PayPal. Initially conceived as a secure way to store and transfer encrypted data, PayPal evolved into a groundbreaking online payment system that transformed the way we conduct financial transactions.Max takes us through the early days of PayPal, sharing stories of tackling complex challenges like document encryption and fraud prevention. But his entrepreneurial journey didn't stop there. He went on to found Slide, and later Affirm, a company dedicated to providing honest financial products that align with consumers' best interests. Throughout the conversation, Max discusses his guiding philosophy of HVF—hard, valuable, and fun—and how it shapes his approach to building companies that aim to make a positive impact on the world.We also explore Max's thoughts on the future of technology, exploring AI's potential, the evolving landscape of fintech, and the importance of aligning financial interests with customers. Tune in to uncover the story of an engineer at heart, a visionary leader, and a man who continues to shape the future of finance and technology.***CHA-CHING! Customers are rushing to your store. Do you have a point-of-sale system you can trust or is it (ahem) a real P.O.S.? You need Shopify for retail.Shopify POS is your command center for your retail store. From accepting payments to managing inventory, Shopify has EVERYTHING you need to sell in person. Get hardware that fits your business. Take payments by smartphone, transform your tablet into a point-of-sale system, or use Shopify's POS Go mobile device for a battle-tested solution.Plus, Shopify's award-winning help is there to support your success every step of the way.Do retail right with Shopify. Sign up for a one-dollar-per-month trial period at www.shopify.com/founderhour. Once again, go to www.shopify.com/founderhour to take your retail business to the next level today.***It's 2024 - are you still using your personal phone number for your startup?One of the most common founder mistakes we see is using your personal phone for business. OpenPhone makes it super easy to get business phone numbers for your team. It works through a beautiful app on your phone or computer, and integrates with CRMs like HubSpot and Salesforce.Here's a feature we love: With OpenPhone's AI-powered call transcripts and summaries, you can have a summary of your phone call with action items right when you hang up. No more note-taking, or forgotten to-do's.What's more, every employee that's sharing that phone number with you has access to it, too. Total recall across your entire team. OpenPhone is already affordable at a starting price of $15/user/month. But, The Founder Hour listeners can get 20% off for 6 months. And if you have existing numbers with another service, OpenPhone will port them over at no extra charge.Head to https://www.openphone.com/founder to start your free trial and get 20% off!***The Founder Hour is brought to you by Outer. Outer makes the world's most beautiful, comfortable, innovative, and high-quality outdoor furniture - ALL from sustainable materials - and is the ONLY outdoor furniture with a patented built-in cover to make protecting it effortless. From teak chairs to fire pit tables, everything Outer makes has the look and feel of what you'd expect at a 5-star resort, for less than you'd pay at a big box store for something that won't last.For a limited time, get 10% off at www.liveouter.com/thefounderhour. Terms and conditions apply. ***Follow The Founder Hour on:Instagram | www.instagram.com/thefounderhourTwitter/X | www.x.com/thefounderhourLinkedIn | www.linkedin.com/company/thefounderhourYouTube | www.youtube.com/@thefounderhour

Max Levchin is the founder and CEO of Affirm, the payment network that empowers consumers and helps merchants drive growth. He is also the co-founder and Chairman of Glow, a data-driven fertility company. Both companies were created and launched from his San Francisco based innovation lab, HVF (Hard, Valuable, Fun). Max was one of the original co-founders of PayPal where he served as the Chief Technology Officer until its acquisition by eBay in 2002. In 2002, he was named to the Technology Review TR100 as one of the top 100 innovators in the world as well as Innovator of the Year.Prior to HVF, Max founded and was CEO of Slide, a personal media-sharing service, which was acquired by Google in 2010. Max also helped create Yelp Inc., a consumer internet company, where he served as Chairman of its Board of Directors from its founding in 2005 until July 2015. He served on the board for Yahoo! Inc., an internet company, from 2012 until 2015. Max was born in Kyiv, Ukraine before moving to the United States and settling in Chicago in 1991. He holds a B.S. in Computer Science from University of Illinois at Urbana-Champaign, where he founded and led four other technology startups. Max is a serial entrepreneur, computer scientist, philanthropist and active investor in more than 100 startups.

Max Levchin, CEO of Affirm, explains why the company's safety measures make 'buy now, pay later' superior to credit cards. Levchin also breaks down why he believes the new credit rules enacted by the Consumer Financial Protection Bureau are a good thing for the industry. The content of the video is for general and informational purposes only. All views presented in this show reflect the opinions of the guest and the host. You should not take a mention of any asset, be it cryptocurrency or a publicly traded security as a recommendation to buy, sell or hold that cryptocurrency or security. Guests and hosts are not affiliated with or endorsed by Public Holdings or its subsidiaries. You should make your own financial and investment decisions or consult respective professionals. Full disclosures are in the channel description. Learn more at Public.com/disclosures. Past performance is not a guarantee of future results. There is a possibility of loss with any investment. Historical or hypothetical performance results, if mentioned, are presented for illustrative purposes only. Do not infer or assume that any securities, sectors or markets described in the videos were or will be profitable. Any statements of future expectations and other forward-looking statements are strictly based on the current views, opinion, or assumptions of the person presenting them, and should not be taken as an indicator of performance nor should be relied upon as an investment advice.

On this episode of the SeventySix Capital Sports Leadership Show, Wayne Kimmel interviewed C.J. Handron, CEO of Diamond Kinetics and Ben Jun, Founder of sidelineHD. Diamond Kinetics X sidelineHD: Diamond Kinetics, a SeventySix Capital portfolio company, has acquired sidelineHD, a youth sports media platform specializing in live streaming and video highlights. The acquisition aims to enhance player experiences in youth baseball and softball by integrating live streaming and video highlight capabilities. With the strategic move, Diamond Kinetics reaffirms its commitment to innovation and providing personalized experiences for athletes and families in youth sports. The acquisition aligns with DK's vision of providing a unified and complete experience for youth baseball and softball athletes and families. The integration of sidelineHD's capabilities will offer more personalized training, instruction, and development opportunities for DK users. DK aims to deliver increased value to its users by incorporating sidelineHD's features, including guided hitting sessions, MLB content, and interactive training content and games. SidelineHD will remain a stand-alone live streaming application, with DK continuing to enhance its product and add more value to existing streaming capabilities. Handron is the Co-Founder and CEO of Diamond Kinetics. He is responsible for leading commercialization efforts of all products and applications, as well as guiding the overall vision and strategy for the company.  Prior to Diamond Kinetics, Handron served as director of an early stage technology commercialization program at the University of Pittsburgh. Handron serves on the advisory boards of several Pittsburgh start up companies and is actively involved with several local non-profit organizations. A native of Greenville, NC, Handron holds a B.S. from North Carolina State University and a MBA from the University of Pittsburgh's Joseph M. Katz Graduate School of Business. Jun was CEO and co-founder of sidelineHD, a youth sports streaming and highlights company. He is now the VP of Livestreaming and Video at Diamond Kinetics.  A passionate technologist, product builder, and youth sports advocate, Ben has created companies with a net value of over $2B. Jun was formerly CEO and Chief Builder at HVF Labs (hard / valuable / fun), which is Max Levchin's investment and startup incubation laboratory.  Prior to that he was the co-founder of Cryptography Research and an early engineer at Audible (now Amazon). C.J. Handron Social Media: LinkedIn: https://www.linkedin.com/in/cj-handron-7859159/ X: https://twitter.com/CJ_Handron Diamond Kinetics Social Media: LinkedIn: https://www.linkedin.com/company/diamond-kinetics/ Instagram: https://www.instagram.com/diamondkinetics/ X: https://twitter.com/DiamondKinetics Ben Jun Social Media: LinkedIn: https://www.linkedin.com/in/benjun/ sidelineHD Social Media: LinkedIn: https://www.linkedin.com/company/sidelinehd/ Instagram: https://www.instagram.com/sidelinehd/ X: https://twitter.com/sidelinehd

Affirm CEO Max Levchin is one of the original co-founders of PayPal, and now he leads one of the biggest players in the buy now, pay later business. Levchin wants to build a company that changes how shoppers pay for big-ticket items and the way people take on debt. But critics argue the company is a danger to consumers because it allows them to make some purchases with no interest payments, thereby encouraging excessive spending. For this bonus episode of WSJ's Take On the Week, Levchin talks about Affirm's future and competing with the credit-card industry. How can we better help you take on the week? Send us an email to takeontheweek@wsj.com.  Listening on Google Podcasts? Here's our guide for switching to a different podcast player. Listen to WSJ's Take On the Week: https://on.wsj.com/3r5DbS7 

In this episode we are joined by Jason Portnoy, who wrote a memoir called “Silicon Valley Porn Star”. Jason shares his personal journey of addiction, infidelity, and self-discovery. We discuss the importance of surrendering and taking responsibility for unhealthy patterns in order to heal, grow, and overcome addiction. As with any personal recovery story, please recognize that comparisons and criticism are normal reactions, as you may not agree with or do some of the same things he and his wife have done in their journey. As the famous 12-step saying goes, "Take what you need and leave the rest for someone else." We hope this interview helps strengthen your resolve to live a life of integrity and stay in the light. The Power of Community in Pornography Recovery: Download Relay and try it out for free, or learn more at Relay's website. Use code GEOFF1 for 15% off!  Broken trust? Download my FREE video series “The First Steps to Rebuilding Trust”  Join my 12-week program, The Trust Building Bootcamp, to heal your broken relationship. Sign up for our FREE weekly newsletter to stay up-to-date on exciting new announcements!  Download my FREE guide to help you quickly end arguments with your spouse:  Connect with me on social media: INSTAGRAM FACEBOOK Visit http://www.geoffsteurer.com for online courses and other supportive resources. About Geoff Steurer: I am a licensed marriage and family therapist, relationship educator, and coach with over 20 years of experience. I am the co-author of, "Love You, Hate the Porn: Healing a Relationship Damaged by Virtual Infidelity", the host of the weekly podcast, "From Crisis to Connection", and have produced workbooks, audio programs, and online courses helping couples and individuals heal from the impact of sexual betrayal, unwanted pornography use, partner betrayal trauma, and rebuilding broken trust. As a leader in the field, I am a frequent contributor on these subjects at national conferences, documentaries, blogs, magazines, and podcasts. I also write a weekly relationship advice column available on my blog. I founded and ran an outpatient sexual addiction and betrayal trauma recovery group program for over 14 years, co-founded and chaired a local conference to educate community members about harmful media, and founded and administered a specialized group therapy practice for over 10 years. I currently maintain a private counseling and coaching practice in beautiful Southern Utah where I live with my wife and children. About Jody Steurer: Jody has been a strong voice supporting women as co-host of the podcast “Speak Up Sister”. She completed a bachelor's degree in psychology from Brigham Young University and is an ACA certified coach. She runs a small business and has years of experience in corporate training and organization. Jody's most challenging work has been raising her four children (two of which are on the autism spectrum). She loves to do landscape design, paint in watercolor, spend time outdoors, and snow ski. About Jason Portnoy: Jason is an entrepreneur, venture capitalist, and began his career at PayPal, working closely with technology icons like Peter Thiel, Elon Musk, Max Levchin, and Reid Hoffman. He served as the first Chief Financial Officer of Palantir Technologies (NYSE: PLTR) and later founded Oakhouse Partners, a top-performing venture capital firm. In his own words:"I had a life many men dream of: money, titles, cars, women. Then one day it all came crashing down, and I realized that deep inside I was miserable, lonely, and scared. Where did I go wrong? A lifetime of messages from society told me if I had those things I'd be a “real man” and happy. It was all a lie. After years of intense work and study, I learned I couldn't find happiness in material possessions or validation from society. It only existed inside of myself. In my book, I share the story of how it happened: my rise, my fall, and my redemption."

Affirm Holdings Chairman/CEO/Founder Max Levchin discusses the results of the "buy now/pay later" company's last quarter with Bloomberg's Ed Ludlow and Caroline Hyde.See omnystudio.com/listener for privacy information.

Support me by becoming wiser and more knowledgeable – check out Peter Thiel's books for sale on Amazon here: https://amzn.to/49cVDbt If you purchase a book through this link, I will earn a 4.5% commission and be extremely delighted. But if you just want to read and aren't ready to add a new book to your collection yet, I'd recommend checking out the ⁠⁠⁠Internet Archive⁠⁠⁠, the largest free digital library in the world. If you're really benevolent you can buy me a coffee or donate over at ⁠https://ko-fi.com/theunadulteratedintellect⁠⁠. I would seriously appreciate it! __________________________________________________ Full speech transcript here. Peter Andreas Thiel (born 11 October 1967) is a German-American billionaire entrepreneur, venture capitalist, and political activist. A co-founder of PayPal, Palantir Technologies, and Founders Fund, he was the first outside investor in Facebook. As of June 2023, Thiel had an estimated net worth of $9.7 billion and was ranked 213th on the Bloomberg Billionaires Index. He worked as a securities lawyer at Sullivan & Cromwell, as a speechwriter for former U.S. Secretary of Education William Bennett and as a derivatives trader at Credit Suisse. He founded Thiel Capital Management in 1996. He co-founded PayPal with Max Levchin and Luke Nosek in 1998, serving as chief executive officer until its sale to eBay in 2002 for $1.5 billion. After PayPal, he founded Clarium Capital, a global macro hedge fund based in San Francisco. In 2003, he launched Palantir Technologies, a big data analysis company, serving as its chairman since its inception. In 2005, he launched Founders Fund with PayPal partners Ken Howery and Luke Nosek. Earlier, Thiel became Facebook's first outside investor when he acquired a 10.2% stake for $500,000 in August 2004. He sold the majority of his shares in Facebook for over $1 billion in 2012 but remains on the board of directors. After the Fifth National Government intervened on his behalf, Thiel was controversially granted New Zealand citizenship in 2011 after spending 12 days in the country non-consecutively. He co-founded Valar Ventures in 2010; co-founded Mithril Capital, serving as investment committee chair, in 2012; and served as a part-time partner at Y Combinator from 2015 to 2017. Audio Source: ⁠here⁠ Full Wikipedia entry ⁠here⁠ Peter Thiel's books ⁠here --- Support this podcast: https://podcasters.spotify.com/pod/show/theunadulteratedintellect/support

Max Levchin, CEO of Affirm, a buy now pay later provider, discusses what's wrong with credit in America and why so many consumers are turning to buy now pay later -- and how that threatens financial incumbents. He speaks with Bloomberg's Sonali Basak for this week's Bloomberg Markets Magazine interview. See omnystudio.com/listener for privacy information.

Miguel Armaza sits down with Ohad Samet, CEO & Co-Founder of TrueML, a leading platform of fintech products to enable intelligent, digital customer communication, which in clues TrueAccord, a leading debt recovery and collections platform with a consumer-friendly digital experience. They are backed by AmEx, Arbor Ventures, BoxGroup, Felicis, Homebrew, Nyca, Max Levchin, and many more.Ohad is also an industry veteran and previously held leadership roles at PayPal and Klarna.We discuss:Lessons learned at PayPal and Klarna. What drives the success of these organizations?How TrueAccord has pioneered a humane, consumer-friendly approach to debt collectionThe state of BNPL and why Ohad thinks the category is here to stay and he hopes it displaces payday loansAdvice on managing your relationship with VCs… and a lot more!Want more podcast episodes? Join me and follow Fintech Leaders today on Apple, Spotify, or your favorite podcast app for weekly conversations with today's global leaders that will dominate the 21st century in fintech, business, and beyond.Do you prefer a written summary, instead? Check out the Fintech Leaders newsletter and join 60,000+ readers and listeners worldwide!Miguel Armaza is Co-Founder and General Partner of Gilgamesh Ventures, a seed-stage investment fund focused on fintech in the Americas. He also hosts and writes the Fintech Leaders podcast and newsletter.Miguel on LinkedIn: https://bit.ly/3nKha4ZMiguel on Twitter: https://bit.ly/2Jb5oBcFintech Leaders Newsletter: bit.ly/3jWIp

Diving into the life, lessons, and greatness of the founders of PayPal from Jimmy Soni's book called, The Founders: The Story of PayPal and the Entreprenuers Who Shaped Silicon ValleyCheck out my new book Chasing Greatness: Timeless Stories on the Pursuit of Excellence-----0:00 - Wrong Ideas“You start off with an idea, and that idea is mostly wrong. And then you adapt that idea and keep refining it and you listen to criticism…and then engage in sort of a recursive self-improvement…keep iterating on a loop that says, ‘Am I doing something useful for other people?' Because that's what a company is supposed to do.” - Elon Musk2:50 -  On questions“A lot of times the question is harder than the answer, and if you can properly phrase the question, then the answer is the easy part.” - Elon Musk6:35 - Trust“Trust builds speed. We could be on a much faster cycle than a lot of companies where you have to take a month to sort of massage things throughout the company before you could say what you were trying to say.” - Peter Thiel7:40 - On hirings“As hire As. Bs hire Cs. So the first B you hire takes the whole company down." - Max Levchin15:30 - On all-nighters“I think there's something very special about the all-nighter ethic. There's definitely something about the nocturnal lifestyle for engineers specifically that really opens up the chakras of creativity or code writing. People get slightly sillier, but also maybe a little more creative. They get tired and some spirit and camaraderie wakes up in those hours and you get more done because you're not afraid to tell people to shove it when they're doing something wrong and the interactions become more interesting." - Max Levchin17:15 - On losers“Show me a good loser and I'll show you a loser.” - Peter Thiel25:50 - A question to ask.“Who is the most eccentric or unorthodox person you know and could I meet them.” - Reid Hoffman27:00 - One final note "The fates guide the person who accepts them and hinders the person who resists them." - Cleanthes

The meeting was an interview between Kerry Lutz and Eric Jackson about the early days of PayPal and its founding team, including Elon Musk, Peter Thiel, and Max Levchin. Jackson reflects on the historical significance of the company and the strong personalities that sometimes clashed but ultimately worked together. They discussed the challenges PayPal faced, including fraud and regulatory issues, and how it overcame them to become a success. The conversation also touched on the cultural differences between PayPal and eBay, and how they affected the companies' respective trajectories. Jackson also discussed the formation of the PayPal Mafia, a group of successful entrepreneurs who worked together at PayPal, and attributed their success to a culture of innovation, risk-taking, and accountability. The interview provides insight into the early days of PayPal and the individuals who helped shape its success. Buy the book here: The PayPal Wars Find Kerry here: FSN  

The Affirm CEO talks about new ways consumers are using its buy now, pay later services.

PayPal was the defining tech company of its generation, with alumni going on to start YouTube, Tesla, Yelp, LinkedIn, among many others. But the company nearly didn't make it. The PayPal of today only exists because of how its team navigated early, unprecedented inflection points. Find out why Max Levchin now says he does “not recommend” a merger of equals to anyone, how the team pioneered CAPTCHA to fight $10M in monthly fraud that nearly sank the fledgling business, and how they maneuvered through ongoing battles with eBay on their way to an IPO. Host: Roelof Botha, Managing Partner of Sequoia Capital  Featuring: Max Levchin, Michael Moritz, Jimmy Soni Transcript: https://www.sequoiacap.com/podcast/crucible-moments-paypal/ Learn more about your ad choices. Visit podcastchoices.com/adchoices

My guest is Jimmy Soni, an American author, and former The Huffington Post managing editor. He is best known for A Mind at Play, his biography of Claude Shannon, and The Founders: The Story of Paypal and the Entrepreneurs Who Shaped Silicon Valley.This is a masterclass episode on the skills, mentality, and stories of the greatest team ever built, The Paypal Mafia.You will learn on this episode:- Why it took Jimmy 6 years to write this amazing story- What is Peter Thiel's exceptional skill that powered the growth of PayPal-  How was he able to interview Elon Musk, Reid Hoffman, and Peter Thiel-  How PayPal acquired the first 100 and went viral in a strategy that could have bankrupted the company- The key ingredients common between Elon Musk, Reid Hoffman, Max Levchin, Peter Thiel, and David Sacks- and much more ...You can find Jimmy on:https://www.linkedin.com/in/jimmysoni/https://twitter.com/jimmyasoniThis is a must-read, and I would recommend purchasing the book. Here is a link:https://jimmysoni.com/books/the-founders/https://www.amazon.com/Founders-Paypal-Entrepreneurs-Shaped-Silicon/dp/1501197266If you like our podcast, please don't forget to subscribe and support us on your favorite podcast players. We also would appreciate your feedback and rating to reach more people.We recently launched our new newsletter, Principles Friday, where I share one principle that can help you in your life or business, one thought-provoking question, and one call to action toward that principle. Please subscribe Here.It is Free and Short (2min).

Miguel Armaza sits down with Adena Hefets, CEO/Co-Founder of Divvy Homes, one of the most innovative PropTech companies in the US that helps renters transition into homeowners with a rent-to-own model. They are backed by great investors, including Andreessen Horowitz, GGV Capital, GIC, Tiger Global, Caffeinated Capital, and Max Levchin.We discuss:What's going on in the US commercial and residential real estate markets? Adena gives a deep dive of the tough state of the market.How Divvy's rent-to-own model is a win-win for consumers, giving them the flexibility to be homeowners without necessarily having a mortgage.Leadership and productivity lessons after six years in the CEO role.Struggles from their early fundraising journey, building company culture… and a lot more!Want more podcast episodes? Join me and follow Fintech Leaders today on Apple, Spotify, or your favorite podcast app for weekly conversations with today's global leaders that will dominate the 21st century in fintech, business, and beyond.Do you prefer a written summary, instead? Check out the Fintech Leaders newsletter and join 56,000+ readers and listeners worldwide!Miguel Armaza is Co-Founder & Managing General Partner of Gilgamesh Ventures, a seed-stage investment fund focused on fintech in the Americas. He also hosts and writes the Fintech Leaders podcast and newsletter.Miguel on LinkedIn: https://bit.ly/3nKha4ZMiguel on Twitter: https://bit.ly/2Jb5oBcFintech Leaders Newsletter: bit.ly/3jWIpqp

Jimmy Soni is an award-winning author, whose book "The Founders: The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley" vividly narrates PayPal's rise from its challenging early days to revolutionizing financial systems. Soni also brings insights from his previous award-winning book, "A Mind at Play: How Claude Shannon Invented the Information Age." In this episode, delve into the butterfly effect of PayPal on the tech industry, the importance of selecting peers for success, and leveraging connections in business. Uncover the dichotomy of dreams versus economic reality in startups, explore the value of competition in the workplace, and learn about the geographical influences on ambitious projects. Whether an aspiring entrepreneur or tech enthusiast, tune in for invaluable lessons and insights. Checkout the book:→ Amazon: https://www.amazon.com/Founders-Peter-Company-Modern-InternetConnect with Jimmy:→ Website: https://www.jimmysoni.com  → Twitter: https://www.twitter.com/jimmyasoni   → LinkedIn: https://www.linkedin.com/in/jimmysoni   → Instagram: https://www.instagram.com/jimmyasoniResources Mentioned in The Episode:→ A Mind At Play: https://www.amazon.com/Mind-Play-Shannon-Invented-Information→ Elon Musk: https://www.twitter.com/elonmusk  → Peter Thiel: https://www.linkedin.com/in/peterthiel  → Luke Nosek: https://www.linkedin.com/in/lukenosek→ Max Levchin: https://www.linkedin.com/in/maxlevchin→ David O. Sacks: https://www.linkedin.com/in/davidoliversacks→ Ken Howery: https://www.linkedin.com/in/kenhowery  → The Defiant Ones: https://www.netflix.com/title/80214552     → Silicon Valley Porn Star: https://www.amazon.com/Silicon-Valley-Porn-Star-Rediscovering  Help The Louis and Kyle Show:→ If you enjoyed this episode, please share it with a friend or leave a review!→ Leave a review: https://podcasts.apple.com/us/podcast/1504333834→ Drop us an email: LouisandKyleShow@gmail.com→ Subscribe on YouTube: https://www.youtube.com/channel/UCb6qBiV1HAYcep87nKJmGhAFollow The Show on Social Media:→ Twitter: https://twitter.com/LouisKyleShow→ Instagram: https://www.instagram.com/louiskyleshow/→ LinkedIn: https://www.linkedin.com/company/65567567/Connect with Louis and Kyle:→ Read Louis' Newsletter: https://louisshulman.substack.com/→ Louis' Twitter: https://twitter.com/LouisShulman→ Kyle's Twitter: https://twitter.com/_kylebishop→ Louis LinkedIn: https://www.linkedin.com/in/louisshulman/→ Kyle's LinkedIn: https://www.linkedin.com/in/kyle-bishop-7b790050/

Rebecca Hotsko engages in a conversation with Jimmy Soni, focusing on his book titled "The Founders." This captivating book explores the rise of PayPal and the influential entrepreneurs who were instrumental in shaping the landscape of Silicon Valley. Jimmy Soni's work takes readers on an extraordinary two-decade journey of PayPal, uncovering its origins and presenting fascinating anecdotes about the key figures involved.Jimmy Soni, an award-winning author, has garnered acclaim for his latest book, "The Founders: The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley." As a debut best-seller, it has received praise from renowned publications such as the Wall Street Journal, The New York Times, The New Yorker, The Economist, and many others.IN THIS EPISODE, YOU'LL LEARN:00:00 - Intro.02:26 - The incredible story of how PayPal got started. 06:08 - Who is the PayPal mafia? 10:40 - Max Levchin and Peter Thiel story, and their role in PayPal. 29:19 - The role Elon Musk played in PayPal and stories from his early start up days running Zip2, and X.com. 38:21 - How the merger of Cofinity and X.com happened and why? 42:11- The hurdles the company faced along the way and lessons learned. 45:33 - The unique culture at PayPal.*Disclaimer: Slight timestamp discrepancies may occur due to podcast platform differences.BOOKS AND RESOURCESCheck out: Jimmysoni.com. Get Jimmy's book: The Founders: The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley.Related Episode: Listen to MI230: Buffett Indicator Says Market Is Overvalued w/ Lance Roberts. or watch the video.NEW TO THE SHOW?Check out our Millennial Investing Starter Packs.Browse through all our episodes (complete with transcripts) here.Try Robert and Rebecca's favorite tool for picking stock winners and managing our portfolios: TIP Finance.Enjoy exclusive perks from our favorite Apps and Services.Stay up-to-date on financial markets and investing strategies through our daily newsletter, We Study Markets.Learn how to better start, manage, and grow your business with the best business podcasts.P.S The Investor's Podcast Network is excited to launch a subreddit devoted to our fans in discussing financial markets, stock picks, questions for our hosts, and much more! Join our subreddit r/TheInvestorsPodcast today!SPONSORSGet a FREE audiobook from Audible.Instead of trying to time the market or pick single stocks, automate your investments and invest in a variety of companies with Betterment.What does happen when money and big feelings mix? Tune in to find out on the new podcast, Open Money, presented by Servus Credit Union.Apply for the Employee Retention Credit easily, no matter how busy you are, with Innovation Refunds.Support our free podcast by supporting our sponsors.Connect with Rebecca: Twitter | InstagramEmail: Rebecca@theinvestorspodcast.comConnect with Jimmy: Website | LinkedIn See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What do we actually know about the applications we use every day? Few people are aware of PayPal's humble beginnings, despite the company being a behemoth today. Nowadays, PayPal is a household name. Its founders include some of the most well-known figures in the tech industry including Max Levchin, Elon Musk, and Peter Thiel. In this episode, we've invited an award-winning author and biographer, Jimmy Soni. Jimmy has spoken about his books throughout the USA at organizations big and small, including universities, conferences, and companies such as Talks at Google. His latest book, THE FOUNDERS: The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley, was a debut best-seller and has earned praise from the Wall Street Journal, The New York Times, The New Yorker, and The Economist, among many others. In this episode, Jimmy will be sharing: 1) The Story of Paypal And The Entrepreneurs Who Shaped Silicon Valley 2) The Superpower which Elon Musk & Peter Thiel possess 3) The Power of Social Capital Learn more about Jimmy: Website: https://jimmysoni.com/ Facebook: https://www.facebook.com/jimmy.soni.750 LinkedIn: https://www.linkedin.com/in/jimmysoni/ Instagram: https://www.instagram.com/jimmyasoni/ Get The Founders: https://jimmysoni.com/books/the-founders/ Episode Sponsor: https://bookthinkers.com/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/theraygacyshow/message

The best advice Brex founder and co-CEO Henrique Dubugras ever received came from Snap CEO Evan Spiegel: The best CEOs, Spiegel told him, are “extremely authentic to themselves ... If you try to emulate being Elon Musk and you're not like that, you're just gonna fail.” This wisdom has empowered Dubugras and his co-founder, Pedro Franceschi, to focus on the places where they can be most effective at Brex, and to be more authentic with their coworkers. In this episode, Henrique and Joubin discuss coaches vs. therapy, mutual crushes, “hacker famous,” big egos, why missions are overrated, dropping out of college, CEO's identities, the “Silicon Valley mold,” trojan-horsing Max Levchin, pivoting after two years, going to the ground, compensation and hiring myths, core customers, fixing expense report policies, and joining the Expedia board.In this episode, we cover: Growing up in Brazil and Henrique's relationship with his mom (01:07) The first company he sold, Pagar.me, and his co-founder Pedro Franceschi (07:11) Becoming “successful” and why it's fine to have a “f**ked up motivation” (10:35) ADHD, dueling superpowers, and focusing on the right things (15:56) Being an authentic CEO and not reading books (19:51) The radical changes Brex has experienced in the past three years (24:40) Brex's new spend management product and landing initial customers (30:30) The messages sent by how Brex structures its employee compensation (34:07) How Henrique and Pedro recruited top talent when they were just getting started (38:57) Pivoting a $12 billion company: “We can't do all these things” (43:33) The challenges of becoming more of an enterprise company than a Fintech one (50:34) Links: Connect with Henrique Twitter LinkedIn Connect with Joubin Twitter LinkedIn Email: grit@kleinerperkins.com  Learn more about Kleiner Perkins

Action Plan: https://jimharshawjr.com/ACTION Free Clarity Call: https://jimharshawjr.com/APPLY Author and Venture capitalist Jason Portnoy grew up in the suburbs of New Jersey. He went to Stanford University and eventually found himself in Silicon Valley in the middle of what's called the PayPal Mafia— where he worked with visionaries like Peter Thiel, Elon Musk, Max Levchin, and Reid Hoffman.  This launched him into a life of wealth and prestige that he never dreamed of growing up.   He had stock options in PayPal. Flashy cars. And an amazing family.  Everything looked perfect on the outside, but on the inside, he had unhealed traumas from his past. Slowly and painfully, Jason descended into the dark world of pornography and sex— which pushed him and his life to the edge. Listen to this episode of the Success Through Failure podcast as Jason walks us through his book, "Silicon Valley Porn Star: A Memoir of Redemption and Rediscovering the Self," and his journey that sheds light on a crisis of masculinity in our own world where so many men quest for unlimited power and success.  Tune in now and be inspired to look inside of yourself and find your own path to success and fulfillment in becoming the person that you truly want to be.  If you don't have time to listen to the entire episode or if you hear something that you like but don't have time to write it down, be sure to grab your free copy of the Action Plan from this episode— as well as get access to action plans from EVERY episode— at http://www.JimHarshawJr.com/Action.  

Max Levchin is the Co-Founder of Paypal and the current Founder & CEO of Affirm. In this conversation, we discuss building a new credit score, how to navigate market downtowns, and building company culture in a remote environment, ======================= Arculus is the next generation crypto & NFT cold storage wallet that combines one of the world's strongest security protocols with the easiest to use form factor and app. Arculus requires 3-Factor Authentication to ensure only you have access to your digital assets – something you know – a PIN, something you have – the Arculus Key Card, and biometrics. Learn more and buy it now on getarculus.com. Use promo code POMP to save 15%. Remember, with Arculus, it's your keys, your crypto. ======================= LMAX Digital - the market-leading solution for institutional crypto trading & custodial services - offers clients a regulated, transparent and secure trading environment, together with the deepest pool of crypto liquidity. LMAX Digital is also a primary price discovery venue, streaming real-time market data to the industry's leading analytics platforms. LMAX Digital - secure, liquid, trusted. Learn more at LMAXdigital.com/pomp ======================= With a Messari Pro subscription, you gain access to exclusive industry-leading long-form daily research reports, daily crypto news & insights in your inbox, advanced asset screeners, curated sets of charts and metrics and so much more. Try Messari Pro today! Get up to 25% off their Messari Pro membership by visiting www.messari.io/pro and entering promo code "POMP" at checkout. =======================

The Dow gained over 300 points and Jim Cramer is breaking down the biggest news driving the market, including today's election decision. First, Kelly Steckelberg, CFO of Zoom, joins Mad Money to discuss how the company is faring after peaking at the height of the pandemic. Then, Cramer digs into Portillo's, the fast-food chain known for its Chicago style hot dogs and Italian beef sandwiches and chats with CEO Michael Osanloo. Plus, Affirm fell going into and after earnings - Cramer's talking to CEO Max Levchin.

How does the fintech company Affirm work? And what's the story behind its founder, Max Levchin? From Chernobyl to Peloton, our story takes some pretty crazy twists and turns.See omnystudio.com/listener for privacy information.

After PayPal sold to eBay in 2002, Max Levchin could have relaxed on a beach for the rest of his life. But that's not the kind of person he is. He isn't happy unless he's coming up with new ideas and building companies – so much so that he actually fell into a dark place after leaving PayPal. He didn't fully find himself until years later, when he rediscovered his passion for the “hard, valuable, fun” problems of fintech. Now, Max runs another billion-dollar company: Affirm, a “buy now, pay later” service that's transforming how we purchase things on credit. This is the second part of a two-part conversation with Max; to hear the story of PayPal, be sure to listen to part 1! See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Jason Portnoy of PayPal, Palantir, and More — Porn Addiction, Sexaholics Anonymous, Shame Spirals, and His Path to Recovery and Redemption | Brought to you by LinkedIn Marketing Solutions marketing platform with ~770M users, Athletic Greens all-in-one nutritional supplement, and Shopify global commerce platform providing tools to start, grow, market, and manage a retail business. More on all three below.Entrepreneur, venture capitalist, and author Jason Portnoy began his career at PayPal, working closely with technology icons like Peter Thiel, Elon Musk, Max Levchin, and Reid Hoffman. He served as the first chief financial officer of Palantir Technologies and later founded Oakhouse Partners, a top-performing venture capital firm.Jason is sought after as a trusted advisor to technology company CEOs and has spoken on topics ranging from executive leadership to the intersections of technology and humanity. He holds engineering degrees from both Stanford University (MS) and the University of Colorado (BS). His new book is Silicon Valley Porn Star.Please enjoy!This episode is brought to you by LinkedIn Marketing Solutions, the go-to tool for B2B marketers and advertisers who want to drive brand awareness, generate leads, or build long-term relationships that result in real business impact.With a community of more than 770 million professionals, LinkedIn is gigantic, but it can be hyper-specific. You have access to a diverse group of people all searching for things they need to grow professionally. LinkedIn has the marketing tools to help you target your customers with precision, right down to job title, company name, industry, etc. To redeem your free $100 LinkedIn ad credit and launch your first campaign, go to LinkedIn.com/TFS!*This episode is also brought to you by Shopify! Shopify is one of my favorite platforms and one of my favorite companies. Shopify is a platform designed for anyone to sell anywhere, giving entrepreneurs the resources once reserved for big business. In no time flat, you can have a great looking online store that brings your ideas to life, and you can have the tools to manage your day-to-day and drive sales. No coding or design experience required.More than a store, Shopify grows with you, and they never stop innovating, providing more and more tools to make your business better and your life easier. Go to Shopify.com/Tim for a FREE 14-day trial and get full access to Shopify's entire suite of features.*This episode is also brought to you by Athletic Greens. I get asked all the time, “If you could use only one supplement, what would it be?” My answer is usually AG1 by Athletic Greens, my all-in-one nutritional insurance. I recommended it in The 4-Hour Body in 2010 and did not get paid to do so. I do my best with nutrient-dense meals, of course, but AG further covers my bases with vitamins, minerals, and whole-food-sourced micronutrients that support gut health and the immune system. Right now, Athletic Greens is offering you their Vitamin D Liquid Formula free with your first subscription purchase—a vital nutrient for a strong immune system and strong bones. Visit AthleticGreens.com/Tim to claim this special offer today and receive the free Vitamin D Liquid Formula (and five free travel packs) with your first subscription purchase! That's up to a one-year supply of Vitamin D as added value when you try their delicious and comprehensive all-in-one daily greens product.*For show notes and past guests on The Tim Ferriss Show, please visit tim.blog/podcast.For deals from sponsors of The Tim Ferriss Show, please visit tim.blog/podcast-sponsorsSign up for Tim's email newsletter (5-Bullet Friday) at tim.blog/friday.For transcripts of episodes, go to tim.blog/transcripts.Discover Tim's books: tim.blog/books.Follow Tim:Twitter: twitter.com/tferriss Instagram: instagram.com/timferrissYouTube: youtube.com/timferrissFacebook: facebook.com/timferriss LinkedIn: linkedin.com/in/timferrissPast guests on The Tim Ferriss Show include Jerry Seinfeld, Hugh Jackman, Dr. Jane Goodall, LeBron James, Kevin Hart, Doris Kearns Goodwin, Jamie Foxx, Matthew McConaughey, Esther Perel, Elizabeth Gilbert, Terry Crews, Sia, Yuval Noah Harari, Malcolm Gladwell, Madeleine Albright, Cheryl Strayed, Jim Collins, Mary Karr, Maria Popova, Sam Harris, Michael Phelps, Bob Iger, Edward Norton, Arnold Schwarzenegger, Neil Strauss, Ken Burns, Maria Sharapova, Marc Andreessen, Neil Gaiman, Neil de Grasse Tyson, Jocko Willink, Daniel Ek, Kelly Slater, Dr. Peter Attia, Seth Godin, Howard Marks, Dr. Brené Brown, Eric Schmidt, Michael Lewis, Joe Gebbia, Michael Pollan, Dr. Jordan Peterson, Vince Vaughn, Brian Koppelman, Ramit Sethi, Dax Shepard, Tony Robbins, Jim Dethmer, Dan Harris, Ray Dalio, Naval Ravikant, Vitalik Buterin, Elizabeth Lesser, Amanda Palmer, Katie Haun, Sir Richard Branson, Chuck Palahniuk, Arianna Huffington, Reid Hoffman, Bill Burr, Whitney Cummings, Rick Rubin, Dr. Vivek Murthy, Darren Aronofsky, and many more.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

During its formative years in the late 1990's, Paypal attracted an extraordinary group of young entrepreneurs, who then went on to build some of the best known companies in tech. They became known as The PayPal Mafia—and Max Levchin was one of the leaders. A computer genius from Soviet Ukraine, Max joined Peter Thiel, Elon Musk, Reid Hoffman and others as they grew PayPal into a massively successful online payment service. Along the way, they encountered almost every start-up challenge imaginable, including the emotional ouster of Elon Musk as CEO. After PayPal was acquired by eBay in 2002, Max couldn't sit still, so he launched a startup lab that eventually led to another successful fintech company: Affirm. Guy will talk to Max about Affirm next week, in the second episode of this two-part series. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Text Hawk to 66866 for Mindful Monday... A carefully curated email sent to you every Monday to help you start your week right... Full show notes at www.LearningLeader.com Twitter/IG: @RyanHawk12      https://twitter.com/RyanHawk12 Jimmy Soni is an award-winning author. His book, A Mind at Play: How Claude Shannon Invented the Information Age, won the 2017 Neumann Prize, awarded by the British Society for the History of Mathematics for the best book on the history of mathematics for a general audience, and the Middleton Prize by the Institute of Electrical and Electronics Engineers. His book, Jane's Carousel, completed with the late Jane Walentas, captured one woman's remarkable twenty-five-year journey to restore a beloved carousel in Brooklyn Bridge Park. Jimmy's most recent book is called, The Founders - The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley.  Notes: “Your life will be shaped by the things you create, and the people you make them with. We tend to sweat the former. We don't worry enough about the latter." The founders and earliest employees of PayPal pushed and prodded and demanded better of one another. Instead of "Acknowledgements" to end his book, Jimmy titled the section "Debts" "A debt is deeper than an Acknowledgement." Envy the optimist, not the genius. There's real power in optimism. The world is built by optimists. Look for the silver things. Have belief. Be the type of person that believes in themselves and others… Optimism builds confidence in yourself and others. Be an optimist. Phil Jackson and Michael Jordan – The fact that Phil told the best player in the world… “We aren't going to win a championship if you keep playing that way. You have to buy into the triangle offense.” It shows the value of a friend (or a coach) telling you the truth in order to help you (and the team) get better. "Walter Isaacson made me believe in its (the book) importance and potential. At the very end, he provided the kind of advice that can only come from someone who has spent years laboring in the same fields. Peter Thiel refined Max Levchin's thinking... He made him better. Ask, "Have you thought about it this way?" Watch Jiro Dreams of Sushi Kobe Bryant was an incredible learning machine. His insatiable curiosity made him better. You can become curious about anything. Mr. Beast spent hours every day on Skype with his friends talking about how to grow a YouTube channel. We live in a moment were you can connect with others who are passionate about the same topics you are. With the internet, you can connect with anyone. Qualities of the leaders who created PayPal: It was so hard. They all experienced failure and bounced back. Highly intelligent. Hard-working. They worked 7 days a week. There was no work-life balance. They weren't just resilient, they were fast-moving. Life Advice: What looks like expertise on the outside is generally messiness on the inside. Leadership in Solitude. There are benefits to spending some time by yourself. Ask – The people who make things happen are willing to ASK. Steve Jobs to Bill Hewlitt. Elon Musk to Dr. Peter Nicholson. Those "asks" changed the trajectory of their lives. Who knows, maybe your next ASK will change yours… Claude Shannon, Bell Laboratories, renowned as an incredible hub of innovation…  whose work in the 1930s and '40s earned him the title of “father of the information age.” Geniuses have a unique way of engaging with the world, and if you spend enough time examining their habits, you discover the behaviors behind their brilliance.

The Dow dropped in its sixth consecutive day of losses and Jim Cramer is guiding investors toward areas of opportunity. First, Molson Coors Beverage Company CEO Gavin Hattersley talks to Cramer about his company's quarter results and new products. Then, Affirm soared after earnings and CEO Max Levchin discusses company partnerships, earnings, guidance and more. Next, Micron Technology CEO Sanjay Mehrotra gives Cramer a recap of the company's Investor Day. Plus, Diamondback Energy's CEO.

David Sacks is a paradox. The entrepreneur and venture capitalist helped lay the foundations of the digital world we now live in: He was one of the members of what's known as the PayPal Mafia, alongside people like Peter Thiel, Elon Musk and Max Levchin. He's also been an early investor in some companies you may have heard of: Airbnb, Facebook, Slack, SpaceX, Twitter, Uber.  At the same time, he is something of a whistleblower from inside the world of tech. He believes that Big Tech has far too much power. He argues that the fact that a handful of billionaires get to decide what we are (and aren't) allowed to say in the new, digital public square is something that the Framers would have been repelled by—and that all Americans should oppose. Today I spoke to David, now a general partner at Craft Ventures, about the rise of America's social credit system and how we can defend our civil liberties in the age of the Internet. Learn more about your ad choices. Visit megaphone.fm/adchoices